Chief Financial Officer Branch
The Chief Financial Officer Branch (CFOB) provides functional direction, guidance, strategic financial advice and financial management services to the Department. This includes assisting the Department to secure and manage financial resources, providing analysis and advice on resource allocation and management, and ensuring accurate and timely financial information for corporate planning and reporting purposes. CFOB works together with other branches to cultivate and ensure an environment of fiscal responsibility, compliance and accountability.

Corporate Secretariat Branch
The Corporate Secretariat Branch is responsible for providing integrated support to the Ministers, Deputy Ministers, and Assistant Deputy Ministers of Human Resources and Social Development Canada, Labour, and Service Canada, as well as the Secretary of State (Seniors). In this capacity, it oversees ministerial correspondence, briefing services (including ministerial briefing), parliamentary affairs, ministerial appointments, the executive committees, Access to Information and Privacy requests, and Cabinet affairs.

The Director General, Strategic Operations, is responsible for coordinating the quality and flow of advice and information between the Department and the offices of the Deputy Ministers and the Ministers of the Human Resources and Social Development portfolio. Two of the Corporate Secretariat's four directorates report to the Director General: Ministerial Services, and the Planning, Executive Committees and Correspondence Directorate.

The Ministerial Services directorate ensures timely advice and information from all branches and portfolio organizations with regard to ministerial briefings, Cabinet affairs, grants and contributions and Governor in Council appointments to the Ministers and Deputy Ministers.

The Planning, Executive Committees and Correspondence directorate manages the Department's governance processes; correspondence addressed to the portfolio Ministers, the Deputy Ministers, stakeholders and the general public; quality control and business support on all communications products; and also delivers a range of operational and strategic reports on ministerial correspondence.

There are also three Departmental Assistants who report to the Director General of Strategic Operations. The Departmental Assistants are responsible for ensuring a seamless working relationship between the Corporate Secretariat and the offices of the Minister of Human Resources and Social Development, the Minister of Labour, and the Secretary of State (Seniors).

The Parliamentary and Regulatory Affairs directorate supports the Minister of Human Resources and Social Development and the Minister of Labour for all parliamentary affairs-related business, by monitoring private members' bills or motions and the business of all Parliamentary Committees studying issues related to the Department's mandate, preparing the Ministers' Question Period Cards and responses to Parliamentary returns, and coordinating the approval of documents to be tabled as well as the preparation of supporting documents.

The Access to Information and Privacy (ATIP) directorate carries out the Department's legislated requirements under the Privacy Act, the Access to Information Act and the Canadian Human Rights Act. This is a mandatory service to the public, which involves continuous dialogue with all branches, other federal or provincial institutions and non-government organizations to ensure that there is no improper collection or release of personal or business information.

Additionally, there are three bodies functioning at arm's length who report for administrative purposes to the Corporate Secretary: the Pension Appeals Board, the Office of the Commissioner of Review Tribunals, and the National Council of Welfare.

Human Resources Services Branch
The Human Resources Services Branch (HRSB) is responsible for leading the development of the people component of Human Resources and Social Development Canada, Service Canada and Labour in providing strategic advice and support on a range of human resources (HR), culture, and change management issues.

HRSB also provides direct HR services in the areas of staffing and classification, compensation and benefits, labour relations, Informal Conflict Management Services and learning and wellness programs to Human Resources and Social Development Canada, Service Canada and Labour (approx. 27,000 employees). The same services are provided to HRSDC.

Income Security and Social Development Branch
Income Security and Social Development (ISSD) Branch is a focal point for social policy and programs that are designed to ensure that children, families, seniors, people with disabilities, homeless persons, communities and others who are facing social challenges have the support, knowledge and information they need to maintain their well-being and facilitate their participation in society.

ISSD is responsible for developing policies and designing and delivering high-quality programs for seniors, children and families, persons with disabilities, communities and the homeless, while having particular responsibilities for Canada's $52B public pension programs, including Old Age Security (OAS) and the Canada Pension Plan (CPP).

The branch is comprised of the following directorates:

Canada Pension Plan Disability Directorate
The Directorate provides program policy direction and guidance regarding Canada Pension Plan (CPP) Disability adjudication at all levels; conducts research and policy analysis on issues related to CPP Disability and program clients, leading to new policies and legislation; identifies appropriate program design changes to all components of the program; develops policy interface and coordination mechanisms with other income support programs serving persons with disabilities, such as provincial income assistance, workers' compensation and long-term disability insurance; provides direction on vocational rehabilitation and return to work services; coordinates appeals with the two independent tribunals for CPP Disability (the Office of the Commissioner of Review Tribunals and the Pension Appeals Board); and provides medical expertise in support of the Minister, with physicians providing expert medical testimony at Pension Appeals Board hearings and in Federal Court.

Community Development and Partnerships Directorate
The Community Development and Partnerships Directorate (CDPD) works to improve the quality of life of Canadians by strengthening the communities in which they live.

CDPD has key policy development responsibilities related to community well-being. As a case in point, it leads the Government of Canada's efforts to support the voluntary sector through the Voluntary Sector Strategy. This includes efforts to bring about greater consistency and coherence to the government's funding regime with respect to the sector, efforts to develop a federal policy framework on the social economy, and efforts to promote sector organizations' ability to innovate, strengthen networks, promote self-sufficiency and share good practices.

CDPD manages grant and contribution funds to advance the social priorities of the Government of Canada under various programs including: the Children and Families Component of the Social Development Partnerships Program; the Understanding the Early Years program; the Voluntary Sector Strategy; and Early Childhood Development in Official Language Minority Communities. CDPD also manages the New Horizons for Seniors Program (NHSP), which helps to ensure that seniors are able to benefit from and contribute to the quality of life in their communities through social participation and active living. NHSP funding supports projects that encourage seniors to share their knowledge, skills and experience and address social isolation; upgrade community facilities and equipment related to existing seniors programs; and raise awareness of the abuse of seniors.

CDPD facilitates the exchange of information between provincial/territorial adoption authorities, and relevant federal government departments and foreign countries on international adoption issues.

CDPD also manages the Therese Casgrain Volunteer Award, which is presented annually to one man and one woman in recognition of their lifetime commitment to volunteering.

Homelessness Partnering Secretariat (HP Secretariat)
The Homelessness Partnering Strategy (HPS), which replaced the National Homelessness Initiative on April 1, 2007, provides supports to more than sixty-one communities and develops community-based measures to prevent and reduce homelessness.

The Homelessness Partnering Strategy is composed of three initiatives: the Homelessness Partnership Initiative (HPI); the Homelessness Accountability Network (HAN); and the Surplus Federal Real Property for Homelessness Initiative (SFRPHI).

The Homelessness Partnership Initiative, the cornerstone of the new Strategy, supports community-level facilities and services that help homeless people attain housing and shelter stability. It builds on the foundation of an existing community-based model and is bolstered by inviting provinces and territories to enter into partnering agreements. The Homelessness Partnership Initiative has four funding components: HPI-Designated Communities; HPI-Outreach Communities; HPI-Aboriginal Communities; and HPI-Federal Horizontal Pilot Projects.

The Homelessness Accountability Network (HAN) strengthens networks between the HPI – Designated Communities as key partners in the Strategy, as well as with a range of other key stakeholders in order to strengthen knowledge development, partnership development, and accountability and results-reporting. The HAN has two components: the Homelessness Knowledge Development Program (HKDP); and the Homeless Individuals and Families Information System (HIFIS).

The Surplus Federal Real Property for Homelessness Initiative makes surplus federal real properties available to community organizations, the not-for-profit sector and other levels of government for projects to help prevent and reduce homelessness. Under the Homelessness Partnering Strategy, the flexibility of the SFRPHI has been enhanced to allow for "land or property exchanges". Community groups are able to exchange, under certain conditions, a federal property received under the SFRPHI for another similar and more suitable property belonging to another order of government and to public agencies such as school boards. Recipients of the properties must agree to maintain these services for a control period of fifteen years. Three Government of Canada organizations – Public Works and Government Services Canada, Human Resources and Social Development Canada, and Canada Mortgage and Housing Corporation – act as partners at the national and regional levels in implementing this initiative.

Office for Disability Issues
The Office for Disability Issues (ODI) is a focal point within the Government of Canada for key partners working to promote the full inclusion and participation of Canadians with disabilities in all aspects of society and community life. ODI strives to provide leadership and foster excellence for the Government of Canada in this area of shared responsibilities.

