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1
Table of Contents
Chapter
Page
1
Executive Summary 3
2
Introduction 17
3
Background 19
4 Scope
23
5 Review Findings
A. Interventions
1. Labour Market Development
2. Work Experience
3. Education, Training & Related Supports
4. Employment Supports
5. Income Assistance
6. Social Supports
B. Administrative Oversight
1. Education and External Liaison
2. Workforce Development
3. Corporate Services
25
26
58
133
196
224
253
276
311
331
6 Service Delivery Model and Recommendations
A. Administrative Oversight
B. Program Delivery
353
353
365
7 Next Steps
391
2
Table of Contents
Appendices
A Summary of Policy Issues
397
B Summary of Legislative Issues
417
C Summary of Business Process Issues
419
D Summary of Quick Wins
447
E
F
Summary of Streamlining & Consolidation Opportunities
Work Groups Terms of Reference and Timelines
453
465
Chapter 1
3
Executive Summary
The current Department of Advanced Education and Skills is the
result of many changes in focus and programs going back over a
decade. Most significantly, during that time the Department has
seen a shift from a social focus of the Department of Social
Services to its current employment focus. Although there have
been many substantial changes to programs and services, there
have not always been changes to program integration,
realignment, streamlining and business processes necessary for
efficient and effective program delivery. This is not a startling
revelation; in fact, the executive team has known for quite some
time that there was a need to review the Department’s entire suite
of programs and services with a view to integrate and streamline
programs and services and identify improvements in program
delivery.
While there was no shortage of anecdotal evidence about such things as process inefficiencies and
program inconsistencies, there had never been any comprehensive coordinated review and analysis
of departmental programs. The scope of this review is to “Conduct a review of current programs
and services (e.g. OIM, IS, LMDA, CEYS, LMA, Advanced Skills) with the goal to streamline
(consolidate and/or merge) existing programs. Discontinue programs no longer meeting current and
future labour market needs, and identify new, responsive and innovative programs and services.”
As expected, the review has identified numerous issues with current programs and services, and
business practices. Some of the more significant issues identified include:
Strategic Positioning
For the most part, the department is not strategic in its decision making processes. There were a
number of issues identified as follows:
The department has not fully implemented the Workforce Development Secretariat which was
approved in budget 2012-13. With a mandate to ensure labour market policies and programs
are strategically aligned to develop and deploy a highly trained workforce, the Secretariat
would include a formalized and coordinated approach to gather, disseminate and distribute
strategic labour market information to staff.
Although AES currently has multiple staff (e.g., LMDOs, PDOs, CSOs, and Hotline staff) who
interact directly with employers and industry, the information gathered is not always shared
among staff nor are the employer or industry contacts coordinated. This can result in overlap
and duplication of work.
Although the department has significant information available on labour market supply and
demand, the information is not used to make strategic decisions with regards to how budgets
are allocated to programs, what programs are required to be delivered by the public and private
college systems and what initiatives are planned for the department to address current labour
market gaps.
Chapter 1
4
Executive Summary
Staff have indicated that the current labour market information does not provide adequate
localized labour market information to supplement current regional and provincial data. For
example, while labour market information on the Avalon peninsula may be considered
adequate, information on a particular community is not readily available.
There is no formal mechanism in place to ensure front-line staff are provided with the labour
market information they need to effectively perform their duties and ensure that they have the
proper strategic focus when dealing with clients. Furthermore, staff have limited expertise in
the interpretation and analysis of labour market information and reports provided.
The correlation of a number of programs and services to the department’s current mandate is
marginal at best – for some there clearly is no correlation. This is particularly true with many
of the programs for youth currently funded by AES. Strategic decisions will be required
concerning the continuation of the funding and delivery of a number of programs and services.
Information on labour market supply and demand is necessary to identify gaps (new and
emerging) in programs and services and ensure that appropriate programming is funded to
address the gaps. However, although the department has labour market information, the
information is not used in a strategic way to develop initiatives designed to address labour
market issues. Instead, the department approves new programs, for the most part, without
consideration of a labour market analysis.
Program Integration
The Office currently operates in 6 program silos (LMDA, CEYS, IS, AE, OIM, DPO). The
following chart shows the program distribution by current area of responsibility for the 70 programs
analyzed:
DPO, 2
OIM, 4
AE, 8
CEYS, 33IS, 9
LMDA, 14
Program Breakdown by Current Area of Responsibility
Chapter 1
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Executive Summary
There are a number of issues that arise as a result of the current program silos:
service flow for clients is disjointed and unnecessarily cumbersome;
there are instances where clients have to provide the same information to multiple staff;
there is limited information sharing among the various silos and there is no formal
communication protocol; and
there are inconsistencies in client assessments which results in inconsistent benefits, and
inconsistencies in eligibility.
The 70 programs identified in the chart have been grouped into six service areas for program
delivery: Labour Market Development; Work Experience; Education, Training & Related Supports;
Employment Supports; Income Assistance; and Social Supports. Many of the programs have
significant similarities and, when consolidated and streamlined, eliminate the current program silos
and result in an improved service flow model. A proposed service delivery model is included in
Section 6 of this report and, after elimination and streamlining, the 70 programs have been reduced
to 43.
3rd
Party Service Providers
The department spends approximately $82 million annually on grants to 3rd
party service providers.
The following table shows entities which received $1 million or greater from AES and also how
much funding these entities received from other government departments for each of the last two
fiscal years.
Entity 2011-12 2010-11
Other
Depts AES Total
Other
Depts AES Total
Avalon Employment Inc 0 659,691 659,691 0 1,122,050 1,122,050
Bay St. George Community
Employment 0 333,664 333,664 0 1,014,421 1,014,421
Brother T I Murphy 624,150 1,907,566 2,531,716 624,000 730,418 1,354,418
Canadian Paraplegic Association 110,000 1,659,581 1,769,581 110,000 1,505,390 1,615,390
Celtic Business Development
Corporation 0 1,402,299 1,402,299 0 1,136,613 1,136,613
Choices for Youth Inc 452,585 1,171,601 1,624,186 342,694 2,108,934 2,451,628
Community Business
Development - Trinity
Conception 0 1,541,240 1,541,240 0 322,960 322,960
Community Education Network 102,200 1,892,957 1,995,157 265,700 1,526,447 1,792,147
Community Youth Network 38,938 1,880,541 1,919,479 77,700 1,100,436 1,178,136
Corner Brook Pulp and Paper 2,859,162 1,669,180 4,528,342 25,373,913 1,284,670 26,658,583
Random North Development
Association 0 824,303 824,303 0 1,429,988 1,429,988
Chapter 1
6
Executive Summary
Entity 2011-12 2010-11
Other
Depts AES Total
Other
Depts AES Total
Stella Burry Community
Services 772,163 3,031,833 3,803,996 291,876 1,895,487 2,187,363
Vera Perlin Society, Inc 5,526 1,213,381 1,218,907 2,096 1,771,378 1,773,474
WISE 45,000 1,250,123 1,295,123 47,514 1,384,245 1,431,759
YMCA - YWCA of Northeast
Avalon 18,793 1,679,024 1,697,817 1,915,731 1,334,018 3,249,749
Total 5,028,517 22,116,984 27,145,501 29,051,224 19,667,455 48,718,679
There were a number of issues identified with regards to 3rd
party service provider grants as follows:
The department does not strategically consider which services are required and whether those
services would be best delivered either internally or externally. As a result, the current use of
3rd
party service providers is not based on any strategic analysis; instead, it is ad hoc and
reactive to submissions from the service providers. This can result in a duplication of services
and inefficiencies (e.g. employment counseling).
Many of the same agencies are funded year after year without any call for proposals to
determine if there are others in the community who could deliver services more efficiently or
effectively and, for the most part, without any conclusion about whether required outcomes are
being achieved. There seems to be a “once you are in, you are in” funding mentality among
staff and service providers.
There is no formal cross departmental review or monitoring of total funding provided to a
particular agency. As a result, there could be an overlap of funding to some agencies and, given
that some agencies are provided with significant amounts of funding for “program
administration”, in many cases that funding could be reduced if the department was to
“package” programs.
In most instances, monitoring and evaluation of 3rd
party services is not adequate. While
activity levels are considered, there is no determination of either expected outcomes or actual
outcomes. Furthermore, the current Accountability Framework does not require funded
agencies to provide information necessary to assess whether the program is meeting the desired
outcomes.
Departmental Budget
The gross expenditure budget for AES for 2012-13 totaled $1.006 billion (2011-12 – $1.004 billion).
There were a number of issues identified with the budgetary process as follows:
Given the primary mandate of attaching individuals to the labour market, information on
labour market supply and demand is necessary to identify shortages and strategically allocate
funding to maximize initiatives designed to address labour market issues. However, current
annual budget allocation among programs is not based on such a strategic priority; instead,
Chapter 1
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Executive Summary
programs are funded based on historical allocations and spending patterns. As a result, there is
a lack of strategic targeting of initiatives and/or programs designed to address labour market
issues.
The budget submitted for many departmental programs are knowingly inaccurate in that the
budget requests do not reflect the expected program activity. Staff indicated that they have to
artificially inflate certain programs in order to be able to “over-commit” as a way to
compensate for program slippage and ensure that the monies are expended. Once the expected
budget is expended, transfers are then made to other programs.
To illustrate:
Service Agreements for Youth (SAY) is budgeted at $675,000 while actual
expenditures are expected to total approximately $1.1 million. To fund SAY and other
programs such as Grants to Youth Serving Organizations (GTYO) and Graduate
Employment Program (GEP), the Youth and Student Services budget is monitored to
identify slippage which is then redirected to these programs. Slippage has traditionally
occurred in Student Work and Services Program (SWASP) – Paid and Student
Employment Program (SEP) - High School.
The Apprenticeship Division continues to spend in excess of its budget allocation. For
example, while the apprenticeship budget allocation is $5.8 million expenditures are
averaging approximately $7 million per year. The difference is funded through
slippages in other areas.
A review of the “budget” versus “actual” information at the beginning of each of the six
headings in Section 5 – Review Findings of this Report will also show some unusual variances,
many which result from this practice.
Budget practices in the CEYS division are inconsistent in that some programs have budgets
allocated and managed by head office while other programs have budgets allocated and
managed by the regions. In particular, the Employment Development Supports, NL Works,
Linkages, Supported Employment and Training Services programs are managed at the
Regional level. While regional staff believed that budgets managed at the regional level
without head office intervention provides them with a more efficient and effective way to run
programs, head office staff believed that it was more effective if they managed the budgets
from head office. Current departmental budget practices will have to be rationalized.
Chapter 1
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Executive Summary
Information Systems
Currently, the department has multiple non-integrated systems in place for program delivery. While
not exhaustive, the following is a list of systems and the program areas where they are used:
IT System Program Area
CEYS IS LMDA OIM SFS SLC ALL A&TC IN -SER
CAPS
CSMS
CSGC
TRIM
FACTS
DACS
PNP FMS
VNPS Grants & Contributions DB
Galaxy
LaPro
SAMS
Service NL MVR
Simply Accounting
Resolve
Equifax
Perimeter
Private Training Admin System
ABE Database
Women Apprentice Database
Due to the number of different systems being used and the lack of integration, staff are not able to
share information electronically which, in some instances, requires staff to manually complete
paperwork in order to share information. Introducing additional manual steps increases the risk of
errors and omissions and contributes to inefficiencies. For the most part, information necessary to
manage programs and budgets is not readily available from the current systems.
Service Delivery Model
Although there have been many substantial changes to the Department, there has not always been the
required program realignment and streamlining initiatives necessary for efficient and effective
program delivery. There were a number of issues identified as follows:
Effectively, there are currently three separate organizations working under the umbrella of the
department (i.e. HRLE, LMDA and Advanced Education). To date, there has not been any
Chapter 1
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Executive Summary
formal integration of these organizations which has undoubtedly contributed to the current
disjointed service delivery model.
The department does not have a formalized case management approach and, as a result, it does
not do a good job in case managing clients. In most instances, interventions are not monitored
to determine if they were successful in getting individuals attached to the labour market.
There is no standardized departmental-wide employment and training assessment tool to
determine the level and type of support required to facilitate access to the department’s
programs and services.
The department does not have an integrated approach for assessing financial need and
providing financial supports to clients. Currently there are varied assessment tools and
responses to requests for financial supports across the department.
Client service is not streamlined in that clients have to interact with multiple staff. As a result,
broader issues related to labour market attachment may not be resolved. A good example of
how the current approach is not working is evidenced by the minimal reduction in income
support caseload during the last four years and the fact that demographic information and
information on an individual’s skill set is not known. The department is reactive to the needs of
income support clients without a focus on labour market attachment.
The current service flow model results in clients having to deal with multiple departmental
staff and, in some instances, with multiple 3rd
party service providers. This causes frustration
for clients and staff and does not contribute to a coordinated approach to required client
interventions.
Adult Basic Education (ABE)
Annually, the department spends approximately $22 million related to ABE training for
approximately 2,000 students. There are a number of issues with the ABE program as follows:
Although the administration of ABE currently involves three divisions: LMD, CEYS and Adult
Learning and Literacy, there is no formal protocol in place regarding the sharing of information
and program coordination.
The department does not track ABE clients to determine whether the intervention resulted in
either the client transitioning through ABE or whether the client made a permanent attachment
to the labour market.
AES is required to transfer approximately $6 million annually to CONA for approximately
1,250 ABE seats, of which 349 seats are used by approximately 600 income support clients.
However, if any of the 349 seats are not occupied by income support clients and if clients from
Skills Development (LMDA) use any of the vacant seats, AES has to pay for the ABE seat
again (at a higher rate).
Chapter 1
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Executive Summary
Currently, ABE Levels II and III are not available in an eLearning format and ABE level I
classroom instruction is only available during normal working hours i.e. 9am-5pm. As a result,
it limits accessibility for either those currently working or those with family circumstances
preventing them from completing the program.
There is a financial incentive for public and private colleges to maximize the duration of ABE
training. Staff expressed concerns that some of the assessments have clients rated lower than
necessary resulting in maximizing the duration and cost of ABE training. It was noted that
there was no justification for the inaccurate assessment.
The department does not apply a return on investment model in the determination of whether
an individual should be funded for ABE.
The ABE program is self paced and, in some instances, there is a limited requirement for
clients to progress at a predetermined rate. Also, training institutions do not always provide the
required attendance and progress reports making it difficult to monitor client progress.
LMDA - Skills Development
The program is designed to provide funding for education and training to EI eligible clients to assist
them with obtaining the skills necessary for employment. In 2011-12, a total of 9,281 clients were
served under this program. The budget for 2011-12 is $67.9 million. The current top 5 funded
individuals in the skills development program are identified in the following table.
ABE
Cost
Program
Cost
Total
Cost
Program
1 92,334 26,301 118,635 Heavy Equipment Operator
2 50,777 53,072 103,849 Accounting & Payroll Administrator
3 34,220 69,565 103,785 Accounting & Payroll Administrator
4 43,505 56,476 99,981 Accounting
5 38,814 58,710 97,524 Information Systems Specialist
There were a number of program issues identified as follows:
There is a lack of strategy with regards to the allocation of funding for Skills Development to
ensure the needs of the labour market are met; instead, budgets are based on historical
spending.
Currently, a financial assistance package is “negotiated” in response to individual needs. As a
result, there are differences in the financial assistance provided to individuals in similar
circumstances.
The amount and duration of financial supports provided for participation in education and
training programs varies significantly across the department depending on the client group
(CEYS, LMAPD, LMA, Student Aid and LMDA).
Chapter 1
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Executive Summary
Family income is only considered against the Basic Living Allowance; therefore, families with
significant incomes and who could potentially contribute more towards the incremental costs
(e.g. tuition, books) are not required to contribute.
Apprenticeship
The budget for 2011-12 was $5.8 million for tuition and books and $1.98 million for incremental
costs and a total of 2,700 clients were served. There were a number of issues identified as follows:
The apprenticeship program is not integrated as part of the suite of programs and services
offered by AES.
The Apprenticeship Division does not track the status of its 5,800 apprentices to determine
whether they are participating as required. Although the division has a database, it cannot
readily provide information on an individual’s participation.
Although the department can provide funding to train pre-apprentices, they are not monitored
or provided any assistance (unless requested by the individual) to connect them to an employer.
Therefore, the department can spend significant amounts of funding to train individuals
without being proactive in getting them attached to the labour market.
Block training schedules are not posted on the Department’s web page. Instead, 6-8 weeks
prior to the commencement of block training, a letter is sent to the apprentice and the
employer. To illustrate, as of October, 2012 the department is aware of upcoming block
training scheduled up to June 2013. However, this information will not be released to
apprentices and employers until approximately 6-8 weeks prior to the commencement of the
block training.
The Apprenticeship and Trade Certification Division can work with the public and private
colleges and determine whether a college would be permitted to offer advanced level training
based on the division’s determination of capacity. The department also has an Institutional
Services Division responsible for oversight of all post secondary training institutions.
However, the two divisions do not have a formal communication process to ensure that the
Apprenticeship Division will recommend that its clients attend the location.
There is no formal case management process for pre-apprentices and apprentices; therefore,
there is less of a focus on addressing their needs with regards to training, employment and
obtaining a journeyperson status. As a result, pre-apprentices and apprentices may experience
difficulty in obtaining journeyperson status.
At an Apprenticeship Forum, it was indicated that the department was not responsive in a
timely manner to stakeholder requests for information. Furthermore, stakeholders indicated
that in many instances it took many calls or emails in order to make contact with departmental
staff.
Chapter 1
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Executive Summary
The skill set of the eight PDOs located in the department’s Regional offices is not being
utilized effectively. Currently, PDOs (GS 42) are involved in administrative duties and as a
result do not spend a sufficient amount of their time working directly with employers and
apprentices.
There is no integration of PDOs within the department’s current program administration, which
results in a disjointed service delivery approach. For example, PDOs are not located in AES
offices across the province and do not have ongoing contact with other AES front-line staff.
Income Support
In 2011-12, a total of $228.7 million was budgeted for income support services. As at May 2012,
there were 24,794 income support cases. The department is not doing a good job transitioning
income support clients from income support to an attachment to the labour market. This situation can
be attributed to a number of issues:
The department has not adopted a formalized case management model to assist clients make a
labour market attachment. As a result, information required for a comprehensive screening and
assessment process to identify a client’s current barriers to employment is not obtained which
limits the ability to develop responsive programs to address those barriers and move income
support clients to the labour market.
The income support division currently does not refer all working income support clients to
CEYS staff where an assessment would be completed to identify the supports required for
them to obtain full-time employment and transition from income support. As at September
2012 there were 723 clients who, while currently working, required income support.
Furthermore, not all clients referred to CEYS are seen by CEYS staff. For example, during the
period October to December 2011 inclusive, there were 797 applications for income assistance
involving 873 adults. Ultimately, 670 individuals received income assistance. The following
occurred:
468 (70%) of the 670 individuals who received income assistance were not referred to
CEYS; however, 77 (16%) were already CEYS clients and 118 (25%) became new
CEYS clients - even without referral. Therefore, 273 (41%) of the 670 individuals were
neither referred to CEYS nor seen by CEYS staff.
202 (30%) of the 670 individuals were referred to CEYS; however, 55 (27%) were not
seen by CEYS staff, 102 (50%) became new CEYS clients and 45 (22%) were already
CEYS clients.
In summary, of the 670 individuals who received income assistance, 328 (49%) (273 not
referred to CEYS and 55 referred to CEYS) were not seen by CEYS staff.
There are issues with the Income and Employment Support Act which make it difficult for staff
to transition clients from income support to a labour market attachment. For example:
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Executive Summary
There is no authority for staff to make mandatory referrals;
Income Support clients who have a breach in assistance for more than 30 days are
required, by legislation, to reapply for benefits if they have to return to income support.
As a result, clients have to go through the intake process again which is considered a
disincentive to attempt a labour market attachment; and
There are no consequences for clients who do not attend scheduled appointments.
Recently, the office attempted a youth engagement initiative whereby income support
clients were contacted and asked to come into the office to discuss job prospects. The
following outlines the results:
Office Sample Contacted Responded Came to Office
Corner Brook 65 51 4 3
Gander 32 9 3 2
Duckworth Street 111 111 8 3
Grand Falls-Windsor 42 23 8 1
St. Alban’s 19 3 2 2
Happy Valley-Goose Bay 19 14 5 0
Wabush 6 6 2 0
Total 294 217 32 11
% of Sample 100% 73.8% 10.9% 3.7%
As the information shows, the results of the initiative were dismal.
There are inconsistent Supplementary benefits to income support clients within and across
regions as a result of interpretation of policy and procedure (e.g. staff indicated that the policy
on medical transportation is “grey” which results in inconsistent interpretations and
inconsistent benefits to clients) and differences in service delivery models between regions:
service based versus case based.
Staff indicated that there are clients who request emergency assistance on a regular basis and,
as a result, emergency assistance may be misused by providing benefits in excess of regular
benefits. Currently, there is no requirement for CSOs to meet with income support clients who
make multiple requests for emergency assistance and, because CSOs determine the amount of
emergency assistance and whether it should be considered as an overpayment and recovered,
even within existing guidelines there can be differences in the amounts provided to clients in
similar circumstances and whether a client has to repay the emergency assistance. The
Department is not monitoring the use of emergency assistance and could not readily provide
details on the use of emergency assistance.
Currently, only approximately 28% of income support clients are utilizing direct deposit. The
use of direct deposit would reduce workload, avoid mail disruption, improve delivery, and
reduce costs.
Chapter 1
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Executive Summary
Staff indicated that Keep In View (KIVs) in the income support database continue to
accumulate without the required action because they do not have time to address them. As at 7
November 2012, the following KIVs were in the system and required staff action:
Income Support CEYS Total
With PAU waiting for verification 104,462 2,044 106,506
Pending CSO action 68,304 3,536 71,840
Total KIVs 172,766 5,580 178,346
It is noted that these numbers are steadily increasing as a result of the lack of staff action.
Summary
The business transformation review identified many issues that will need to be addressed in order to
streamline programs, improve business processes and provide responsive programs. A proposed
service delivery model and recommendations to address the identified issues are outlined in Chapter
6 of the Report while Section 7 outlines the required next steps to implement the model.
The proposed model is intended to be responsive through strategic partnerships, enhanced decision
making practices and streamlined programs and services to ensure the Department of Advanced
Education and Skills fulfills its mandate. The major focus will be on addressing the needs of
individuals to attach to the labour market and on addressing the labour market requirements of
employers.
I would like to acknowledge the contribution of all departmental staff who participated in the
review process.
JOHN L. NOSEWORTHY, CA
Chapter 2
15
Introduction
The Department of Advanced Education and Skills was created in response to rapid growth and
expansion in the provincial economy and the need to focus on supplying highly educated graduates
and skilled workers for our fast growing economy. This new Department will also house the
Workforce Development Secretariat.
As a new Department, the Minister and the Executive are charged with the responsibility to develop
a clear vision and direction for the Department and to utilize the substantial resources available to it.
This will ensure the province’s workforce is developed to capitalize on the economic opportunities
that are known and predicted for the next five to ten years and to further position the province to
pursue and achieve long-term economic success.
The mandate of the Department of Advanced Education and Skills is as follows:
Helps citizens obtain the necessary educational, financial, and social supports to achieve the
greatest benefit from the opportunities that exist in the province;
Ensures the province has skilled workers and highly educated graduates to support a fast-
growing economy, by collaborating with Memorial University of Newfoundland (MUN),
College of the North Atlantic (CNA) and private institutions; and
Works to meet labour market demands and increase labour force participation through a
variety or programs and services for citizens and under-represented groups such as
Aboriginal people, women and people with disabilities.
The department fulfills its mandate through the following five lines of business:
1. Employment supports and career services;
2. Labour market development;
3. Post-secondary education and learning;
4. Policy development, review and input on cross-government initiatives; and
5. Income supports and basic benefits.
The Province’s Labour Market Outlook 2020, which was released in July 2011, laid out a snapshot
of the anticipated labour market demands for the next ten years, based on known confirmed projects
and labour force projections at the time. The Outlook projected that the Newfoundland and
Labrador labour force will experience unprecedented pressures over the next ten years as a
consequence of economic growth and expansion, coupled with a substantial decline in labour force
participants as a result of attrition (retirements).
Chapter 2
16
Introduction
It has been projected that the province will need 53,000 workers to enter the labour force by 2015.
Approximately 23,000 of these workers will be required to address growth and expansion associated
with major project developments that were known and scheduled at the time. In addition, a further
30,000 will be required to replace workers who are projected to retire during the same period. From
2016 to 2020, the Outlook projects a contraction in the labour force of approximately 16,000
associated with the completion of major projects but an anticipated additional growth in attrition of
33,000 workers. On a ten year basis, the Outlook predicted the need to bring 70,000 workers into
the NL labour force.
The predictions of Labour Market Outlook 2020 were based on known projects. Since the release of
Outlook 2020, other projects have been announced or are in development which will expand the
labour market needs leading up to 2015 and will mitigate against the forecasted contraction in the
post 2015 period.
In order to meet the labour needs of the future, the Province will be working to maximize the
number of graduates exiting our post-secondary institutions, with a view to ensuring they are trained
in the occupational growth areas of the future. Opportunities will be pursued to actively repatriate
former Newfoundlanders and Labradorians who may have left in search of meaningful employment.
The Province will be seeking to attract and retain those workers who currently commute outside the
province for employment. The Department will work with business and labour to ensure there is
maximum mobility of workers within the province to gain access to the available jobs. Likewise,
efforts will be required to increase labour force participation, particularly amongst under-represented
groups including aboriginals, persons with disabilities and women. Immigration will be another key
source of specialized labour and the Department will need to work with business and industry to
maximize the opportunities for older workers to remain in the labour force for longer periods of
time.
Chapter 3
17
Background
The current Department of Advanced Education and Skills is the result of many changes in focus
and programs going back some 15 years. During that time, the Department has seen a shift from a
social focus of the Department of Social Services to its current employment focus. In November
2009 there was the devolution of the LMDA Program from the Federal Government to the province
and in November 2011 the Advanced Education division of the Department of Education merged
with the Department of Human Resources, Labour and Employment to form the Department of
Advanced Education and Skills. To get a context to the extent of program changes it is necessary to
go back to 1997 and look at a chronology of some of the more significant events since that time:
In 1997, labour market programs were transferred from the Department of Rural Renewal
and the former Department of Social Services became the Department of Human Resources
and Employment;
In 1998, Child, Youth and Family Services and Family and Rehabilitative Services were
transferred to Health and Community Services;
In 2004, with the addition of the Labour Relations Agency, the department was renamed the
Department of Human Resources, Labour and Employment (HRLE). The Provincial
Government also transferred the mandate for youth services to the department and made the
department the first point of contact for immigration matters;
In 2005, the Department took on the lead role for a government-wide Poverty Reduction
Strategy and an Immigration and Multiculturalism Strategy;
In 2006, the Labour Market Development Division was formally established to provide
timely and accurate labour market information and services;
In 2007, the Office of Immigration and Multiculturalism was officially established to oversee
implementation of the Provincial Immigration Strategy;
In 2009, the Department established the Disability Policy Office and assumed the lead role
for developing a government-wide strategy on the inclusion of people with disabilities; In 2009, the Department also began delivering programs to EI Eligible individuals under the
Labour Market Development Agreement;
In 2010, the Department established the Office of Youth Engagement, responsible for
ensuring a coordinated approach among government partners and departments in the
implementation and ongoing development of youth public policies that affect youth and their
priorities; and
In 2011, the Provincial Government’s responsibility for advanced studies was transferred
from the Department of Education to HRLE, creating a new Department of Advanced
Education and Skills.
Chapter 3
18
Background
Although, as the chronology shows, there have been many substantial changes to the Department
since 1997, there has not always been the required program realignment and streamlining initiatives
necessary for efficient and effective program delivery. Furthermore, not all business practices have
been assessed to determine their adequacy and effectiveness. The Executive at the Department have
known for quite some time that there was a need to review the entire suite of programs and services
offered with a view to making significant changes in what programs are offered and also how they
are delivered. While there was no shortage of anecdotal evidence about such things as process
inefficiencies and inconsistencies, there has not been a comprehensive review and analysis of the
programs offered by the Department.
As a new Department, AES brings together substantial financial resources and human resources to
fulfill its current mandate. The Department has approximately 900 employees and the gross
expenditure budget for 2012-13 is $1.006 billion. The gross expenditure budget for each of the past
five years is included in Table 1.
Table 1
Departmental Gross Expenditure Budget
Fiscal years 2009 through to 2013
($Millions)
Program 2013 2012 2011 2010 2009
Executive and Support Services $ 16.4 $ 14.4 $ 13.5 $ 15.0 $ 13.8
Service Delivery 24.2 24.3 23.4 23.5 21.1
Income Support Services 234.6 229.5 218.2 214.0 215.4
Employment and LMD 165.9 178.3 215.0 163.2 38.7
Youth and Student Services 14.3 19.9 20.2 16.3 12.7
Office of Immigration and
Multiculturalism
2
2.4
2.3
2.5
2.0
Sub-total 457.4 468.8 492.6 434.5 303.7
% Change Year to Year (2.43%) (4.83%) 13.37% 43.07% -
% Cumulative Change 50.61% 54.36% 62.20% -
Advanced Studies 548.1 530.1 - - -
Labour Relations Agency - 3.7 3.4 3.4 3.0
Workplace Health and Safety - 1.1 0.9 1.0 1.0
Total $1,005.5 $1,003.7 $ 496.9 $ 438.9 $ 307.7
Source: Government Estimates Book
Chapter 3
19
Background
Currently, the department has the province divided into four regions for service delivery: Avalon,
Central, Western and Labrador. The Department has 27 service sites throughout the province and has
contracts with third-party employment assistance services (EAS) providers who operate in 115 sites
throughout the province. As Figure 1 shows, 22 of the 27 departmental service sites are on the
Island portion of the Province. The remaining 5 departmental service sites are in Labrador (Happy
Valley- Goose Bay, Wabush, Nain, Hopedale and Mary’s Harbour).
Figure 1
AES Locations and Third-Party EAS Service Provider Sites (Island Portion of the Province)
Chapter 3
20
Background
In the spring of 2012, the department commenced a comprehensive review and analysis of various
programs and services currently being administered either internally or through a third party service
provider. It was determined that the Department had reached a point where the integration and
streamlining of programs and the identification of business process issues was required.
Chapter 4
21
Scope
The purpose of this review and analysis is to “Conduct a review of current programs and services
(e.g. OIM, IS, LMDA, CEYS, LMA, Advanced Skills) with the goal to streamline (consolidate and/or
merge) existing programs. Discontinue programs no longer meeting current and future labour
market needs, and identify new, responsive and innovative programs and services.”
The scope of work was sanctioned by an Executive Steering Committee which, at that time, was
comprised of:
Marilyn Field, Deputy Minister;
Bruce Belbin, Assistant Deputy Minister;
Bill Duggan, Assistant Deputy Minister;
David Lewis, Assistant Deputy Minister; and
Roxie Wheaton, Assistant Deputy Minister.
The work is being coordinated by a Business Transformation Team comprised of:
John Noseworthy - Project Lead;
Sandra Bishop, Senior Manager; and
Keith Jewer, Manager.
A Review Team was established to identify current programs and services and to participate in the
review and analysis of those programs and services. The team was comprised of:
Daphne Bavis (LMDA);
Candice Ennis-Williams (AE & Core Mandate Review);
Bren Hanlon (Finance);
Janine Hynes (OIM);
Tina Murphy (IS);
Ken O’Brien (CEYS); and
David Pike (AE).
To make the task manageable and ensure there was an appropriate level of review and analysis
applied to the departmental programs and services, the work was scheduled in five phases as
follows:
Phase 1
On May 9, the team met and reached a consensus on scope, key deliverables and timelines. A draft
template for capturing relevant program information was presented and finalized by the review team.
On May 16, 23, & 30, the review team met to provide updates on the status of the program review
and analysis and to identify any problems or inconsistencies with capturing information.
On June 27 & 28, review team members met to present on their respective program areas and
provide an overview of their analysis. A second template was presented to the review team and
revisions were made as per the team’s recommendations.
Chapter 4
22
Scope
Team members agreed that the analysis of all programs would be completed by August 31, 2012.
Phase 2
From May 9 to July 16 team members went to their respective areas and gathered the required
information to populate the required templates.
Phase 3 Once the templates were populated and the required program information obtained, the
approximately 100 identified programs and services were categorized and divided into two: resulting
in approximately 50 programs and services for each of the two weeks which had been decided as
necessary to complete the team analysis.
The team met for two weekly sessions - July 16-20 and August 6-10.
Phase 4
Departmental Directors were provided with the Program Analysis Worksheets to ensure they were in
agreement with the findings and recommendations. A draft report, outlining all issues and
recommendations originating from the Phase 3 work, will be presented to the Executive Steering
Committee for their consideration. If the report is accepted, it will be issued in final format and the
department will move into Phase 5 – the final phase.
Phase 5 Phase 5 will be the implementation phase. From the findings and recommendations in the final
report, the Executive Steering Committee will establish priorities and ensure that all required work
and activities are planned for orderly completion. Work groups, some already constituted others to
be established, will work on specific areas to identify and coordinate the required changes and
modifications that will affect all facets of program and service delivery within the Department. A
listing of established work groups, their terms of reference, team members, and timelines are
included in Appendix F. The lead of each work group sits on an overarching Work Group Steering
Committee which meets every third week to ensure that all on-going work is coordinated.
Chapter 4
23
Review Findings
The Review Team identified a total of 70 programs (Interventions) for review and analysis. The
programs were then grouped based on similarities in the program’s intended purpose and included in
one of six broad service categories. In addition to the 70 departmental programs, the Review Team
also identified 25 services and/or functions (Administrative Oversight) for review and analysis.
These 25 services and/or functions have been included in one of three categories.
The categorization of programs and services forms the basis of the proposed service delivery model
as detailed in Section 6 of this report. The proposed service delivery model would result in a more
strategic approach to program development and funding, better integrate and streamline staff and
services, and improve service delivery to clients.
The programs and services, analysis and, findings and recommendations are included in the
following sections:
5 - A Interventions
1. Labour Market Development and Productivity 12
2. Work Experience 22
3. Education, Training & Related Supports 14
4. Employment Supports 8
5. Income Assistance 4
6. Social Supports 10
70
5 - B Administrative Oversight
1. Education and External Liaison 12
2. Workforce Development 6
3. Corporate Services 7
25
Chapter 5 5-A-1
24
Review Findings
5-A-1 Labour Market Development and Productivity
Labour market development and productivity involves the development and delivery of labour
market and career information to help improve employment outcomes for individuals supporting
economic growth and development throughout the province.
As the following table shows, a total of 12 programs and services with a cumulative budget of $10.4
million for 2011-12 were identified as being part of the “Labour Market Development and
Productivity” category.
1 Labour Market Development
11/12 Budget
($M's)
11/12 Actuals
($M's) Reference
1 JOBS in NL LMDA 0.096 0.096 5-A-1-1
2 Labour Market & Career Information Hotline LMDA N/A N/A 5-A-1-2
3 NL HR Manager LMDA N/A N/A 5-A-1-3
4 LMI Works LMDA N/A N/A 5-A-1-4
* 5 Smart Force NL LMDA 0.136 0.136 5-A-1-5
* 6 Labour Market Partnerships LMDA 6.645 3.976 5-A-1-6
* 7 Targeted Initiative for Older Workers (TIOW) CEYS 2.722 2.561 5-A-1-7
8 Multiculturalism Strategy OIM N/A N/A 5-A-1-8
9 NL Provincial Nominee Program OIM N/A N/A 5-A-1-9
10 NL Settlement & Integration Program (Grants & Contributions) OIM 0.705 0.683 5-A-1-10
11 International Graduate Retention Incentive Program (IGRIP) OIM 0.075 0.033 5-A-1-11
12 Youth Apprenticeship Program Pilot ATC N/A N/A 5-A-1-12
Advanced Studies Branch:
Apprenticeship & Trades Certification ATC 1 - -
Income, Employment & Youth Services Branch:
Career, Employment & Youth Services CEYS 1 2.722 2.561
Labour Market Development & Client Services Branch:
Labour Market Development Agreement LMDA 6 6.877 4.208
Office of Immigration & Multiculturalism OIM 4 0.780 0.716
Total Labour Market Development Programs 12 10.379 7.485
* 3rd Party Grants
Chapter 5 5-A-1
25
Review Findings
The following charts illustrate the proportion of the 12 Labour Market Development and
Productivity programs relative to the overall interventions budget and the 70 programs included in
the 6 categories used in the review and analysis process.
Labour Market
Development, 10.379
AES Interventions ($412.392M budget)
Labour Market
Development, 12
AES Interventions (70 programs)
The following charts outline 12 programs by current area of responsibility along with the
corresponding budgets.
AE, 1CEYS, 1
LMDA, 6OIM, 4
Labour Market Development Programs
by Current Area of Responsibility
CEYS, 2.722LMDA, 6.877
OIM, 0.780
Labour Market Development Budgets (in $M's)
by Current Area of Responsibility
A number of issues were identified during the review of the 12 programs in the Labour Market
Development and Productivity category as follows:
Issues related to lack of strategic positioning with programs and services, limited labour market
research, and disjointed processes and procedures in the administration of labour market programs
are categorized in the following four themes:
1. Workforce Development and Productivity;
2. Labour Market Research;
3. Program Development and Administration; and
4. Employer Services.
1. Workforce Development and Productivity
Budget 2012 - People and Prosperity had approved the establishment of a Workforce Development
Secretariat within the Department with a mandate to ensure labour market policies and programs are
strategically aligned to develop and deploy a highly trained and skilled workforce. To date, the
Secretariat has not been formally implemented.
Chapter 5 5-A-1
26
Review Findings
Without a formalized Workforce Development Secretariat, funding for the current programs and
services may not be allocated based on the department’s mandate and priorities. For example, the
current Labour Market Partnerships (LMP) program with a budget of $6.6 million has a goal to
provide funding to support employers, employer or employee associations, community groups and
communities in developing and implementing labour market strategies and activities for dealing with
labour force adjustments and meeting human resource requirements. However, the program is not
aligned with AES priorities. In addition, there is no request for proposal (RFP) process related to the
awarding of grants and, prior to the current fiscal year, there was no strategic approach with regard
to supporting projects in line with departmental priorities.
Prior to LMDA devolution (2009), there was a formal committee required to review, assess and
recommend proposals for LMP funding and decisions of the committee were documented. Since
LMDA devolution, there has neither been a formal committee nor has there been formal
documentation to support decisions on LMP proposals. Instead, there is a consultation process with
relevant departments and a meeting with the Deputy Minister of AES for project approval (project
recommendations are submitted to the Deputy in a standard format for approval decisions) – there is
no formal documentation.
2. Labour Market Research
Without the Workforce Development Secretariat, the Department cannot formally capture labour
market information to assist budget planning and approval processes. Instead, multiple labour
market research activities are taking place in both Advanced Education and Labour Market
Development with limited collaboration between the two, resulting in duplication of effort.
The provision of labour market information services is also currently distributed over multiple
divisions with little or no formal coordination and collaboration. For example, there is a duplication
of services in that AES currently has Hotline staff (GS-37) in its Labour Market and Career
Information Hotline while the Student Aid Information Officers (GS-30) and Income Support
Screeners (GS-34) are providing similar services.
While some labour market information is being captured and disseminated, the department has not
formally identified an integration approach for labour market information among departmental staff.
Furthermore, employees who receive labour market information on a regular basis have not been
provided with departmental direction on how to incorporate this as part of the overall approval of
training or employment programs to ensure funding is allocated on a priority basis.
Chapter 5 5-A-1
27
Review Findings
3. Program Development and Administration
Current approaches in the development, approval, and administration of AES labour market
programs are not reflective of strategic approaches to support long-term sustainable jobs in high
demand industries or sectors. Programs are currently developed and administered with no formal
strategy for implementation or analysis on how the new program integrates with existing programs
and services. For example:
The Apprenticeship and Trades Certification Division is currently administering the Youth
Apprenticeship Program with the goal to create a smoother transition from high school to post-
secondary training, retain disenfranchised students, have younger certified journeypersons entering
the workforce, and strengthen linkages between high schools, post-secondary, and industry. The
following program issues were identified:
although the Youth Apprenticeship Program has shown strong uptake in the 5 pilot schools
(Lab City, Corner Brook, Gander, St. Lawrence and Mt Pearl), there is no province wide
strategy to implement the program to all relevant schools. Instead, the department is in
consultation with school boards to select an additional 5 schools (Deer Lake, HV-GB, St.
John’s, Clarenville and Carbonear). As a result, an important source of labour market
participants may not be optimized;
currently the program does not provide incentives such as wage subsidies to employers similar
to those offered to other registered apprentices. As a result, employers may give preference to
hiring registered apprentices versus registered youth apprentices;
although the department has Student Aid Division staff and a Career Development Partnership
Initiative (CDPI) which includes Career Development Liaison Officers (CDLO) visiting high
schools throughout the province, neither group is involved in the promotion or coordination of
the Youth Apprenticeship Program. As a result of the lack of coordination, the department is
missing an opportunity to better promote and streamline services offered to students which
may impact participation;
the department has not developed a credit transfer matrix that could be used to identify all
credits available to a student attending post secondary training. As a result, registered youth
apprentices may not receive credit for completed courses within the high school system; and
the Apprenticeship Information Management System (AIMS) tracking system is not capable of
providing necessary tracking information such as statistics and reports.
Chapter 5 5-A-1
28
Review Findings
Other labour market program development and administration issues identified include:
a) JOBSinNL.ca
JOBSinNL.ca is a website which provides a mechanism for employers to post jobs and receive
applications directly from registered job seekers. It also allows job seekers to view and apply
for jobs specifically within Newfoundland and Labrador. Despite the benefits of an online job
site, there is a need for increased awareness of the website in order to increase participation of
both employers and employees. Although an advertising campaign has been developed, it has
not been launched in an effort to increase participation. Other issues identified include:
There are currently duplicate websites for job postings (JOBSinNL.ca and the PSC
website) which results in lack of coordination and increased administration costs;
Because the Public Service jobs are posted on the website maintained by the Public
Service Commission, AES staff have to key those jobs into JOBSinNL. This results in a
duplication of effort and unnecessary additional costs;
It is not possible to have automated matching of jobs to resumes; and
Larger companies such as Bull Arm, Nalcor and Vale do not use JOBSinNL and instead
maintain their own employment websites.
b) Targeted Initiative for Older Workers (TIOW)
The Targeted Initiative for Older Workers is a federal/provincial cost shared (70/30) initiative
providing support to unemployed older workers in communities affected by downsizing or
closures through programming aimed at reintegrating them into employment.
Federal funding for TIOW is scheduled to conclude in 2014 and, although the program has
been successful in meeting its objectives, there has not been any initiative to capture effective
program elements within the department’s suite of services.
c) Office of Immigration and Multiculturalism (OIM) programs
The OIM has three labour market programs operated from an office separate from other
departmental program staff. The rented space results in unnecessary costs and makes
interaction and program integration with other divisions difficult.
Chapter 5 5-A-1
29
Review Findings
Additional program specific issues were identified as follows:
Provincial Nominee Program (PNP)
The primary goal of the program is to provide Newfoundland and Labrador with a mechanism
to increase the economic benefits of immigration to the province based on economic priorities
and labour market conditions, including regional development and gender equity by permitting
Newfoundland and Labrador to nominate Provincial Nominees. The number of nominees for
the program continues to increase each year from 43 in 2007 to 250 in 2012. Given the
increase, it is expected that the current quota of 300 candidates per year as set by the Federal
Government will not be adequate to accommodate the activity level.
Also, while the program focuses primarily on a nominee’s intent to permanently settle in the
province, the division has not always placed significant weighting on addressing provincial
labour market demands when assessing applications. As a result, many recommended
nominees are not able to contribute to labour market shortages because they do not have the
skill set. Examples of some of the questionable skill set nominees in St. John’s are a pizza
maker, a cashier, and a nail technician.
International Graduate Retention Incentive Program (IGRIP) The program was created to provide a financial incentive (ranging from $1,000 to $2,500) to
eligible international students who have graduated from a recognized post-secondary
educational institution in the province. They must have been nominated by the province for
permanent residency, and remain living and working in the province a year after they receive
their permanent residency.
Given that many international students have the ability to pay for their education and seek out
this province to pursue their studies, it is questionable as to whether the level of the incentive
has any impact on whether they want to remain in the province. As well, the department does
not promote this program which may account for the low uptake by eligible international
students. For example, although the program was introduced in December 2010, only thirty
four students received a financial incentive up to April 2012.
The division does not have strong evidence to support whether the program is meeting the
intended objective of retention of eligible international students.
The program appears to be over resourced (number of staff and classification levels) given the
number of clients served per year (20-30). While staff have some other duties, currently there
are six staff involved in the processing of applications (4 staff at GS-40), the staff managing
files (2 Support staff GS-24 and GS-34) and the staff approving files (HL Manager and
Executive Director).
Chapter 5 5-A-1
30
Review Findings
4. Employer Services
While the department provides various types of support to employers to help increase workforce
participation, increase access to a skilled workforce and increase productivity, there is no formal
employer services strategy to guide staff in determining the type and level of supports available to
enhance labour market development initiatives. For example, the department has an ad-hoc
approach to employer’s requests for assistance with recruitment and retention issues. This issue was
also raised at a recent Apprenticeship Forum where it was identified that the department’s
engagement with stakeholders was “ad-hoc and often times reactive”.
The services currently provided to employers are neither integrated nor coordinated to ensure that
engagement is optimized. For example, there are multiple websites for employers providing
different types of labour market information (e.g. JobsinNL, NL HR Manager and LMI Works).
There are also multiple staff (e.g. Regional Managers, Managers, LMDOs, PDOs, CDSs, CSOs, and
Hotline staff) in multiple divisions responsible for employer engagement and interacting directly
with employers and industry. This results in overlap, duplication of effort and unnecessary
additional costs.
The following was identified in the SmartForce NL program:
SmartForce NL is part of the suite of Employer Services offered to provide comprehensive and
current recruitment and retention human resource information, resources, and tools to small
and medium sized businesses in NL. The province paid $1.6 million for the development of
forty custom courses and access to in excess of 5,000 off the shelf courses; however, while the
program is being promoted as “free” the free access to these courses will end in March 2013.
The exception to the cessation of free access relates to employers and individuals who register
prior to March 2013; and
The Centre for Learning and Development also offers training programs for government
employees similar to the off the shelf course content. As a result, the Centre for Learning and
Development has to incur costs associated with contract training while access to free training
exists.
Chapter 5 5-A-1-1
31
Review Findings
Program: JOBS in NL
Background:
Goals:
JOBSinNL.ca is Newfoundland and Labrador's comprehensive job search and posting website.
JOBSinNL.ca provides employers within Newfoundland and Labrador a mechanism through
which they can post their jobs and receive applications directly from registered job seekers.
JOBSinNL allows job seekers from around the world the opportunity to view and apply for jobs
specifically within Newfoundland and Labrador.
Objectives:
To provide both employers and job seekers with a mechanism to match current opportunities with
job seekers
Target Population:
Potential employers and job seekers.
Budget & Administration
$96,000 budget for IT related support and maintenance.
3 staff within provincial office Labour Market Division who also work on the LMCI Hotline; 2
other provincial staff (both as part of other regular duties) involved with technical and support
requirements
Nov 2009 to April 2012: # of Employers registered: 6071; # of job seekers registered: 58116
This service is based on an operating budget.
Governing Legislation & Directives
N/A
Findings & Recommendations
Policy Issues A need for increased awareness of the website in order to increase
participation of both employers and employees
Although an advertising campaign has been developed, it has not been
launched.
There are currently duplicate websites for job postings (JOBSinNL.ca and
the PSC website) which results in lack of coordination and increased
administration costs.
PSC not using the site - they launched a site at approx same time as
JobsinNL - currently 2 links on Govt home page to PSC & JobsinNL.
Currently, we copy (manually) job ads from PSC to JobsinNL Awareness
campaign in development.
Chapter 5 5-A-1-1
32
Review Findings
Recommendations AES should consider enhancing its awareness campaign for the
JOBSinNL.ca website.
AES should consider launching the previously developed advertising
campaign.
AES should consider whether the continuation of duplicate websites is
necessary.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
The website does not have the ability for automated matching of jobs to
resumes.
Larger companies such as Bull Arm and Vale do not use JOBSinNL and
instead maintain their own employment websites.
Because the Public Service jobs are posted on the website maintained by
the Public Service Commission, AES staff have to key those jobs into
JOBSinNL. This results in a duplication of effort and unnecessary
additional costs.
Recommendations AES should consider its current policy of reviewing all job postings from
reputable employers before jobs can be posted and determine whether
access via password could be provided to trusted employers.
Consideration should be given to modifying the website so that job seekers
can post their resumes and quickly identify potential jobs that match their
skill sets.
AES should determine why some larger companies are not using
JOBSinNL to post job opportunities.
If two websites are going to be maintained, consideration should be given
to the electronic transfer of information from the PSC website to
JOBSinNL.
Current Status (Ongoing Activities)
A Systems/IT Support committee has been established and can consider the IT enhancements to
this website.
Staff have developed a plan to help improve the site including: targeted regional employer focus
groups (users of CareerBeacon) and non-users of either site; electronic survey of users; minor
modifications to frontpage of website to allow for a ready search of trades and skilled job
categories (currently only student and entry level jobs identified). AES executive have met with
major project proponents and are still in discussion re: partnership opportunities. One
recommendation that will be put forward to them will be opportunities to better leverage
JOBSinNL for their positions such as the creation of a "Major Project Employers" page that will
Chapter 5 5-A-1-1
33
Review Findings
allow users to directly explore the proponents sites and job opportunities from JOBSinNL and give
the companies a profile. A listing has been developed for LMDOs at regional level to better
target/approach potential employers who do not use JOBSinNL and who likely require skilled
positions.
If the Awareness Campaign proceeds, work had been completed on developing an integrated site
with JOBSinNL as the cornerstone of the site and with additional information features about living
and working in NL.
In the event the awareness campaign does not proceed, staff are currently exploring all sites (e.g.
LMI Works, HR Manager) to identify opportunities to integrate relevant information/tools into the
one JOBSinNL site.
Quick Wins
An interface between the two employment websites to allow for electronic transfer of job ads.
Including links on JOBSinNL.ca to the other AES employment related services, such as wage
subsidies, NL HR Manager, and Student Employment Programs.
Streamlining & Consolidation Opportunities:
Including links on JOBSinNL.ca to the other AES employment related services, such as wage
subsidies, NL HR Manager, and Student Employment Programs.
Electronic matching of resumes to job opportunities would provide job seekers with more
immediate and relevant potential job opportunities.
Allowing reputable employers to enter job postings can via password would allow jobs to be
posted more quickly and entice larger organizations to avail of the service, while reducing the
amount of required internal administration.
Chapter 5 5-A-1-2
34
Review Findings
Program: Labour Market and Career Information Hotline
Background:
Goals:
To provide information to individuals on labour market and career information through the use of a
1-800 number and community presentations.
Objectives:
Provide current labour market information directly to clients or to refer them to appropriate staff to
have inquiries addressed
Target Population:
Individuals, employers, community groups - 14,309 clients served through both telephone and
emails FY 2011-12
Budget & Administration:
Funded through operational budgets.
Administered by 3 staff supporting the LMCI Hotline located at Provincial Office in the Labour
Market Division.
14,309 clients served through both telephone and emails in fiscal year 2011-12
Governing Legislation & Directives
N/A
Findings & Recommendations
Policy Issues Although there are at least three distinct groups providing similar services
they are all classified at different salary levels, e.g., Student Aid
Information officers (GS-30), Income Support Screeners (GS-34), and
Hotline staff (GS-37).
Given the similarity of duties, there is a duplication of services within the
department.
Recommendations AES should ensure that staff performing similar functions are classified at
the same salary levels.
AES should consider consolidation of similar services across the
department.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Contrary to established goals, Labour Market and Career Information
Hotline staff are not providing community presentations.
Recommendations AES should either ensure Labour Market and Career Information Hotline
staff provide community presentations or modify the goals of the service.
Current Status (Ongoing Activities):
Chapter 5 5-A-1-2
35
Review Findings
A Service Delivery Improvement committee will be reviewing all departmental telephone services.
Quick Wins:
None identified.
Streamlining & Consolidation Opportunities:
AES should consider consolidation of similar services across the department.
potential for combination with other 1-800 services
Potential to combine call centre functions from across dept.
Could this be the secondary service to the online service presence?
Chapter 5 5-A-1-3
36
Review Findings
Program NL HR Manager
Background
Goals:
A tool, in combination with other Departmental resources, to support small and medium sized
employers in addressing their recruitment and retention needs.
Objectives:
To provide a one stop access to online information that can be used to help businesses find, keep
and manage workers.
Target population:
Small and Medium enterprises in NL - launched in February 2010.
Budget & Administration
Funded through regular LMD divisional operational budgets administered by 1.5 employees for
NL HR Manager, regional employers services (as supported by Labour Market Development
Officers), and other resources for employers (e.g. course content for SmartForce NL). The
database is supported through an external service provider, BlueDrop.
HR Toolkit Annual users 2011/2012: 20,523 and averaging 3,000 users a month since January
2012 with the introduction of social media strategies (Twitter and Facebook). Through these
mechanisms, Departmental recruitment/retention resources are promoted to an average of 11,617
people on a weekly basis and 41,628 unique profiles exposed to the tweets at some point. A total
of 1,893 unique tweets posted since January 2012.
Governing Legislation & Directives
N/A
Findings & Recommendations
Policy Issues None identified.
Recommendations N/A
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Gaps have been identified in the current services provided to employers. In
particular, there is limited information available on business and employee
succession planning.
Currently, there are multiple websites for employers (e.g. JobsinNL and
LMI Works) which results in a non-coordinated approach.
Recommendations Additional resources are required to retain and broaden the current services
provided to employers.
The department should consider streamlining access to the various
employer services websites by having a single entry point.
Current Status (Ongoing Activities):
Chapter 5 5-A-1-3
37
Review Findings
The Department develops new tools and resources for the HR Manager on an ongoing basis, with
the most recent resource being a Diversity handbook for employers. Two new tools (an HR
Capacity Assessment and Workforce Skills Assessment) are currently being finalized. The
Department consults with relevant internal and external committees on the development of all tools
via the establishment of working groups as required.
Quick Wins:
None identified.
Streamlining & Consolidation Opportunities:
The department could consider the similarities of services being provided to employers by the
department and IBRD.
Chapter 5 5-A-1-5
38
Review Findings
Program SmartForce NL
Background
Goals:
SmartForce NL is part of the suite of Employer Services offered to provide comprehensive and
current recruitment and retention human resource information, resources and tools to small and
medium sized businesses in NL.
Objectives:
To develop and deliver an online learning management tool used to increase the professional
development and on the job related skills of NL employers and residents.
Target population:
Small and medium employers and individuals in NL.
Budget & Administration
$136,000 budget for 2011-12
$1.6M investment from LMDA over a three fiscal year period 2010 – 2013
The program is administered by 1.5 employees responsible for Employer Services (NL HR
Manager & Smartforce NL) and is supported by Labour Market Development Officers who are
based in the regions.
Total numbers of NL employers registered on Smartforce NL – 587, total number of individuals
registered 6930, Total number of courses enrolled – 12,182, Total number of custom developed
courses – 40.
Governing Legislation & Directives
N/A
Findings & Recommendations
Policy Issues None identified.
Recommendations N/A
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Although the province has paid $1.6 million for the development of 40
custom courses and access to in excess of 5000 off the shelf courses, the
free access to these courses will end in March 2013. The exception to the
cessation of free access relates to employers and individuals who register
prior to March 2013.
The Centre for Learning and Development also offers training programs
for government employees similar to the off the shelf course content. As a
result, the Centre for Learning and Development has to incur costs
associated with contract training while access to free training exists.
Chapter 5 5-A-1-5
39
Review Findings
Recommendations The department should determine whether it will continue to fund the
SmartForce NL.
The department should ensure that all government departments are made
aware of SmartForce NL.
Current Status (Ongoing Activities):
There is a steering committee established to coordinate services provided.
Quick Wins:
The department could ensure that all government departments are made aware of SmartForce NL.
Streamlining & Consolidation Opportunities:
None identified.
Chapter 5 5-A-1-6
40
Review Findings
Program Labour Market Partnerships
Background
Goals
To provide funding to support employers, employer or employee associations, community groups
and communities in developing and implementing labour market strategies and activities for
dealing with labour force adjustments and meeting human resource requirements. Labour Market
Partnerships may be used to provide assistance for employed persons who are facing loss of
employment.
Objectives
LMP is a measure used by to encourage, support and facilitate labour force adjustments and human
resource planning activities which are in the public interest. The LMP support measure provides
funding to encourage and support employers, employee/employer associations and communities in
developing and implementing strategies for dealing with labour force adjustments and meeting
human resource requirements. The LMP support measure addresses labour market issues through
partnerships.
Target Population
Employers, employer or employee associations, community groups and communities.
Budget & Administration
Budget: $6,645,108 spent in fiscal year 2011/12.
Administered by the Labour Market Development Division (LMDD).
This program is delivered via grants.
Governing Legislation & Directives
LMDA Agreement EI Part II, EBSM Terms and Conditions, Policies and Guidelines
Findings & Recommendations
Policy Issues None identified.
Recommendations N/A
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Currently there is no request for proposal (RFP) process related to the
awarding of grants and, prior to the current fiscal year, there was no
strategic approach with regards to how projects were funded to ensure
departmental priorities were supported.
Chapter 5 5-A-1-6
41
Review Findings
Prior to LMDA devolution (2009), there was a formal committee required
to review, assess and recommend proposals for funding. Decisions of the
committee were documented. However, since LMDA devolution, there
has not been a formal committee nor has there been formal documentation
to support decisions on LMP proposals. Instead, there is a consultation
process with relevant departments and a meeting with the Deputy Minister
of AES for project approval (project recommendations are submitted to the
DM in a standard format for approval decisions) - there is no formal
documentation.
The current continual intake process does not facilitate the assessment of
projects relative to others to ensure projects provide maximum contribution
towards departmental priorities.
Recommendations An RFP process should be developed with a view of ensuring that
departmental strategic priorities are supported.
The department should consider whether a formal committee may be more
appropriate than a consultation process and all decisions related to project
proposals should be formally documented.
AES should determine whether the current continual intake process is the
most effective way to meet departmental priorities when assessing LMP
proposals.
Current Status (Ongoing Activities)
The Department is currently working with IBRD to finalize their process recommendations. Once
completed, recommendations for final approval will be put forward to the DM/Minister.
Quick Wins
Establish a formal assessment committee and ensure that all decisions are formally documented.
Streamlining & Consolidation Opportunities
The department should consider having this program, along with other similar programs such as
Job skills/Essential Skills and community partnerships funding delivered by one group.
Chapter 5 5-A-1-6
42
Review Findings
Examples of Payments from Labour Market Partnerships
Organization Name Amount
Kruger Inc $1,669,180
NATI $879,280
Stella Burry Corp $534,225
Women in Resource Development $279,881
Canadian Homebuilders Association-Eastern Newfoundland $227,389
Town of Placentia $155,925
Women in Resource Development, Inc. $79,890
Aerospace and Defence Industry Association of Newfoundland and Labrador $49,500
Council of marine Professional Associates $44,195
NL Oil & Gas Industries Association $32,844
NL Association for Community Living $12,000
Landscape Newfoundland and Labrador $11,500
Chapter 5 5-A-1-7
43
Review Findings
Program Targeted Initiative for Older Workers (TIOW)
Background
Goals
The Targeted Initiative for Older Workers is a federal/provincial cost shared (70/30) initiative
providing support to unemployed older workers in communities affected by downsizing or
closures through programming aimed at reintegrating them into employment
Objectives
TIOW is indented to provide support to address the immediate employment needs of unemployed
older workers. In situations where there is little likelihood of immediate employment, TIOW may
also be aimed at increasing the employability of older workers and ensuring that they remain active
and productive labour market participants.
Target Population
Unemployed, 55-64 years of age lacking either skills needed for successful integration into new
employment or marketable skills living in a eligible community.
Budget & Administration
Budget: $2,722,000 for 2011-2012
Total clients served: Approximately 150 yearly.
This work is included as partial duties of Provincial Manager for Community Partners and one
Program Consultant in consultation with regional staff.
This program is delivered via grants.
Governing Legislation & Directives
Federal Provincial Agreement signed by HRSDC, AES and IGA since 2007 which has been
extended to March 2014.
Findings & Recommendations
Policy Issues The demand exceeds the current budget. For example, in 2011-2012 there
were 45 proposals totally approximately $12 million while funding of $2.8
million funded only 13 projects. This year the federal government cut
funding to this program by approximately $1.6 M.
For 2012-2013 the department has not made a determination regarding
identification of projects as at September 2012 and as a result, time to
ensure completion of the projects within the current fiscal year is a
challenge.
Federal funding for TIOW is scheduled to conclude in 2014. Although the
program has been successful in meeting its objectives, there has not been
any initiative to capture effective program elements within the
department’s suite of services even though the federal government’s
contribution is scheduled to terminate in 2014.
Recommendations The department should determine whether the budget allocation or the
Chapter 5 5-A-1-7
44
Review Findings
program is sufficient to meet departmental priorities.
The department should ensure that decisions regarding program approval
are made to allow sufficient time for program delivery.
The department should consider capturing effective program elements
within TIOW and incorporate into departmental programming.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
A number of 3rd
party agencies have multiple contracts with the
department. As a result, agencies receive administration fees for each
contract, staff have to process and monitor multiple contracts, and because
multiple staff may be involved in the process it is more difficult for the
department to ensure that no duplicate funding is provided e.g. bookkeeper
salary funded more than once.
There may be communities in the province with a need for the program;
however the community may not have the capacity to respond to a call for
proposals. As a result, there is a risk that high priority areas may not
receive necessary interventions.
Recommendations The department should develop a formalized process where all funding
provided to 3rd
party agencies is assessed to ensure that no duplicate
funding is provided.
The department should determine whether, based on demographic
information, high priorities areas are responding to calls for proposals. If
such priority areas are identified as not responding, the department should
determine a suitable course of action.
Current Status (Ongoing Activities):
A Grants Review Committee has been established.
Quick Wins:
None identified.
Streamlining & Consolidation Opportunities:
None identified
Chapter 5 5-A-1-7
45
Review Findings
Examples of Payments from TIOW
Organization Name Amount
CENTRAL DEVELOPMENT ASSOCIATION 275,000.00
TOWN OF HERMITAGE-SANDYVILLE 257,402.00
JACKSON'S ARM TOWN COUNCIL 248,005.00
SOUTHERN AVALON DEVELOPMENT ASSOCIATION 240,000.00
STRAITS DEVELOPMENT ASSOCIATION 227,100.00
BURIN PENINSULA CHAMBER OF COMMERCE 220,000.00
LOWER TRINITY SOUTH DEVELOPMENT ASSOC 202,601.00
WOMEN INTERESTED IN SUCCESSFUL EMPLOYMENT 193,809.00
LITTLE BAY ISLANDS HERITAGE SOCIETY LTD 175,000.00
TRINITY HISTORICAL SOCIETY 158,051.00
TOWN OF HARBOUR BRETON 137,496.00
TRAMORE PRODUCTIONS INCORPORATED 134,500.00
ISTHMUS AREA REGIONAL DEVELOPMENT 92,147.00
Chapter 5 5-A-1-8
46
Review Findings
Program Multiculturalism Strategy
Background
Goals
1.To encourage Newfoundlanders and Labradorians to view cultural diversity as a strength;
2. To welcome immigrants into our communities and promote cross cultural understanding;
3. To increase and enhance culturally sensitive settlement and integration services in the province
aimed at increasing the retention of immigrants and newcomers; and
4. To engage key partners in the implementation of the provincial policy on Multiculturalism.
Objectives
Ensure that relevant policies and procedures of the provincial programs and practices reflect,
promote and meet the changing needs of all cultural groups;
Lead in developing, enhancing and sustaining programs and services based on equality for all,
notwithstanding racial, religion, religious creed, colour or ethnic, national or social origin;
Provide a workplace that is free of discrimination and that promotes equality of opportunity for all
persons accessing employment positions within the Government of Newfoundland and Labrador;
Support multicultural initiatives by enhancing partnerships across provincial departments with
culturally-diverse communities;
Highlight through public awareness and education the importance of cultural diversity in the
province and facilitate life long learning that prepares individuals, especially youth to live and
work in a multicultural society; and
Through partnerships encourage community based programs that to foster two-way cross-cultural
understanding, provide diversity training in the workplace to meet changing composition of the
labour force.
Target Population
1. Multiculturalism activities reach thousands of people annually through the various partners.
Educators and K-12 School Students; International students attending MUN and College
2. RNC and RCMP
3. Health Care providers.
4. Business and Economic development organizations.
5. Municipalities.
6. Community Groups
7. Provincial Government Departments; and the general public.
Budget & Administration
Included in the Immigration Strategy funding.
The policy initiatives are administered by the 4 Settlement and Immigration staff.
Governing Legislation & Directives
Immigration Strategy
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Chapter 5 5-A-1-8
47
Review Findings
Recommendations N/A
Business Process
Issues
None identified
Recommendations N/A
Current Status (Ongoing Activities)
None identified
Quick Wins
N/A
Streamlining & Consolidation Opportunities
N/A
Chapter 5 5-A-1-9
48
Review Findings
Program Provincial Nominee Program (PNP)
Background
Goals
The primary goal of the program is to nominate immigrant candidates for permanent residency in
order to enhance the provincial labour market by their contribution to the economic needs of the
province.
Objectives
Nominate and retain immigrants who can positively contribute to the labour market needs of local
businesses (especially those in rural and remote areas), and who have the intent to live and work in
the province. The PNP is a key tool instrumental in the ongoing work of the provincial
Immigration Strategy.
Target Population
The target population is prospective immigrants with a specialized skill set or addressing a difficult
to fill position and willing to make a permanent commitment to contribute economically to the
province by living and working here. Often nominees are individuals currently working for a local
employer on a temporary work visa/permit (referred to as Temporary Foreign Workers), or with a
job offer from a local company. Often nominees are individuals currently working for a local
employer on a temporary work visa/permit (referred to as Temporary Foreign Workers) or
international graduates (individuals who have graduated from a Canadian or NL post-secondary
institution).
Budget & Administration
$550,000 of the $1.76 million of Immigration Strategy funding is allocated to the PNP.
Total number of clients served in 2012: 250 (The province has the authority to nominate up to 300
clients per year).
The program is administered by 7 staff located in St. John's: 1 Manager, 1Developmental Program
Coordinator, 4 Program Specialists and 1 Policy and Program Development Specialist.
The program funding is used solely to cover OIM operating costs.
Governing Legislation & Directives
Immigrant and Refugee Protection Act (IRPA) and Regulations.
Findings & Recommendations
Policy Issues The number of nominees for the program continues to increase each year
from 76 in 2007 to 289 in 2012. Given the increase, it is expected that the
current quota of 300 candidates per year as set by the Federal Government
will not be adequate to accommodate the activity level.
Recommendations The department should determine whether the quota set by the federal
government can be increased to accommodate the activity level.
Legislative Issues None identified
Recommendations N/A
Chapter 5 5-A-1-9
49
Review Findings
Business Process
Issues
While the program focuses primarily on a nominee’s intent to permanently
settle in the province, the division does not place significant weighting on
addressing provincial labour market demands when assessing applications.
As a result, many recommended nominees are not able to contribute to
labour market shortages because they do not have the skill set. For
example, in St. John’s a pizza maker, a cashier, and a nail technician.
Having OIM located in isolation, in rented space results in unnecessary
costs and makes interaction with other divisions difficult.
Recommendations The division should give primary consideration to addressing the
province’s labour market needs when assessing PNP applications.
The department should consider moving OIM to one of the department’s
existing client service offices.
Current Status (Ongoing Activities)
None identified
Quick Wins
The division could give primary consideration to addressing the province’s labour market needs
when assessing PNP applications.
Streamlining & Consolidation Opportunities
The program could be delivered with other employment programs.
Chapter 5 5-A-1-10
50
Review Findings
Program NL Settlement & Integration Program - NLSIP (Grants & Contribution)
Background
Goals
The NLSIP is designed to provide support to organizations to increase immigration retention and
reduce gaps in settlement and integration services throughout the province; especially in rural
Newfoundland and Labrador.
Objectives
To provide funding to organizations to facilitate: welcoming, settling, integrating, and retaining
newcomers to the province, their communities and their places of employment. This objective is to
be achieved through various programs, initiative, projects and events which foster welcoming and
inclusive communities.
Target Population
Provincial Nominees and their spouses/dependents; International Students; immigrants who come
through federal immigration streams, Immigrant Service Providing Organizations, employers who
wish to attract and retain international employees; service providers who encounter newcomers as
clients; and, community organizations/groups who wish to attract and retain newcomers to their
communities.
Budget & Administration
$705,000 of the $1.76 million of Immigration Strategy funding is allocated to the NLSIP.
There are three main categories of the NLSIP:
1) NLSIP Grant - $30,000 per program/initiative;
2) Small Grants - maximum of $2,500.00 per project;
3) Multiculturalism Grants - maximum of $500.00 per event; and
4) Special Initiatives - the budget is determined by the demonstrated need and availability of OIM
funds.
In 2012, OIM had 3 Settlement and Integration Consultants. One administered the
financial/assessment of applications for the program and the other 2 positions’ role was promotion
of the program.
Provincial office oversees all grants and contributions. The regional Settlement and Integration
Consultants role is to provide information on the program and answer questions pertaining to the
agreement. One of the Setttlement and Integration staff at Provincial office provides oversight on
the program.
Governing Legislation & Directives
N/A
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process The demand for this program exceeds current budget allocation.
Chapter 5 5-A-1-10
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Review Findings
Issues
Recommendations The department should determine whether the current budget allocation for
this program is adequate.
Current Status (Ongoing Activities)
None identified.
Quick Wins
N/A
Streamlining & Consolidation Opportunities
The department could consider consolidating the grants process into a grant administration
division.
Examples of Payments from Immigration Grants
Organization Name Amount
ASSOCIATION FOR NEW CANADIANS 303,963.19
INTERNATIONAL STUDENT ADVISING OFFICE 51,000.00
CITY OF ST JOHN'S 45,000.00
MEMORIAL UNIVERSITY OF NL 44,925.50
MARINER RESOURCE OPPORTUNITIES 43,530.88
KITTIWAKE ECONOMIC DEVELOPMENT 40,500.00
MULTICULTURAL WOMEN'S ORGANIZATION OF 40,338.75
NORTHEAST AVALON REGIONAL ECO DEV BOARD 30,000.00
SOUTHERN AVALON DEVELOPMENT ASSOCIATION 29,500.00
LA FEDERATION DES FRANCOPHONES DE 28,173.90
CENTRAL LABRADOR ECONOMIC 10,153.40
SHARING OUR CULTURES INCORPORATED 10,000.00
THE CITY OF CORNER BROOK 9,492.00
NORDIC ECONOMIC DEVELOPMENT CORPORATION 4,500.00
FORTUNE HEAD ECO FRIENDS INC 3,000.00
EXPLOITS VALLEY COMMUNITY COALITION INC 2,730.00
REFUGEE AND IMMIGRANT ADVISORY COUNCIL 1,500.00
GRENFELL COLLEGE STUDENT UNION 1,490.00
COLLEGE OF THE NORTH ATLANTIC (HV-GB) 1,000.00
TOWN OF GRAND FALLS-WINDSOR 720.00
NL ASSOCIATION OF SOCIAL WORKERS 500.00
TOWN OF ST ANTHONY 500.00
LABRADOR HERITAGE SOCIETY(NWR) 371.20
CORNER BROOK ABORIGINAL WOMENS 200.00
Chapter 5 5-A-1-11
52
Review Findings
Program International Graduate Retention Incentive Program (IGRIP)
Background
Goals
The program was created to provide a financial incentive to eligible international students who
have graduated from a recognized post secondary educational institution in the province. They
must have been nominated by the province for permanent residency, and remain living and
working in the province a year after they receive their permanent residency.