The mission of ODI is: to foster coherent policies and programs in the federal jurisdiction and across all jurisdictions; to serve as a model for the federal government and provide leadership by example; to build the capacity of the voluntary sector and create cohesive networks of partners through strategic investment; to support the ongoing pursuit of knowledge to inform policy and program development; and to reach out to Canadians to engage citizens on disability issues, increase awareness across society and come to consensus on how best to move forward on these issues.

Seniors and Pensions Policy Secretariat
The Seniors and Pensions Policy Secretariat has two principal core functions: responsibility for CPP and OAS policy development (with the exception of CPP disability policy), and serving as the Government's focal point on matters related to seniors. It provides ongoing policy analysis (including CPP Disability) utilizing CPP/OAS administrative and other data sources, micro-simulation modeling, trend analysis and forecasting techniques. Each of these functions is supported by outreach and client engagement. This area is also responsible for negotiating international social security agreements and working with the Service Delivery Branch responsible for administering these agreements.

Strategic Integration, Planning and Accountability
The Strategic Integration, Planning and Accountability (SIPA) Directorate is the Branch's focal point for integrative, strategic Branch coordination and support functions, the horizontal management and coordination of Branch grants and contributions policies and programs. SIPA also supports HRSDC's grants and contributions modernization. SIPA provides leadership in the development of integrated approaches to workplace culture, people management, information management and technology (including Intranet and Internet), financial and accommodations issues. Work includes contributions to key Branch and Departmental planning and accountability frameworks, risk management frameworks, providing Branch results-based management services, and the coordination of audit and evaluation activities in the Branch. SIPA also provides advisory and content support to the ADMs and the Branch on horizontal files, issues and events management, as well as supporting participation in executive committees and forums.

Homelessness Partnering Secretariat (HP Secretariat)
|The Homelessness Partnering Strategy (HPS), which replaced the National Homelessness Initiative on April 1, 2007, provides supports to more than sixty-one communities and develops community-based measures to prevent and reduce homelessness.

Internal Audit Services Branch (IASB)
The role of the Internal Audit Services Branch is to provide the Deputy Minister with independent, objective assurance within the Department. It helps HRSDC accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes.

The Internal Audit Services Branch mainly conducts assurance audits in areas of significant risk, according to the Treasury Board Policy on Internal Audit and the International Standards for the Professional Practice of Internal Auditing. The Internal Audit Services Branch monitors the implementation of approved action plans to address the issues identified in audit reports, and report on their implementation.

Labour Program Branch (LAB)
Labour Program's objective is to promote a fair, safe, healthy, stable, cooperative and productive work environment that contributes to the social and economic well‑being of all Canadians.

Under Parts I, II, and III of the Canada Labour Code, and the Employment Equity Act, the Program oversees industrial relations, occupational safety and health, labour standards and employment and Pay Equity in the federally‑regulated section (about 10 per cent) of the labour force.

The Labour branch also administers the Federal Contractors Program, which ensures that approximately 900 contractors with at least 100 resident employees, who receive contracts from the federal government worth $200,000 or more, comply with employment equity obligations equivalent to those under the Employment Equity Act.

The Federal Mediation and Conciliation Service (FMCS) helps unions and employers resolve their industrial disputes and improve their labour‑management relations and also provides for grievance arbitration, unjust dismissal adjudication and wage recovery referee assistance.

The legislative mandate surrounding Occupational Health and Safety involves operations intended to promote and enforce compliance with the provisions of Part II of the Canada Labour Code and its Regulations in order to prevent accidents and injuries.

With respect to Fire Protection Services, the Labour Program delivers fire protection services in federal properties and in First Nations major public buildings and schools to ensure the protection, conservation and minimization of risks due to fire to life, property and the federal Government's financial position.

The Federal Workers' Compensation Service (FWCS) administers the Government Employees' Compensation Act (GECA), the Merchant Seamen Compensation Act (MSCA), the Public Service Income Benefit Plan for Survivors of Employees Slain on Duty, and the compensation for death and disability in accordance with the Corrections and Conditional Release Regulations (CCRR).

Furthermore, policy review, analysis and development is underway to support continuous improvement of GECA operations.

With respect to Labour Standards and Workplace Equity, this activity establishes and protects employees' rights to fair and equitable conditions of employment. The operations are intended to promote and enforce compliance with the provisions of Part III of the Canada Labour Code and the Fair Wages and Hours of Labour Act and their regulations, and the Employment Equity Act and regulations. In addition, Labour Standards and Workplace Equity has launched a Pay Equity Program, aiding employers to comply with the Pay Equity provisions of the Canadian Human Rights Act.

Research and Data Development Division (LAB)
The Research and Data Development Division takes a leading role in Labour Program research activities. The Division works to ensure that policy evaluation and development activities can be supported by empirical research findings and that those findings are based on sound methodologies. This includes providing research services and advice to directorates across the Labour Program and overseeing participation in research and pilot projects with external partners and domestic and international research organizations. In terms of its data development role, the Division identifies survey data collection needs, and provides technical support to the Branch for the development of database infrastructures and extraction tools.

The Strategic Policy, Analysis and Workplace Information Directorate (SPAWID) conducts research and analysis on workplace and labour-related issues, including their impact on Canadian social and economic development, and provides evidence-based policy advice on such issues as they pertain to the Minister's federal jurisdiction and broader national mandates. It also tracks, analyzes and disseminates a vast array of information on industrial relations and collective bargaining in Canada. SPAWID produces the Workplace Bulletin, a free of charge publication produced bi-monthly. In addition to accessing the website for information on wage adjustments, work stoppages, labour organizations and innovative workplace practices in Canada, you can also access Negotech, a free on-line databank allowing users to conduct searches and download of full text of collective agreements and summary reports.

The Labour Program is also responsible for Canadian participation in the International Labour Organization and for the implementation of international labour cooperation agreements with the United States of America, Mexico, Chile Costa Rica and the Memorandum of Understanding on Labour Matters with Brazil, as well as ongoing participation in the Summit of the Americas and Free Trade Area of the Americas initiatives and the Inter-American Conference of Ministers of Labour.

The Labour Program is also responsible for Canadian participation in the International Labour Organization and for the implementation of international labour cooperation agreements with the United States of America, Mexico, Chile Costa Rica and the Memoranda of Understanding on Labour Matters with Brazil and Argentina, the Canada-China Cooperation Framework, as well as ongoing participation in the Inter-American Conference of Ministers of Labour.

Learning Branch
The Learning Branch brings together nationally delivered programs that enable our targeted clientele and communities to learn, acquire skills and participate fully in civic, social and economic life.

The Learning Branch delivers its programs and services through the following four directorates:

Adult Learning, Literacy and Essential Skills Program
Education Savings Incentives (ESI) Pan-Canadian Community Outreach will offer a range of information and services to modest and middle-income individuals and families about the enhanced Canada Education Savings Grant (CESG) and the Canada Learning Bond (CLB), to raise awareness and take-up on the advantage of early savings for their children's post-secondary education.

The International Academic Mobility Initiative supports international mobility for Canadian students via the development of multilateral partnerships with post secondary institutions.

Canada Education Savings Program (CESP)
The Canada Education Savings Program's objective is to increase Canadians' awareness of the importance of saving early for their children's education, and to encourage all Canadians to save for the post-secondary education of children through Registered Education Savings Plans (RESPs).

The Canada Education Savings Program administers the Canada Education Savings Grant (CESG) and the Canada Learning Bond (CLB). The CESG and the CLB are amounts from the Government of Canada paid directly into an RESP for a child.

CESP also delivers a similar program to support education savings on behalf of the province of Alberta on a cost recovery basis. The Alberta Centennial Education Savings grant is a grant from the Government of Alberta also paid directly into an RESP for a child.

Canada Student Loans Program (CSLP)
The Canada Student Loans Program assists full-and part-time students enrolled in designated post-secondary education institutions who demonstrate they are in need of financial assistance. The program's objective is to promote accessibility to post-secondary education and ensure that Canadians have an opportunity to develop the knowledge and skills needed to participate in the economy and society. The program also provides six non-repayable Canada Study Grants and Canada Access Grants to assist students who face particular barriers to accessing post-secondary education as well as debt management measures designed to assist borrowers in repayment of their Canada Student Loans. The CanLearn Web site at www.canlearn.ca provides a comprehensive bilingual resource for learning information, products and services.

Program Policy and Planning
The Program Policy and Planning Directorate (PPPD) is responsible for developing program policy related to Canada's lifelong learning agenda, which includes, access to post-secondary education and adult learning. It also works closely with its departmental level counterparts to manage the strategic and business planning, performance, and risk management functions. The Directorate is also responsible for ensuring the integration and coordination of all policy and planning activities in the Branch, which extends to the Branch's financial and human resources management functions. Finally the Directorate also provides internet and intranet support to the Branch.

Policy Research Initiatives Branch (PRI)
The Policy Research Initiative (PRI) conducts research in support of the Government of Canada's medium term agenda. Its core mandate is to advance research on emerging horizontal issues, and to ensure the effective transfer of acquired knowledge to policy-makers. The PRI, while conducting independent policy research projects, is attached to Human Resources and Social Development Canada (HRSDC) and is receiving guidance from a Deputy Minister Steering Committee.

Public Affairs and Stakeholder Relations Branch
The Public Affairs and Stakeholder Relations Branch is the focal point for the flow of strategic communications advice to the Department's Ministers, Deputy Ministers and individual Branches, to enable the advancement of Government priorities. It takes the lead in providing relevant information to the millions of Canadians the Department targets and serves through its initiatives, and helps to ensure that Canadians are aware of HRSDC's mandate, policies and programs. It also provides strategic communications advice to engage stakeholders in collaboration with provinces, territories, the private sector and non-governmental organizations and interested Canadians to ensure better, innovative and complementary policy initiatives.

The Branch is comprised of the following three Directorates:

Program Communications Directorate
The Program Communications Directorate provides strategic advice and services for the communication of HRSDC programs and policies. This includes providing regular and continuous support to Ministers and Deputy Ministers of HRSDC and Labour; maintaining daily relationships with Service Canada to ensure coherence between program/policy and service delivery; maintaining daily relationships with central agencies and other government departments; and implementing and complying with the Government of Canada Communications Policy. The Program Communications Directorate is made up of four divisions:

The Income Security and Social Development Communications Division provides strategic advice and services in support of Seniors' policy and income support programs, disability issues, community development and partnerships, and Homelessness policy and programs. The Division also provides services to programs mandated to address social and economic security, promote social inclusion and foster participation and building of social capital in communities and institutions. A variety of audiences are targeted, including: communities and stakeholder groups representing children and families, people with disabilities, and homelessness, as well as the provinces and territories, the general public and the media.

The Labour Communications Division provides strategic communications advice, planning, activities and products in support of the Labour Minister and the Labour Program initiatives related to the workplace in Canada and abroad. Support is provided to the Labour Program which is mandated to develop, administer and enforce legislation and regulations related to the workplace including the Canada Labour Code, the Employment Equity Act and other legislation on wages and working conditions. Messages are targeted to a variety of audiences, including: federally regulated employers and employees, unions, community-based organizations, provinces, territories and all Canadians.

The Learning Communications Division provides strategic advice and services in support of learning, to increase awareness of and access to lifelong learning opportunities, and reduce the financial and non-financial barriers for today's and tomorrow's learners. The Division provides services to programs mandated to improve access to learning for Canadians so they can participate more fully in the knowledge-based economy and society. A variety of audiences are targeted, including: provinces and territories, educational, training and financial institutions, communities, employers, employees, and voluntary and non-profit organizations.

The Skills and Employment Communications Division provides strategic communications advice, planning and products in support of workplace and labour market program and policy initiatives. Support is provided to programs mandated to achieve a competitive Canadian workforce by meeting the needs of employers, workers, those who are unemployed or underemployed. Messages are targeted to a variety of audiences, including: stakeholders, employers, workers, regulatory bodies, educators, provinces/territories and the general public.

Strategic Communications and Public Engagement Directorate
The Strategic Communications and Public Involvement Directorate supports the Department's strategic communications goals and priorities by informing Canadians and seeking their views. The Directorate provides strategic and operational communications advice, briefings and support to the Ministers, the Parliamentary Secretary, the Deputy Ministers, as well as to branches of the department. It is the focal point for public engagement activities across the department. The directorate ensures horizontal linkages on communications material, including news releases, brochures, speeches, kits for Parliamentarians and materials for the website (HRSDC internet and intranet).The Strategic Communications and Public Engagement Directorate is comprised of three units:

The Stakeholder Relations and Public Engagement Division is the centre of expertise for stakeholder relations and public engagement advice and planning. It facilitates public engagement and stakeholder relations strategies and provides public engagement management tools to branches, and provides support to the Ministers, Deputy Ministers and branches in engaging with Canadians.

The Strategic Communications Division supports the Department's strategic communications goals and priorities by informing Canadians and seeking their views. It provides strategic and operational communications advice and support to the Ministers, Parliamentary Secretary, Deputy Ministers, as well as to Strategic Policy and Research Branch. It is the lead on communications in support of cross-cutting files such as the Budget, Speech from the Throne (SFT), Fiscal Update, Federal/Provincial/Territorial (FPT), intergovernmental and international relations and corporate planning and reporting initiatives such as the Report on Plans & Priorities (RPP), Departmental Performance Report (DPR), Main and Supplementary Estimates. The Division manages all public opinion research in the department and provides analysis of research findings for use in communication plans and in support of policy and program development.

The Division also coordinates departmental advertising in the department to ensure that it is effective and conducted in accordance with GoC guidelines.

The Web, Internal and Corporate Communications Division provides a corporate Webmaster function, including strategic Web planning and communications and corporate Web site operations for the HRSDC departmental site and related Web sites and Web tools; supports the Ministers, Deputy Ministers and corporate branches to communicate with Canadians and to inform and engage HRSDC employees on internal and corporate issues; and provides corporate publishing and multimedia management functions and services, and secretariat functions for the HRSDC Publishing Committee.

Ministerial Services Communications Directorate
The Ministerial Services Communications Directorate is responsible for the provision of media monitoring and analysis, media relations services for the department, ministerial events planning and delivery, and the effective management of responses to HRSDC sensitive communications issues.

Skills and Employment Branch
The Skills and Employment Branch (SEB) contributes to: enhancing the competitiveness of Canadian workplaces and increasing the labour force participation of unemployed and vulnerable workers through human capital and skills development; insuring lost employment income; reducing barriers for people seeking to enter or re-enter the labour market as well as investing in, recognizing and using skills, in and for the workplace; and creating opportunities for Canadians through training and mobility.

SEB programming targets vulnerable groups such as Aboriginal people, older workers, youth, new immigrants, people with disabilities, as well as low-skilled workers. In addition, to focus broader attention, increase commitment to skills issues, and promote demand-driven approaches, SEB forms partnerships with multi-stakeholder groups such as governments, businesses, employer and employee associations, Aboriginal groups, non-government organizations, not for profit organizations, workers and other partners.

SEB is comprised of the following Directorates:

Employment Insurance Policy Directorate
EI Policy Directorate provides policy advice to the Minister and government on programs and benefits delivered under Part I of the Employment Insurance Act. The Directorate conducts program policy activities in support of current and future policy directions for Employment Insurance (EI), including monitoring and analysis of program effectiveness, development and design of program policy options, adjustment strategies/emergency measures, and pilot projects. It liaises with and provides program guidance and input to Service Canada, Operations Branch, and Strategic Policy and Planning. EI Policy Directorate is responsible for EI Part I legislative amendments and regulations. The Directorate manages the EI program micro-simulation model, provides quantitative support to other branches, and manages stakeholder relations. As well, the Directorate develops the EI Commission's annual Monitoring and Assessment Report and prepares Management Responses to recommendations from the Auditor General, Parliamentary committees, and program evaluations.