Objectives
Reward and retain international graduates who are still living and working in the province one year
after receiving their permanent residence and to make the province a destination of choice for
future international students.
Target Population
International students who have graduated from a recognized post secondary educational
institution in the province and who have lived as a permanent resident in NL for a period of 1 year
or more.
Budget & Administration
The 2011-2012 budget is $75,000 and is part of the Office of Youth Engagement.
Number of clients per year 20-30.
Individual payments range from $1,000 -$2,500 depending on level of postsecondary training and
the number of years studying in the province.
The program delivered by four Provincial Nominee Program Specialists (one of whom acts as the
IGRIP Lead Coordinator), the OIM Manager (approval), the OIM Executive Director (approvals) ,
the Departmental Programme Coordinator (vendor setup and payment requests), the Receptionist
(Clerk Typist III) ( application intake).
The program is offered via allowance and assistance.
Governing Legislation & Directives
Canada NL Agreement on Provincial Nominees.
Findings & Recommendations
Policy Issues Given that many international students have the ability to pay for their
education and seek out this province to pursue their studies, it is
questionable as to whether the level of the incentive has any impact on
whether they want to remain in the province.
The department does not promote this program which may account for the
low uptake by eligible international students. For example, only 34
students received a financial incentive from when the program was
introduced in December 2010 to April 2012.
Chapter 5 5-A-1-11
53
Review Findings
Recommendations The department should determine whether the program is meeting its
intended results.
The department should determine whether the program should be
promoted.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The division does not have strong evidence to support whether the program
is meeting the intended objective of retention of eligible international
students.
Given the number of clients served per year (20-30), the number and
classification of staff involved in the processing of applications (4 staff at
GS 40), the staff managing files (2 Support staff GS24 and 34) and the
staff approving files (HL Manager and Executive Director), this program is
over resourced.
Recommendations The division should have a process in place to gather the necessary
information to determine whether the program is meeting its intended
objectives.
If the department continues to offer the program, it should determine a
more efficient delivery system.
Current Status (Ongoing Activities)
None identified
Quick Wins
Consolidate the program with other graduate incentive programs.
Streamlining & Consolidation Opportunities
If the program continues it could be consolidated with other graduate incentive programs.
Chapter 5 5-A-1-12
54
Review Findings
Program Youth Apprenticeship Program Pilot
Background
Goals
Recruitment and retention strategies to increase labour supply and increase the Province's capacity
to fully maximize the benefits of planned major resource-based project developments, long-term
operations, and promote recruitment and retention for small and medium size enterprises.
Objectives
Create a smoother transition from high school to post-secondary training, retain disenfranchised
students, have younger certified journeypersons entering the workforce, strengthen linkages
between high schools, post-secondary, & industry.
Target Population
Currently, as a five year pilot, high school students in five schools (Lab City, Corner Brook,
Gander, St. Lawrence and Mt Pearl) throughout the province to provide work experience
opportunities in skilled trades occupations. A work-training program where students can gain paid
work experience & a guaranteed seat in a post-secondary skilled trades program while completing
high school.
Budget & Administration
The budget for this program is included in overall Apprenticeship budget with administrative
responsibility currently falling with Advanced Education, Apprenticeship & Trades Certification
Division.
Currently 1 PDO position (in Clarenville) working with this program.
Governing Legislation & Directives
Apprenticeship and Certification Act; Interprovincial Red Seal Program; Provincial
Apprenticeship and Certification Board
Findings & Recommendations
Policy Issues Although the program has shown strong uptake in the 5 pilot schools, there
is no province wide strategy to implement the program to all relevant
schools. Instead, the department is in consultation with school boards to
select an additional 5 schools (Deer Lake, HV-GB, St. John’s, Clarenville
and Carbonear). As a result, an important source of labour market
participants may not be optimized.
Currently the program does not provide incentives such as wage subsidies
to employers like those offered to other registered apprentices. As a result,
employers may give preference to hiring registered apprentices versus
registered youth apprentices.
There are currently no resources at the high school dedicated to the
coordination of the program. As a result, participation may be limited.
The department has not developed a credit transfer matrix that could be
Chapter 5 5-A-1-12
55
Review Findings
used to identify all credits available to a student attending post secondary
training. As a result, registered youth apprentices may not receive credit
for completed courses within the high school system.
Recommendations The department should consider a province wide strategy to implement the
program to all relevant schools.
The department should determine whether employer incentives such as
wage subsidies are required in order for this program to be competitive.
The department should determine whether a dedicated high school resource
to coordinate the program would be beneficial.
The department should determine whether a credit transfer matrix would
help ensure registered youth apprentices receive the appropriate course
credits.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The Apprenticeship Information Management System (AIMS) tracking
system is not capable of providing necessary tracking information such as
statistics and reports.
Although the department has Student Aid Division staff and a Career
Development Partnership Initiative (CDPI) which includes Career
Development Liaison Officers (CDLO) visiting high schools throughout
the province, neither group is involved in the promotion of this program.
As a result of the lack of coordination, the department is missing an
opportunity to better promote and streamline services offered to students.
Recommendations The department should consider the limitations of AIMS and determine
whether there is a solution.
The department should ensure that all initiatives are focused and
coordinated to ensure optimal services delivery.
Current Status (Ongoing Activities)
None identified.
Quick Wins
The department could ensure that all initiatives (Student Aid, CDPI and this program) are focused
and coordinated to ensure optimal services delivery.
Streamlining & Consolidation Opportunities
The department could ensure that all initiatives (Student Aid, CDPI and this program) are focused
and coordinated to ensure optimal services delivery.
Chapter 5 5-A-2
56
Review Findings
5-A-2 Work Experience
Work Experience involves programming to assist individuals make a labour market attachment.
This includes funding directly to employers to address recruitment and retention challenges and
funding to 3rd
party agencies to deliver work experience related programs and services.
As the following chart shows, a total of 22 programs and services with a cumulative budget of
$46.2 million for 2011-12 were identified as being part of the “Work Experience” category.
2 Work Experience
11/12 Budget
($M's)
11/12 Actuals
($M's) Reference
1 Graduate Employment Program CEYS 2.696 2.307 5-A-2-1
* 2 MUN-Graduate Transition to Employment (GTEP) Program CEYS 0.299 0.299 5-A-2-2
3 NL Works CEYS 1.596 1.257 5-A-2-3
4 NL Wage Subsidy LMDA 4.445 4.380 5-A-2-4
5 Wage Subsidy for Persons with Disabilities CEYS 0.200 0.019 5-A-2-5
6 Govt Hiring Apprentices Program (GHAP) ATC 2.225 0.764 5-A-2-6
7 Apprenticeship Wage Subsidy LMDA 6.080 5.884 5-A-2-7
8 Women in Trades ATC 0.400 0.200 5-A-2-8
9 Journeyperson Mentorship Program (JMP) ** LMDA N/A N/A 5-A-2-9
* 10 Conservation Corps/Green Team CEYS 0.635 0.635 5-A-2-10
* 11 Linkages CEYS 2.004 1.722 5-A-2-11
12 Employment Transitions CEYS 0.702 0.466 5-A-2-12
13 Job Creation Partnerships LMDA 10.557 10.350 5-A-2-13
14 CYN Employment Programs CEYS 0.400 0.296 5-A-2-14
15 Student Employment Programs (Level I, II, III) CEYS 0.906 0.883 5-A-2-15
16 Student Employment Programs (Non-Profit) ** CEYS N/A N/A 5-A-2-16
17 Student Work and Services Programs (SWASP & SWASP Paid) CEYS 2.237 1.900 5-A-2-17
* 18 Other Student Employment Programs (MUN/CNA SWASP & PACEE) CEYS 0.627 0.622 5-A-2-18
19 Co-op & Internship Employment Programs… CEYS 2.556 2.358 5-A-2-19
20 School to Work Transistion Supports for Persons with Disabilities CEYS 0.250 0.083 5-A-2-20
21 Supported Employment (Job Trainers) CEYS 6.905 6.367 5-A-2-21
22 Tutoring Programs (TFT, IT-TFT, TWEP) CEYS 0.495 0.392 5-A-2-22
Advanced Studies Branch:
Apprenticeship & Trades Certification ATC 2 2.625 0.964
Income, Employment & Youth Services Branch:
Career, Employment & Youth Services CEYS 16 22.509 19.606
Labour Market Development & Client Services Branch:
Labour Market Development Agreement LMDA 4 21.082 20.615
Total Work Experience Programs 22 46.216 41.185
* 3rd Party Grants
** Programs were not administered by AES in fiscal year 11/12, therefore have no applicable budgets.
Chapter 5 5-A-2
57
Review Findings
The following charts illustrate the proportion of the 22 Work Experience programs relative to the
overall interventions budget and the 70 programs included in the 6 categories used in the review and
analysis process.
Work Experience,
46.216
AES Interventions ($412.392M budget)
Work Experience,
22
AES Interventions (70 programs)
The following charts outline 22 programs by current area of responsibility along with the
corresponding budgets.
AE, 2
CEYS, 16 LMDA, 4
Work Experience Programs
by Current Area of Responsibility
AE, 2.625
CEYS, 22.509
LMDA, 21.082
Work Experience Budgets (in $M's)
by Current Area of Responsibility
A number of issues were identified during the review of the 22 programs in the Work Experience
category as follows:
Issues related to level of supports, types of benefits and administrative practices are categorized in
the following four themes:
1. Strategic Approaches;
2. Budget Management Practices;
3. Program Development and Administration; and
4. Systems and Tracking.
Chapter 5 5-A-2
58
Review Findings
1. Strategic Approaches
Although the department’s mandate has changed from a social to an economic lens, the goals,
objectives and outcomes of the currently funded work experience programs have not been assessed
to determine their relevance under this new mandate.
Furthermore, work experience programs are not as responsive as they need to be to meet the
departmental mandate and to ensure clients maximize their employment opportunities. This is
evidenced by:
The lack of flexible funding programs to meet individual requirements to attach to the labour
market. Currently, the approval process through the CAPS system requires the identification
and transfer of sufficient funds which is a cumbersome process and sometimes results in delays
and lost opportunities for an individual in securing an attachment to the labour market;
The current income support administration results in disincentives such as loss of the 100%
coverage drug card (after six months), disruption in payment cycles, potential variation in work
hours/entitlements and impacts clients pursuit of employment under this and other programs.
One major disincentive is the current income support policy requiring clients to reapply for
income support after 30 days of a breach in assistance;
Many of the work experience programs designed to attract income support clients are not
achieving the intended participation rates. For example, while the Conservation Corps/Green
Team program receives a yearly budget of $634,600, only approximately 10% of the total
program participants are income support clients. Also, the department has limited involvement
in the identification and selection of Conservation Corps projects which impedes the ability to
strategically influence which projects are funded; and
Information on the participation rates of income support clients in the department’s
employment programs is not readily available or disseminated to staff. Currently, staff are
required to manually access client files to determine participation. As a result, participation
rates of income support clients are not monitored on a regular basis to determine if funded
interventions are assisting in a successful labour market attachment.
Chapter 5 5-A-2
59
Review Findings
2. Budget Management Practices
The current annual budget allocation among work experience programs is not based on a strategic
analysis of departmental priorities. Instead, programs are funded based on historical allocations and
spending patterns. This results in a lack of strategic targeting of initiatives and/or programs designed
to address labour market issues.
Budget issues noted within work experience programs include:
There are multiple program budgets for different client populations (e.g. Youth, Persons With
Disabilities) making the administration cumbersome with overlap and duplication;
Contrary to the program objectives, rural community groups have become dependent on
program funding to fund operations and infrastructure development;
Currently, there is no department wide process for identifying the appropriate administrative
costs for 3rd
party grants. As a result, the amount paid for the administration of programs varies
by program area. As well, while AES provides core funding to organizations such as
Community Youth Networks (CYNs), the department also pays many of the same
organizations a 15% administration fee to deliver other student employment programs;
The department offers wage subsidy programs where employers are required to submit payroll
information for reimbursement of wages. Currently, there is no enforced preset schedule to
obtain payroll information from employers. As a result, there are many examples where
payroll information is not submitted until after April 30, i.e., the end of the payment cycle for
the fiscal year. This results in program slippage and encumbered amounts from the next fiscal
years budget; and
Program slippage also occurs as a result of approved projects not commencing when expected
and minimal monitoring to identify dormant and inactive agreements (e.g. NL Wage Subsidy
Program) and a lack of monitoring and follow-up of grants (e.g. a $400,000 Women in Trades
grant to third party service providers).
3. Program Development and Administration
Historically, the department has been more reactive and, as a result, has funded projects proposed by
3rd
party agencies versus being proactive and identifying the department’s priorities and having a call
for proposals to identify the most suitable 3rd
party agency to deliver work experience programs.
Chapter 5 5-A-2
60
Review Findings
Furthermore, with respect to the current process for approvals of work experience programs:
There is no formalized process for ensuring that funding is allocated to priority occupations;
AES does not have a formal mechanism in place to determine whether entities receive funding
for similar initiatives from different sources within the department;
There is no matching capability between employer applicants and employee applicants that is
in keeping with labour market supply and demand; and
AES funds employers over multiple periods without a requirement to demonstrate that funded
positions have resulted in successful attachment to the labour market.
From a Departmental perspective, there is a lack of integration and consistency of policy, procedures
and financial supports across all work experience programs. AES currently administers a multitude
of separate wage subsidy programs. Each of the programs differ from each other in the level of
funding available, client groups served, program duration, and type of funding provided (e.g. tuition
voucher, wage subsidy).
AES delivers a number of student employment programs with one of the larger programs being the
tuition voucher program designed as an incentive for participation and to assist students with costs
associated with post secondary education. In fiscal year 2011, there were a total of 2,725 vouchers
issued through the following 12 employment and tutoring programs:
Year Round SWASP;
Tutoring for Tuition;
Community Services Council SWASP;
Social Work Recruitment;
Tutoring/Work Experience;
IT Tutoring for Tuition;
Medical Student Employment Program;
CYN Summer SWASP;
Community Centre Alliance Value of Money – Value of Work;
Career Exploration Experience Income Support (CEEIS);
Community Services Council SWASP (Provincial Program); and
Paid Work SWASP.
Other issues noted in Student Employment Programs include:
Currently employers apply for funding for programs such as the Student Employment
Programs, Level I, II, III and arrange the placement of students. It may be more equitable to
have the program also available for students to apply;
Chapter 5 5-A-2
61
Review Findings
Students under SWASP Paid receive more funding ($3,600 based on 40 hours per week) than
students participating under other student programs such as SWASP-MUN, SWASP-C.N.A.
($2,800);
Income Support clients funded under the Career Exploration Experience Income Support
(CEEIS) program have reduced stipends to avoid negatively impacting Income Support
eligibility;
Although students earn tuition vouchers, if they are not redeemed AES does not provide any
payment to the student in lieu of redemption; and
AES does not adequately monitor student placements to determine the value of the work
placement to the student’s career goals. This is likely attributable to the high number of
placements operating within a short duration.
Based on the above, the current administration of student employment and tutoring programs is
complex with no evidence to conclude that the current tuition voucher structure is effective as a
means of achieving the intended program objectives.
There are also many variations in the delivery mechanisms of departmental work experience
programs (internal verses 3rd party), as well as the level and type of benefits received throughout the
province (among offices). For example, AES has Summer and Year Round SWASP programming
that would be available for the Community Youth Networks (CYN’s) to access; however, AES also
offers a separate program available only to CYN’s. As a result, there are potentially unnecessary
administrative costs and not all applications are assessed relative to all others. Also, benefit levels
provided under the NL Wage Subsidy Program are based on negotiated amounts at the district office
level and, therefore, inconsistencies in duration and level of funding exist across the province.
Without a planned approach in the approval and administration of programs, other unintentional
consequences emerge. The following issues were identified:
While programs are intended to assist individuals make a successful labour market attachment
and address recruitment and retention issues for employers, programs such as the Job Creation
Project (JCP) can sometimes create staffing difficulties for local businesses in areas where
labour supply is limited. Also, projects funded within the department or through other
departments compete with each other for participants;
The current policy for the NL Wage Subsidy program does not require the retention of all
employees upon completion of their respective subsidized periods. The policy supports the
provision of work experience without attachment to the employer which brings into question
the return on investment for this program which currently has an annual budget of $4.445
million;
Chapter 5 5-A-2
62
Review Findings
The appeal process for departmentally funded programs is not consistent. Currently, EI
eligible persons funded under the NL Wage Subsidy program are subject to the EI Act Part II
which does not have an appeal mechanism. All persons funded under other AES wage subsidy
programs are subject to the Income & Employment Support Act which provides a formalized
appeal process;
Even though the department’s career work centres are underutilized, AES continues to provide
funding to 3rd
party organizations to deliver employment services which could be provided by
staff at the career work centres. This results in duplication of services, unnecessary costs and
frustration for clients and departmental employees;
While there is duplication and overlap in current programming offered internally by AES and
those offered by 3rd
party service providers, there are gaps in programming required to meet
the departmental mandate. For example, currently there are limited programs for individuals in
the 30-54 year old range. As well, the Targeted Initiative for Older Workers (TIOW) is a
Federal/Provincial cost shared (70/30) initiative providing support to unemployed older
workers in communities affected by downsizing or closures through programming aimed at
reintegrating them into employment. Older workers have been identified as a vital source of
potential labour market participants to address current and future labour market needs. Federal
funding for TIOW is scheduled to conclude in 2014 and, although the program has been
successful in meeting its objectives, there has not been any initiative to capture effective
program elements within the department’s suite of services; and
There is no standardized Evaluation Plan currently in place. Instead, programs continue to be
funded year over year even when follow-up with participants indicates that the program had
limited success in creating attachments to the labour market (i.e. Job Creation Partnerships).
There are also no pre-determined measurable outcomes in order to assess whether the program
is achieving the desired results. Specifically, there is no formalized follow-up of participant
outcomes to determine whether program objectives were achieved.
4. Systems and Tracking
AES currently utilizes multiple systems to capture and track information on individuals and
programs with no mechanism to connect each system. As a result, staff cannot readily identify the
total supports an individual, employer or community agency is receiving which is an important
assessment component for future entitlement to departmental programs. For example, the
Apprenticeship Wage Subsidy program is not managed through either the CEYS or LMDA systems.
Instead, the program is managed by the use of microcomputer spreadsheets.
With respect to wage subsidy programs, currently each program has its own application, review,
assessment, recommendation, approval and monitoring process. A committee has been established
to streamline processes for wage subsidy programs and an online application is currently being
developed. Despite this streamlining potential, the application will have to be printed and manually
re-keyed into CAPS by Departmental staff.
Chapter 5 5-A-2
63
Review Findings
Student voucher reports are generated showing the total number of vouchers issued by program,
vouchers unexpired and un-cashed, and number of vouchers issued by school. Extensive monitoring
of these reports is required near year end to identify slippage and re-profiling funds to other priority
youth areas.
There are several known system and technical issues specific to the administration of student
voucher programs:
SWASP-paid vouchers are encumbered in CAPS even though these vouchers are paid through
FMS. As a result, CAPS encumbers approximately $450,000 in voucher funding each year
which cannot be expensed properly in CAPS;
CAPS maintains tuition voucher encumbrances after projects are cancelled;
CAPS encumbers funds even though vouchers are not declared (i.e. requested by employer and
employee) and therefore not printed;
given that there is no mechanism to de-commit voucher encumbrances, AES staff from CEYS
and finance have developed methods to mitigate these shortcomings; and
reconciliation back to CAPS is not effective other than on a case by case basis.
Chapter 5 5-A-2-1
64
Review Findings
Program Graduate Employment Program
Background
Goals:
Assist recent graduates find work in their field of study; critical to helping graduates make an
attachment to the labour force by having the opportunity to gain the experience they need for
future career advancement and opportunities. The impetus for the program was to address the no
work / no experience graduates were experiencing when trying to find employment upon
graduation.
Objectives:
Assist under/unemployed individuals secure employment for a 52 week period and gain valuable
work experience in their field of study based on their post-secondary accomplishments.
Target Population:
Recent graduates of post-secondary training who have been unable to secure employment in their
chosen field. Clients are primarily youth.
Budget & Administration
Budget for 2011-12 - $2,696,000
An estimated 130 new placements for graduates in 2012/13
Provincial Office - West Block: Provincial Manager - Wage Subsidies; Program Consultant and
Senior Manager - Youth Programs. Program administered regionally while the management and
approval functions are completed at Provincial Office.
The program is delivered via grants
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues A need for increased awareness of the program in order to increase
participation of both employers and employees.
From a Departmental perspective, there is a lack of integration and
consistency of policy, procedures and financial supports across wage
subsidy programs. As a result, there are many variations in the delivery
approach throughout the province.
Currently, AES funds employers over multiple periods without a
requirement to demonstrate that funded positions have resulted in
successful attachment to the labour market.
No formalized process exists for ensuring that funding is allocated to
priority occupations.
Chapter 5 5-A-2-1
65
Review Findings
Recommendations AES should consider developing an awareness campaign for the Graduate
Employment Program.
A team should be established to review all wage subsidy programs with a
goal to streamline business processes and develop a standardized
evaluation plan.
AES should ensure business planning is conducted by regions/zones and
include priority sectors and a demographic profile of labour market supply.
Legislative Issues None Identified
Recommendations N/A
Business Process
Issues
Overlap and duplication exists related to the administration of the separate
wage subsidy programs within AES.
There is no matching capability between employer applicants and
employee applicants that is in keeping with labour market supply and
demand.
Currently the Department issues payments to employers as they submit
payroll information – there is no enforced preset schedule. As a result,
there are many examples of where the payroll information is not submitted
until after April 30, i.e., the end of the payment cycle for the fiscal year.
This results in encumbered amounts from the next fiscal years budget.
There is no standardized Evaluation Plan currently in place.
The benefit levels differ among the various wage subsidy programs offered
by the Department.
No priorities for targeted employment sectors are applied in the approval
process.
Although an online application is currently being developed, the
application will have to be printed and manually rekeyed into CAPS by
Departmental staff.
Information on the participation rates of income support clients in the
department’s employment programs is not readily available. Currently,
staff are required to manually access client files to determine participation.
As a result, participation rates of income support clients are not monitored
on a regular basis.
The program mirrors the Graduate Transition to Employment Program
(GTEP) and as such could be considered as duplication.
Chapter 5 5-A-2-1
66
Review Findings
Recommendations A team should be established to review all wage subsidy programs with a
goal of integrating, streamlining business processes and developing a
standardized evaluation plan.
A team should be established with a view to determining a process for
matching employer and employee applicants considering labour market
supply and demands.
AES should consider reducing the number of wage subsidy payments to
employers (e.g. from monthly to quarterly) and ensure that all amounts
owing in a fiscal year are paid in that fiscal year to avoid an encumbrance
on the following year’s funding.
The department should identify priority sectors based on labour market
supply and demand and approvals within the program should reflect those
priorities.
OCIO should be consulted as to the feasibility of developing an electronic
transfer of information from online applications to CAPS.
AES should consider developing and implementing a tracking mechanism
for employment programs to determine the participation rates of income
support clients.
AES should consider either including the GTEP as part of its Graduate
Employment Program or eliminating the GTEP.
Current Status (Ongoing Activities)
A team has been established to review streamlining of wage subsidy programs. In addition, the
team is considering processes required for matching employer and employee applicants
considering labour market supply and demands.
Quick Wins
Online application process for wage subsidies (Graduate Employment Program, NL Works, NL
Wage Subsidy, Wage Subsidy for Persons with Disabilities).
The GTEP program can be either consolidated with the Graduate Employment Program or
eliminated in order to reduce unnecessary administration costs and simplify the services offered by
AES.
Streamlining & Consolidation Opportunities
The committee is currently reviewing the following for all wage subsidy, voucher and stipend
programs:
client intake and assessment requirements;
funding supports; and
a single application with the possibility of an online application process
Chapter 5 5-A-2-1
67
Review Findings
Additional work will be required to:
streamline/standardize the level of funding supports provided to clients; and
develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage subsidy
programs.
The recently developed Delegation of Authority proposal could be considered and implemented as
appropriate to streamline approval processes.
The frequency of the reimbursement schedule for employers could be reduced, ensuring that any
outstanding amounts are closed off at year end.
While a single wage subsidy application is currently under development, an electronic transfer of
information similar to the process in the Student Aid Management System would be a significant
improvement in business practices.
Examples of Payments from Graduate Employment Program
Organization Name Amount
RESOURCE CENTRE FOR THE ARTS 29,680.92
GGD ELECTRICAL INC 24,039.20
ORPHAN INDUSTRIES LTD 23,755.23
BIT TRAP STUDIOS CANADA INC 23,438.71
BEYOND THE OVERPASS THEATRE COMPANY 22,155.20
TILLER ENGINEERING INC 22,068.51
MCDONALD & HOUNSELL LAW OFFICES 21,942.11
EASTER SEALS, NEWFOUNDLAND AND LABRADOR 21,537.52
KIDCORP INC 20,794.50
PILOT COMMUNICATIONS INC 20,674.40
BDO FINANCIAL SERVICES LIMITED 19,378.96
BREAKWATER BOOKS LTD 18,290.42
DOF SUBSEA CANADA CORP 18,204.02
SILVER SCISSORS UNISEX SALON LTD 16,447.51
OCEAN QUEST INC 16,195.99
BEST BOY PRODUCTIONS LIMITED 15,866.40
KILLICK TECHNOLOGY INC 15,400.41
BIG BROTHERS/BIG SISTERS ASSOCIATION 15,279.33
CORE ENGINEERING INC 14,758.28
JACCON ENTERPRISES 14,366.00
BFF ENTERPRISES INC 14,136.58
KRCA ENTERPRISES LTD 14,111.00
DR PATRICK D REDMOND 13,948.03
EDWARDS & ASSOCIATES LTD 13,789.62
Chapter 5 5-A-2-1
68
Review Findings
Organization Name Amount
BRIDGER DESIGN ASSOCIATES LIMITED 13,625.04
TRIWARE TECHNOLOGIES INC 13,528.33
MCCARTHY'S MECHANICAL LIMITED 13,222.00
INDEPENDENT LIVING RESOURCE CENTRE 13,214.55
GARDNER & COOMBS INC 12,990.97
YOUTH 2000 CENTRE 12,792.70
YMCA-YWCA OF NORTHEAST AVALON 12,519.23
REC HOUSE COMMUNITY YOUTH NETWORK 12,519.20
DESIGNING REALITY AROUND YOU INC (DRAY) 12,500.00
NEWFOUNDLAND CHOCOLATE COMPANY INC 12,258.55
COMMUNITY THERAPY SERVICES 12,213.49
PHONETECH VOICE & DATA LTD 12,151.85
PIONEER ENTERPRISES LTD 12,134.56
STARLITE ELECTRIC LTD 12,021.40
DR GILLIAN E PETERS 12,020.00
C & W INDUSTRIAL FABRICATION & MARINE 11,934.36
DEW ENTREPRISES LTD 11,923.18
TRANQUILITY SPA 11,904.83
CANADA FITTINGS & FLANGES INC 11,860.02
PVA HAIR INC 11,809.00
TECH CONSTRUCTION LTD 11,797.63
ANASTASIA PARSONS 11,758.22
FIRE-TECH SYSTEMS LTD 11,539.20
MICRO-TECH COMPUTER CENTRE INC 11,538.40
NORTH ATLANTIC MARINE SUPPLIES 11,486.28
FORTUNE TOWN COUNCIL 11,447.30
NORTH RIVER HOLDINGS INC 11,438.02
SALON 1 (2010) INC 11,348.07
PHARMACISTS' ASSOCIATION OF NL 11,316.85
SCOTT OLDFORD 11,315.22
IMMACULATE HEART OF MARY SCHOOL 11,253.06
GROS MORNE SUMMER MUSIC FESTIVAL 11,206.80
HAIR SPA INC 11,143.20
DATA ENTERPRISES LIMITED 11,010.32
WATTON'S CONSTRUCTION LTD 10,992.31
BAST LIMITED 10,970.48
TOULON DEVELOPMENT CORPORATION 10,966.76
BENSON MYLES PLC INC 10,932.13
KTS SALES AGENCIES INC 10,837.20
MERLE NORMAN HAIR & SPA 10,798.38
AIRPORT USED CAR CENTRE LTD 10,720.73
JENCO LIMITED 10,715.83
Chapter 5 5-A-2-1
69
Review Findings
Organization Name Amount
THE IDEA FACTORY 10,656.00
PLAY N LEARN PRESCHOOL 10,637.15
JASON BENGER 10,622.00
STEVE FRENCH 10,588.50
STRATTON AND WAREHAM FINANCIAL SERVICES 10,585.16
DENNIS ROSE INC 10,567.80
POWER, BOLAND LIMITED 10,512.00
PORT AU PORT ECONOMIC DEVELOP ASSOCIATON 10,447.60
CONTROLPRO DISTRIBUTORS INC 10,384.92
ORCHIDS SALON AND SPA LIMITED 10,344.50
RUMORS SPA AND SALON LIMITED 10,190.00
KEY ASSETS NEWFOUNDLAND LIMITED 10,145.98
LABRADOR NORTH CHAMBER OF COMMERCE 10,098.90
RADIANCE HAIR STUDIO & SPA 10,064.51
VISION THE ATLANTIC CANADA CO INC 10,055.00
Chapter 5 5-A-2-2
70
Review Findings
Program: MUN-Graduate Transition to Employment (GTEP) Program
Background:
Goals:
The goal of this program is to assist new Memorial graduates in the province in getting
employment related to their education. This program also assists employers in developing their
work force through a sustained wage subsidy to allow time to have the new graduate be trained on
the job.
Objectives:
The objectives are to have the new graduate placed in a position in a company in an occupation
related to their training. This will both develop the skills of the employee at this company and for
their future career. This opportunity will also enable the employer to have a enthusiastic new
graduate work in the company with a wage subsidy allowing them time to become trained and
effective.
Target Population:
This year, current funding will allow 15 new MUN graduates to be employed through this
program. New Memorial graduates who are having difficulty finding work related to their
education.
Budget & Administration:
The budget for 2011-12 - $299,000. In fiscal 2012-13, the contract with MUN is for $200,000.
The money is from the Youth Services Budget Activity. YRAS funded this program an additional
$125,000 during the last two fiscal years and this money was used effectively to respond to
existing demand.
This program is the responsibility of the Manager of Wages Subsidies in Provincial Office with the
involvement of the Senior Manager - Youth Programs, Youth Program Consultant and other
members of the youth team as required. All are located at Provincial Office. Recommendations for
approval made by Youth Services Team in Provincial Office; approval by the Minister/Designate
(ADM) based on recommendations from the Youth Services Team.
The program is delivered via grants.
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues Demand for program exceeds available funding.
The program mirrors the current Graduate Employment Program and
therefore could be delivered by AES. The provision of separate funding to
MUN could be considered as not equitable for all graduates completing
post-secondary programs, i.e., C.N.A. and private training institutions.
Chapter 5 5-A-2-2
71
Review Findings
Recommendations Budget allocation of the program should be reviewed with a view to
determining whether amounts are adequate based on Departmental
priorities.
AES should consider whether the contract with MUN related to the
Graduate Transition to Employment Program should continue.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The current process results in duplication of administration.
Recommendations AES should consider whether the contract with MUN related to the
Graduate Transition to Employment Program should continue.
Current Status (Ongoing Activities):
A team has been established to review the integration and streamlining of all wage subsidies. In
addition, the team is considering processes required for matching employer and employee
applicants considering labour market demands.
Quick Wins:
Merge the GTEP program with the existing GEP program.
Streamlining & Consolidation Opportunities:
This program could be administered through the AES Regional Offices as part of the parallel
Graduate Employment Program (GEP).
Chapter 5 5-A-2-3
72
Review Findings
Program NL Works
Background
Goals & Objectives:
To improve clients’ employment prospects and attachment to the labour market by providing profit
and not-for-profit employers with funding to create new positions.
Target Population:
Individuals in receipt of Income support or unemployed/underemployed individuals who are non-
EI eligible and actively seeking employment. The program serves approximately 260 clients
annually.
Budget & Administration
The budget for 2011-12 - $1,596,000.
Provincial Office – CEYS division: Provincial Manager - Wage Subsidies; Program Consultant
and Senior Manager - Youth Programs. Program administered regionally while the management
and approval functions are completed at Provincial Office. Wage Claims are submitted to the
District office usually on a monthly basis. Claim is reviewed by the CSO, Approved and then sent
to the PAU for verification before being sent to the department of Finance for payment.
The program is delivered via grants.
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues A need for increased awareness of the program in order to increase
participation of both employers and employees
From a Departmental perspective, there is a lack of integration and
consistency of policy, procedures and financial supports across wage
subsidy programs. As a result, there are many variations in the delivery
approach throughout the province.
Currently, AES funds employers over multiple periods without a
requirement to demonstrate that funded positions have resulted in
successful attachment to the labour market.
No formalized process exists for ensuring that funding is allocated to
priority occupations.
Recommendations AES should consider developing an awareness campaign for the NL Works
program.
A team should be established to review all wage subsidy programs with a
goal of integrating, streamlining business processes and developing a
standardized evaluation plan.
AES should monitor outcomes of wage subsidy programs to determine
Chapter 5 5-A-2-3
73
Review Findings
whether they are meeting the department’s mandate of long-term labour
market attachment. In particular, AES should determine whether it is
appropriate to provide employers with wage subsidies year after year if the
employer is not hiring participants.
AES should ensure business planning is conducted by regions/zones and
include priority sectors and a demographic profile of labour market supply.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Overlap and duplication exists related to the administration of the separate
wage subsidy programs within AES.
There is no matching capability between employer applicants and
employee applicants that is in keeping with labour market supply and
demand.
Currently the Department issues payments to employers as they submit
payroll information – there is no enforced preset schedule. As a result,
there are many examples of where the payroll information is not submitted
until after April 30, i.e., the end of the payment cycle for the fiscal year.
This results in encumbered amounts from the next fiscal years budget.
There is no standardized Evaluation Plan currently in place.
The benefit levels differ among the various wage subsidy programs offered
by the Department.
No priorities for targeted employment sectors are applied in the approval
process.
Although an online application is currently being developed, the
application will have to be printed and manually rekeyed into CAPS by
Departmental staff.
Information on the participation rates of income support clients in the
department’s employment programs is not readily available. Currently,
staff are required to manually access client files to determine participation.
As a result, participation rates of income support clients are not monitored
on a regular basis.
Chapter 5 5-A-2-3
74
Review Findings
Recommendations A team should be established to review all wage subsidy programs with a
goal of integrating, streamlining business processes and developing a
standardized evaluation plan.
A team should be established with a view to determining a process for
matching employer and employee applicants considering labour market
supply and demands.
AES should consider reducing the number of wage subsidy payments to
employers (e.g. from monthly to quarterly) and ensure that all amounts
owing in a fiscal year are paid in that fiscal year to avoid an encumbrance
on the following year’s funding.
The department should identify priority sectors based on labour market
supply and demand and approvals within the program should reflect those
priorities.
OCIO should be consulted as to the feasibility of developing an electronic
transfer of information from online applications to CAPS.
AES should consider developing and implementing a tracking mechanism
for employment programs to determine the participation rates of income
support clients.
Current Status (Ongoing Activities)
A team has been established to review the streamlining of all wage subsidies. In addition, the team
is considering processes required for matching employer and employee applicants considering
labour market supply and demands.
Quick Wins
Streamlining & Consolidation Opportunities
The committee is currently reviewing the following for all wage subsidy, voucher and stipend
programs:
client intake and assessment requirements;
funding supports; and
a single application with the possibility of an online application process
Additional work will be required to:
streamline/standardize the level of funding supports provided to clients; and
develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage subsidy
programs
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Review Findings
The recently developed Delegation of Authority proposal could be considered and implemented as
appropriate to streamline approval processes.
The frequency of the reimbursement schedule for employers could be reduced, ensuring that any
outstanding amounts are closed off at year end.
While a single wage subsidy application is currently under development, an electronic transfer of
information similar to the process in the Student Aid Management System would be a significant
improvement in business practices.
Examples of Payments from NL Works
Organization Name Amount
PIPERS DEPARTMENT STORES LIMITED 16,810.00
LIGHTHOUSE PRODUCTIONS INC 15,088.00
LITTLE PEOPLE'S WORKSHOP LTD 13,696.25
CHRIS G WOOTTON 11,190.00
HAPPY VALLEY-GOOSE BAY SPCA 10,907.75
DUNFIELD PARK COMMUNITY CENTRE INC 10,666.00
SHAW VENTURES COMPANY LTD 10,400.00
62454 NEWFOUNDLAND & LABRADOR INC 10,042.50
LABRADOR INVESTMENTS LTD 9,896.00
TARA INVESTMENTS LTD 9,456.00
NEWFOUNDLAND MEAT PACKAGING CO LTD 9,400.00
DRIFTWOOD NURSERY 9,200.00
PLACENTIA TOWN COUNCIL 9,136.75
JIM PENNEY AUTOMOTIVE INC 8,690.00
AVALON RECYCLING SERVICES LTD 8,558.00
BARRY S CLARKE 8,450.00
THE ST JOHN'S NATIVE FRIENDSHIP CENTRE 8,216.20
CARE - A - LOT LEARNING CENTRES 8,195.45
BAY ST GEORGE STATUS OF WOMEN 8,050.00
SOUTH BROOK CONVENIENCE 8,000.00
CORNER BROOK BAY WASH LTD 8,000.00
L GIOVANNINI LTD 7,981.25
LAND & SEA WELDING LIMITED 7,972.50
CABOT HABITAT FOR HUMANITY 7,808.50
WEE GEMS DAY CARE 7,720.00
TOWN OF WABANA 7,682.00
SEAVIEW CAFE 7,640.00
63198 NEWFOUNDLAND & LABRADOR INC 7,620.00
A SIP ABOVE INC 7,602.50
TERRA INNS LIMITED 7,490.00
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Review Findings
Organization Name Amount
TEZERS LOUNGE INC 7,430.00
WHALEN'S TRUCKING INC 7,400.00
OPTIMUM BUILDERS & RENOVATORS 7,227.50
K & E SERVICES LTD 7,200.00
A-1 CONVENIENCE LTD 7,172.50
CLARENVILLE AREA CO-OP LTD 7,067.50
THE GROOMING ZOO LTD 6,995.00
OMB PARTS & INDUSTRIAL LTD 6,970.00
CORNER BROOK MINOR SOCCER ASSOC 6,900.00
COMMUNITY YOUTH NETWORK 6,899.99
CLARENVILLE CAR CARE LTD 6,840.00
NORTHRIDGE DEVELOPMENTS LTD 6,800.00
WANDA'S LITTLE BAKE SHOP 6,755.00
HOLSON FOREST PRODUCTS LIMITED 6,725.00
FUNN FOOD FACTORY INC 6,715.00
TOWN COUNCIL OF LAWN 6,670.00
LUXURY ESTATES INC 6,665.00
CANADIAN CANCER SOCIETY 6,641.25
MILA FOODS INC 6,637.50
GROS MORNE TRADING POST LTD 6,621.25
AUTISM SOCIETY OF NEWFOUNDLAND 6,500.38
PAMELA RUSSELL 6,500.00
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Review Findings
Program NL Wage Subsidy
Background
Goals:
Provides funding to employers to encourage them to hire EI clients whom they would not normally
hire in the absence of a subsidy. Under this program, funding may also be provided related
employment supports to eligible individuals, including tools, equipment and short-term training.
Objectives:
To assist EI eligible clients make a successful attachment to the labour market
Target Population:
"Insured person" - an unemployed person: (a) For whom a benefit period is established or whose
benefit period has ended within the previous 36 months; or (b) for whom a benefit period has been
established in the previous 60 months and who (i)was paid special benefits under section 22 or 23
(maternity or parental claim) during the benefit period; (ii)subsequently withdrew from active
participation in the labour force to care for one or more of their new-born children or one or more
children placed with them for the purpose of adoption; and(III) is seeking into re-enter the labour
force.
Exceptions to the definition: as per Section 25 of the EI Act, Departmental staff may provide an
"Authorization to Quit" to an employed individual to support their participation LMDA
training/employment programs. This is the mechanism applied for all apprentices to avail of
advanced training. In some circumstances, this has also been applied to "underemployed"
individuals (e.g. working 20 weeks or less; working in a job that is not related to their
training/payscale).
Budget & Administration
The LMDA division currently holds the responsibility for the administration of the $4.445 million
budget
Number of interventions annually:
Fiscal Year 2010-11 - 738 new intervention (1,123 total interventions) - $6.670M expenditures
Fiscal Year 2011-12 - 562 new interventions (958 total interventions) - $4.381M expenditures
Front line CSOs located in the regions assess the applications with recommendations/approvals
completed at the appropriate level of delegated authority. All wage subsidy applications are
approved at the regional level within the current delegated authority.
Within the Department, there are currently 97 frontline positions (82 CSOs, 15 Admin) involved in
the delivery of LMDA programs. About 50% support the delivery of Skills Development, the
other 50% support the delivery of Programs (JCP, Wage Subsidies and EAS/SEA Contracts).
The program is delivered via grants.
Governing Legislation & Directives
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Review Findings
Governing legislation includes: EI Act Part I; EI Act Part II; Financial Administration Act; and the
LMDA Agreement. Policy directives include: Employment Benefits and Support Measures Terms
and Conditions (and associated Similarities Test); and NL LMDA Policies, directives and
guidelines.
Findings & Recommendations
Policy Issues A need for increased awareness of the program in order to increase
participation of both employers and employees
From a Departmental perspective, there is a lack of integration and
consistency of policy, procedures and financial supports across wage
subsidy programs. As a result, there are many variations in the delivery
approach throughout the province.
Current policy for NL Wage Subsidy does not require the retention of all
employees upon completion of their respective subsidized periods. The
policy supports the provision of work experience without attachment to the
employer.
No formalized process exists for ensuring that funding is allocated to
priority occupations.
Recommendations AES should consider developing an awareness campaign for the NL Wage
Subsidy program.
A team should be established to review all wage subsidy programs with a
goal of integrating, streamlining business processes and developing a
standardized evaluation plan.
A review of the current policy for NL Wage Subsidies is needed to
determine whether departmental priorities are being addressed.
AES should ensure business planning is conducted by regions/zones and
include priority sectors and a demographic profile of labour market supply.
Legislative Issues Currently, EI eligible persons funded under this program are subject to EI
Act Part II which does not have an appeal mechanism. All persons funded
under the other AES wage subsidy programs are subject to the Income &
Employment Support Act which provides a formalized appeal process.
Recommendations AES should consider the inconsistency in the appeal process in these
programs and take the appropriate action.
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Review Findings
Business Process
Issues
Overlap and duplication exists related to the administration of the separate
wage subsidy programs within AES.
There is limited matching capability between employer and employee
applicants that ensures labour market demands are adequately addressed.
Currently the Department issues payments to employers as they submit
Monthly Claim Forms. These claim forms are often not submitted
according to monthly schedules. This results in slippage of funding in the
current fiscal year, with a need for an encumbrance of funds from the
subsequent fiscal year.
This program has funding slippage as a result of approved projects not
commencing and minimal monitoring to identify any dormant or inactive
agreements.
There is no standardized Evaluation Plan currently in place.
Benefit levels provided under this program are based on negotiated
amounts at the district office level and therefore inconsistencies in duration
and levels of funding exist across the province.
The benefit levels differ among the various wage subsidy programs offered
by the Department.
Inconsistencies exist in the identification of targeted employment sectors
during the approval process.
The NL Wage subsidy application is not an electronic process. Therefore,
information needs to be manually rekeyed into CSGC by Departmental
staff.
Recommendations A team should be established to review all wage subsidy programs with a
goal of integrating, streamlining business processes and developing a
standardized evaluation plan.
A team should be established with a view to enhancing the process for
matching employer and employee applicants considering labour market
demands.
AES should consider reducing the number of wage subsidy payments to
employers (e.g. from monthly to quarterly) and ensure that all amounts
owing in a fiscal year are paid in that fiscal year to avoid current year
slippage and encumbrance on the following year’s funding.
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Review Findings
AES should formalize the monitoring of wage subsidy agreements to
identify dormant files on a more timely basis and decommit funds where
approved projects have not commenced.
AES should identify a provincial approach to determining benefit levels
and funding duration for the NL Wage Subsidy program.
The department should identify priority sectors based on labour market
supply and demand and approvals within the program should reflect those
priorities.
The team should also consult with OCIO as to the feasibility of developing
an electronic transfer of information from online applications to CSGC.
Current Status (Ongoing Activities)
A team has been established to review the integration and streamlining of all wage subsidies. In
addition, the team is considering processes required for matching employer and employee
applicants considering labour market demands.
Quick Wins
None identified
Streamlining & Consolidation Opportunities
The committee is currently reviewing the following for all wage subsidy, voucher and stipend
programs:
client intake and assessment requirements;
funding supports; and
a single application with the possibility of an online application process
Additional work will be required to:
streamline/standardize the level of funding supports provided to clients; and
develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage subsidy
programs.
The recently developed Delegation of Authority proposal could be considered and implemented as
appropriate to streamline approval processes.
The frequency of the reimbursement schedule for employers could be reduced, ensuring that any
outstanding amounts are closed off at year end.
While a single on-line wage subsidy application is currently under development, an electronic
transfer of information similar to the process in the Student Aid Management System to reduce the
need for information to be rekeyed in the applicable payment systems would be a significant
improvement in business practices.
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Review Findings
Examples of Payments from NL Wage Subsidy
Vendor Name Amount
Newfoundland and Labrador Regional Council of Carpenters, Millrights and Allied
Workers 391,535.00
Design Manufacturing Inc. 38,832.00
Dallas Mercer Consulting 36,758.00
Beachside Manor Ltd. 35,320.00
Model Forest of Newfoundland & Labrador Inc. 30,430.00
Avalon Electrical Ltd. 30,079.00
Placentia Area Development Association 27,765.00
Heritage Run Tourism Assoc. Inc. 23,184.00
Sedna Nutraceutical Inc. 23,180.00
Ridge G & P Services Ltd. 22,698.00
O'Neill’s Gardenland 28,426.00
Premiere Atlantic Ltd. 21,768.00
Mom's Place Limited 21,728.00
Northwest Plumbing and Heating 21,296.00
Torngat Arts and Crafts Incorporated 20,685.00
Derek Sceviour 20,064.00
Gander Electrical & Mechanical Ltd 19,940.00
Argentia Management Authority 19,733.00
H. Collingwood & Co. Ltd 19,534.00
Kidcorp Inc. 19,344.00
Legacy Electric Ltd 18,757.00
Vision Electrical Limited 18,753.00
Paul Nolan Electrical Ltd. 17,505.00
Avalon Recycling Services Ltd. 17,195.00
Atlantic Safety Centre Inc. 17,169.00
Burtons Cove Logging and Lumber Ltd. 17,070.00
C & J Service Ltd. 17,049.00
Christophers Trucking Limited 17,040.00
Cape Race - Portugal Cove South Heritage Inc. 16,803.00
Tango Electric Inc 16,245.00
Crosbie Engineering Ltd 16,133.00
Brad Peddle Contracting Inc 16,010.00
L&M Electric 15,864.00
M & R Automotive Ltd 15,840.00
Abbott Developments Inc. 15,563.00
Brick & Tile Supplies (1999) Ltd. 15,480.00
The Repair Shop 14,890.00
Rodrigues Estate Development 14,800.00
West Coast Automotive 14,760.00
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Review Findings
Vendor Name Amount
Eco Contracting Ltd 14,348.00
New Wire Solutions Ltd 14,164.00
Humber Community YMCA 14,093.00
Universal Construction 13,902.00
RED OCHRE REGIONAL BOARD INC. 13,846.00
Ocean Quest 13,834.00
Ecofoam Insulatin Ltd. 13,592.00
Bernard Farrell 13,440.00
Stuckless Custom Kitchens Inc. 13,200.00
Corner Brook Fabrication & Steel 13,111.00
NGR Electricial Ltd 13,104.00
OMB Parts & Industrial Ltd. 13,047.00
Ignite Media Corp 13,000.00
Buckle's Busing Ltd. 12,900.00
Wellsite Services Inc. 12,728.00
Literacy Coalition of NL Inc. 12,554.00
New Fun Land Ltd. 12,289.00
Jasmine Jewellery 12,288.00
Little People's Workshop Ltd. 12,204.00
Campbell's Place 12,141.00
Tacamor Holdings Inc. 12,105.00
Grand Concourse Authority 12,060.00
Hickeys Greenhouse & Nursery 12,000.00
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Review Findings
Program Wage Subsidy for Persons with Disabilities
Background
Goals:
To increase the participation rate of persons with disabilities in the labour market, reduce the levels
of poverty among this client group and decrease dependency on income support.
Objectives:
Per the Departmental Strategic Plan, provide incentives for private sector employers to hire recent
post-secondary graduates who have disabilities to provide them with the necessary experience to
increase their opportunity to make a labour market attachment.
Target Population:
Recent graduates of post-secondary institutions who have disabilities and who are receiving case
management services through AES, particularly those who have been supported under the Training
Services Program to complete post-secondary training.
Budget & Administration
The budget for 2011-12 - $200,000.
It is estimated that the funding will serve approximately 15 new clients and the carryover of 1
client from the previous year.
The program is delivered via grants and subsidies.
The program is delivered through regional CEYS services and there are two partial positions
within provincial office( 1 Provincial Manager of EAPD and 1 Program Consultant) involved with
monitoring client eligibility, expenditures, the overall uptake of the program budget and reporting
monthly on number of clients and approvals. Provincial Office also reports to the PRS on the
program.
There are 3 designated regional PRS CSO positions (1 in each of Avalon, Central & Western
regions) with responsibility for promotion of the Program.
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues A need for increased awareness of the program in order to increase
participation of both employers and employees as the budget is not fully
used.
From a Departmental perspective, there is a lack of integration and
consistency of policy, procedures and financial supports across wage
subsidy programs. As a result, there are many variations in the delivery
approach throughout the province.
Currently, AES funds employers over multiple periods without a
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Review Findings
requirement to demonstrate that funded positions have resulted in
successful attachment to the labour market.
No formalized process exists for ensuring that funding is allocated to
priority occupations.
Recommendations AES should consider developing an awareness campaign for the Wage
Subsidy for Persons with Disabilities.
A team should be established to review all wage subsidy programs with a
goal of integrating, streamlining business processes and developing a
standardized evaluation plan.
AES should monitor outcomes of wage subsidy programs to determine
whether they are meeting the department’s mandate of long-term labour
market attachment. In particular, AES should determine whether it is
appropriate to provide employers with wage subsidies year after year if the
employer is not hiring participants.
AES should ensure business planning is conducted by regions/zones and
include priority sectors and a demographic profile of labour market supply.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Overlap and duplication exists related to the administration of the separate
wage subsidy programs within AES.
There is no matching capability between employer applicants and
employee applicants that is in keeping with labour market supply and
demand.
Currently the Department issues payments to employers as they submit
payroll information - there is no enforced preset schedule. As a result,
there are many examples of where the payroll information is not submitted
until after April 30, i.e., the end of the payment cycle for the fiscal year.
This results in encumbered amounts from the next fiscal years budget.
There is no standardized Evaluation Plan currently in place.
The benefit levels differ among the various wage subsidy programs offered
by the Department.
No priorities for targeted employment sectors are applied in the approval
process.
Although an online application is currently being developed, the
application will have to be printed and manually rekeyed into CAPS by
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Review Findings
Departmental staff.
Information on the participation rates of income support clients in the
department’s employment programs is not readily available. Currently,
staff are required to manually access client files to determine participation.
As a result, participation rates of income support clients are not monitored
on a regular basis.
Although AES provides significant resources to train individuals as part of
the LMAPD Training Services program, graduates of the program are not,
on a priority basis, attached to this wage subsidy program to facilitate a
long-term attachment to the labour market.
Recommendations A team should be established to review all wage subsidy programs with a
goal of integrating, streamlining business processes and developing a
standardized evaluation plan.
A team should be established with a view to determining a process for
matching employer and employee applicants considering labour market
supply and demands.
AES should consider reducing the number of wage subsidy payments to
employers (e.g. from monthly to quarterly) and ensure that all amounts
owing in a fiscal year are paid in that fiscal year to avoid an encumbrance
on the following year’s funding.
The department should identify priority sectors based on labour market
supply and demand and approvals within the program should reflect those
priorities.
OCIO should be consulted as to the feasibility of developing an electronic
transfer of information from online applications to CAPS.
AES should consider developing and implementing a tracking mechanism
for employment programs to determine the participation rates of income
support clients.
A policy to align Training Services graduates to this program on a priority
basis should be formalized and complied with.
Current Status (Ongoing Activities)
A team has been established to review the streamlining of all wage subsidies. In addition, the team
is considering processes required for matching employer and employee applicants considering
labour market supply and demands.
Quick Wins
The policy to align Training Services graduates to this program on a priority basis should be
Chapter 5 5-A-2-5
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Review Findings
formalized and strictly enforced.
Streamlining & Consolidation Opportunities
The committee is currently reviewing the following for all wage subsidy, voucher and stipend
programs:
client intake and assessment requirements;
funding supports; and
a single application with the possibility of an online application process
Additional work will be required to:
streamline/standardize the level of funding supports provided to clients; and
develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage subsidy
programs
The Wage Subsidy for Persons with Disabilities program is a wage subsidy program for recent
graduates and therefore could be considered for consolidation with the Graduate Employment
Program.
The recently developed Delegation of Authority proposal could be considered and implemented as
appropriate to streamline approval processes.
The frequency of the reimbursement schedule for employers could be reduced, ensuring that any
outstanding amounts are closed off at year end.
While a single wage subsidy application is currently under development, an electronic transfer of
information similar to the process in the Student Aid Management System would be a significant
improvement in business practices.
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Review Findings
Program: Government Hiring Apprentices Program (GHAP)
Background:
Goals:
This program is designed to enable government departments and agencies to hire apprentices/pre-
apprentices through reimbursement of payroll expenses. This allows apprentices to gain valuable
work experience while obtaining the hours they need to advance through their training, and
ultimately achieve journeyperson status.
Objectives:
• Increase access to work experience opportunities among apprentices and provide an opportunity
for pre-apprentices to become registered apprentices and gain required work experiences.
• Assist government departments and agencies in their human resource succession planning.
• Increase recruitment in skilled trades and in labour market supply.
• Improve progression and completion rates of apprentices.
• Increase the number of employers engaged in the apprenticeship system.
• Increase apprenticeship stakeholder participation and accountability (Employers, Advisory
Committee members).
• Increase access to financial supports/incentives for individuals and employers.
Target Population:
Those who have successfully completed an entry-level trade program or first or second year
apprentices in a provincially designated trade with focus on underrepresented groups: women,
Aboriginals, and persons with disabilities.
Budget & Administration
The budget for 2011-12 - $2,225,000.
The clients varies between 70 to 80 apprentices per year, depending on achievement to
journeyperson status and recruitment process time.
This program is delivered via an invoicing method which requires total payroll cost for each
apprentice hired, along with an update of their hours.
Governing Legislation & Directives
Apprenticeship and Certification Act; Interprovincial Red Seal Program; Provincial
Apprenticeship and Certification Board
Findings & Recommendations
Policy Issues Demand exceeds available funding under the program.
Although Government enters into significant capital works projects with
external contractors, there is no mechanism for the placement of
apprenticeships on the projects. Currently, the program only has
apprentices at either a department or government agency. There was a
separate proposal put forward to address the hiring of journeypersons and
apprentices by outside contractors who obtain work via the tendering
method.
Recommendations AES should determine whether the current budget allocation is adequate
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Review Findings
vis a vis Departmental priorities. A number of current participating
employers indicated they would hire additional apprentices if the funding
was available. Consideration should be given to expanding the program to
other governing bodies such as municipalities.
AES should determine the feasibility of having apprentices participate in
major capital works projects with external contractors. Consideration could
be given to incorporating stipulations in government tendering contracts to
ensure that government apprentices included as a resource.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
None identified.
Recommendations N/A
Current Status (Ongoing Activities):
Apprenticeship review committee has been established.
Quick Wins:
None identified
Streamlining & Consolidation Opportunities:
Wage Subsidy for Apprentices - Similar objectives and target population.
Could possibly be considered in next round of wage subsidy reviews for
streamlining/consolidation.
Examples of Payments from GHAP
Organization Name Amount
NEWFOUNDLAND & LABRADOR HOUSING CORP 220,742.51
NOVA CENTRAL SCHOOL DISTRICT 95,108.27
EASTERN SCHOOL DISTRICT 87,956.81
CENTRAL HEALTH 71,671.21
WESTERN SCHOOL DISTRICT 70,070.49
EASTERN HEALTH 68,860.76
LABRADOR GRENFELL HEALTH 65,131.78
LABRADOR SCHOOL BOARD DISTRICT #1 59,519.44
WESTERN REGIONAL INTEGRATED HEALTH 47,304.24
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Review Findings
Program Apprenticeship Wage Subsidy
Background
Goals:
The Apprenticeship Wage Subsidy Program was implemented to assist in building a qualified and
skilled workforce to help address the future demands of the province’s labour market. A financial
incentive is provided to employers to help offset salary costs of hiring underemployed and
unemployed apprentices. In turn, this provides apprentices with the opportunity to gain
apprenticable hours, especially for those in their first and second year blocks of training
Objectives:
Provide apprentices with job experience related to their trade that contributes to the hours required
for certification
Target Population:
First and second year apprentices; other under-represented groups such as women, aboriginals,
persons with disabilities, and youth
Governing Legislation & Directives
Governing legislation includes: EI Act Part I; EI Act Part II; Employment Benefits and Support
Measures Terms and Conditions; Financial Administration Act; LMDA Policies, directives and
guidelines. In addition, the Labour Market Agreement applies to Non-EI eligible apprentices.
Budget & Administration
The budget for 2011-12 - $6,080,000 (Combination of Departmental ($4.0M) and LMA ($2.08M)
funding)
Wage Subsidy maximum $14/hr
In fiscal 2011-12, 293 clients were served by this program.
Currently administered in Labour Market Development division. 1 Program Manager (Provincial
Office); 4 CSO (St. John's, Grand Falls, Corner Brook, Happy Valley Goose Bay), 4 PDO (St.
John's, Corner Brook, Clarenville, Grand Falls).
The program is delivered via grants.
Findings & Recommendations
Policy Issues Demand for program exceeds available funding.
Funding shortages for 1st year apprentices will exist after LMA wage
subsidy funding expires in 2014 as 1st year apprentices are not entitled to
funding under LMDA
Recommendations Budget allocation of the program should be reviewed with a view to
determining whether amounts are adequate based on Departmental
priorities.
Funding for 1st year apprentices subsequent to termination of LMA funding
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Review Findings
in 2014 should be addressed
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
The Apprenticeship Wage Subsidy program is not managed through either
the CEYS or LMDA systems. The program is managed by the use of
microcomputer spreadsheets.
There is no formalized no standardized evaluation plan to determine
whether the program is meeting Departmental objectives.
The Industrial Training Division is responsible for Apprenticeship. This
results in duplication and inefficiencies with respect to front-line staff
engagement with employers.
Recommendations Priorities must be established to fund within the budget allocation.
There needs to be a more robust and secure information management
system for tracking the Apprenticeship Wage Subsidy program.
A team should be established to review all wage subsidy programs with a
goal to streamline business processes and develop a standardized
evaluation plan.
Current Status (Ongoing Activities)
A committee has been established to review all wage subsidy programs within AES
Quick Wins
Transfer the management of the Apprenticeship Wage Subsidy program to the Industrial Training
Division.
Streamlining & Consolidation Opportunities
The committee is currently reviewing the following for all wage subsidy, voucher and stipend
programs:
client intake and assessment requirements;
funding supports; and
a single application with the possibility of an online application process
Additional work will be required to:
streamline/standardize the level of funding supports provided to clients; and
develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage subsidy
programs
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Review Findings
Examples of Payments from Apprenticeship Wage Subsidy
Organization Name Amount
VISION ELECTRICAL LIMITED 18,606.00
EASTERN STAR GROUP CANADA INC 12,555.00
SUMMIT BUILDERS LIMITED 12,100.00
AIR-TITE SHEET METAL LIMITED 10,962.00
H J BARTLETT ELECTRIC INC 9,812.50
SPRINGDALE FOREST RESOURCES INC 9,800.00
CAPITAL CRANE LIMITED 9,643.00
DEREK SCEVIOUR 9,100.00
H & F ELECTRICAL LIMITED 9,053.00
ST JOHN'S INTERNATIONAL AIRPORT 8,272.00
PRECISION COLLISION AUTOMOTIVE 8,146.00
MCCORMACK'S ENTERPRISES LTD 6,966.00
SWITCH ELECTRICAL INC 6,714.00
YORK DEVELOPMENTS INC 6,566.00
C & R CONTRACTORS LTD 6,291.00
STELLA BURRY COMMUNITY SERVICES 6,048.00
C & J SERVICES LTD 5,663.00
SHANCO CONSTRUCTION INC 5,594.00
KELLOWAYS CONSTRUCTION LTD 5,261.00
SKYLINE CONTRACTING LTD 5,160.00
YOUNG'S FABRICATION LTD 4,820.00
METAL SPECIALITY LIMITED 4,484.00
PETER SIMMONS ENTERPRISES LTD 4,413.00
WESTERN STEEL WORKS INC 4,266.00
PORTOBELLO'S RESTAURANT 4,104.00
TOROMONT INDUSTRIES LTD 3,920.00
EXPLOITS ELECTRICAL LIMITED 3,744.00
CAST CONSTRUCTION INC 3,442.00
JASON GREENING 3,360.00
QUALITY CABINETRY & CARPENTRY LTD 3,169.00
LABRADOR INDUSTRIAL SUPPLIES LTD 2,940.00
BRICK & TILE SUPPLIES (1999) LTD 2,520.00
LABRADOR REWINDING INC 2,478.00
60144 NEWFOUNDLAND & LABRADOR INC 2,417.00
SOLAR WINDS ENERGY INC 2,414.00
JCL CONSTRUCTION INCORPORATED 2,003.00
LEE & SONS LTD 1,915.00
BENNETT'S LIMITED 1,733.00
IKM TESTING (CANADA) LTD 1,348.00
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Program: Women in Trades
Background:
Goals:
Recruitment and retention strategies for women in the skilled trades to increase labour supply and
increase the Province's capacity to fully maximize the benefits of planned major resource-based
project developments, long-term operations, and promote recruitment and retention for small and
medium size enterprises.
Objectives:
• Increase access to work experience opportunities among new apprentices and "pre”-apprentices.
• Increased recruitment in skilled trades and labour market supply.
• Improved progression and completion rates of registered apprentices.
• Increase the number of employers engaged in the apprenticeship system, with an emphasis on
employing females in non-traditional occupations.
• Increase apprenticeship stakeholder participation and accountability (Employers, Advisory
Committee members).
• Increase access to financial supports/incentives for individuals and employers.
Budget & Administration:
The budget for 2011-12 - $400,000 - from the departmental operational budget.
Program administered through two third party agencies (The Carpenter’s Millwright Union and
IBEW).
This program is delivered via an invoicing method which requires submission of progression
elements as per the terms of the contract.
Governing Legislation & Directives
Apprenticeship and Certification Act; Interprovincial Red Seal Program; Apprenticeship Training
Act.
Findings & Recommendations
Policy Issues AES does not have a formal mechanism in place to determine whether
entities receive funding for similar initiatives from different sources within
the department.
Although AES has placed emphasis on having women involved in
nontraditional occupations, it is not successful in having these women
attached to the labour market in their field of training.
Although departmental policy indicated support for each year of an
apprenticeship, the funding limitations resulted in priority support for first
and second year apprentices. This has resulted in a lack of continuous
support for apprentices in their senior years which, in many instances,
results in either layoffs or stalled first and second year apprentices.
Although Government enters into significant capital works projects with
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external contractors, there is no mechanism for the placement of
apprenticeships on the projects or requirements for the number of women
apprentices employed.
Recommendations A formal process should be established to ensure that entities do not
receive duplicate funding.
AES needs to determine whether current employer supports to have women
employed in nontraditional occupations are adequate.
Consideration should be given to provide support to 3rd and 4th
level
apprentices.
AES should determine the feasibility of having apprentices, including a
certain number of women, participate in major capital works projects with
external contractors.
Legislative Issues If the department proceeded with a requirement for tendered capital works
to include apprentices, there could be a conflict vis a vis the requirements
of the public tendering act.
Recommendations Keep the matter in view.
Business Process
Issues
AES does not have timely and consistent data on the progress of women
apprentices. While the Caprenter’s Millwright Union (CMU) does provide
information on a regular basis, IBEW does not. Furthermore, the
department’s AIM System, which would be required to provide
information on all women apprentices including CMU and IBEW, does not
provide the necessary information.
Recommendations The department needs to establish its reporting requirements and advise
CMU and IBEW accordingly.
The department should continue to work with the OCIO on a replacement
for the AIM System.
Current Status (Ongoing Activities):
An apprenticeship review committee has been established.
Quick Wins:
Establish and enforce reporting requirements relating to female apprentices.
Streamlining & Consolidation Opportunities:
The wage subsidy committee is currently reviewing the following for all wage subsidy, voucher
and stipend programs:
client intake and assessment requirements;
funding supports; and
a single application with the possibility of an online application process
Additional work will be required to:
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streamline/standardize the level of funding supports provided to clients; and
develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage subsidy
programs.
The recently developed Delegation of Authority proposal could be considered and implemented as
appropriate to streamline approval processes.
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Program Conservation Corps/Green Team
Background
Goals and Objectives
To provide a quality summer employment experience to youth throughout the province in areas of
environmental conservation, sustainable communities, and heritage preservation. The program
delivers up to 25 summer employment projects across the province in partnership with community
organizations and the corporate sector. The projects are focused on environmental conservation,
sustainable communities, and heritage preservation.
Target Population
Youth 30 and under.
Budget & Administration
The budget for 2011-2012 - $634,600 - through the Youth Services Budget.
Through this initiative, over 100 youth will be hired, primarily in rural communities. On average,
this program hires about 12 Income support clients of the 100 youth and students that are hired
each year. This program runs over the summer months. Each employment position lasts for 8
weeks but they vary in start and end time based on each individual community project.
The program is administered and managed by Provincial Manager of Youth Grants, Senior
Manager of Youth Programs and Program Coordinator.
Regional Offices and community partners are consulted to encourage Income Support Youth who
are qualified to apply for employment in Green Teams throughout the Province and to consult on
issues as required.
This program is delivered via grants and subsidies.
Governing Legislation & Directives
The authority to run this program stems from the MC (2001-0146) that created the SIOC (Student
Investment and Opportunities Corporation) back in 2001 and the MC (2008-0117) that allowed the
Dept. of HLRE to take over running the SIOC programs in 2008. In 2011-12, the Youth Services
budget activity moved along with most programs from the Dept. of HRLE to the new Dept. of
AES.
Findings & Recommendations
Policy Issues Currently the funding for student employment programs is delivered
through several options which includes various combinations of tuition
vouchers and paid employment.
Recommendations The department should determine the most effective approach to
compensate students and achieve the intended outcome of attachment to
the labour market.
Legislative Issues None identified.
Recommendations N/A
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Business Process
Issues
Historically, the department has been more reactive than proactive and as a
result has funded many projects proposed by 3rd
party agencies vs. being
proactive and identifying the department’s priorities and having a call for
proposals to identify the most suitable 3rd
party agency to deliver a project.
Although one of the objectives of the program is to attract income support
clients, the program is attracting only approximately 10% of the total
program participants are income support clients.
Currently the department has limited involvement in the identification and
selection of projects. As a result, the department does not have any ability
to strategically influence which projects are funded.
Recommendations The department should be proactive in identifying programs required in
order to meet its mandate and have a call for proposal process to provide a
level playing field to all potential organizations and award the contract on a
merit basis.
The department should consider the low uptake by income support clients
and determine a course of action to improve uptake.
The department should determine whether the current level of involvement
in this program is appropriate.
Current Status (Ongoing Activities)
None identified.
Quick Wins
N/A
Streamlining & Consolidation Opportunities
The department could consider the similarities among other youth grant programs including SAY,
GTYO and CYN and determine whether there could be a consolidation of funding and service
delivery.
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Program: Linkages
Background:
Goals
The goal is to assist youth who have not made a successful transition to the labour force and are
currently non EI eligible.
Objectives
Youth access career related employment with a private or not for profit employer; attend regular
scheduled career and employment planning sessions; receive help with establishing and pursuing
career and employment goals.
Target Population
18-30 year old youth, having completed at the minimum Level II and out of school for six months;
have not completed post-secondary; demonstrated difficulty entering the labour force; Non-EI
eligible.
Budget & Administration:
The budget for 2011-12 - $2,004,000 Employment Development Programs - Grants and
Subsidies.
Regional Committee completes assessment of proposals and forwards recommendations to
Provincial Manager of Community Partners. Provincial office completes secondary review by
manager; recommendations are forwarded to a Senior Manager for review and then to the Director
for review and signing prior to files being forwarded to ADM for review and approval.
200 youth served annually.
This program is delivered via grants and subsidies.
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues Currently, there are no similar program options for clients in the 30-54 year
old age range. TIOW applies to clients from age 55.
While the current program operates year round the intake process occurs in
late summer or early fall. This may restrict some sectors from being able
to avail of funding.
Although there are income support clients in Labrador, there has been
decreasing uptake of this program.
Although AES may provide core funding to an entity, e.g., a CYN, the
department will also pay the entity a 15% administration fee to deliver this
program. Is the additional administration fee necessary or warranted?
Although career work centres are currently underutilized, AES continues to
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provide administration fees to third parties to deliver employment services
which could be provided by staff at the career work centres.
Recommendations AES should consider program alternatives to address the needs of clients in
the 30-54 age group.
AES should determine whether the intake process for the program should
be expanded to other periods in the year.
AES should determine whether this program can meet the needs of
Labrador clients.
AES should determine whether it is necessary to provide a 15%
administration fee to entities it is already funding.
AES should determine whether the program should be delivered internally.
Legislative Issues If Income Support and other AES programs are transferred to the Innu,
legislative changes may be required.
Recommendations Keep the matter in view.
Business Process
Issues
Need for more coordination in provision of funding to organizations.
Recommendations The administration of grants could be centralized.
Current Status (Ongoing Activities):
Committee established to complete a grants review.
Quick Wins:
None identified.
Streamlining & Consolidation Opportunities:
The administration of grants could be centralized.
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Examples of Payments from Linkages
Organization Name Amount
CANADIAN PARAPLEGIC ASSOCIATION 290,914.53
WOMEN INTERESTED IN SUCCESSFUL 101,235.42
ST BARBE DEVELOPMENT ASSOC 98,924.58
EMPLOYMENT PREPARATION INC 84,948.84
PORT AUX BASQUES AND AREA CHAMBER 78,738.66
COMMUNITY YOUTH NETWORK 63,535.86
PLACENTIA AREA DEV ASSOCIATION 58,125.96
ALEXANDER BAY/TERRA NOVA DEVELOPMENT 55,219.32
COMMUNITY CENTRE ALLIANCE 48,974.14
ST MARY'S BAY NORTH DEVELOPMENT 46,016.10
THE HUMBER COMMUNITY "YMCA" 46,016.10
WHITE BAY CENTRAL DEVELOPMENT 46,016.10
BAY D'ESPOIR COMMUNITY YOUTH 40,903.20
JOHN HOWARD SOCIETY OF WESTERN NFLD 40,579.20
SMALLWOOD CRESCENT COMMUNITY CENTRE 38,974.70
BAY ST GEORGE SOUTH AREA DEVELOPMENT ASSOCIATION 36,812.88
CENTRAL COMMUNITY DEVELOPMENT 36,812.88
COMMUNITY YOUTH NETWORK - ISLES OF 36,812.88
GRAND LAKE CENTER FOR ECONOMIC 36,812.88
LABRADOR FRIENDSHIP CENTRE 36,812.88
SOUTHERN AVALON DEVELOPMENT ASSOCIATION 33,745.14
JOHN HOWARD SOCIETY (ST JOHN'S) 33,584.40
LOWER TRINITY SOUTH DEVELOPMENT ASSOC 33,487.03
CAREER ASSESSMENT CENTRE 30,527.10
BAIE VERTE PENINSULA ECONOMIC 29,470.14
ABILITY EMPLOYMENT CORPORATION 29,075.32
BAYNET INC 27,609.66
SALVATION ARMY GANDER CORPS 24,829.92
GREEN BAY YOUTH CENTRE INC 23,270.94
GREEN BAY SOUTH EDUCATION CENTRE INC 22,496.76
HARBOUR BRETON COMMUNITY YOUTH 22,496.76
EXPLOITS VALLEY YMCA 21,969.51
CLARENVILLE & AREA COMMUNITY YOUTH 19,983.00
ISTHMUS AREA REGIONAL DEVELOPMENT 18,406.44
ST ANTHONY AREA BOYS AND GIRLS CLUB 18,406.44
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Program: Job Creation Partnerships
Background:
Goals:
Financial support, in partnership with employers and/or community organizations, to projects that
provide EI clients with work experience to assist them in developing the skills needed to secure
ongoing employment.
Objectives:
JCP assists insured participants who need work experience to increase their chances
of successfully finding ongoing employment.
Target Population:
"Insured person" - an unemployed person: (a) For whom a benefit period is established or whose
benefit period has ended within the previous 36 months; or (b) for whom a benefit period has been
established in the previous 60 months and who (i)was paid special benefits under section 22 or 23
(maternity or parental claim) during the benefit period; (ii)subsequently withdrew from active
participation in the labour force to care for one or more of there new-born children or one or more
children placed with them for the purpose of adoption; and(III) is seeking to re-enter the labour
force.
Exceptions: As per Section 25 of the EI Act, Departmental staff may provide an "Authorization to
Quit" to an employed individual to support their participation LMDA training/employment
programs. This is the mechanism applied for all apprentices to avail of advanced training. In
some circumstances, this has also been applied to "underemployed" individuals (e.g. working 20
weeks or less; working in a job that is not related to their training/payscale).
Budget & Administration:
The LMDA division currently holds responsibility for the administration of the $10,557,118
budget.
Number of interventions annually:
Fiscal Year 2010-11 – 1,907 new interventions (2,427 total interventions) - $14.75M expenditures;
1809 unique individuals were represented among the 1907 new interventions
Fiscal Year 2011-12 – 1,389 new interventions (1,592 total interventions) - $10.35M expenditures;
1309 unique individuals were represented among the 1,389 new interventions
323 (23%) of the unique individuals with "new" interventions in 2011/2012 also participated in
"new" interventions in 2010/2011.
Within the Department, there are currently 97 frontline positions (82 CSOs, 15 Admin) involved in
the delivery of LMDA programs. About 50% support the delivery of Skills Development, the
other 50% support the delivery of Programs (JCP, Wage Subsidies and EAS/SEA Contracts).
This program is delivered via grants and allowances and assistance. In 2011/2012, 25% of the
total expenditures were "grants"; the remaining $7.8M were direct benefits to clients (each with
their own agreement).
Governing Legislation & Directives
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Governing legislation includes: EI Act Part I; EI Act Part II; Financial Administration Act; LMDA
Agreement. Policy directives includes: Employment Benefits and Support Measures Terms and
Conditions (and associated Similarities Test); NL LMDA Policies, directives and guidelines.
Findings & Recommendations
Policy Issues Demand for the program exceeds available funding, driven by community
organization dependency as opposed to client demands. In many cases,
particularly in the non-profit service sector and tourism sector, groups
apply for JCP because they cannot afford the cost contributions (usually
40%) under the Wage Subsidy program.
In some areas of the province, the JCP program has become a defacto
income support program for local residents who usually work in seasonal
industries. This is reflected in the "repeat" individuals among "new"
interventions year over year and within years. The standard JCP policy
does not support this type of "repeating" per se. There is a policy
"exception" that allows for repeating in depressed economic areas however
there is no standard definition for what constitutes this designation.
AES follow up with JCP participants has indicated that the program has
limited success in creating attachments to the labour market.
There is significant demand for JCP from community groups. However,
projects sometimes have difficulty in finding participants for the projects in
some areas of the province where other job opportunities exist including
insurable work programs such as Community Enhancement and
Employment Program. This is reflected in the "slippage" of the program.
In 2011/2012 over $13.6M was approved for JCP projects, yet only $10.35
was expended by year end as a result of project delays and/or cancellations,
primarily due to lack of participants.
JCP projects can sometimes create staffing difficulties for local businesses
in areas where the labour supply is limited.
Prior to the centralization/joint approval approach introduced in 2010/2011,
benefit levels provided under this program and levels for eligible overhead
costs were based on negotiated amounts at the district office level and
therefore inconsistencies in duration and levels of funding existed across
the province. Although a 30% overhead cap has been introduced and some
standardzation across benefit levels for types of JCP participants, there is
still some hang-over of inconsistency within/among regions when
negotiating final amounts.
Contrary to the program objectives, many rural community groups have
become dependant on program funding as a resource to fund operations
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Review Findings
and infrastructure development.
The JCP program is administratively burdensome as a result of the program
guidelines and application. For example, the initial approval process for a
JCP project application takes into account the proponent's request for
overhead and participants (# and costs). Subsequently, regional staff
negotiate a contract with the proponent to allow for overhead payments
under "Grants" and an agreement with each individual participant for either
payments under "allowances and assistance" or to allow them to continue
receiving EI or an EI top-up.. In effect, for one project approval that has
been approved for 10 participants requires staff to negotiation 11 different
agreements. In 2011/2012 there were 1389 new agreements negotiated for
303 unique projects which also required agreements. Due to the tie-in to
EI payments - the centralization of the "grants" portion will not necessarily
reduce administrative requirements for the program.
Recommendations Budget allocation of the program should be reviewed with a view to
determining whether amounts are adequate based on Departmental
priorities.
A decision should be made as to the program priority of the JCP program
(i.e. work experience for significantly barriered clients or community
sustainability or income supplementation?)
AES should consider delivering the JCP program at a time that does not
compete with the Community Enhancement and Employment Program for
participants.
Consideration should be given to labour market issues of business before
approval of JCP projects.
AES should consider a review of community groups approved for JCP
funding to identify groups that receive recurring annual funding which may
be used to support ongoing operations.
Consideration could be given to development of a new wage subsidy policy
for non-profit service organizations to avail of the Wage Subsidy program
as opposed to JCP.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Currently, participants on JCP are required to develop a Return to Work
Action Plan. This process seems unnecessary given that JCPs are designed
to provide work experience and not an immediate attachment to the labour
market.
Recommendations AES should consider eliminating the need for a Return to Work Action
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Review Findings
Plan for JCP participants.
Current Status (Ongoing Activities):
Committee established to complete a grants review.
Quick Wins:
Eliminate the need for a Return to Work Action Plan for JCP participants.
Streamlining & Consolidation Opportunities:
Eliminate the need for a Return to Work Action Plan for JCP participants.
The administration of grants could be centralized.
Examples of Payments from Job Creation Partnerships
Vendor Name Amount
St. Barbe Development Association 103,965.00
Community Education Network (CEN) 69,104.00
Humber Community YMCA 68,644.00
Placentia Area Development Association 64,288.00
Festival of Flags Inc. 49,402.00
Bonavista Historic Townscape Foundation Inc. 48,881.00
Town of Bird Cove 43,324.00
Corner Brook Stream Development Corporation Inc 39,766.00
Stephenville Lions Club 38,355.00
ROYAL CANADIAN LEGION, BRANCH 38 37,606.00
Flat Bay Indian Band 37,544.00
CENTRAL DEVELOPMENT ASSOCIATION 35,670.00
Town of Reidville 33,284.00
Dalton Council #1448 30,707.00
Clarenville Yacht Club Inc. (CYC) 30,000.00
Town of Isle aux Morts 30,000.00
Long Cove Harbour Authority 25,900.00
BONNE BAY COTTAGE HOSPITAL HERITAGE CORPORATION 25,690.00
Port Au Port Economic Development Association 24,254.00
St. Michaels Church 23,620.00
Sandy Cove Lions Club 23,312.00
Straits Rural Development Association 22,961.00
Central Development Association 22,270.00
Clarenville Area Recreation Association 21,819.00
Glovertown Yacht Club Inc 21,586.00
White Bay Central Development Association 21,579.00
Town of Bonavista 21,150.00
Rec House CYN 20,298.00
Outer Bay of Islands Enhancement Committee 20,248.00
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Vendor Name Amount
Trinity Bay North 20,081.00
ASSOCIATION REGIONALE DE LA COTE OUEST 19,537.00
Anglican Parish of Harbour Grace 18,721.00
Placentia Area Theatre d'Heritage Inc. 18,662.00
Port aux Basques Parks & Recreation Department 18,560.00
Lower Trinity South Regional Development Association 18,443.00
La Scie Ambulance Service 18,300.00
Town of Grand Le Pierre 17,739.00
Town of Channel Port Aux Basques 17,600.00
Town of Carbonear 17,589.00
KITPU FIRST NATION INC. 17,553.00
Badger Town Council 17,420.00
Town Council of Chapel Arm 17,289.00
Our Lady of Lourdes Parish 16,920.00
St. Mary's Bay North Regional Development Association 16,890.00
Deep Cove Marina Inc. 16,795.00
Pasadena Ski and Nature Park 16,250.00
Town of Humber Arm South 16,085.00
Barbour Living Heritage Village 16,000.00
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Program: CYN Employment Programs (Summer SWASP, Year Round & CEEIS)
Background:
Goals and Objectives:
Summer SWASP Provide meaningful employment to youth in a non-profit organization and an opportunity for youth
to explore careers and pursue post-secondary.
Placements are for eight weeks. The participant receives a weekly stipend of $175/week as an
incentive and to offset costs associated with participation in the program and a $1,400 tuition
voucher upon completion of program.
Year Round SWASP and CEEIS
Year Round SWASP participants are presently in Level III or IV, may be a high school graduate or
drop out; may be enrolled in level III ABE. The criteria for CEEIS is the same except participants
would be considered entrenched generational dependent income support clients.
Participants are provided with a one-on-one assessment, career exploration and planning, and work
experience in their chosen field. The work experience is chosen by the CYN with a view to
developing the work readiness and skills of the youth.
Year Round SWASP – participating youth receive a stipend of $1,400 over the 8 week duration of
the program and a maximum post-secondary tuition voucher of $1,400. The combination of the
voucher and stipend amounts to the minimum wage of $10/hour.
CEEIS - participating youth earn a weekly stipend of $150.15 which amounts to $2,252.25 over a
15 week duration. In addition, participants earn up to $5.71 an hour towards a maximum post-
secondary tuition voucher of $3,000. The combination of voucher and stipend amounts to the
minimum wage of $10/hour.
Target Population: Youth16 to 29
Summer SWASP – youth presently enrolled in Level III or IV; maybe a high school graduate; can
be attending post-secondary or enrolled in Level 3 ABE
Year Round SWASP and CEEIS – youth who may have no specific career plan, no attachment to
the labour market and who demonstrate a financial need. The program focuses on youth on income
support or whose family is on income support.
Budget & Administration:
The budget for 2011-12 - $400,000 – [CYN SWASP: $98,000; Year Round: $151,000; CEEIS:
$31,050 - all from Youth Services budget.]
60 placements were approved for Summer SWASP; 57 FOR Year Round SWASP; and 13 for
CEEIS
Provincial Manager - CYNs, Senior Manager - Youth Programs, Provincial Manager - Youth
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Grants, Youth Program Coordinator; all located at Provincial Office - West Block.
Stipend paid through CAPS with supporting documents in TRIM including program approval
signed by ADM. Vouchers recorded and paid through department's SVS (Student Voucher
System.)
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues There is a high demand for work experience placements every year and the
demand exceeds the budget.
Labrador region has low uptake with this and other employment programs.
There is no evidence to support that the current tuition voucher structure is
effective as a means of achieving the intended program objectives.
AES has Summer and Year Round SWASP programming that would be
available for the CYN’s to access; however, AES also offers a separate
program available only to CYN’s. As a result, there are potentially
unnecessary administrative costs and not all applications are assessed
relative to all others.
Inconsistencies exist between stipends issued among the various work
experience programs in AES.
Recommendations Budget allocation of the program should be reviewed with a view to
determining whether amounts are adequate based on Departmental
priorities.
AES should determine either a strategy to attempt to increase uptake of
employment programs in Labrador or adjust budget allocations
accordingly.
The use of tuition vouchers in program delivery should be assessed to
determine whether it is the most effective means of achieving program
objectives.
A team should be established to determine whether the policy of separate
funding to CYN’s relating to Year Round and Summer SWASP
programming is appropriate.
AES should ensure that the amounts provided as stipends to all program
participants are consistent.
Legislative Issues Income Support clients funded under the CEEIS program have reduced
stipends to avoid negatively impacting Income Support eligibility.
Recommendations The Act should be reviewed to determine the amendments necessary to
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ensure equitable stipends are provided to all participants.
Business Process
Issues
Inadequate monitoring of contract performances and outcome measures.
Specifically, there is no formalized follow-up of participant outcomes to
determine whether program objectives were achieved.
Recommendations Processes should be developed to monitor and evaluate the program to
determine its effectiveness in achieving its intended outcomes.
Current Status (Ongoing Activities)
A team has been established to review wage subsidies, tuition vouchers and stipends.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
Separate CYN funding for Year Round & Summer SWASP could be combined with the
Department’s existing SWASP programming.
Examples of Payments from CYN Employment Programs
Organization Name Amount
COMMUNITY YOUTH NETWORK 51,800.00
HARBOUR BRETON COMMUNITY YOUTH 16,800.00
BAYNET INC 12,600.00
ST ANTHONY AREA BOYS AND GIRLS CLUB 11,200.00
TOWN OF WABANA 8,400.00
CHOICES FOR YOUTH INC 7,000.00
CENTRAL LABRADOR ECONOMIC 5,600.00
COMMUNITY YOUTH NETWORK - ISLES OF 5,600.00
FOR THE LOVE OF LEARNING, INC 5,600.00
THE HUMBER COMMUNITY "YMCA" 5,600.00
ADVOCATE YOUTH SERVICES CO-OPERATIVE 4,200.00
GANDER BOYS AND GIRLS CLUB 4,200.00
ST BARBE DEVELOPMENT ASSOC 2,800.00
CLARENVILLE & AREA COMMUNITY YOUTH 1,400.00
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Program Student Employment Programs (Level I, II, III)
Background
Goals and Objectives:
Provides funding to non profit organizations to create summer jobs for high school students, often
times their first job. It's an introduction to the work force for these students and opportunity to
gain work experience and build on both essential skills and life skills.
Target Population:
Target population are students in high school, Levels I, II and III; program supports approximately
680 placements for high school students in the non profit sector.
Budget & Administration
The budget for 2011-12 - $906,0000
In 2012, 816 applications were received; 371 approved based on available funding.
Provincial Office: Wage Subsidy Manager; Program Consultant and Senior Manager - Youth
Programs Regional staff play a role in program delivery in relation to data entry, assessment and
recommendation processes.
Program is administered via grant
Employer provides copy of the payroll when submitting the wage claim and the student must sign
the Wage Claim to verify the claim.
Governing Legislation & Directives
Income & Employment Support Act.
Findings & Recommendations
Policy Issues Demand far exceeds available funding. For example, in 2012, 816
applications were received; 371 approved based on available funding.
The MHA makes a recommendation from a list of potential employers
without any formalized decision making process.
Currently the employer applies for funding and they arrange the placement
of students. It may be more equitable to have the program also available
for students to apply.
Inconsistencies exist between stipends issued among the various work
experience programs in AES.
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Recommendations AES should determine whether the current budget allocation is adequate
vis a vis Departmental priorities.
All recommendations and decisions regarding funding should be based on
a transparent and accountable system so that upon an inquiry the decision
can be justified.
AES should determine whether it would be more equitable and open if
students could also apply for funding under this program.
AES should ensure that the amounts provided as stipends to all program
participants are consistent.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
None identified
Recommendations N/A
Current Status (Ongoing Activities)
A team has been established to review wage subsidies, tuition vouchers and stipends.
Quick Wins
Streamlining & Consolidation Opportunities
The program can be consolidated with other employment/work experience initiatives targeted to
students using a common application. Consolidation would simplify the application process for
students and organizations.
Examples of Payments from Student Employment Programs (Level I, II, III)
Organization Name Amount
VERA PERLIN SOCIETY, INC 15,310.00
HISTORIC SITES ASSOCIATION OF NF & LAB 8,041.38
MACMORAN COMMUNITY CENTRE 7,820.00
BAY ST GEORGE SOUTH AREA DEVELOPMENT ASS 6,842.50
TOWN OF NORTH WEST RIVER 5,635.00
WABANA BOYS & GIRLS CLUB 5,635.00
INDEPENDENT LIVING RESOURCE CENTRE 5,520.00
TOWN OF HARBOUR GRACE 5,520.00
TAMARACK GOLF CLUB 5,518.85
YMCA-YWCA OF NORTHEAST AVALON 5,060.00
ST JOHN'S (NFLD) AMATEUR BASEBALL 4,968.00
BOY SCOUTS OF CANADA 4,830.00
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Organization Name Amount
HOPEDALE INUIT COMMUNITY GOVERNMENT 4,830.00
KNIGHTS OF COLUMBUS COUNCIL 6638 4,830.00
LABRADOR WEST YOUNG PEOPLES 4,830.00
THE SALVATION ARMY (ST JOHN'S) 4,600.00
THE SALVATION ARMY BAYVIEW CORP 4,600.00
ST JOHN'S MINOR A BASEBALL 4,370.00
POSTVILLE INUIT COMMUNITY GOVERNMENT 4,347.00
CHAMPNEY'S EAST RECREATION ASSOCIATION 4,140.00
CHAMPNEY'S WEST RECREATION 4,140.00
HODGE'S COVE LOCAL SERVICE DISTRICT 4,140.00
PARADISE MINOR BASEBALL ASSOCIATION 4,140.00
PORTUGAL COVE-ST PHILLIP'S RECREATION 4,140.00
RANDOM WEST RECREATION ASSOCIATION INC 4,140.00
TOWN OF DEER LAKE 4,140.00
TOWN OF PORTUGAL COVE - ST PHILIPS 4,140.00
PARADISE YOUTH SOCCER ASSOCIATION 3,933.00
PORT BLANDFORD-WINTERBROOK DEVELOPMENT 3,910.00
WATERFORD VALLEY SPORTS 3,795.00
TOWN OF ST GEORGES 3,726.00
ASSOCIATION FOR NEW CANADIANS 3,680.00
FRIENDS OF VICTORIA PARK 3,680.00
PETER BARRY DUFF MEMORIAL PARK DEVELOP- 3,680.00
SHEA HEIGHTS NEIGHBOURHOOD 3,680.00
THE WORSHIP CENTRE 3,680.00
TOWN OF FLATROCK 3,680.00
CORNER BROOK BASEBALL ASSOC. 3,450.00
EASTSIDE MINOR SOCCER 3,450.00
FLAT BAY BAND INCORPORATED 3,450.00
THE HUMBER COMMUNITY "YMCA" 3,450.00
CANADIAN PARENTS FOR FRENCH 3,312.00
EASTERN GATE CHURCH 3,220.00
GOOSE BAY MILITARY RESOURCE CENTRE 3,220.00
HAPPY VALLEY-GOOSE BAY SPCA 3,220.00
LABRADOR HERITAGE SOCIETY(NWR) 3,220.00
QUIDI VIDI/RENNIES RIVER DEVELOPMENT 3,220.00
RABBITTOWN COMMUNITY CENTRE 3,220.00
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Organization Name Amount
ST JAMES UNITED CHURCH 3,220.00
ST JOHN'S THERAPEUTIC RIDING 3,220.00
TOWN OF PARADISE 3,220.00
AMARUK GOLF & SPORTS CLUB 3,105.00
ENGLEE TOWN COUNCIL 3,105.00
RIGOLET INUIT COMMUNITY GOVERNMENT 3,105.00
EAGLE RIVER DEVELOPMENT ASSOCIATION 2,817.50
MARY'S HARBOUR CRAFT COUNCIL 2,817.50
SOUTHERN SHORE ARENA ASSOCIATION 2,817.50
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Program Student Employment Programs (Non-Profit)
Background
Goals:
Provide funding to non-profit organizations to create summer jobs for post secondary students to
assist in the delivery of the organization's mandate. Student employment opportunities provide the
ability to gain work experience as well as develop essential personal skills such as time
management, communication, interpersonal, organizational, and budgeting. These skills,
combined with the opportunity to acquire work experience, play a significant role in the overall
development of the student and their ability to market themselves for future employability.
Objectives:
To create student summer employment and provide work experience and personal skills
development that will lead to long-term attachment to the labour market.
Target Population:
Students planning to attend or return to post-secondary institutions. The program is also designed
to support the non-profit sector.
Budget & Administration
No budget for 2011-12 – program was not administered by AES. Budget for 2012-13 - $570,126
for 8 week placements.
The anticipated number of students served will be approximately 200.
Provincial Office: Provincial Manager - Wage Subsidies; Program Consultant and Senior Manager
- Youth Programs. Applications are submitted to AES; and include a deadline date for submission
of May 25, 2012. Staff from LMD (Youth Engagement Manager and Policy Analyst) have been
assigned to support program delivery for 2012. The non-profit organizations are responsible for
overseeing the placement and providing guidance and supervision to the student.
Governing Legislation & Directives
Income & Employment Support Act.
Findings & Recommendations
Policy Issues Currently there are no formalized policies and procedures in place for this
program.
The current budget only allows for approximately 50% of eligible
applicants to be approved.
AES has Summer and Year Round SWASP programming that would be
available for the CYN’s to access; however, AES also offers a separate
program available only to CYN’s. As a result, there are potentially
unnecessary administrative costs and not all applications are assessed
relative to all others.
Inconsistencies exist between stipends issued among the various work
experience programs in AES.
Recommendations Formalized policies and procedures should be developed for this program.
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AES should determine whether the current budget allocation is adequate
vis a vis Departmental priorities.
A team should be established to determine whether the policy of separate
funding to CYN’s relating to Year Round and Summer SWASP
programming is appropriate.
AES should ensure that the amounts provided as stipends to all program
participants are consistent.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
None identified.
Recommendations N/A
Current Status (Ongoing Activities)
A team has been established to review wage subsidies, tuition vouchers and stipends.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
Separate CYN funding for Year Round & Summer SWASP could be combined with the
Department’s existing SWASP programming.
Given that AES delivered this program internally for this first time in 2012, an analysis should be
completed to determine if any efficiencies and intended program outcomes have been achieved.
Based on the outcome of the review, if it is more effective for AES to deliver these programs,
consideration should be given to consolidate other employment/work experience initiatives
targeted to post-secondary students.
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Program: Student and Work Services Program (SWASP)
Background:
Goals & Objectives:
To create summer jobs for post secondary students. Student employment opportunities provide the
ability to gain work experience as well as develop essential personal skills such as time
management, communication, interpersonal, organizational, and budgeting. These skills,
combined with the opportunity to acquire work experience, play a significant role in the overall
development of the student and their ability to market themselves for future employability.
Target Population:
Students planning to attend or return to post-secondary; program supports approximately 1,100
placements for post-secondary students in the private sector and to a small degree, non-profit
sector.
Budget & Administration:
The budget for 2011-12 - $2,237,000
In 2012, there were 1,382 applications received; 650 approved. Duration is 5 - 14 weeks.
Provincial Office: Wage Subsidy Manager; Program Consultant and Senior Manager - Youth
Programs Regional staff play a role in program delivery in relation to data entry, assessment and
recommendation processes. The employer submits a wage claim form at the end of the project,
including payroll documentation. The claim is reviewed by the CSO and sent to the PAU for
verification and then sent to AES Finance for payment.
Program is administered via grant
Governing Legislation & Directives
Income & Employment Support Act.
Findings & Recommendations
Policy Issues Demand exceeds available funding under the program.
No process in place to ensure that there is a correlation between the
student’s field of study and the work placement.
Inconsistencies exist between stipends issued among the various work
experience programs in AES.
Recommendations AES should determine whether the current budget allocation is adequate
vis a vis Departmental priorities.
AES should adopt a policy to develop the matching process between
students and employers.
AES should ensure that the amounts provided as stipends to all program
participants are consistent.
Legislative Issues None identified
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Recommendations N/A
Business Process
Issues
There are times when monitoring is not adequate. This situation may be
related to limited staff resources and the short program duration.
Recommendations The issue of inadequate monitoring should be reviewed and action taken to
ensure adherence to policy.
Current Status (Ongoing Activities)
A team has been established to review wage subsidies, tuition vouchers and stipends.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
Given the similarities, this program could be consolidated with the Graduate Employment
Program.
Examples of Payments from SWASP
Organization Name Amount
ECLIPSE STORES INC 18,082.50
KENNY ENTERPRISES LTD 18,057.50
TOWN OF GRAND FALLS-WINDSOR 14,142.50
COLEMANS FOOD CENTRE 12,682.40
NOTRE DAME AGENCIES LIMITED 12,180.00
LABRADOR-GRENFELL REGIONAL INTEGRATED 8,436.25
FIRST CHOICE HAIRCUTTERS 7,630.65
NEWFOUNDLAND & LABRADOR LEGAL AID 7,477.50
SCOTT FAMILY RESTAURANTS LTD 6,559.90
BAY ROBERTS TOWN COUNCIL 6,400.00
ENVIRONMENT RESOURCES MANAGEMENT 6,400.00
ABA HOLDINGS LTD (TIM HORTON'S) 6,316.25
FUTURITY LIMITED 5,600.00
THE SALVATION ARMY (ST JOHN'S) 5,480.00
GANDER INTERNATIONAL AIRPORT AUTHORITY 5,405.00
CLAYMOR HOLDINGS LTD 5,245.00
BEYOND THE OVERPASS THEATRE COMPANY 5,200.00
TOWN OF HAPPY VALLEY-GOOSE BAY 4,935.00
ATLANTIC LODGINGS INC 4,399.50
BRENKIR INDUSTRIAL SUPPLY LTD 4,330.00
ANOTHER NEWFOUNDLAND DRAMA COMPANY INC 4,200.00
HERITAGE FOUNDATION FOR TNNP 4,200.00
MUNICIPAL ASSESSMENT AGENCY 4,000.00
POWELLS SUPERMARKET LIMITED 4,000.00
GOOSE BAY MILITARY RESOURCE CENTRE 3,920.00
SINBAD'S LIMITED 3,736.25
P&B ENTERPRISES LTD 3,655.00
BATTLEFIELD EQUIPMENT RENTALS 3,600.00
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Organization Name Amount
SUNRISE VENTURES INC 3,580.00
THE PERFORMING ARTS GROUP CORP 3,527.50
BARTLETT ENTERPRISES INC 3,255.00
BIRDHOUSE GARDEN MARKET INC 3,227.40
BAY GROUP INC 3,200.00
BUDDY'S NFLD INC 3,200.00
CARL PEACH LIMITED 3,200.00
JUDY ELIZABETH HARNUM 3,200.00
LINDCO ENTERPRISES LTD 3,200.00
LION MAX SIMMS MEMORIAL CAMP 3,200.00
O'NEILLS GARDENLAND 3,200.00
PLACENTIA SERVICE CENTER 3,200.00
THE COUNTRY CORNER 3,200.00
TOROMONT INDUSTRIES LTD 3,200.00
60178 NEWFOUNDLAND & LABRADOR 3,185.00
KELLY'S GAS BAR & CONVENIENCE-PETRO 3,185.00
TIZZARD'S QUICK STOP 3,090.00
NORTHERN BAY SANDS 3,050.00
SUBWAY SUBBAY INC 3,046.40
63517 NEWFOUNDLAND & LABRADOR LIMITED 2,800.00
ANGLICAN CEMETERY COMMITTEE 2,800.00
BOTWOOD HOME HARDWARE 2,800.00
BRIAN PIKE FINANCIAL GROUP INC 2,800.00
BURRY HEIGHTS CAMP 2,800.00
EAST-GLO ELECTRIC LTD 2,800.00
GANDER GOLF CLUB 2,800.00
HARBOUR GRACE TOURISM 2,800.00
LIGHTHOUSE PICNICS LTD 2,800.00
MARKS WORK WEARHOUSE 2,800.00
MEMORIAL UNIVERSITY OF NL 2,800.00
OCEAN QUEST INC 2,800.00
OCI HOLDINGS INC 2,800.00
PITCHERS POND GOLD COURSE INC 2,800.00
SHAKESPEARE BY THE SEA FESTIVAL INC 2,800.00
SUBWAY (GANDER) 2,800.00
ENTERPRISE HOLDINGS 2,790.00
FONG'S MOTEL & RESTAURANT 2,774.10
TOWN OF HARBOUR GRACE 2,730.00
WAL-MART PHARMACY LTD 2,728.30
Program Other Student Employment Programs (which includes MUN/CONA SWASP
and PACEE)
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Review Findings
Background
Goals and Objectives:
Both the Student Work and Service Program (SWASP) and the Partnership in Academic and
Career Education and Employment Program (PACEE) programs provide student jobs in paid
positions at Memorial University and the College of the North Atlantic. Through these positions,
students earn money to defray the cost of post-secondary education often in areas relevant to their
fields of study. These positions provide students with relevant work experience to enhance their
marketability and labour market attachment.
Target Population:
Target - post secondary students in MUN and CONA. Students have to apply for these positions
within the respective institution and effort is made to employ learners at-risk (such as those with
disabilities).
Budget & Administration
The budget for 2011-12 – $627,000. Funding to MUN and CONA is done through a third party
contract. For 2012/13, contracts are in place for: SWASP MUN $331,680; SWASP CONA
$90,155; PACEE MUN 67,732; and PACEE CONA $57,232. All funds are from the Youth
Services Budget Activity.
Manager - Wage Subsidies oversees and manages these contracts. Senior Manager - Youth
Programs, Youth Program Consultant and other members of the youth team are involved in
review, assessment, recommendation, etc. All are at Provincial Office, West Block. Review,
assessment and recommendation - Provincial Office. Approval - Provincial Office.
For 2012-13, the total number of students to be employed in these programs will be 214 based on
the following breakdown: MUN-SWASP (143), CONA SWASP (32), PACEE MUN (21) and
PACEE CONA (18).
This program is delivered via grants.
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues From a Departmental perspective, there is a lack of integration and
consistency of policy, procedures and financial supports across wage
subsidy programs. As a result, there are many variations in the delivery
approach throughout the province.
Students under SWASP Paid receive more funding ($3600 based on 40
hours per week) than students participating under other student programs
such as SWASP-MUN, SWASP-C.N.A. ($2800).
Although students earn tuition vouchers, if they are not redeemed AES
does not provide any payment to the student in lieu of redemption.
Recommendations A team should be established to review all wage subsidy programs with a
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Review Findings
goal of integrating, streamlining business processes and developing a
standardized evaluation plan.
AES should consider how to address the liability to students who do not
redeem their tuition vouchers.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
AES does not adequately monitor the student placements to determine the
value of the work placement to the student’s career goals. This is likely
attributable to the high number of placements operating within a short
duration.
Recommendations AES should determine the optimum use of limited staff resources in the
determination of an acceptable monitoring process for this program.
Current Status (Ongoing Activities)
A team has been established to review the integration and streamlining of all wage subsidies. In
addition, the team is considering processes required for matching employer and employee
applicants considering labour market demands.
Quick Wins
None identified
Streamlining & Consolidation Opportunities
Consideration could be given to moving from the provision of a voucher to a completion bonus,
i.e., a cheque to the student at the end of the employment contract.
There are currently four contracts, MUN-PACEE, CNA-PACEE, MUN-SWASP, CNA-SWASP;
however, AES could enter into just two contracts. In addition, opportunities may exist for
bundling of contracts with other similar grants and youth work experience/financial support
programs.
The administration of grants could be centralized.
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Review Findings
Program Co-op and Internship Employment Programs for Post-Secondary
Background
Programs included under this umbrella are the Small Enterprise Co-op Placement Assistance
Programs (SECPAP) for MUN and CNA, Marine Institute Co-op, Faculty of Education Rural
Placement, Rural Practice Medical, Social Work Recruitment and ANVIL – Advancing Non-Profit
and Voluntary Investments in Learning Program.
Goals:
To enable post-secondary students to complete the requirements for their mandatory co-op work
terms and other employment internships.
Objectives: The objectives of the program vary somewhat based on the program and the targeted post-
secondary group:
SECPAP programs - the objective is to serve two groups:
1) Post-secondary co-op students at MUN and CNA who are in need of work terms to
complete their programs; and
2) Employers from small businesses in need of co-op students but who need a wage
subsidy to be able to hire the students. Specifically, the small businesses must have
fewer than 50 employees, have annual sales of less than $5 million and have a dedicated
person to supervising and evaluating the co-op students.
Marine Co-op - the objective is to assist post-secondary students at Marine Institute in
arranging work terms in a number of subject areas including Nautical Science, Marine
Engineering, and Marine Environmental. This funding is essential to enabling students to be
able to secure required work terms in larger mainland centers or vessels.
Faculty of Education Rural Recruitment - the objective is to assist to Education students to
take part in a comprehensive seminar-based instructional component as well as a four-week
placement in rural schools in the Province in the spring.
Rural Practice medical – NLHBA - the objective is to provide a minimum of 12 medical
students with a work placement in a rural setting.
Social Work Recruitment Program - the objective to provide social work placements for
twelve (12) 3rd year Social Work students in both rural and urban positions in the province
with Eastern Health in demand positions outside of child protection (CYFS).
Target Population:
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Review Findings
For SECPAP and Marine Co-op, the students must be registered co-op students at each institution.
For Faculty of Education – Rural Placement, the students must be 4th year Faculty of Education at
MUN students. For Social Work Recruitment, the students must be third year social work students
at MUN or from NL and for Rural Practice Medical, the students must be medial students are
MUN for from NL.
Budget & Administration
The budget for 2011-12 - $2,556,000. Budgets for 2012-13 are: SECPAP MUN $522,993,
SECPAP CNA $202,372, Marine Co-op $100,000, Faculty of Education – Rural Placement
$150,000, Social Work Recruitment $61,914, and Rural Practice Medical $27,358. Funding is
from Youth Services Budget Activity.
For 2012-13 fiscal, the total number of students to be employed in these programs will be 297
which is composed of SECPAP MUN 144, SECPAP CNA 52, Marine Co-op 30, Faculty of
Education – Rural Placement 47, Social Work Recruitment 12, and Rural Practice Medical 12.
SECPAP is the responsibility of the Manager of Wage Subsidies in Provincial Office. The other
programs are the responsibility of the Manager of Youth Grants. This is done with the involvement
of the Senior Manager - Youth Programs, Youth Program Consultant involved in such things as
review, assessment, and recommendation. Terms and conditions are specified in the contract.
Each proponent has its own set of criteria on what types of students can be supported as required
and which employers are eligible to hire people through these programs.
Regional Offices are not involved in the delivery of this program.
Governing Legislation & Directives
The authority to run this program stems from the MC (2001-0146) that created the SIOC (Student
Investment and Opportunities Corporation) back in 2001 and the MC (2008-0117) that allowed the
Dept. of HLRE to take over running the SIOC programs in 2008. In 2011-12, the Youth Services
budget activity moved along with most programs from the Dept. of HRLE to the new Dept. of
AES.
Findings & Recommendations
Policy Issues Inconsistencies exist between stipends issued among the various work
experience programs in AES.
Recommendations AES should ensure that the amounts provided as stipends to all program
participants are consistent.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
There are multiple budgets, one for each client population, making the
administration cumbersome.
Recommendations AES should consider either combining the AES budgets for student
placements or providing the funding to the institutions in the global grant.
Current Status (Ongoing Activities)
A team has been established to review the streamlining of wage subsidies and other related
programs.
Quick Wins
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Review Findings
A single contract with each institution.
Streamlining & Consolidation Opportunities
Currently AES enters into contracts with the institutions for each initiative. The process could be
streamlined if one contract was entered into with each institution covering all initiatives.
Alternatively, the funding could be integrated into the Departmental operating grant with each
institution administered by the Advanced Education branch.
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Review Findings
Program School to Work Transitions for Persons with Disabilities
Background
Goals
To assist High School Students with Developmental (Intellectual) disabilities make the transition
from school to work.
Objectives
Address Strategic Issues 1 and 2 of the Departmental Strategic Plan by providing funding for job
trainers to work with individuals with developmental disabilities to enable them to accept after
school and summer employment opportunities to expose them to the labour market.
Target Population
High school students who have developmental (intellectual) disabilities requiring support to enter
the labour market.
Budget & Administration
The budget for 2011-12 - $250,000.
Total number of clients served for 2011-2012: 29 clients.
There is a Provincial Manager, Program Consultant and regional staff involved in the
administration of the program.
This program is delivered via allowance & assistance.
Governing Legislation & Directives
Income & Employment Support Act & Regulations, Employability Assistance for Persons with
Disabilities (EAPD) School to Work Transitions Job Trainer Support Policy.
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The program is not as responsive as it needs to be to ensure that clients can
maximize their employment opportunities. For example, the approval
process through the CAPS system is cumbersome as a result of having to
identify sufficient funds which sometimes results delays and lost
opportunities for an individual in securing a job opportunity.
The current program delivery model results in duplication of effort by
departmental staff and 3rd
party agencies resulting in frustration from both
parties. For example, the department requests payroll information from the
3rd
parties and enter the information into CAPS to issue a payment for each
client.
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Review Findings
There are no pre-determined measurable outcomes in order to assess
whether the program is achieving the desired results.
Although the department’s mandate has changed from a social to an
economic lens, the goals, objectives and outcomes of the School to Work
Transitions for Persons with Disabilities program has not been assessed to
determine its relevance under this new lens.
Recommendations The department should determine a more effective mechanism for
identifying funding necessary to get clients to work.
The department should consider some of the program disincentives and
determine how they can be addressed. The choice of employment should
always be more advantageous than remaining on Income Support.
Given that the department is funding 3rd
party agencies to deliver this
program, consideration should be given to having the same agencies
administer the program and report on outcomes.
The department should ensure that all programs have pre-determined
measurable outcomes in order to assess whether programs are achieving
the desired results.
The department should consider a review of this program against the
department’s mandate.
Current Status (Ongoing Activities)
N/A
Quick Wins
The department could consider the transfer of administration of individual supports currently being
completed by provincial and regional staff to 3rd
party agencies.
Streamlining & Consolidation Opportunities
The department could consider the transfer of administration of individual supports currently being
completed by provincial and regional staff to 3rd
party agencies.
Consideration could be given to incorporating this program with either the Supported Employment
Job Trainers or the department’s student employment programs.
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Review Findings
Examples of Payments from School to Work Transitions for Persons with Disabilities
Organization Name Amount
MRON Inc 29,340.00
Exploits Community Employment Corp 19,521.00
Visions Employment Plus Inc 19,152.00
Green Bay Community Employment 8,923.00
Ability Employment Corporation 8,699.00
Twillingate-New World Island Development 8,394.00
Bay St. George Community Employment Corporation 4,954.00
Gambo & Area Employment Corporation 4,337.00
Avalon Employment Inc 3,062.00
Sedler Community Employment – Baie Verte 2,519.00
Calypso Foundation 847.00
Sedler Community Employment – Deer Lake 245.00
Humber Valley Community Employment Corporation 129.00
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Review Findings
Program Supported Employment - Job Trainers
Background
Goals
To increase the participation rate of persons with developmental (intellectual) disabilities in the
labour market and inclusion in society overall, reduce the levels of poverty among this client group
and decrease dependency on income support.
Objectives
Address Strategic Issues 1 and 2 of the Departmental Strategic Plan by providing funding for job
trainers to work with individuals with developmental disabilities to help them learn and perform
the requirements of a competitive job in an inclusive community based setting.
Program is ongoing as long as support is required to maintain employment.
Target Population
Adults who have developmental (intellectual) disabilities and require support to learn and perform
the requirements of a job.
Budget & Administration
The budget for 2011-12 - $6,905,000.
544 clients accessed employment with the support of a job trainer in 2011-2012.
Job Trainer Support maximum of $12/hr plus MERC for non-unionized Job Trainers.
Unionized Job Trainers - maximum as per the collective agreement.
There is a Provincial Manager, Program Consultant and regional staff involved in the
administration of the program.
The program is delivered via allowance & assistance.
Governing Legislation & Directives
Income & Employment Support Act & Regulations
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The program is not as responsive as it needs to be to ensure that clients can
maximize their employment opportunities. For example:
The approval process through the CAPS system is cumbersome as a
result of having to identify sufficient funds which sometimes results
delays and lost opportunities for an individual in securing a job
opportunity; and
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Review Findings
The current income support administration results in disincentives
such as the loss of the 100% coverage drug card, disruption in
payment cycles, potential variation in work hours/entitlements and
impacts clients pursuit of employment under this and other programs.
The current program delivery model results in duplication of effort by
departmental staff and 3rd
party agencies resulting in frustration from both
parties. For example, the employment corporations enter information
regarding hours worked in ARMS and regional CSOs are required to
review this information to ensure it does not exceed the hours approved
and then enter the information into CAPS to issue a payment for each
client.
There are no pre-determined measurable outcomes in order to assess
whether the program is achieving the desired results.
Although the department’s mandate has changed from a social to an
economic lens, the goals, objectives and outcomes of the Supported
Employment Job Trainers program has not been assessed to determine its
relevance under this new lens.
Recommendations The department should determine a more effective mechanism for
identifying funding necessary to get clients to work.
The department should consider some of the program disincentives and
determine how they can be addressed. The choice of employment should
always be more advantageous than remaining on Income Support. Given that the department is funding 3
rd party agencies to deliver this
program, consideration should be given to having the same agencies
administer the program and report on outcomes.
The department should ensure that all programs have pre-determined
measurable outcomes in order to assess whether programs are achieving
the desired results.
The department should consider a review of this program against the
department’s mandate.
Current Status (Ongoing Activities)
N/A
Quick Wins
The department could consider the transfer of administration of individual supports currently being
completed by provincial and regional staff to 3rd
party agencies.
Streamlining & Consolidation Opportunities
The department could consider the transfer of administration of individual supports currently being
completed by provincial and regional staff to 3rd
party agencies.
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Examples of Payments from Supported Employment – Job Trainers
Organization Name Amount
Gambo & Area Employment Corporation 61,395.00
Visions Employment Plus Inc 51,283.00
Humber Valley Community Employment Corporation 48,019.00
Avalon Employment Inc 41,457.00
Vera Perlin Society 33,042.00
Exploits Community Employment Corp 29,027.00
Sedler Community Employment – Baie Verte 27,427.00
Bridges Employment Corporation 27,307.00
PAB Community Employment Corporation 26,043.00
Green Bay Community Employment 19,173.00
Three (L) Training and Employment Board 16,386.00
MRON Inc 12,872.00
Ability Employment Corporation 12,598.00
Bay St. George Community Employment Corporation 10,570.00
Calypso Foundation 6,428.00
Burin-Marystown Community Training 6,231.00
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Program Tutoring Program (TFT, IT-TFT, TWEP)
Background
Goals
There are two main goals of this program:
To provide school year employment and work experience as tutors to a number of Level I, II
and III students throughout the province in the Tutoring for Tuition (TFT) and Information
Technology Tutoring for Tuition (IT-TFT programs) and similarly the Tutoring for Work
Experience Program (TWEP) program provides 6 weeks full-time summer employment for
postsecondary students tutoring in the high school environment; and
To enable a number of K-12 students who are in need of tutors to be tutored at no cost.
These programs help both the tutors (high school and post-secondary) and the tutees (K-12) in
need of tutoring. Objectives
The objectives follow from the goals. For the tutees, the objective is to increase there ability in K-
12 school subjects to make them understand and achieve better. For the tutors, the benefits of
employment in the program are many including career and work readiness, leadership
development, and employment experience in an educational environment.
Target Population
In 2011-2012 there were approximately 175 TWEP tutors, 890 TFT tutors and 43 IT-TFT tutors.
The number of students being tutored is not known precisely; however, it is believed to be in the
thousands.
The program is administered through both allowances and assistances and grants and subsidies:
TFT is paid for through Allowance and Assistance
TWEP and IT-TFT is paid for through Grants and Subsidies
TFT and IT-TFT tutors are paid equivalent to minimum wage for their work in the form of a post-
secondary tuition voucher. TWEP tutors are paid equivalent to minimum wage in the form of a
50% stipend (i.e. Wages) and 50% post-secondary tuition voucher. TFT and IT-TFT can work a
maximum of 120 hours per school year. TWEP tutors can work a maximum of 210 hours over the
6 week period of employment.
Budget & Administration
The budget for 2011-12 - $495,000
Total number of students served:
TFT - 3,000 ;
IT-TFT - 700 and;
TWEP - 1,000
The program is administered by a Manager of Youth Grants and a Youth Program Coordinator.
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Review Findings
Governing Legislation & Directives
The authority to run this program stems from the MC (2001-0146) that created the SIOC (Student
Investment and Opportunities Corporation) back in 2001 and the MC (2008-0117) that allowed the
Dept. of HLRE to take over running the SIOC programs in 2008. In 2011-12, the Youth Services
budget activity moved along with most programs from the Dept. of HRLE to the new Dept. of
AES.
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
There is a lack of information gathered regarding the outcome of the
program related to tutors and students. As a result, it is not possible to
conclude with certainty that the program is achieving the intended
objectives.
Some students cannot avail of tutoring services at school because of
conflicts with transportation arrangements.
Some tutors are not available to provide their service to elementary and
junior high students when the students are available for tutoring because
the high school closes later than elementary and junior high schools.
Recommendations The department should determine whether schools should be required to
collect and provide outcome information for tutors and students to
determine whether the program achieved the intended objectives.
The department should consider engaging with the Department of
Education to discuss options for transportation for students requiring
tutoring services.
Current Status (Ongoing Activities):
None identified.
Quick Wins:
N/A
Streamlining & Consolidation Opportunities:
The department could consider having the program delivered by the Department of Education.
All three tutoring programs could be merged into one for budgetary and administrative purposes.
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Review Findings
Examples of Payments from Tutoring Programs
Organization Name Amount
EASTERN SCHOOL DISTRICT 101,002.50
NOVA CENTRAL SCHOOL DISTRICT 94,281.50
WESTERN SCHOOL DISTRICT 50,170.00
LABRADOR SCHOOL BOARD DISTRICT #1 21,835.00
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Review Findings
5-A-3 Education, Training & Related Supports
Education, Training and Related Supports provides assistance to eligible individuals to help them
acquire the skills, training and other required supports they need to find employment.
As the following table shows, a total of 14 programs and services with a cumulative budget of
$106.4 million for 2011-12 were identified as being part of the “Education, Training and Related
Supports” category. Three of the programs are for apprentices (Non-EI Eligible Apprentices, LMDA
Funding for Apprentices, Post Journey and Specialized Training) two are for ABE (ABE Program,
ABE Supports), one program (Job Skills / Essential Workplace Skills) is for working individuals,
one program (LMDA Skills Development) is for EI eligible individuals, one program (Student
Financial Services) is for students and one program (LMAPD Training Services) is for persons with
disabilities. The remaining five programs are client service programs as follows: Career and
Financial Counseling Services, PLAR / Essential Skills, Career Development Partnership Initiative
(CDPI), Employment Assistance Services (EAS) and Service Agreements for Youth (SAY).
3 Education, Training & Related Supports
11/12 Budget
($M's)
11/12 Actuals
($M's) Reference
Financial:
1 Job Skills/Essential Workplace Skills CEYS 0.800 0.210 5-A-3-1
2 Non EI Eligible Apprentices CEYS 0.100 0.077 5-A-3-2
3 Apprenticeship Program (LMDA Funding for Apprentice Training) LMDA 2.019 2.020 5-A-3-3
4 Skills Development LMDA program LMDA 85.697 86.862 5-A-3-4
* 5 ABE (incl Grants to Adult Literacy Organizations) ALL 7.149 7.012 5-A-3-5
6 Student Financial Services Division (SFSD) - Loans and Grants SFS NA NA 5-A-3-6
7 ABE Supports CEYS 0.600 0.580 5-A-3-7
8 LMAPD Training Services CEYS 2.767 2.536 5-A-3-8
9 Post-Journey & Specialized Training ATC 5.800 6.428 5-A-3-9
Client Services:
10 Career and Financial Counselling Services SFS NA NA 5-A-3-10
11 PLAR/Essential Skills ATC NA NA 5-A-3-11
12 Career Development Partnership Initiative CEYS 0.125 0.125 5-A-3-12
* 13 Employment Assistance Services LMDA 18.506 20.891 5-A-3-13
14 SAY CEYS 0.669 1.169 5-A-3-14
Advanced Studies Branch:
Apprenticeship & Trades Certification ATC 2 5.800 6.428
Student Financial Services SFS 2 - -
Adult Learning & Literacy ALL 1 7.149 7.012
Income, Employment & Youth Services Branch:
Career, Employment & Youth Services CEYS 6 5.061 4.697
Labour Market Development & Client Services Branch:
Labour Market Development Agreement LMDA 3 106.222 109.773
Total Education, Training & Related Supports Programs 14 124.232 127.910
* 3rd Party Grants
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Review Findings
The following charts illustrate the proportion of the 14 Education, Training and Related Supports
programs relative to the overall interventions budget and the 70 programs included in the 6
categories used in the review and analysis process.
Education, Training &
Related Supports, 124.232
AES Interventions ($412.392M budget)
Education, Training &
Related Supports, 14
AES Interventions (70 programs)
The following charts outline 14 programs by current area of responsibility along with the
corresponding budgets.
Numbers changed
AE, 5
CEYS, 6 LMDA, 3
Education, Training & Related Supports Programs
by Current Area of Responsibility
AE, 12.949
CEYS, 5.061LMDA, 106.222
Education, Training & Related Supports Budgets (in $M's)
by Current Area of Responsibility
A number of issues were identified during the review of the 14 programs in the Education, Training
and Related Supports category as follows:
Issues related to variations in the level and type of services provided, the mode of delivery as well as
inconsistencies in administration practices are categorized in the following four themes:
1. Strategic Approaches;
2. Program Development and Administration;
3. Budget Management Practices; and
4. Systems and Tracking.
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Review Findings
1. Strategic Approaches
The department does not have a strategic approach to the allocation of funding for any of the
individual skills development/training programs to ensure the needs of the labour market are met.
As well, priority clients identified by the department are not factored into the approval process. As a
result, significant amounts of funding could be provided in support of skills development/training
initiatives that are not related to high demand sectors/industries or priority clients.
Presently, there is limited labour market information available at the local level which would include
current and upcoming large scale projects. New programs are developed and administered without
an analysis of the local labour market needs and programs are funded year over year based on
historical allocations and spending patterns. For example, the Apprenticeship and Trades
Certification Division works in partnership with training institutions and employers to deliver
training in key sectors which are related to upcoming capital projects in the province and to assist
journeypersons remain up to date with the latest technology in their field. However, the Department
does not proactively consider the workforce requirements (e.g. specialized trade procedures) for
large scale projects and the associated costs nor is there a budget allocation for this program.
The Post Journey and Specialized Training Program does not have a separate budget; instead,
funding is included as part of a $5.8 million budget allocation for apprenticeship training. As a
result of not having a specific budget allocation, there may be times when there are insufficient
funds available for identified training because the funds have been used to train apprentices.
2. Program Development and Administration
Given the primary mandate of attaching individuals to the labour market, information on labour
market supply and demand is necessary to identify shortages and strategically allocate funding to
develop initiatives to address labour market issues.
There is a lack of coordination among the department’s divisions in the identification and
development of new employment programs. Programs with similar mandates, goals and objectives
are administered in different divisions with little or no formal connection. Staff are not always
apprised of new programs until after the programs are approved and publicly announced. As a
result, programs are being developed and approved without input from core departmental divisions.
Once programs are approved, the format for administration can be:
Internally by regional and/or provincial office staff;
3rd
party organizations; or
A combination of internal and 3rd
party administration.
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Review Findings
AES has not utilized a standardized approach to determine which education and employment related
programs should be administered internally verses those administered by 3rd
party agencies. Instead,
historical administrative practices continue year over year resulting in a disjointed approach with
overlap and duplication between internally administered programs and 3rd
party programs, and
among 3rd
party agencies.
The approval process for departmental programs is often reactive to proposals from 3rd
party
agencies and, in many cases, based on historical approvals. For example, the department provides
annual renewal funding ($1.15 million) to approximately eleven 3rd
party agencies offering ABE
level I and two organizations offering one-to-one literacy tutoring support. This is done without any
request for proposals process and, as a result, any new requests for funding to deliver the program
cannot be assessed on merit relative to other organizations being funded.
Another example of year over year funding is the current allocation for the Community Partners –
Employment Development Supports (EDS) grants. The program provides $4.3 million in grant
funding to 3rd
party organizations to deliver career and employment services to various client groups,
and to assist clients find and maintain employment. Program approvals have been, for the most part,
the same for the last five years with limited information on long-term outcomes.
It is also evident that AES grant funding has become a major source of core funding for 3rd
party
organizations to the degree that, if the department decided to not approve current programming,
some 3rd
party organizations may be forced to close.
Specific issues identified in program monitoring and evaluation include:
Program monitoring within and among divisions varies greatly resulting in duplication of effort
and costly approaches that will require significant analysis and streamlining. For example, the
current financial accountability requirements for all grants are the same and do not take into
consideration the value of the grant;
Although the Labour Market division has a risk based approach to determine the minimum
level of monitoring required for each EAS contract, the department has not assessed this
approach to determine its feasibility for expanding to all approved projects. Furthermore, there
is no mechanism for ensuring that the required monitoring was actually performed;
The department has not established base-line indicators necessary to determine evaluation
outcomes of funded programs. Instead, activity levels are used to determine the overall
success of a program. As a result, the department does not have a formal plan to evaluate 3rd
party activity and determine whether the service providers are meeting their objectives; and
The department does not have a formal plan to evaluate EAS activity and determine whether
the offices are meeting their objectives.
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Review Findings
An example of a disjointed approach regarding the use of 3rd
party service providers is the current
process for Skills Development funding. The case management component of this program is
handled through a 3rd
party EAS office while the financial management is handled internally within
the department. EI eligible clients are required to visit at least two different locations to obtain
services. As well, given the different physical locations, staff cannot readily interact and address
issues as they arise on client files.
During the review, 14 front-line positions were identified as being involved in program delivery with
a responsibility to assist individuals, employers and 3rd
party agencies. The positions are as follows:
1. Administrative staff
2. Client Services Officer - Income Support
3. Client Services Officer - CEYS
4. Client Services Officer - LMDA
5. Career Development Specialist (CDS)
6. Job Broker
7. Labour Market Development Officer (LMDO)
8. Student Aid Officers
9. Career Counseling Staff (Student Aid)
10. Career Development Liaison Officers (CDLO)
11. Program Development Officers (PDO)
12. Settlement and Immigration Consultants
13. Support Application Social Workers (SASW)
14. Liaison Social Workers (LSW)
The 14 positions are distributed over eight divisions: Income Support, LMD, CEYS, the
Apprenticeship and Trade Certification Division, Institutional Services Division, Adult Learning and
Literacy Division, Office of Immigration and Multiculturalism and the Student Aid Division. There
is a lack of formal protocol in place regarding the sharing of information and program coordination.
Staff have expressed frustration with the overlap in responsibilities and duties among the 14
positions which results in inefficient and ineffective services as clients, employers and 3rd
party
agencies “slip through the cracks.” To illustrate, although several groups (Career Development
Partnership Initiative - CDPI, Student Aid and Apprenticeship) have responsibility to visit schools to
promote youth departmental programs and services, there is no coordination of school visits.
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Review Findings
The lack of coordination also likely results in increased costs associated with the department’s
education and training programs. An example where coordination would be beneficial relates to the
Apprenticeship and Trade Certification Division (ATCD) and the Institutional Services Division
(ISD). Currently, the ATCD works with the public and private colleges to determine whether a
college is permitted to offer advanced level training based on the division’s determination of
capacity while the ISD is responsible for oversight of all post secondary training institutions which
includes approving training programs. However, the two divisions do not have a formal
communication process. Another example relates to the requirement of AES to transfer to the
College of the North Atlantic approximately $6 million annually for which AES receives
approximately 600 ABE seats. In the event that any of the 600 seats are not occupied by income
support clients, and clients from Skills Development (LMDA) use the vacant seats, the department
pays for the seat again (at a higher rate).
The Career Development Partnership Initiative (CDPI) is a program administered by 10 regional
staff with a goal to increase information, resources, and activities to supplement career development
activities including the infusion of stakeholder supports with the K-12 students and implement career
strategies to assist students build their career paths while living and earning in the province. The
following issues were identified:
The department has not yet determined how youth engagement activities currently funded by
the department will be included in the department’s new mandate;
Currently, the mandate of CDPI is not to specifically deal with children of income support
clients; instead, the focus is on all students. If the department requires a focus on children of
income support clients, the program would have to be revised; and
It is questionable whether this type of service should continue to be administered by 10 staff in
a ‘specialty’ approach. Consideration should be given to expanding this role to all Career
Development Specialists (CDSs) as part of their overall duties.
Currently, the Apprenticeship and Trade Certification Division’s regional staff and the Immigration
and Multiculturalism staff are not co-located with the Department’s other regional staff. As a result,
there is a lack of integration in the administration of AES services which can result in a client having
to deal with multiple staff to get the required services.
The department does not have a standard assessment method to assess financial or program
entitlements. Instead, each division has its own framework for program assessments and approval
within each program area. This leads to inconsistencies in programs approved, benefit levels
approved within programs, payments, monitoring and reporting, as well as duplicate payments
issued by different divisions with no overarching review of entitlement for the individual.
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Review Findings
Specific examples of benefit program entitlement variations and program administration issues
include:
The policy developed by the Institutional and Industrial Training Division’s incidental
allowance is $80 per week while a monthly stipend of $50 in the Employment Development
Supports Program is provided to income support clients to cover incidental expenses such as
daily lunch and supplies;
Depending on the client group, (CEYS, LMAPD, LMA, Student Aid and LMDA) the amount
and duration of financial supports provided for participation in education and training
programs can vary significantly across the department;
The current LMDA policies provide for a negotiated financial assistance package in response
to individual needs. There are variations with the application of how staff apply the negotiated
financial assessment. As a result, there are differences in the financial assistance approved for
individuals in similar circumstances;
Family income is only considered against the Basic Living Allowance (up to a maximum
weekly EI rate: $486) for LMDA Skills Development. As a result, families with significant
incomes and who could potentially contribute more (in addition to the 20% rule) towards the
incremental costs (e.g. tuition books) are not required to contribute;
Inconsistencies in the assessment of an individual’s skills and competencies which results in
different requirements for the completion of programs. For example, training institutions, with
a vested interest in maximizing revenues, assess clients to determine their needs for ABE
programming – often times at levels lower than expected. The department does not challenge
the assessment or the identified ABE requirements to ensure their appropriateness. As a result,
the department is likely paying for ABE training beyond the client’s requirements to participate
in either further training or employment;
Prior Learning Assessment and Recognition (PLAR) is a process of receiving credit for
learning acquired through previous experiences. Essential skills are identified for trade specific
occupations including the development of Plans of Training and are used as a resource to guide
and assist credits. A review of PLAR indicated that there can be inconsistencies in the
determination of an individual’s skills and competencies which results in different
requirements for the completion of approved training programs such as the Apprenticeship
Program. There are also inconsistencies in PLAR policy among institutions which currently
result in inconsistencies in the determination of an individual’s skills and competencies and
different requirements for the completion of the departmentally funded programs such as the
apprenticeship program;
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Review Findings
Non-EI eligible Apprentices is a program implemented by the Institutional and Industrial
Training Division to assist non-EI eligible apprentices in accessing funding, paid through
CEYS, to assist with block training. Staff indicated that they are not always provided with
sufficient time to process the financial requirements that would allow non-EI eligible
individuals to participate in block training. As a result, individuals are late in receiving their
financial supports; and
The regions are not involved, other than consultative, with the assessment of the Service
Agreements for Youth Program proposals. As a result, the input at a regional level is not as
significant as it should be.
Program administration issues were identified in the Student Financial Services Division - Loans and
Grants Program, and Financial Counseling Services and the department’s Labour Market Agreement
for Persons with Disabilities (LMAPD) Training Services Program as follows:
(a) Student Financial Services Division - Loans and Grants Program
The Division is responsible for administering student financial assistance under the Canada-
Newfoundland and Labrador Integrated Student Financial Assistance Program, including:
Newfoundland and Labrador Student Loans Program; Newfoundland and Labrador Up-front
Provincial Grants Program; Newfoundland and Labrador Debt Reduction Grants Program;
Newfoundland and Labrador Loan Forgiveness Program; Canada Student Loans Program; Canada
Student Grants Program; Canada Part Time Loans Program; and Transition Grant Program. Issues
identified include:
The department does not do an effective job of branding and promoting programs and services
resulting in individuals not being fully informed about programs and services;
Automated forms and letters issued to students are outdated and need to be revised to adapt
plain language and improve readability; and
Currently, persons with disabilities requesting financial assistance to attend post secondary
training can either apply for Federal or provincial assistance. However, there are differences
such as:
The definition of disability;
Provincial funding is not income tested or needs based; and
Provincial funding has no cap.
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Review Findings
(b) Career and Financial Counseling Services at Student Financial Services
Focuses on clients who are engaged within the student aid system but for any number of reasons are
not progressing within prescribed policies. Staff are responsible for reviewing a clients academic
and financial progress to date and to work with clients in making decisions going forward.
Currently, there is a lack of integration of career counseling and information services within the
department. For example:
The three person Career and Financial Counseling Services group (GS-38) at Student Aid
focus primarily on counseling clients within the student aid program, while the other Career
Development Specialists (GS-36) throughout the department focus on counseling a broader
client population; and
Career and Financial Counseling staff and Regional Information Officers (GS-30) at Student
Aid provide specialized services to high schools and educational institutions on the student aid
program. In addition, Career Development Liaison Officers (GS-40) in the CEYS division
provide general information to high schools on the department’s suite of services.
(c) The Labour Market Agreement for Persons with Disabilities (LMAPD) Training
Services
Provides funding for supports to allow persons with disabilities to complete their first post-
secondary certificate, diploma or degree and increase their opportunity of making a labour market
attachment using the skills they acquire. A review of the program identified that it is similar to the
Federal/provincial Student Loan Program available for all students wishing to participate in post
secondary education. However, persons with disabilities are not required to apply for the student
loan program. As a result, there is no requirement for parental contributions to be assessed as
required under the Student Loan Program, and there may be lost Federal funding (i.e. disability
grants) which is not being availed of. If persons with disabilities were required to apply for a student
loan it would likely address the waitlist. Other issues identified include:
There are individuals being assessed by staff and included in the program or waitlisted even
though the individuals do not meet the eligibility criteria for disability under this program. As
a result, some ineligible individuals may be either receiving funding for this program, or
waitlisted;
A case was identified whereby an individual, for the past 30 years, has been living outside the
province and receiving vocational therapy. The department also funds travel back to
Newfoundland and Labrador once per year along with a trip to another province (currently
costing approximately $150,000 per year);
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Review Findings
The approvals for this program are not aligned with strategic departmental priorities.
Therefore, education programs could be approved for funding that are not tied to labour market
needs; and
There are situations where the curriculum for a program has been modified to the degree that
the individual upon completion would not meet the credentials to work in the industry. As a
result, there are situations where an individual will not successfully attach to the labour market
in their field of study upon completion of a fully funded training program.
3. Budget Management Practices
Currently, budget management practices are not formalized with respect to strategically aligning
departmental financial resources with key sectors/industries. Furthermore, the current budget
monitoring practices for approved programs do not have a process for accurately forecasting and
monitoring budget expenditures to identify budget variances and take corrective action. As a result,
unspent committed funds may not be reallocated in a strategic way.
Other budget issues identified in the program review include:
The Apprenticeship and Trade Certification Division continues to spend in excess of its budget
allocation for apprenticeship training. For example, while the budget allocation is $5.8 million
for the Apprenticeship Program, expenditures are averaging approximately $7 million per year.
The difference is funded through slippages in other areas;
Although demand for the LMAPD program exceeds the budget allocation, given the attrition in
this program, the department ends up with slippage (e.g. approximately $300K in 2011-12).
Furthermore, commencing in fiscal year 2011 the CEYS Division received executive approval
to over-commit in the CAPS system in an attempt to be able to reduce the slippage associated
with program attrition and approve additional applicants on the waitlist by using the slippage.
As a result, the department assumed a risk whereby it could have committed to spend in excess
of its budget allocation for this program;
Up to fiscal 2012 there was a separate operational budget for the Career Development
Partnership Initiative (CDPI); however, in fiscal 2012 $110,000 of the $125,000 operational
budget for CDPI was included in the regional operating budget. As a result, CDPI staff have
indicated that they are not able to meet all their travel and resource requirements;
Although the department had a consultant develop promotional material for CDPI, the material
was neither approved nor distributed;
Funding to 3rd
party organizations is an expectation from year to year once approved. As a
result, new initiatives which may have more merit do not always be considered for approval
due to existing budget commitments;
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Review Findings
Funding for Labour Market Agreement (LMA) programs is scheduled to sunset in March 2014.
Without an alternate source of funding identified, there will be a gap in programs available to
non-EI eligible individuals; and
While EI eligible individuals can receive full funding through the LMDA programs for all
types of training, non-EI eligible clients can only receive funding for training less than 12
weeks after which they have to seek funding through the Student Loan Program. This results in
an inequity in entitlement to individuals.
4. Systems and Tracking
AES currently uses multiple non-integrated systems to monitor and report on funded programs.
Without a single system in place to meet Federal and provincial reporting requirements and with
limited technology, the following issues were noted:
A combination of Excel and CAPS reports are being maintained to provide the required data;
Although the Job Skills/Workplace Skills Program could have been delivered through LMDA
where a similar program is offered for EI eligible clients, because LMDA staff do not have
access to the CAPS system and could not use the federal CSGC system for non-EI eligible
clients, the program was delivered through CEYS;
The ABE Program is currently delivered through three separate information systems (CAPS,
CSMS and CSGC). As a result, there is a lack of integration and information necessary to
manage the program;
Although many documents are already included in TRIM, correspondence with students is
currently printed, mailed and trimmed after the fact;
The current process to determine eligibility for the Debt Reduction Program is a manual
process for educational institutions and the Student Aid Division and requires significant
resources to administer;
Currently, the department does not have online capability whereby an individual can develop
their own action plan. As a result, all EI eligible clients must visit an Employment Assistance
Services (EAS) office and meet with a Case Manager to develop their Return to Work Action
Plan (RTWAP); and
The department is not fully utilizing social media to connect with students. For example, the
department is not using Twitter or Facebook and has not implemented any Smartphone
applications.
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Review Findings
Presently, the department does not track clients to determine whether an intervention resulted in
either an individual client transitioning through other education and training related supports or
whether they made a permanent attachment to the labour market. Specifically:
While the Apprenticeship and Trade Certification Division has a database, it cannot readily
provide information on an individual’s participation. As a result, The Apprenticeship Division
cannot track the status of its 5,800 apprentices to determine whether they are participating as
required;
Although the department may provide funding to train pre-apprentices, the department does not
monitor or provide any required assistance (unless requested by the individual) to connect them
to an employer. As a result, the department could spend significant amounts of funding to train
individuals without being proactive in providing any help they may need to get attached to the
labour market;
The current apprenticeship tracking system has limited capabilities and does not allow the
department to accumulate journeyperson skill sets at a subset level e.g. a welder certified for
titanium; and
The department issues approximately $82 million to 3rd
party services providers to administer
employment related programs and services. While these agencies provide reports on services
provided, the department does not track long-term outcomes to determine if funded
interventions led to labour market attachment.
In addition to the four preceding categorized themes, the following program specific issues were
identified (Adult Basic Education (ABE), Skills Development-LMDA, Apprenticeship Program and
Employment Assistance Services (EAS).
(a) Adult Basic Education (ABE)
ABE is a provincial program for adult learners and is made up of three levels - Level I refers to basic
literacy (similar to skills obtained in K-6), Level II is similar to the junior high school program and
Level III corresponds to grades 10-12 and requires the completion of a minimum of 36 credits in
order to graduate.
The department currently spends in excess of $22 million for ABE programming. This includes
funding for LMDA, Income Support and LMA clients as well as ABE supports to individuals.
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Review Findings
The following table outlines the current delivery mechanisms for ABE:
Level
CNA Sites
3rd
Party Service
Provider Sites
e-Learning
Contracts
I 10 12 4
II 17 2 -
III 17 2 -
As the table indicates, ABE Level l is currently available in an eLearning format for those who are
unable or unwilling to participate in a classroom-based program. Levels II and III are not available
in an eLearning format which may prevent some clients from participation in ABE due to
circumstances such as work or family commitments.
The department currently requires income support clients to attend ABE training through the public
college system. This is required even if it is more cost effective for the department and more
convenient for the individual to attend a private college that maybe closer to where they reside.
However, clients sponsored through LMDA have a choice as to where they complete ABE training.
As a result, the department may be spending more than it needs to on ABE for income support
clients and those clients may be inconvenienced by the current policy of having to use the public
college system and possibly increase barriers to labour market attachment.
Other issues identified in the ABE program include:
Currently, ABE level I classroom instruction is only available during normal working hours i.e.
9am-5pm. As a result, it limits accessibility for those either currently working or those with
family circumstances preventing them from attending day time programs;
Although ABE is “free” for the general population, the department is required to transfer to the
Department of Education approximately $6 million annually for which AES receives
approximately 600 seats at the College of the North Atlantic;
The current ABE program is self paced and, in some instances, there is a limited requirement
for clients to progress at a predetermined rate. Also, training institutions do not always provide
AES with the required attendance and progress reports making it difficult for staff to monitor
client progress;
Currently, ABE instructors are not provided with formal training in addressing the complex
needs of their students. As a result, instructors may not be able to appropriately refer or
respond to students as issues arise. This could possibly result in higher levels of student
attrition;
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Currently, ABE is recognized as the only method to attain high school equivalency. Other
methods such as GED, concurrent ABE and skills training, and workplace essential skills
training, which could expedite the attainment of basic educational requirements, are not
available; and
AES does not adhere to completion timeframes identified in client assessments and, as a result,
it is common for individuals to take considerably longer than expected to complete their ABE
training. Furthermore, AES does not consider a return on investment (ROI) model which
would include a cap on ABE funding.
(b) Skills Development – LMDA
The Department of Advanced Education and Skills delivers a range of employment and training
programs and services under the Canada-Newfoundland and Labrador Labour Market Development
Agreement (LMDA) to:
assist individuals to prepare for, find and maintain employment;
assist employers in accessing the workers they need; and
help ensure that communities and regions throughout Newfoundland and Labrador are well
equipped to respond to labour market opportunities and challenges.