Aboriginal Affairs Directorate
The Aboriginal Affairs Directorate is responsible for providing support to the Minister of HRSDC on Aboriginal policy and program related issues. This support includes the lead on policy and program design for the Aboriginal Human Resources Development Strategy (AHRDS) and is often a shared responsibility with the Aboriginal Peoples Directorate of Service Canada. This includes the responsibility to lead the AHRDS in partnership with Aboriginal people and other stakeholders. The AHRDS is a $1.6B five-year initiative (2004-2009) supporting Aboriginal organizations in the design and delivery of Aboriginal skills and employment programming in their communities. Additional responsibilities include enhancing Aboriginal participation in large scale economic development initiatives under the Aboriginal Skills and Employment Partnership (ASEP) initiative – an eight-year $190M initiative, and providing employment support through the First Nations and Inuit Child Care Initiative and participating, with Health Canada and Indian and Northern Affairs Canada, in the development of an integrated and coordinated Early Childhood Development Program. Other ongoing responsibilities include effective positioning of HRSDC's Aboriginal skills development, workplace and employment issues across the Department and the Government of Canada, through initiatives such as the Northern Youth Action Framework and the federal Contaminated Sites initiative.

The Actuarial and Geomatics Directorate
The Actuarial and Geomatic Directorate is responsible for providing professional actuarial, geomatic and financial research services to the Employment Insurance Commission and branches of HRSDC and Service Canada. The directorate has three distinct areas of responsibility. The Actuarial Unit is accountable for providing professional advice with respect to Employment Insurance annual premium rate setting and Quebec Parental. The Actuarial Unit also performs actuarial evaluations of the Government Annuities and Civil Service Insurance programs and supplies expertise in matters requiring mathematical and statistical evaluation. The Geomatic Unit is responsible for the quinquennial review of EI boundaries and provides an extensive range of services from paper maps to on-line mapping applications and the creation and maintenance of databases required for the delivery of HRSDC services to the Canadian public. The Financial Research Unit provides forecasts on EI benefits as well as on the financial status of the EI Account. That unit also forecasts the EI claim workload used for determining operating resources requirement.

Workplace Partnerships Directorate
Workplace Partnerships advances partnerships with industry and learning systems to ensure that Canadians have the skills and knowledge required for the workplace. The activities are in the following areas: Sector Council Program, Trades and Apprenticeship, and workplace innovation Workplace Skills Initiative, Pan-Canadian Innovations Initiative, Literacy and Essential Skills.

Program Policy, Planning, and Coordination Directorate (PPPC)
The Program Policy, Planning and Coordination Directorate is responsible for ensuring horizontal policy development and integration across SEB by: contributing to the smooth internal functioning of the branch and external relations with partners; helping to build and maintain an integrated vision and culture for SEB that promotes excellence in policy development and program design; and leading the development of horizontal policy initiatives that require integrated approaches or fall outside the mandate of individual program policy areas. The Directorate liaises with corporate branches on all aspects of integrated business planning as well as resource management (including accommodations, financial and human resources), supports internal/external reporting and ensures the sound management of the branch's resources. This group is also responsible for leading HRSDC's efforts to develop and implement governance and accountability arrangements for new departmental and cross-cutting initiatives.

Active Employment Measures Directorate
The AEM Directorate is responsible for leading program policy development for employment measures for Canadians to support inclusive, effective and efficient labour markets and a highly skilled workforce. Responsibilities include responding to evolving labour market needs through ongoing development of EI Part II employment program policy and program design; leading the Youth Employment Strategy with 11 other federal departments; and developing programs and strategies for groups facing barriers in the labour market such as displaced older workers. AEM administers the Target Initiative for Older Workers (TIOW), a federal-provincial/territorial cost-shared initiative. TIOW provides support to unemployed older workers in communities affected by significant downsizing or closures, or experiencing ongoing high unemployment, through programming aimed at reintegrating them into employment. AEM also administers the Labour Market Agreements for Persons with Disabilities initiative and the Opportunities Fund for Persons with Disabilities. The Opportunities Fund assists persons with disabilities to prepare for, obtain, and keep employment or self-employment. The program is for people with disabilities who have had little or no labour force attachment and who do not normally qualify for assistance under the Employment Insurance program.

AEM also serves as HRSDC's international representative to the Organization for Economic Co-operation and Development, Local Economic and Employment Development program and the World Association of Public Employment Services (WAPES). The Directorate is also responsible for program policy for the Enabling Fund for Official Language Minority Communities and it also contributes to the implementation Part VII of the Official Languages Act, supporting the vitality of the official language minority communities.

Labour Market Integration Directorate
In cooperation with partners such as other federal departments and Provinces/Territories, and a variety of stakeholders including regulatory bodies, sector councils, post-secondary educational initiatives and employers, the Labour Market Integration Directorate plays a key role to ensuring a dynamic Canadian labour market by: working to reduce barriers to labour mobility which will enable any qualified worker looking for work in an occupation to be granted access to employment opportunities throughout Canada; developing foreign credential recognition processes to help foreign-trained individuals use their skills in targeted occupations and sectors; and by ensuring that workers have accurate and timely labour market information to help them make educated career-related decisions.

Labour Mobility
The Agreement on Internal Trade was originally signed by all provinces in 1994. Its objective is to reduce and eliminate, to the extent possible, barriers to the free movement of persons, goods, services and investments within Canada and to establish an open, efficient and stable domestic market.

The Minister for the Department of Human Resources and Skills Development Canada (now Human Resources and Social Development Canada) is the designated minister responsible for Chapter 7 of this agreement as this chapter deals specifically with labour mobility issues. The purpose of the chapter is to enable any worker qualified for an occupation to be granted access to employment opportunities in that occupation anywhere in Canada and focuses on eliminating barriers to mobility.

The Labour Mobility Division is responsible for the coordination of federal activities to reduce and eliminate barriers to inter-provincial labour mobility under the Agreement on Internal Trade. These activities are divided into two key components: providing support to the Labour Mobility Coordinating Group in carrying out its work plan and reporting back to the Forum of Labour Market Ministers on progress and results; and delivering on Skills and Employment Branch's strategic plan to support the removal of barriers to labour mobility across the country and provide funding assistance through contribution agreements and technical advice to accelerate these efforts.

To address labour mobility barriers, the Labour Mobility Division contributes to the Advantage Canada Framework on labour market efficiency by building a stronger economic union and a more efficient and effective labour market by eliminating barriers to labour mobility; and allowing Canadian employers access to a larger pool of skilled workers, particularly in a time of regional labour and skill shortages.

The main activities involve: supporting the Labour Mobility Coordinating Group to ensure the engagement of all Provinces and Territories around Labour Mobility discussions; supporting Provinces, Territories and Regulatory bodies to understand and identify labour mobility issues for all regulated professions; assisting the Regulatory bodies in the development of projects in order to identify ways to address issues; and supporting the development of Mutual Recognition Agreements between jurisdictions.

Foreign Credential Recognition Program: The Foreign Credential Recognition Program is a contribution program that was approved by Treasury Board in July 2004. The strategic objective of the Foreign Credential Recognition Program is to develop consistent, transparent, rigorous and fair foreign credential assessment and recognition processes to enhance labour market outcomes of foreign-trained individuals in targeted occupations and sectors.

The Program facilitates the creation and maintenance of partnerships and supports their activities in developing a Pan-Canadian approach, by occupation, for the assessment and recognition of foreign credentials.

The program focuses on three main streams of work: regulated occupations – working with provincial/territorial regulatory bodies to develop Pan-Canadian assessment and recognition processes with respect to foreign credentials; non-regulated occupations – building on existing partnerships with national sector councils/sectoral organisations and national consortia to increase awareness and to develop tools and processes to be used by employers to assess and recognize foreign credentials; and horizontal leadership – dedicating time and effort in co-ordinating work and liaising with other federal departments, provincial and territorial governments, non-governmental organizations, employer associations, regulatory bodies and international fora.

The main functions to support the strategic objective are: developing and strengthening Canada's Foreign Credential Recognition capacity; contributing to improving labour market integration outcomes of foreign trained individuals; and maintaining current information on the Working in Canada Section of the Going to Canada Immigration Portal so that prospective and landed immigrants have the necessary information about working and integrating into Canada's labour market.

The main activities involve: developing and supporting partnerships (among regulated and non regulated occupations and sectors, Provinces/Territories as well as stakeholders such as not for profit organizations, employers and employer associations) to understand and address Foreign Credential Recognition issues; providing policy and strategic development to understand Foreign Credential Recognition in the broader context of labour market integration; playing a leadership role in engaging all levels of governments on Foreign Credential Recognition issues; and managing the technical and content development and/or enhancements to the Working in Canada section of the Going To Canada Immigration Portal.