LMDA funding, which totalled $130.4 million in 2012-13 forms the basis of the Newfoundland and
Labrador Benefits Measures (NLBM). This budget funds the following programs:
Program Budget ($M)
Skills Development 78.9
Job Creation Partnerships 13.7
Wage Subsidies 5.7
Self Employment Assistance 2.5
Employment Assistance Services 19.0
Labour Market Partnerships 8.0
Other 2.6
Total 130.4
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A review of the LMDA funding identified the following:
In 2009, the Federal government devolved responsibility for LMDA programming to the
province. However, the department continues to allocate program funding identified above
based on historical allocations; and
There has been only limited consideration given to new and emerging labour market needs
which could be addressed through the LMDA funding agreement.
The Skills Development program with a budget of $78.9 million (61% of LMDA funding) has a goal
to provide funding for education and training to EI eligible clients to assist with obtaining the skills
necessary for employment. A review of this program identified the following issues:
Currently, a financial assistance package is “negotiated” in response to individual needs. As a
result, there are differences in the financial assistance provided to individuals in similar
circumstances;
Consistent with existing LMDA policies that NL adopted upon devolution, training is limited
to programs offered by designated "provincial training institutions". In other jurisdictions,
training is available through other means (e.g. industry groups, non-profit groups and private
sector). This limitation may be prohibiting flexible, efficient and affordable access to training
that is required in the labour market (e.g. essential skills, workplace skills. short-term
customized training);
While there are provisions within existing policy to allow for alternative training mechanisms
(e.g. distance, online), generally these options are approved as exceptions and not promoted as
a viable (and perhaps more flexible, cost efficient and client responsive) alternative; and
During peak periods for clients seeking support to attend school, the wait times to see a case
manager through 3rd
party agencies (EAS offices) are quite long resulting in some clients not
being able to have their Skills Development application completed and submitted by the
deadline.
(c) Apprenticeship Program
The Apprenticeship Program funds tuition, books and other incremental costs (e.g. travel and
dependent care) for registered apprentices and trade qualifiers participating in apprenticeship
training. The budget for 2011-12 was $5.8 million for tuition and books and $1.98 million for
incremental costs and a total of 2,700 clients were served. There were a number of issues identified
as follows:
Currently, there is no funding available to assist apprentices and trade qualifiers to participate
in college level training on a part-time basis. As a result, these clients have no opportunity to
participate in training while working;
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The current location for in-class training for apprentices and trade qualifiers sometimes poses
problems with living accommodations, travel and reduced income. Sometimes courses are
only available in a particular location which could be a significant distance from where an
individual resides and it may be difficult to find accommodations in that area. Further, because
the individual has to attend in-class training they have to accept a lay-off and a reduced
income;
The department does not post block training schedules on its web page. Instead, 6-8 weeks
prior to the commencement of block training, a letter is sent to the apprentice and the
employer. To illustrate, as of October 2012 the department is aware of upcoming block
training scheduled up to June 2013; however, this information will not be released to
apprentices and employers until approximately 6-8 weeks prior to the commencement of the
block training;
The apprenticeship program is not integrated as part of the suite of programs and services
offered by AES;
The Apprenticeship Division does not track the status of its 5,800 apprentices to determine
whether they are participating as required. Although the division has a database, it cannot
readily provide information on an individual’s participation;
Although the department can provide funding to train pre-apprentices, they are not monitored
or provided any assistance (unless requested by the individual) to connect them to an employer.
Therefore, the department can spend significant amounts of funding to train individuals
without being proactive in getting them attached to the labour market;
The Apprenticeship and Trade Certification Division can work with the public and private
colleges and determine whether a college would be permitted to offer advanced level training
based on the division’s determination of capacity. The department also has an Institutional
Services Division responsible for oversight of all post secondary training institutions.
However, the two divisions do not have a formal communication process to ensure that that the
Apprenticeship Division will recommend that its clients attend the location;
There is no formal case management process for pre-apprentices and apprentices; therefore,
there is less of a focus on addressing their needs with regards to training, employment and
obtaining a journeyperson status. As a result, pre-apprentices and apprentices may experience
difficulty in obtaining journeyperson status;
At an Apprenticeship Forum, it was indicated that the department was not responsive in a
timely manner to stakeholder requests for information. Furthermore, stakeholders indicated
that in many instances it took many calls or emails in order to make contact with departmental
staff;
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Review Findings
The skill set of the eight PDOs located in the Regional offices is not being utilized effectively.
Currently, PDOs (GS 42) are involved in administrative duties and as a result do not spend a
sufficient amount of their time working directly with employers and apprentices; and
There is no integration of PDOs within the department’s current program administration, which
results in a disjointed service delivery approach. For example, PDOs are not located in AES
offices across the province and do not have ongoing contact with other AES front-line staff.
(d) Employment Assistance Services (EAS)
Employment Assistance Services are provided to EI eligible individuals by 3rd
party agencies. The
budget for 2012-13 is $19 million for services such as assessment, employment counseling, job
search training, provision of labour market information and case management including a 12 week
follow-up with clients post intervention to identify their employment status. Some of the issues
identified include:
Currently, there are no standardized activities for EAS agreements nor is there a standardized
schedule of rates that could be provided to the service provider for the delivery of the program.
As a result, EAS 3rd
party service providers do not always offer the same services and may be
funded at different rates;
EI eligible clients are required to visit at least two offices to obtain employment services. This
arrangement causes frustration for clients who are required to provide similar information more
than once and for AES staff because of work duplication and overlap; and
The department does not a formalized plan to evaluate EAS activity to determine whether the
offices are meeting their objective.
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Review Findings
Program Job Skills/Essential Workplace Skills
Background
Goals
Program developed to assist small/medium size employers to recruit, retain, and advance present
and future employees with approved training (non EI eligible).
Objectives
Provide financial assistance to employers to develop and deliver training to existing or future
employees to enhance recruitment, retention, or advancement of a skilled workforce. To enable
individuals to gain training to maintain employment or advance within the workforce.
Target Population
Non EI Eligible individuals key groups, numbers depends on budget allocation.
Budget & Administration
The budget for 2011-12 - $800,000.
Total number of clients served in 2010-2011: 73 employers and 267 participants; due to delay in
approvals 2011-12 - 23 employers and 80 participants.
The program is administered by two client services officer (CSOs) and Provincial Manager, Provincial Office CEYS, regional input is requested at the recommendation level of individual
applications.
The program is delivered via Grants and Subsidies.
Governing Legislation & Directives
Income & Employment Support Act & Regulations, Federal / Provincial Labour Market
Agreement, Job Skills Essential Workplace Skills Development Program Policy.
Findings & Recommendations
Policy Issues Although it was expected to have a turnaround of 30 days for assessment,
recommendation and submission for approval, this has not happened
consistently. As a result, there are times when the program uptake is not as
high as it could have been.
Recommendations The department should ensure that project approval is provided on a timely
basis.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
There is a lack of coordination among the department’s divisions in the
identification and development of new employment programs.
Furthermore, staff are not always apprised of new programs until after the
programs are approved and publicly announced. As a result, programs are
being developed without required input from divisions.
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Review Findings
The department does not have a standard assessment method. Instead, each
division (LMDA, CEYS, LMA, Advanced Education, Disability Policy
office) has its own framework for program assessment in the
administration of grants. As a result, there can be inconsistencies in benefit
levels, payments, monitoring and reporting, as well as duplicate payments.
LMA funding will end in 2014.
The department does not have a system in place to meet the reporting
requirements under this federal/provincial agreement. As a result, a
combination of Excel and CAPS reports are being maintained to provide
the required data.
The department does not currently consider approving projects on a
sectoral basis. As well, priority clients identified by the department are not
factored into the approval process.
Recommendations The department should ensure that all divisions participate in the
development of new programs and implementation plans.
The department should develop a common assessment to be used by all
divisions involved in the administration of grants.
The department should determine whether the program will be funded
beyond 2014.
The department should determine the feasibility of having an adequate
system to meet the reporting requirements of the program.
The department should consider, to the degree possible approving projects
on a sectoral basis, and taking into consideration identified priority clients.
Current Status (Ongoing Activities)
None identified
Quick Wins
None identified
Streamlining & Consolidation Opportunities
In addition to the Job Skills/Essential Workplace Skills, the department administers a number of
employer based training programs such as Post Journey Specialized Training, and Bridging the
Gap which could be consolidated for delivery purposes.
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Examples of Payments from Job Skills
Organization Name Amount
TOWN OF HAPPY VALLEY-GOOSE BAY 28,172.36
HYDRAULIC SYSTEMS LTD 23,177.00
O'NEILLS GARDENLAND 21,690.90
MAURICE'S SERVICE CENTRE LIMITED 20,000.00
NEWFOUNDLAND WILDERNESS OUTFITTERS INC 8,830.00
THE PODIATRY ASSOCIATES INC 7,000.00
MDL ENTERPRISES 6,632.00
TURFMASTER LTD 5,780.00
63517 NEWFOUNDLAND & LABRADOR LIMITED 5,000.00
CENTRAL HYDRAULICS & SUPPLY LTD 5,000.00
LWJ ENTERPRISES LTD 5,000.00
PORT AU CHOIX PHARMACY 5,000.00
SUTREEN HARDWOODS & MOULDING LTD 5,000.00
JK2Z ENTERPRISES LIMITED 4,639.80
NORSEMAN CONTRACTORS INC 4,417.00
TOWN OF NORRIS ARM 4,367.05
MONA'S PLACE LIMITED 3,500.00
RANSTONE HOLDINGS LTD 3,500.00
RED BAY CONVENIENCE LTD 3,500.00
SEA ECHO MOTEL 3,500.00
MAYFLOWER OUTFITTERS INC 3,407.30
A-1 SAFETY TRAINING & CONSULTING LTD 2,734.94
PIANOWISE 2,618.00
L & H TUCKER HOLDINGS LIMITED 2,500.00
THISTLEDOWN LTD 2,400.00
ST ANTHONY COLD STORAGE LTD 1,971.63
TOWN COUNCIL OF LAWN 1,880.00
ABBYSHOT CLOTHIERS LTD 1,785.00
SEDNA NUTRACEUTICAL INC 1,621.18
CENTREVILLE-WAREHAM-TRINITY TOWN COUNCIL 1,512.00
BUDGELL'S MOTEL (2004) LTD 1,500.00
CREDIT BUREAU COLLECTIONS NFLD 2001 INC 1,500.00
T R T SERVICES LIMITED 1,500.00
THE GOLDEN YEARS ESTATE 1,500.00
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Review Findings
Organization Name Amount
GEOTECH SERVICES INC 1,367.64
EXPLOITS REGIONAL CHAMBER OF 1,275.00
DUNFIELD PARK COMMUNITY CENTRE INC 1,047.00
KEVIN DUNPHY CUSTOM WOODWORKING 900.00
MODERN HOME EXTERIORS LIMITED 899.00
MAS LIFESTYLE INC 859.70
CROSSWINDS ENTERPRISES LTD 777.00
SHAKTI YOGA STUDIO INC 500.00
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Review Findings
Program Non-EI Eligible Apprentices
Background
Goals
Program implemented by Institutional and Industrial Training Division to assist non EI
eligible Apprentices in accessing funding to assist with 'block training'.
Objectives
Increase the number of Apprentices in obtaining classification and red seal.
Target Population
Target population varies each year, key group non EI eligible apprentices.
Budget & Administration:
The budget for 2011-12 - $100,000.
Total number of clients served for 2012-2013:25 individuals.
The program is delivered via allowance and assistance.
Governing Legislation & Directives
Income & Employment Support Act & Regulations, Federal / Provincial Labour Market
Agreement, Employment Development Supports Program Policy
Findings & Recommendations
Policy Issues The policy developed by the Institutional and Industrial Training
Division contains financial entitlements which exceed financial
entitlements in other departmental programs e.g. incidental
allowance is $80 per week and not offered in other similar CEYS
programs.
Recommendations The department should determine whether it is more appropriate
to have consistent financial entitlements for all students attending
block training for apprenticeships.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
CEYS staff are not always provided with sufficient time to
process the financial requirements that would allow non-EI
eligible individuals to participate in block training. As a result, the
individuals are late in receiving their financial supports.
Federal program funding is scheduled to end in 2014.
Although the program could have been delivered through LMDA
where a similar program is offered for EI eligible clients, because
the LMDA do not have access to the CAPS system and could not
use the federal CSGC system for non-EI eligible clients, the
program was delivered through CEYS.
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Review Findings
Recommendations The department should determine how to inform CEYS staff of
funding requirements for non-EI eligible apprenticeship training
on a more timely basis.
The department will have to consider whether it will fund the
program after 2014.
Current Status (Ongoing Activities)
A Unified client Service Flow team has been established.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
The program could be administered through LMDA given the similarities with the
Apprenticeship block training for EI eligible clients.
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Review Findings
Program Apprenticeship Program
Background
Goals
Recruitment and retention strategies to increase labour supply and increase the Province's capacity
to fully maximize the benefits of planned major resource-based project developments, long-term
operations, and promote recruitment and retention for small and medium size enterprises.
To improve progression and completion rates of registered apprentices and trade qualifiers.
Objectives
To fund tuition and books for registered apprentices and trade qualifiers ($5.8M), and other
incremental costs (e.g. travel and dependent care) of participating in apprenticeship training.
Target Population
Registered NL apprentices and Trade Qualifiers.
Budget & Administration
The LMDA budget for 2011-12 – $2,019,000 [$5.8M for tuition and books]
The program is administered by employees in the Apprenticeship and Trade Certification Division
and LMDA.
Total number of clients served in 2011-2012: Approximately 2,700.
The program is delivered via allowances & assistance.
Governing Legislation & Directives
Apprenticeship and Certification Act; Interprovincial Red Seal Program; Provincial
Apprenticeship and Certification Board, Federal E.I. Act
Findings & Recommendations
Policy Issues There is no funding currently available to assist apprentices and trade
qualifiers to participate in college level training on a part time basis. As a
result, these clients have no opportunity to participate in training while
working.
Currently the department does not require apprentices and trade qualifiers
to provide a deposit to acknowledge attendance for a scheduled block
training. As a result, an apprentice or trade qualifier can withdraw without
penalty and have a significant impact on whether a course can be delivered
based on the number of participants required to make it financial feasible.
Recommendations The department should consider whether it is feasible to provide college
level training on a part time basis to apprentices and trade qualifiers.
The department should determine whether it is necessary to require a
deposit from apprentices and trade qualifiers to acknowledge attendance
for a scheduled block training.
Legislative Issues None Identified
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Review Findings
Recommendations N/A
Business Process
Issues
The current in class training for apprentices and trade qualifiers sometimes
poses problems with living accommodations, travel and reduced income.
Sometimes courses are only available in a particular location which could
be a significant distance from where an individual resides and it may be
difficult to find accommodations in that area. Further, because the
individual has to attend in class training they have to accept a lay off and a
reduced income.
The Apprenticeship and Trade Certification Division can work with the
public and private colleges and determine whether a college would be
permitted to offer advanced level training based on the division’s
determination of capacity. The department also has an Institutional
Services Division responsible for oversight of all post secondary training
institutions. However, the two divisions do not appear to have a formal
communication process to ensure that that the Apprenticeship Division will
recommend that its clients attend the location.
The department does not post block training schedules on its web page.
Instead, 6-8 weeks prior to the commencement of block training, a letter is
sent to the apprentice and the employer. To illustrate, as of October, 2012
the department is aware of upcoming block training scheduled up to June
2013. However, this information will not be released to apprentices and
employers until approximately 6-8 weeks prior to the commencement of
the block training.
The Apprenticeship Division does not track the status of its 5,800
apprentices to determine whether they are participating as required or
whether they stopped participating. Although the division has a database,
it cannot readily provide information on an individual’s participation.
Furthermore, the division has eight Program Development Officers (PDOs)
responsible for all client service aspects of the apprenticeship program.
Currently the Apprenticeship Division’s regional staff are not co-located
with the Department’s other regional staff. As a result, there is a lack of
integration of services which can result in a client having to deal with
multiple staff to get the required services.
Although the department may provide funding to train pre-apprentices, the
department does not monitor or provide any required assistance (unless
requested by the individual) to connect them to an employer. As a result,
the department could spend significant amounts of funding to train
individuals without being proactive in providing any help they may need to
get them attached to the labour market.
The Division continues to spend in excess of its budget allocation. For
example, while the budget allocation is $5.8 million expenditures are
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Review Findings
averaging approximately $7 million per year. The difference is funded
through slippages in other areas.
Recommendations The department should determine whether alternate delivery methods for
training would reduce the issues identified by individuals such as travel,
accommodations and reduced income.
The department should ensure that formal lines of communication are in
place between The Apprenticeship and Trade Certification Division and
The institutional Services Division so that apprentices and trade qualifiers
will be directed to programs and locations approved by the Institutional
Services Division.
The department should consider posting scheduled block training on its
web page.
The department should consider the issues with the current data base and
determine whether the PDOs have sufficient time to adequately monitor
apprentices.
The department should consider co-locating regional apprenticeship staff
with other existing departmental staff in career work centres.
The department should determine whether pre-apprentices should be
monitored and provided with additional assistance to help them attach to
the labour market.
The department should consider whether the current budget allocation
should be increased to a more reasonable level.
Current Status (Ongoing Activities)
There is currently a committee established to review the program.
Quick Wins
The department could consider creating a formal line of communication between The
Apprenticeship and Trade Certification Division and The institutional Services Division to assist in
the provision of appropriate services for apprentices and trade qualifiers.
The department could post scheduled block training on its web page.
Streamlining & Consolidation Opportunities
The department should consider co-locating regional apprenticeship staff with other existing
departmental staff in career work centres.
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Review Findings
Program Skills Development (LMDA Program)
Background
Goals
To provide funding for education and training to EI clients to assist them with obtaining the skills
necessary for employment.
Objectives
Assist eligible individuals to obtain the skills they need for employment, ranging from basic to
advanced skills. Direct assistance to individuals is provided to cover living expenses, daycare,
disability supports and transportation as well a books, tuition and other incremental training costs,
except in the case of a define program list for public institutions and public and private institutions
that offer advanced apprenticeship training. In this latter circumstance, contributions are made
directly to the institutions to help cover some of the tuition and book costs.
Target Population
Insured person - an unemployed person:
(a) For whom a benefit period is established or whose benefit period has ended within the
previous 36 months; or
(b) for whom a benefit period has been established in the previous 60 months and who
(i)was paid special benefits under section 22 or 23 (maternity or parental claim) during the
benefit period;
(ii)subsequently withdrew from active participation in the labour force to care for one or more
of their new-born children or one or more children placed with them for the purpose of
adoption; and
(iii) is seeking to re-enter the labour force.
Budget & Administration
The budget for 2011-12 is approximately $86 million ($68 million related to 9,281 clients, in
addition to contribution agreements of approximately $11 million, $1 million, and $6 million with
C.N.A, Marine Institute, and Industrial Training, respectively).
This program is administered by LMDA Client Services Officers (CSOs) in the region as per the
department’s financial delegation of authority.
This program is delivered via allowance and assistance and grants (for the direct payments to
institutions).
Within the Department, there are currently 97 frontline positions (82 CSOs, 15 Admin) involved in
the delivery of LMDA programs. About 50% support the delivery of Skills Development, the
other 50% support the delivery of Programs (JCP, Wage Subsidies and EAS/SEA Contracts).
This program is administered by LMDA Client Services Officers (CSOs) in the region as per the
department’s financial delegation of authority.
Governing Legislation & Directives
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Review Findings
Governing legislation includes: EI Act Part I; EI Act Part II; Financial Administration Act; LMDA
Agreement. Policy directives include: Employment Benefits and Support Measures Terms and
Conditions (and associated Similarities Test); and NL LMDA Policies, directives and guidelines.
Findings & Recommendations
Policy Issues The department does not have a strategic approach to the allocation of
funding for Skills Development to ensure the needs of the labour market
are met. As a result, significant amounts of funding could be provided in
support of skills development initiatives not related to labour market needs.
The current policies provide for a negotiated financial assistance package
in response to individual needs. As a result, there are differences in the
financial assistance provided to individuals in similar circumstances.
Depending on the client group,(CEYS, LMAPD, LMA, Student Aid and
LMDA) the amount and duration of financial supports provided for
participation in education and training programs can vary significantly
across the department.
Family income is only considered against the Basic Living Allowance (up
to a maximum weekly EI rate: $486). As a result, families with significant
incomes and who could potentially contribute more (in addition to the 20%
rule) towards the incremental costs (e.g. tuition books) are not required to
contribute.
Consistent with existing LMDA policies that NL adopted upon devolution,
training is limited to programs offered by designated "provincial training
institutions". In other jurisdictions, training is available through other
means (e.g. industry groups, non-profit groups and private sector). This
limitation may be prohibiting flexible, efficient and affordable access to
training that is required in the labour market (e.g. essential skills,
workplace skills. short-term customized training).
While there are provisions within existing policy to allow for alternative
training mechanisms (e.g. distance, online), generally these options are
approved as exceptions and not promoted as a viable (and perhaps more
flexible, cost efficient and client responsive) alternative.
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Review Findings
Recommendations The department should consider developing a strategic plan to be used in
the allocation of Skills Development funding to ensure labour market
requirements are addressed.
The department should determine if variances in negotiated financial
assistance practices should continue across the province. Furthermore, the
department should determine if the negotiated financial assistance model of
funding Skills development clients under LMDA is appropriate.
The department should determine whether inequities across client groups
should continue.
The department should determine whether income testing against just the
Basic Living Allowance is appropriate.
The department should review the client contribution for clients to make
the process more equitable.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Unlike other programs in the department the case management component
of this program is handled through a 3rd
party EAS office. As a result,
clients are required to visit at least 2 different locations to obtain services.
As well, given the different physical locations staff cannot readily interact
on client files. Although there is sufficient budget available to meet all eligible client
requests, the current budget is determined, for the most part, based on
historical expenditures. As a result, the budget allocation process is not
strategically aligned to ensure departmental priorities are met with regards
to addressing labour market demands.
Currently budget management practices are not formalized with respect to
accurate forecasting and monitoring of budget expenditures to identify
budget variances and take corrective action. As a result, unspent
committed funds may not be reallocated in a strategic way.
Although training institutions, with a vested interest in maximizing
revenues, assess clients to determine their needs with regards to the ABE
program, the department does not challenge the identified ABE
requirements to ensure their appropriateness. As a result, the department is
likely paying for ABE training beyond the client’s requirements to
participate in either further training or employment.
The current ABE program is self paced and, in some instances, there is a
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limited requirement for clients to progress at a predetermined rate. Also,
training institutions do not always provide the required attendance and
progress reports making it difficult to monitor client progress.
The department does not have an integrated approach for assessing
financial need and providing financial supports to clients. As a result, there
are varied assessment tools and responses to requests for financial supports
across the department.
Under current process, all Skills Development Clients (excluding
Apprentices) are required to complete a Return-to-Work Action Plan.
Recommendations The department should review its current case management process for EI
eligible clients and determine whether a more efficient process could be
implemented.
The budget allocation for the Skills Development program should be
aligned with the strategic priorities of the department with regards to
addressing labour market demands.
The department should review the current assessment processes being used
by training institutions for ABE clients to ensure that clients receive the
most appropriate training.
The department should ensure that training institutions identify milestones
for ABE clients and provide attendance and progress reports for monitoring
purposes.
The department should develop an integrated approach to assessing
financial need and providing financial supports to clients.
Minimize requirements for Return to Work Action Plans.
Introduce online applications.
Current Status (Ongoing Activities)
A Skills Development Working Group has been established.
A review of the ABE program is currently underway.
Quick Wins
Streamlining & Consolidation Opportunities
The department could develop an integrated approach to assessing financial need and providing
financial supports to clients.
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Review Findings
Examples of Payments from Skills Development LMDA program
Organization Name Amount
COLLEGE OF THE NORTH ATLANTIC 2,227,000.00
THE COMMUNITY EDUCATION NETWORK FOR
SOUTHWESTERN NF 1,701,994.00
Kruger Inc 1,669,180.00
YMCA-YWCA OF NORTHEAST AVALON 1,632,947.00
Community Business Development Corporation - Trinity Conception 1,434,632.00
Celtic Business Development Corporation 1,402,299.00
Canadian Paraplegic Association 1,124,074.00
NATI 879,280.00
Random North Development Association 824,303.00
WORKERS' COMPENSATION COMMISSION 694,646.82
Mariner Resource Opportunities Network Inc 693,655.00
CENTRAL COMMUNITY DEVELOPMENT CORPORATION 691,553.00
Newfoundland and Labrador Organization of Women Entrepreneurs 676,062.00
Avalon Employment Inc. 659,691.00
Women Interested in Successful Employment (WISE) 545,510.00
Stella Burry Corp 534,225.00
Burin Peninsula Chamber of Commerce 486,586.00
Women in Resource Development Inc. 414,456.00
Newfoundland and Labrador Regional Council of Carpenters,
Millrights and Allied Workers 391,535.00
NunatuKavut Community Council 385,105.00
The Employment Preparation Centre Inc. 367,829.00
Visions Employment Inc. 336,258.00
BAY ST. GEORGE COMMUNITY EMPLOYMENT
CORPORATION 333,664.00
Cape Freels Dev. Assoc. 324,595.00
Gander & Area Chamber of Commerce 322,695.00
Labrador Friendship Centre 314,448.00
Br. T. I. Murphy Learning Resource Centre Inc. 303,970.00
Twillingate - New World Island Development Association 302,103.00
Humber Valley Community Employment Corp. 300,171.00
South Coast Community Development Corporation 297,680.00
Ability Employment Corporation 285,106.00
Employment Connection Centre 284,922.00
Lewisporte Area Chamber of Commerce 281,306.00
Women in Resource Development 279,881.00
Avalon West Community Development Corporation 274,472.00
Community Centre Alliance 274,403.00
Metro Business Opportunities Corp. 266,761.00
Humber Community YMCA 255,608.00
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Organization Name Amount
Burin Peninsula Supported Employment Services 245,039.00
Genesis Employment Corporation 241,755.00
Canadian Homebuilders Association-Eastern Newfoundland 227,389.00
Fogo Island Co-operative Society Ltd. 223,289.00
Alexander Bay Terra Nova Dev. Assoc. 216,370.00
Exploits Community Employment Corporation 215,921.00
Emerald Business Development Corporation 214,152.00
GREEN BAY YOUTH CENTRE INC 213,070.00
Gambo & Area Employment Corporation 208,647.00
Port aux Basques Community Employment Corporation 204,874.00
Fortune Community and Youth Centre 193,127.00
SEDLER Community Employment Corporation 180,527.00
White Bay South Management Committee 177,694.00
John Howard Society of Newfoundland 173,311.00
Town of Placentia 155,925.00
Vera Perlin Society 155,471.00
Green Bay Community Employment Corporation 140,817.00
Green Bay South Education Committee 139,371.00
Fortune Bay East Development Association 138,760.00
Labrador West Employment Corporation 134,015.00
St. John's Native Friendship Centre Association 133,719.00
Gander Area Community Dev. Corp. 132,920.00
Southern Labrador Development Association 128,001.00
Deer Lake Community Learning Centre 118,370.00
Association for New Canadians, AXIS 113,759.00
BURGEO TOWN COUNCIL 112,713.00
PORT AU PORT ECONOMIC DEVELOPMENT ASSOCIATION 108,728.00
Lake Melville Community Employment Inc. 105,893.00
St. Barbe Development Association 103,965.00
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Program ABE
Background
Goals
Adult Basic Education (ABE) is a provincial program for adult learners and is made up of three
levels: Level I refers to basic literacy (similar to skills obtained in K-6); Level II is similar to the
junior high school program; Level III corresponds to grades 10-12 and requires the completion of a
minimum of 36 credits in order to graduate. ABE Levels I/II/III are all currently classroom-based
programs that operate on a full-time basis. Levels II/III are also offered in classrooms on a part-
time basis. Level I is also available in an eLearning format in four regions of the province.
The goals of the ABE program include:
1) to provide a second chance educational program for adults to achieve a high school
equivalency graduation diploma;
2) to increase literacy rates in NL;
3) to increase participation in post-secondary education programs;
4) to better prepare people in NL for employment; and
5) to better develop a skilled work force in NL to participate in our expanding economy.
Objectives
The objectives of the ABE program are as follows:
1) to increase number of participants transitioning from Levels I to II to III;
2) to deliver a high school equivalent curriculum to adults in NL;
3) to increase access to ABE in NL; and
4) to reduce barriers hindering ABE participation in NL.
Target Population
The main target for this program is adults who are least 18 years of age (college 17 years), out of
school for at least one year and who have not graduated from high school. Some students who
have graduated from high school and wish to upgrade their educational credentials for post-
secondary admissions also enroll in this program.
Budget & Administration
The budget for 2011-12 - $7,149,000. [$6 Million grant-in-aid to College of the North Atlantic to
deliver the ABE program (Level I at 11 campuses and Level II and III in 17 campuses); The
department also provides $1,047,113 in grants to 13 community-based organizations to deliver the
ABE program (mostly Level I but two sites also offer Levels II and III)].
Annually, the department provides approximately $22.1 million related to ABE programming as
follows:
$6 Million grant-in-aid to College of the North Atlantic to deliver the ABE program (Level I
at 11 campuses and Level II and III in 17 campuses);
The Department provides approximately $1.1M in grants to 13 community-based
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Review Findings
organizations to deliver the ABE program (mostly Level I but two sites also offer Levels II
and III). The Department also provides approximately $166,000 in grants to two community-
based organizations to deliver basic literacy services through one-to-one tutoring.
ABE operational supports through the Adult Learning and Literacy Division total
approximately $460,000.
The Department also provides $13.5M in client funding annually via Income Support and
LMDA/LMA.
Approximately 2,000 students per year participate in ABE.
The program is administered by staff located at provincial office.
Governing Legislation & Directives
N/A
Findings & Recommendations
Policy Issues AES is required to transfer to the College of the North Atlantic
approximately $6 million annually for which AES receives approximately
1250 seats. However, in the event any of the 600 seats are not occupied by
income support clients, if clients from Skills Development (LMDA) use
any of the vacant seats, the department pays for the seat again (at a higher
rate).
Currently the administration of ABE involves three divisions: LMDA,
CEYS and Adult Learning and Literacy (ALL). However, there is no
formal protocol in place regarding the sharing of information and program
coordination. As a result, there are likely inefficiencies and increased
costs associated with the ABE program.
The department currently requires income support clients to attend ABE
training through the public college system. This is required even if it is
more cost effective for the department and more convenient for the client
to attend a private college that maybe closer to where the client lives.
However, if the client is sponsored through LMDA, they have a choice as
to where they complete ABE training. As a result, the department may be
spending more than it needs to and clients may be inconvenienced by the
current policy.
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Recommendations The department should consider whether it is appropriate to be transferring
funding to “buy” ABE seats and whether it should be paying for seats
multiple times.
The department should develop a formal protocol for the three divisions
involved in the ABE program to ensure that they communicate and
coordinate activities to optimize service delivery and reduce overall costs.
The department should consider whether the current policy of having
income support clients limited to the public college system for ABE
training is appropriate.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
ABE Level l is currently available in an eLearning format for those who
are unable or unwilling to participate in a classroom-based program;
however, Levels II and III are not available in an eLearning format. As a
result, some clients are unable to complete ABE level II and III in an
eLearning format which may accommodate current working and family
circumstances.
Currently ABE level I classroom instruction is only available during
normal working hours i.e. 9am-5pm. As a result, it limits accessibility for
either those currently working or those with family circumstances
preventing them from attending day time programs.
The department provides annual renewal funding ($1.2 million) to
approximately thirteen 3rd
party agencies offering ABE level I and two
organizations offering one-to-one literacy tutoring support. This is done
without any RFP and, as a result, any new requests for funding to deliver
the program cannot be assessed on merit relative to other organizations
being funded.
Decisions regarding ABE clients (income support, LMDA and LMA) and
ABE program delivery are made by three divisions within AES: Adult
Learning and Literacy, LMDA and CEYS. There is no formal
communication protocol and as a result, interaction among the three
divisions has been only when an issue emerges.
The department does not track ABE clients to determine whether the
intervention resulted in either the client transitioning through the three
levels of ABE or whether the client made a permanent attachment to the
labour market.
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Review Findings
Currently ABE instructors are not provided with formal training in
addressing the complex needs of their students. As a result, instructors
may not be able to appropriately refer or respond to students as issues arise
possibly resulting in higher levels of student attrition.
Similar to other provincial grant funding, ABE funding can become a
major source of core funding for 3rd
party organizations. As a result, if the
department decided to not fund ABE, some 3rd
party organizations may be
forced to close.
There is a financial incentive for public and private colleges to maximize
the duration of ABE training. Staff expressed concerns that some of the
assessments have clients rated lower than necessary resulting in
maximizing the duration and cost of ABE training. It was noted that there
was no justification for the inaccurate assessment. As a result, the
department is paying more than necessary for clients to complete ABE
training.
The department does not apply a return on investment model in the
determination of whether an individual should be funded for ABE.
Recommendations The department should consider exploring multiple and flexible delivery
formats for ABE to increase participation and completion rates and to
reduce overhead costs associated with classroom based learning.
The department should continue with its efforts to establish the most
appropriate and cost effective approach to deliver ABE.
The department should consider a formal communication protocol among
CEYS, LMDA and Adult Literacy divisions.
The department should implement a process to track transitioning of ABE
clients through school and work.
The department should determine whether ABE instructors should be
provided with formal training on how to deal with complex needs clients.
The department should determine whether the use of an RFP process
would reduce the dependency of 3rd
party organizations on ABE funding.
The department should take immediate action to ensure that ABE
educational assessments are completed accurately.
The department should determine whether a return on investment model
should be used in the determination of sponsorship of ABE.
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Review Findings
Current Status (Ongoing Activities)
An ABE review committee has been established.
Quick Wins
The department should consider a formal communication protocol among CEYS, LMDAand Adult
Literacy divisions
Streamlining & Consolidation Opportunities
The department could develop a formal protocol for the three divisions involved in the ABE
program to ensure that they communicate and coordinate activities to optimize service delivery
and reduce overall costs.
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Review Findings
Program Student Financial Services Division (SFSD) – Loans and Grants
Background
Goals
The Government of Canada and the Government of Newfoundland and Labrador work together
through an integration agreement to provide student financial assistance to eligible residents of the
province.
Objectives
The Department of Advanced Education and Skills (AES) mission is to improve the quality and
the delivery of supports and services to its clients. The Student Financial Assistance program
assists by making available to residents, both loans and non-repayable grants which aid in ensuring
post-secondary education is accessible and affordable.
Target Population
The target population for the Student Financial Assistance program is new and returning post-
secondary students who are eligible residents of the province.
Budget & Administration:
The budget is $2,172,800 gross and $1,153,300 net of Federal revenue and part of operating
budget.
During the 2010-2011 academic year, 8,714 post-secondary students applied for assistance with
96% of them applying online. Of those, 7,433 students (85% of those who applied) were approved
for assistance. Of the 2010/11borrowing population, 48% attended Memorial University, 21%
attended the College of the North Atlantic, 16% attended private colleges within NL and the
remaining 15% attended institutions that are out of the province.
Departmental staff 29 distributed as follows :
25 at the main office for the division is located at Coughlan College,
4 located in Career Work Centres at the four regional offices.
Stakeholders include educational institutions, students, the Student Loan Corporation, HRSDC -
Canada Student Loans Program, the National Student Loans Service Centre and Institutional
Services Division.
Program funding is disbursed by the Student Loan Corporation (grants and subsidies) to the
National Student Loans Service Centre who then distributes approved Federal/ Provincial Student
Financial Assistance to students and educational institutions.
Governing Legislation & Directives
Canada Student Loans Act and Regulations;
Canada Student Financial Assistance Act (CSFAA) and Regulations;
Newfoundland and Labrador Student Financial Assistance Act and Regulations; and
Student Financial Assistance Act and Regulations.
Findings & Recommendations
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Review Findings
Policy Issues The department does not do an effective job of branding and promoting
programs and services resulting in individuals not being fully informed
about programs and services.
Currently, persons with disability requesting financial assistance to attend
post secondary training can either apply for federal or provincial assistance.
However, there are differences such as:
The definition of disability differs;
Provincial funding is not income tested or needs based; and
Provincial funding has no cap.
Recommendations The department should determine whether it needs to undertake a branding
and promotion campaign.
The department should determine whether benefits available to persons
with disabilities should be consistent among programs.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Although many documents are already included in TRIM, correspondence
with students is currently printed, mailed and trimmed after the fact.
Automated forms and letters issued to students are outdated and need to be
revised to adapt plain language and improve readability.
The current process to determine eligibility for the Debt Reduction
program is a manual process for educational institutions and the Student
Aid division and requires significant resources to administer.
The department is not fully utilizing social media to connect with students.
For example, the department is not using Twitter or Facebook and has not
implemented any Smartphone applications. Two other provincial
jurisdictions have recently adopted these applications.
There may be a duplication of functions between Student Loan
Corporation, Student Aid and the department’s Corporate Services
Division.
Recommendations Email correspondence should be generated through Student Aid
Management System (SAMS) and trimmed automatically to student files
(could be delivered to students via e-mail). This is the preferred delivery
mechanism among students. All forms and letters could then be available
on the students’ online account at the time of mailing.
Automated forms and letters should be revised.
The department should consider developing a web based interface with
educational institutions to more efficiently confirm eligibility for the Debt
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Review Findings
Reduction Program.
The department should consider the use of social media and Smartphone
applications to connect with students.
The department should consider whether there is a duplication of
functional areas that could be combined.
Current Status (Ongoing Activities):
None identified
Quick Wins:
Automated forms and letters and the students online account could be revised. Infrastructure with
modifications is currently in place to support these enhancements.
A Smartphone application could be implemented.
Streamlining & Consolidation Opportunities:
The department should consider having one application and a common assessment for all programs
and services (including persons with disabilities) that utilizes both federal and provincial funding.
A review of SFA operations and administrative functions should be undertaken if it is determined
that the Student Loan Corporation is a practical fit with the suite of financial services offered by
the department’s corporate service division.
There could be a common financial assessment tool used to determine the level of benefits clients
are entitled to receive.
The department could consider developing service standards for all divisions. In this regard,
current service standards in place at the Student Aid Division, which appear to be effective, could
be considered.
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Review Findings
Program ABE Supports
Background
Goals
To assist Income Support eligible clients access and continue their participation in ABE Level II
and III.
Objectives
To provide additional individual support to IS eligible clients to access and continue their ABE
Level II and III program participation Note: For clients of income support and those eligible for
service under the Dept.'s regulations additional monetary supports are recognized as needed to
assist clients prepare to engage and to maintain their participation in the ABE program, specifically
individual financial supports beyond those offered under the income support program which tend
to focus on the provision of basic life substance such as food and shelter.
Target Population
IS eligible and those eligible under the Dept regulations and those under the Labour Market
Agreement.
Budget & Administration:
The budget for 2011-12 - $600,000.
The total number of clients served in 2011-12 = 659
The program is administered by regional staff involved in CEYS programming and the partial
work of two staff at provincial office (Manager of Client Services and Program Consultant).
The program is delivered via allowance & assistance.
Governing Legislation & Directives
The Income and Employment Supports Act, the Department Regulations, and Employment
Development Support Policy.
Findings & Recommendations
Policy Issues The monthly stipend of $50 provided to income support clients to cover
incidental expenses such as daily lunch and supplies is not adequate.
Although ABE is “free” for the general population, AES is required to
transfer to the Department of Education approximately $1.5 million
annually for which AES receives approximately 349 seats annually at the
College of the North Atlantic.
In the event any of the 349 seats are not occupied by income support
clients, if clients from Skills Development (LMDA) use any of the vacant
seats, the department pays for the seat again (at a higher rate).
Recommendations The department should determine whether the monthly stipend to cover
incidental expenses needs to be increased.
The department should consider whether it is appropriate to be transferring
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Review Findings
funding to “buy” ABE seats and whether it should be paying for seats
multiple times.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The program is currently delivered through three separate information
systems (CAPS, CSMS and CSGC). As a result, there is a lack of
integration and information necessary to manage the program is not readily
available.
Although income support ABE clients are supposed to be case managed by
the CEYS CSOs, it is not always being done. As a result, the department
has limited information on client progress, and overall outcomes of the
program.
Recommendations The department should consider options for providing staff with
information to adequately manage the ABE program.
Income support ABE clients should be adequately monitored to determine
their progress in the program.
Current Status (Ongoing Activities)
A team has been established to review the ABE program.
Quick Wins
Income support ABE clients should be monitored to determine their program progress.
The department should consider the current differences in stipends for clients participating in
employment/education interventions with a view to ensuring a more consistent approach.
Streamlining & Consolidation Opportunities
Currently participation in ABE is funded and administered by LMDA, CEYS and AE. As an
alternative, there could be one mechanism for the administration of ABE for all AES clients.
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Review Findings
Program LMAPD Training Services
Background
Goal
To assist individuals with significant disability related challenges make a labour market
attachment.
Objective
Address Strategic Issues 1 and 2 of the Departmental Strategic Plan by providing funding for
supports to allow persons with disabilities to complete their first post-secondary certificate,
diploma or degree and increase their opportunity of making a labour market attachment using the
skills they acquire.
Target Population
Persons with a disability and accompanying significant disability related challenges to accessing
post-secondary training, education or employment.
Budget & Administration
The budget for 2011-12 - $2,767,100.
The program is administered and monitored by regional office staff.
Total number of clients served in 2011-2012: 310
The program is delivered via allowances & assistance.
Governing Legislation & Directives
Income & Employment Support Act & Regulations, Labour Market Agreement for Persons with
Disabilities (LMAPD) Training Services Policy.
Findings & Recommendations
Policy Issues This program overlaps with the Federal/Provincial student loan program
available for all students wishing to participate in post secondary
education. It provides funding in grant form to cover 100% of reasonable
costs. However, persons with disabilities are not required to apply for the
student loan program. As a result, there is no requirement for parental
contributions to be assessed as required under the student loan program,
and there is lost federal funding (i.e. Canada-NL Study Grants for Persons
with Disabilities of $8,000 per year and Access Grants of $2,000 per year.)
which is not being availed of. If persons with disabilities were required to
apply for a student loan it would likely address the waitlist.
Recommendations The department should consider requiring individuals with disabilities to
apply for a student loan for post secondary education prior to accessing this
program.
Legislative Issues None identified.
Recommendations N/A
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Review Findings
Business Process
Issues
Although demand for the program exceeds the budget allocation given the
attrition in this program the department ends up with slippage (e.g.
approximately $300,000 in 2011-2012).
Commencing in fiscal year 2011 the division received executive approval
to over commit in the CAPS system in an attempt to be able to reduce the
slippage associated with program attrition and approve additional
applicants on the waitlist by using the slippage. As a result, the department
assumed a risk whereby it could have exceeded its budget allocation for
this program.
There are individuals being assessed by staff and included in the program
or waitlisted even though the individuals do not meet the eligibility criteria
for disability under this program. As a result, some ineligible individuals
may be either receiving funding for this program, or waitlisted.
A case was identified whereby an individual, for the past 30 years, has
been living outside the province and receiving vocational therapy. The
department also funds travel back to Newfoundland and Labrador once per
year along with a trip to another province (currently costing approximately
$150k per year).
The approvals for this program are not tied to strategic departmental
priorities. Therefore, programs could be approved for funding that are not
tied to labour market needs.
There are situations where the curriculum for a program has been modified
such that the individual upon completion would not meet the credentials to
work in the industry. As a result, there are situations where an individual
will not successfully attach to the labour market in their field of study.
Recommendations The department should consider introducing processes to improve budget
forecasting and monitoring to reduce slippage and the need for over
committing in the program.
The department should consider the introduction of additional training to
ensure staff are complying with the eligibility policy requirements of the
program.
The department should look to transfer responsibility for the support of
residential programming to the Department of Health and Community
Services.
The department should ensure that the appropriate labour market
information is available to support and promote the selection of career
options which align with the strategic priorities of the department.
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Review Findings
The department should ensure that staff are supporting clients in pursuing
and achieving realistic and attainable career goals.
Current Status (Ongoing Activities)
The Policy and Planning division is completing a review in 2012-2013 fiscal year using client
surveys.
There is a committee established to review the compatibility between the Canada Student Loan
Program and this program.
In addition provincial office is reviewing the files of all clients funded under training services to
capture outcomes including whether individuals completed their post-secondary program, are
currently working and, if so, whether they are employed in the field of study.
Quick Wins
None Identified
Streamlining & Consolidation Opportunities
Program in line with Student Aid - both have agreements with HRSDC
Both programs could complement each other. Student Aid is purely Federal up to $10K in grants,
LMAPD funding exceeds that with a provincial-federal agreement that could be provided in
addition.
Looking towards Student Loan program for possible coordination of services in order to better
meet demand. Disability related grants available thru Student Aid. There may be benefits for the
department defining permanently disabled in the same way as student aid for this program.
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Review Findings
Examples of Payments from LMAPD Training Services
Organization Name Amount
VERA PERLIN SOCIETY, INC 1,042,350.00
INDEPENDENT LIVING RESOURCE CENTRE 475,971.00
CANADIAN PARAPLEGIC ASSOCIATION 244,592.10
CALYPSO FOUNDATION 173,972.00
PAB COMMUNITY EMPLOYMENT CORPORATION SENL 167,714.82
AUTISM SOCIETY OF NEWFOUNDLAND 143,000.00
CANADIAN NATIONAL INSTITUTE FOR THE 114,000.00
NEWFOUNDLAND & LABRADOR ASSOC OF THE DEAF 104,000.00
NFLD ASSOC FOR COMMUNITY LIVING 65,000.00
NEWFOUNDLAND COORDINATING COUNCIL ON 44,100.00
COALITION OF PERSONS WITH DISABILITIES 14,000.00
ARMS-ACCOUNTABILITY RESOURCE MANAGEMENT 9,375.00
DENNIS FUDGE CONTRACTING LIMITED 8,651.60
ABILITY EMPLOYMENT CORPORATION 6,404.00
BLUE RIDGE INC 5,047.20
EXPLOITS COMMUNITY EMPLOYMENT CORP 2,500.00
PREMIERE ATLANTIC LTD 2,304.00
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Review Findings
Program Post Journey and Specialized Training
Background
Goals
The Apprenticeship and Trades Certification Division works in partnership with training
institutions and employers, to deliver training in key sectors which are related to upcoming capital
projects in the province and to keep journeypersons up to date with the latest technology in their
field.
Objectives
To provide EI eligible Journeypersons with training to upgrade their skills, learn new techniques or
unique skills for a particular capital project.
Target Population
EI eligible certified Journeypersons.
Budget & Administration
The budget for 2011-12 - $5,800,000.
The program is administered by the Apprenticeship and Trades Certification Division.
Number of clients served annually: approximately 500
Governing Legislation & Directives
Apprenticeship and Certification Act
Findings & Recommendations
Policy Issues The department does not proactively consider the workforce requirements
(e.g. specialized trade procedures) for large scale projects and the
associated costs. As a result of operating on a more reactive basis, it is
difficult to budget for the identified need.
Recommendations The department should proactively plan and budget for training required
for large scale projects.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
There is no budget allocation for this program; instead, it is part of the $5.8
million budget allocation for apprenticeship training. As a result, there
may be times when there are insufficient funds available for identified
training because the funds have been used to train apprentices.
The apprenticeship training budget allocation is $5.8 million annually each
of the last five years; however, actual expenditures have been
approximately $6.5 to $7 million with the additional funding obtained from
slippages in other LMDA programs. As a result, the current budget
allocation is not sufficient.
The current tracking system has limited capabilities and does not allow the
department to accumulate journeyperson skill sets at a subset level (e.g. a
welder certified for titanium).
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Review Findings
Recommendations The department should determine whether it is appropriate to have a
separate budget allocation for post journey and specialized training.
The department should consider the current budget allocation for the
apprenticeship training program with a view to ensuring it is sufficient to
meet ongoing demand.
The department should consider options for increasing the search
capabilities of the current information system in order to obtain
information necessary for workforce planning.
Current Status (Ongoing Activities)
There is a committee currently reviewing the Apprenticeship Program.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
All programs approved for post journey training specific to the skilled trades should be posted on
the Apprenticeship and Trades Certification Website via an Apprenticeship Training Calendar.
The calendar would consist of annual post journey and specialized training registration dates, the
enrollment form, training schedules, and time critical updates regarding registration and technical
training. KIV: This could result in significant uptake increases and result in increased costs.
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Review Findings
Program Career and Financial Counseling Services
Background
Within the continuum of services available at Student Financial Services, this area of the operation
primarily focuses on clients who are engaged within the student aid system but for any number of
reasons are not progressing within prescribed policies. Staff are responsible for reviewing a clients
academic and financial progress to date and to work with clients in making decisions going
forward. In addition, staff are responsible for ensuring provincial post-secondary institutions offer
career/financial counseling programs at the institutional level. This unit also ensures post-
secondary institutions (public and private) are in compliance with the federal/provincial
Designation Policy.
Goals
To provide services to students and post-secondary institutions on specialized work related to the
counseling of individuals seeking financial assistance to pursue post-secondary study.
Objectives
To ensure students are progressing satisfactorily within their chosen field of study; to ensure post-
secondary institutions provide career and financial counseling services; to ensure post-secondary
institutions are in compliance with the federal/provincial Designation Policy
Target Population
1) Students who have been identified via internal referral procedures who are not progressing
satisfactorily within chosen field of study, are choosing to pursue a supplemental field of study or
scenarios which fall outside of normal operating procedures but require a more
intensive/confidential level of communication.
2) All provincial post-secondary institutions - provision of career/financial counseling services
and compliance with federal/provincial Designation Policy.
Budget & Administration
Budget is approximately $190,000 and is included within the divisional salary and operating
budget.
Total number of clients served is approximately 8,700.
3 FTE staff - located at Coughlan College, St. John's.
Governing Legislation & Directives
Student Financial Assistance Act and Regulations – Federal and Provincial
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
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Business Process
Issues
There is a lack of integration of counseling and information services within
the department. For example:
The three staff in the Career and Financial Counseling Services group
(GS-38) at Student Aid primarily focus on clients within the student
aid program, while the other 40 Career Development Specialists (GS-
36) throughout the department focus on a broader client population,
approximately 12 Labour Market Development Officers (GS-40) are
primarily employer focused; and
Career and Financial Counseling staff and Regional Information
Officers (GS-30) at Student Aid provide specialized services to high
schools and educational institutions on the student aid program. In
addition, 12 (GS-40) Career Development Liaison Officers (GS 40) in
the CEYS division provide general information on the department’s
suite of services.
Recommendations The department should determine how to share information and services
among counselors, specialists and officers that leads to an improved level
of service.
The department should review activities and determine whether there is an
opportunity to integrate Career and Financial Counseling staff and
Regional Information Officers at Student Aid with Career Development
Liaison Officers in the CEYS division.
Current Status (Ongoing Activities)
None identified
Quick Wins
None identified
Streamlining & Consolidation Opportunities
The department could have more integration and sharing of information and services among career
counselors which could lead to an improved level of service.
The department could integrate Regional Information Officers at Student Aid with Career
Development Liaison Officers in the CEYS division to provide a more coordinated approach to
service delivery.
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Review Findings
Program PLAR/Essential Skills
Background
Goals:
PLAR is a process of receiving credit for learning acquired through previous experiences;
Essential Skills are identified for trade specific occupations - including in development of Plans of
Training; used as a resource to guide and assist credits.
Objectives:
PLAR assists individuals to identify personal strengths and goals; prove knowledge, skills and
abilities for employment; gain academic credit; attain occupational licensing or certification; to
reduce the overall time it takes to complete an apprenticeship or become certified via the Trade
Qualifier route.
Target Population: Apprentices, Employees, Skilled Workers, and Foreign workers seeking recognition of work
experiences and certifications obtained outside of Canada.
Budget & Administration
Apprenticeship and trades certification operating budget.
Lead responsible for PLAR is a PDO located at Corner Brook Regional Office. PDO leads process
development; training workshop and in-service. Trade specific instructors are key to conducting
the PLAR evaluation process with individuals who apply for credit.
There were 75 clients assessed by PLAR/Essential Skills in 2011-12.
Governing Legislation & Directives
Apprenticeship Training Act.
Findings & Recommendations
Policy Issues There can be inconsistencies in the determination of an individual’s skills
and competencies which results in either different requirements for the
completion of the apprenticeship program or assessment of seasoned
skilled workers (possible trade qualifiers).
Recommendations Policies and procedures should be more clearly defined and designated
assessors should be provided with appropriate training to ensure
consistency in policy interpretation.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
There are inconsistencies in PLAR policy among the institutions which
currently result in inconsistencies in the determination of an individual’s
skills and competencies which results in either different requirements for
the completion of the apprenticeship program or assessment of seasoned
skilled workers (possible trade qualifiers).
Recommendations AES should work with the institutions and coordinate a process which will
increase consistency in the assessment standards related to apprenticeship
programs.
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Review Findings
Current Status (Ongoing Activities)
Committees established looking at all apprenticeship issues. In addition, the Advanced Studies
branch has completed a jurisdictional review of best practices in PLAR as well as developed an
action plan.
Quick Wins
Increased consistency across colleges involved in the PLAR process. Identification of practical
skills where competency has been achieved and identify gaps and required training needed to fill
those gaps. Reduce number of attempts an individual will need on a certification exam to achieve
journeyperson certification.
Streamlining & Consolidation Opportunities
The PLAR concept could be applied to all AES clients to ensure formal and informal qualifications
are appropriately recognized in the determination of their employment plans.
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Review Findings
Program Career Development Partnership Initiative
Background
Goals
Through an increase in information, resources, and activities provided by CDPI to supplement
other career development activities including the infusion of stakeholder supports K-12 students,
within the Province, will increase their career development capacity; increase their understanding
for the labour market opportunities within Newfoundland and Labrador; and implement career
strategies that see them build their career paths while living and earning in the Province.
Objectives:
Program objectives include:
Increase awareness of labour market information and employment trends especially as they relate
to NL;
Awareness of skilled trade opportunities; awareness of non-traditional occupations;
Awareness of the relationship between school subjects and education, and career choices;
awareness of educational opportunities and how educational choices impact on future career
options;
Awareness of financial (student loans, scholarships etc) and other supports to assist with
educational choices and off setting the cost of training and education;
Awareness of job search goal setting, job search strategies; resume writing, interviewing and
success on the job;
Awareness of employability and essential skills; and
Awareness of opportunities to build and develop ones careers while living and working in
Newfoundland and Labrador.
Target Population:
Career Development Liaison Officers (CDLO's) work with students, parents, schools, district staff,
community, industry and others as needed.
Budget & Administration
The budget for 2011-12 - $125,000. [plus salaries in the regional operating budget]
The program is administered by 10 Career Development Liaison Officers (CDLOs), Client
Services Manager and a Lead at provincial office. Regional CDLO staff work with Client Services
Managers (CSMs ) to track and monitor usage of allocated budget.
Governing Legislation & Directives
Income and Employment Support Act
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
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Review Findings
Business Process
Issues
Upon fiscal 2012 there was a separate operational budget for CDPI;
however, in fiscal 2012 $110,000 of the $125,000 operational budget for
CDPI was included in the regional operating budget. As a result, CDPI
staff have indicated that they are not able to meet all their travel and
resource requirements.
Although the department spent approximately $4,500 on the development
of promotional material for CDPI, the material was neither approved nor
distributed.
The department has not yet determined how youth engagement activities
currently funded by the department will be included in the department’s
new mandate.
Currently the mandate of CDPI is not to specifically deal with children of
income support clients; instead the focus is on all students. If the
department requires a focus on children of income support clients, the
program would have to be refocused.
Although the department has several groups (CDPI, Student Aid and
Apprenticeship), visiting schools and funds several entities (e.g. CNA,
MUN), there is no formalized approach to coordinate the activities. As a
result, the information may not be delivered as efficiently or effectively as
it could be.
Recommendations The department should determine whether a separate operating budget
should be re-established for CDPI.
The department should determine what it wants to do with the promotional
material developed for CDPI.
The department should determine and clearly define how youth
engagement activities currently funded by the department are aligned with
the department’s new mandate.
The department should determine whether it wants CDPI to have a specific
focus on the children of income support clients.
The department should consider a formalized approach to coordinate the
activities of groups responsible for visiting schools.
Current Status (Ongoing Activities)
None identified. Quick Wins
The department could determine what it wants to do with the promotional material developed for
CDPI.
Streamlining & Consolidation Opportunities
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Review Findings
The department could consider a formalized approach to coordinate the activities of groups
responsible for visiting schools.
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Review Findings
Program Employment Assistance Services
Background
Goals
Services provided to EI eligible individuals by 3rd
party agencies. Services may include
assessment, employment counseling, job search training, provision of labour market information
and case management including a 12 week follow-up with clients post intervention to identify their
employment status.
Objectives
To provide funding to organizations to enable them to offer employment assistance services to
unemployed persons. These services can be provided on an individual basis or in a group setting.
Target Population
EAS provides employment services for unemployed persons who are legally entitled to work in
Canada. For purposes of EAS, "unemployed" is defined as individuals who meet any of the
following criteria:
1. are not working at all and actively seeking employment;
2. are working less than an average of 20 hours per week; and are actively seeking full-time
employment or, in the case of persons with disabilities who are unable to work full-time, and are
actively seeking increased employment;
3.in receipt of a notice of imminent lay-off; or
4.must leave their current occupation due to medical reasons.
Budget & Administration
The budget for 2011-12 - $18,506,000.
Total number of new clients served annually: 12,100.
The program is administered by regional staff with three contracts administered at provincial level
given provincial scope of service delivery for the organization. Approval of agreements is
normally in accordance with delegated authorities. This past year, as a result of the review of EAS,
all approvals were at Provincial Office. Within the Department, there are currently 97 frontline
positions (82 CSOs, 15 Admin) involved in the delivery of LMDA programs. About 50% support
the delivery of Skills Development, the other 50% support the delivery of Programs (JCP, Wage
Subsidies and EAS/SEA Contracts).
The program is delivered via grants to 3rd
party agencies
Governing Legislation & Directives
LMDA Agreement; Program policies, directives and guidelines, terms and conditions.
Findings & Recommendations
Policy Issues None identified.
Recommendations N/A
Legislative Issues None identified.
Recommendations N/A
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Review Findings
Business Process
Issues
Currently, there are no standardized activities for EAS agreements nor is
there a standardized schedule of rates that could be provided to the service
provider for the delivery of the program. As a result, EAS 3rd
party service
providers do not always offer the same services and may be funded at
different rates;
Although the division has a risk based approach to determine the minimum
level of monitoring required for each EAS contract, it does not have any
mechanism for ensuring that the required monitoring is actually performed.
As a result, the division cannot readily conclude that the identified
monitoring took place.
The department does not have a formal plan to evaluate EAS activity and
determine whether the offices are meeting their objectives.
During peak periods for clients seeking support to attend school, the wait
times to see a case manager are quite long resulting in some clients not
being able to have their Skills Development application completed and
submitted by the deadline.
Currently, the department does not have online capability whereby an
individual can develop their own action plan. As a result, all clients,
except apprentices, must visit an EAS and meet with a Case Manager to
develop their RTWAP.
The Department uses CSGC for LMDA program management. The 3rd
party agencies use ARMS. There are significant issues with existing
interfacing between these systems that results in significant error rate.
Recommendations The department should use standardized contracts with EAS offices to
ensure consistency of services and funding.
The department should implement a process to ensure that required
monitoring of EAS contracts is performed.
The department should develop a formal plan and evaluate EAS activity
and determine whether objectives are being met.
The department should consider developing online capability for
individuals to complete action plans.
Current Status (Ongoing Activities)
A Unified Client Service Flow team has been established.
Efforts are underway to develop standardized EAS agreements.
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Review Findings
Quick Wins
The department could develop standardized EAS agreements which include standardized rates,
eligible costs and ratios of clients served.
Streamlining & Consolidation Opportunities
Redirect all AES funded services currently offered through EAS to AES offices.
Determine whether it is necessary for all individuals to complete the RTWAP.
Develop a common assessment tool to streamline the client intake process and enhance the
integration of client services.
The Department could consider an integrated case management system for itself and 3rd party
agencies.
Examples of Payments from Employment Assistance Services
Vendor Name Amount
THE COMMUNITY EDUCATION NETWORK FOR SOUTHWESTERN NF 1,701,994.00
YMCA-YWCA OF NORTHEAST AVALON 1,632,947.00
Celtic Business Development Corporation 1,338,079.00
Community Business Development Corporation Trinity Conception 1,321,020.00
Canadian Paraplegic Association 1,129,263.00
Random North Development Association 824,303.00
Mariner Resource Opportunities Network Inc 691,387.00
Avalon Employment Inc. 659,691.00
CENTRAL COMMUNITY DEVELOPMENT CORPORATION 603,732.00
Women Interested in Successful Employment (WISE) 545,500.00
The Burin Peninsula Chamber of Commerce 486,120.00
Women in Resource Development Inc. 414,456.00
NunatuKavut Community Council 385,105.00
The Employment Preparation Centre Inc. 367,829.00
Visions Employment Inc. 336,258.00
BAY ST. GEORGE COMMUNITY EMPLOYMENT CORPORATION 333,664.00
Cape Freels Dev. Assoc. 324,595.00
Gander & Area Chamber of Commerce 322,695.00
Labrador Friendship Ctr. 314,448.00
Br. T. I. Murphy Learning Resource Centre Inc. 303,970.00
Twillingate - New World Island Development Association 302,103.00
Humber Valley Community Employment Corp. 300,171.00
South coast Community Development Corporation 297,680.00
Employment Connection Centre 284,922.00
Ability Employment Corporation 284,106.00
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Review Findings
Vendor Name Amount
Lewisporte Area Chamber of Commerce 279,481.00
Community Centre Alliance 273,423.00
Burin Peninsula Supported Employment Services 245,039.00
Genesis Employment Corporation 241,755.00
Fogo Island Co-operative Society Ltd. 223,289.00
Avalon West Community Development Corporation 222,279.00
Alexander Bay Terra Nova Dev. Assoc. 216,370.00
Exploits Community Employment Corporation 215,921.00
Emerald Business Development Corporation 214,152.00
GREEN BAY YOUTH CENTRE INC 213,070.00
Gambo & Area Employment Corporation 208,647.00
Port aux Basques Community Employment Corporation 204,874.00
Fortune Community and Youth Centre 193,127.00
SEDLER Community Employment Corporation 180,527.00
white Bay South Management Committee 177,694.00
John Howard Society of Newfoundland 173,311.00
Humber Community YMCA 172,871.00
Vera Perlin Society 155,471.00
Green Bay Community Employment Corporation 140,817.00
Green Bay South Education Committee 139,371.00
Labrador West Employment Corporation-EAS: 2011-2012 134,015.00
St. John's Native Friendship Centre Association 130,719.00
Fortune Bay East Development Association 130,589.00
Southern Labrador Development Association 128,001.00
Deer Lake Community Learning Centre 118,370.00
Association for New Canadians, AXIS 113,759.00
BURGEO TOWN COUNCIL 112,713.00
PORT AU PORT ECONOMIC DEVELOPMENT ASSOCIATION 108,728.00
Lake Melville Community Employment Inc. 105,893.00
JOHN HOWARD SOCIETY (STEPHENVILLE) 95,425.00
Gateway Status of Women Council 83,961.00
RAMEA ECONOMIC DEVELOPMENT CORPORATION 31,067.00
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Review Findings
Program Service Agreements for Youth (SAY)
Background
Goals
To fund organizations that support young people in their pursuit of post-secondary education
and/or employment opportunities.
Objectives
To strategically support young people in their pursuit of post-secondary education and/or
employment opportunities by providing financial resources to successful existing initiatives
and to identify new requirements;
To complement the Province's student debt reduction strategies;
To focus on youth in rural areas of Newfoundland and Labrador.
Along with the Department of Advanced Education and Skills, act as a coordinating agency
with respect to student employment programs, enhanced career opportunities and priority
youth related programs and services within line departments; and
Since this budget moved from the old Department of Youth Services and Post-Secondary
Education to the Department of Advanced Education and Skills, there has also been some
emphasis on helping youth/students on or at risk of being on Income Support in their transition
to post-secondary and to employment.
Target Population
Youth/students in their transition to post-secondary education and to employment with some
emphasis on helping youth on or at risk of being on income support in this regard.
Budget & Administration
The budget for 2011-12 - $669,000. Additional programs are funded through slippage from other
programs which increases the overall funding to $1.1M.
Total number of clients served: over 6,000 youth and students are served by this budget in over 35
different programs run by community agencies province wide.
The program is administered and managed by provincial office staff which includes Provincial
Manager - Youth Grants; Senior Manager - Youth Programs and Program Coordinator.
The program is administered via Grants & Subsidies.
Governing Legislation & Directives
The authority to run this program stems from the MC (2001-0146) that created the SIOC (Student
Investment and Opportunities Corporation) back in 2001 and the MC (2008-0117) that allowed the
Dept. of HLRE to take over running the SIOC programs in 2008. In 2011-12, the Youth Services
budget activity moved along with most programs from the Dept. of HRLE to the new Dept. of
AES.
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Review Findings
Findings & Recommendations Policy Issues The department has not yet determined how youth engagement activities
currently funded by the department will be included in the department’s
new mandate.
The financial accountability requirements are the same for all grants and do
not take into consideration the value of the grant.
The department has not established base line indicators necessary to
determine outcomes under the program. Instead activity levels are used to
determine the success of projects funded under the program along with
individual information on youth with complex needs.
The demand for this program exceeds current budget allocation.
Funding to organizations is an expectation from year to year once
approved. As a result, new initiatives which may have more merit do not
always be considered for approval due to existing budget commitments.
Recommendations The department should determine and clearly define how youth
engagement activities currently funded by the department are aligned with
the department’s new mandate.
The department should determine whether financial accountability
requirements should remain the same for all grants.
The department should determine how success can be measured within this
program.
The department should determine whether the current budget for this
program is sufficient.
The department should determine whether the approval of applications
should continue to be driven by historical commitments or whether all
applications should be assessed on their merit relative to all other
applications.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Currently the Youth and Student Services budget is monitored to identify
slippage which is redirected to either SAY, GTYO or GEP to meet ongoing
demand. Slippage has traditionally occurred in SWASP Paid, SEP-High
School, SEP-NPC, GEP and a number of other youth services programs
(often involving un-cashed vouchers). In 2012-2013 the slippage will be
approximately $430,000. The budget requests do not reflect the expected
program activity.
The regions are not involved, other than consultative, with the assessment
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Review Findings
of proposals. As a result, the input at a regional level may not be as
significant as it could be.
Recommendations The department should consider how budgets are currently established and
develop an acceptable solution which would support the development of
more accurate budget submissions.
The department should determine the input required from regions during
the review, assessment and recommendation process.
Current Status (Ongoing Activities)
None identified.
Quick Wins
N/A
Streamlining & Consolidation Opportunities
The department could consider the similarities among the SAY, GTYO and CYN and consolidate
the funding and service delivery.
Examples of Payments from Service Agreements for Youth
Organization Name Amount
COMMUNITY YOUTH NETWORK (24 Hub & 12 Satellite sites) 210,770.90
WABANA BOYS & GIRLS CLUB 116,456.00
FOR THE LOVE OF LEARNING, INC 110,000.00
NEWFOUNDLAND AND LABRADOR ASSOC 75,000.00
SMALLWOOD CRESCENT COMMUNITY CENTRE 66,250.00
DUNFIELD PARK COMMUNITY CENTRE INC 65,420.00
COMMUNITY CENTRE ALLIANCE 58,342.00
SKILLS CANADA-NEWFOUNDLAND AND LABRADOR 55,000.00
CBDC TRINITY CONCEPTION 52,500.00
WAY POINTS INC 45,000.00
EASTERN REGIONAL INTEGRATED HEALTH 41,320.54
WOMEN IN SCIENCE & ENGINEERING(WISE) 40,500.00
HARBOUR BRETON COMMUNITY YOUTH 35,000.00
WESTERN SCHOOL DISTRICT 25,000.00
COMMUNITY SECTOR COUNCIL OF 15,300.00
KANGIDLUASUK STUDENT PROGRAM INC 10,000.00
MADD CANADA 10,000.00
BAYNET INC 9,850.00
EXPLOITS COMMUNITY ASSOC INC 7,000.00
THE HUMBER COMMUNITY "YMCA" 5,775.00
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Review Findings
Organization Name Amount
BRIDGES EMPLOYMENT CORPORATION 5,000.00
COMMUNITY EDUCATION NETWORK 5,000.00
SMALLWOOD ERA DEVELOPMENT CORPORATION 3,406.40
EXPLOITS VALLEY ECONOMIC DEVELOPMENT 3,141.66
EASTER SEALS, NEWFOUNDLAND AND LABRADOR 3,000.00
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Review Findings
5-A-4 Employment Supports
Employment Supports provide employment counseling to assist individuals make a successful
labour market attachment. It also involves financial supports for training, job search, and expenses
related to commencing employment.
As the following table shows, a total of 8 programs with a cumulative budget of $14.5 million for
2011-12 were identified as being part of the “Employment Supports” category. Three of the
programs (Employment Development Supports (EDS), EDS Expansion and Employment
Counseling are for non-EI eligible individuals, two programs are for persons with disabilities
(Disability Related Supports and Internships to Promote Technology for Persons with Disabilities),
one program (Community Partners) is for persons 18 years and older, one program (Self
Employment Assistance) is for EI eligible individuals, and one program (Employment Related
Benefits) is for income support clients.
4 Employment Supports
11/12 Budget
($M's)
11/12 Actuals
($M's) Reference
Financial:
1 Employment Development Supports CEYS 0.800 0.835 5-A-4-1
2 EDS Expansion - LMA CEYS 0.640 0.441 5-A-4-2
3 Employment Related Benefits IS 1.496 1.295 5-A-4-3
4 Disability Related Supports CEYS 0.250 0.078 5-A-4-4
* 5 Internships to Promote Technology for Persons with Disabilities CEYS 0.350 0.350 5-A-4-5
6 Self Employment Assistance LMDA 5.369 5.300 5-A-4-6
Client Services:
7 Employment Counseling CEYS N/A N/A 5-A-4-7
* 8 Community Partners CEYS 5.600 6.648 5-A-4-8
Income, Employment & Youth Services Branch:
Career, Employment & Youth Services CEYS 6 7.640 8.353
Income Support IS 1 1.496 1.295
Labour Market Development & Client Services Branch:
Labour Market Development Agreement LMDA 1 5.369 5.300
Total Employment Supports Programs 8 14.505 14.949
* 3rd Party Grants
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Review Findings
The following charts illustrate the proportion of the 8 Employment Supports programs relative to the
overall interventions budget and the 70 programs included in the 6 categories used in the review and
analysis process.
Employment Supports , 8
AES Interventions (70 programs)
Employment Supports ,
14.505
AES Interventions ($412.392M budget)
The following charts outline 8 programs by current area of responsibility along with the
corresponding budgets.
CEYS, 6
IS, 1
LMDA, 1
Employment Supports Programs
by Current Area of Responsibility
CEYS, 7.640
IS, 1.496
LMDA, 5.369
Employment Supports Budgets (in $M's)
by Current Area of Responsibility
A number of issues were identified during the review of the 8 programs in the Employment Supports
category as follows:
Issues related to variations in the level and type of services provided, the mode of delivery as well as
inconsistencies in administration practices are categorized in the following four themes:
1. Strategic Approaches;
2. Budget Management;
3. Program Development and Administration; and
4. Systems and Tracking.
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Review Findings
1. Strategic Approaches
In the current context, employment counseling is offered internally by departmental staff and is also
offered via a contracted service through 3rd
party agencies. There has not been any formal
determination as to which client population will be served externally and which clients will be the
responsibility of departmental staff. Furthermore, the department has neither developed a
standardized approach to employment counseling for all client populations nor has it determined a
minimum service standard required for employment counseling to help ensure a consistent approach.
The lack of direction has resulted in duplication of services, overlap in duties and confusion for
clients and staff.