Skills and Labour Market Information: The Labour Market Information function and its related frameworks, tools, products and services, contribute to a well-functioning workplace and, ultimately, to a more efficient labour market and productive economy. Section 58, Sub Section C of the National Employment Service Regulations frames Human Resources and Social Development Canada's responsibility to: help workers find suitable employment by making available to them information on employment opportunities locally, regionally and nationally, including information on specific job openings as well as general information on careers and occupations that are in demand in the labour market and the educational and skill requirements for those careers or occupation

The Skills and Labour Market Information Division's efforts are focused on creating a more consistent, collaborative, pan-Canadian Labour Market Information function and providing foundational occupational research. There are five main initiatives dedicated to this: National Occupational Information; Essential Skills Research; Labour Market Information Policy, Partnership and Accountability; Forum of Labour Market Ministers Labour Market Information Working Group; and Forum of Labour Market Ministers Career Development Services Working Group.

In the Skills and Labour Market Information Division's National Occupational Classification is the authoritative resource on occupational information in Canada. Based on extensive occupational research it is the national accepted taxonomy and organizational framework of occupations in the Canadian labour market; The Essential Skills Research Project conducts primary research with job incumbents to describe how each of the nine Essential Skills are used, and to what level of complexity, for specific occupations in the Canadian workplace. The work of the Project provides the framework for the Essential Skills Program and supports other GoC and Provincial/Territorial initiatives; Policy, Partnership and Accountability facilitates a comprehensive and integrated approach to Labour Market Information. It conducts research on the use of labour market information.

The work of these initiatives centres on: horizontal partnerships and joint planning, with Service Canada, Provinces Territories and other government departments; national frameworks and methodologies (e.g. National Occupational Classification, Essential Skills profiles); centralized data and tool development; national occupational and skills research; support to a broad range of intermediaries (e.g. career and employment practitioners; Sector Councils; national associations; Ontario Skills Passport (Ministry of Education, for high school students and employers)); and, intelligence and evidence to contribute to the development of quality and effective Labour Market Information policies and practices.

The main activities involve: occupational research to create and maintain accurate and relevant occupational descriptions; consultation with stakeholders to maintain the relevance of the classifications; outreach to users of the National Occupational Classification to provide training and support; National Occupational Web Service to distribute occupational information to multiple stakeholders; research to develop Essential Skills profiles for Canadian occupations; research on the use of labour market information by labour market agents to inform the labour market information function; playing a leadership role as co-chair of the Forum of Labour Market Ministers; Labour Market Information and Career Development Services Working Groups; and managing the technical and content development and/or enhancements to the National Occupational Classification database and Website.

Temporary Foreign Workers
The Foreign Worker Program (FWP) is the Government of Canada's principal tool to help employers meet immediate skill requirements when qualified Canadian workers cannot be found. The FWP is jointly managed by HRSDC/Service Canada and Citizenship and Immigration Canada (CIC).

Branch Management and Integrity Directorate
The Branch Management and Integrity Directorate ensures smooth management of Branch business through the Grants and Contributions Delivery Support Division, the Corporate Management Division, and the Service Canada Liaison.

Federal, Provincial, Territorial Partnerships Directorate
The Federal Provincial and Territorial Partnership Directorate is responsible for supporting departmental policy work related to the development and implementation of labour market architecture as set out in Advantage Canada and Budget 2007, in collaboration with provinces and territories (P/Ts), The Directorate supports departmental activities, including leading the development of negotiating positions and P/T engagement strategy to achieve the federal government's overarching policy objectives related to labour market development. The Directorate is also responsible for leading the negotiations with P/Ts interested in moving from co-managed Labour Market Development Agreement (LMDA) to transfer agreements, and for negotiating and implementing Labour Market Agreements.

Strategic Policy and Research Branch (SPRB)
SPR provides strategic leadership on labour market, learning and social development issues through strategic policy direction and knowledge development and dissemination. The Branch leads on developing medium and long-term policy frameworks, is the focal point in the Department for intergovernmental and international relations, manages relations with Central Agencies, and leads on corporate planning and emerging horizontal policy issues. SPR also leads on development of strategic frameworks and horizontal initiatives.

Evaluation
Evaluation of the effectiveness of HRSDC programs and dissemination of evaluation information for future program policy developments.

Development of a comprehensive strategy to implement HRSDC's evaluation plan to support policy/program development analysis and management accountability requirement of the Department.

Corporate Planning & Accountability
Corporate leadership for HRSDC's evaluation function to meet key management accountability and provide feedback for future program and policy improvements.

Leads the development and implementation of collaborative processes for corporate planning and accountability including key corporate documents tabled in Parliament (RPP & DPR), priority setting, performance measurement, executive performance.

Provides a focal point for the Department's strengthened and integrated corporate planning, accountability, risk management, and decision-making processes.

Management of the Department's responsibilities relating to Part VII of the Official Languages Act.

Policy Research
Development of HRSDC research plan and research strategies related to policy priorities for social development, labour market and skills.

Primary policy research on social development, labour market, and skills issues, using in-house resources, contracts, primary research networks such as the Canadian Labour Market & Skills Researcher Network, and experimentation.

Development and application of models for policy research.

Knowledge and Data Management
Knowledge management initiatives to foster access, use, preservation and the dissemination of knowledge information within the branch and the Department.

Development of the HRSDC University Learning Center to support our people by providing them with a comprehensive policy & research curriculum for learning development and fora to exchange and debates.

Knowledge exchange & dissemination activities (e.g. Monthly Knowledge Series, Distinguished Knowledge Series) & synthesis products to foster evidence-based culture and better connect research & policy.

Management of Departmental Data Plan & Portfolio and being the focal point with Statistics Canada to maximize the value of investment made on data and ensure its relevance for new and emerging policy and program needs.

Monitor, analyze and report on Well-being indicators of Canadians to inform policy and program development.

Strategy and Integration
Leads departmental policy integration activities, including Throne Speeches and Budgets.

Coordinates and tracks departmental policy activities.

Development of strategic frameworks and the development and management of department-wide medium term planning processes.

Development of a departmental strategy on Gender Analysis.

Intergovernmental Relations
Leads the development of strategic frameworks, tools, and advice to ensure an integrated approach to the Department's relations with other levels of government across 5 FPT sectors and several international fora.

Management of the Department's bilateral and multilateral relations, technical cooperation & delegations, international strategy, and international travel plan.

Labour Market Policy
Provides strategic, horizontal and integrated policy advice and leadership in support of HRSDC's mission of promoting a highly skilled and mobile labour force and an efficient and inclusive labour market.

Responsible for the provision of labour market research, the analysis of labour market issues, the development of policy options, and for on-going consultations with stakeholders.

Learning Policy
Responsible for the provision of strategic advice and the development of policy options and diagnostics on lifelong learning, post-secondary education and literacy, and essential skills.

Short and medium term research and analysis on current and emerging issues regarding the overall performance of the learning system in meeting the needs of individual learners and society.

Leads efforts to improve coordination and coherence across Government on lifelong learning.

Social Policy
Responsible for the provision of strategic advice and the development of policy options and diagnostics, with particular responsibilities related to children, families, poverty, working poor, incentives to work, and work-to-retirement.

Short and medium term analysis of policy issues with an emphasis on social cohesion, impact of immigration, civil society, Aboriginal issues, income security architecture including Retirement Income System, tax and transfer system, population ageing, and life course flexibility.

Development of the departmental strategy on Diversity and Multiculturalism.

Quantitative analysis, tax & transfer modeling.

Service Canada

Citizen Service Branch
The Citizen Service Branch (CSB) enables Service Canada to organize its services around client needs and preferences to advance government objectives through common, integrated delivery channels. We provide coordinated leadership and internal services necessary to focus external service on client needs. We do this by identifying key client segments; developing service strategies; improving and developing new service offerings; building research capacity to stay on top of evolving client needs; and, implementing a new approach to engaging with each client segment (i.e. through direct engagement establishing a new relationship with the Voluntary Sector).

The Branch now consists of eight interconnected directorates: Client Segments; In-Person; Interdepartmental Partnerships; Office for Client Satisfaction; Service Framework and Channel Integration; Service Offerings and Implementation; Strategic Directions; Web Channel Office (WCO).