For example, the work performed for non-EI eligible individuals by departmental staff is the same as
the work performed by staff at EAS offices for EI eligible individuals. This results in AES clients
having to go to multiple service sites to access services and, because AES staff are only responsible
for the funding component of a return to work action plan for EI eligible individuals, counselors do
not have the opportunity to ensure labour market priorities are considered.
2. Budget Management
The demand for employment development supports exceeds the current allocated budget. As well,
LMA funding, which is scheduled to sunset in March 2014, is currently being used to fund
employment supports for non-EI eligible individuals. Without an alternate source of funding, there
will be a gap in employment development supports available to this client population. This issue
needs to be considered as the department implements new approaches to address current and future
labour market demands.
3. Program Development and Administration
AES currently funds approximately $14.5 million annually for employment related supports. The 8
programs included in this category are managed in three different divisions (CEYS, LMDA and
Income Support) and serve multiple client groups (persons with disabilities, income support clients,
and EI and non-EI eligible clients) with little or no collaboration between the divisions. Due to the
lack of a single Employment Supports program for all of the department’s clients, the following
issues exist:
Because the department does not have a formalized process to capture labour market
information on supply and demand to determine funding priorities, staff are unable to formally
consider labour market priorities during the employment counseling process.
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Review Findings
Employment development supports is a service offered internally through departmental staff
and externally through 3rd
party service providers. Without a formal determination as to the
role of 3rd
party agencies in employment development supports, a number of 3rd
party agencies
have multiple contracts with the department. As a result, agencies receive administration fees
for each contract, staff have to process and monitor multiple contracts and, because multiple
staff may be involved in the process, it is more difficult for the department to ensure that
duplicate funding is not provided e.g. bookkeeper salary funded more than once, as well as
duplicate services (internally and externally).
Although the CEYS Employment Development Supports Program was originally designed to
provide necessary supports to income support clients, there are numerous requests for funding
from EI eligible individuals because a policy regarding the LMDA funding prohibits providing
additional supports. The implications are:
funding to EI eligible individuals is counted towards their required contribution;
duplication of work because two separate CSOs have to be involved (CEYS and LMDA);
there appears to be a contradiction in policy between CEYS and LMDA; and
funding LMDA clients restricts access to income support clients for whom the program
was originally intended to serve.
While EI eligible individuals can receive full funding through LMDA programs for all types of
training, non-EI eligible clients can only receive funding for training less than 12 weeks after
which they have to seek funding through the student loan program. This results in an inequity
in entitlement to individuals.
The department does not attempt to provide training and information sessions in innovative and
responsive ways such as through the use of the internet, group format or in the evening.
Instead, services are provided during normal working hours on an individual basis. As a result,
the department is not as responsive as it could be in providing its services.
The department has 12 certified trainers in career counseling who have trained 68 front-line
staff to date. However, without formalized employment counseling standards, a formalized
training plan with staff and external providers cannot be developed. As a result, the type, level
and amount of counseling provided to clients continue to vary.
Other issues identified with the administration of employment supports include:
a) The Internships to Promote Technology for Persons with Disabilities Program
Although the department provides $350,000 to the Independent Living Resource Centre
(ILRC) to train and mentor up to 10 individuals with disabilities, the department does not
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Review Findings
prorate the budget if the uptake is less than 10. As a result, the department may be
paying for services for which it did not receive;
In one year when there were only eight interns hired, the ILRC used funding originally
provided for the other two positions to fund their required portion of a department’s wage
subsidy program. As a result, ILRC used program funding inappropriately; and
The department does not issue a Request for Proposal (RFP) for this program. As a
result, there is not equal access for other organizations and the department may not be
receiving optimum value for money.
b) The Self Employment Assistance Program
To get funding under the program, clients have to visit three separate service providers
(EAS office, SEB Coordinator and AES). As a result, the current client service model is
not efficient and is not convenient for clients; and
Because there are multiple service providers involved in program delivery, the
monitoring is not integrated - EAS monitors the client, SEB Coordinator monitors the
business, AES monitors the financial supports. As a result of the lack of integration of
monitoring, the determination of the adequacy of the program outcomes is more difficult.
c) The Disability Related Supports Program
The disability related supports program is not needs tested. As a result, individuals who may have
the ability to pay for disability supports may receive funding.
4. Systems and Tracking
The department uses multiple systems to administer employment supports and, due to lack of
integration, information necessary to determine program outcomes is not readily available. It is also
difficult to track the total amount of employment supports by individual. A client can receive
employment supports from LMA, EDS, and employment related benefits from the income support
program on an as needed basis without a review to determine other interventions aimed at addressing
issues preventing the individual from making a successful labour market attachment.
Another example of systems and tracking issues include situations where two Return To Work
Action Plans (RTWAP) may be prepared for an individual to access funding. For example, although
a RTWAP may be prepared for an LMDA client and recorded in the Federal CSGC system, if that
individual requires funding from a CEYS program another RTWAP has to be prepared because
CEYS staff do not have access to the CSGC system and vice versa. This results in frustration for
clients and duplication of effort for staff.
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Chapter 5 5-A-4-1
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Review Findings
Program Employment Development Supports (EDS)
Background
Goals
Employment Development Supports to assist income support eligible clients access such services
as: specialized assessments; short-term training; job search; workplace adjustment/requirements
such as work place clothes and workplace modifications.
Overall goal is to assist clients prepare for, obtain and maintain employment.
Objectives
To provide additional support to income support eligible clients to access and continue in training
programs to prepare for employment.
Target Population
Target population: Income support eligible clients and other non-EI eligible individuals.
Budget & Administration:
The budget for 2011-12 - $ 800,000
Total clients served in 2011-12 - 1,527.
The program is delivered by Client Service Officers (CSO) and Career Development Specialists
(CDS) province-wide, Client Service Managers (CSM) and Provincial Office - Program
Consultants and Provincial Mangers.
This program is delivered via allowance & assistance.
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues Although the program was originally designed to provide necessary
supports to income support clients, there are numerous requests for funding
from EI eligible individuals because a policy regarding the LMDA funding
prohibits providing additional supports. The implications are:
Funding to EI eligible individuals is counted towards their required
contribution;
Duplication of work because two separate CSOs have to be involved
(CEYS and LMDA); and
There appears to be a contradiction in policy between CEYS and
LMDA.
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Review Findings
The demand for the program exceeds the allocated budget, therefore
funding LMDA clients restricts access to income support clients for whom
the program was originally intended to serve.
Recommendations The department should determine whether it is appropriate for EI eligible
clients to access funding for a program designed for non-EI eligible clients.
In the context of the current policy the department should determine
whether the current $800,000 budget is sufficient to meet the objectives of
the program.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Because the CSMS and CAPS systems are not integrated, information
necessary to determine the program outcomes is not readily available.
There are situations where two Return To Work Action Plans (RTWAP)
may be prepared for an individual to access funding. For example,
although a RTWAP may be prepared for an LMDA client and recorded in
the federal CSGC system, if that individual requires funding from a CEYS
program another RTWAP has to be prepared because CEYS staff do not
have access to the CSGC system and vice versa. This results in frustration
for clients and duplication of effort for staff.
The department does not attempt to provide training and information
sessions in innovative and responsive ways such as through the use of the
internet, group format and in the evening. Instead services are provided
during normal working hours on an individual basis. As a result, the
department is not as efficient and effective as it could be in providing its
services.
Recommendations The department should explore options on how sufficient information is
available to staff in order to determine the outcomes of funded programs.
The department should consider allowing staff access to all systems to
ensure that duplication of work and effort is minimized.
Consideration should be given to providing training and information in a
more responsive manner including electronic, web based, and conducting
evening group sessions.
Current Status (Ongoing Activities)
A Unified Client Service Flow team has been established.
Quick Wins
Program information could be made available on line.
The department should take the initiative to introduce more innovative and responsive ways to
interact with clients e.g. email, videoconferencing, web based and group sessions.
Streamlining & Consolidation Opportunities
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Review Findings
To reduce administrative burden, the department should continue with its efforts to develop a
common assessment tool and ensure information is shared among all staff in the department.
Where possible a single point of response should be offered.
Examples of Payments from Employment Development Supports Program
Organization Name Amount
COLLEGE OF THE NORTH ATLANTIC-CORNER BRK 37,033.52
JACKIE HEAD'S TAXI 26,555.97
CENTRAL TRAINING ACADEMY 23,723.00
R HAYES BUS & CHARTER SERVICE 19,800.00
CANADIAN TRAINING INSTITUTE 17,500.00
DR HASSAN KHALILI PHD & ASSOC 15,750.00
G HUNT PSYCHOLOGICAL SERVICES 15,400.00
JOHN HOWARD SOCIETY (ST JOHN'S) 15,184.00
STANLEY HODDER 14,354.81
FISHERIES & MARINE INSTITUTE OF MEMORIAL 14,125.00
NORTH ATLANTIC SUPPLIES INC 9,065.72
REGINALD FREAKE 7,727.20
ROY PITTMAN 4,972.98
MEMORIAL UNIVERSITY OF NL 4,900.00
PROFESSIONAL APPAREL MARKETING INC 4,747.37
MARITIME DRILLING SCHOOLS LTD 4,200.00
MATTHEW'S TAXI AND BUS SERVICE LTD 4,087.50
MARITIME TRAVEL INC 3,772.62
VICKER'S MINI BUS 3,185.85
NATIONAL SAFETY EQUIP 2,858.45
CITY CABS (2008) INC 2,455.75
EAST COAST BEAUTY INC 2,438.00
KEYIN TECHNICAL COLLEGE LTD 2,325.00
ARTLIN SALES LTD 2,261.04
HARVEY'S TRAVEL LIMITED 2,223.19
HOUSEHOLD MOVERS & SHIPPERS LTD (GANDER) 2,187.88
WESTERN COLLEGE 2,165.52
CARPENTERS MILLWRIGHTS COLLEGE INC 2,075.00
ACADEMY CANADA 2,057.70
W H DALLEY (SPRINGDALE) 1,846.81
ST JOHN COUNCIL FOR NEWFOUNDLAND 1,733.12
G L MOVING & STORAGE 1,700.00
PATRICK MATTHEWS 1,612.46
HOUSEHOLD MOVERS & SHIPPERS LTD 1,609.64
SINGLE PARENTS ASSOCIATION OF 1,476.00
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Review Findings
Organization Name Amount
HARVEYS TRAVEL 1,422.24
ALLISTER GEORGE & JASON GEORGE 1,400.00
O'KEEFE AGENCIES LIMITED 1,370.00
MARKS WORK WEARHOUSE 1,312.48
STELLA BURRY COMMUNITY SERVICES 1,241.81
RIDEOUT TOOL & MACHINE INC (STJ) 1,103.35
BRENKIR INDUSTRIAL SUPPLY LTD 1,016.97
COMMUNITY YOUTH NETWORK 980.00
NUGENT'S TAXI 950.00
HAZMASTERS INC 906.00
CORONA COLLEGE 892.00
RIDEOUT TOOL AND MACHINE INC 855.57
CERTIFIED GENERAL ACCOUNTANTS ASSOC NL 830.00
NATIONAL SHOE LIMITED 821.43
THE ASSESSMENT & THERAPY CENTRE 800.00
MUN BOOKSTORE 782.68
WOODFORD TRAINING CENTRE INC 750.00
JAMES RANDELL & SONS LIMITED 728.47
MERCER'S MARINE EQUIPMENT LTD 680.59
CAPSC SAFETY SERVICES NEWFOUNDLAND 680.00
VOGUE OPTICAL (GANDER) 638.00
INTERPRETING SERVICES OF NEWFOUNDLAND & 605.00
EMERGENCY RESPONSE CONCEPTS 595.00
MARK'S WORK WEARHOUSE LTD 558.69
ISLAND WIDE TAXI 528.00
COMPUSULT LIMITED 514.00
GATEWAY ENTERPRISES 510.64
COMFORT INN AIRPORT 489.68
THE NEWFOUND CAB COMPANY 407.96
BRIAN BRODERICK 400.00
PRINCESS AUTO LTD 392.79
FRENCHIE'S SERVICE CENTRE LIMITED 388.77
BUGDEN'S TAXI (1970) LIMITED 379.64
MURPHY BROTHERS LTD 372.00
C J CABS 325.57
IRONWORKERS EDUCATION & TRAINING CO INC 305.00
RIFF'S (LAB) 288.25
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Review Findings
Program Employment Development Supports (EDS) Expansion – Labour Market
Agreement
Background
Goals
To support non EI eligible individuals to reach their employment and career goals enhancing their
ability to make a labour market attachment.
Objectives
Assistance to non EI eligible clients to access non student aid interventions and support in job
search/ employment preparation on an approved employment plan.
Target Population
Non EI Eligible individuals, number depends on budget allocation
Budget & Administration
The budget for 2011-12 - $640,000. Total clients served: 2011-12 - 727 individuals.
The program is delivered by the regional office and monitored through the Provincial Manager
CEYS LMA Initiatives.
This program is administered via allowance & assistance.
Governing Legislation & Directives
Income & Employment Support Act; Labour Market Agreement
Findings & Recommendations
Policy Issues Funding for this program is scheduled to sunset in March 2014. Therefore,
there will be a gap in programs available to non-EI eligible individuals
without an alternate source of funding.
While EI eligible individuals can receive full funding through the LMDA
programs for all types of training, non-EI eligible clients can only receive
funding for training less than 12 weeks and after which they have to seek
funding through the student loan program. This results in an inequity in
entitlement to individuals.
Recommendations The department should consider an alternate funding source for LMA
funded programs.
The department should determine how to address the inequity in
entitlement which currently exists between EI eligible and non-EI eligible
clients with regards to funding for training.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Having to rely on a variety of systems to determine and assess the program
outcome (i.e. CAPS; CSMS; Trim) information necessary to determine the
program outcomes is not readily available and can be time consuming
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Review Findings
The department does not attempt to provide training and information
sessions in innovative and responsive ways such as through the use of the
internet, group format and in the evening. Instead services are provided
during normal working hours on an individual basis. As a result, the
department is not as efficient and effective as it could be in providing its
services.
Recommendations The department should explore options on how sufficient information is
available to staff in order to determine the outcomes of funded programs.
Consideration should be given to providing training and information in a
more responsive manner including electronic, web based, and conducting
evening group sessions.
Current Status (Ongoing Activities):
A Unified Client Service Flow team has been established.
Quick Wins:
Program information could be made available on line.
The department should take the initiative to introduce more innovative and responsive ways to
interact with clients e.g. email, videoconferencing, web based and group sessions.
Streamlining & Consolidation Opportunities:
To reduce administrative burden, the department should continue with its efforts to develop a
common assessment tool and ensure information is shared among all staff in the department.
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Review Findings
Program Employment Related Benefits
Background
Goals
To remove barriers to employment for income support clients.
Objectives
To provide financial assistance to income support clients and help them attach to labour market.
Target Population
Income Support clients.
Budget & Administration
The budget for 2011-12 - $1,496,000 and is included in the overall income support budget. The
budget funds Jobstart Allowance, Earned Income Supplement (EIS) and childcare. The budget
does not include the 30 day overlap, earnings exemption and extended drug card.
During the period October to December 2011 inclusive, there were a total of 1,400 applications for
income assistance. Ultimately, 1,105 individuals received income assistance. We found:
797 (72%) of the 1,105 individuals who received income assistance were not referred to
CEYS; however, 98 (12%) were already CEYS clients and 134 (17%) became new CEYS
clients – even without referral. Therefore, 565 (71%) of the 1,105 individuals were neither
referred to CEYS nor seen by CEYS staff.
308 (28%) of the 1,105 individuals were referred to CEYS; however, 137 (45%) were not
seen by CEYS staff, 117 (38%) became new CEYS clients and 54 (17%) were already CEYS
clients.
In summary, of the 1,105 individuals who received income assistance, 682 individuals [565 not
referred to CEYS + 137 referred to CEYS] (62%) were not seen by anybody in the CEYS
Division.
The program is administered by income support staff province wide.
The program is delivered via allowances & assistance.
Governing Legislation & Directives
Income Support Act
Findings & Recommendations
Policy Issues Currently there are approximately 24,500 income support clients
provincially who have not made a successful attachment to the labour
market. The department has no formal plan in place to assess the
employability of existing income support clients.
Recommendations The department should undertake an assessment of the existing pool of
income support clients and determine their employability and supports
needed to make a labour market attachment.
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Review Findings
Legislative Issues There is no legislative requirement for income support recipients to
participate in either the department’s suite of training/employment services,
or participate in the labour market. Furthermore, there is no remedy under
the Act if they refuse the training/employment services or acceptance of
employment.
Currently Income Support clients who work for more than 30 days are
required, by legislation, to reapply for benefits if they have to return to
income support. As a result, clients have to go through the intake process
again which is considered a disincentive and CSOs have to process the
application again.
There appear to be situations (e.g. single father with two children) where it
does not make economical sense for income support clients to accept full-
time employment at minimum wage. As a result of the current income
entitlements and lack of employment support incentives, the department
will not achieve its ultimate goal of having individuals attach to the labour
market.
Recommendations The department should consider whether legislative changes would provide
a positive result and assist in achieving the department’s mandate of labour
market attachment.
The department should undertake an analysis of scenarios to determine
instances where there is a financial disincentive to work.
Business Process
Issues
Although the department has developed an internet reporting system, The
Online Mailback System (TOMS) for clients to provide verification of
income necessary to determine the amount of income support the client
may be eligible for. However, TOMS is not currently being used to
manage clients with fluctuating non-employment income (e.g. child
support), and clients with no income on non-recurring pay (e.g. persons
waiting to obtain necessary documentation). Furthermore, TOMS has not
been assessed for its applicability to other programs such as Employment
Transitions.
The information currently obtained during the intake process by the income
support division focuses mainly on the financial eligibility for income
support. Information on such things as employment barriers, employment
history and job searches they have completed is not captured. Furthermore,
there is no mandatory referral to the department’s employment/training
services for clients considered employable. As a result, there may be
income clients who, while employable, may not receive the interventions
required to attach to the labour market.
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Review Findings
Although the income support division refers clients for
employment/training services, there is no information provided back to the
income support division as to the final outcome of the referral.
The income support division currently does not refer all working income
support clients to CEYS staff where an assessment would be completed to
identify the supports required for them to obtain full-time employment and
come off of income support.
Recommendations The department should consider the feasibility of expanding the availability
of TOMS to include such groups as working clients with casual earnings
and working clients with two jobs.
The department should continue the implementation of a standard
assessment form and ensure that all employable income support clients are
referred to employment/training services.
Information on referrals from the income support division should be
reported back to the division to ensure that staff are aware of the outcome
of the referral.
The department should consider mandatory referral to CEYS for all
working income support clients to ensure that they receive the appropriate
supports that lead to a full-time attachment to the labour market.
Current Status (Ongoing Activities)
None identified
Quick Wins
The department should consider the feasibility of expanding the availability of TOMS to include
such groups as working clients with fluctuating earnings and clients on non-recurring pay awaiting
transfer to recurring pay.
Information on referrals from the income support division should be reported back to the division
to ensure that staff are aware of the outcome of the referral.
Streamlining & Consolidation Opportunities
The department should continue the implementation of a standard assessment form and ensure that
all employable income support clients are referred to employment/training services.
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Review Findings
Program Disability Related Supports
Background
Goals
To respond to the disability related support needs of adults with disabilities wishing to participate
in or maintain employment.
Objectives
Address Strategic Issues 1 and 2 of the Departmental Strategic Plan by providing funding for
disability related support needs such as work place accommodations, work place adaptation,
assistive devices such as hearing aids, visual scanners, readers, technical equipment, and assistive
technology such as computer aids or software.
Target Population
Persons who have disabilities who are experiencing barriers to employment as a result of their
disability. With the $5,000 maximum funding approximately 50 clients can be served annually.
Budget & Administration
The budget for 2011-12 - $250,000 (maximum of $5,000 per client).
The program is administered by regional staff; however, the budget is managed from provincial
office.
Total clients served in 2011-2012: approximately 30 clients.
The program is administered via allowances & assistance.
Governing Legislation & Directives
Income & Employment Support Act & Regulations; Employability Assistance for Persons with
Disabilities (EAPD) Work Related Disability Supports Policy
Findings & Recommendations
Policy Issues The program is not needs tested. As a result, individuals who may have
the ability to pay for disability supports may receive funding.
Recommendations The department should determine whether the program should be needs
tested.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
None identified
Recommendations N/A
Current Status (Ongoing Activities)
None identified.
Quick Wins
N/A
Streamlining & Consolidation Opportunities
N/A
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Review Findings
Program Internships to Promote Technology for Persons with Disabilities
Background
Goals & Objectives
The program provides funding to the Independent Living Resource Centre (ILRC) who are tasked
with providing up to ten internships targeted at individuals with disabilities. ILRC provides a
twelve week training program followed by on the job support to the interns. Upon completion of
the training the interns provide services throughout the province to organizations and other
individuals promoting the use of technology.
Target Population
Individuals with disabilities.
Budget & Administration
The budget for 2011-12 - $350,000. [grant to ILRC]
The program is administered through a 3rd
party grant.
Total number of clients served in 2011-2012: 1,000
The program is funded via Grants & Subsidies.
Governing Legislation & Directives
Income and Employment Support Act
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Although the department provides $350K to train and mentor up to ten
individuals with disabilities, the department does not prorate the budget if
the uptake is less than ten. As a result, the department may be paying for
services for which it did not receive.
In one year when there were eight interns hired, the ILRC used program
funding to pay their required portion of a department’s wage subsidy
program. As a result, the department funded two intern positions twice.
The department does not issue a Request for Proposal (RFP) for this
program. As a result, there is not equal access for other organizations and
the department may not be receiving optimum value for money.
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Review Findings
Recommendations The department should determine whether it is appropriate to provide full
funding in instances where the target number identified has not been met.
The department should not fund a service twice.
The department should consider issuing a Request for Proposals for the
Internships to Promote Technology for Persons with Disabilities program.
Current Status (Ongoing Activities)
There is a committee established to review departmental grants.
Quick Wins
The department could prorate funding in stances where the target number of clients to be served
has not been met.
The department could consider issuing a Request for Proposals for the Internships to Promote
Technology for Persons with Disabilities program.
Streamlining & Consolidation Opportunities
The department could consider offering this service internally.
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Review Findings
Program Self-Employment Assistance
Background
Goals
Self Employment Assistance assists eligible clients in establishing their own businesses and
becoming self-employed by providing self-employment services, such as entrepreneurship
training, customized coaching, and ongoing advice and client supports, as well as financial support
for living allowances (or extensions to EI regular benefits) and related living expenses during the
initial year of implementation.
Objectives
To assist EI eligible individuals to create jobs for themselves by starting a business.
Target Population
Insured person - an unemployed person:
(a) For whom a benefit period is established or whose benefit period has ended within the
previous 36 months; or
(b) for whom a benefit period has been established in the previous 60 months and who
(i)was paid special benefits under section 22 or 23 ( maternity or parental claim) during the
benefit period;
(ii)subsequently withdrew from active participation in the labour force to care for one or more
of their new-born children or one or more children placed with them for the purpose of
adoption; and
(iii) is seeking to re-enter the labour force.
Exceptions: as per Section 25 of the EI Act, Departmental staff may provide an "Authorization to
Quit" to an employed individual to support their participation LMDA training/employment
programs. This is the mechanism applied for all apprentices to avail of advanced training. In
some circumstances, this has also been applied to "underemployed" individuals (e.g. working 20
weeks or less; working in a job that is not related to their training/payscale).
Budget & Administration
The budget for 2011-12 - $5,368,937 [52 week maximum; 78 weeks for Persons with Disability]
The number of interventions in 2011/2012: - 341 (183 carry over interventions; 158 new
interventions; $3.184M direct client expenditures; 337 unique individuals).
Within the Department, there are currently 97 frontline positions (82 CSOs, 15 Admin) involved in
the delivery of LMDA programs. About 50% support the delivery of Skills Development, the
other 50% support the delivery of Programs (JCP, Wage Subsidies and EAS/SEA Contracts).
The program is delivered via grants and allowance & assistance.
Governing Legislation & Directives
Governing legislation includes: EI Act Part I; EI Act Part II; Financial Administration Act; LMDA
Agreement. Policy directives includes: Employment Benefits and Support Measures Terms and
Conditions (and associated Similarities Test); NL LMDA Policies, directives and guidelines.
Findings & Recommendations
Chapter 5 5-A-4-6
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Review Findings
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Clients have to visit three separate service providers (EAS office, SEB
Coordinator and AES) in order to obtain funding under this program. As a
result, the current client service model is not efficient and is not convenient
for clients.
Because there are multiple service providers involved in program delivery
the monitoring is not integrated - EAS monitors the client, SEB
Coordinator monitors the business, AES monitors the financial supports.
As a result of the lack of integration of monitoring, the determination of the
adequacy of the program outcomes is more difficult.
Recommendations The department should consider alternate service delivery models which
may be more efficient and more convenient for clients.
Current Status (Ongoing Activities)
None identified.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
The department offers support for EI eligible and income support clients to start a business. The
Department of Innovation, Business and Rural Development (IBRD) has the expertise to develop
and/or assess business plans, and could deliver this program. In addition to a more effective
service delivery model, it would also result in savings currently being paid to SEB Coordinators.
Examples of Payments from Self Employment Assistance
Organization Name Amount
NLOWE $676,062
Metro Business Opportunities Corp. $266,761
Gander Area Community Dev. Corp. $116,129
Community Business Development Corporation Trinity Conception $113,612
Humber Community Development Corporation $93,079
Cabot Community Business Development Corp $92,251
CBDC BURIN PENINSULA $78,363
Emerald Business Development Corporation $66,752
Gateway Community Business Development Corporation $66,247
Eastern Initiatives Community Business Development Corporation Inc. $66,008
Celtic Business Development Corporation $64,220
LONG RANGE COMMUNITY BUSINESS DEV. CORPORATION $63,956
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Review Findings
Organization Name Amount
South coast Community Development Corporation $63,652
CENTRAL COMMUNITY DEVELOPMENT CORPORATION $58,290
Community Business Dvelopment Corporation Labrador $52,451
Avalon West Community Development Corporation $52,193
Nortip Development Corporation $45,321
CENTRAL COMMUNITY DEVELOPMENT CORPORATION $29,531
Emerald Business Development Corporation $25,894
Gander Area Community Dev. Corp. $10,819
Gander Area Community Dev. Corp. $5,972
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Review Findings
Program Employment Counseling
Background
Goals
To provide employment counseling where individuals participate in a client centred employment
planning process through which they may access a continuum of employment readiness, job search
and employment maintenance interventions (programs and services) both internal and external to
support their increased attachment to the labour market.
Objectives
To provide employment counseling services.
Target Population
Non EI Eligible individuals.
Budget & Administration:
Regional services budget allocation.
Approximate number of clients served in 2011-12:
Enhanced Screening and Assessment: 3,284; and
Minimum of one counseling session: 3,000.
The program is delivered by:
Career Development Specialists province-wide for counseling only;
For employment planning both Client Service Officers and Career Development Specialists
Province-wide; and
Client Service Managers approve all plans and Provincial Office - Program Consultants and
Provincial Mangers provide program development and policy support.
The program is delivered via allowance & assistance.
Findings & Recommendations
Policy Issues The work performed for non-EI eligible individuals by departmental staff is
the same as the work performed by staff at the EAS offices for EI eligible
individuals. This results in:
AES clients having to go to multiple service sites to access services;
and
Because AES staff are only responsible for the funding component of a
RTWAP for EI eligible individuals, they do not have the opportunity to
ensure labour market priorities were considered.
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Review Findings
AES has not determined a minimum service level required for
employment counseling. Furthermore, there is no mechanism in place to
determine the level of service provided by EAS offices relative to the
service offered by the department with regards to employment
counseling.
Recommendations The department should consider the use of EAS offices and whether this
service is required.
The department should determine a minimum service level required for its
employment counseling and ensure an appropriate level of service is offered
by EAS offices.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Because the CSMS and CAPS systems are not integrated, information
necessary to determine the program outcomes is not readily available.
Although AES has responsibility to offer employment counseling services
to individuals through its various divisions, the department has not
developed a standard approach to employment counseling for all client
populations to help ensure consistency within the department. As a result,
employment counseling services may vary among department divisions.
The department does not have a formalized process to capture labour market
information on supply and demand and determine departmental funding
priorities which should then be communicated during the employment
counseling process.
There are situations where two Return To Work Action Plans (RTWAP)
may be prepared for an individual to access funding. For example, although
a RTWAP may be prepared for an LMDA client and recorded in the federal
CSGC system, if that individual requires funding from a CEYS program
another RTWAP has to be prepared because CEYS staff do not have access
to the CSGC system and vice versa. This results in frustration for clients and
duplication of effort for staff.
The department does not attempt to provide training and information
sessions in innovative and responsive ways such as through the use of the
internet, group format and in the evening. Instead services are provided
during normal working hours on an individual basis. As a result, the
department is not as efficient and effective as it could be in providing its
services.
Although the department has 12 certified trainers in career counseling who
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Review Findings
have trained 68 front line staff to date, because the department has not
developed a formalized training plan, it is not possible to determine if the
extent of training provided is adequate.
Recommendations The department should explore options on how sufficient information is
available to staff in order to determine the outcomes of funded programs.
The department should consider development of a common, coordinated
employment counseling process.
The department should capture up to date and anticipated labour market
information on supply and demand and provide it to staff to use in the
employment counseling process.
The department should consider allowing staff access to all systems to
ensure that duplication of work and effort is minimized.
Consideration should be given to providing training and information in a
more responsive manner including electronic, web based, and conducting
evening group sessions.
The department should develop a formal training plan for staff and ensure
that the certified career practitioners who are trained as trainers are utilized
effectively.
Current Status (Ongoing Activities)
A Unified Client Service Flow team has been established.
Quick Wins
The department has a team of trainers who are able to provide the training necessary for staff to be
certified as career practitioners. Currently, 80 staff are certified and it would be necessary to
identify other staff requiring this training and to what extent.
Streamlining & Consolidation Opportunities
To reduce administrative burden, the department should continue with its efforts to develop a
common assessment tool and ensure information is shared among all staff in the department.
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Program Community Partners – Employment Development Supports (EDS)
Background
Goals
Funding provided to not for profit agencies to deliver career and employment services to various
client groups. To assist clients attain and maintain employment.
Objectives
Assist individuals to prepare for, attain and maintain employment. Initiatives respond to gaps in
services and individuals identified needs and barriers to participation. Projects support labour
market and strategic directions of government.
Target Population
29 agencies funded to service client groups age 18 and over.
Budget & Administration
The budget for 2011-12 - $5,600,000. Anticipated clients served annually 2,100.
This program is delivered via grant based funding. Funded expenditures can include salary, rent,
utilities, and stipends.
Departmental staff:
Provincial office: 2 staff, a Manager and a Consultant. Regionally, Avalon region: 1. Other
regions have a combined position for CEYS programs.
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues Although the mandate of the department has changed, because 3rd
party
agencies continue to be funded annually without reference to the current
mandate and as a result funding is provided for initiatives which no longer
align with the current mandate.
The current Accountability Framework does not require funded agencies to
provide information necessary to assess whether the program is meeting
the desired outcomes.
Recommendations Programs funded to 3rd
party agencies should be aligned with the
department’s current mandate.
The Accountability Framework should be revised to ensure that 3rd
party
agencies provide the information necessary to assess outcomes.
The department should undertake a review on a contract by contract basis
to determine if the contract meets the current departmental mandate.
Legislative Issues None identified
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Recommendations N/A
Business Process
Issues
Historically, the department has been more reactive than proactive and as a
result has funded many projects proposed by 3rd
party agencies vs. being
proactive and identifying the department’s priorities and having a call for
proposals to identify the most suitable 3rd
party agency to deliver a project.
Once a 3rd party agency is approved for funding, historically the
department continues to provide funding on an annual basis to that agency
without regard for the continued need for the program. Therefore, new
initiatives which may have more merit cannot be funded because the
existing budget is committed to maintain current contracts. Currently
funding is provided in the context of “Once you’re in, you’re in.”
A number of 3rd
party agencies have multiple contracts with the
department. As a result, agencies receive administration fees for each
contract, staff have to process and monitor multiple contracts, and because
multiple staff may be involved in the process it is more difficult for the
department to ensure that no duplicate funding is provided e.g. bookkeeper
salary funded more than once.
Recommendations The department should be proactive in identifying programs required in
order to meet its mandate and have a call for proposal process to provide a
level playing field to all potential organizations and award the contract on a
merit basis.
The department should take into consideration its current mandate to assess
the relevance of programs. Furthermore, programs should be assessed
relative to each other to determine which ones are to be funded on a
priority basis.
The department should develop a formalized process where all funding
provided to 3rd
party agencies is assessed to ensure that no duplicate
funding is provided.
Current Status (Ongoing Activities)
A committee has been established to review all 3rd
party grants.
Quick Wins
Additional contract requests could be incorporated into existing contracts via amendments to avoid
duplicate administration funding.
Streamlining & Consolidation Opportunities
An analysis of all contractual agreements will be required to determine if there are similar or
duplicate mandates, goals and objectives with contracts administered by other divisions within the
department as well as by other government departments.
The department should consider having one contract per 3rd
party agency and add any additional
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programs through a mechanism such as either an amendment to the contract or creating an
oversight role to ensure efficient administration and avoid duplication of funding for the same
service.
Examples of Payments from Community Partners
Organization Name Amount
STELLA BURRY COMMUNITY SERVICES 2,430,819.00
BR T I MURPHY LEARNING RESOURCE CENTRE 1,603,596.00
CHOICES FOR YOUTH INC 1,142,446.00
SINGLE PARENTS ASSOCIATION OF 642,863.00
ST JOHN'S STATUS OF WOMEN COUNCIL 562,802.00
WOMEN INTERESTED IN SUCCESSFUL 400,415.00
LABRADOR FRIENDSHIP CENTRE 329,637.25
METRO BUSINESS OPPORTUNITIES 323,187.00
COMMUNITY YOUTH NETWORK 257,205.00
THE SALVATION ARMY (ST JOHN'S) 212,694.00
SMALLWOOD CRESCENT COMMUNITY CENTRE 207,150.00
JOHN HOWARD SOCIETY (ST JOHN'S) 181,805.00
COMMUNITY CENTRE ALLIANCE 165,640.00
TRANSITION HOUSE ASSOCIATION OF NL 161,727.00
COMMUNITY MENTAL HEALTH INITIATIVE 147,370.00
VICTORIAN ORDER OF NURSES 134,000.00
EASTERN REGIONAL INTEGRATED HEALTH 131,372.00
DUNFIELD PARK COMMUNITY CENTRE INC 110,009.00
WOMEN IN RESOURCE DEVELOPMENT 106,881.00
BURIN PENINSULA CHAMBER OF COMMERCE 104,460.00
EVERGREEN ENVIRONMENTAL CORP 104,400.00
CENTRAL WEST COMMITTEE AGAINST 80,000.00
HOPE HAVEN 74,675.00
EMPLOYMENT PREPARATION INC 67,195.00
REGIONAL ACTION COMMITTEE ON HOUSING 67,060.00
BURIN PENINSULA BRIGHTER FUTURES 64,230.00
ASSOCIATION FOR NEW CANADIANS 61,853.00
MARINER RESOURCE OPPORTUNITIES 61,340.00
COMMUNITY EDUCATION NETWORK 61,235.00
EXPLOITS VALLEY COMMUNITY COALITION INC 60,070.00
CENTRAL DEVELOPMENT ASSOCIATION 54,412.00
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Organization Name Amount
CBDC TRINITY CONCEPTION 52,500.00
HARBOUR BRETON COMMUNITY YOUTH 52,500.00
EXPLOITS COMMUNITY ASSOC INC 50,000.00
LONGSIDE CLUB 20,000.00
STATUS OF WOMEN-CENTRAL INC 10,000.00
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5-A-5 Income Assistance
Income assistance is designed to provide financial benefits to eligible low income people to assist in
meeting daily living expenses.
As the following table shows, a total of 4 programs with a cumulative budget of $228.7 million for
2011-12 were identified as being part of the “Income Assistance” category.
5 Income Assistance
11/12 Budget
($M's)
11/12 Actuals
($M's) Reference
1 Income Support Program Administration IS 1.210 1.245 5-A-5-1
i) Basic Benefits IS 195.201 190.718 5-A-5-1-i
ii) Emergency Assistance IS 2.055 2.055 5-A-5-1-ii
iii) Special Needs/Other Benefits IS 13.434 12.711 5-A-5-1-iii
2 Health Related Benefits IS 15.823 13.130 5-A-5-2
3 Mother Baby Nutritional Supplement IS 0.420 0.303 5-A-5-3
4 Newfoundland and Labrador Child Benefit IS 0.600 0.600 5-A-5-4
Income, Employment & Youth Services Branch:
Income Support IS 4 228.742 220.762
Total Income Assistance Programs 4 228.742 220.762
* 3rd Party Grants
The following charts illustrate the proportion of the 4 Income Assistance programs relative to the
overall interventions budget and the 70 programs included in the 6 categories used in the review and
analysis process.
Income Assistance,
228.742
AES Interventions ($412.392M budget)
Income Assistance,
4
AES Interventions (70 programs)
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The following charts outline 4 programs by current area of responsibility along with the
corresponding budgets.
IS, 4
Income Assistance Programs
by Current Area of Responsibility
IS, 228.742
Income Assistance Budgets (in $M's)
by Current Area of Responsibility
A number of issues were identified during the review of the 4 programs in the income assistance
category. The issues related to level of supports, types of benefits and administrative practices are
categorized in the following three themes:
1. Strategic Approaches;
2. Program Development and Administration; and
3. Systems and Tracking.
1. Strategic Approaches
As at May 2012, there were 24,794 income support cases – details of the distribution of case load by
individual and region is included in the following charts:
Income Support Caseload
By Individual Type
As at May of Each Year
Category 2012 % 2011 % 2010 % 2009 %
Single Person 16,290 66 16,356 65 15,852 63 15,073 62
Couple without Children 2,323 9 2,411 10 2,514 10 2,562 11
Couple with Children 1,217 5 1,335 5 1,495 6 1,410 6
Single Parent 4,963 20 5,172 20 5,312 21 5,132 21
Refugees 1 - 1 - 1 - 3
Total 24,794 100 25,275 100 25,174 100 24,180 100
As the table shows, while the overall caseload has been fairly constant over the past four years, the
number of single persons on the caseload is increasing.
Income Support Caseload
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By Region
As at May of Each Year
Region 2012 % 2011 % 2010 % 2009 %
Avalon 12,609 51 12,893 51 12,908 51 12,437 51
Central 6,537 26 6,727 27 6,614 26 6,322 26
Labrador 833 3 754 3 773 3 734 3
Western 4,815 20 4,901 19 4,879 20 4,687 20
Total 24,794 100 25,275 100 25,174 100 24,180 100
As the table shows, the regional distribution of caseload has been fairly constant over the past four
years.
While the current Income Support Program provides incentives for individuals to commence work,
there are no incentives for individuals to make a full attachment to the labour market and
subsequently terminating reliance on income support benefits. This has been evidenced by clients
indicating that it does not make economical sense for them to accept full-time employment at
minimum wage. (e.g. single father with two children). Until the current income entitlements and
employment support incentives are addressed, the department will continue to experience difficulties
with achieving its ultimate goal of attaching income support clients to the labour market.
2. Program Development and Administration
Presently there is no province wide standard approach to the administration of income support
benefits. Instead, AES has a combination of case based and service based delivery models. In a
service based model, the needs of an individual are not assessed and monitored by a particular
person; instead, the client can be served by any one of a particular group assigned responsibility for a
program. In a case based model, it would be expected that a client’s needs be addressed by one
individual and that there is an intervention plan developed for each client.
Details on regional income support administration are as follows:
Avalon Region
The region operates primarily from a service based delivery model with case based delivery for
specific client populations such as individuals with complex needs and working income support
clients.
With the use of a service base delivery model, there is no requirement for a plan to address the
clients barriers to employment and identify interventions to assist individuals make a labour market
attachment. With a service based delivery model no one employee is accountable for the benefits
provided to income support clients.
When documentation or other information is not available at the time of processing a transaction, the
system allows for the recording of a Keep in View (KIV) designed to make note of the issue and
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ensure that it is followed up. However, in a service based delivery model, no one person is
responsible for a client file which reduces accountability and undoubtedly contributes to the large
number of KIVs which currently remain unresolved in the CAPS system.
Central and Western Region
These regions operate primarily from a case based delivery model with service based delivery for
specific client populations. For example, the Central Region utilizes a service based model for
medical transportation requests while the Western Region uses service based for EAS. The regions
also utilize Screeners (CSO GS-34) to handle general inquiries from income support clients and
either address the inquiry or forward the call to another CSO (GS-34) to resolve.
Although these regions use a cased based delivery model which should include an intervention plan,
no such plan is developed. It is questionable as to whether the CSO resource is being appropriately
utilized in the screening and transfer of client inquiries to another CSO.
Labrador
The region operates primarily from a case based delivery model based on geography. The region
utilizes (1 Administrative Officer [GS-30], 6 Clerk Typist III [GS-24]) to handle general inquiries
from income support clients and either address the inquiry or forward the call to the case manager
(CSO GS-34) to resolve. Although the region uses a case based delivery model which should
include an intervention plan, no such plan is developed.
Other program administration issues identified during the review of Income Assistance Programs are
as follows:
With the exception of the email account which has a standard 24 hour turn around time, the
department does not have any formalized service standards. As a result, it is not possible to
determine the efficiency of services provided.
Staff indicated that KIVs in the income support database continue to accumulate without the
required action because they do not have time to address them. As at 7 November 2012, the
following KIVs were in the system and required staff action:
Income Support CEYS Total
With PAU for waiting verification 104,462 2,044 106,506
Pending CSO action 68,304 3,536 71,840
Total KIVs 172,766 5,580 178,346
It is noted that these numbers are steadily increasing as a result of the lack of staff action.
The use of CSOs (GS-34) for telephone screeners in two regions (Central and Western) results
in the lack of utilization of the CSO skill set.
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The department has not been effective in transitioning income support clients from income support
to an attachment to the labour market. This situation can be attributed to a number of factors:
The department has not adopted a formalized case management model to assist clients make a
labour market attachment.
The income support division currently does not refer all working income support clients to
CEYS staff where an assessment would be completed to identify the supports required for
them to obtain full-time employment and either transition from income support or reduce
income support requirements. As at September 2012 there were 723 clients who, while
currently working, required income support. Furthermore, not all clients referred to CEYS are
seen by CEYS staff. For example, during the period October to December 2011 inclusive, there
were 797 applications for income assistance involving 873 adults. Ultimately, 670 individuals
received income assistance. The following occurred:
468 (70%) of the 670 individuals who received income assistance were not referred to
CEYS; however, 77 (16%) were already CEYS clients and 118 (25%) became new
CEYS clients – even without referral. Therefore, 273 (41%) of the 670 individuals were
neither referred to CEYS nor seen by CEYS staff.
202 (30%) of the 670 individuals were referred to CEYS; however, 55 (27%) were not
seen by CEYS staff, 102 (50%) became new CEYS clients and 45 (22%) were already
CEYS clients.
In summary, of the 670 individuals who received income assistance, 328 (49%) (273 not
referred to CEYS and 55 referred to CEYS) were not seen by CEYS staff.
There is no formal connection between the income support programs and the department’s
employment/training services. Currently, when referrals are sent from the Income Support
Division to the CEYS Division for employment assistance, the Income Support Division is not
made aware of the results of the referrals (e.g. whether a referral was actioned, the planned
intervention and the outcome). As a result, there is a disjointed approach to assisting income
clients to make a labour market attachment.
When a client applies for income support, the division currently completes a financial needs
assessment to determine eligibility for financial supports. The division does not capture
information that would be expected for a more comprehensive screening and assessment
process whereby the client’s current barriers to employment are identified. As a result, the
department has limited ability to identify barriers to employment and develop responsive
programs to address those barriers and move income support clients to the labour market.
This situation also results in a potential duplication of effort and frustration for the client when
they are referred to another departmental program e.g. CEYS or LMDA and have to provide
basic information again.
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Review Findings
There are issues with the Income and Employment Support Act which make it difficult for staff to
transition clients from income support to a labour market attachment. For example:
there is no authority for staff to make mandatory referrals;
income Support clients who have a breach in assistance for more than 30 days are required, by
legislation, to reapply for benefits if they have to return to income support. As a result, clients
have to go through the intake process again which is considered a disincentive to attempt a
labour market attachment; and
there are no consequences for clients who do not attend scheduled appointments. Recently, the
office attempted a youth engagement initiative whereby income support clients were contacted
and asked to visit the local office to discuss job prospects. The following outlines the results:
Office Sample Contacted Responded Visited Office
Corner Brook 65 51 4 3
Gander 32 9 3 2
Duckworth Street 111 111 8 3
Grand Falls-Windsor 42 23 8 1
St. Alban’s 19 3 2 2
Happy Valley-Goose Bay 19 14 5 0
Wabush 6 6 2 0
Total 294 217 32 11
% of Sample 100% 73.8% 10.9% 3.7%
As the information shows, the results of the initiative were dismal.
There are inconsistent Supplementary benefits to income support clients within and across regions,
as a result of:
interpretation of policy and procedure (e.g. staff indicated that the policy on medical
transportation is “grey” which results in inconsistent interpretations and inconsistent benefits to
clients); and
differences in service delivery models among regions. While the Avalon region operates on a
service based model for the majority of its clients, the other three regions operate on a case
based model for the majority of their clients. In a service based model there is no client
ownership and, as a result, there is no particular staff accountable.
Staff indicated that there are clients who request emergency assistance on a regular basis and, as a
result, emergency assistance may be misused by providing benefits in excess of regular benefits. It
was identified that:
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income support CSOs determine the amount of emergency assistance to be provided and
whether the amount should be considered as an overpayment and recovered from the
individual. As a result, even within existing guidelines, there can be differences in the
amounts provided to clients in similar circumstances and whether a client has to repay the
emergency assistance;
there is no requirement for CSOs to meet with income support clients who have multiple
requests for emergency assistance. Such a meeting would determine underlying issues and
possible interventions required to address the numerous requests for emergency assistance;
the department is not monitoring the use of emergency assistance and could not readily provide
details on the use of emergency assistance; and
the department is responsible for providing dietary supplements (e.g. Boost) to income support
clients and is required to obtain the products from Eastern Health. The arrangement sometimes
results in clients not receiving their dietary supplements when they are required because the
Corporation has set delivery schedules. When clients do not receive their dietary supplements
they contact AES staff who are then required to issue emergency assistance. This can be a
cumbersome process which can also result in poor client service and unnecessary costs.
The department has a Service Delivery Improvement Team to review items such as business
processes and make recommendations. Staff indicated that income support recommendations of the
Team are not always implemented on a timely basis. Furthermore, when recommendations are
actioned, there is no formal process for monitoring the effectiveness of the change.
3. Systems and Tracking
Significant systems and tracking issues were identified during the income assistance review and are
summarized as follows:
Because CAPS has a dollar threshold which cannot be exceeded, CSOs are required to
complete multiple service authorizations in order to commit the appropriate funds. This results
in a waste of CSO time.
Client Service Managers (CSMs) are required to run reports to monitor programs; however,
there is no automated process to provide managers with the reports they require. This is a
complicated and time consuming process and impacts the manager’s ability to adequately
monitor programs. There is also an increased risk that managers, due to competing demands,
may miss a report deadline which can result in reduced client service.
The department has to provide eligibility confirmation to the Department of Health on a
number of benefits because the Department of Health does not have access to CAPS. As a
result, staff at AES are involved in a time consuming confirmation process that could be
handled by staff at the Department of Health.
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Review Findings
The department has developed an internet reporting system, The Online Mailback System
(TOMS), for clients to provide verification of income necessary to determine the amount of
income support the client may be eligible for. However, TOMS is not currently being used to
manage clients with fluctuating non-employment income (e.g. child support), and clients with
no income on non-recurring pay (e.g. persons waiting to obtain necessary documentation).
Furthermore, TOMS has not been assessed for its applicability to other programs such as
Employment Transitions.
Currently, CSOs in the Avalon Region have to use a Taxi Confirmation Number (TCN) to
authorize a client’s medical transportation with a service provider because they cannot obtain a
service authorization from CAPS. A service authorization number from CAPS can only be
generated after a Pay Authorization Unit (PAU) person verifies the request in CAPS. As a
result, there is a duplication of effort in obtaining a TCN and the service authorization number.
The current process/workflow is complicated and service providers often have to wait for
payment of services provided. For example, a CSO in the Avalon Region can authorize a taxi
with the issuance of a Taxi Confirmation Number (TCN) and at the same time request a service
authorization in CAPS that has to be approved by the Pay Authorization Unit (PAU). The
service authorization is then printed and mailed to the taxi company and returned by the
company along with the TCN and invoice for payment. The TCN is required because a CSO
cannot readily obtain a service authorization number.
The current policy and procedure manual does not have an electronic search engine to assist
staff in the work.
The department’s current telephone system has limitations in that:
calls cannot be transferred across regions and in some instances within regions; and
there is no ability to have multiple skill set transfers among the phone queues.
Currently, only approximately 28% of income support clients are utilizing direct deposit. The
use of direct deposit would reduce workload, avoid mail disruption, improve delivery, and
reduce costs.
CAPS is not being used to administer the Mother Baby Nutritional Supplement (MBNS)
benefit. As a result, separate cheques have to be issued for the benefit even though it could be
included, for income support clients, on their bi-weekly cheques.
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MBNS overpayments are not recorded as recoverable amounts. This situation can be attributed
to payments for the prenatal component being made outside of CAPS and, therefore, there is no
readily available mechanism to record and collect overpayments.
AES has an “on-call” system for after hours income support client service. The overnight on
call (12am-8am) staff do not have access to AES systems, i.e., CAPS and TRIM. As a result,
information is not available when assessing requests and any requests approved have to be
entered in CAPS on the following business day. AES is uncertain whether the current model
for on-call is the most efficient and effective means of delivering 24 hour service to clients.
The current telephone model for on-call involves costs for two systems, i.e., Telelink and Bell
ACD (Automatic Call Distribution) technology. It appears that both are not required to deliver
the on-call service.
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Program Income Support – Program Administration (Monthly Benefits)
Background
Goals
To provide financial support and services to individuals and families with low or no income to
meet their basic needs for food, shelter and health related support. The goal is also to identify and
address barriers to employment and provide positive conditions from which income support
recipients become employed or acquire other income sources to maintain themselves and their
families.
Objectives
Income Support Program provides:
Financial assistance with daily living
Assistance to move from Income Support to employment
Assistance to secure spousal and child support
Assistance to provide a safe and secure environment for persons leaving violent family
situations
Financial support to low income families/individuals through the Newfoundland and
Labrador Child Benefit and the Mother Baby Nutrition Supplement
Flexibility through health, additional, emergency and special needs benefits to meet the needs
of recipients who require special consideration due to exceptional circumstances
Determination of financial eligibility for other services such as hearing aids, drug card and
dental coverage, medical supplies and equipment for clients provided by partner departments
Response to emergency and disaster situations in partnership with FES-NL and community
agencies
Target Population
Any Canadian citizen, including a temporary resident or a refugee protection claiment; who is an
adult (18 and over) residing in Newfoundland and Labrador, regardless of the length of time, may
apply for Income Support benefits.
Total income support cases:
May 2012 - 24,794
Distribution of cases May 2012:
Single person - 16,290
Couple without children - 2,323
Couple with children - 1,217
Single parent - 4,963
Refugees - 1
Distribution of income support cases by regions May 2012:
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Avalon - 12,609 percentage 50.9%
Central - 6,537 percentage 26.4%
Labrador - 833 percentage 3.4%
Western - 4,815 percentage 19.4%
Budget & Administration
The Income Support Program administrative budget for 2011/12 - $1,210,000.
The Income Support budget is demand driven and notional budget allocations are assigned to
benefits and service components. If expenditure demand for a particular benefit extends beyond
the allocation, a review is conducted to review the application of the policy and when confirmed,
funding is reallocated from other budget areas.
Provincial Budget for the Income Support Program 2012/13 - $233,093,500.
The Income Support budget is demand driven and notional budget allocations are assigned to
benefits and service components based on program expenditures and caseload dynamics. If
expenditure demand for a particular benefit extends beyond the allocation, a review is conducted to
review the application of the policy and when confirmed, funding is reallocated from other budget
areas.
In addition to basic benefits for food, clothing, utilities and shelter, there are supplementary
benefits available depending upon eligibility criteria such as: Drug Cards, Medical Transportation,
Vision Care, Hearing Aids, Medical Equipment, Blind Persons Supplement, Orthotic/Prosthetic
Items, Medical Supplies, Food distribution program, Medical gases/respiratory therapy, Artificial
eye, Diets, Burials, Furniture, Housekeepers allowance, Paternity testing, Fumigation, Medical
alert bracelets, Special clothing, Coastal Labrador supplement, Septic tank cleaning,
Employment/training benefits, Non medical transportation, and Refugee claimants benefits.
Administered by 375 regional staff and 16 provincial office staff (7 are related to EAS
administration).
Governing Legislation & Directives
Income Support Act and Regulations.
Findings & Recommendations
Policy Issues There may be opportunities to improve the current policy related to
entitlements such as vision care and medical transportation which could
improve and streamline the delivery of benefits.
Recommendations AES should review all policies related to the delivery of benefits and
ensure that the most streamlined process is in place.
Legislative Issues Income Support rates are legislated and reviewed annually as part of the
department’s budget process. However, staff have identified issues with
such things as the current maximum rates for rent ($522 maximum monthly
family rate), allowable rate for security deposits can also cause issues for
clients in today’s rental market.
The legislation distinguishes between an applicant and a recipient, when
initially accessing the program in that benefits such as additional rent and
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special diets are not factored into the eligibility assessment, though a 40%
eligibility adjustment is provided.
Although the department can refer clients for employment services, the
current legislation has the following limitations:
It does not provide the authority to require clients/applicants to
participate as a condition of receiving benefits; and
There are no consequences for clients who do not attend scheduled
appointments/participate in these services.
Recommendations AES should have legislative capacity and budgeting flexibility to ensure
that rates for such expenditures as rent are adequate in the context of
current market conditions. This is subject to the budgetary process and
there is no provision to increase funding for shelters unless approved. One
recommendation could be to implement a rental rate structure based on
regional market rates – other jurisdictions don’t have this, remember costs
more to rent in St. John’s as opposed to Picadilly.)
The department should consider whether it is appropriate to permit the
inclusion of other ongoing requirements in the determination of eligibility
upon application. This will mean more people being eligible; the 40% was
supposed to simplify this.
The department should consider the adequacy of the current legislation and
determine whether changes are required to ensure more active measures
towards training and employment.
Business Process
Issues
There are inconsistent Supplementary benefits to income support clients
within and across regions, as a result of different interpretation of policy
and procedure.
Differences in service delivery models between regions. While the Avalon
region operates on a service based model for the majority of its clients, the
other three regions operate on a case based model for the majority of their
clients. In a service based model there is no client ownership and as a
result there may be an issue with accountability. However in the current
case base model found throughout the province with caseloads of 400+,
accountability may also be an issue.
The current policy and procedure manual should have an electronic search
engine.
The department has not aggressively promoted moving income support
clients from income support to an attachment to the labour market. There
are a number of contributing factors; traditionally employment
opportunities were limited in many communities, there has been no
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legislation mandating clients to participate, and the current process has
been a passive response in all areas.
The department’s current telephone system has limitations in that:
Offices within and across regions cannot share queues/calls as a result
we cannot share resources to support incoming call traffic.
Calls cannot be routed to staff based on staff skill sets, calls are routed
to queues where they are answered by the next available worker who
may not be best skilled for that call.
Staff can only be assigned to one queue at a time, a worker could be
waiting for a call to come into their queue while in another queue there
may be calls waiting to be answered.
Assigning staff to different queues is a manual process and requires
close monitoring and manual intervention.
Limited self-management capability, we are still dependent on the
vendor for many changes to our phone configuration eg. Changes to
menu options and schedules for office closures. Each change
requested in the system requires a work order and is an additional cost
to the department.
Limited call monitoring capability, no ability to record calls for quality
assurance or training purposes.
With the exception of the email account which has a standard 24 hour turn
around time, the department no longer has formalized service standards. It
is critical that standards are developed and are measureable to determine
efficiency of service provided.
KIVs in the income support database continue to accumulate unactioned
because staff do not have time to address them.
The use of screeners (CSO - GS 34) in two regions (Central and Western)
results in the lack of utilization of the CSO skill set.
The current application for income support is a financial assessment for
income support eligibility and does not assess the client’s employability. A
separate process is in place to determine this need and the two processes
should be combined into one application for service.
Currently, only 28% of income support clients are utilizing direct deposit.
The use of direct deposit would reduce workload, avoid mail disruption,
improve delivery, and reduce costs.
Recommendations of the Service Delivery Improvement Team relating to
Income Support are not always approved and/or implemented on a timely
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basis.
The current process/workflow around payment of invoices is complicated
and service providers often have to wait for payment of services provided.
For example, approval for a taxi trip in Avalon requires a manual
authorization number (TCN) while awaiting a verified SA # in order to
ensure the timely approval of transportation for a client. This is additional
work required by staff.
Recommendations AES should ensure that staff interprets policies and procedures consistently
in order to provide consistent benefits to income support clients. A
communication process for clarifying policy to all regions would also assist
with providing consistent service to clients.
The department should consider a standardized approach for the delivery of
income support in all regions, i.e. service based or case based or a
combination of both.
The implementation of an electronic search engine for policy and
procedure manual would assist in ensuring consistency.
The department should ensure that there is adequate communication and
direction to all staff to ensure a team based approach is applied to promote
an attachment of all appropriate clients to the labour market.
New telephone system is required to allow for more flexibility and a
contingency plan for service in cases of unexpected events.
The department should consider developing consistent service standards
and a process for monitoring and reporting on results.
The department should consider the ability of current staff to action KIVs
and determine whether either more resources are required, or whether the
KIV process could be modified. The department needs to decide on an
appropriate response protocol for callers; whether CSO’s or other staff
should be providing these services
The department should review the current application for income support
in view of developing and application for service approach, to include
capturing information on client’s employability.
The department should take initiatives to increase the utilization of direct
deposit.
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Review Findings
Recommendations should be reviewed on timely basis and where
appropriate monitored to determine whether they are operating as intended.
The department should consider ways to make payment processing less
complex and address the use of such things as a Taxi Confirmation
Number (TCN) – can CAPS generate a service authorization number prior
to being approved by PAU.
Current Status (Ongoing Activities)
There is a Service Delivery Improvement Team in place which includes divisional and regional
representation.
Quick Wins
Improve communication and sharing of information between income support and other
departmental divisions.
Implement mandatory direct deposit for new and reopened cases as Phase 1 which is currently
underway. Phase 2 would target existing cases.
Implement a search engine for the current policy and procedure manual.
Elimination of any unnecessary phone systems currently in use for on call services.
Streamlining & Consolidation Opportunities
There is an opportunity to streamline operations for certain benefits/services such as a centralized
provincial application unit, medical transportation, and health unit.
The current payment processing cycle for invoices (particularly time sensitive requests for medical
transportation) is complex and could be considered for streamlining.
AES should determine whether on call services from 12am-8am are required and whether they
could be outsourced.
Program Basic Benefits
Background
Goals & Objectives:
Provide financial assistance for daily living expenses.
Target Population:
Any Canadian citizen, including a temporary resident or a refugee protection claimant; who is an
adult (18 and over) residing in Newfoundland and Labrador, regardless of the length of time, may
apply for Income Support benefits.
Total income support cases: May 2012 - 24,794
Distribution of cases May 2012:
Single person - 16,290
Couple without children - 2,323
Couple with children - 1,217
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Single parent - 4,963
Refugees - 1
Distribution of income support cases by regions May 2012:
Avalon - 12,609 percentage 50.9%
Central - 6,537 percentage 26.4%
Labrador - 833 percentage 3.4%
Western - 4,815 percentage 19.4%
Budget & Administration
Part of the Income Support budget for 2011-12 - $195,201,000.
Program is delivered by 20 offices located in all four regions of the province.
This program is delivered via allowances & assistance.
Governing Legislation & Directives
Income Support Act and Regulations
Findings & Recommendations
Policy Issues None identified specific to Basic Benefits.
Recommendations N/A
Legislative Issues Current rental rates may not meet clients’ requirements given the current
economic environment.
Recommendations AES should review the adequacy of the current rental benefits rates.
Business Process
Issues
None identified specific to Basic Benefits.
Recommendations N/A
Current Status (Ongoing Activities)
None identified
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
None identified.
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Review Findings
Program Emergency Assistance
Background
Goals
To address situations when emergency income support benefits can be provided to an
applicant/recipient to address an emergency situation.
Objectives
Emergency Income Support Benefits can be provided to recipients/applicant to meet an immediate
need, or where there is otherwise no eligibility for basic income support benefits. Emergency
income support benefits can be provided to stranded and homeless individuals, victims of violence,
those awaiting determination of eligibility or current clients who have exhausted all resources.
Target Population
Any individual in an emergency situation or to ensure the immediate health, safety or well-being
of an individual or family.
Budget & Administration
The budget for 2011-12 - $2,055,000
4,275 clients served in 2011
The program is administered by CSOs across the province
This program is delivered via Allowances and Assistance
Governing Legislation & Directives
Income Support Act and Regulations.
Findings & Recommendations
Policy Issues Emergency assistance may be misused by providing benefits in excess of
the regular benefits. Staff have indicated that there are clients who request
emergency assistance on a regular basis.
Income Support CSOs determine the amount of emergency assistance to be
provided and whether the amount should be considered as an overpayment
and recovered from the individual. As a result, even with existing
guidelines, there can be differences in the amounts provided to clients in
similar circumstances and whether a client has to repay the emergency
assistance.
Recommendations Staff have to continue to be mindful of patterns by individuals requesting
emergency assistance.
The department should determine whether there is a more consistent
approach to determine the amount of emergency assistance to be provided
to a client and whether the amount has to be repaid.
Legislative Issues Clients have indicated that the income support rates are not always
sufficient to meet their basic needs and are therefore forced to seek
emergency assistance.
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Review Findings
Recommendations The department should consider whether the current income support rates
are sufficient to meet client basic needs.
Business Process
Issues
There is no requirement for CSOs to meet with income support clients who
have multiple requests for emergency assistance. Such a meeting would
determine underlying issues and possible interventions required to address
the numerous requests for emergency assistance.
Recommendations A review of emergency assistance usage should be undertaken to determine
the extent to which it is issued, any patterns of use by client, by
circumstances and if it is issued during regular business hours, by regular
on call staff, or by overnight on call staff.
Current Status (Ongoing Activities)
There is a Program Integrity team and Service Delivery Improvement team.
Quick Wins
The department should determine whether there is a more consistent approach to determine the
amount of emergency assistance to be provided to a client and whether the amount has to be
repaid.
Streamlining & Consolidation Opportunities
None identified
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Review Findings
Program Special Needs/Other Benefits
Background
Goals:
Additional items of Special needs to support the well being of an applicant or recipient.
Objectives:
Flexibility through additional, emergency and special needs benefits to meet the needs of
recipients who require special consideration due to exceptional circumstances. Services provided:
i) Burials
ii) Furniture
iii) Housekeeping allowance
iv) Paternity testing
v) Fumigation
vi) Medical Alert bracelets
vii) Special clothing/bedding
viii) Coastal Labrador supplement
ix) Septic tank cleaning
Target Population:
Any Canadian citizen, including a temporary resident or a refugee protection claimant; who is an
adult (18 and over) residing in Newfoundland and Labrador, regardless of the length of time, may
apply for Income Support benefits.
Total income support cases: May 2012 - 24,794
Distribution of cases May 2012:
Single person - 16,290
Couple without children - 2,323
Couple with children - 1,217
Single parent - 4,963
Refugees - 1
Distribution of income support cases by regions May 2012:
Avalon - 12,609 percentage 50.9%
Central - 6,537 percentage 26.4%
Labrador - 833 percentage 3.4%
Western - 4,815 percentage 19.4%
Budget & Administration
The budget for 2011-12 - $13,434,000.
Program is delivered by 20 offices located in all four regions of the province.
This program is delivered via allowances & assistance.
Governing Legislation & Directives
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Review Findings
Income Support Act and Regulations.
Findings & Recommendations
Policy Issues Childcare can only be paid if a client is either working or attending
training. As a result, there is no means to provide childcare benefits to
income support clients who, for whatever reason, e.g. job search or surgery
are not capable of caring for their child(ren).
Recommendations AES should review policy to determine whether childcare needs could be
addressed for income support clients.
Legislative Issues Some rates may not provide sufficient funds to meet client’s special needs,
one example of this is the $298 monthly allowance for housekeeping which
often does not meet the needs for clients. Recommendations AES should review the adequacy of the current special needs rates,
specifically, the allowance for housekeeping.
Business Process
Issues
The housekeeping allowance has had issues in that amounts paid are not
consistent across regions.
Recommendations The department should ensure that staff are aware of the application of the
housekeeping allowance and the amount that can be provided.
Current Status (Ongoing Activities)
None identified
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
None identified.
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Review Findings
Program Health Related Benefits
Background
Goals & Objectives
To provide financial assistance and /or confirmation of eligibility for health related benefits.
Health related benefits for income support clients* (paid by the AES Budget) include:
Medical transportation (within and out of province);
Vision care;
Special Diets;
Blind persons supplements; and
Dietary Supplements (e.g. Boost);
*Non income support clients can also apply for medical transportation and vision care and be
assessed by AES
Health related benefits provided by HCS to income support clients include:
Prescription Drug coverage;
Dental Services
Dentures
Medical Supplies;
Oxygen;
Medical Equipment; and
Food distribution program
In addition to the above list, HCS also provides the following items to income support clients
without a further financial assessment, but AES is required to complete the financial assessment
for non IS clients:
Hearing Aids
Orthotic/Prosthetic items
Target Population
These benefits are available to all income support clients who meet the criteria for the items listed.
Non-income support clients can apply to AES and undergo a needs test for vision care, medical
transportation, prosthetics, orthotics and hearing aids. Non-income support clients requiring
medical equipment and supplies, or the food distribution program apply directly to HCS via an
income test. Denture services for non-Income Support clients are based on eligibility for specified
NLPD programs.
Budget & Administration
The program budget for 2011-12 - $15,823,000.
Total income support cases as of May 2012:24,794
The program is administered by income support CSOs.
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Review Findings
This program is delivered via allowances and assistance.
Governing Legislation & Directives
Income Support Act and Regulations.
Findings & Recommendations
Policy Issues The department has a Service Delivery Improvement Team to review items
such as business processes and make recommendations. Staff indicated that
income support recommendations of the Team are not always implemented
on a timely basis. Furthermore, when recommendations are actioned, there
is no formal process for monitoring the effectiveness of the change.
The policy on medical transportation is “grey” which results in inconsistent
interpretations and inconsistent benefits to clients. The policy is not
standardized and takes into account regional differences in terms of
available public transportation, location of medical facilities and other
factors. While this provides some flexibility, it also results in inconsistent
interpretations and application of policy to clients across the province.
Each region is responsible to determine which trips are covered in their
area, and to also determine the most economical means.
Recommendations The department should ensure that recommendations of the Service
Delivery Improvement Team are considered and implemented on a timely
basis.
The department should consider whether inconsistent interpretation and
inconsistent benefits relating to medical transportation is acceptable.
Legislative Issues N/A
Recommendations N/A
Business Process
Issues
The department has to provide eligibility confirmation to the Department
of Health and Community Services (HCS) on a number of benefits because
certain field staff within HCS do not have access to CAPS. As a result,
staff at AES are involved in a confirmation process that could be handled
by the Department of Health staff.
Currently in the Avalon region CSOs have to use a Taxi Confirmation
Number (TCN) to authorize a client’s medical transportation with a service
provider because they cannot obtain a service authorization from CAPS. A
service authorization number from CAPS can only be generated after a
PAU verifies the request in CAPS. As a result, there is a duplication of
effort in obtaining a TCN and the service authorization number.
AES is responsible for providing dietary supplements (e.g. Boost) to
income support clients and is required to obtain the products from the
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Review Findings
Health Care Corporation. The arrangement sometimes results in clients not
receiving their dietary supplements when they are required because the
Corporation has set delivery schedules. When clients do not receive their
dietary supplements they contact AES staff who are then required to issue
emergency assistance. This can be a cumbersome process which can also
result in poor client service and unnecessary costs.
Because CAPS has a dollar threshold which cannot be exceeded, CSOs are
required to complete multiple service authorizations in order to commit the
funds. This results in a waste of CSO time.
AES continues to be responsible for determining financial eligibility for
non IS clients who require hearing aids, prosthetics and orthotics. In 2009,
HCS changed the parameters of their Special Assistance Program (SAP)
and now the public can apply directly to HCS for approval (previously
AES completed the financial eligibility test for these non clients).
However, the three pieces as outlined remained, as these were considered
to be separate programs from the SAP. This is additional work for AES
staff and requires that residents of the province with no affiliation to the
department, must apply to AES in order to be funded by HCS.
AES is also providing supplementary benefits (medical transportation and
vision care) to HCS clients (usually home support clients or those in long
term care facilities) who are not in receipt of IS. This was an agreement
from the split of the Dept of Social Services many years ago. Again, these
are clients with no attachment to AES who are seeking services because of
their HCS eligible status. Significant work effort by staff, and poses some
issue with remaining compliant with our Regulations.
AES currently pays for all ambulance bills (patient fee portion) for IS and
HCS clients. From a business process point of view, this is cumbersome
and bureaucratic. Eastern Health pays the ambulance providers the full
eligible amount upon receipt of the invoices. EH then bills AES for their
portion by region (IS and HCS clients), who then pays the 4 separate
RHA’s the required amounts. AES has no way to verify the eligibility for
HCS clients and simply takes the invoices at face value. The last analysis
showed that 65-70% of the clients receiving ambulance services were
strictly HCS clients with no affiliation to AES.
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Review Findings
Recommendations AES should consider providing the Department of Health read only access
to CAPS in order to confirm client’s eligibility for health related benefits
for which they deliver.
The department should consider the duplication of effort which currently
exists in the Avalon region with regards to authorizing medical
transportation.
The Department should consult with Department of Health officials and
determine if there is a more effective way to meet the demands of income
support clients.
The current dollar threshold in CAPS related to authorization of health
related benefits should be reviewed to determine whether it is appropriate.
Government should consider moving the financial eligibility test for non IS
clients for hearing aids, prosthetics and orthotics to HCS/RHA’s as they
did with the SAP.
The transfer of supplementary benefits to HCS has been attempted on 2
occasions in 2010 and 2012, but has yet to take place due to HCS’s
requests to delay. No firm commitment to transfer is currently in place.
The budget for ambulance patient fees should be transferred to HCS. The
RHA’s can then manage the payment of these invoices without submitting
subsequent invoices to us as middle men. IS clients have cards which
verify their eligibility for ambulance coverage and the billing system that
EH uses have access to this info for confirmation of eligibility.
Current Status (Ongoing Activities)
Service Delivery Improvement Team developed a report with staffing models attached for a health
benefit unit.
Quick Wins
The current dollar threshold in CAPS related to authorization of health related benefits should be
reviewed to determine whether it is appropriate.
Streamlining & Consolidation Opportunities
AES should consider providing the Department of Health read only access to CAPS in order to
confirm client’s eligibility for health related benefits for which they deliver.
The department should consider the duplication of effort which currently exists in the Avalon
region with regards to authorizing medical transportation.
The current dollar threshold in CAPS related to authorization of health related benefits should be
reviewed to determine whether it is appropriate.
Program Mother Baby Nutritional Supplement
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Review Findings
Background
Goals
To provide information and financial benefit to low-income pregnant women and families with
children under 1 year of age. The financial benefit is to assist with the additional costs of eating
healthy during pregnancy and during the child’s first year.
Objectives
To promote healthy eating for pregnant mothers and children are under the age of one.
Target Population
Low-income pregnant women and families with children under 1 year of age.
Budget & Administration
The budget for 2011-12 - $420,000.
Approximately 300 clients receive the pre-natal component of the MBNS per month, while 939
families received the post-natal component of the MBNS.
One CSO delivers pre-natal component provincially located in St. John's, CRA delivers post natal
component in conjunction with other federal and provincial child benefits.
This program is delivered via allowances and assistance.
Governing Legislation & Directives
Income Support Act and Regulations.
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Overpayments are not recorded as recoverable amounts. This situation can
be attributed to payments for the prenatal component being made outside of
CAPS and therefore there is no readily available mechanism to record and
collect overpayments.
CAPS is not being used to administer the MBNS benefit. As a result,
separate cheques have to be issued for the benefit even though it could be
included, for income support clients, on their bi-weekly cheques.
Recommendations The department should determine whether overpayments for the prenatal
component should be set up as an overpayment.
For income support clients, the department should consider including the
MBNS benefit on the cheques issued through CAPS.
Current Status (Ongoing Activities)
None identified
Quick Wins
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Review Findings
None identified
Streamlining & Consolidation Opportunities
For income support clients, the department should consider including the MBNS benefit on the
cheques issued through CAPS.
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Review Findings
Program Newfoundland and Labrador Child Benefit (NLCB)
Background
Goals
To assist low-income families; including families with additional financial support to help raise
children under 18 years of age.
Objectives
To provide additional income to low income families with children.
Target Population
Families with a net family income (previous taxation year) equal to or less than $17,397 will
receive the full amount, if the family income is between $17,397 and $24,183 they will receive a
reduced amount.
Budget & Administration
The budget for 2011-12 - $600,000.
Total number of families served in 2011-12 - 13,102.
No departmental staff are involved in the administration because the program is delivered by the
Canada Revenue Agency (CRA), as part of the Canada Child Tax Benefit (CCTB). However, the
Child Benefit Adjustment (CBA) can be provided by AES to families in receipt of income support
benefits who are not receiving the maximum NLCB or the National Child Benefit Supplement. In
some cases the payments made by the department are recovered from the client when retroactive
payments are issued by CRA to the client
The program is delivered via Allowances and Assistance.
Governing Legislation & Directives
Income Support and Employment Act and Regulations; Child and Parental Benefits Regulations
Income Tax Act 2000.
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Client Service Managers (CSM) are required to get a report from the CAPS
system in order for the manager to ensure that staff are assessing clients for
continued eligibility of financial benefits. The managers are required to also
run reports on other aspects of program delivery. However, there is no
automated process to provide managers with the reports they require. As a
result, there is an increased risk that managers, due to competing demands,
may miss a report deadline which can result in reduced client service.
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Review Findings
There are issues with the reports (currently being worked on) but based on
the MOU which identifies the fields which can be shared - this poses some
problems.
Although staff are required to consider retroactive payments provided by
CRA to determine the impact on income support, the “covering periods”
required for that determination are not indicated on the CRA reports.
Recommendations The department should consider implementing an automated process (e.g.
email) to assist managers in obtaining the reports required to ensure quality
service for clients.
The department should consider whether the interface information available
from CRA could include the “covering periods” of the retroactive payments.
Current Status (Ongoing Activities)
None identified
Quick Wins
The department should consider implementing an automated process (e.g. email) to assist managers
in obtaining the reports required to ensure quality service for clients.
The department should consider whether the interface information available from CRA could
include the “covering periods” of the retroactive payments.
Streamlining & Consolidation Opportunities
The department should consider implementing an automated process (e.g. email) to assist managers
in obtaining the reports required to ensure quality service for clients.
The department should consider whether the interface information available from CRA could
include the “covering periods” of the retroactive payments.
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Review Findings
5-A-6 Social Supports
Social supports involve programming to enhance an individual’s quality of life. Social support
programs also assist with adverse life events.
As the following table shows, a total of 10 programs with a cumulative budget of $6.1 million for
2011-12 were identified as being part of the “Social Supports” category. Four of the programs,
Jumpstart, Allied Youth, Grants to Youth Organizations and CYN are aimed at youth, two of the
programs, DPO: Accessibility Grants Program and DPO: Accessible Vehicle Grants Program are
aimed at persons with disabilities, three relate to emergencies, Emergency Shelter Services,
Emergency Social Services (Disaster Services) and Services to Persons Who Are Victims of
Violence while one program, Social Work Services relates to assessment, crisis counseling and
referral services.
6 Social Supports
11/12 Budget
($M's)
11/12 Actuals
($M's) Reference
Financial:
1 Jumpstart CEYS 0.350 0.350 5-A-6-1
2 Emergency Shelter Services IS 1.560 1.560 5-A-6-2
3 Emergency Social Services (Disaster Services) IS N/A N/A 5-A-6-3
4 Services to Persons who are Victims of Violence IS 0.075 0.053 5-A-6-4
Client Services:
5 Allied Youth CEYS 0.030 0.030 5-A-6-5
6 CYN CEYS 2.977 2.975 5-A-6-6
7 Grants to Youth Serving Organizations CEYS 0.739 0.739 5-A-6-7
8 DPO: Accessibility Grants Program DPO - - 5-A-6-8
9 DPO: Accessible Vehicle Grants Program DPO - - 5-A-6-9
10 Social Work Services IS N/A N/A 5-A-6-10
Income, Employment & Youth Services Branch:
Career, Employment & Youth Services CEYS 4 4.096 4.094
Income Support IS 4 1.634 1.613
Disability Policy Office DPO 2 - -
Total Social Supports Programs 10 5.731 5.707
* 3rd Party Grants
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Review Findings
The following charts illustrate the proportion of the 10 Social Supports programs relative to the
overall interventions budget and the 70 programs included in the 6 categories used in the review and
analysis process.
Social Supports,
5.731
AES Interventions ($412.392M budget)
Social Supports, 10
AES Interventions (70 programs)
The following charts outline 10 programs by current area of responsibility along with the
corresponding budgets.
CEYS, 4
DPO, 2 IS, 4
Social Supports Programs
by Current Area of Responsibility
CEYS, 4.096
IS, 1.634
Social Supports Budgets (in $M's)
by Current Area of Responsibility
A number of issues were identified during the review of the 10 programs in the Social Supports
category as follows:
Issues related to level of supports, types of benefits and administrative practices are categorized in
the following two themes:
1. Strategic Approaches; and
2. Program Development and Administration.
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Review Findings
1. Strategic Approaches
The department has not yet determined the degree to which social supports will be a focus for the
newly created Department of Advanced, Education and Skills. Specifically, the department will
need to identify the level of social supports it is able to provide to individuals and how these
supports relate to a labour market attachment. For example:
the following youth engagement activities, which are currently funded by the department:
Jumpstart, Allied Youth, Grants to Youth Organizations and CYN programs with a total budget
of $4.1 million for 2011-12 are aimed at youth and, at best, have a marginal fit to the
department’s current mandate; and
the department provides a $100,000 grant to the School Lunch Program each year; however,
the program does not align with the department’s current mandate.
2. Program Development and Administration
A number of program development and administration issues were identified in the department’s
current social support programs.
Issues identified with Emergency shelter included:
currently, CSOs have authority to approve emergency shelter stays for up to three nights after
which a CSM approval is required for any additional nights. Given that the average stay at
shelters exceed three nights, this creates additional administrative work for CSMs;
although the department sometimes requires the use of a private shelter (some averaging
approximately $157,000 annually) the department does not issue a formal call for services to
determine whether other individuals may wish to provide this service. As a result, it is not
known whether the service could be provided by others and at what cost; and
although the department funds shelters for homeless individuals, these shelters may refuse
certain individuals due to known behavioral issues that could result in damage to the shelter
and possible safety issues for the staff and other residents. As a result of initially funding the
shelter, the department effectively pays twice for shelter when an individual has to be placed
elsewhere (e.g. hotel).
Disaster services issues included:
currently, the department does not have an arrangement to care for pets during emergency
evacuation. As a result, there is a gap in the services provided to citizens during emergencies;
and
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Review Findings
the department does not have a contingency plan in place to clearly outline how either regular
duties of staff assigned to ESS will be completed or how any backlog of work will be
addressed.
Social services work issues included:
although the role of Liaison Social Workers (LSW) is defined, the scope of services they are
required to provide appears to be too broad to address clients’ needs. As a result, some clients’
needs may not be addressed; and
although 20 AES social workers are currently working with the Department of Justice to work
on AES client files, it appears their time is being consumed more with court cases than with
income support cases.
Other program administration issues included:
the department has not established base line indicators necessary to determine outcomes of the
Grants to Youth Organizations Program. Instead, activity levels are used to determine the
success of the program. Furthermore, financial accountability requirements are the same for all
grants and do not take into consideration the value of the grant;
CYNs are provided with 100% of their funding (totaling $2.97 million in 2011-12) in advance
and is the only program funded this way;
up until 2011-12, surplus funds were reallocated to CYNs on a mathematical basis without
identification of specific need; and
A report prepared by Goss Gilroy in November 2010 on CYNs has not been signed off by the
department and not all of the recommendations have been implemented.
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Review Findings
Program Jumpstart
Background
Goals
In partnership with the Canadian Tire Foundation for Families, to support children and youth of
low income families participate in physical recreation activities to promote and contribute to a
healthier lifestyle, facilitate increased self-esteem and confidence, provide an opportunity to learn
important leadership skills, contribute to improved school performance and future education
expectations, and create more positive relationships and strengthened support networks.
Objectives
Support only those children that would not have been able to participate in a physical activity
without financial assistance.
Support participation in activities that are longer term in duration. Strike a balance between
funding children of each gender and ethnicity, as well as, inclusion of all interests and abilities.
Strike a balance between funding the same children and new children from submission period to
submission period or year to year.
Target Population
Children aged 4 - 18
Budget & Administration
The budget for 2011-12 - $350,000. Activities must be in an organized sport or recreational
activity and be provided to those who are unable to pay.
Total number of clients served in 2011-2012: 4,548.
The program is administered by provincial office staff which includes: a Provincial Manager -
CYN, Senior Manager - Youth Programs, Program Coordinator, Director – CEYS.
This program is administered via Grants and Subsidies.
Governing Legislation & Directives
The authority to run this program stems from the MC (2001-0146) that created the SIOC (Student
Investment and Opportunities Corporation) back in 2001 and the MC (2008-0117) that allowed the
Dept. of HLRE to take over running the SIOC programs in 2008. In 2011-12, the Youth Services
budget activity moved along with most programs from the Dept. of HRLE to the new Dept. of
AES.
Findings & Recommendations
Policy Issues It is difficult to determine how this program aligns with the current
mandate of the department.
Recommendations The department should determine whether it should continue to fund this
program or whether it could be administered by another department.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
None identified.
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Review Findings
Recommendations N/A
Current Status (Ongoing Activities)
None identified.
Quick Wins
N/A
Streamlining & Consolidation Opportunities
The Jumpstart Program could be considered for transfer to a more appropriate department.
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Review Findings
Program Emergency Shelter Services
Background
Goals & Objectives
Provide shelter to applicants/clients when needed in times of crisis, as a result of medical needs, or
in cases of a stranded person, those released from institutions, and those who are homeless.
Target Population
Clients finding themselves without appropriate shelter.
Budget & Administration
The budget for 2011-12 - $1,560,000.
Total number of clients served in 2011-2012:
The program is administered by departmental staff in the Income Support division.
Governing Legislation & Directives
Income Support Act
Findings & Recommendations
Policy Issues Currently CSOs have authority to approve shelters up to three nights after
which a CSM approval is required for any additional nights. Given that the
average stay at shelters exceed three nights, this creates additional
administrative work for CSMs.
Recommendations The department should consider increasing the shelter approval level for
CSOs.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Although the department sometimes requires the use of a private shelter
(some averaging $157,000 per year) the department does not issue a formal
call for services to determine whether other individuals may wish to
provide this service.
Although the department funds shelters for homeless individuals, these
shelters may refuse certain individuals due to known behavior issues that
could result in damage to the shelter and possible safety issues for the staff.
As a result of initially funding the shelter, the department effectively pays
twice for shelter when an individual has to be placed elsewhere (e.g. hotel).
The department has block funding arrangements with some service
providers and per diem funding arrangements with others. Some of the per
diem rates appear high.
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Review Findings
Recommendations The department should consider issuing a formal call for private shelter
services.
The department should consider working with shelter providers to develop
a MOU which would require the shelter to provide services to difficult
clients.
Current Status (Ongoing Activities)
None identified
Quick Wins
None identified
Streamlining & Consolidation Opportunities
None identified
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Review Findings
Program Emergency Social Services – ESS (Disaster Services)
Background
Goals
To provide assistance to individuals in the case of a disaster or emergency in a community as
determined by the Minister.
Objectives
Emergency Social Services is to provide the following services to citizens: operation of a reception
center, registration and inquiry, lodging, food, clothing and personal services. The services are
normally provided in response to large scale disasters such as floods, fires, and storms.
Target Population
Residents of the province affected by a disaster or emergency.
Budget & Administration
No budget assigned, in some instances expenditures can be reimbursed through the Disaster
Financial Assistance Arrangements (DFAA).
The program is administered by Client Service Managers/Regional Managers for Income Support
in consultation with the Director of Income Support/Emergency Social Services.
Governing Legislation & Directives
Emergency Services Act
Findings & Recommendations
Policy Issues Currently the department does not have an arrangement to care for pets
during emergency evacuation. As a result, there is a significant gap in the
services provided to citizens during emergencies.
Recommendations The department should consider developing a formal plan for pet care
during emergency evacuation.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The department does not have a contingency plan in place to clearly outline
how either regular duties of staff assigned to ESS will be completed or how
any backlog of work will be addressed.
Recommendations The department should consider the development of a contingency plan.
Current Status (Ongoing Activities)
None identified
Quick Wins
None identified
Streamlining & Consolidation Opportunities
None identified
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Review Findings
Program Services to Persons who are Victims of Violence
Background
Goals
To provide emergency accommodations (transition house or alternate) and/or emergency
transportation to a safe place for any individual who self identifies as a victim of violence.
Objectives
To assist individuals who identify themselves as a victim of violence travel to and find safe
accommodations. Eligible income support clients may also continue to receive individual/family
benefits and a Start-up Allowance if they find new accommodations.
Target Population
Any individual, not just a person in receipt of income support, who identifies as a victim of
violence.
Budget & Administration
The budget for 2011-12 - $74,516.
The program is delivered by regional staff.
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues Currently CSOs have authority to approve shelters up to three nights after
which a CSM approval is required for any additional nights. Given that the
average stay at shelters exceed three nights, this creates additional
administrative work for CSMs.
Recommendations The department should consider increasing the shelter approval level for
CSOs.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
None identified.
Recommendations N/A
Current Status (Ongoing Activities)
None identified
Quick Wins
None identified
Streamlining & Consolidation Opportunities
Consideration could be given as to whether Victim Services would have the capacity to deliver this
service.
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Review Findings
Program Allied Youth (AY)
Background
Goals
Through this program, youth are provided opportunities to develop leadership, interpersonal and
communication skills as well as self-awareness through sports activities, leadership opportunities,
educational sessions, social activities, and community projects. This program is active in a
number of sites throughout the province.
Objectives
Increase youth in grades 7-12 self awareness, leadership and interpersonal skills and community
involvement
Target Population
There are currently 450 participating youth in 14 schools/communities across the province. The
youth are from grade 7-12 in high school.
Budget & Administration
The budget for 2011-12 - $30,000.
The program is administered by half time services of the Youth Program Consultant who-operated
as a Provincial Coordinator for AY.
The program is administered via grants.
Governing Legislation & Directives
Income and Employment Support Act
Findings & Recommendations
Policy Issues None identified.
Recommendations N/A
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
The department has not yet determined how youth engagement activities
currently funded by the department will be included in the department’s
new mandate.
Recommendations The department should determine and clearly define how youth
engagement activities currently funded by the department are aligned with
the department’s new mandate.
Current Status (Ongoing Activities)
None identified.
Quick Wins
N/A
Streamlining & Consolidation Opportunities
N/A
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Review Findings
Program Community Youth Network (CYN)
Background
Goals
Facilitate access to information on available services to youth (workshops, posters and
pamphlets);
Create a means by which agencies are aware of each other’s existence and have an
understanding of the programs offered;
Facilitate partnerships between community agencies and services (e.g. Health, Justice and
Community Services);
Share information and coordinate services;
Develop and integrate a coordinated approach to youth services;
Connect with youth that have not traditionally used available services i.e. at-risk youth;
Compile a list of solutions to successful outreach practices and share them with youth- serving
agencies; and
Identify and attempt to fill gaps in youth services.
Objectives
Promote the healthy development of youth and their communities;
Serve youth who are experiencing significant barriers to achieving education and employment
goals;
Improve social environments by building upon individual organization and community assets to
meet identified needs; and
Build upon existing groups’ efforts through partnership. (Not to duplicate existing community
services)
Target Population
The target population is at risk youth aged 12-18.
There are currently 24 hub sites and 12 satellite sites in the province.
Budget & Administration
The budget for 2011-12 - $2,977,000.
Client participation will vary depending on region but an average of 1500 youth access CYN
programming on a daily basis with approximately 16,000 on a yearly basis.
The program is administered by Provincial Office staff: Manager - CYN, Senior Manager - Youth
Programs, Program Coordinator; Director - CEYS.
Governing Legislation & Directives
CYN Policy and Procedures Manual
Income and Employment Support Act
Findings & Recommendations
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Review Findings
Policy Issues The department has not established base line indicators necessary to
determine outcomes of the program. Instead activity levels are used to
determine the success of the program.
The department has not yet determined how youth engagement activities
currently funded by the department will be included in the department’s new
mandate.
Although CYNs have identified underfunding as an issue, the department
has not undertaken an analysis of the revenue sources of the CYNs and the
costs of delivering their programs.
CYNs are provided with 100% of their funding in advance and is the only
program funded this way.
Recommendations The department should determine how success can be measured within this
program.
The department should determine and clearly define how youth engagement
activities currently funded by the department are aligned with the
department’s new mandate.
The department should undertake a review of the CYNs and determine if
they are underfunded.
The department should determine whether CYNs should continue to be paid
100% of their funding in advance.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
The Goss Gilroy report of November 2010 has not been signed off by the
department and as a result all of the recommendations have not been
implemented.
Up until the 2012 fiscal year surplus funds were reallocated to CYNs on a
mathematical basis without identification of specific need.
Recommendations The department should determine the status of the Goss Gilroy report and
any required action.
The department should ensure that funds provided to 3rd
party organizations
are provided on the basis of an identified need.
Current Status (Ongoing Activities)
None identified
Quick Wins
N/A
Streamlining & Consolidation Opportunities
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Review Findings
The program could be considered for delivery by another department, such as the Department of
Tourism, Culture & Recreation or the Voluntary Non-Profit Secretariat.
The department could consider the similarities among the SAY, GTYO and CYN and consolidate
the funding and service delivery.
Examples of Payments from CYN
Organization Name Amount
COMMUNITY YOUTH NETWORK (24 Hub & 12 Satellite sites) 1,266,138.00
LABRADOR-GRENFELL REGIONAL INTEGRATED 706,913.00
HARBOUR BRETON COMMUNITY YOUTH 218,537.00
THE HUMBER COMMUNITY "YMCA" 130,000.00
CLARENVILLE & AREA COMMUNITY YOUTH 70,940.00
BAYNET INC 67,400.00
ADVOCATE YOUTH SERVICES CO-OPERATIVE 65,000.00
COMMUNITY YOUTH NETWORK - ISLES OF 65,000.00
GANDER BOYS AND GIRLS CLUB 65,000.00
REC HOUSE COMMUNITY YOUTH NETWORK 65,000.00
ST BARBE DEVELOPMENT ASSOC 65,000.00
TOWN COUNCIL OF CAPE BROYLE 65,000.00
YOUTH 2000 CENTRE 65,000.00
COMMUNITY SECTOR COUNCIL OF 60,000.00
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Review Findings
Program Grants to Youth Organizations
Background
Goals
The goal of this program is to support youth-serving organizations whose focus is on self-reliance,
leadership and citizenship development.
Objectives
The objective of this grant money is to either support the administration of the organization or fund
a specific service or event to a defined target group. Groups funded must serve a broad age group
up to age thirty; reach sufficient numbers of youth to justify the funding levels and have an ability
to include youth who may experience challenges to participation.
Target Population
Individuals 30 and under.
Budget & Administration
The budget for 2011-12 - $739,000. Due to demand exceeding available funding slippage from
other program areas have been used to fund other programs.
The program is administered by Youth Services staff at Provincial office which includes a
Provincial Manager - Youth Grants, Senior Manager - Youth Programs and a Program
Coordinator.
There are approximately 30,000 youth from a variety of groups focused on self-reliance, leadership
and citizenship development who are served by the 35 (approx.) organizations that are funded by
this program.
The program is administered via Grants & Subsidies.
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues The department has not yet determined how youth engagement activities
currently funded by the department will be included in the department’s
new mandate.
The financial accountability requirements are the same for all grants and do
not take into consideration the value of the grant.
The department has not established base line indicators necessary to
determine outcomes of the program. Instead activity levels are used to
determine the success of the program.
The department provides $100,000 to the School Lunch Program each
year. It is not clear how funding this program aligns with the department’s
mandate.
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Review Findings
Recommendations The department should determine and clearly define how youth
engagement activities currently funded by the department are aligned with
the department’s new mandate.
The department should determine whether financial accountability
requirements should remain the same for all grants.
The department should determine how success can be measured within this
program.
The department should determine why it continues to fund the School
Lunch Program.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
The demand for this program exceeds current budget allocation.
Funding to organizations is an expectation from year to year once
approved. As a result, new initiatives which may have more merit do not
always be considered for approval due to existing budget commitments.
Recommendations The department should determine whether the current budget for this
program is sufficient.
The department should determine whether the approval of applications
should continue to be driven by historical commitments or whether all
applications should be assessed on their merit relative to all other
applications.
Current Status (Ongoing Activities)
None identified.
Quick Wins
N/A
Streamlining & Consolidation Opportunities
The School Lunch Program could be considered for transfer to a more appropriate department such
as The Department of Health or the Department of Education.
The department could consider the similarities among the SAY, GTYO and CYN and consolidate
the funding and service delivery.
Chapter 5 5-A-6-7
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Review Findings
Examples of Payments from Grants to Youth Organizations
Organization Name Amount
BIG BROTHERS/BIG SISTERS ASSOCIATION 105,000.00
ST JOHN'S SCHOOL LUNCH ASSOCIATION 100,000.00
ST JOHN'S BOYS & GIRLS CLUB/ 80,000.00
DUKE OF EDINBURGH'S AWARD PROGRAM 59,800.00
BOYS AND GIRLS CLUB OF CANADA-NL 57,500.00
JAMES HORNELL BOYS & GIRLS CLUB 41,600.00
WABANA BOYS & GIRLS CLUB 40,000.00
GIRL GUIDES OF CANADA (STJ) 36,600.00
BOY SCOUTS OF CANADA 31,206.00
NORRIS ARM BOYS AND GIRLS CLUB INC 17,000.00
GANDER BOYS AND GIRLS CLUB 16,650.00
LABRADOR WEST YOUNG PEOPLES 15,000.00
THE HUMBER COMMUNITY "YMCA" 15,000.00
YMCA-YWCA OF NORTHEAST AVALON 15,000.00
BOTWOOD BOYS & GIRLS CLUB 10,000.00
ENGLEE YOUTH CENTRE 10,000.00
EXPLOITS VALLEY YMCA 10,000.00
P4 YOUTH CENTRE 10,000.00
ST ANTHONY AREA BOYS AND GIRLS CLUB 10,000.00
WABUSH TEEN CENTER 10,000.00
ALLIED YOUTH OF NEWFOUNDLAND & 5,000.00
NEWFOUNDLAND & LABRADOR YOUTH 5,000.00
ST JACQUES-COOMBS COVE TOWN COUNCIL 5,000.00
TOWN OF CHARLOTTETOWN 5,000.00
TOWN OF POOL'S COVE 5,000.00
UPPER ISLAND COVE BOYS & GIRLS 5,000.00
ST JAMES UNITED CHURCH 3,200.00
THE ARMY CADET LEAGUE OF CANADA 3,000.00
THE NL DIVISION OF THE NAVY LEAGUE OF 3,000.00
RABBITTOWN COMMUNITY CENTRE 2,600.00
CHURCH LADS' BRIGADE 2,500.00
PUBLIC LEGAL INFORMATION ASSOCIATION OF 2,100.00
NF & LAB SCHOOL CHESS ASSOCIATION 1,300.00
THE AIR CADET LEAGUE OF CANADA 1,000.00
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Review Findings
Program DPO: Accessibility Grants Program
Background
Goals
A program that provides grants to non-profit, community-based organizations to support the
participation of persons with disabilities through 1) removal of barriers in the built environment
(ex’s: installation of ramps, automated door openers, visual alarms) or 2) provision of disability-
related accommodations at specific events, meetings, gatherings, etc. (ex: sign language
interpretation, closed captioning).
To enhance the inclusion of persons with disabilities through the removal of barriers to
participation in community opportunities.
Objectives
Grants are available to non-profit community-based organizations to support the participation of
persons with disabilities as follows
Accessibility Grants - to create or improve the accessibility of the built environment
Accommodation Grants - provide disability-related accommodations to support participation in
events and meetings.
Grant payments for approved projects will be issued as follows: 80% of grant amount upon
approval of application. Remaining 20% upon completion of project.
Accessibility Grants: Up to a maximum of $25,000.
Accommodations Grants: Up to maximum of $5000.
Target Population
Non profit, community-based organizations in Newfoundland and Labrador.
Budget & Administration
The budget for 2011-12 - $0; 2012-13 - $275,000.
The program will be delivered from Provincial office.
The program is delivered via grants.
Governing Legislation & Directives
Access. Inclusion. Equality. The Provincial Strategy for the Inclusion of Persons With Disabilities
in Newfoundland and Labrador
Findings & Recommendations
Policy Issues As this is a new program, policies are currently being developed.
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Chapter 5 5-A-6-8
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Review Findings
Business Process
Issues
The objectives of the program are not aligned with the core mandate of
AES.
Although the office is designed to develop and implement policy across all
departments, it is currently responsible for delivering this program even
though there are no program staff.
Recommendations The department should determine whether it should continue to deliver this
program.
If it is determined that the Office will continue to deliver this program,
appropriate program staff should be allocated.
Current Status (Ongoing Activities)
The policies, processes, administration procedures, and forms have been developed. The intention
is to commence the program mid October, 2012.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
Consideration should be given to explore potential opportunities for transferring the program to
another department.
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Review Findings
Program DPO: Accessible Vehicle Grants program
Background
Goals
A program that grants financial assistance to individuals and families to adapt personal vehicles,
including the purchase and installation of equipment, vehicle modifications, as well as the repair
and maintenance of equipment if no longer covered by warranty, and cost of inspection or
assessment fees, if required.
To offset the cost of disability and increase accessible transportation options through the
development of a program enabling modifications to personal vehicles to accommodate persons
with disabilities affecting mobility.
Objectives To provide a grant and/or subsidy to individuals and families towards the cost of supporting and/or
installing eligible accessibility features for a new or existing vehicle.
Funding limit is set at $25,000. The income ceiling is $46,500 for full funding and $64,000 for
partial funding. Eligible features include but not excluded to the following: hand controls; steering
devices; left-foot gas pedals; wheel chair ‘tie-down’ systems; customized seating; vehicle
wheelchair lifts and ramps; roof, floor and door alterations; scooter lifts. Eligible features to
include items from a cross-disability perspective (i.e. audio adaptations for individuals who are
hard of hearing).
Target Population
Individuals with disabilities impacting mobility.
Budget & Administration
The budget for 2011-12 - $0; 2012-13 - $375,000.
Total number of clients to be served: To be determined
The program will be delivered from Provincial office.
The program is delivered via grants.
Governing Legislation & Directives
Access. Inclusion. Equality. The Provincial Strategy for the Inclusion of Persons With Disabilities
in Newfoundland and Labrador
Findings & Recommendations
Policy Issues As this is a new program, policies are currently being developed.
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
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Review Findings
Business Process
Issues
The objectives of the program are not aligned with the core mandate of
AES.
Although the office is designed to develop and implement policy across all
departments, it is currently responsible for delivering this program even
though there are no program staff.
Recommendations The department should determine whether it should continue to deliver this
program.
If it is determined that the Office will continue to deliver this program,
appropriate program staff should be allocated.
Current Status (Ongoing Activities)
The policies, processes, administration procedures, and forms have been developed. The intention
is to commence the program mid October, 2012.
Quick Wins
None identified
Streamlining & Consolidation Opportunities
Consideration should be given to explore potential opportunities for transferring the program to
another department.
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Review Findings
Program Social Work Services
Background
Goals
Currently there are two components of Social Work Services delivered by AES:
1. Liaison Social Workers (LSW) – 9;
Primary Roles:
Serving as a liaison with community agencies/other government departments (e.g. NLHC,
Regional Health Authorities, advocacy groups, shelters) regarding programs and services that
impact the clientele of this Department.
Strengthening the linkages between key departments.
Providing short term intervention and support, including the completion of a social work
assessment, advocacy and referrals; to clients with complex social issues.
2. Support Applications Social Workers (SASW) – 20;
Primary Roles:
Assist clients with obtaining child/spousal support.
Provide services relating to custody and access, as well as social work services to single
parents.
Objectives
Liaison Social Workers provide assessment, short term counseling, and referral to support AES
clients with complex needs as well as act as a community liaison with agencies and other
departments.
Support Application Social Workers provide education and support to single parents on matters of
child support/custody and access and parenting).
Target Population LSW - Clients with complex social issues, community agencies and other departments.
SASW - Single parents with child support/custody and access issues.
Budget & Administration
The budget for this program is included in the Income Support operational budget.
The program is administered by Social Workers across the province.
Governing Legislation & Directives
Income & Employment Support Act
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
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Review Findings
Business Process
Issues
Although the role of LSWs is defined, the scope of services they are
required to provide appears to be too broad to address clients’ needs. As a
result, some clients’ needs may not be addressed.
Twenty AES Social Workers are currently working in partnership with the
Department of Justice to provide services to residents seeking support or
assistance with custody and access. There is some concern that AES
clients may not get priority. As well, this arrangement is currently
undergoing some transitions and staff are awaiting the outcome of these
changes.
Recommendations The department should consider whether the current scope of services
provided to complex needs clients is appropriate.
The department should determine whether the 20 AES Social Workers
should remain with the Department of Justice.
Current Status (Ongoing Activities)
None identified
Quick Wins
N/A
Streamlining & Consolidation Opportunities
None identified.
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273
Review Findings
5-B-1 Education and External Liason
A total of 12 programs were categorized as being part of the department’s Education and External
Liaison oversight responsibility. Three of the programs related to oversight responsibility for the
province’s training institutions: Memorial University of Newfoundland (MUN); College of the
North Atlantic (CNA); and Private Training Institutions via the Private Training Institutions Act and
Regulations. The remaining 9 programs provide either policy, planning and research support to the
Department around post-secondary education or are required to advance and monitor international
education.
1 Education & External Liaison
11/12 Budget
($M's)
11/12 Actuals
($M's) Reference
1 Curriculum ATC N/A N/A 5-B-1-1
2 Distance Learning Pilot ATC 0.095 0.095 5-B-1-2
3 Instructor Certification InstS N/A N/A 5-B-1-3
4 MUN InstS 368.719 361.973 5-B-1-4
5 College of the North Atlantic (CNA) InstS 107.355 105.235 5-B-1-5
6 Private Training Unit InstS N/A N/A 5-B-1-6
7 InterProvincial Red Seal Program/Apprenticeship Program ATC 0.058 0.058 5-B-1-7
8 Power Engineering ATC N/A N/A 5-B-1-8
9 Foreign Qualifications Recognition SD N/A - 5-B-1-9
10 International Education InstS N/A - 5-B-1-10
11 Labour Mobility SD 0.002 0.002 5-B-1-11
12 Trade Qualifier ATC N/A N/A 5-B-1-12
Advanced Studies Branch:
Apprenticeship & Trades Certification ATC 5 0.153 0.153
Skills Development SD 2 0.002 0.002
Institutional Services InstS 5 476.074 467.208
Total Education & External Liaison Functions 12 476.229 467.363
A number of issues were identified during the review of the 12 Education and External Liaison
programs and can be categorized as follows: strategic positioning and program development and
administration.
Strategic Positioning
The administration of 10 of the 12 programs categorized as part of the Education and External
Liaison oversight responsibility currently takes place in two divisions - the Apprenticeship and
Trade Certification Division and the Institutional Services Division. While there is regular
communication among the divisions, having different divisions responsible for the administration of
Education and External Liaison programs has created a disjointed approach with overlap and
duplication in business processes and gaps in responsive programming to assist with labour market
attachment. For example:
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Review Findings
The Institutional Services Division has oversight responsibility for all of the province’s public and
private training institutions. This oversight responsibility includes providing strategic support to the
public and private college system and supporting the development of policy, planning and research
around post-secondary education.
The Apprenticeship and Trade Certification Division has an Industrial Training Unit which is
responsible for implementation of policies approved by the Provincial Apprenticeship and
Certification Board (PACB). This requires liaising with training institutions, employers and other
industry stakeholders to ensure that the quality of training is maintained. The Apprenticeship and
Trade Certification Division also has a Standards and Curriculum section whose responsibilities
include, but are not limited to, administering Federal funding for public and private training
institutions to offer apprenticeship, post-journeyperson and skills enhancement training in response
to labour market needs.
As this demonstrates, there are two Divisions responsible for liaising with training institutions and,
given that the apprenticeship program is just one of many programs being administered by CNA, it
is questionable whether there is a requirement for the continuation of two separate divisions to
administer the apprenticeship programs. It appears as though the Apprenticeship and Trade
Certification Division could be merged with the Institutional Services Division.
Program Development and Administration
Program development and administration issues were identified as follows:
1. Institutional Services Division
The Institutional Services Division provides support to MUN and the College of the North Atlantic
and is responsible for the regulation and monitoring of private training institutions, which includes
meeting legislated responsibilities identified within applicable Acts. Issues identified are included in
the following areas:
a) College of the North Atlantic (CNA)
CNA is Newfoundland and Labrador’s only public college, and one of the largest post-secondary
educational and skills training centers in Canada.
AES works with CNA to further the mandate of both AES and CNA and provide quality, labour
market relevant training to the people of Newfoundland and Labrador. Due to historic vacancy
issues associated with the President’s office, the department has taken on a role in excess of what
would normally be expected. For example, the department is heavily involved in the college’s
budgetary submission process. As a result, the college has become dependent on the department in
many of its decision making processes.
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The college is not currently fully responsive to government’s identified labour market needs. As a
result, the private training industry has gained increased market share in the delivery of required
programs (e.g. trades).
The college appears to respond more to profit outcomes versus key labour market needs. For
example, the college’s Happy Valley-Goose Bay campus has reduced its mining training capacity to
expand seat capacity in its academic and applied arts program (Adult Basic Education and
Comprehensive Arts and Science). This was largely driven in response to significant LMDA
funding for these programs.
The department has not formalized its overall approach as to how labour market supply and demand
information will inform and influence training and related funding priorities. For example, training
programs are not always provided in the areas where the demand is highest e.g. plumbing offered in
Bonavista. Furthermore, the department has not clearly articulated its position with regards to the
roles and responsibilities of the public and private colleges which has resulted in duplication of
programs, gaps in training and over expenditure in certain LMDA programs.
b) Memorial University of Newfoundland (MUN)
MUN is Newfoundland and Labrador’s only public university, and one of the largest post secondary
educational and skills training centers in Atlantic Canada. The department works to ensure the
Province has highly educated graduates and skilled workers for a fast-growing economy. AES also
works with MUN to further the mandate of both AES and the university and provide quality, labour
market relevant training to the people of Newfoundland and Labrador.
Because MUN has operational autonomy and academic freedom, in most cases, they make the
determination as to whether or not they will fully participate in any proposed initiatives. As a result,
there are instances where the department is not able to fully implement identified initiatives (e.g.
core mandate review where MUN declined to submit the required phase 2 proposals).
c) Private Training Institutions (PTIs)
The goal of the department’s Private Training Unit is to ensure that post-secondary students receive
training in industry relevant programs delivered by qualified instructors. A number of issues related
to PTIs were identified as follows:
The Private Training Institutions Act and Regulations severely limit the ability of private
training institutions to operate in Labrador. Specifically, the Act requires PTIs to obtain a
$50,000 bond for each campus. As a result, any industry requirements for training in
Labrador are, in the vast majority of cases, completed at the College of the North Atlantic.
Although the department accumulates labour market supply and demand information in
various divisions (e.g. LMDA, Advanced Education) the information is not formally shared
to facilitate effective decision making around private post secondary offerings.
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The department does not publicly post issues of non-compliance by PTIs to better inform the
general public. As a result, the general public may not have adequate information on the
operations of a private training institution to make an informed decision.
The Operations Manual for Standards and Guidelines for PTIs is in need of updating. As a
result, there is a discrepancy between current practice and the document as it currently exists.
A number of issues related to the oversight responsibilities within the Private Training Unit were
identified as follows:
Although the Student Aid Division requires private training institutions to submit annual
improvement plans to address repayment rate issues, there is no formal protocol which
requires the information to be shared with the Superintendent of Training Institutions. As a
result, the department is at risk of providing inconsistent direction in that, while the
Superintendent may have concerns with a particular campus, the Director of Student Aid at
the same time may approve a campus for student aid designation.
There are situations where, although the Division requires an industry expert from the
Apprenticeship and Trade Certification Division (ATCD), the ATCD refuses to provide the
experts because the program in question is not currently an apprenticeable trade. As a result,
site visits are conducted without industry assurance that the program curriculum and
resources meet industry requirements.
Currently, the Division does not have either an electronic record tracking system (e.g. TRIM)
or an information management protocol to allow more efficient file management. As a
result, much of the staff’s time is consumed with administrative functions such as file
management.
Policies and procedures related to staff duties have not been formally documented.
Specifically, there is no consolidated source of material to guide staff in the performance of
their work.
d) Instructor Certification
The goal of the instructor certification policy is to provide instructors (private, CNA and Marine
Institute) with a Teacher Training Program that aids in the delivery of training to students in post-
secondary education in the province.
Although the legislation requires instructors at private training institutions to comply with the
current teacher training model, instructors at the public colleges are not required to complete the
prescribed courses. This has created inconsistencies in instructor certification and results in a system
that is perceived as unfair by private training institutions.
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The public and private training institutions have determined that the current Teacher Training
Program model, which requires the completion of six university courses, is not appropriate. They
have indicated that another model should be developed which would offer different pathways to
instructor certification. The current training model has resulted in instances of non-compliance (71
as of July 2012) because instructors at institutions refuse to complete the courses. The department
has not de-registered the private institutions as a result of the non-compliance.
e) International Education
The program is designed to work with the Federal government, other jurisdictions and other
provincial stakeholders with regards to strategic initiatives aimed at the attraction and retention of
international students. AES does not have a business plan as it relates to international education
initiatives and pursuits. As a result:
The department is not aware of provincial educational institutions engagement with other
countries. The department is often reactionary when issues concerning labour mobility,
immigration and the safety of international students attending local institutions arise;
The department is not aware of the number of Newfoundland and Labrador students
currently attending foreign education institutions which may result in challenges such as
when international safety issues emerge; and
Unlike other jurisdictions, the department does not take initiative in the identification and
pursuit of international education opportunities (e.g. MOU with other countries concerning
student exchange and export of curriculum). As a result, the province may be losing
potential revenues.
There is no direct institutional monitoring of international students at the post secondary level.
However, the changes being put forward by Citizenship and Immigration Canada (CIC) will result in
a significant increase in the level of monitoring, reporting and evaluation required.
The department has not identified specialized training programs already established in other
countries that could be accessed by Newfoundland and Labrador students to address the current and
upcoming skill gaps.
There is no formalized communication protocol among the divisions of Institutional Services
(International Education), OIM (Immigration), Skills Development (Foreign Qualification
Recognition and Labour Mobility) and LMDA (labour market supply and demand). As a result,
information necessary to make optimum decisions regarding international education may not be
considered.
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Review Findings
2. The Apprenticeship and Trade Certification Division
The Apprenticeship and Trade Certification Division includes the Industrial Training Unit
responsible for implementation of policies approved by the Provincial Apprenticeship and
Certification Board and the Curriculum and Standards section responsible for such things as
developing and updating provincial and inter-provincial Red Seal occupational standards through the
involvement of trade advisory committees and administering a program accreditation process to
support quality control of apprenticeship programs offered by public and private training institutions.
Issues identified are included in the following areas:
a) Curriculum
The goal is to provide individuals with a method to receive certification in trades that meet industry
standards. The department relies on subject matter experts to provide advice on industry
requirements. These individuals are required to provide their time either by taking time from work
or meeting after regular work hours. Currently, these individuals are compensated at $10 per hour.
As a result, the department is having difficulty recruiting experienced subject matter experts for this
important piece of work.
The current database requires manual input of all approved curriculum into the Apprenticeship
Information Management System (AIMS). Other information such as an individual’s practical skill
progress towards Journeyperson status cannot be readily obtained in AIMS. As a result, the
department does not do a good job monitoring the status of apprentices.
b) Distance Learning Pilot
The intent of the program is to develop online course material for apprenticeship trades people as an
alternate method to access required courses. Although CNA has an Office of Distributed Learning
which is responsible for online program delivery, the department did not request the college to
develop the required program as part of the college’s online services. Instead, the department
provided additional funds to the college to support online access to advanced level components of
the electrical programs which the college already offers in class.
c) Interprovincial Red Seal Program
The goal of the program is to provide skilled workers mobility across Canada by encouraging the
standardization of training certification of programs. Of the 53 Red Seal endorsed apprenticeship
trades in Canada, 33 are designated for apprenticeship training in this province; however, only 4 of
the trades are designated as compulsory. As a result, there could be health and safety issues along
with consumer protection issues because of the lack of compulsory certified trades.
Due to the lack of mandatory certification of many trades, unions determine the qualifications
required and suitability of individuals for placement on job sites, often times with significant priority
based on seniority and not qualifications.
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Review Findings
Although the province is required to participate in the ongoing development of national red seal
products, there are situations where the required travel approval is not granted. As a result, the
province’s access to red seal certified products could be impacted.
d) Power Engineering
The overall goal of the program is to approve the curriculum required to meet certification standards
and administer testing for each of the four levels of proficiency of individuals working with pressure
vessels (e.g. boiler rooms and heating plants).
The current information system (microcomputer based) provides limited tracking information,
statistics and reports.
e) Trade Qualifier (TQ)
This program allows an individual, based solely on work experience in an occupation, to challenge
the certification examination in any of the designated trades. There were a number of issues
identified as follows:
The department is not doing a good job promoting the Trade Qualifier program. As a result,
there are many individuals who, if they were aware of the program, may have completed the
program and obtained trade certification thus improving their employment opportunities.
The Apprenticeship Information Management System (AIMS) used to track clients, does not
have the capability to inform staff of a required future action e.g. monitoring certificate
renewal which would provide information on whether clients made a long-term attachment to
their certified trade and information about the total participation in a particular trade.
The TQ assessment process is currently separate from other client assessment processes
within the department. As a result, TQ clients may not be availing of other departmental
programs to support their employment and education needs.
Although the division has set a standard of a five day turnaround time for the completion of
application assessment, this standard is seldom met.
3. Skills Development Division
The Division is responsible for accelerating the skills and learning agenda of the province through
the Labour Market Development Agreement (LMDA) including the Contribution Agreement as well
as overseeing the implementation of the Skills Task Force recommendations. The Division is also
responsible for providing information, and stimulating the development of policies, strategies, and
initiatives that support Chapter 7 of the Agreement on Internal Trade and foreign qualification
recognition in Newfoundland and Labrador. Issues identified are included in the following areas:
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Review Findings
a) Foreign Qualifications Recognition (FQR)
The goal of the FQR is to articulate a new joint national vision, guiding principles and desired
outcomes for improving the assessment and recognition of foreign qualifications.
Many of the province’s regulatory bodies are small, with little capacity, resources or knowledge to
address matters along the pathways to recognition of foreign qualifications such as assessing the
credentials and training obtained outside Canada. In general, the degree of support and services
offered by regulatory bodies may vary across both occupation and jurisdiction. As a result, the
province is at risk of either not attracting or not retaining immigrants who may opt to move to
provinces with a formalized approach to foreign qualification recognition.
Government has not established a strategic process for the identification of priority occupations that
could be addressed through foreign workers.
Although the Federal government allocated $800,000 to the province in 2009 for a foreign
qualification recognition initiative, the department has still not received the funding because of on-
going negotiations with the Federal government. It is important to note that other jurisdictions have
received the funding and are proceeding with the initiative.
Although the province is invited to participate in the ongoing development of foreign qualifications
recognition, there are situations where the required travel approval is not granted. As a result, the
province is not able to present its views with regard to foreign qualification recognition.
b) Labour Mobility
The Agreement on Internal Trade (AIT) is an intergovernmental trade agreement signed by
Canadian First Ministers that came into force in 1995. Its purpose is to reduce and eliminate, to the
extent possible, barriers to the free movement of persons, goods, services and investments within the
country. Chapter 7 of the AIT deals with labour mobility. The purpose of Chapter 7 is to enable any
worker certified for an occupation by a regulated authority of one Province to be recognized as
qualified for that occupation by all other Provinces, by eliminating or reducing measures adopted or
maintained by the Provinces that restrict or impair labour mobility in Canada.
Although the province is invited to participate in Labour Mobility Coordinating Group meetings,
there are situations where the required travel approval is not granted. As a result, the province is not
able to present its views with regard to labour mobility issues.
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Review Findings
Program Curriculum
Background
Goals
To provide individuals with a method to receive certification in trades that meet industry
standards.
Objectives
To state the theoretical and practical requirements for an individual to be eligible for certification
examination. It includes elements such as entrance requirements, apprenticeship term, duration of
in-school and on-the-job training, course content, and tools and equipment list. Other supporting
documents include logbooks, matrixes and record of work experience sheets.
Target Population
Individuals who wish to become certified in a trade.
Budget & Administration
The budget for this program is included in the department’s operational budget for Apprenticeship
and Trades Certification division.
The program is administered by 4 staff members within the Apprenticeship and Trades
Certification division.
Governing Legislation & Directives
Apprenticeship & Certification Act
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The department relies on subject matter experts to provide advice on
industry requirements. These individuals are required to provide their time
either by taking time from work or meeting after regular work hours.
Currently, these individuals are compensated at $10 per hour. As a result,
the department is having difficulty recruiting experienced subject matter
experts for this important piece of work.
The current data base requires manual input of all approved curriculum
into the Apprenticeship Information Management System (AIMS). Other
information such as an individual’s practical skill progress towards
Journeyperson status cannot be readily obtained in AIMS.
Invest in database capable of providing necessary tracking information,
statistics and reporting mechanisms.
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Review Findings
Recommendations The department should determine whether the $10 per hour compensation
currently being provided is reasonable.
The department should determine whether AIMS is adequate to provide
information necessary to adequately manage the program.
Current Status (Ongoing Activities)
An Apprenticeship Review Committee has been established.
Quick Wins
The department could determine whether the $10 per hour compensation currently being provided
is reasonable.
Streamlining & Consolidation Opportunities
The department could consider increased cooperation among the Atlantic provinces and have
different jurisdictions lead curriculum development in specific areas. This would reduce the effort
required and potential duplication of like products.
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Review Findings
Program Distance Learning Pilot
Background
Goals
To develop online course material for apprenticeship trades people as an alternate method to
access required courses.
Objectives
To provide an alternate delivery option to reduce time away from home.
Target Population
Currently electrical apprentices.
Budget & Administration
The budget for 2011-12 - $95,000. The amount is allocated for development of online curriculum
for each of the 3 advanced blocks of training for the Electrical Program. To date, a total of
$285,000 has been allocated.
The program is delivered by College of the North Atlantic with oversight responsibility through
the Apprenticeship and Trade Certification Division.
Total number of clients served: Approximately 60
Governing Legislation & Directives
Apprenticeship Training Act; Provincial Apprenticeship and Certification Board
Findings & Recommendations
Policy Issues Although the College of the North Atlantic has an Office of Distributed
Learning which is responsible for on line program delivery, the department
did not request the college to develop the required program as part of the
college’s online services. Instead, the department provided additional funds
to the college to support online access to advanced level components of the
electrical programs which the college already offers in class.
Recommendations The department should determine whether additional funds should continue
to be provided to the college for the development of online programs
currently offered by the college in a classroom format.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
None identified.
Recommendations N/A
Current Status (Ongoing Activities)
None identified.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
None identified.
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Review Findings
Program Instructor Certification
Background
Goals
The goal of the instructor certification policy is to provide instructors (private, CNA and Marine
Institute) with a teacher training program that aids in the delivery of training to students in post-
secondary education in the province.
Objectives
As per the Private Training Institutions Act & Regulations, and the collective agreements for
College of the North Atlantic and Marine Institute, all instructors must complete a teacher training
program as prescribed by the minister. This teacher training program consists of the completion of
6 courses through Memorial University which also allow individuals to continue on and complete
the diploma or degree in Post-Secondary Education.
Target Population
The target population is instructors of vocational programs at College of the North Atlantic,
Marine Institute and private training institutions.
Budget & Administration
The budget for this program is part of the department’s overall budget for the Institutional Services
Division.
In 2011, 81 certificates were issued and 52 as of July, 2012.
Prior to May 2011, this process was cared for by the administrative assistant for the division of
Institutional & Industrial Education. With divisional restructuring, this was moved to the division
of Institutional Services and has been cared for by the Manager of Private Training. The
monitoring of completion of courses for PTI instructors is conducted by the program consultant
responsible for specific institutions.
Governing Legislation & Directives
Private Training Institutions Act & Regulations
Collective agreements in place for both CNA and Marine Institute
Findings & Recommendations
Policy Issues The current Teacher Training program model, as prescribed by the
Minister, which requires the completion of six university courses is not
appropriate. The public and private training institutions have agreed that
another model should be developed which would provide different
pathways to certification.
Although the legislation requires instructors at private training institutions
to comply with the current teacher training model, instructors at the public
colleges are not required to complete the prescribed courses. This has
created inconsistencies in instructor certification and resulted in a system
that is perceived as unfair by private training institutions.
The current training model has resulted in instances of non-compliance (71
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Review Findings
as of July 2012) because instructors at institutions refuse to complete the
courses and the department has not de-registered the private training
institutions.
The department currently has responsibility for monitoring compliance
with the instructor certification requirements for private training
institutions. As a result, this takes a significant amount of time and staff
resources.
Recommendations The department should undertake a review of the current Teacher Training
model and determine if there is a more appropriate approach.
The department should determine whether it is appropriate to allow
instances of non-compliance with regards to non-certification of instructors
at private training institutions.
The department should consider having the public and private training
institutions responsible for the instructor certification process.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The current data base does not readily provide all information necessary to
manage the program. Furthermore, although as part of the red tape
reduction initiatives, an electronic transfer process from the private training
institutions was proposed, it was never implemented.
Recommendations The department should consider the limitations with the current data base
and consider an appropriate course of action.
Current Status (Ongoing Activities)
None identified
Quick Wins
N/A
Streamlining & Consolidation Opportunities
The department could consider having the public and private training institutions responsible for
the instructor certification process.
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Review Findings
Program Memorial University
Background
Goals
The Department of Advanced Education and Skills (AES) works to ensure the Province has highly
educated graduates and skilled workers for a fast-growing economy. Memorial University (MUN)
is Newfoundland and Labrador’s only public university, and one of the largest postsecondary
educational and skills training centers in Atlantic Canada.
AES works with MUN to further the mandate of both AES and MUN and provide quality, labour
market relevant training to the people of Newfoundland and Labrador.
Objectives
AES provides support to MUN related to policy development and implementation, budget
initiatives and processes, infrastructure planning and approvals, various legal issues and
relations/agreements with other Governments where required, Departments and Agencies. AES
assists MUN in furthering their priorities while respecting the priorities of this Government and the
University's autonomy.
Target Population
MUN has 5,406 employees as of March 31, 2011 (latest data available) including 2,662 permanent
employees (1,108 staff and 1,554 faculty) and 2,744 contractual employees (1,548 staff and 1,196
faculty). Staff includes 979 bargaining, 258 non-bargaining, 161 management, 7 executive, 148
professional and 1 unclassified permanent employees; and 654 bargaining, 438 non-bargaining, 27
management, 1 executive, 109 professional and 319 unclassified contractual employees. Faculty
includes 867 bargaining, 141 non-bargaining, 84 department heads, and 16 administrative
executive permanent employees; and 407 bargaining, 11 non-bargaining, 552 clinical, 207 adjunct,
1 department head and 18 other contractual employees.
Fall 2012 enrolment included 19,128 students (Fall 2011 enrolment included 18,955 students) in
undergraduate and graduate programming, including certificate, diploma and post-graduate
certificate and diploma programs.
Budget & Administration
The budget for 2011-12 - $368,719,000.
(Current 7.2.01 - $307.9M and capital 7.2.02 - $73.6M) to MUN. Funding is used to maintain
current administration standards and program offerings and fund new initiatives approved through
Government's Cabinet process. Funding to MUN for Grant-In-Aid has increased 162.6% since
2003-2004 (from $145.3M in 2003/04 to $381.5M in 2012/13). Operational (current) funding has
increased 113.7% and capital funding has increased 6033.3% over the same time period. MUN's
budget is reviewed annually with no imposed maximums.
The program is delivered by the department’s Institutional Services Division.
Governing Legislation & Directives
Memorial University Act; Degree Granting Act; Intergovernmental Affairs Act, Financial
Administration Act; Transparency and Accountability Act.
Findings & Recommendations
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Review Findings
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Because MUN has operational autonomy and academic freedom, in most
cases they make the determination as to whether or not they will fully
participate in any proposed initiatives. As a result, there are instances
where the department is not able to fully implement identified initiatives
(e.g. core mandate review where MUN declined to submit the required
phase 2 proposals.
Recommendations The department should continue to work with MUN to facilitate initiatives
where MUN and government can collaborate further to advance
departmental priorities.
Current Status (Ongoing Activities)
None identified.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
None identified.
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Review Findings
Program College of the North Atlantic (CNA)
Background
Goals
The Department of Advanced Education and Skills (AES) works to ensure the Province has highly
educated graduates and skilled workers for a fast-growing economy. College of the North Atlantic
(CNA) is Newfoundland and Labrador’s only public college, and one of the largest post-secondary
educational and skills training centers in Atlantic Canada.
AES works with CNA to further the mandate of both AES and CNA and provide quality, labour
market relevant training to the people of Newfoundland and Labrador.
Objectives
AES provides support to CNA related to policy development and implementation, budget
initiatives and processes, infrastructure planning and approvals, various legal issues and
relations/agreements with other Governments, Departments and Agencies. AES assists CNA in
furthering their priorities while respecting the priorities of this Government.
Target Population
CNA has 1,524 employees including 545 Support Staff, 858 Faculty, 102 Management and 19
Non-Union Non-Management positions (as of March 31, 2012). Note: This does not include
employees of CNA-Q.
2011/12 annual enrolment included 10,335 students in regular programming (2010/11 - 10,285
students) and 21,157 students in contract training and continuing education.
Budget & Administration
The budget for 2011-12 - $107,355,000.
In 2012/13, Government allocated $94.1M (Current 7.3.01-$84.3, Capital 7.3.02 -$7.1) to CNA.
Funding is used to maintain current administration standards and program offerings and fund new
initiatives approved through Government's Cabinet process. Overall funding to CNA has increased
71.2% since 2003/04 (from $53.4M in 2003/04 to $94.1M in 2012/13). Operational (current)
funding has increased 66.6% and capital funding has increased 153.6% over the same time period.
CNA may, at any point throughout the fiscal year, propose new funding initiatives or reallocation
of current funding requiring approval from Cabinet, Treasury Board etc.
The program is administered in the Institutional Services Division.
Governing Legislation & Directives
College Act, 1996; Work, Services and Transportation Act; Intergovernmental Affairs Act;
Financial Administration Act; Transparency and Accountability Act.
Findings & Recommendations
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Review Findings
Policy Issues Historic vacancy issues associated with the President’s office has resulted
in the department assuming a role in excess of what would normally be
expected. For example, the department has had to become heavily
involved in the college’s budgetary submission process with regards to the
development of a business case and policy analysis. Consequently, the
college has become increasingly dependent on the department in many of
its decision making processes limiting responsiveness and strategic
thinking required of this type of entity.
The college is not currently fully responsive to industry’s/government’s
identified labour market needs. As a result, the private training industry
has gained increased market share in the delivery of required programs
(e.g. trades). CNA has been focused on maintaining the viability of all 17
campuses rather than rationalizing services to meet demand.
The college also appears to respond more to revenue generating outcomes
vs. key labour market needs. For example, the college’s LW campus has
reduced its mining training capacity to expand seat capacity in its trades
and Office Administration. This was largely driven by reduced demand in
the Labrador City area for mining training. CNA could have developed
mining capacity at a different campus with higher demand for this program
(i.e. near other mining developments).
Recommendations The department needs to clarify its role and responsibilities in relation to
college decision making and activities.
The department should work with the college to ensure that it appropriately
responds to labour market needs identified by government and industry.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The department has not formalized its overall approach to how labour
market supply and demand information will inform and influence training
and related funding priorities. As a result, government has not clearly
articulated its position around the roles and responsibilities of the public
and private colleges, which has resulted in duplication of programs, gaps in
training and over expenditure in certain LMDA programs.
Although the department accumulates labour market supply and demand
information various divisions (e.g. LMDA, Advanced Studies) the
information is not formally shared to facilitate effective decision making.
Recommendations The department needs to be more strategic in determining the role of public
and private colleges in order to address the labour market priorities of
industry/government.
The department should consider developing a formalized approach to the
dissemination of labour market supply and demand information.
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Review Findings
Current Status (Ongoing Activities)
The college’s core mandate submissions have identified some ways that have the potential to
address some of the issues raised if explored fully (i.e. Government/College relationship and
Governance.
Quick Wins
AES Executive to meet with CNA Executive to define expectations and set meaningful goals and
targets.
The department could develop a formalized approach to the distribution/dissemination of labour
market supply and demand information.
Streamlining & Consolidation Opportunities
The department could consider the merging of Institutional Services and Apprenticeship and Trade
Certification divisions.
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Review Findings
Program Private Training Unit
Background
Goals
The goal of the Private Training Unit is to ensure that post-secondary students attending private
training institutions in the province receive training in industry relevant training programs
delivered by qualified instructors.
Objectives
The Private Training Unit was created to regulate and monitor all private training institutions in the
province that offer vocational training 50 hours or greater as per the Private Training Institutions
Act & Regulations.
Target Population
Target population is two-fold. The Private Training Unit administers the legislation governing
operation of private training institutions, so direct clients are owners/operators of private training
institutions, but ultimately, the clients are the students who complete training programs at these
institutions. There are currently 24 registered private training institutions who train approximately
2,500 – 3,000 students annually in a broad range of occupational areas. These institutions have
approximately 300 programs registered with the Department and approximately 500 registered
instructors.
Budget & Administration
The budget is part of the department’s Institutional Services division. The Private Training
Corporation oversees financial aspects of registered Private Training Institutions (PTI) and manage
the train-out fund.
There are seven staff supporting this unit. The Director of the Institutional Services division is the
superintendent of private training institutions as per the legislation along with one manager, one
clerk/typist III, three program consultants responsible for daily interaction with assigned private
training institutions and one program consultant assigned to program review. Two positions are
located in regional offices - one in Grand Falls-Windsor (currently vacant), and one in Corner
Brook.
Governing Legislation & Directives
Private Training Institutions Act & Regulations.
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
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Review Findings
Legislative Issues The Private Training Regulations currently require any training institution
wishing to set up a new campus in the province to post security (minimum
of $50,000 and held for two years) for that campus. A campus is currently
defined by proximity; current policy defines any two or more premises
within a municipality as one campus. As a result, private training
institutions are limited in their response to provide quick community based
training to meet short-term community and/or industry needs without
incurring significant financial costs and long-term liability (security is
required to be held for two years after completion of training).
The Regulations were modified in 2009 to allow only currently registered
private training institutions to use their existing bonds to deliver training in
Labrador solely for the purposes of training through the Labrador
Aboriginal Training Partnership. The definition of campus was also
modified to allow communities under the Nunatsiavut Government and the
Innu Nation to be considered one for bonding purposes which would allow
new institutions to post one security to also conduct training under LATP.
Recommendations The department should consider whether the Regulations need to be
amended to allow currently registered private training institutions to deliver
short-term community based training in communities where they are
currently not set up as a campus and in the case of Labrador, operate
outside of LATP.
The department should reconsider current policy which defines a campus
in the same municipality as one for security purposes.
Business Process
Issues
The department has not formalized its overall approach to how labour
market supply and demand information will inform and influence training
and related funding priorities. As a result, government has not clearly
articulated its position around the roles and responsibilities of the public
and private colleges, which has resulted in duplication of programs, gaps in
training and over expenditure in certain LMDA programs.
Although the department accumulates labour market supply and demand
information via various divisions (e.g. LMDA, AS) the information is not
formally shared to facilitate effective decision making.
The department does not publicly post issues of non-compliance by PTIs to
better inform the general public. As a result, the general public may not
have adequate information to make an informed decision.
Currently the division does not have either an electronic record tracking
system (e.g. TRIM) or an information management protocol to allow more
efficient file management. As a result, much of the staff’s time is tied up
with file management.
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Policies and procedures related to staff duties have not been formally
documented. As a result, there is no consolidated source of material to
guide staff in the performance of their work.
The Operations Manual for PTIs is in need of updating. As a result, there
is a discrepancy between current practice and the document as it currently
exists.
There are situations where, although the division requires an industry
expert from the Apprenticeship and Trade Certification division (ATCD),
the ATCD refuses to provide the experts because the program in question
is not a currently apprenticeable trade. As a result, site visits are conducted
without industry assurance that the program curriculum and resources meet
industry requirements.
Although the Student Aid division requires private training institutions to
submit annual improvement plans to address repayment rate issues, there is
no formal protocol which requires the information to be shared with the
Superintendent of Private Training Institutions. Although there are
references within the 2011 SFS Designation Policy to private training
institutions being required to adhere to legislative requirements under the
Private Training Institutions Act and Regulations, there has been no
consultation between divisions on the information provided to SFS by
private training institutions or the outcomes of related SFS audits. As a
result, the department is at risk of providing inconsistent direction in that,
while the Superintendent may have concerns with a particular campus, the
Director of Student Aid at the same time may acknowledge continued
student aid designation for that campus. Furthermore, although the
Apprenticeship and Training Certification division requires private training
institutions to voluntary adhere to an accreditation process which includes
site visits, student surveys, and submission of annual reports, there is no
formal protocol which requires the information to be share with the
Superintendent of Private Training Institutions. As a result, the department
currently has three different divisions contacting private training
institutions for information with no consultation to ensure there is no
overlap.
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Recommendations The department needs to be more strategic in determining the role of public
and private colleges in order to address the labour market priorities of
government.
The department should consider developing a formalized approach to the
dissemination of labour market supply and demand information.
The department should consider publicly posting non-compliance by PTIs.
The department should consider establishing a file management process for
the division.
The division should continue with its efforts to formally consolidate
policies and procedures for staff.
The division should continue with its effort to update the Operations
Manual for PTIs.
The department should consider developing a protocol which requires
industry expert involvement in the assessment of non-apprenticeable but
trades related programming.
The department should ensure that protocols are in place to clarify what
information various AES divisions require from private training institutions
and to share information across divisions to avoid the risk of duplication
and inconsistent decisions concerning private training institutions.
Current Status (Ongoing Activities)
None identified.
Quick Wins
The department could consider publicly posting non-compliance by PTIs.
The division should continue with its efforts to formally consolidate policies and procedures for
staff and upgrade its standards and guidelines for PTIs.
The division should continue with its effort to update the Operations Manual for PTIs.
The department should ensure that protocols are in place to clarify what information various AES
divisions require from private training institutions and to share information across divisions to
avoid the risk of duplication and inconsistent decisions concerning private training institutions.
Streamlining & Consolidation Opportunities
The department could consider the merging of Institutional Services and Apprenticeship and Trade
Certification divisions.
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Program Interprovincial Red Seal (Apprenticeship) Program
Background
Goals
To provide skilled workers mobility across Canada by encouraging the Standardization of training
certification of programs.
Objectives
Red Seal Certified workers can work anywhere in Canada where their trade is designated. They
have qualified by passing industry developed interprovincial examinations that are based on
nationally validated occupational analyses.
Target Population
Red Seal Program Policies; Provincial Apprenticeship Certification Board.
Budget & Administration
The budget for 2011-12 - $58,000 The province must pay an Interprovincial Computerized Exam Management System (ICEMS)
annual usage fee of approximately $58,000.
HRSDC supports jurisdictions' involvement in developing and maintaining products and services
covering costs for Program Development Officers to travel to Item Banking workshops; Subject
Matter Experts (Journeypersons) to travel to Interprovincial Program Guide workshops, National
Occupation Analysis workshops, and Item Banking workshops. The Canadian Council of
Directors of Apprenticeship (CCDA) meet three times per year, one of which is paid by HRSDC.
The Manager of Standards and Curriculum, as Interprovincial Standards Examining Committee
(ISEC) representative, attends one Annual General Meeting.
Budget is prorated based on usage among 14 jurisdictions, federal, provincial and the territories are
partners.
The program is delivered by the CCDA Director, St. John's; ISEC Representative: Manager S &
C, Clarenville; PDOs of Curriculum Development, one in Corner Brook and three in St. John's.
Governing Legislation & Directives
The Provincial Apprenticeship and Certification Act
Findings & Recommendations
Policy Issues Of the 53 Red Seal endorsed apprenticeship trades in Canada 33 of these
trades are designated for apprenticeship training in this province; however,
only 4 of the trades are designated as compulsory. As a result, there could
be health and safety issues along with consumer protection issues as a
result of the lack of compulsory certified trades.
Currently, because of the lack of mandatory certification of many trades,
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unions determine the qualifications required and suitability of individuals
for placement on job sites, often times with significant priority based on
seniority.
Recommendations The department should consider whether more red seal designated trades
should be designated as compulsory.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Although the province is required to participate in the ongoing
development of national red seal products, there are situations where the
required approval is not granted. As a result, the province’s access to red
seal certified products could be impacted.
Recommendations The department should consider its level of participation in the national red
seal certification program to ensure that access to programs continues and
there is an opportunity to participate and influence national standards.
Current Status (Ongoing Activities)
None identified.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
None identified.
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Program Power Engineering
Background
Goals & Objectives
To approve the curriculum required to meet certification standards and administer testing for each
of the four levels of proficiency of individuals working with pressure vessels (e.g. boiler rooms
and heating plants).
Target Population
Power Engineers.
Budget & Administration
The budget for this program is included in overall Apprenticeship Budget.
The program is administered through The Apprenticeship and Trade Certification Division.
Number of clients served annually: 890, with 92 new registrations and there have been on average
300 exam writings over a 12 month period.
Governing Legislation & Directives
Standardization of Power Engineer’s Examination Committee (SOPEEC) Regulations,
Interprovincial Power Engineering Curriculum Committee (IPECC), Boiler, Pressure Vessel and
Compressed Gas Regulations under the Public Safety Act.
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The current information system (microcomputer based) provides limited
tracking information, statistics and reports.
Recommendations The department should determine whether the current system is adequate
for managing the program.
Current Status (Ongoing Activities)
None identified.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
The department could consider having the College of the North Atlantic perform testing and
certification along with the training.
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Review Findings
Program Foreign Qualifications Recognition
Background
Goals
The Pan-Canadian Framework for the Assessment and Recognition of Foreign Qualifications
describes the steps and processes that governments aspire to implement to foster successful
immigrant labour market integration, and address current gaps in foreign qualification recognition;
it represents a collaborative approach by federal, provincial, and territorial governments. It is
based on the guiding principles of fairness, transparency, timeliness, and consistency.
Governments will work towards improvements along the pathways to recognition in Canada,
which include pre-arrival services, assessments, recognition (varying degrees), individual and
employer supports, and workforce participation services.
The Framework represents a joint commitment by federal, provincial, and territorial governments
to work together to improve foreign qualification assessment and recognition systems in Canada.
The goal is that within one year, an individual will know whether their qualifications will be
recognized, or be informed of the additional requirements necessary for registration, or be directed
toward related occupations commensurate with their skills and experience.
Objectives
The objective of the Framework is to articulate a new joint national vision, guiding principles and
desired outcomes for improving the assessment and recognition of foreign qualifications.
The Foreign Qualifications Recognition Working Group has been working with regulatory bodies
to implement the Framework across Canada on an occupation by occupation basis. Target
occupations for 2009-2010 included architects, engineers, financial auditors and accountants,
medical laboratory technologists, occupational therapists, pharmacists, physiotherapists, and
registered nurses. Occupations with a target date of December 31, 2012, include dentists,
engineering technicians, licensed practical nurses, medical radiation technologists, physicians, and
teachers (K-12).
The process followed by the FQRWG, in collaboration with stakeholders, to foster continuous
improvement, includes: analysis; stakeholder engagement; priority setting and action planning;
implementation and follow-up; and evaluation and reporting. In addition to the work of the overall
FQRWG, task teams (sub-committees) work with specific occupations to provide
guidance/analysis, hold consultations, identify priority actions/opportunities, and advise on follow-
up activities.
Target Population
The initial eight occupations that were the focus of the implementation of the Framework were:
• Architects
• Engineers
• Financial Auditors and Accountants
• Medical Laboratory Technologists
• Occupational Therapists
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• Pharmacists
• Physiotherapists
• Registered Nurses
Target occupations for the implementation phase of the Framework ending December 2012
include:
• Dentists
• Engineering Technicians
• Licensed Practical Nurses
• Medical Radiation Technologists
• Physicians
• Teachers (K-12)
Work has commenced to identify the third set of occupations.
The Foreign Qualifications Recognition Working Group engages regulatory bodies, post-
secondary institutions, and other key partners, to implement the Framework. There is a
commitment to ongoing collaboration, building upon successes and lessons learned, and
continuing to take concerted action to meet the objectives of the Framework.
Each jurisdiction has the right to adopt occupational standards and, thus, ensure the protection of
the public. Under Chapter 7, once an internationally-trained person is certified by a
province/territory, they must be treated the same as a Canadian-trained worker for certification.
The Department of Innovation, Business and Rural Developments consults with the Skills
Development Division to obtain a labour mobility/foreign qualifications recognition perspective on
matters related to trade agreements. For example, feedback is provided in relation to the Canada -
European Union Comprehensive Economic and Trade Agreement, and the Canada - India
Comprehensive Partnership Agreement. The Manager of Special Projects and the Director, Skills
Development Division, are members of the interdepartmental working group.
Budget & Administration
The budget for this program is part of the department’s operational budget.
The program is administered by the Manager of Special Projects, Skills Development Division.
They represent NL on the Foreign Qualifications Recognition Working Group (FQRWG); this also
involves participation in sub-committees of the FQRWG. For example, NL is currently a member
of both the Teachers Task Team and the Licensed Practical Nurses Task Team.
The Skills Development Division has lead responsibility for foreign qualifications recognition and
works with regulatory bodies regarding occupational regulation, and Chapter 7 of the Agreement
on Internal Trade. The Division is supported by the Office of Immigration and Multiculturalism
(OIM) in the work related to the FQRWG; the Division works with OIM to ensure all views are
addressed and presented in relation to foreign qualifications recognition agenda items.