Client Segments: Working horizontally, this directorate designs, develops, maintains and evolves service strategies for key client segments, including Aboriginal People, Newcomers to Canada, People with Disabilities, Seniors, Workers and Youth. Acting as a centre of excellence, it develops and maintains the overarching strategic framework, as well as strategy tools and approaches, and is responsible for the development and implementation of stakeholder and client engagement strategies and plans.

In-Person: This directorate provides leadership, functional direction, monitoring and support to the in-person channel. This includes all regional points of presence, including mobile and outreach to ensure a consistent service experience resulting in service excellence.

Interdepartmental Partnerships: The main responsibility of this directorate is to develop and maintain federal partnerships. It acts as a centre of expertise for partnerships by evolving governance and relationships, as well as developing partnership strategy tools and methodology. In addition, this directorate is responsible for providing direction and support to Service Canada with regards to Official Languages (OL) in the areas of service to the public (including public communications and service delivery), activities that contribute to the development and enhancement of the vitality of official language minority communities (OLMC), and the promotion of English and French within Service Canada.

Office for Client Satisfaction: With a focus on service excellence and continuous improvement, this directorate receives, reviews and acts on suggestions, compliments and complaints pertaining to service delivery; measures and analyzes client satisfaction through surveys and other information-gathering mechanisms; identifies client service trends and issues; and, helps the department learn from day-to-day experiences, as well as, provides annual recommendations on where improvements may be made.

Service Framework and Channel Integration: This directorate develops and maintains an integrated channel approach to delivering client-centric services and, on behalf of the organization, develops and deploys service delivery policy. It also maintains and evolves the Adaptive Computer Technology Centre.

Service Offerings and Implementation: This group designs, develops, maintains and enhances service offerings. Acting as a centre of expertise for service offerings, it evolves the service offering framework; develops and enhances tools and methodologies, and analyzes client feedback to support client segment service strategies. In addition, this directorate leads the implementation of service offerings across channels.

Strategic Directions: This newly created directorate acts as a centre of expertise for the Branch by coordinating corporate functions, as well as, by reporting and integrating business and human resources planning to ensure horizontal integration among directorates. In addition, this group is responsible for research and analysis activities related to citizen needs, including the development of client segment profiles and the management of primary public opinion and other research studies. To complement horizontal planning, performance measurement frameworks for segment strategies, including the measurement and reporting of strategy outcomes, are also housed within this directorate. Governance and Capacity Management will be coordinated for the Branch including negotiating and recommending scheduling options.

Web Channel Office: To ensure web presence, this directorate delivers and promotes world class online service offerings through innovative and collaborative strategies, with a focus on citizen-centered solutions for the sites managed, i.e. Canada Site, Service Canada Internet, PubliService, and Service Canada Intranet.

Corporate Secretariat
The Corporate Secretariat was created in August 2007, combining the Corporate Affairs and Ministerial Services (CAMS), the Corporate Governance Division (CGD) and Ministerial Correspondence and Corporate Services (MCCS).

The Corporate Secretariat is responsible for managing Service Canada ministerial briefing agenda and requests, in collaboration with its counterpart in Human Resources and Social Development and with the Minister's Office; and, for coordinating the work of governance and advisory committees across Service Canada.

Corporate Affairs and Ministerial Services (CAMS)
CAMS primary function is to ensure that Service Canada branches at national headquarters and the regions are engaged to provide coherent, accurate and fully integrated advice and services which will give the Minister, Parliamentary Secretary, Deputy Head and HRSDC the necessary information to perform their duties. CAMS is accountable for reviewing and ensuring that all final products are consistent with the Deputy Head's Office and the Minister's Office needs and for obtaining the Deputy Head's approval. For this reason, it is important that all requests get processed through CAMS. This ensures that linkages to departmental priorities are met, products are inclusive and strategic, and the proper approvals have been obtained and timelines have been met.

CAMS is comprised of two lines of business: Briefings and Cabinet and Parliamentary Affairs. Briefings is responsible for the coordination of the following material/products: Ministerial Briefings; Briefing Notes; Grant and Contributions Approvals; Ministerial Trips; and, Ministerial Events/Announcements. Cabinet and Parliamentary Affairs is responsible for the following: Question Period and Late Shows; Private Members Business; Parliamentary Committees follow up; Parliamentary Returns; Emergency Debates; Tabling of Documents; Opposition Days; Library of Parliament requests; Member of Parliament requests; Cabinet; Treasury Board Submissions; and, Ministerial Inquiries.

Corporate Governance Division (CGD)
Management of Service Canada's internal governance structure is provided by the Corporate Governance Division (CGD). The CGD is responsible for the design and implementation of the corporate committee structure across Service Canada, the provision of services related to and, governance advice/policy development and related product support. The Division is responsible for ensuring that all committees fulfill their mandates by directing the tracking and reporting of decisions, managing the horizontal sharing of information between committees, and providing corporate support and overall direction on the structure of governance, in keeping with Service Canada's corporate priorities.

Ministerial Correspondence and Corporate Services (MCCS)
MCCS provides timely, accurate and high quality responses to correspondence and telephone enquiries addressed to the Minister and the Deputy Head relating to Service Canada issues. It ensures that correspondence complies with the Service Canada guidelines and service standards and it provides tracking and reporting services on ministerial correspondence to branches and senior management.

MCCS areas of service are process, reporting and advice and liaison. These services are delivered through three teams: Correspondence Analysis and Quality Control, Tracking and Reporting and Writing Services.

The Correspondence Analysis and Quality Control team is responsible for the following: analyzing; prioritizing, acknowledging and processing ministerial correspondence; coordinating referrals to other federal departments on non-Service Canada issues; coordinating write-in campaigns; providing quality control services on final replies to comply with established guidelines in accordance with the Minister's and Deputy Head's preferences; and, providing client feedback information and report to senior management.

The Tracking and Reporting team is responsible for the following: developing tracking and reporting mechanisms; developing and maintaining a wide range of working procedures; and, documents and coordinating responses to telephone enquiries received in the Minister's office.

The Writing Services team is responsible for the following: developing and coordinating case-specific replies in consultation with the regions and branches on Service Canada issues; developing and coordinating standard replies in consultation with the branches involved on departmental issues, congratulatory letters and praise letters; and, building networks, and developing collaborative relationships with internal and external partners.

Integrity Services Branch
The Integrity Services Branch is responsible for enhancing and strengthening the integrity of benefit delivery programs that provide over $70B in benefits delivered to Canadians through Service Canada. The branch pursues service integrity in the delivery of the correct service offering to meet client demands for government benefits and services.

Integrity Services Branch functions include implementing an enterprise-wide Operational Risk Management approach; activities to prevent, deter and detect abuse and fraud against the Employment Insurance (EI), Canada Pension Plan (CPP) and Old Age Security (OAS) programs; and managing program integrity risk responses at the regional and national levels. In addition, the branch performs the Service Canada Identity Management function, including initiatives to implement Social Insurance Number (SIN)/Social Insurance Register (SIR) as the foundation for a safe and secure identifier, develop a Registration and Authentication Multi-channel strategy, and negotiate agreements with provinces and territories to share vital events information.

The Branch is comprised of the following five Directorates:

Identity Management Services Directorate
The Identity Management Services Directorate (IMS) provides strategic operational policy advice to ensure the Social Insurance Number (SIN) remains a reliable and secure identifier. The Identity Management Services Directorate is also responsible for procedures related to the processing of SIN applications and the management and integrity of the Social Insurance Register (SIR) by developing and maintaining operational policies on privacy. Registration and Authentication, management of the SIN program and the SIR. It also leads the negotiations of Federal/Provincial/Territorial Vital Events Memoranda of Understanding (including financial arrangements) and SIR use.

The development, implementation and operation of a multi-channel identity authentication service also resides under the Identity Management Services Directorate. This authentication service is a key enabler to facilitate client relationship management and allow cross-service access between Service Canada service offerings for individuals, businesses/employers and third parties. To achieve this goal, the Registration and Authentication group is establishing a consistent identity validation process to ensure that the "right" client can access personalized services and information, available through the different service channels. The initial focus supported online services to individuals for programs authorized to use the Social Insurance Number, starting with Canada Pension Plan (CPP), Employment Insurance (EI) and Old Age Security (OAS). This group is also engaged in exploratory work at the Federal and Provincial/Territorial levels of government with a view to implementing a collaborative. "Federated Model" for authentication. Under such a model, using standardized language and service delivery characteristics, client authentication performed by one organization would be shared as a trusted identity and accepted as such by the other service delivery partners with which a client wishes to interact.