Governing Legislation & Directives
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N/A
Findings & Recommendations
Policy Issues Many of NL’s regulatory bodies are small, with little capacity, resources or
knowledge to address matters along the pathways to recognition of foreign
qualifications such as assessing the credentials and training obtained
outside Canada. In general, the degree of support and services offered by
regulatory bodies may vary across both occupation and jurisdiction. As a
result, the province is at risk of either not attracting or not retaining
immigrants who may opt to move to provinces with a formalized approach
to foreign qualification recognition.
Government has not established a strategic process for the identification of
priority occupations that could be addressed through foreign workers.
Recommendations The province should consider developing a formalized approach to foreign
qualification recognition.
The department should consider developing a strategic process for the
identification of priority occupations that could be addressed through
foreign workers.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Although the federal government had allocated $800,000 in 2009 to be
spent by the province related to foreign qualification recognition initiative,
the department has still not received the funding because it is still in
negotiations with the federal government. It is important to note that other
jurisdictions have received the funding and are proceeding with the
initiative.
Although the province is invited to participate in the ongoing development
of foreign qualifications recognition, there are situations where the required
approval is not granted. As a result, the province is not able to present its
views with regard to foreign qualification recognition.
Recommendations The department should ensure that all federal funding is obtained as soon
as possible to develop the foreign qualification recognition program for the
province.
The department should consider its level of participation in the foreign
qualification recognition program to ensure that its views are represented,
and ensure provincial capacity in foreign qualification assessment and
recognition expands.
Current Status (Ongoing Activities)
None identified.
Quick Wins
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None identified.
Streamlining & Consolidation Opportunities
While the Skills Development Division has lead responsibility for foreign qualifications
recognition and works with regulatory bodies regarding occupational regulation, it is supported by
the Office of Immigration and Multiculturalism (OIM) to ensure all views are addressed and
presented in relation to foreign qualifications recognition agenda items. As a result, there is
possibility for integration.
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Review Findings
Program International Education
Background
Goals
To provide policy support to educational institutions in their attraction and retention of
international students.
Objectives
To work with the federal government, other jurisdictions and other provincial stakeholders with
regards to strategic initiatives aimed at the attraction and retention of international students.
Target Population
International students
Budget & Administration
The budget for this program is part of the department’s operating budget for Institutional Services.
Governing Legislation & Directives
IGA Act
Private Training Institutions Act
College Act
Memorial University Act
Findings & Recommendations
Policy Issues Government does not have a business plan as it relates to international
education initiatives and pursuits. As a result:
Currently government’s awareness of provincial educational
institutions engagement with other countries is limited. As a result,
the province is often reactionary when issues concerning labour
mobility, immigration and the safety of international students
attending local institutions arise;
Government is not aware of the number of NL students currently
attending foreign education institutions which may result in
challenges such as when international safety issues emerge; and
The province does not currently take initiative like other jurisdictions in the
identification and pursuit of international education opportunities (e.g.
MOU with other countries concerning student exchange and export of
curriculum). As a result, the province has lost revenues.
Recommendations The department should consider developing a business plan to clarify its
international education initiatives and pursuits.
Legislative Issues None identified.
Recommendations N/A
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Review Findings
Business Process
Issues
Currently there is no direct institutional monitoring of international
students at the post secondary level. However, the changes being put
forward by Citizenship and Immigration Canada (CIC) will result in a
significant increase in the level of monitoring, reporting and evaluation
required.
The department has not established a strategic process for the identification
of priority occupations that could be addressed through the targeted
recruitment of international students.
The department has not identified specialized training programs already
established in other countries that could be accessed by NL students to
address the current and upcoming skill gaps.
Currently there is no formalized communication protocol among the
divisions of Institutional Services (International Education), OIM
(Immigration), Skills Development (Foreign Qualification Recognition and
Labour Mobility) and LMDA (labour market supply and demand).
Recommendations The department should consider the level of resources required to meet
CICs new requirements.
In the development of its business plan, the department should consider a
strategic process for the identification and communication of priority
occupations that could be addressed through the targeted recruitment of
international students.
The department should determine whether there would be benefit in
identifying specialized training opportunities in other countries that could
be accessed to assist with the current and upcoming skill gaps.
Current Status (Ongoing Activities)
None identified.
Quick Wins
N/A
Streamlining & Consolidation Opportunities
The department could develop and implement a formalized communication protocol among the
divisions of Institutional Services (International Education), OIM (Immigration), Skills
Development (Foreign Qualification Recognition and Labour Mobility) and LMDA (labour market
supply and demand).
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Review Findings
Program Labour Mobility
Background
Goals
The Agreement on Internal Trade (AIT) is an intergovernmental trade agreement signed by
Canadian First Ministers that came into force in 1995. Its purpose is to reduce and eliminate, to
the extent possible, barriers to the free movement of persons, goods, services and investments
within the country. Chapter 7 of the AIT deals with labour mobility. The purpose of this Chapter
is to enable any worker certified for an occupation by a regulated authority of one Party to be
recognized as qualified for that occupation by all other Parties, by eliminating or reducing
measures adopted or maintained by the Parties that restrict or impair labour mobility in Canada.
The Forum of Labour Market Ministers established the Labour Mobility Coordinating Group
(LMCG) to coordinate implementation of Chapter 7. Essentially, a national co-operative process,
led by the LMCG, is in place and governments, regulatory bodies and other stakeholders are
working to ensure certified workers are recognized across provinces and territories and common
inter-provincial/territorial standards are adopted where possible and practical.
The work of the LMCG supports positive labour market outcomes and fosters labour market
participation; this helps in the supply of workers for a fast growing economy.
Objectives
The role of the Labour Mobility Coordinating Group is to:
• advise regulatory bodies of their obligations and provide support and advice throughout the
process;
• oversee recognition and reconciliation processes;
• develop policy options to address recurring mobility barriers;
• monitor and evaluate results of negotiations to assess whether compliance to Chapter 7 of
the AIT has been met; and
• respond to worker inquiries.
Target Population
Regulators: There are approximately 400 regulatory authorities in Canada with varying degrees of
capacity and resources; approximately 18-20% of all workers are regulated. Compliance with the
obligations of the Chapter by occupational regulatory authorities with delegated authority is
mandatory, since governments have agreed to “ensure” their compliance. While some regulated
occupations benefit from a high level of commonality in their provincial/territorial standards and
enjoy a high level of labour mobility, the need to continue dialogue among professions across
jurisdictions is clear. Collaboration in the development and maintenance of common occupational
standards can help to achieve labour mobility objectives. Each province/territory has the right to
adopt occupational standards and, thus, ensure the protection of their public at the level they
consider appropriate.
Workers: Chapter 7 of the Agreement on Internal Trade aims to remove barriers to the movement
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Review Findings
of workers within Canada so that employers can hire the people they need and workers can avail of
opportunities. Workers experiencing barriers (other than those deemed exceptions based on
legitimate objectives) may contact their Labour Mobility Coordinator to look into the matter and
consult with the Labour Mobility Coordinator in the receiving jurisdiction, to help resolve any
issues. Individuals applying to be certified for the first time in Canada are subject to all entry to
practice requirements required by the regulator.
The Department of Innovation, Business and Rural Developments consults with the Labour
Mobility Coordinator/Skills Development Division to obtain a labour mobility/foreign
qualifications recognition perspective on matters related to trade agreements. For example,
feedback is provided in relation to the Canada - European Union Comprehensive Economic and
Trade Agreement, and the Canada - India Comprehensive Partnership Agreement. The Manager
of Special Projects and the Director, Skills Development Division, are members of the
interdepartmental working group.
Budget & Administration
The budget for 2011-12 - $1,767.
The program is administered by the Manager of Special Projects (Labour Mobility Coordinator),
Skills Development Division.
Governing Legislation & Directives
Labour Mobility Implementation Act
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
Although the province is invited to participate in Labour Mobility
Coordinating Group meetings, there are situations where the required
approval is not granted. As a result, the province is not able to present its
views with regard to labour mobility issues.
Recommendations The department should consider its level of participation in the Labour
Mobility Coordinating Group meetings to ensure that its views are
represented.
Current Status (Ongoing Activities)
None identified
Quick Wins
N/A
Streamlining & Consolidation Opportunities None identified
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Review Findings
Program Trade Qualifier
Background
Goals
This is a program which allows an individual, based solely on work experience in an occupation to
challenge the certification examination in any of the designated trades.
Objectives
This is part of the department’s recruitment and retention strategy to increase labour supply in the
skilled trades and increase the province's capacity to fully maximize the benefits of planned major
resource-based project developments. The program should also increase the number of employers
engaged in the apprenticeship system and increase apprenticeship stakeholder participation and
accountability (Employers, Advisory Committee members).
Target Population
A person who has been employed in a designated occupation for a length of time not less than one
year in excess of the apprenticeship term as specified in the Conditions Governing Apprenticeship
Training for that occupation and subsequently wishes to become certified.
Budget & Administration
The budget for this program is included in overall Apprenticeship budget
The program is administered by the same nine staff administering the Apprenticeship Program.
Number of clients served annually: In the 2011 calendar year there was 416 registered active TQ’s,
of which 322 were registered during that year. There were 207 trade Qualifiers receiving their
Certificate of Qualification that year.
Governing Legislation & Directives
Apprenticeship and Certification Act
Findings & Recommendations
Policy Issues Currently the department is not doing a good job in promoting the TQ
program. As a result, there are many individuals who could complete the
program and obtain their trade certification and improve their employment
opportunities.
Recommendations The department should consider promoting the TQ program.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
The AIMS system used to track clients does not have the capability to
inform staff of a required future action such as monitoring certificate
renewal after five years to determine the trade activity. As a result, the
department is not aware of whether clients made a long term attachment to
their certified trade.
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Review Findings
The TQ assessment process is currently separate from other client
assessment processes within the department. As a result, TQ clients may
not be availing of other departmental programs to support their
employment and education needs.
Although the division has set a standard of a five day turn around time for
completion of application assessment, the standard is seldom met. As a
result, client services is not at its optimum.
Recommendations The department should consider a tracking system capable of providing
information necessary to monitor the program.
The department should consider integrating the TQ assessment process
with other departmental assessments.
The department should consider turn around time and determine if
additional resources is required.
Current Status (Ongoing Activities)
There is a committee currently reviewing the Apprenticeship Program.
Quick Wins
The department could consider integrating the TQ assessment process with other departmental
assessments.
Streamlining & Consolidation Opportunities
The department could consider integrating the TQ assessment process with other departmental
assessments.
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Review Findings
5-B-2 Workforce Development
A total of six programs were categorized as being part of the department’s Workforce Development.
Two of the programs (Strengthening Partnerships and Employer/Apprenticeship Recognition
Awards) related to apprenticeships, two programs (Labour Market Research and Skills Task Force)
related to labour supply and demand, one program related to a review process of large proposed
projects from a socioeconomic perspective while one provides a review of the department’s Career
Work Centres.
2 Workforce Development
11/12 Budget
($M's)
11/12 Actuals
($M's) Reference
1 Career Work Centres PD N/A N/A 5-B-2-1
2 Labour Market Research LMD N/A N/A 5-B-2-2
3 Strengthening Partnerships ATC N/A N/A 5-B-2-3
4 Environmental Assessment LMD N/A N/A 5-B-2-4
5 Skills Task Force SD 0.100 - 5-B-2-5
6 Employer/Apprentice Recognition Awards ATC 0.030 0.020 5-B-2-6
Advanced Studies Branch:
Apprenticeship & Trades Certification ATC 2 - -
Skills Development SD 1 - -
Labour Market Development & Client Services Branch:
Labour Market Development LMD 2 - -
Program Delivery PD 1 - -
Total Workforce Development Functions 6 - -
The following issues were identified by program area:
1. Strengthening Partnerships
The purpose of the initiative is to increase apprenticeship and certification opportunities in the area
of skilled trades and power engineering by building partnerships and increasing engagement in
Apprenticeship and Trades Certification Programs. A number of issues were identified as follows:
At an Apprenticeship Forum, it was identified that:
the department’s engagement with stakeholders is ad-hoc and often times reactive.
This results in an uncoordinated approach to information gathering on stakeholder’s
apprenticeship needs; and
the department is not responsive in a timely manner to stakeholder requests for
information and in many instances it took many calls or emails in order to make contact
with departmental staff.
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Review Findings
The skill set of the eight PDOs (GS-42) in the Regional offices is not being utilized
effectively as they are responsible for apprenticeship administrative duties. Furthermore,
apprentices do not have online access to departmental information necessary to determine
their apprenticeship status. As a result, PDOs have to respond to individual inquiries which
is not an optimal utilization of their skill set.
There is no integration of PDOs within the department’s current program administration,
which results in a disjointed service delivery approach. For example, PDOs are not located
in AES offices across the province and do not have ongoing contact with other AES front-
line staff.
The department does not strategically plan and administer apprenticeship block training. As
a result, the uptake on advance level apprenticeship training is not as high as would be
expected. This can be attributed to:
Lack of knowledge of apprenticeship training requirements. The Apprenticeship
Information Management System (AIMS) is not adequate in providing information
necessary to track, monitor and report on the apprenticeship training requirements;
Lack of planning and collaboration with training institutions to deliver the identified
training in relevant areas of the province. The department does not consider where the
pools of apprentices are currently located with a view to ensuring that the necessary
advanced level training for certification is available within the area they work. As a
result, there are situations where the advanced training is only available in areas outside
the apprentice’s place of work e.g. plumbing available only in Bonavista; and
Ad-hoc approaches to working with employers and apprentices in the scheduling and
funding of required training. Because block training funding is on an individual basis
through LMDA, when the uptake is lower than anticipated for the class, the training can
be either cancelled or rescheduled by the training institution. This has a negative
impact for both the employer and apprentice, reduces confidence in the program and
likely results in fewer apprentices obtaining journeyperson certification.
While some suppliers have indicated a desire to have a “direct entry” path as a way to train
for a trade or industry career, the department has not pursued this method. Having a direct
entry system could result in an increase in apprentices in certain occupations.
Not all employers receive funding through the Apprenticeship Wage Subsidy Program
because there are insufficient funds. As a result, there may not be as many apprentices hired.
The department does not match apprentices with prospective employers to facilitate
attachment to the labour market. As a result, there may be apprentices who cannot find
employment and vice versa.
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Review Findings
The department has not been clear on the expectations of outcomes regarding interactions
with key stakeholders. As a result, it is not possible to determine whether the department has
been effective in its partnership with stakeholders.
Although there are multiple divisions within the department responsible for employer
engagement, they are not integrated or coordinated to ensure that engagement with
employers is optimized.
2. Employer/Apprenticeship Recognition Awards
The program is designed to promote public regional recognition of successes in the apprenticeship
program, and recognition of journeyperson graduates, employers and support staff. The following
issues were identified:
Although the department awards certain companies for their participation in the
apprenticeship program, the criteria for selection of employers is not clearly defined. As a
result, the selection of companies for awards may not be consistent.
The program is currently funded under the LMA budget which is scheduled to end in March
2014.
Although the department has other employer recognition awards, there is no consideration
given to coordinating the initiatives.
3. Labour Market Research
Comprehensive, current and accurate labour market information is required for departmental
strategic policy and planning activities. A number of issues were identified with regards to current
process as follows:
Staff indicated that the current labour market information does not provide adequate
localized labour market information to supplement current regional and provincial data. For
example, while labour market information on the Avalon Peninsula maybe considered
adequate, information on a particular community is not readily available.
There has not been any rationalization as to either the type of labour market information
required or the resources necessary to collect, analyze and disseminate the information.
Relevant staff have limited expertise in the interpretation and analysis of labour market
information and reports provided.
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Review Findings
Although AES currently has multiple staff (e.g., LMDOs, PDOs, CSOs, and Hotline staff)
who interact directly with employers and industry, the information gathered is not always
shared among staff nor are the employer or industry contacts coordinated. This can result in
overlap and duplication.
Although current labour market information is available within AES, it is not provided to all
staff who require the information as part of their duties.
AES currently has multiple labour market research activities (Advanced Skills Division and
Labour Market Division) with limited interaction, resulting in limited sharing of information
and duplication of effort.
4. Skills Task Force
The Skills Task Force (2007) was created to identify future skills requirements (labour supply and
demand) for the economy, particularly those associated with large-scale development projects;
identify skills gaps and the potential impact of these gaps on attracting large-scale development
projects; and assess the Province’s ability to respond to these requirements. In particular, the Skills
Task Force considered labour market requirements for large-scale development projects including
Hibernia, Terra Nova and White Rose offshore petroleum projects, the Iron Ore Company’s mining
operations in Labrador City, Voisey's Bay nickel mining and refining projects, the Hebron offshore
oil development and the Lower Churchill hydroelectric project.
The Skills Development Division coordinates, monitors, evaluates and reports on the Skills Task
Force Action Plan and provides support to the Industry Coordinating Committee (ICC). The
following issues were identified:
Given the creation of the Workforce Development Secretariat, it is unclear what role the ICC,
under the Skills Task Force, will play. The ICC is inactive and, as a result, little work has
been performed relative to the skills trade component of a progressive human resource
strategy as envisaged in the Skills Task Force report. Furthermore, as a result of the ICC
inactivity, there has been inadequate stakeholder engagement to gather and disseminate
current information around labour market needs and skill requirements used to determine
post secondary academic planning; and
There are currently limited formal mechanisms in place to quickly respond to the labour
market training requirements of employers in order to appropriately coordinate funding
requirements and program delivery logistics.
5. Environmental Assessment
Environmental assessments are required to protect the environment and quality of life of the people
of the province, and facilitate the wise management of the province’s natural resources. The
department is responsible to review project registrations submitted to the provincial government
from a departmental socioeconomic perspective. The following issues were identified:
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Review Findings
Although the LMD division reviews these potential projects, the information is not shared
across AES to ensure that the implications on the labour market related to proposed projects
is strategically considered; and
Although the LMD division is currently responsible to provide input into environmental
assessments, it may be more appropriate for the Workforce Development Secretariat to lead
this review.
6. Career Work Centres
Career Work Centres (CWC) are community-based resource centres linking job seekers and
employers. All Centres have resources, tools and supports such as public access computers, printed
resources and a Business Service Centre (e.g. free access to phone, photocopying and fax) to assist
clients make a labour market attachment. A number of issues were identified as follows:
In locations where 3rd
party service providers also operate, it may be that individuals go to
those offices to access services instead of accessing services at a CWC. This may be most
prevalent in areas where 3rd
party service providers were established prior to the CWC (e.g.
Dunville).
The department has provided limited marketing of the CWC for the supports and services
offered. This has likely resulted in limited usage, especially in some of the more rural CWC
locations.
Although the department may consider the number of in-person visits to the CWC as an
indicator of success, given the increase use of technology in obtaining access to departmental
services, individuals do not necessarily need an in-person visit. There is evidence to support
this position. In particular, a specific initiative (2012 high school flyer) undertaken in an
attempt to increase on site utilization had limited success indicating that young people may
prefer alternate service delivery methods.
There is no formalized business model for the CWC and, as a result, there are variances in
the organization structure, the services offered and front-line staff responsibilities across
CWCs. For example, there is a student aid presence in only four CWCs.
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Review Findings
Program Career Work Centres
Background
Goals
Career Work Centres are community-based resource centres, linking job seekers and employers.
Available in all Centres are resources, tools and supports to facilitate that connection such as
public access computers, printed resources, training rooms and a Business Service Centre (e.g. free
access to phone, photocpying and fax).
Objectives
To link job seekers and employers, provide a one stop access point for clients who are seeking
information on the labour market, employment and education and access to supports.
Target Population Individuals, employers and community partners.
Budget & Administration
The majority of expenditures are covered under the department’s operating budget. There is
another approximately $200,000 allocated under Labour Market Division for specific CWC related
initiatives.
Total number of clients served for 2011-12: 61,458 (In person visits)
Of the 27 AES offices across the province, 14 have designation as Career Work Centres (CWC).
Provincial office, through the Labour Market Development Division, provides oversight and
guidance to Career Work Centre activity. The service is delivered with the following regional
staff: Labour Market Development Officers (LMDO), Client Service Officers (CSO).
Administrative Support staff, and Career Development Specialists (CDS). LMDOs provide local
guidance and leadership to staff of the CWC.
Governing Legislation & Directives
Employment and Income Support Act
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
In locations where LMDA funded 3rd
party service providers also operate,
it may be that individuals go to those offices to access services instead of
accessing services at a CWC, in particular where 3rd
party service providers
were established prior to the CWC (e.g. Dunville).
The department has provided limited marketing of the CWC for the
supports and services offered which has resulted in limited usage, in
particular, in some of the more rural CWC locations.
Although the department may consider the number of in person visits to
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Review Findings
the CWC as an indicator of success, given the increase use of technology
obtaining access to departmental services, individuals do not necessarily
need an in person visit.
A significant number of the "in-person" visits (~80%) are associated with
Income Support clients who are coming into the sites for administrative
reasons related to Income Support. There are no Income Support staffing
resources assigned to the CWC front-end reception. Due to the high
volume of such clients, this results in a lot of interaction/responding to IS
client caseload issues as opposed to the provision of/access to employment
and training resources and supports at the Centers.
There is no formalized business model for the CWC, and as a result there
are variances in the organization structure, the services offered and front
line responsibilities across CWCs. For example, student aid has presence
in four CWCs. Furthermore, upon initial set-up, there were no designated
resources assigned for the CWCs which further compounds regional/CWC
differences as the regions attempt to provide CWC services within existing
resource base.
Recommendations The department should consider the client base that it intends to serve and
identify initiatives to maximize utilization of CWCs in relation to the
services offered by other 3rd party service providers.
The Department should consider reorganizing the structure and staffing
resources assigned to the CWCs to better respond to the actual client
groups targetted (i.e. ensure Income Support staff are available for IS
clients while employment staff should be focused on employment/training
supports and services.
The department should consider a marketing campaign for CWCs.
Furthermore, the department should develop a province wide strategy to
improve visibility of the CWCs including appropriate signage.
The department needs to recognize that individuals do not require an on
site visit to access information given today’s technology and as such
should determine other ways to measure CWC success. To illustrate,
although there have been specific initiatives (2012 high school flyer)
undertaken in an attempt to increase on site utilization, it was of limited
success indicating that young people may prefer alternate service delivery
methods.
The department should consider developing a formalized business model
for the CWCs to ensure a consistent service delivery network.
Current Status (Ongoing Activities)
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Review Findings
The Labour Market Division is reviewing its LMI-focused on line services.
Quick Wins
Signage for Career Work Centres.
Streamlining & Consolidation Opportunities
The department should consider which services can be offered from the CWC ( e.g.
apprenticeship, student aid and immigration).
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Review Findings
Program Labour Market Research
Background
Goals:
To provide labour market research and analysis for both internal and external audiences.
Objectives:
To provide current and accurate labour market information and support to internal/external
audiences and for departmental strategic policy and planning activities.
Target population:
Any person, organization, employer, job seeker, researcher, or government official seeking labour
market information.
Budget & Administration
This service is based on an operating budget administered by 3.5 departmental staff located in
provincial office’s Labour Market Division.
Governing Legislation & Directives
N/A
Findings & Recommendations
Policy Issues None identified.
Recommendations N/A
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Staff have indicated that the current labour market information does not
provide adequate localized labour market information to supplement
current regional and provincial data. For example, while labour market
information on the Avalon peninsula may be considered adequate,
information on a particular community is not readily available.
There has not been any rationalization as to either the type of labour market
information required or the resources necessary to collect, analyse and
disseminate the information.
Relevant staff have limited expertise in the interpretation and analysis of
labour market information and reports provided.
Although AES currently has multiple staff (e.g., LMDOs, PDOs, CSOs,
and Hotline staff) who interact directly with employers and industry, the
information gathered is not always shared among staff nor are the employer
or industry contacts coordinated. This can result in overlap and
duplication.
Although current labour market information is available within AES, it is
not provided to all staff who require the information as part of their duties.
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Review Findings
AES currently has multiple labour market research activities (advanced
skills division and labour market division) with limited interaction,
resulting in limited sharing of information and duplication of effort.
Recommendations AES should ensure that relevant local, regional, and provincial level labour
market information is collected and analyzed consistently and disseminated
using a standardized process. Distribution and strategic usage protocols
need to be developed to enhance links at the regional level.
AES should develop a strategic plan to identify the department’s priorities
for labour market information.
AES should provide training to management and staff in order to enhance
understanding and interpretation of labour market information.
At a regional level, all planned contacts with employers should be
coordinated and common information shared.
AES should determine which staff require labour market information and
ensure that current information is provided in a timely manner.
AES should determine whether it is necessary to have multiple divisions
involved in the collection, analysis and dissemination of labour market
information.
Current Status (Ongoing Activities)
LMD staff are curently developing strategy to collect information on "hard-to-fill" positions. The
Division continues to disseminate the following products:
PPSOL (Provincial Post Secondary Offerings Listing), available through LMIworks.nl.ca
Monthly analysis of the Labour Force Survey results distributed to Departmental
executive
Monthly flashsheet containing a variery of labour market indicators distributed to select
managers and staff within the department
Monthly overview of provincial Job Vacancy Data sent to Departmental Executive,
Managers and select staff
LMInews distributed to an ever increasing audience both internal and external to
government
Quick Wins
Labour market information should be provided to all relevant staff along with an overview on
appropriate usage.
Streamlining & Consolidation Opportunities
Opportunities may exist for various labour market information research functions throughout the
department to be centralized.
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Review Findings
Program Strengthening Partnerships
Background
Goals
To increase apprenticeship and certification opportunities in the area of skilled trades and power
engineering.
Objectives
To build partnerships and increase engagement in Apprenticeship and Trades Certification
Programs.
Target Population
The primary stakeholder group is employers providing information and employing apprentices.
Secondary stakeholders would include such groups as students, construction associations, home
builders associations, unions, sector councils, training institutions, aboriginal groups, and special
interest groups.
Budget & Administration
No specific budget associated with this activity. Primary activities administered by Apprenticeship
& Trades Certification division with support from Skills Development and Institutional Services.
There are currently eight Program Development Officers province wide (Regional office)
responsible for approximately 6,000 comprised of 5,200 apprentices and 800 trade qualifiers.
Governing Legislation & Directives
Apprenticeship and Certification Act; Interprovincial Red Seal Program; Provincial
Apprenticeship and Certification Board
Findings & Recommendations
Policy Issues At an Apprenticeship Forum, it was identified that the department’s
engagement with stakeholders is adhoc and often times reactive This
results in a lack of a coordinated approach to information gathering on
stakeholder’s apprenticeship needs.
Recommendations The department should consider being more proactive and coordinate
engagement among stakeholders in order to ensure that information is
shared on an ongoing basis.
The department should consider developing a targeted communications
strategy with a focus on educating and improving the connection with all
stakeholders.
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
At an Apprenticeship Forum, it was indicated that the department was not
responsive in a timely manner to stakeholder requests for information.
Furthermore, stakeholders indicated that in many instances it took many
calls or emails in order to make contact with departmental staff.
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Review Findings
The skill set of the eight PDOs is not being utilized effectively. Currently,
PDOs (GS 42) are involved in administrative duties and as a result, do not
spend an adequate amount of their time working directly with employers
and apprentices.
There is no integration of PDOs within the department’s current program
administration, which results in a disjointed service delivery approach. For
example, PDOs are not located in AES offices across the province and do
not have ongoing contact with other AES front line staff.
The Apprenticeship Information Management System (AIMS) is not
effective, timely or efficient in providing information necessary to track,
monitor and report on the apprenticeship program.
Apprentices do not have online access to departmental information
necessary for them to determine their apprenticeship status. As a result
PDOs have to respond to the inquiries which is not an optimal utilization of
their skill set.
The department does not currently post its apprenticeship block training
schedule so that employers and apprentices can plan in advance to allow
apprentices to attend block training toward Journeyperson certification. As
a result, the uptake on advance level apprenticeship training is not as high
as would be expected.
Because block training funding is on an individual basis through LMDA,
when the uptake is lower than anticipated for the class, the training can be
either cancelled or rescheduled by the training institution. This has a
negative impact for both the employer and apprentice, reduces confidence
in the program and likely results in fewer apprentices obtaining
journeyperson certification.
The department does not consider where the pools of apprentices are
currently located with a view to ensuring that the necessary advanced level
training for certification is available within the area they work. As a result,
there are situations where the advanced training is only available in areas
outside the apprentice’s place of work e.g. plumbing available only in
Bonavista.
Although some suppliers have indicated a desire to have a “direct entry”
path as a way to train for a trade or industry career, the department has not
pursued this method. Having a direct entry system could result in an
increase in apprentices in certain occupations.
Not all employers receive funding through AWS because there are
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Review Findings
insufficient funds for all employers to receive this subsidy. As a result,
there may not be as many apprentices hired.
The department does not match apprentices with prospective employers to
facilitate attachment to the labour market. As a result, there may be
apprentices who cannot find employment and vice versa.
The department has not been clear on the expectations of outcomes
regarding interactions with key stakeholders. As a result, it is not possible
to determine whether the department has been effective in its partnership
with stakeholders.
Although, there are multiple divisions within the department responsible
for employer engagement, they are not integrated or coordinated to ensure
that engagement with employers is optimized.
Recommendations The department should consider developing a client service framework and
a realignment of human resources within the Apprenticeship and Trade
Certification division.
The department should undertake a workload analysis of the PDOs to
determine whether the administrative work they are currently doing should
be transferred to departmental support staff.
The department should consider co-locating PDOs and other
apprenticeship support staff with other front-line staff and develop an
integrated service delivery model.
The department should consider the inadequacies in AIMS and determine a
solution to track, monitor and report on the apprenticeship program.
The department should investigate the use of online self service tools for
apprentices and employers.
The department should post its block training schedule.
The department should consider where the majority of apprentices reside
by trade area as well as equitable regional access when annually planning
advance level training.
The department should consider consultations with employers to determine
whether the direct entry approach is another option to train apprentices.
The department should consider whether providing financial incentives to
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Review Findings
employers to hire apprentices would assist in achieving labour market
goals.
The department should consider an online mechanism whereby registered
apprentices and employers can be matched.
The department should determine the required outcomes of the program
and gather the necessary information to make a determination.
Current Status (Ongoing Activities)
An Apprenticeship Review committee has been established.
There is a Trade Advisory Committee (employers, employees, and training institution) in place for
each designated apprenticeship occupations.
Quick Wins
Post the apprenticeship block training schedule to the department’s website.
Streamlining & Consolidation Opportunities
The apprenticeship initiatives currently funded through LMDA could be combined with
apprenticeship initiatives in the Apprenticeship Training Certification Division.
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Review Findings
Program Environmental Assessment
Background
Goals:
To protect the environment and quality of life of the people of the province, and facilitate the wise
management of the natural resources of the province
Objectives:
Review project registrations submitted to the provincial government from a departmental
perspective and review from a socioeconomic perspective.
Target Population:
N/A
Budget & Administration
Budget - N/A
1 staff - LMD - participates in the Environment Assessment Committee; review each project
submitted from a socioeconomic viewpoint particularly as it relates to the labour supply and
submit recommendations to the Department of Environment and Conservation. Also reviewed by
Advanced Education division.
2011 - 2012 - 68 projects reviewed; and
2012 - Present -24 projects reviewed.
Governing Legislation & Directives
N/A
Findings & Recommendations
Policy Issues None identified.
Recommendations N/A
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Although the LMD division reviews these potential projects, the
information is not shared across AES to ensure that the implications on the
labour market related to proposed projects is strategically considered.
Currently the LMD is responsible to provide input into the environmental
assessment; however, it may be more appropriate for the Workforce
Development Secretariat to lead this review.
Recommendations The department should consider the merits of having the Workforce
Development Secretariat lead the environmental assessment reviews and
ensure that the information is shared and strategically considered.
Current Status (Ongoing Activities)
None identified.
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Review Findings
Quick Wins
The department could consider the merits of having the Workforce Development Secretariat lead
the environmental assessment reviews and ensure that the information is shared and strategically
considered.
Streamlining & Consolidation Opportunities
The internal function could be consolidated as two departmental divisions are involved in this
function.
Currently, there are 2 divisions of the department involved in this function - LMD and Advanced
Education. There may be some streamlining possible.
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Review Findings
Program: Skills Task Force
Background:
Goals:
The task force was created to:
• identify future skills requirements (labour supply and demand) for the economy, particularly
those associated with large-scale development projects;
• identify skills gaps and the potential impact of these gaps on attracting large-scale development
projects; and
• assess the Province’s ability to respond to these requirements.
Objectives:
Within government, the Skills Development Division of the Department of AES coordinates,
monitors, evaluates and reports on the Skills Task Force Action Plan and provides support to the
Industry Coordinating Committee (ICC).
Target population:
▪ High School Students
▪ Unskilled Labour
▪ Pre-Apprentices
▪ Apprentices
▪ Journeypersons
▪ Post secondary students and graduates
▪ Under-represented groups
▪ Employers
▪ Post secondary institutions
Governing Legislation & Directives
N/A
Budget & Administration
The budget for 2011-12 - $100,000.
1 FTE - Skills Development Division.
Findings & Recommendations
Policy Issues Given the creation of the Workforce Development Secretariat, it is unclear
what role the Industry Coordinating Committee, under the Skills Task
Force, will play.
There are currently limited formal mechanisms in place to quickly respond
to the labour market training requirements of employers in order to
appropriately coordinate funding requirements and program delivery
logistics.
Recommendations AES should determine the role of the Industry Coordinating Committee.
AES should establish a formal mechanism and protocol relating to
employer requests for skilled workers and supporting training and funding
programs.
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Review Findings
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
The Industry Coordinating Committee is inactive and as a result little work
has been performed relative to the skills trade component of a progressive
HR strategy as envisaged in the Skills Task Force report. Furthermore, as a
result of its inactivity, there has been inadequate stakeholder engagement to
gather and disseminate current information around labour market needs and
skill requirements used to determine post secondary academic planning.
Recommendations AES should determine whether the ICC should reconstitute and meet or
whether the Workforce Development Secretariat should perform that
function.
Current Status (Ongoing Activities)
N/A
Quick Wins
Decide whether the ICC should be reconstituted or whether the Workforce Development
Secretariat should perform that function.
Streamlining & Consolidation Opportunities
The Workforce Development Secretariat could coordinate the work of the ICC and the Labour
Market Committee of the Strategic Partnership Initiative.
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Review Findings
Program Employer/Apprentice Recognition Awards
Background
Goal
Public regional recognition of successes in the apprenticeship program, and recognition of
journeyperson graduates, employers and support staff.
Objective
To improve progression and completion rates of registered apprentices, increase the number of
employers engaged in the apprenticeship system and increase apprenticeship stakeholder
participation and accountability (Employers, Advisory Committee members).
Target Population
Employers and newly certified journeypersons each year.
Budget & Administration:
The budget for 2011-12 - $30,000.
The program is administered by 6 Advanced Education, Apprenticeship & Trades Certification
Division staff (4 PDO’s & 2 support staff)
- grants (include breakdowns via grants review) vs allowance & assistance
Total number of clients served in 2011-2012: Approximately 600
Governing Legislation & Directives
Apprenticeship and Certification Act; Interprovincial Red Seal Program; Provincial
Apprenticeship and Certification Board.
Findings & Recommendations
Policy Issues Although the department awards certain companies for their participation
in the apprenticeship program, the criteria for selection of employers is not
clearly defined. As a result, the selection of companies for awards may not
be consistent.
The program is currently funded under the LMA budget which is scheduled
to end in March 2014.
Recommendations The department should establish clear criteria for the selection of
employers to receive an award.
The department should determine whether the program should continue
beyond LMA funding scheduled to conclude in March 2014.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Although the department has other employer recognition awards, there is
no consideration given to coordinating the initiatives.
Recommendations The department should consider coordinating all employer recognition
award initiatives.
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Review Findings
Current Status (Ongoing Activities)
None identified.
Quick Wins
The department could establish clear criteria for the selection of employers to receive an award.
Streamlining & Consolidation Opportunities
The department could consider coordinating all employer recognition award initiatives.
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Review Findings
5-B-3 Corporate Services
A total of seven programs and services were reviewed as part of the Corporate Services category.
The Corporate Services Branch of the department provides financial management, internal auditing,
and policy, planning and evaluation services to Provincial Office and to regional offices. The Branch
is also responsible for matters relating to human resources and information technology which are
delivered by the Division of Strategic Human Resource Management for the Social Sector and the
Office of the Chief Information Officer.
3 Corporate Services
11/12 Budget
($M's)
11/12 Actuals
($M's) Reference
1 Student Loan Corporation of NL SLC N/A N/A 5-B-3-1
2 Finance - Document Processing Unit / Records Management FGO N/A N/A 5-B-3-2
3 Finance-A/P FGO N/A N/A 5-B-3-3
4 Finance-A/R FGO N/A N/A 5-B-3-4
5 Finance-Client Payment Services FGO N/A N/A 5-B-3-5
6 Eligibility Assurance Services Unit IS N/A N/A 5-B-3-6
7 PAU FGO N/A N/A 5-B-3-7
Advanced Studies Branch:
Student Loan Corporation of NL SLC 1 - -
Income, Employment & Youth Services Branch:
Income Support IS 1 - -
Corporate Services Branch:
Finance & General Operations FGO 5 - -
Total Corporate Services Functions 7 - -
The following issues were identified by program area:
1. Student Loan Corporation
The Student Loan Corporation is responsible for the disbursement of loan and grant funding and
repayments. It is currently administered by 27 staff within the Student Loan Corporation as part of
the Advanced Studies Branch and the net budget for 2012-13 is $33.6 million. The goal is to
improve its repayment services for student borrowers and believes that with enhanced and increased
communications, students in repayment will become more knowledgeable about their loan and better
prepared to manage their debt.
In 2012-13, the Corporation will serve approximately 40,000 loans in different stages. The Student
Financial Services Act and Regulations, Federal/provincial integration agreement, loan portfolio
size, segmentation and maturity of the loan portfolio is currently administered separate from the
Corporate Services division and will need to be considered with other collection services within
Advanced Education & Skills as part of the department’s streamlining approach.
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Review Findings
2. Document Processing Unit (DPU)
The DPU is part of the Corporate Services Branch and is responsible for scanning CEYS and Income
Support documents and placing them in TRIM folders. The DPU is also responsible for ensuring all
records are maintained according to Government standards. The DPU is staffed by 20 people (18
DPU staff and 2 supervisors) located at Metro Place.
While document flow should be a simple process, factors such as differences in how work is
assigned in regions/units and the shear volume of documents, create complexity and inefficiency in
the work flow and service delivery. Examples are as follows:
DPU must manually sort mailed documents by geographical origin to ensure the documents
are transferred to the correct TRIM folders. This is quite a time consuming process.
DPU must search CAPS to attempt to identify documents without case numbers written on
them. Those documents that cannot be identified are placed in "district" TRIM folders and
must be sorted by district office staff. Some documents may never be identified
and can remain in this folder indefinitely.
DPU must work with a variety of TRIM folders based on case based and service based
services where multiple staff maintain caseloads by alphabet, geography, or assigned duties
which can result in confusion and misfiled documents.
When documents are misfiled, clients have to resend the documentation creating delays in
service and duplication of documents in the system.
Scanned and faxed documents are at times poor quality (i.e. difficult to read, scanned upside
down, or edges cut-off). Documents containing shading or highlighting are sometimes
illegible when faxed. As a result, clients are sometimes required to resubmit documents.
Documents received at the DPU are date stamped. On occasion the date stamp is
inadvertently placed over essential information rendering the document illegible.
Multiple paged documents scanned by staff at district offices and emailed to the DPU must
be printed and rescanned by DPU in order to get them into TRIM. This is a software-related
issue and creates duplication of work.
Documents received at District offices have to be forwarded to the DPU to be filed into
TRIM. Depending on the practice at each district office there is inconsistency in how
documents are forwarded to the DPU (scanned, faxed or mailed). Mailing documents creates
a further delay.
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Review Findings
Staff must wait until documents are in TRIM before they can action many request types
as PAU is required to view supporting documents prior to verification.
Delay in the document flow may lead to additional calls from clients inquiring about the
status of their documentation and request for service.
Although the department has an information management function, it does not have capacity
to address all of the information management needs of the department. For example there is
no TRIM folder for executive correspondence.
Given that no information has ever been purged or archived from CAPS, it is likely that the
department is not in full compliance with the legislation regarding record retention. It should
be noted that a report with recommendations prepared by OCIO approximately four years
ago regarding archiving was never actioned.
3. Accounts Payable
The accounts payable group is responsible to process invoices in as short a time frame as possible.
For the most part, they process 3rd
party payments through CAPS. The program is administered by
nine departmental staff from Provincial Office and the budget for 2011-12 is $450,000. There are
inconsistencies between how CAPS and non-CAPS invoices are processed. Non-CAPS invoices
recorded in Oracle are processed by the Controller Generals Office, while CAPS invoices are
processed in the department.
4. Accounts Receivable
The goal of the accounts receivable group is to collect as much as possible related to Departmental
overpayments. The program is administered by 13 Departmental staff: 10 at Provincial Office & 3 at
Stephenville and the budget for 2011-12 is $540,000. The following issues were identified:
The department has not established reasonable thresholds with regards to the amounts to be
reported as collectable. Current policy is that all amounts over $20 are to be collected.
There are policies which authorize payments that are immediately recorded as a recoverable
amount e.g. income support security deposits. This can result in significant resources to
recover the amount if the individual leaves income support.
Income support clients who do leave the system while still owing money are not aggressively
pursued in order to fully recover the amount owing. For example, AES does not file
Certificates of Judgment or prosecute individuals for failure to repay amounts owing.
The current collections system is dated and does not provide information necessary to
adequately manage the program.
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Review Findings
Currently, collections are completed in two different divisions, Finance and Student Loan
Corporation with different systems to capture the information.
The department could increase its focus on activities such as Federal setoff, Motor
Registration Division (MRD), and Government Services which result in increased payments.
LMDA overpayments have to be identified by LMDA staff and communicated to the
accounts receivable group via email. Accounts receivable staff enter the overpayment in
CAPS for monitoring and follow-up. As a result, there is an increased risk that an
overpayment could go undetected.
The LMDA business process of providing upfront funding and requiring a subsequent receipt
results in more overpayments than the CEYS business process model of issuing service
authorizations and paying the invoices.
5. Client Payment Services
The client payment service is part of the finance division and its purpose is to coordinate the
efficient and effective delivery of cheques (both IS and CEYS - mostly IS). There are six
individuals involved in the service delivery 1 Manager - vacant, 1 Supervisor and 4 clerical staff all
at provincial office. In 2011-12 the cost for this function was $350,000. The following issues were
identified:
Only approximately 28% of income support clients avail of direct deposit and, as a result, the
department has to issue approximately 50,000 payments via mail each month resulting in
unnecessary staff time, possible delays which often results in the issuance of immediate
cheques (DACS, FACTS and CAPS) and increased costs.
The issuance of immediate payments from a separate bank account requires staff to perform
bank reconciliations. This results in increased costs to the department.
Currently, in order to ensure that all clients receive income support by the required date,
cheques are issued such that, in most instances, they are received a day before the due date.
This has been identified by staff as a potential disincentive for income support clients to
accept direct deposit because, in their opinion, clients would not want to receive their
payment a day later which would be the case with direct deposit.
The department has committed to have 80% of income support payments on direct deposit
for recurring cheques by March 2014.
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Review Findings
6. Eligibility Assurance Unit (EAU)
The EAU covers a broad range of services to ensure, to the extent possible, that income support
clients receive benefits and services they are entitled to under current legislation. The program is
administered by 2 provincial office staff and 24 regional CSOs (Avalon:11, Central: 7, Western:5
and Labrador:1). The following issues were identified:
According to legislation, investigations not actioned within four months of the assignment of
the possible issue are required to be closed. As a result, possible abuse of the income support
program may go unresolved.
Although issues identified during the interface process (e.g. CRA, EI and WHSCC) require
resolution, staff have not been provided with clear procedures to ensure consistency in the
documentation necessary for resolution. As a result, the documentation on file to support a
resolution can vary significantly.
When staff obtain information necessary to resolve an issue identified during the interface
process the resulting adjustment can vary depending on the interpretation of the staff. The
inconsistent interpretation can be attributed to lack of training and guidance.
Some EAU CSOs in the Central and Western regions may also be responsible for issuance of
non-recurring income support (mailback). This impacts their ability to focus on EAU
responsibilities.
Although there are policies and procedures to assist staff in the calculation of overpayments,
a team currently established to review the process has identified significant issues relating to
the consistency in the determination of recoverable amounts. As a result, it is possible that
some of the amounts set up as recoverable from clients are incorrect – either over or under.
Although EAU CSOs record anticipated savings in the Investigator Tracking System (ITS),
there is no automated checking with other systems to identify subsequent required
adjustments to the anticipated savings. As a result, the anticipated savings identified are
likely not accurate.
Although anticipated savings of EAUs is recorded, the information is not currently used in a
determination of the cost benefit of the EAU initiative.
Although the Telephone Eligibility Confirmation (TEC) staff (administrative staff) perform
similar duties as the EAU cycle review staff, they do not have the ability to action required
changes. Instead, the TEC staff send the required change request to a CSO for action. As a
result, the process is not as streamlined as it could be.
Chapter 5 5-B-3
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Review Findings
7. Pay Authorization Unit (PAU)
The PAU role is to review all payments through the CAPS system with a view to detect errors and
ensure they are corrected, ensure the pay system is functioning as it should, detect and prevent fraud,
and provide management with suggestions on ways to improve the system.
This program is administered by 13 regional staff and a Manager in the Income Support Division at
an annual cost of approximately $1 million for salaries and operating expenses. The 13 staff are
located as follows: Avalon - 6 CSOs (5 Carbonear, 1 St. John's); Central - 4 CSOs (3 Grand Falls, 1
Springdale) 1 Manager; and Western - 3 CSOs (Corner Brook). The following issues were
identified:
Although the PAU was originally intended to check the accuracy of income support
payments, the function has evolved to include a review of all CEYS payments processed
through the CAPS system. However, CEYS payments are checked by a Manager before they
are released and a daily summary report is also certified at provincial office and forwarded to
the Office of the Comptroller General (OCG). Therefore, PAU involvement in the CEYS
payments is not necessary and is a waste of departmental resources.
The PAU staff check all income support payments issued without consideration of the dollar
value or the nature of the payment. There is no statistical sampling methodology applied to
obtain reasonable assurance of the accuracy of the payments. As a result, the PAU staff are
not utilized as effectively as they could be.
The 13 PAU staff are currently administered in three regions with the Manager located in
Marystown (no other PAU staff are located there). A review of work statistics of PAU staff
indicated significant variances in the productivity of CSOs and in error detection rates among
regions and staff. These variances may be attributed to such things as lack of training, lack
of coordination and inadequate supervision because of the current placement of the manager
and the distribution of staff among regions.
There is no clear definition of the role of the PAU function as evidenced by the
inconsistencies in the identification of issues among PAU workers. For example, some PAU
workers only identify financial issues while others review client entitlement.
The PAU returns an average of 16% of all requests they receive; however, the rate of return
for some types of requests is much higher e.g. applications for income support which is
approximately 35%. The rates of return by individual PAU staff also vary ranging from 2%
to 36% and staff who submit requests to the PAU also show varying rates of return.
Chapter 5 5-B-3
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Review Findings
Although the PAU has taken on a financial compliance role, staff in the PAU are CSOs
(GS-34) and not compliance auditors which would require a different skill set. As a result,
the department is not matching the role of the staff with the required competencies.
Currently, the PAU staff report to an Income Support Manager even though they also review
CEYS payments in CAPS. From an oversight and departmental compliance perspective, it
may be more appropriate to have the function administered from the Internal Audit Division
at provincial office. This would assist in ensuring consistency among the PAU staff,
facilitate the implementation of a risk based sampling approach, and allow deployment of
PAU staff in other expenditure areas.
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335
Review Findings
Program Student Loan Corporation
Background
Goals
To improve its repayment services for student borrowers. The Corporation believes that with
enhanced and increased communications, students in repayment will become more knowledgeable
about their loan and better prepared to manage their debt. Furthermore, the disbursement of loan
and grant funding should be as efficient and client friendly as possible.
Objectives
To improve communication with clients through an online account and promote the Corporation’s
online billing payment option.
Target Population
Student borrowers
Budget & Administration
The 2012-2013 budget is $35 million gross and $33.6 million net.
Total number of clients served in 2012-2013: approximately 40,000 loans in different stages
The program is administered by twenty seven staff within the Student Loan Corporation.
Governing Legislation & Directives
Student Financial Assistance Act, Financial Administration Act, Transparency and Accountability
Act, Student Financial Assistance Regulations, ATIPPA.
Findings & Recommendations
Policy Issues None identified.
Recommendations N/A
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Student Financial Services Act & Regulations, federal/provincial
integration agreement, loan portfolio size, segmentation and maturity of the
loan portfolio will need to be considered with other collection services
within Advanced Education & Skills.
Recommendations The department should consider including Collections Services in the
Corporate Services division while recognizing the unique attributes of the
Student Loan program.
Current Status (Ongoing Activities)
None identified.
Quick Wins
N/A
Streamlining & Consolidation Opportunities
Student Financial Services Act & Regulations, federal/provincial integration agreement, loan
portfolio size, segmentation and maturity of the loan portfolio will need to be considered with
other collection services within Advanced Education & Skills.
Chapter 5 5-B-3-1
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Review Findings
The Student Loan Corporation/Student Financial Services division have developed an integrated
external and internal electronic interface which may prove to be beneficial to other departmental
programs.
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337
Review Findings
Program Document Processing Unit (DPU) – Records Management
Background
Goals
Efficient management of all departmental records
Objectives
Process documents in a timely manner
Ensure all records are maintained according to Government standards
Target Population
Client base is internal CEYS and Income Support staff.
Budget & Administration
The budget is part of the operating budget – the allocation for 2011-12 - $1,200,000.
The function is administered by 20 staff at Metro Place. This includes 18 DPU staff and 2
supervisors.
Governing Legislation & Directives
Rooms Act
Findings & Recommendations
Policy Issues Given the change in technology whereby it is relatively easy and quick for
staff to scan their own documents, the requirement for a centralized DPU is
questionable for internally generated documentation. This is evidenced by
a recommendation of the OCIO that LMDA files should be scanned by
LMDA staff which is also supported by Regional Directors. With the
elimination of the DPU, the Department could potentially save in excess of
$1 million in salaries in addition to postage costs.
Centralization of the document processing function does make sense where
the documentation is coming from an outside source. It would be difficult
for the client to determine which office to send correspondence to so
centralization may be more efficient for Income Support.
Although the department has an information management function, it does
not have capacity to address all of the information management needs of
the department. For example there is no TRIM folder for executive
correspondence.
Recommendations The department should consider whether the centralized DPU function
continues to be necessary.
The department should consider the implementation of an Information
Management division.
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Review Findings
Legislative Issues Given that no information has ever been purged or archived from CAPS, it
is likely that the department is not in full compliance with the legislation
regarding record retention. It should be noted that a report with
recommendations prepared by OCIO approximately four years ago
regarding archiving was never actioned.
Recommendations The department should ensure compliance with the legislation regarding
record retention.
Business Process
Issues
Currently email correspondence over one page cannot be directly exported
to TRIM. Instead staff are required to print the email and then scan it. As
a result, the process is inefficient and results in a waste of staff’s time.
Recommendations The department should continue with its efforts to modify software so that
emails can directly exported to TRIM.
Current Status (Ongoing Activities)
There is currently a review by OCIO on the LMDA request to TRIM documents.
Quick Wins
None identified.
Streamlining & Consolidation Opportunities
The department could eliminate the DPU function and move the TRIM function responsibility to
staff and have the document scanning completed at the local offices.
Chapter 5 5-B-3-3 339
Review Findings
Program Finance – Accounts Payable (A/P)
Background
Goals
Process invoices in an efficient manner.
Objectives
Process invoices in as short a time frame as possible.
Target Population
Any 3rd
party payments through CAPS.
Budget & Administration
The budget is part of the operating budget – the allocation for 2011-12 - $450,000
The program is administered by nine departmental staff from Provincial Office.
Governing Legislation & Directives
Financial Administration Act and the Income and Employment Support Act
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues None identified
Recommendations N/A
Business Process
Issues
There are inconsistencies between how CAPS and non-CAPS invoices are
processed. Non-CAPS invoices recorded in Oracle are processed by the
Controller Generals Office, while CAPS invoices are processed in the
department.
Recommendations The department could consider providing the Controller Generals Office
with access to CAPS and allow them to process invoices for payment.
Current Status (Ongoing Activities)
None identified.
Quick Wins
N/A
Streamlining & Consolidation Opportunities
The department could consider providing the Controller Generals Office with access to CAPS and
allow them to process invoices for payment.
Chapter 5 5-B-3-4
340
Review Findings
Program Finance – Accounts Receivable (A/R)
Background
Goals
Collect Departmental Overpayments.
Objectives
Collect as much as possible related to Departmental overpayments
Target Population
All Departmental Clients
Budget & Administration
The budget is part of the operating budget – the allocation for 2011-12 - $540,000.
The program is administered by 13 Departmental staff: 10 at Provincial Office & 3 at Stephenville.
Governing Legislation & Directives
Financial Administration Act and the Income and Employment Support Act
Findings & Recommendations
Policy Issues The department has not established reasonable thresholds with regards to
the amounts to be reported as collectable. Current policy is that all amounts
over $20 are to be collected.
There are policies which authorize payments that are immediately recorded
as a recoverable amount e.g. income support security deposits. This can
result in significant resources to recover the amount if the individual leaves
income support.
Income support clients who do leave the system while still owing money
are not aggressively pursued in order to fully recover the amount owing.
For example, AES does not file Certificates of Judgment or prosecute
individuals for failure to repay amounts owing.
Recommendations The department should determine a reasonable threshold with regards to
the minimum amount to record as recoverable.
The department could consider some items such as income support security
deposits as non-recoverable and incorporate it as part of basic assistance.
The department should consider filing Certificates of Judgment and
prosecuting individuals for failure to repay amounts owing.
Legislative Issues None identified.
Recommendations N/A
Chapter 5 5-B-3-4
341
Review Findings
Business Process
Issues
The current collections system is dated and does not provide information
necessary to adequately manage the program.
Currently, collections is completed in two different divisions, Finance and
Student Loan Corporation with different systems to capture the
information.
The department could increase its focus on activities such as federal setoff,
MRD, and Government Services which result in increased payments.
LMDA overpayments have to be identified by LMDA staff and
communicated to Accounts Receivable via email. A/R staff enter the
overpayment in CAPS for monitoring and follow up. There is an increased
risk that an overpayment could go undetected.
The LMDA business process of providing upfront funding and requiring a
subsequent receipt results in more overpayments than the CEYS business
process model of issuing service authorizations and paying the invoices.
Recommendations The department should determine whether it should replace the current
collections system.
The department could consider consolidating collections into one division.
The department should consider expanding its interface with other systems
(e.g. MRD, and Government Services) to improve its collection results.
The department should consider limitations in the current LMDA
overpayment recording process.
The department should consider whether the two different business models
currently in place for LMDA and CEYS should be changed.
The department should determine whether the three Collectors in
Stephenville should be separate or combined with Provincial Office
Collectors.
Current Status (Ongoing Activities)
N/A
Quick Wins
None identified
Streamlining & Consolidation Opportunities
The department could consider consolidating collections into one division.
Chapter 5 5-B-3-5
342
Review Findings
Program Client Payment Services
Background
Goals
To coordinate the efficient and effective delivery of cheques (both IS and CEYS–mostly IS).
Objectives
Solve any problems related to cheque delivery.
Target Population
Income Support and CEYS clients.
Budget & Administration
The budget is part of the operating budget – the allocation for 2011-12 - $350,000.
Departmental staff: 1 Manager – vacant, 1 Supervisor and 4 clerical staff all at provincial office.
Governing Legislation & Directives
N/A
Findings & Recommendations
Policy Issues Only approximately 28% of income support clients avail of direct deposit
and as a result the department has to issue approximately 50,000 payments
via mail each month resulting in unnecessary staff time, possible delays
which often results in the issuance of immediate cheques (DACS, FACTS
and CAPS) and increased costs.
The issuance of immediate payments from a separate bank account requires
staff to perform bank reconciliations. This results in increased costs to the
department.
Recommendations The department should introduce mandatory direct deposit.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Currently, in order to ensure that all clients receive income support by the
required date, cheques are issued such that, in most instances, they are
received a day before the due date. This has been identified by staff as a
potential disincentive for income support clients to accept direct deposit
because, in their opinion, clients would not want to receive their payment a
day later which would be the case with direct deposit.
The department has committed to have 80% of income support payments
on direct deposit for recurring cheques by March 2014.
For one time payments, it is not currently possible to pay clients via direct
deposit because Government’s Financial system (FMS) can’t capture direct
deposit information for one time vendors, it is a system limitation. Unless
the client is on recurring pay or set up as a vendor, direct deposit is not
possible.
Chapter 5 5-B-3-5
343
Review Findings
Recommendations The department should continue with efforts to get income support clients
to avail of direct deposit.
Current Status (Ongoing Activities)
There is a pilot project in the Central region requiring all new income support clients to avail of
direct deposit.
Quick Wins
The department could, effective immediately, not issue income support payments until they are
due. By introducing this measure, it may be seen as an incentive by clients to move to direct
deposit.
Streamlining & Consolidation Opportunities
If the department introduced mandatory direct deposit, it would not be necessary to have 5 staff
involved in client payment services.
Chapter 5 5-B-3-6
344
Review Findings
Program Eligibility Assurance Unit (EAU)
Background
Goals
To ensure program integrity.
EAU includes:
Telephone Eligibility Confirmation Process
Semi annual review process (basic benefits)
Annual Mortgage review process
Interface Management
Investigations
Early Detection and Prevention
Objectives
EAU covers a broad range of services to ensure, to the extent possible, that income support clients
receive benefits and services they are entitled to under current legislation.
Target Population
Income support applicants and recipients.
Budget & Administration
The budget for this program is part of the department’s Income Support operational budget.
The program is administered by 2 provincial office staff and 24 regional CSOs (Avalon:11, Central:
7, Western:5 and Labrador:1).
Governing Legislation & Directives
Income and Employment Support Act and Regulations
Findings & Recommendations
Policy Issues None identified
Recommendations N/A
Legislative Issues According to legislation, investigations not actioned within four months of
the assignment of the possible issue are required to be closed. As a result,
possible abuse of the income support program may go unresolved.
Recommendations The department should consider its policy related to cessation of
investigation allegations to determine whether the current four month policy
is appropriate.
Business Process
Issues
Although issues identified during the interface process (e.g. CRA, EI and
WHSCC) require resolution, staff have not been provided with clear
procedures to ensure consistency in the documentation necessary for
resolution. As a result, the documentation on file to support a resolution can
vary significantly.
Chapter 5 5-B-3-6
345
Review Findings
When staff obtain information necessary to resolve an issue identified
during the interface process the resulting adjustment can vary depending on
the interpretation of the staff. The inconsistent interpretation can be
attributed to lack of training and guidance.
Some EAU CSOs in the Central and Western regions may also be
responsible for issuance of non-recurring income support (mailback). This
impacts their ability to focus on EAU responsibilities.
Although there are policies and procedures to assist staff in the calculation
of overpayments, a team currently established to review the process has
identified significant issues relating to the consistency in the determination
of recoverable amounts. As a result, it is possible that some of the amounts
set up as recoverable from clients are incorrect – either over or under.
Although EAU CSOs record anticipated savings in the Investigator
Tracking System (ITS), there is no automated checking with other systems
to identify subsequent required adjustments to the anticipated savings. As a
result, the anticipated savings identified are likely not accurate.
Although anticipated savings of EAUs is recorded, the information is not
currently used in a determination of the cost benefit of the EAU initiative.
Although the Telephone Eligibility Confirmation (TEC) staff
(administrative staff) perform similar duties as the EAU cycle review staff,
they do not have the ability to action required changes. Instead, the TEC
staff send the required change request to a CSO for action. As a result, the
process is not as streamlined as it could be.
There is no deterrent for clients who defraud the department; overpayments
are set up on clients files where the maximum that can be recouped is 5% of
their regular benefits regardless of the amount of the accounts receivable.
While legislation and policy provide for penalties for non-compliance, it has
primarily focused on overpayment creation and recovery. Very few cases
have been prosecuted in recent years, even when the non-compliance dollar
value is high or where there are significant repeat offenders.
Recommendations The department should consider developing clear procedures to ensure
consistency in the documentation necessary for resolution identified through
interfaces.
The department should consider inconsistencies in the interpretation of
documentation among staff and determine an appropriate course of action.
Chapter 5 5-B-3-6
346
Review Findings
The department should continue with its efforts to gain access to the MRD
data base.
The Income Support division should determine whether the issuance of non-
recurring income support (mailback) should continue within the EAU.
The department should review the current process for setting up
overpayments and develop a standardized approach for overpayment
calculations which includes training and ongoing monitoring for
consistency.
The department should consider whether it is possible to implement an
automated check with other systems to identify required adjustments to
anticipated savings identified by the EAU.
The department should use the EAU anticipated savings and determine the
return on investment for this initiative.
The department should review possible options that could be put in place
that would serve as a deterrent to clients defrauding the department. The
non-compliance of clients should be considered in the context of
prosecution or other penalties.
Current Status (Ongoing Activities)
The Service Delivery Review team and provincial office staff are currently reviewing EAU.
Quick Wins
The Income Support division could determine whether the issuance of non-recurring income
support (mailback) should continue within the EAU.
Streamlining & Consolidation Opportunities
The department could combine the duties of TEC staff with the EAU to improve business
processes.
Chapter 5 5-B-3-7
347
Review Findings
Program Pay Authorization Unit (PAU)
Background
Goals & Objectives:
The Pay Authorization Unit (PAU) role is to review all payments through the CAPS system with a
view to detect errors and ensure they are corrected, ensure the pay system is functioning as it
should, detect and prevent fraud and provide management with suggestions on ways to improve
the system.
Target population:
N/A
Budget & Administration
The budget is part of the operating budget – the allocation for 2011-12 - $1,000,000 for salaries
and operating expenses.
Regional Departmental staff : This program is administered by regional staff in the Income
Support Division as follows:
Avalon - 6 CSOs (5 Carbonear, 1 St. John's);
Central - 4 CSOs (3 Grand Falls, 1 Springdale) 1 Manager; and
Western - 3 CSOs (Corner Brook)
Governing Legislation & Directives
Income and Employment Support Act
Findings & Recommendations
Policy Issues Although the PAU was originally intended to check the accuracy of income
support payments, the function has evolved to include a review of all
CEYS payments processed through the CAPS system. However, CEYS
payments are checked by a Manager before they are released and a daily
summary report is also certified at provincial office and forwarded to the
OCG. Therefore, PAU involvement in the CEYS payments should be
reviewed to determine if it is necessary and not a waste of departmental
resources.
The PAU check all income support payments issued without consideration
of the dollar value or the nature of the payment. There is no statistical
sampling methodology applied to obtain reasonable assurance of the
accuracy of the payments. As a result, the PAU staff are not utilized as
effectively as they could be.
The 13 PAU staff are currently administered in three regions with the
Manager located in Marystown (no other PAU staff are located there). A
review of work statistics of PAU staff indicate significant variances in the
error detection rates among regions and staff. As a result, the current
placement of the manager and the distribution of staff among regions may
contribute to these issues.
There is no clear definition of the role of the PAU function as evidenced by
Chapter 5 5-B-3-7
348
Review Findings
the inconsistencies in the identification of issues among PAU workers. For
example, some PAU workers only identify financial issues while others
review client entitlement.
Although the PAU has taken on a financial compliance role, staff in the
PAU are CSOs (GS 34) and not compliance auditors which would require a
different skill set. As a result, the department is not matching the role of
the staff with the required competencies.
Recommendations The department should consider the merits of consolidating the PAU
function in the Internal Audit Division and introduce a risk based strategic
model for the deployment of staff resources relating to compliance.
The department should ensure that the skill sets of the PAU staff are
matched with the duties and responsibilities.
Legislative Issues None identified.
Recommendations N/A
Business Process
Issues
Currently the PAU staff report to an Income Support Manager even though
they also review CEYS payments in CAPS.
Recommendations From an oversight and a departmental compliance perspective, it may be
more appropriate to have the function administered from the Internal Audit
Division at provincial office. This would assist in ensuring consistency
among the PAU staff, facilitate the implementation of a risk based
sampling approach, and allow deployment of PAU staff in other
expenditure areas.
Current Status (Ongoing Activities)
The Service Delivery Improvement Team is currently reviewing the PAU.
Quick Wins
The department should determine whether there is a need for the PAU staff to review CEYS
payments.
Streamlining & Consolidation Opportunities
The department should consider the merits of consolidating the PAU function in the Internal Audit
Division and introduce a risk based strategic model for the deployment of staff resources relating
to compliance.
Chapter 6
349
Service Delivery Model and Recommendations
The proposed service delivery model is intended to align programs with the department’s mandate,
integrate programs and services, improve client service, and streamline service delivery processes.
Specifically, the proposed model will enhance strategic decision making through the following:
development of formal communication protocols;
introduction of structured business planning;
enhanced budget management practices;
implementation of a formal case management model;
program development and required outcomes based on labour market information;
a monitoring and outcome based evaluation process; and
the introduction of a staff accountability framework.
The proposed model consists of two components: Administrative Oversight and Program Delivery. It
is proposed that the Administrative Oversight component would consist of five core functions while
the Program Delivery component would consist of six service types. As outlined in Section 5 of this
report, a total of 25 programs and services were reviewed as part of Administrative Oversight and 70
programs and services were reviewed as part of Program Delivery. Many of the 95 programs
reviewed have significant similarities and, when consolidated or streamlined, eliminate the current
program silos and result in an improved service flow model.
The following outlines details on the proposed service delivery model:
1. Administrative Oversight
As depicted in Figure 1, the Administrative Oversight is comprised of five core functions with
existing oversight programs aligned to each function. Detailed information on each function is
provided after the figure.
Figure 1
Chapter 6
350
Service Delivery Model and Recommendations
Proposed Administrative Oversight
Workforce Development
and Productivity
Corporate
Services
Education &
External Liaison
Program Policy
& Evaluation
Program
Delivery
Workforce Development & Productivity Secretariat
OIM
Labour Market Research
Workforce Planning Boards / Sector Councils
Strengthening Partnerships
Environmental Assessment
Skills Task Force
MUN / CONA / Private Colleges
ABE
Curriculum
Distance Learning Pilot
Instructor Certification
Study Guides
Red Seal Program / Apprenticeship
Power Engineering
Foreign Qualification Recognition
International Education
Labour Mobility
Trade Qualifier
Accounting Services
Internal Audit
Payment Authorization Unit
ATIPPA
Student Loan Corporation
Systems Support
Document Processing Unit
Information Management (NEW)
Program & Policy Development
Program / Service Evaluation
Legislative Review
Central Agency Requests
Federal/Provincial Agreements
3rd Party Grant Oversight (NEW)
Quality Assurance (NEW)
Regional Service Delivery for Service & Benefit Plans
Employment Centered Services
Employment Counseling & Supports
Income Support
Eligibility Assurance Services Unit
Disability Policy Office
Poverty Reduction Strategy
Student Financial Services
Administrative Oversight
Executive Oversight
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The business transformation review identified the need for formalized business processes to be
developed within the executive team as follows:
formalize relationships and communication protocols among the executive to ensure appropriate
sharing of information;
identify program need based on labour market information and regional analysis;
budget allocation decisions should be strategically determined in the context of programs
required to address labour market needs;
in consultation with the Policy, Planning and Evaluation group, determine the most effective
program delivery approach for all departmental programs;
communicate the approved departmental budget to the senior management team;
collaborate with the senior management team to develop regional business plans which would
assist in the development of a departmental business plan;
formalize a reporting structure between the Executive team and the senior management team to
facilitate regular review of regional business plans which includes measuring progress on
outcome driven goals and objectives and the associated budget to ensure accountability for
results;
coach the senior management team on strategies to effectively work with their respective teams
in meeting the goals and objectives of the business plan;
standardize processes to ensure appropriate review of program evaluations which will provide
direction on continuation of existing programs and identify new and emerging needs; and
ensure executive members collaborate in a coordinated manner with the senior management
team to provide relevant information.
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Administrative Oversight
For the proposed model to be effective, relationships among the Administrative Oversight Branches
will need to be formalized and, in order to align with the proposed service delivery model, the current
organization structure will need to be modified. It is essential that a formal communication protocol
be developed whereby decision making relating to all aspects of departmental operations is made in a
strategic and collaborative manner. The executive team should also consider the current vision and
mission statement and ensure alignment with the department’s current mandate.
Information gathered by the Workforce Development and Productivity Branch should form the basis
in determining what programs are to be offered, the Program Policy and Evaluation Branch should
determine how programs should be delivered, the budget allocation should be finalized by members
of the Executive team with Corporate Services Branch as the lead. Once the budget is approved, the
Executive decisions should be clearly communicated to staff.
Based on program needs and the approved budget, each Region would develop a business plan for
which would feed into a departmental business plan. A formalized monitoring process for budgets
and program objectives should be developed. The monitoring and evaluation of budgets and program
outcomes (return on investment analysis) should be part of the Executive team’s motus operandi.
The Education and External Liaison Branch will be required to work with all Administrative
Oversight Branches to ensure training programs are responsive and accessible.
Recommendations
The current organization structure will need to be modified in order to align with the proposed
service delivery model.
A formal communication protocol should be developed to ensure Executive team decisions are made
in a collaborative and strategic manner.
The department’s vision and mission should be reviewed and aligned with the current mandate.
Decisions regarding the types of programming required, how programs are to be delivered and
budget allocations should be determined in the context of comprehensive labour market information
and analysis.
Executive decisions on budgets and programs should be communicated to staff.
Based on program needs and the approved budget, each Region should develop a business plan
which would feed into a departmental business plan.
A formalized monitoring process for budgets and program objectives should be developed.
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Workforce Development and Productivity Branch
Although Budget 2012 - People and Prosperity had approved the establishment of a Workforce
Development Secretariat within AES, to date, the Secretariat has not been formally implemented.
The mandate of the Secretariat is to ensure labour market policies and programs are aligned to
develop and deploy a highly trained and skilled workforce.
It is recommended that AES finalize the establishment of the Workforce Development Secretariat to
ensure the mandate envisaged is developed. The inclusion of a focus on workforce productivity
should also be considered when developing the mandate. The Secretariat should develop a Workforce
Development Strategy with a goal to ensure labour market investments are strategically directed to
maximize employment outcomes. To the degree possible, research information from local, regional,
and provincial level labour markets should be collected, analyzed consistently and disseminated using
a standardized process. Distribution and strategic usage protocols will need to be developed to
enhance links at the regional level. The development of regional industry and occupational
projections will assist in the budget planning and allocations to support training and employment
programs in high growth and priority occupations identified by the department with particular focus
on large scale projects.
It is expected that the Secretariat would engage key stakeholders including government, industry,
labour, and training institutions to ensure the province has the skills required to meet current and
future labour market needs. Also, current departmental labour market strategies such as the
Immigration and Multiculturalism Strategy (Office of Immigration and Multiculturalism) should be
aligned to maximize outcomes designed to help address labour market challenges, and increase labour
market participation and productivity. Other initiatives that should be considered include:
Workforce Planning Boards
The main objective is to address labour market issues at a zonal or regional level that is
responsive to regional priorities and challenges. Workforce planning boards, comprised of
representation from each industry sector council, also work together to address labour market
issues from a province-wide perspective; and
Sector Councils
Sector councils are non-profit, industry-led partnership organizations that help address skills
development and HR issues in their industries. AES should identify key sectors requiring
assistance with training, human resources, recruitment and retention.