The Identity Management Services Directorate also prepares briefing notes, presentations, reports, studies, frameworks, models and policy papers to communicate strategic operational advice for Identity Management Services.

Integrity Operations Directorate
The Integrity Operations Directorate (IO) is responsible for proactive risk management, prevention, and deterrence of fraud and abuse detection of Service Canada programs, such as Employment Insurance (EI), Canada Pension Plan (CPP) and Old Age Security (OAS), through rigorous control and investigation activities across a national network by providing advice and guidance to regional investigative staff.

The Integrity Operations Directorate also prepares briefing notes, presentations, reports, studies, frameworks, models and policy papers to communicate strategic operational advice for Integrity Operations.

Risk Management Directorate
The Risk Management Directorate (RMD) is focused on the range of integrity activities aimed at reducing errors, omissions, fraud, audit and abuse of benefits and services delivered by Service Canada. In assessing the range and effectiveness of current integrity activities, additional tools will be added to the Directorate toolkit, to better support a risk managed approach. Current tools will also benefit from reassessment and fine tuning.

Risk Management Directorate will continue to build an enterprise-wide risk management capability through the implementation of an integrated risk management framework which includes risk analysis, quality management and a mitigation function. They are also proposing the inclusion of new tools: business process reengineering, quality assurance reviews, pattern analysis, flagging and data analysis: including statistical analysis and trends analysis.

In addition, Risk Management Directorate will also examine existing data matching and directed reviews/studies with the goal of improving the selection criteria and selection processes.

Internal Integrity and Security Directorate
The Internal Integrity and Security Directorate (IISD) is comprised of three functions: Departmental Security Office, Values and Ethics Office and the Management of Personal Information Division.

The Departmental Security Office is responsible for maintaining the effective management of Corporate Security and ensuring the implementation of Government Security Policy (GSP) and providing functional direction and advice to eleven regional security officers who are responsible for day-to-day application of GSP across the Service Canada network. Corporate Security contributes to the effectiveness of government by safeguarding employees, information and assets and ensuring the continued availability of critical services.

The Values and Ethics Office provides an oversight function and is responsible for supporting a culture of right-doing by raising awareness and providing training on the Values and Ethics Code for the Public Service. The office also supports the Assistant Deputy Minister in his role as the designated Senior Disclosure Officer responsible for the implementation of the Public Servants Disclosure Protection Act. The Senior Disclosure Officer receives and investigates cases of possible wrongdoing from managers and employees in Human Resources and Social Development Canada, Labour and Service Canada.

The Management of Personal Information (MPI) Division is responsible for ensuring the efficient and effective management of Canadians and employees personal information used by the department to deliver its mandate. The MPI Division provides departmental leadership and promotes a strong departmental culture and awareness concerning the management of personal information, provides departmental oversight and monitoring to ensure the necessary infrastructure, reporting and accountability is in place for the effective management of personal information and aims to be the Centre of Excellence and focal point for guidance and support for Canadians and employees on issues related to HRSDC/SC management of personal information.

The Internal Integrity and Security Directorate also prepares briefing notes, presentations, reports, studies, frameworks, models and policy papers to manage its operations.

Strategic Management Services Directorate
The Strategic Management Services Directorate provides a wide range of services and strategic advice to the Integrity Services Branch (ISB) and acts as a single point of contact for corporate services provided to and by ISB. Its principle responsibilities are Strategic Planning, Corporate Reporting, Resource Management, Communications and Linguistic Services as well as Accommodations and Rewards and Recognition.

The Strategic Management Services Directorate also prepares briefing notes, presentations, reports, studies, frameworks, models and policy papers to communicate strategic operational advice for the Branch.

Internal Audit Branch
The Internal Audit Branch (IAB) is responsible for conducting audits and reviews to provide independent evidence-based assurance to the Deputy Minister and the Comptroller General on the state of the Department. These services focus on the effectiveness and efficiency of operations; the reliability and integrity of financial and operational information; the safeguarding of departmental assets; and, compliance with laws, regulations and contractual obligations. The Branch also conducts special audits that focus on potential mistakes or wrongdoing.

Operations Branch
Created in September 2005, Operations is the largest branch of Service Canada, with close to 9,000 employees across Canada. The Branch is responsible for the annual delivery of $70B in benefits through the Canada Pension Plan (CPP), Employment Insurance (EI), Old Age Security (OAS), and other programs, as well as for the management of key Government of Canada information services such as the 1 800 O-Canada line.

The backbone of the Operations Branch is an integrated service network, comprising national processing and call centre operations, and supported by an array of client-facing information services. Internally, Operations maintains a multi-channel infrastructure designed to maximize service options while reducing – or eliminating – the information demand on individual Canadians and businesses.

A description of the six Directorates within the Branch follows:

Benefits Processing Directorate
The Benefits Processing Directorate is responsible for the following: lead functional direction and workload management for processing service offerings (Canada Pension Plan (CPP), Old Age Security (OAS), Employment lnsurance (EI), Internet Reporting Services (IRS), Common Experience Payment (CEP), Apprentice Incentive Grant (AIG) and others); act as first point of contact for Operations for potential new service offerings, and coordinate Operations; analysis of the feasibility and impact of their delivery by Service Canada; introduce new service offerings into the mail processing channel; align with channels to deal with workload challenges; collaborate with Director General CPP. Responsibility for the development, refinement, and administration of CPP/OAS/EI/New Service Offerings (NSO) performance forecasting and analysis, metrics and materials; responsibility for oversight and coordination of national (Operational) performance indicators; development and refinement of the CPP/OAS/EI/NSO resource determination and allocation models; CPP/OAS E-Services marketing and management, performance forecasting and analysis; and the management of key Operations Branch reports, information offerings, and Operations Branch issues management and tracking. Leading the Operations Branch priority "Achieving client information integration" (Automation) for EI. Collaborate regional management to implement new processes and releases at a national level; direct responsibility for processing National Information and Benefit Services (NIBS) and International Operations (IO)-(Canada Pension Plan and Old Age Security).

Business Transformation Directorate
The Business Transformation Directorate is the branch lead for strategic service transformation initiatives and conducts research into national and international best practices in innovative service delivery strategies and program designs. Specifically the directorate leads the research, planning and implementation of the branch's transformation work in the areas of the processing and payments network, development of generic processes and national workload management, information management and horizontal initiatives with partner branches within Service Canada.

Call Centres Directorate
Call Centres Directorate is responsible for the strategic direction and management of the Government of Canada's Telephone Channel. This is accomplished through the management of the Service Canada National Call Centres in 16 call centres (1500 agents) across Canada which respond by telephone to program specific information to Canadians regarding the Employment Insurance, Canada Pension Plan, Old Age Security, Canada Student Loans Programs; the Telephone Inquiries Resolution Service for Parliamentarians; and the 1 800 O-Canada Call Centre, which provides general information on GoC programs and services, communication initiatives and crisis response situations, and supports the delivery of Service Canada service offerings.

Responsibilities include: managing ongoing operations of Service Canada Call Centres; expanding and supporting service offerings delivery within the telephone channel; and leading the implementation of channel improvements.

Policy, Appeals and Quality Directorate
This Directorate serves as the Operations Branch bridge between Service Canada and policy departments, and the coordinating link within Operations, to provide an operational policy framework to support the delivery of Employment Insurance (EI), Canada Pension Plan (CPP) and Old Age Security (OAS). Within that framework, it is responsible for: coordinating the implementation of new legislation and disseminating national entitlement policies in respect of EI, CPP and OAS; directing the EI appeals system, including managing EI Commission appeals of decisions made by Boards of Referees and Umpires, and providing training and support to the Board of Referees; conducting payment accuracy reviews of EI, CPP and OAS applications and processing accuracy reviews of EI claims in order to identify sources of errors for remedial action; and being the face of Operations for (a) Integrity, and (b) the EI Commission. The Directorate is composed of three divisions: Benefit Entitlement and Coverage, Appeals, and Quality Services.

Canada Pension Plan (CPP)/Old Age Security (OAS) Modernization Directorate
The CPP/OAS Modernization Directorate's mandate is to lead the CPP/OAS transformation through the simplification processes, the standardization of procedures and the implementation of the Information Technology Renewal Delivery System (ITRDS), the new platform to replace aging CPP and OAS legacy systems and further support automation.

This new directorate was created in May 2008 to carry out this mandate; its functions are to analyze current operational processes to identify improvement opportunities; assess the associated risks and mitigating strategies and determine simplification and standardization processes. It is also responsible for the development and implementation of the ITRDS new platform in collaboration with IITB and for preparing operational/systems interface procedures. In addition, it provides functional guidance to CPP/OAS processing.

Strategic Integration and Management Accountability Directorate
The Strategic Integration and Management Accountability Directorate is responsible for the following: multi-year business plan alignment to Service Canada plans and priorities; investment planning, oversight and harvesting; strategic HR and financial planning and monitoring; branch governance in support of Service Canada Priority Initiatives and Operations committee structure; executive performance management and reporting; Ministerial briefing, Translation, Accommodation, Business Resumption Plans and other administrative functions; and responding on behalf of the Branch to all corporate requests (International Maritime Organization (IMO), Chief Financial Officer (CFO), People and Culture (P&C), Corporate Affairs).

Policy, Partnerships and Corporate Affairs Branch
The Policy, Partnerships and Corporate Affairs Branch coordinates and integrates activities across the Service Canada organization, through integrated planning, reporting and evaluation, sets overall service policy and direction and acts as a focal point for the management of relationships with partner departments, in particular Human Resources and Social Development Canada (HRSDC) and with provincial, territorial and municipal partners.

The branch provides marketing and internal and external communications expertise, advice and support on operational and strategic issues to the Minister responsible for Service Canada and its senior management team, along with limited support to HRSDC and Canadian Mortgage and Housing portfolios. It is responsible for the enterprise-wide marketing and communications plans which effectively market and communicate Service Canada and its role as the federal government's service delivery network, and a range of information, programs and services offered to Canadians. In effect, it is 'Service Canada's voice', both nationally and regionally, by creating dialogue with Canadians. The branch also works closely with the Regional Communications units and provides them with functional direction as it is responsible for compliance to the Government of Canada's Communications Policy.

A description of the three Directorates of the Branch follows:

Marketing and Communications
The Directorate manages marketing, marketing research, advertising and strategic and operational internal and external communications activities in order to provide effective advice and support to the Minister and Deputy Head responsible for the Service Canada portfolio and other Service Canada senior managers.

The Directorate leads Service Canada's marketing ('branding', advertising, public opinion research) activities, and external and internal communications of all programs and services to Canadians, parliamentarians, employees, unions, and partners, with the goal to develop an increased federal presence; to build knowledge and awareness of Service Canada and its service offerings; and promote a culture of service excellence. Three units support these functions: a Marketing Strategy and Research unit, a Corporate Communications and Creative Services unit, and a Communications Operations unit.

The Marketing Strategy and Research unit manages all marketing and branding activities as well as developing and implementing advertising and public opinion research projects, plans activities, strategies, etc. Corporate Communications and Creative Services leads strategic communications for Service Canada and the production and maintenance of a growing family of corporate products (e.g., brochures, fact sheets, posters) that facilitate fulfillment of Service Canada's fundamental corporate mandate of improved service delivery for all Canadians. The Communications Operations unit is multi-faceted and focuses on both external and internal communications requirements. This includes supporting the Minister, Deputy Head and its management by addressing issues raised by the media and planning events and announcements; supporting the Deputy Head by providing internal communication services to set the tone for the organization and communicate service culture excellence; and supporting the external communications activities for various branches (e.g., the Operations Branch, Integrity Services Branch and Citizen Services Branch).

Planning, Reporting and Policy
The Planning, Reporting and Policy Directorate is responsible for leading the integrated, corporate planning and priority-setting processes. It is also responsible for the accurate and timely production of internal and external performance reports and outcome of corporate requirements.

The Directorate provides help and support in the corporate risk management area in facilitating the establishment of corporate risks for Service Canada, in the development of a mitigation plan and in its follow-up and adjustment during the year.

The Directorate is responsible for evaluating the effectiveness of the delivery of programs, services and benefits provided by Service Canada to Canadians on behalf of government departments and agencies.

The Directorate also provides advice on the strategic direction of Service Canada, on service policy and horizontal management, and develops relationships and consults with Central Agencies. The Directorate is also responsible for the strategic management, coordination, promotion and provision of partnerships development for Service Canada and federal, provincial, territorial and municipal governments.

Service Canada College
The Service Canada College is Service Canada's national, corporate learning institution. The College represents a unified training team that manages all learning, training and development resources for the organization and is responsible for designing, developing, procuring and coordinating all activities in support of Service Canada's organizational learning needs.

Under the overarching umbrella of the organizational learning strategy, the Service Canada College is responsible for developing learning policies, guidelines and standards in support of the consistent implementation of Service Canada's vision for learning; developing and managing the national learning plan and centralized learning investment fund; providing strategic advice to management on how to manage learning as a strategic lever to effect cultural organizational change and to achieve service excellence; monitoring and reporting on training investments as mandated by the TBS Policy on Learning, Training and Development; and working with key organizational partners, including the Canada School of Public Service, to effectively coordinate learning efforts.

Through its learning governance structure, the Service Canada College also supports the Chief Learning Officer in her role of promoting Service Canada as a learning organization.

Program Operations Branch (POB)
The Program Operations Branch has a mandate that focuses on providing functional guidance to the Regions on key activities including Youth Employment Programs, Aboriginal Programs, the Employment Benefits and Supports Measures, Official Language Minority Communities and Labour Market Development Agreements. In addition the administration of the Common Experience Payment is part of the Branch.

The role of the Branch is to provide guidance, development and implementation of strategies, directives, and strategic management in various programs. Below is a brief description of the directorates in the Branch.

Aboriginal Peoples Directorate
The Aboriginal Peoples Directorate is responsible for the management of the Aboriginal Human Resources Development Strategy (AHRDS). This strategy is regionally delivered through 80 Aboriginal Human Resources Development Agreements (AHRDAs) with Aboriginal service delivery organizations.

AHRDAs encompass key initiatives for Aboriginal peoples, including programs for Aboriginal youth, urban Aboriginals, persons with disabilities, and First Nations and Inuit Child Care. These programs are community-driven and give Aboriginal people the authority and the resources they need to address local challenges.

Youth Operations Directorate
The Youth Operations Directorate is responsible for the implementation of the Youth Employment Strategy (YES). The Directorate provides overall coordination and the provision of functional guidance and support to the regions in the delivery of the YES, and is responsible for the delivery of national youth projects. The YES includes: Skills Link (including the Federal Public Sector Youth Internship Program); Career Focus; Youth Awareness; Summer Work Experience; and Youth Information Products and Services (youth.gc.ca and Canadian Youth Convention forum) and is also delivered by 11 other federal departments/agencies.

Labour Market Operations and Reporting Directorate
Labour Market Operations & Reporting Directorate is responsible for providing direction and support on issues related to the overall management of Grants and Contributions, including the Enabling Fund for Official Language Minority Communities (OLMC); the ongoing management of Labour Market Development Agreements (LMDA) and the Employment Benefits and Support Measures (EBSM). It is also responsible for regionally delivered programs performance measurement, analysis and reporting.

Corporate Affairs Division
The Corporate Affairs Division is responsible for supporting the overall management of the Branch such as financial and human resources planning and management, accommodations, corporate planning, and briefing and correspondence.

Shared Services with Human Resources and Social Development (HRSDC)

Innovation, Information and Technology Branch
The Innovation, Information and Technology Branch (IITB) ensures that the business of HRSDC/Service Canada is supported by the proper and appropriate mix of technical tools, products and applications.

The Branch promotes innovation in the management of information technology used in delivering social benefits and services to Canadians through a variety of programs.

The Branch provides computer services across four hosting locations, and provides support for all desktop and network computer operations in HRSDC/Service Canada.

It provides the planning, procurement, architectural and engineering services needed for information technology infrastructure as it evolves.

While the IITB is part of the Service Canada organization, it also provides Information Management and Information Technology services to HRSDC.

IITB is responsible for providing strategic functions and service delivery to both HRSDC/Service Canada, including client solutions, technology services, information technology operations, regional systems and enterprise information management.