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It is expected that the Secretariat would also have responsibility for the following existing
programs/functions currently administered by other divisions in the Department:
Environmental Assessments
These assessments relate to potential large scale projects whereby proponents register a plan
with the provincial government. AES reviews the proposed plans from a socioeconomic
perspective. The information derived from the review is important and should be shared with
the senior management team and considered in departmental planning. Currently, the
assessments are completed by the LMD and the information is not shared across AES to ensure
labour market implications related to the projects are strategically considered.
The Skills Task Force
This task force was created to: identify future skill requirements, particularly those associated
with large-scale development projects; identify skill gaps and the potential impact of these gaps
on attracting large-scale development projects; and assess the Province’s ability to respond to
these requirements. Currently, responsibility for the Skills Task Force rests with the Skills
Development Division of the Advanced Studies Branch.
Although an Industry Coordinating Committee (ICC) comprised of industry stakeholders was
established, they do not meet. Given the inactivity of the ICC, little work has been performed
relative to the skills trade component of a progressive HR strategy as envisaged in the Skills
Task Force report. Furthermore, as a result of its inactivity, there has been inadequate
stakeholder engagement to gather and disseminate current information around labour market
needs and skill requirements used to determine post secondary academic planning.
The above programs will require further analysis to broaden the scope from the current divisional lens
to a departmental lens. As well, each of the programs identified under Workforce Development and
Productivity have specific recommendations to enhance overall administration and can be found in
the program templates in Section 5 of the Report.
Recommendations
AES should finalize the establishment of the Workforce Development Secretariat and develop a
Workforce Development Strategy which includes:
engaging key stakeholders;
the creation of Workforce Planning Boards and Sector Councils; and
collect relevant labour market information and develop distribution and strategic usage
protocols.
AES should ensure labour market investments are strategically directed to maximize employment
outcomes.
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The environmental assessment process should be transferred to the Workforce Development and
Productivity Branch and the resulting labour market implications should be shared among the senior
management team and considered in departmental planning.
Responsibility for the Skills Task Force should be transferred to the Workforce Development and
Productivity Branch and the future role of the Industry Coordinating Committee should be
considered vis a vis the role of the Workforce Planning Boards and the Sector Councils.
The department should consider merging the OIM staff with other frontline departmental staff.
Program Policy and Evaluation Branch
AES currently has a Policy Planning and Evaluation Division responsible for coordinating
departmental activities related to developing new policies, evaluating programs and planning for the
department. However, its current scope is limited and needs to be broadened. The proposed model
would have policy specialists currently in various divisions throughout the department (e.g. IS,
LMDA, CEYS) merged into this Branch. It is expected that this would facilitate a more coordinated
and efficient approach to policy planning and evaluation.
It is envisaged that the proposed Program Policy and Evaluation Branch would:
Develop programs as identified by the Workforce Development Secretariat and related policy
development based on best practice research and analysis. This will require all policy related
functions currently taking place in various divisions to merge as one departmental policy
division.
Develop and implement a 3rd
party grant oversight function. Responsibilities would include
coordinating Request for Proposals, assessments, approvals and contracting to ensure programs
funded are aligned with departmental priorities.
Determine whether a program should be offered internally or whether it should be delivered via
a 3rd
party service delivery arrangement and allocate funding to programs based on strategic
priorities as determined by the Executive team.
Develop outcome based program performance monitoring and evaluation indicators for both
internally and externally delivered programs.
It is expected that the proposed Quality Assurance team would be included in this Branch. While the
scope of the Quality Assurance Team has not been finalized, it is recommended that this function
include:
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Service effectiveness;
Increased accountability;
Efficiency; and
Risk Management.
With better information about how services are being provided in terms of what works, whether
standards are met, the return on investment, and where the program gaps are, AES will be able to
tailor service delivery to meet client needs and ensure service excellence.
It is also proposed that the Access to Information and Protection of Privacy Act (ATIPPA)
responsibilities would transfer to the proposed Information Management team in the Corporate
Services Branch for a more functional alignment.
Recommendations
Policy specialists currently in various divisions throughout the department (e.g. IS, LMDA, CEYS)
should be merged into the Program Policy and Evaluation Branch.
A 3rd
party service delivery oversight should be developed and included as part of the Branch.
A quality assurance function should be developed and included as part of the Branch.
The current Access to Information and Protection of Privacy Act (ATIPPA) responsibilities of the
Division should be transferred to the Corporate Services Branch.
Education and External Liaison Branch
As part of the realignment and integration of programs and services, it is proposed that an Education
and External Liaison Branch be created. The current Apprenticeship and Training Certification
Division should be absorbed by the Institutional Services Division to form part of the proposed
Education and External Liaison Branch. The goal of the proposed Branch is to enhance
communication and reduce overlap and duplication of multiple staff working with training
institutions to ensure responsive training programs that: meet the needs of employers and students;
are reflective of the province’s current and future labour market needs with a proactive approach to
address training requirements for large scale projects; and are administered in applicable locations
with evidenced based outcomes and formalized monitoring protocols.
The new Branch would also be responsible for current duties such as working with MUN, CNA and
private training institutions in the context of strategic labour market requirements to ensure that
institutions are offering programs individuals require to make a successful attachment to the labour
market. The Education and External Liaison Branch would also have oversight responsibility for the
following existing programs:
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Curriculum;
Distance Learning Pilot;
Instructor Certification;
Study Guides;
Inter-provincial Red Seal Program/Apprenticeship Program;
Power Engineering;
Foreign Qualifications Recognition;
International Education;
Labour Mobility; and
Trade Qualifier.
The Workforce Development and Productivity Branch will be instrumental in assisting in the
identification of training needs and will need to work closely with the Education and External Liaison
Branch in the development of responsive training programs.
Recommendations
An Education and External Liaison Branch should be created to streamline processes in working
with training institutions.
The current Apprenticeship and Training Certification Division should be absorbed by the
Institutional Services Division to form part of the proposed Education and External Liaison Branch.
Program Delivery Branch
Program delivery currently takes place in multiple divisions throughout the department. This
approach results in a lack of coordination, program inequities, gaps in programming and increased
costs for program administration. The current environment has also created a complex navigation
system for clients to access services.
The proposed Program Delivery Branch will address the issues with the current delivery approach.
The Branch will have oversight responsibility for regional service delivery throughout the province
which includes: oversight responsibility for all departmentally administered programs including
income support, career counseling and the Career Work Centres.
To ensure an effective and efficient approach to service delivery, it is recommended that the Program
Delivery Branch:
Develop a formalized financial monitoring function. This will require staff with expertise in
financial monitoring to work with program delivery oversight staff to ensure regional financial
reports are consolidated into departmental updates appropriate for executive review. An
example is the current LMDA financial Manager.
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Work with regional/zonal managers to assist in the development of regional business plans.
This will require facilitating collaboration with the department’s Workforce Development and
Productivity Branch, the Education and External Liaison Branch, regional Workforce Planning
Boards, and Sector Councils to identify regional supply and demand information. The goal is to
develop a formal plan to address training and employment needs for each region (including
regional large scale projects) which includes setting targets for specific client populations.
Coordinate the development of a departmental (provincial) business plan to be derived from
regional business plans.
Assist with the development of quarterly reports that will be reviewed by the Executive team to
ensure:
the Executive team has an opportunity to provide continued input on all programs and
services administered in the department – not just programs in their respective area;
programs and services are being administered as per the departments strategic goals and
objectives;
any necessary adjustments to budget allocations are reviewed by all members of the
Executive team; and
members of the Executive team are aware of new and emerging program gaps for future
departmental planning.
Develop formalized monitoring protocols for regional and departmental business plans. This
includes a minimum of quarterly reviews of the plan with each regional/zonal manager to
determine whether goals and objectives approved in the business plan are being met, and new
and emerging program gaps are identified.
Develop a collaborative working relationship with the Quality Assurance team to:
improve processes designed to better meet customer and stakeholder expectations;
improve efficiency in service delivery;
formalize information flow and ensure decision making processes and authority levels
between the regional offices and provincial office are clear; and
identify new service standards to support client needs and ensure formalized monitoring
to meet departmental goals to achieve desired outcomes.
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This Program Delivery Branch would also be responsible for the:
Disability Policy Office
The main purpose of the Disability Policy Office is to: promote the inclusion of people with
disabilities in all aspects of society; engage people with disabilities and advocates in developing
ways to identify and remove barriers; help government departments make sure their policies and
programs do not exclude people with disabilities; promote positive attitudes; and raise
awareness of disability issues. The Disability Policy Office works with all government
departments and agencies to develop policies and programs that include people with disabilities
and that are barrier free.
The Poverty Reduction Strategy
The primary focus of the Poverty Reduction Strategy is to lead the implementation and ongoing
development of a comprehensive, integrated, government – wide poverty reduction strategy
which is overseen by a committee of nine Ministers. Poverty reduction is about both improving
the well-being and quality of life of people living in poverty and ensuring a prosperous future
for our province. In order to address poverty, a long-term, comprehensive and integrated
approach that engages community partners and well as all orders of government is necessary.
The Eligibility Assurance Services Unit (EAU)
The EAU covers a broad range of services to ensure, to the extent possible, that income support
clients receive benefits and services they are entitled to under current legislation.
Recommendations
To ensure an effective and efficient approach to service delivery, a Program Delivery Branch should
be established and tasked with oversight responsibility for all departmentally administered programs
including income support, career counseling and the Career Work Centres.
The Branch will need to work with regional/zonal managers to assist in the development of regional
business plans and monitoring protocols, necessary to address training and employment needs for
each region (including regional large scale projects) and includes setting targets for specific client
populations.
The Branch will need to coordinate to the development of a departmental (provincial) business plan
to be derived from regional business plans.
The Program Delivery Branch should assume responsibility for the Disability Policy Office, the
Poverty Reduction Strategy and the Eligibility Assurance Services Unit.
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Corporate Services Branch
In the proposed model, the Corporate Services Branch would continue to be responsible for all
departmental financial services including budget preparation and oversight, bill payments, human
resource budgeting and monitoring and the internal audit function.
It is recommended that this Branch:
Assume responsibility for the Payment Authorization Unit (PAU). A review of the PAU will be
required to determine whether there is a more efficient and effective approach to completing
financial transactions. It will need to incorporate all financial transactions for the department
(currently just CEYS and Income Support) and consider how the new process aligns with future
IT systems, as well as authority levels which currently impede quality service.
Assume responsibility for the proposed Information Management team. A proposal has been
drafted for the development and implementation of new Information Management team which
includes the current Document Processing Unit. It is also recommended that the current Access
to Information and Protection of Privacy Act (ATIPPA) function currently within the Policy,
Planning and Evaluation Division be transferred to the Information Management team.
Take responsibility for The Student Loan Corporation. The Student Financial Services Act &
Regulations, Federal/provincial integration agreement, loan portfolio size, segmentation and
maturity of the loan portfolio will need to be considered with other collection services within
Advanced Education & Skills.
Recommendations
The Payment Authorization Unit, the proposed Information Management function and the Student
Loan Corporation should be brought under the auspices of the Corporate Services Branch.
The Corporate Services Branch should consider current IT system limitations and identify possible
solutions to provide program functionality for processes such as:
on-line capability for individuals and employers to apply for programs and track the progress
of their application;
electronic interface to facilitate data uploading;
tracking capability to capture total funding provided by client and employer;
reports providing information required to properly manage programs; and
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capturing program performance information necessary to determine if programs are meeting
expected outcomes.
2. Program Delivery
The focus of the new program delivery model is to assist individuals make a permanent labour market
attachment. The model identifies two client groups: individuals and employers and consists of a
formalized assessment process and a case managed approach to working with clients. Depending on
the assessment outcome, a Service and Benefit Plan is developed with monitoring and follow-up
protocols established.
Seventy existing departmental programs and services were reviewed to determine their correlation to
the department’s mandate and to identify streamlining opportunities. As a result of the review, it is
recommended that the 70 programs and services be reduced to 43 and that the current service delivery
structure be transformed from the current divisional approach (e.g. CEYS, LMDA, IS, ATC) to six
service elements which formulates a functional model for program delivery. Effectively, the
proposed service delivery model recommends that the department offer the following six service
types:
1. Income Assistance;
2. Social Supports;
3. Work Experience;
4. Employment Supports;
5. Education, Training and Related Supports; and
6. Labour Market Development
The proposed program delivery model is outlined in Figure 2. Detailed information on components
of the model is provided after the figure.
Figure 2
Proposed Program Delivery Model
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A. Individuals
With the exception of either a need for immediate financial assistance where an individual would be
directed to the income assistance group or a request for information, individuals would go through the
following process:
Employment and Training Assessment (ETA)
Under the new model, it is recommended that all clients complete an Employment and Training
Assessment (ETA). The ETA is designed to collect: identifying information; education, training and
skills; work experience and job search experience; employment barriers and special needs. It will
highlight both strengths and barriers and lead to the development of a client profile which will
ultimately determine the service and benefit type required.
Individuals Employers
Click / Call / Come In Click / Call / Come In
Assessment Assessment
Level 1,2,3 or 4 Level 1,2 or 3
Income Assistance
[4]
Social Supports
[6]
Work Experience
[11]
Employment Supports
[4]
Education Training & Related Supports
[9]
Labour Market Development
[9]
Service and Benefit Plans
Monitoring and Follow - Up
Case Close - Out
Program Delivery
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A detailed ETA assessment will form the foundation for interventions as staff will have the
information necessary to determine an employment readiness categorization (Level-1, 2, 3 or 4).
Details on each of the four levels of categorization are as follows:
Level 1
This level indicates an individual’s high level of readiness to successfully and independently pursue a
defined employment goal. Service level response:
Clients can independently work on goals without staff involvement; and/or
Clients may utilize resource and information services to support activities.
Level 2
This level indicates an individual’s fairly high to moderate level of readiness to pursue employment
goals. Service level response:
Minimum to moderate level of assistance from staff is required; and/or
Information based support required to verify directions
Level 3
This level indicates an individual’s need for further employment assessment and planning,
employment counseling and access to interventions to enhance career planning, employment
readiness, skills development and job search skills. Service level response:
A high level of staff involvement is required for case management, employment planning and
counseling.
Level 4
This level indicates barriers and/or issues with employment readiness. Service level response:
Need for additional assessment of barriers and or issues;
Need for multi-disciplinary approaches to address needs; and/or
More in depth supports required to address needs.
Recommendation
The department should finalize the completion of the Employment and Training Assessment (ETA)
tool and develop an implementation strategy with associated business processes.
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B. Employers
With the exception of a need for information, employers would go through the following assessment
process:
Employer Recruitment and Retention Assessment (ERRA)
Similar to the ETA for individuals, employers would be required to complete an Employer
Recruitment and Retention Assessment (ERRA). The ERRA is designed to highlight both strengths
and barriers and lead to the development of an employer profile which will ultimately determine the
level of service (Level-1, 2 or 3) and benefit type required. Details on each of the three levels of
categorization are as follows:
Level 1
This level indicates an employer’s high level of readiness to successfully and independently pursue
defined recruitment and retention goals. Service level response:
Clients can independently work on goals without staff involvement; and/or
Clients may utilize resource and information services to support activities.
Level 2
This level indicates an employer’s fairly high to moderate level of readiness to pursue recruitment
and retention goals. Service level response:
Minimum to moderate level of assistance from staff is required; and/or
Information based support required to verify directions and benefits.
Level 3
This level indicates an employer’s need for further assessment, planning, and supports to address
recruitment and retention needs. Service level response:
A high level of staff involvement is required for supporting an employer or an AES client
placed with an employer.
Recommendation
The department should finalize the completion of the Employer Recruitment and Retention
Assessment (ERRA) tool and develop an implementation strategy with associated business processes.
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Financial Assessment Tool
The development and implementation of a standardized department-wide financial assessment tool
will be required. This tool will provide a streamlined process to assist staff in the determination of the
level and type of financial benefits required and aligns financial supports with the interventions
identified in the ETA and ERRA. The financial assessment tool will also improve consistency in the
application of financial benefits paid to individuals while enhancing efficiencies for frontline staff.
This tool will also assist with a need determination based on income levels and should be applied to
all departmental programs to ensure those most in need receive departmental programs and services.
Recommendations
The department should develop a Financial Assessment Tool and an implementation strategy along
with business processes.
All programs should be income tested.
Service and Benefit Plans / Monitoring and Follow-up
The new program delivery model recommends a formalized case managed approach for clients
requiring assistance to attach to the labour market. Case management is considered a collaborative
process of assessment, planning, coordination and facilitation to identify cost effective options and
services to meet an individual’s requirements as confirmed through the Employment and Training
Assessment (ETA) tool. The goal of case management is to empower clients and ensure that they are
involved in all aspects of the planning and service arrangement to make certain the plan is developed
appropriately, clearly contracted and monitored for effective service and financial accountability.
Within the program delivery model, the ETA is designed to identify the level of assistance required
which then forms the basis of an individualized Service and Benefit Plan - an underlying principle of
case management.
In a case managed approach, one employee will be responsible to oversee the administration and
monitoring of the service and benefit plan. This includes monitoring within specific time-frames as
identified in the assessment. This also ensures that clients are either progressing satisfactorily or
action is taken to assist clients achieve identified goals which lead to successful case close out.
Similar to the monitoring and follow-up recommendations for individuals, employers will also
receive case managed services to ensure that services are relevant to their assessed need, and there is
monitoring to ensure services are received within specific time frames which lead to successful case
close out.
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Recommendations
The department should move to a case management model for all departmental clients. It is expected
that the model would include components such as:
Standardized employment counseling approach;
Documentation standards; and
Monitoring and follow-up requirements.
The department should research best practices and select the most appropriate case management
model for its clientele.
Once a model is selected, staff will require training and on-going support.
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Service Areas
Through the business transformation review, 70 programs were assessed and have been streamlined
to 43 through either program elimination or merging. The 43 programs have been categorized into
the following six broad service areas:
1. Income Assistance;
2. Social Supports;
3. Work Experience;
4. Employment Supports;
5. Education Training and Related Supports; and
6. Labour Market Development.
Details pertaining to the transition from 70 programs to 43 along with recommendations related to
enhancing legislation, policy and business processes resulting from the business transformation
review are outlined in each of the six broad service areas as follows:
1. Income Assistance
Income assistance is designed to provide financial benefits to eligible low income people to assist in
meeting daily living expenses.
Current Programs Eliminated Merged Proposed Programs
Income Support Program
Administration:
- Basic Benefits
- Emergency Assistance
- Special Needs/Other
Benefits
1 Income Support Program
Administration:
- Basic Benefits
- Emergency Assistance
- Special Needs/Other Benefits
Health Related Benefits 2 Health Related Benefits
Mother Baby Nutritional
Supplement
3 Mother Baby Nutritional
Supplement
Newfoundland and Labrador
Child Benefit
4 Newfoundland and Labrador
Child Benefit
Total 4
As the table shows, there would be no recommended change for either eliminating or merging these
programs. However, recommendations to enhance legislation, policy and business processes for
programs included in the Income Assistance service area are as follows:
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Recommendations
Employee culture with regards to the purpose of income support for those considered employable will
need to shift to a concept of temporary support during the transition to employment.
The department should consider a case management model for the delivery of income support in all
regions, thus eliminating the current service delivery variations.
All working income support clients who have not fully transitioned from income support dependency
(there were 723 clients as of September 2012) should be referred to a case manager for appropriate
interventions.
The department should continue with efforts to amend legislation which will require employable
income support clients to participate in employment programming.
To support a case managed approach, the income support program will need to be integrated with
the department’s suite of employment interventions.
The department should undertake an assessment of the existing pool of income support clients and
determine their employability and supports needed to assist with a transition into the labour market.
The department should undertake an analysis of financial disincentives (e.g. loss of the 100%
coverage drug card – after six months) currently experienced by certain income support clients and
which negatively impact their willingness to make a labour market attachment. This should include
programs for individuals which provide an incentive for them to make a full-time labour market
attachment.
To facilitate the integration of income support with the department’s employment interventions and
reduce the administrative burden currently placed on front-line delivery staff, consideration should
be given to having a separate administrative unit deliver such programs as the Special Needs/Other
Benefits program, the Health Related Benefits programs, and the Mother Baby Nutritional
Supplement.
The department should adopt a family centered approach in working with income support clients and
develop ways to “break the cycle” of income support dependency. This could include:
working with all members of an income support family to ensure they are aware of the benefits
of employment and the supports available for them to reach their goals;
shifting supports from income support exemptions to full-time employment incentives; and
developing responsive programming for all members of an income support family with
formalized tracking on participation rates.
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The department should develop mechanisms to help staff interpret policy and procedures and
improve consistency in benefit administration.
The department should develop consistent service standards and a process for monitoring and
reporting on results.
The department should consider the ability of current staff to action KIVs and determine whether
either more resources are required, or whether the KIV process could be modified.
The department should undertake a review of the Eligibility Assurance Unit and the Pay
Authorization Unit to determine if there is a more cost effective way to obtain the assurance being
provided by these functions.
The department needs to decide on what classification of staff should be answering calls e.g. whether
Client Service Officers (CSO’s) or other staff should be providing these services.
The department should take action to increase the uptake of direct deposit by income support clients.
The department should develop a policy to identify the amount an individual can receive through
emergency assistance and whether the payment will be considered as an overpayment for recovery.
Staff should monitor patterns of individuals requesting emergency assistance to ensure there is no
program abuse and, as part of the case managed approach, meet with clients who routinely request
emergency assistance.
The delegation of authority recommendations should be considered for implementation.
The following administrative issues were identified and should be considered for action:
the department should determine whether it is appropriate to distinguish between an applicant
and a recipient when determining initial income support eligibility;
an electronic search engine for the policy and procedure manual should be developed;
a new telephone system to allow for increased flexibility and improve productivity should be
researched;
The department should ensure that recommendations of the Service Delivery Improvement
Team are considered and implemented on a timely basis;
the department should consider providing the Department of Health read only access to CAPS
in order to confirm client’s eligibility for health related benefits for which they deliver;
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the department should determine whether overpayments for the prenatal component of the
Mother Baby Nutritional Supplement (MBNS) should be set up as an overpayment;
for income support clients, the department should consider including the MBNS benefit on the
cheques issued through CAPS;
the department should consider implementing an automated process (e.g. e-mail) to assist
managers in obtaining the reports required to ensure quality service for clients; and
the department should consider whether the interface information available from CRA could
include the “covering periods” of the retroactive payments.
2. Social Supports
Social supports involve programming to enhance an individual’s quality of life. Social support
programs also assist with adverse life events.
Current Programs Eliminated Merged Proposed Programs
Jumpstart x
Emergency Shelter Services 1 Emergency Shelter Services
Emergency Social Services
(Disaster Services)
2 Emergency Social Services
(Disaster Services)
Services to Persons who are
Victims of Violence
3 Services to Persons who are
Victims of Violence
Allied Youth x
CYN x
Grants to Youth
Organizations
x
DPO: Accessibility Grants
Program
4
DPO: Accessibility Grants
Program
DPO: Accessible Vehicle
Grants Program
5
DPO: Accessible Vehicle Grants
Program
Social Work Services 6 Social Work Services
Total 6
As the table shows, 4 programs are recommended for elimination because they do not align with the
department’s current mandate. Recommendations to enhance legislation, policy and business
processes for the remaining programs included in the Social Supports service area are as follows:
Recommendations
The department should consider the following with regards to shelter services:
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increase the shelter approval level for CSOs in the context of the delegation of authority
recommendations;
issue a formal call for private shelter services; and
develop an MOU with shelter providers which would require the shelter to provide services to
difficult clients.
The department should consider the following with regards to emergency social services:
develop a contingency plan to address the matter of ongoing regular staff duties; and
determine whether a formal plan for pet care during an emergency evacuation is required.
The department should determine whether it should continue to deliver:
the Accessibility Grants Program; and
the Accessible Vehicle Grants Program.
The department should consider the role of Social Workers within the continuum of supports
provided to clients. In particular, the department should determine whether the 20 AES Social
Workers should remain with the Department of Justice.
3. Work Experience
Work Experience involves programming to assist individuals make a labour market attachment. This
includes funding directly to employers to address recruitment and retention challenges and funding to
3rd
party agencies to deliver work experience related programs and services.
Current Programs Eliminated Merged Proposed Programs
Graduate Employment
Program
1 1 Wage Subsidy
MUN-Graduate Transition to
Employment (GTEP) Program x
NL Works 1 1 Wage Subsidy
NL Wage Subsidy 1 1 Wage Subsidy
Wage Subsidy for Persons
with Disabilities 1 1
Wage Subsidy
Govt Hiring Apprentices 1 1 Wage Subsidy
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Current Programs Eliminated Merged Proposed Programs
Program (GHAP)
Apprenticeship Wage Subsidy 1 1 Wage Subsidy
Women in Trades 2 Women in Trades
Journeyperson Mentorship
Program (JMP) 3 Journeyperson Mentorship
Program (JMP)
Conservation Corps/Green
Team 4 Conservation Corps/Green Team
Linkages 5 Linkages
Employment Transitions 6 Employment Transitions
Job Creation Partnerships 7 Job Creation Partnerships
CYN Employment Programs 8
Student Employment
Programs (Level I, II, III) 1 1 Wage Subsidy
Student Employment
Programs (Non-Profit) x
Student Work and Services
Programs (SWASP &
SWASP Paid)
1 1 Wage Subsidy
Other Student Employment
Programs (MUN/CNA
SWASP & PACEE)
x
Co-op & Internship
Employment Programs 1 1 Wage Subsidy
School to Work Transition
Supports for Persons with
Disabilities
x
Supported Employment (Job
Trainers)
9 Supported Employment (Job
Trainers)
Tutoring Programs (TFT, IT-
TFT, TWEP)
1 1 Wage Subsidy
From – Labour Market
Development & Productivity
10 Youth Apprenticeship Program
Pilot
From – Labour Market
Development & Productivity
11 Targeted Initiative for Older
Workers (TIOW)
Total 11
As the table shows, 4 programs are recommended for elimination because they do not align with the
department’s current mandate and 11 programs are recommended to merge into 1 Wage Subsidy
Program because of their similarities (would require the elimination of student vouchers).
Recommendations to enhance legislation, policy and business processes for the remaining programs
included in the Work Experience service area are as follows:
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Recommendations
The department should consider expanding the scope of the current wage subsidy review team to
incorporate all work experience programs.
To respond to employer’s requests, the department should consider a formalized program which
includes assistance with recruitment and retention, workforce planning and work experience
supports. The employer program will also require clear policies and procedures on the type and level
of support along with training for front-line staff in working with employers.
The department should consider incorporating assessments related to workplace skills, literacy, and
essential skills to its suite of programs and services in order to facilitate direct entry into the labour
market.
The department should develop customized and sector skills training to assist employers with
recruitment and retention issues.
The department should consider implementing flexible funding programs to assist individuals make a
labour market attachment.
The department should develop support programs for job brokering/job matching, job maintenance,
career progression and career laddering. The programs could include a suite of incentives for both
the individual and the employer with incremental funding rates e.g. the longer an employer retains an
employee the higher the benefits. These arrangements would require long-term work plans between
the individual and the employer along with job maintenance assistance.
The department should determine whether it is appropriate to provide employers with wage subsidies
year after year if the employer is not hiring the sponsored participants.
The department should consider a review of work experience programs currently funded under LMA
to determine a funding source subsequent to termination of LMA funding in 2014.
The department should eliminate the use of student vouchers and combine the student employment
programs into a wage subsidy program.
The department should strengthen the uptake of income support clients in work experience programs
to facilitate labour market attachment.
The following administrative issues were identified and should be considered for action:
the department should consider reducing the number of wage subsidy payments to employers
(e.g. from monthly to quarterly) and ensure that all amounts owing in a fiscal year are paid in
that fiscal year to avoid an encumbrance on the following year’s funding;
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the department should consider developing an awareness campaign for work experience
programs;
the department should consider developing and implementing a tracking mechanism for
employment programs to determine the participation rates of income support clients;
the department should formalize the monitoring of wage subsidy agreements to identify dormant
files on a more timely basis and de-commit funds where approved projects have not
commenced;
the department should consider standardizing benefit levels and funding duration of work
experience programs;
graduates of the Training Services Program should be a priority under the Wage Subsidy for
Persons with Disabilities to facilitate a labour market attachment; and
the department should ensure that the amount of funding allocated for administrative costs for
3rd
party agencies administering work experience programs is reasonable. For example, the
department will need to consider whether it is necessary to provide an additional 15%
administration fee to entities it is already funding.
4. Employment Supports
Employment Supports provide employment counseling to assist individuals make a successful labour
market attachment. It also involves financial supports for training, job search, and expenses related to
commencing employment.
Current Programs Eliminated Merged Proposed Programs
Employment Development
Supports
1 1 Employment Supports
EDS Expansion - LMA 1 1 Employment Supports
Employment Related Benefits 1 1 Employment Supports
Disability Related Supports 1 1 Employment Supports
Internships to Promote
Technology for Persons with
Disabilities
x
Self Employment Assistance 2 Self Employment Assistance
Employment Counseling 3 Employment Counseling
Community Partners 4 Community Partners
Total 4
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As the table shows, 1 program is recommended for elimination because the need for this service is no
longer required and 4 programs are recommended to merge into 1 Employment Supports Program
because of their similarities. Recommendations to enhance legislation, policy and business processes
for the remaining programs included in the Employment Supports service area are as follows:
Recommendations
The department should consider implementing a common, coordinated employment counseling
process including the determination of how the service should be delivered i.e. internal versus
external.
The following should be included as part of the department’s suite of career planning and
employment readiness services:
Pre-employment skills development;
Specialized needs assessments;
Personal aptitudes interests;
Work exploration which includes occupational research, occupational interviews, and career
decision making; and
Entrepreneurship/Self Employment.
Prior Learning Assessment and Recognition (PLAR) should be expanded to include all AES clients to
ensure formal and informal qualifications are appropriately recognized in the determination of an
individual’s employment plans.
The department should determine whether it is appropriate for EI eligible clients to access funding
from the Employment Development Supports Program which is designed for income support clients.
The department should consider providing training and information in a more responsive manner
including the use of the internet, group sessions, and evening sessions.
The department should consider the feasibility of expanding the availability of The On-line Mail-back
System (TOMS) to include such groups as clients with fluctuating non-employment income (e.g. child
support), and clients with no income on non-recurring pay (e.g. persons waiting to obtain necessary
documentation).
The department should determine whether all programs should be income tested.
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The department should develop a formal training plan for staff and ensure that the certified career
practitioners who are trained as trainers are utilized effectively.
5. Education, Training & Related Supports
Education, Training and Related Supports provides assistance to eligible individuals to help them
acquire the skills, training and other required supports they need to find employment.
Current Programs Eliminated Merged Proposed Programs
Job Skills/Essential
Workplace Skills x
Non EI Eligible Apprentices 1 1 Apprenticeship Training
Apprenticeship Program
(LMDA Funding for
Apprentice Training)
1 1 Apprenticeship Training
Skills Development LMDA
program 2 Skills Development LMDA
program
ABE (incl Grants to Adult
Literacy Organizations) 3 ABE (incl Grants to Adult
Literacy Organizations)
Student Financial Services
Division (SFSD) - Loans and
Grants
4 Student Financial Services
Division (SFSD) - Loans and
Grants
ABE Supports 5 ABE Supports
LMAPD Training Services 6 LMAPD Training Services
Post-Journey & Specialized
Training 1 1 Apprenticeship Training
Career and Financial
Counselling Services –
Student Loan Division
x
PLAR/Essential Skills 7 PLAR/Essential Skills
Career Development
Partnership Initiative x
Employment Assistance
Services
8 Employment Assistance Services
SAY 9 SAY
Total 9
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Service Delivery Model and Recommendations
As the table shows, 3 programs are recommended for elimination – Job Skills/Essential Workplace
Skills and Career Development Partnership Initiative programs are not meeting expectations while
the Career and Financial Counseling Services – Student Loan Division can be absorbed by the
department’s career development specialists. Three of the programs are recommended to be merged
because of their similarities. The new service area is intended to streamline and integrate
opportunities for clients to access funding for training including, for example, a blending of current
funding sources such as LMDA and student loans to meet an individual’s needs. This service area
will also assist in identifying and responding to employer training needs.
Recommendations to enhance legislation, policy and business processes for the remaining programs
included in the Education, Training and Related Supports service area are as follows:
Recommendations
The department should determine how to address the inequity in entitlement which currently exists
between EI eligible and non-EI eligible clients with regards to funding for training.
The department should develop a formalized approach to foreign qualification recognition and
include it in the suite of Skills Development services. There should also be a strategic process for the
identification of priority occupations that could be addressed through foreign workers.
The department should develop on-line training modules and/or group based programming to assist
individuals with identified needs move along the continuum to employment. The programming
required would vary by the assessed level of need (Level-1, 2, 3 or 4). For example, individuals
assessed as Level 1, considered self directed, could avail of a series of on-line modules while
individuals assessed at Level 2 and 3, requiring more intensive supports, would receive in-person
group and one-on-one sessions.
The department should revise and streamline training programs (ABE, Apprenticeship, LMDA funded
programs, and Student Financial Services) to ensure they are responsive to labour market demands.
For example, ABE should have sectoral and employer based modules.
Adult Basic Education (ABE)
Currently, the responsibility for ABE takes place in three divisions: LMD, CEYS and Adult Learning
and Literacy. It is recommended that responsibility for the administration of ABE be assumed by the
Education, Training and Related Supports group to ensure a coordinated approach to ABE program
delivery with an emphasis on labour market attachment. To address other issues identified during the
review, it is also recommended that the department consider:
working to change the current staff mindset of “all individuals require traditional ABE to make
a labour market attachment”;
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applying a return on investment model in the determination of whether an individual should be
funded for ABE;
a “work first model” which includes working and completing ABE simultaneously; and
alternative approaches to ABE such as GED, essential skills and workplace literacy
assessments to identify current skills which will facilitate a labour market attachment.
For individuals requiring ABE as a primary intervention to attach to the labour market, it is
recommended that the department consider:
determining the most cost effective and appropriate delivery model for all ABE clients i.e.
public, private or community based;
reviewing the current assessment approach conducted by training institutions to ensure
individuals are placed in the most appropriate ABE levels;
establishing ABE progress requirements at a predetermined rate (case management plan).
Training institutions should be required to provide the department with the required attendance
and progress reports for ABE clients and they should be tracked to determine the results of the
intervention;
determining more responsive approaches such as having ABE Levels II and III available in an
eLearning format. Also, determining whether ABE level I classroom instruction can be made
available outside normal working hours i.e. 9am-5pm so that those currently working or those
with family commitments can complete the program;
working with training institutions to ensure ABE instructors have formal training on how to
assist complex needs clients; and
whether it is appropriate to be transferring funding to “buy” ABE seats from the College of the
North Atlantic and whether it should be paying for ABE seats multiple times.
Skills Development
Currently, there are multiple skills development programs being delivered in multiple divisions. It is
recommended that responsibility for the administration of all skills development programming be
assumed by the Education, Training and Related Supports group. To address other issues identified
during the review, it is also recommended that the department consider:
combining the Skills Development Division (Advanced Education) with the Labour Market
Development Division to streamline processes;
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Service Delivery Model and Recommendations
programming reflective of current and future labour market requirements as identified by
Workforce Planning Boards and Sector Councils;
the identification of priority client populations;
responsive funding arrangements that include pre-defined benefit levels; and
income testing to ensure that families with significant incomes would be required to contribute
more towards incremental costs (e.g. tuition, books).
Apprenticeship
Currently, there are multiple apprenticeship type training programs being delivered in multiple
divisions. It is recommended that responsibility for the administration of the apprenticeship
programs be assumed by the Education, Training and Related Supports group. To address other
issues identified during the review, it is also recommended that the department consider:
combining the Apprenticeship and Trade Certification Division with the Institutional Services
Division to streamline processes and address communication issues;
changing the focus of Program Development Officers (PDOs) from addressing just industry
needs to also addressing the needs of pre-apprentices and apprentices;
a strategic approach to responding to the training needs of apprentices. This will require
planning with colleges to ensure programs offered are responsive (e.g. on a part-time basis)
and delivered on a timely basis in relevant areas of the province with sufficient notice for both
the employer and the apprentice;
integrating the eight PDOs with regional staff and review their current responsibilities for
possible workload redistribution;
implementing a formal case management process for pre-apprentices and apprentices with a
focus on addressing their needs with regards to training, employment and obtaining a
journeyperson status;
addressing the limitations with AIMS and introduce a tracking policy for the approximately
5,800 apprentices;
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Service Delivery Model and Recommendations
determining whether it is more appropriate to have consistent financial entitlements for all
students attending block training for apprenticeships; and
posting block training schedules on the Department’s web page.
The following recommendations relate to the Post Journey and Specialized Training Program:
the department should consider allocating a separate budget for this program which would also
help address the budget shortfall in the apprenticeship training program;
the department should proactively plan and budget for training required for large scale
projects; and
the department should consider options for increasing the search capabilities of the current
information system to obtain information necessary for workforce planning e.g. how many
titanium welders are currently in the province.
The department should review all funding sources and determine the most appropriate for individuals
and employers. This could include a blending of current funding sources such as LMDA and student
loans to meet an individual’s needs.
The department should determine whether alternate delivery methods for training would reduce the
issues identified by individuals such as travel, accommodations and reduced income.
The department should consider co-locating regional apprenticeship staff with other existing
departmental staff in career work centres.
The department should determine whether pre-apprentices should be monitored and provided with
additional assistance (i.e. case management) to help them attach to the labour market.
The department could address current funding variations for EI eligible versus non-EI eligible
individuals by implementing innovative training approaches such as workplace learning and literacy
programs instead of the traditional training programs currently offered.
The following recommendations relate to the Labour Market Agreement for Persons with Disabilities
(LMAPD) - Training Services Program:
the department should consider requiring individuals with disabilities to apply for a disability
grant under the student loan program which would reduce the demand for LMAPD funding;
the department should ensure that staff are supporting clients in pursuing and achieving
realistic and attainable career goals;
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Service Delivery Model and Recommendations
to reduce slippage and the need for over committing in the program, the department should
improve budget management practices including forecasting and monitoring; and
the department should ensure staff are complying with the eligibility policy requirements of the
program.
With regards to the Prior Learning Assessment and Recognition (PLAR)/Essential Skills program, the
department should consider implementing a more responsive assessment designed to capture prior
learning and essential skills and facilitate an individual’s direct entry into the labour market. This
will include policies and procedures to ensure consistency in interpretation.
If Employment Assistance Services (EAS) contracts continue, the department will need to consider the
following:
standardizing contracts to ensure consistency of services and funding;
implementing a process to ensure an appropriate level of monitoring of EAS contracts; and
creating a formal plan and evaluate EAS activity to determine whether the required outcomes
are achieved.
The department should determine whether the approval of applications for Service Agreements for
Youth (SAY) should continue to be driven by historical commitments or whether all applications
should be assessed on their merit relative to all other requests for funding.
6. Labour Market Development
Labour market development involves the development and delivery of labour market and career
information to help improve employment outcomes for individuals supporting economic growth and
development throughout the province.
Current Programs Eliminated Merged Proposed Programs
Jobs In NL 1 Jobs In NL
Labour Market & Career
Information Hotline
2 Labour Market & Career
Information Hotline
NL HR Manager 3 NL HR Manager
LMI Works 4 LMI Works
Smart Force NL 5 Smart Force NL
Labour Market Partnerships 6 Labour Market Partnerships
Targeted Initiative for Older
Workers (TIOW)
To Work Experience
Multiculturalism Strategy 7 Multiculturalism Strategy
NL Provincial Nominee 8 NL Provincial Nominee Program
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Current Programs Eliminated Merged Proposed Programs
Program
NL Settlement & Integration
Program (Grants &
Contributions)
9 NL Settlement & Integration
Program (Grants &
Contributions)
International Graduate
Retention Incentive Program
(IGRIP)
x
Youth Apprenticeship
Program Pilot
To Work Experience
Total 9
As the table shows, 1 program is recommended for elimination because it does not align with the
department’s current mandate. Recommendations to enhance legislation, policy and business
processes for the remaining programs included in the Labour Market Development service area are as
follows:
Recommendations
The department should incorporate workplace skills, literacy, and essential skills assessments to the
suite of programs and services, and should work with priority sectors to adopt a process for
capturing essential skills which may facilitate direct entry into the labour market. This, along with
customized and sector skills training will be required to assist employers with recruitment and
retention issues.
The department should consult with government to determine whether it requires two web sites for
job postings (JOBSinNL and the PSC website).
The department should consider increasing the public awareness of its programs and services under
the current mandate. This could include, for example, launching the previously developed advertising
campaign for the JOBSinNL.
With regards to JOBSinNL, the department should:
consider issuing a pass-code to trusted employers and eliminate the requirement of reviewing
job postings before they are posted;
determine whether the web-site could be modified so that job seekers can post their resumes
and quickly identify potential jobs that match their skill sets;
determine why large companies such as Bull Arm, Nalcor and Vale do not use JOBSinNL and
instead maintain their own employment websites; and
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Service Delivery Model and Recommendations
determine whether an electronic transfer of information from the PSC website to JOBSinNL is
possible if the two websites are going to be maintained,.
The department should ensure that staff performing similar functions are classified at the same salary
levels. An example of possible inequity relates to student aid officers (GS-30), income support
screeners (GS-34) and Hotline staff (GS-37) – all providing similar services.
With regards to SmartForce NL, the department should ensure that all government departments are
made aware of this program before the free registration expires in March 2013. The department
should also determine whether it will continue to fund this program.
The department should consider a more strategic approach to the administration of the Labour
Market Partnerships Program (2011-12 - $6.6 million). For example, the proposed Workforce
Planning Boards and Sector Councils could be funded through this program. Other projects funded
through this initiative should be selected via a request for proposals process.
With regards to the Labour Market Partnerships Program, the department should consider
reinstituting the assessment committee which would include formal documentation rather than the
current consultation process and approval of recommendations by the Deputy Minister.
The department should establish a process for the executive review and approval of program
recommendations. This would include timeframes for final decisions that facilitates sufficient time for
program delivery.
The department should consider a province-wide strategy to implement the Youth Apprenticeship
Program Pilot program to all relevant schools. Consideration should also be given to:
providing employer incentives such as wage subsidies in order for this program to be
competitive;
determining whether a dedicated high school resource to coordinate the program would be
beneficial;
determining whether a credit transfer matrix would help ensure registered youth apprentices
receive the appropriate course credits; and
implementing a coordinated approach for staff promoting programs and services in the
provinces’ school system.
New Programs and Services
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To meet the department’s new mandate and ensure responsive services for individuals and employers,
additional programs are required through realignment of existing departmental budgets (e.g. LMDA,
LMA). While not necessarily an exhaustive list, the following outlines some of the current program
gaps:
Through strategic partnerships with workforce planning boards and sector councils, the
department will require information on career opportunities in various industries throughout the
province, the types of occupations available, and the skills and training required to meet labour
market demands. With comprehensive information, the department will be in a position to
develop programs to meet the needs of industry and provide the supports necessary for
individuals to make a labour market attachment and maintain employment.
On-line training modules and/or group based programming will be required to assist individuals
with identified needs move along the continuum to employment. The programming required
would vary by the assessed level of need (Level - 1, 2, 3 or 4). For example, individuals
assessed as Level 1, considered self directed, could avail of a series of on-line modules while
individuals assessed at Level 2 and 3, requiring more intensive supports, would receive in-
person group and one-on-one sessions.
A formal process to ensure a comprehensive dissemination of program information to
individuals and employers will need to be instituted. Upcoming training sessions, referrals to
other program areas, and information on funding options are some examples of information
required to be regularly disseminated.
The following should be included as part of the department’s suite of career planning and
employment readiness services:
Pre-employment skills development;
Specialized needs assessments;
Personal aptitudes interests;
Work exploration which includes occupational research, occupational interviews, and
career decision making; and
Entrepreneurship/Self Employment.
Training programs (ABE, Apprenticeship, LMDA funded programs, and Student Financial
Services) which are part of the Education Training and Related Supports group will require
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Service Delivery Model and Recommendations
revision and streamlining to ensure they are responsive to labour market demands. For example,
ABE should have sectoral and employer based modules.
Prior Learning Assessment and Recognition (PLAR) should be expanded to include all AES
clients to ensure formal and informal qualifications are appropriately recognized in the
determination of an individual’s employment plans.
A formalized program to respond to employer’s requests, which includes assistance with
recruitment and retention, workforce planning and work experience supports, will be required.
This will also require clear policies and procedures on the type and level of support along with
training for front-line staff in working with employers.
The department should incorporate workplace skills, literacy, and essential skills assessments to
the suite of programs and services, and should work with priority sectors to adopt a process for
capturing essential skills which may facilitate direct entry into the labour market. This, along
with customized and sector skills training will be required to assist employers with recruitment
and retention issues. The Test of Workplace Essential Skills (TOWES) is an example of an
assessment model that has proven successful.
A formalized approach to foreign qualification recognition should be included in the suite of
Skills Development services. There should also be a strategic process for the identification of
priority occupations that could be addressed through foreign workers.
The department requires support programs for job brokering/job matching, job maintenance,
career progression and career laddering. Little or no incentives are available for employers to
hire, train and assist clients to progress on the job. The programs could include a suite of
incentives for both the individual and the employer with incremental funding rates e.g. the
longer an employer retains an employee the higher the benefits. These arrangements would
require long-term work plans between the individual and the employer along with job
maintenance assistance.
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Next Steps
While the proposed service delivery model is intended to align programs with the department’s
mandate, improve client service, and streamline processes, it is important to note that there are
uncertainties within the department that, if realized, would add additional organizational and
operational challenges not reflected in this report. In particular, the proposal to integrate EAS offices
within the department’s current suite of services, the replacement of the IT system currently used for
LMDA and the current budget reductions and staff downsizing. If any of these events materialize,
they will undoubtedly have a significant impact on how the proposed model will be implemented.
The following outlines a proposed sequence of events required for a successful business
transformation:
1. Review and accept the proposed service delivery model. If accepted, it will be necessary to
inform all staff of what the new model entails. This will require a formalized communication
plan and staff information sessions.
2. Assemble a business transformation team to oversee and guide the business transformation
process. The team should be led by a departmental executive to demonstrate to staff the
significance of the work and add credibility to the process.
3. Develop a comprehensive implementation plan for all change related activities.
4. Finalize the organization structure and include clear duties and responsibilities which are
aligned with the new service delivery model. Review the classification of all staff to address
current inconsistencies. The organization structure will also need to include the three newly
identified functions - Information Management, Grants Administration and Quality Assurance.
5. Review the department’s vision and mission and align with the current mandate.
6. Create a Workforce Development and Productivity Branch to include:
Office of Immigration and Multiculturalism;
Environmental assessments; and
The Skills Task Force.
7. Establish Workforce Planning Boards and Sector Councils.
8. Establish a Workforce Development Strategy in consultation with Workforce Planning Boards
and Sector Councils.
9. Establish a formal process to distribute labour market information to applicable regional staff
for use in client counseling and case management.
10. Merge the Office of Immigration and Multiculturalism (OIM) staff with other frontline
departmental staff.
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Next Steps
11. Expand the Program Policy and Evaluation Branch to include:
all policy functions currently being administered throughout various divisions (e.g. IS,
LMDA, CEYS) in the department;
3rd
party grant oversight - this oversight function would determine whether programs and
services should be delivered internally or through 3rd
party service providers, coordinate the
request for proposal (RFP) process and the approval, contracting, monitoring and evaluation
of 3rd
party grants; and
Quality Assurance – this oversight function would develop consistent service standards and
a process for monitoring and reporting on results.
12. Create an Education and External Liaison Branch and:
merge the current Apprenticeship and Training Certification Division with the Institutional
Services Division;
transfer the administration of skills development programming to the Program Delivery
Oversight group; and
include the Adult Learning and Literacy Division.
13. Expand the Corporate Services Branch to include:
Information Management;
ATIPPA;
Student Loan Corporation; and
Payment Authorization Unit.
14. Create a Program Delivery Branch to include:
Responsibility for all six service areas;
Disability Policy Office;
Eligibility Assurance Services Unit; and
Poverty Reduction Strategy.
15. Implement the proposed six service areas as detailed in Section 6.
16. Transfer all apprenticeship training programs, currently being delivered in multiple divisions, to
the Program Delivery Branch as part of the Education, Training and Related Supports service
area.
17. Transfer all ABE programs, currently being delivered in multiple divisions, to the Program
Delivery Branch as part of the Education, Training and Related Supports service area.
18. Implement the proposed new programs to address current gaps as identified in Section 6.
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Next Steps
19. Develop a formal governance structure to guide executive decision making. This would include:
working with the Program Delivery group and Regional management teams to develop
Regional business plans which will form the basis for a departmental business plan;
developing performance targets in consultation with senior management;
implementing a formal reporting structure between executive and the regional management
teams to ensure that executive are kept apprised of progress towards established
performance targets, are provided with budget management information and informed of
any significant regional issues impacting on programs and service delivery;
developing monitoring protocols for departmental and regional business plans;
having the budget process defined and decisions made on a strategic basis with regards to
how funds are allocated to program areas; and
implementing a formalized budget monitoring process to ensure consistent budget status
information (e.g. standardized template) is compiled and communicated to the executive
team on a scheduled basis (e.g. quarterly).
20. Establish a process for the executive review and approval of program recommendations. This
would include timeframes for final decisions that allow sufficient time for program delivery.
21. Incorporate workplace skills, literacy, and essential skills assessments to the suite of programs
and services.
22. Review the Eligibility Assurance Unit and the Pay Authorization Unit to determine if there is a
more cost effective way to obtain the assurance being provided by these functions.
23. Required legislative changes to the Income and Employment Support Act should be pursued
and, new and revised policies and procedures developed.
24. Implement the following:
the Employment and Training Assessment (ETA) tool;
the Employer Recruitment and Retention Assessment (ERRA) tool; and
the Financial Assessment tool.
25. Implement a case management model.
26. Redesign Regional offices to represent the new service delivery model approach and reporting
structure.
27. Create a separate administrative unit in the Income Assistance service area to deliver such
programs as the Special Needs/Other Benefits program, the Health Related Benefits programs
and the Mother Baby Nutritional Supplement.
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28. Implement the delegation of authority recommendations.
29. Revise departmental policies and procedures, and develop business processes and workflows to
support the proposed business transformation model.
30. Develop a formal comprehensive program monitoring and evaluation process to assess and
report on all departmental programs and services as per performance targets established by the
executive and senior management.
31. The department has significant information systems issues which require a decision prior to the
implementation of the new service delivery model. Examples include:
the CSGC Federal system used for LMDA programming will terminate in December 2013;
the new ETA and ERRA require on-line access to enhance accessibility and to streamline
processes; and
programs such as wage subsidies require on-line access to streamline current processes.
32. Implement a human resource management plan including:
identifying required core competencies for a position;
identifying an individual’s skill gaps and providing required training;
developing employee work plans and monitoring staff performance; and
providing feedback and job coaching.
33. Address the current backlog of KIVs in the CAPS system.
34. Increase the uptake of direct deposit by income support clients.
35. Implement an electronic search engine for all policy and procedure manuals.
36. Implement required modifications to the telephone system to accommodate the proposed
service delivery model.
37. Develop on-line training modules, group based programming including evening sessions, to
assist individuals with identified needs move along the continuum to employment.
38. Introduce a needs test for all departmental programs and a return on investment model in the
determination of what should be reasonably funded for an individual.
39. Develop a formal training plan for staff and ensure that the certified career practitioners who are
trained as trainers are utilized effectively.
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40. Implement a Prior Learning Assessment and Recognition (PLAR)/Essential Skills program and
related policies and procedures to ensure consistency in interpretation.
41. Increase public awareness of programs and services under the current mandate. This could
include, for example, launching the previously developed advertising campaign for the
JOBSinNL.
42. Re-institute the assessment committee for the Labour Market Partnerships Program.
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5-A-1 Labour Market Development
5-A-1-1 JOBS in NL
A need for increased awareness of the website in order to increase participation of both
employers and employees
Although an advertising campaign has been developed, it has not been launched.
There are currently duplicate websites for job postings (JOBSinNL.ca and the PSC website)
which results in lack of coordination and increased administration costs.
PSC not using the site - they launched a site at approx same time as JobsinNL - currently 2
links on Govt home page to PSC & JobsinNL. Currently, we copy (manually) job ads from
PSC to JobsinNL
5-A-1-2 Labour Market and Career Information Hotline
Although there are at least three distinct groups providing similar services they are all
classified at different salary levels, e.g., Student Aid Information officers (GS-30), Income
Support Screeners (GS 34), and Hotline staff(GS 37)
Given the similarity of duties, there is a duplication of services within the department.
5-A-1-7 Targeted Initiative for Older Workers (TIOW)
The demand exceeds the current budget. For example, in 2011-2012 there were 45 proposals
totalling approximately $12 million while funding of $2.8 million funded only 13 projects.
This year the federal government cut funding to this program by approximately $1.6 M.
For 2012-2013 the department has not made a determination regarding identification of
projects as at September 2012 and as a result, time to ensure completion of the projects
within the current fiscal year is a challenge.
Federal funding for TIOW is scheduled to conclude in 2014. Although the program has been
successful in meeting its objectives, there has not been any initiative to capture effective
program elements within the department’s suite of services even though the federal
government’s contribution is scheduled to terminate in 2014.
5-A-1-9 Provincial Nominee Program (PNP)
The number of nominees for the program continues to increase each year from 76 in 2007 to
289 in 2012. Given the increase, it is expected that the current quota of 300 candidates per
year as set by the Federal Government will not be adequate to accommodate the activity
level.
5-A-1-11 International Graduate Retention Incentive Program (IGRIP)
Given that many international students have the ability to pay for their education and seek
out this province to pursue their studies, it is questionable as to whether the level of the
incentive has any impact on whether they want to remain in the province.
The department does not promote this program which may account for the low uptake by
eligible international students. For example, only 34 students received a financial incentive
from when the program was introduced in December 2010 to April 2012.
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5-A-1-12 Youth Apprenticeship Program Pilot
Although the program has shown strong uptake in the 5 pilot schools, there is no province
wide strategy to implement the program to all relevant schools. Instead, the department is in
consultation with school boards to select an additional 5 schools (Deer Lake, HV-GB, St.
John’s, Clarenville and Carbonear). As a result, an important source of labour market
participants may not be optimized.
Currently the program does not provide incentives such as wage subsidies to employers like
those offered to other registered apprentices. As a result, employers may give preference to
hiring registered apprentices versus registered youth apprentices.
There are currently no resources at the high school dedicated to the coordination of the
program. As a result, participation may be limited.
The department has not developed a credit transfer matrix that could be used to identify all
credits available to a student attending post secondary training. As a result, registered youth
apprentices may not receive credit for completed courses within the high school system.
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5-A-2 Work Experience
5-A-2-1 Graduate Employment Program
A need for increased awareness of the program in order to increase participation of both
employers and employees.
From a Departmental perspective, there is a lack of integration and consistency of policy,
procedures and financial supports across wage subsidy programs. As a result, there are many
variations in the delivery approach throughout the province.
Currently, AES funds employers over multiple periods without a requirement to demonstrate
that funded positions have resulted in successful attachment to the labour market.
No formalized process exists for ensuring that funding is allocated to priority occupations.
5-A-2-2 MUN-Graduate Transition to Employment (GTEP) Program
Demand for program exceeds available funding.
The program mirrors the current Graduate Employment Program and therefore could be
delivered by AES. The provision of separate funding to MUN could be considered as not
equitable for all graduates completing post-secondary programs, i.e., C.N.A. and private
training institutions.
5-A-2-3 NL Works
A need for increased awareness of the program in order to increase participation of both
employers and employees
From a Departmental perspective, there is a lack of integration and consistency of policy,
procedures and financial supports across wage subsidy programs. As a result, there are many
variations in the delivery approach throughout the province.
Currently, AES funds employers over multiple periods without a requirement to demonstrate
that funded positions have resulted in successful attachment to the labour market.
No formalized process exists for ensuring that funding is allocated to priority occupations.
5-A-2-4 NL Wage Subsidy
A need for increased awareness of the program in order to increase participation of both
employers and employees
From a Departmental perspective, there is a lack of integration and consistency of policy,
procedures and financial supports across wage subsidy programs. As a result, there are many
variations in the delivery approach throughout the province.
Current policy for NL Wage Subsidy does not require the retention of all employees upon
completion of their respective subsidized periods. The policy supports the provision of work
experience without attachment to the employer.
No formalized process exists for ensuring that funding is allocated to priority occupations.
5-A-2-5 Wage Subsidy for Persons with Disabilities
A need for increased awareness of the program in order to increase participation of both
employers and employees as the budget is not fully used.
From a Departmental perspective, there is a lack of integration and consistency of policy,
procedures and financial supports across wage subsidy programs. As a result, there are many
variations in the delivery approach throughout the province.
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Currently, AES funds employers over multiple periods without a requirement to demonstrate
that funded positions have resulted in successful attachment to the labour market.
No formalized process exists for ensuring that funding is allocated to priority occupations..
5-A-2-6 Government Hiring Apprentices Program (GHAP)
Demand exceeds available funding under the program.
Although Government enters into significant capital works projects with external contractors,
there is no mechanism for the placement of apprenticeships on the projects. Currently, the
program only has apprentices at either a department or government agency. There was a
separate proposal put forward to address the hiring of journeypersons and apprentices by
outside contractors who obtain work via the tendering method.
5-A-2-7 Apprenticeship Wage Subsidy
Demand for program exceeds available funding.
Funding shortages for 1st year apprentices will exist after LMA wage subsidy funding
expires in 2014 as 1st year apprentices are not entitled to funding under LMDA
5-A-2-8 Women in Trades
AES does not have a formal mechanism in place to determine whether entities receive
funding for similar initiatives from different sources within the department.
Although AES has placed emphasis on having women involved in nontraditional
occupations, it is successful in having these women attached to the labour market in their
field of training.
Although departmental policy indicated support for each year of an apprenticeship, the
funding limitations resulted in priority support for first and second year apprentices. This
has resulted in a lack of continuous support for apprentices in their senior years which, in
many instances, results in either layoffs or stalled first and second year apprentices.
Although Government enters into significant capital works projects with external contractors,
there is no mechanism for the placement of apprenticeships on the projects or requirements
for the number of women apprentices employed.
5-A-2-10 Conservation Corps/Green Team
Currently the funding for student employment programs is delivered through several options
which includes various combinations of tuition vouchers and paid employment.
5-A-2-11 Linkages
Currently, there are no similar program options for clients in the 30-54 year old age range.
TIOW applies to clients from age 55.
While the current program operates year round the intake process occurs in late summer or
early fall. This may restrict some sectors from being able to avail of funding.
Although there are income support clients in Labrador, there has been decreasing uptake of
this program.
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Although AES may provide core funding to an entity, e.g., a CYN, the department will also
pay the entity a 15% administration fee to deliver this program. Is the additional
administration fee necessary or warranted?
Although career work centres are currently underutilized, AES continues to provide
administration fees to third parties to deliver employment services which could be provided
by staff at the career work centres.
5-A-2-13 Job Creation Partnerships
Demand for the program exceeds available funding, driven by community organization
dependency as opposed to client demands. In many cases, particularly in the non-profit
service sector and tourism sector, groups apply for JCP because they cannot afford the cost
contributions (usually 40%) under the Wage Subsidy program.
In some areas of the province, the JCP program has become a defacto income support
program for local residents who usually work in seasonal industries. This is reflected in the
"repeat" individuals among "new" interventions year over year and within years. The
standard JCP policy does not support this type of "repeating" per se. There is a policy
"exception" that allows for repeating in depressed economic areas however there is no
standard definition for what constitutes this designation.
AES follow up with JCP participants has indicated that the program has limited success in
creating attachments to the labour market.
There is significant demand for JCP from community groups. However, projects sometimes
have difficulty in finding participants for the projects in some areas of the province where
other job opportunities exist including insurable work programs such as Community
Enhancement and Employment Program. This is reflected in the "slippage" of the program.
In 2011/2012 over $13.6M was approved for JCP projects, yet only $10.35 was expended by
year end as a result of project delays and/or cancellations, primarily due to lack of
participants.
JCP projects can sometimes create staffing difficulties for local businesses in areas where the
labour supply is limited.
Prior to the centralization/joint approval approach introduced in 2010/2011, benefit levels
provided under this program and levels for eligible overhead costs were based on negotiated
amounts at the district office level and therefore inconsistencies in duration and levels of
funding existed across the province. Although a 30% overhead cap has been introduced and
some standardzation across benefit levels for types of JCP participants, there is still some
hang-over of inconsistency within/among regions when negotiating final amounts.
Contrary to the program objectives, many rural community groups have become dependent
on program funding as a resource to fund operations and infrastructure development.
The JCP program is administratively burdensome as a result of the program guidelines and
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application. For example, the initial approval process for a JCP project application takes into
account the proponent's request for overhead and participants (# and costs). Subsequently,
regional staff negotiate a contract with the proponent to allow for overhead payments under
"Grants" and an agreement with each individual participant for either payments under
"allowances and assistance" or to allow them to continue receiving EI or an EI top-up.. In
effect, for one project approval that has been approved for 10 participants requires staff to
negotiation 11 different agreements. In 2011/2012 there were 1389 new agreements
negotiated for 303 unique projects which also required agreements. Due to the tie-in to EI
payments - the centralization of the "grants" portion will not necessarily reduce
administrative requirements for the program.
5-A-2-14 CYN Employment Programs (Summer SWASP, Year Round & CEEIS)
There is a high demand for work experience placements every year and the demand exceeds
the budget.
Labrador region has low uptake with this and other employment programs.
There is no evidence to support that the current tuition voucher structure is effective as a
means of achieving the intended program objectives.
AES has Summer and Year Round SWASP programming that would be available for the
CYN’s to access; however, AES also offers a separate program available only to CYN’s. As
a result, there are potentially unnecessary administrative costs and not all applications are
assessed relative to all others.
Inconsistencies exist between stipends issued among the various work experience programs
in AES.
5-A-2-15 Student Employment Programs (Level I, II, III)
Demand far exceeds available funding. For example, in 2012, 816 applications were
received; 371 approved based on available funding.
The MHA makes a recommendation from a list of potential employers without any
formalized decision making process.
Currently the employer applies for funding and they arrange the placement of students. It
may be more equitable to have the program also available for students to apply.
Inconsistencies exist between stipends issued among the various work experience programs
in AES.
5-A-2-16 Student Employment Programs (Non-Profit)
Currently there are no formalized policies and procedures in place for this program.
The current budget only allows for approximately 50% of eligible applicants to be approved.
AES has Summer and Year Round SWASP programming that would be available for the
CYN’s to access; however, AES also offers a separate program available only to CYN’s. As
a result, there are potentially unnecessary administrative costs and not all applications are
assessed relative to all others.
Inconsistencies exist between stipends issued among the various work experience programs
in AES.
5-A-2-17 Student and Work Services Program (SWASP)
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Demand exceeds available funding under the program.
No process in place to ensure that there is a correlation between the student’s field of study
and the work placement.
Inconsistencies exist between stipends issued among the various work experience programs
in AES.
5-A-2-18 Other Student Employment Programs (including MUN/CONA SWASP & PACEE)
From a Departmental perspective, there is a lack of integration and consistency of policy,
procedures and financial supports across wage subsidy programs. As a result, there are many
variations in the delivery approach throughout the province.
Students under SWASP Paid receive more funding ($3600 based on 40 hours per week) than
students participating under other student programs such as SWASP-MUN, SWASP-C.N.A.
($2800).
Although students earn tuition vouchers, if they are not redeemed AES does not provide any
payment to the student in lieu of redemption.
5-A-2-19 Co-op and Internship Employment Programs for Post-Secondary
Inconsistencies exist between stipends issued among the various work experience programs
in AES.
5-A-3 Education, Training & Related Supports
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5-A-3-1 Job Skills/Essential Workplace Skills
Although it was expected to have a turnaround of 30 days for assessment, recommendation
and submission for approval, this has not happened consistently. As a result, there are times
when the program uptake is not as high as it could have been.
5-A-3-2 Non-EI Eligible Apprentices
The policy developed by the Institutional and Industrial Training Division contains financial
entitlements which exceed financial entitlements in other departmental programs, e.g.,
incidental allowance is $80 per week and not offered in other similar CEYS programs.
5-A-3-3 Apprenticeship Program
There is no funding currently available to assist apprentices and trade qualifiers to participate
in college level training on a part time basis. As a result, these clients have no opportunity to
participate in training while working.
Currently the department does not require apprentices and trade qualifiers to provide a
deposit to acknowledge attendance for a scheduled block training. As a result, an apprentice
or trade qualifier can withdraw without penalty and have a significant impact on whether a
course can be delivered based on the number of participants required to make it financial
feasible.
5-A-3-4 Skills Development (LMDA Program)
The department does not have a strategic approach to the allocation of funding for Skills
Development to ensure the needs of the labour market are met. As a result, significant
amounts of funding could be provided in support of skills development initiatives not related
to labour market needs.
The current policies provide for a negotiated financial assistance package in response to
individual needs. As a result, there are differences in the financial assistance provided to
individuals in similar circumstances.
Depending on the client group,(CEYS, LMAPD, LMA, Student Aid and LMDA) the amount
and duration of financial supports provided for participation in education and training
programs can vary significantly across the department.
Family income is only considered against the Basic Living Allowance (up to a maximum
weekly EI rate: $486). As a result, families with significant incomes and who could
potentially contribute more (in addition to the 20% rule) towards the incremental costs (e.g.
tuition books) are not required to contribute.
Consistent with existing LMDA policies that NL adopted upon devolution, training is limited
to programs offered by designated "provincial training institutions". In other jurisdictions,
training is available through other means (e.g. industry groups, non-profit groups and private
sector). This limitation may be prohibiting flexible, efficient and affordable access to
training that is required in the labour market (e.g. essential skills, workplace skills. short-
term customized training).
While there are provisions within existing policy to allow for alternative training
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mechanisms (e.g. distance, online), generally these options are approved as exceptions and
not promoted as a viable (and perhaps more flexible, cost efficient and client responsive)
alternative.
5-A-3-5 ABE
AES is required to transfer to the College of the North Atlantic approximately $6 million
annually for which AES receives approximately 600 seats. However, in the event any of the
600 seats are not occupied by income support clients, if clients from Skills Development
(LMDA) use any of the vacant seats, the department pays for the seat again (at a higher rate).
Currently the administration of ABE involves three divisions: LMD, CEYS and Adult
Learning and Literacy (ALL). However, there is no formal protocol in place regarding the
sharing of information and program coordination. As a result, there are likely inefficiencies
and increased costs associated with the ABE program.
The department currently requires income support clients to attend ABE training through the
public college system. This is required even if it is more cost effective for the department
and more convenient for the client to attend a private college that maybe closer to where the
client lives. However, if the client is sponsored through LMDA, they have a choice as to
where they complete ABE training. As a result, the department may be spending more than
it needs to and clients may be inconvenienced by the current policy.
5-A-3-6 Student Financial Services Division (SFSD) – Loans and Grants
The department does not do an effective job of branding and promoting programs and
services resulting in individuals not being fully informed about programs and services.
Currently, persons with disability requesting financial assistance to attend post-secondary
training can either apply for federal or provincial assistance. However, there are differences
such as:
- The definition of disability differs;
- Provincial funding is not income tested or needs based; and
- Provincial funding has no cap.
5-A-3-7 ABE Supports
The monthly stipend of $50 provided to income support clients to cover incidental expenses
such as daily lunch and supplies is not adequate.
Although ABE is “free” for the general population, AES is required to transfer to the
Department of Education approximately $1.5 million annually for which AES receives
approximately 600 seats annually at the College of the North Atlantic.
In the event any of the 600 seats are not occupied by income support clients, if clients from
Skills Development (LMDA) use any of the vacant seats, the department pays for the seat
again (at a higher rate).
5-A-3-8 LMAPD Training Services
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This program overlaps with the Federal/Provincial student loan program available for all
students wishing to participate in post-secondary education. It provides funding in grant
form to cover 100% of reasonable costs. However, persons with disabilities are not required
to apply for the student loan program. As a result, there is no requirement for parental
contributions to be assessed as required under the student loan program, and there is lost
federal funding (i.e. Canada-NL Study Grants for Persons with Disabilities of $8,000 per
year and Access Grants of $2,000 per year.) which is not being availed of. If persons with
disabilities were required to apply for a student loan it would likely address the waitlist.
5-A-3-9 Post Journey and Specialized Training
The department does not proactively consider the workforce requirements (e.g. specialized
trade procedures) for large scale projects and the associated costs. As a result of operating
on a more reactive basis, it is difficult to budget for the identified need.
5-A-3-11 PLAR/Essential Skills
There can be inconsistencies in the determination of an individual’s skills and competencies
which results in either different requirements for the completion of the apprenticeship
program or assessment of seasoned skilled workers (possible trade qualifiers).
5-A-3-14 Service Agreements for Youth (SAY)
The department has not yet determined how youth engagement activities currently funded by
the department will be included in the department’s new mandate.
The financial accountability requirements are the same for all grants and do not take into
consideration the value of the grant.
The department has not established base line indicators necessary to determine outcomes
under the program. Instead activity levels are used to determine the success of projects
funded under the program along with individual information on youth with complex needs.
The demand for this program exceeds current budget allocation.
Funding to organizations is an expectation from year to year once approved. As a result, new
initiatives which may have more merit do not always be considered for approval due to
existing budget commitments.
5-A-4 Employment Supports
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5-A-4-1 Employment Development Supports (EDS)
Although the program was originally designed to provide necessary supports to income
support clients, there are numerous requests for funding from EI eligible individuals because
a policy regarding the LMDA funding prohibits providing additional supports. The
implications are:
- Funding to EI eligible individuals is counted towards their required contribution;
- Duplication of work because two separate CSOs have to be involved (CEYS and
LMDA); and
- There appears to be a contradiction in policy between CEYS and LMDA.
The demand for the program exceeds the allocated budget, therefore funding LMDA clients
restricts access to income support clients for whom the program was originally intended to
serve.
5-A-4-2 Employment Development Supports (EDS) Expansion – Labour Market Agreement
Funding for this program is scheduled to sunset in March 2014. Therefore, there will be a
gap in programs available to non-EI eligible individuals without an alternate source of
funding.
While EI eligible individuals can receive full funding through the LMDA programs for all
types of training, non-EI eligible clients can only receive funding for training less than 12
weeks and after which they have to seek funding through the student loan program. This
results in an inequity in entitlement to individuals.
5-A-4-3 Employment Related Benefits
Currently there are approximately 24,500 income support clients provincially who have not
made a successful attachment to the labour market. The department has no formal plan in
place to assess the employability of existing income support clients.
5-A-4-4 Disability Related Supports
The program is not needs tested. As a result, individuals who may have the ability to pay for
disability supports may receive funding.
5-A-4-7 Employment Counseling
The work performed for non-EI eligible individuals by departmental staff is the same as
the work performed by staff at the EAS offices for EI eligible individuals. This results
in:
- AES clients having to go to multiple service sites to access services; and
- Because AES staff are only responsible for the funding component of a RTWAP for
EI eligible individuals, they do not have the opportunity to ensure labour market
priorities were considered.
AES has not determined a minimum service level required for employment counseling.
Furthermore, there is no mechanism in place to determine the level of service provided
by EAS offices relative to the service offered by the department with regards to
employment counseling.
5-A-4-8 Community Partners – Employment Development Supports (EDS)
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Although the mandate of the department has changed, because 3rd party agencies continue to
be funded annually without reference to the current mandate and as a result funding is
provided for initiatives which no longer align with the current mandate.
The current Accountability Framework does not require funded agencies to provide
information necessary to assess whether the program is meeting the desired outcomes.
5-A-5 Income Assistance
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5-A-5-1 Income Support – Program Administration (Monthly Benefits)
There may be opportunities to improve the current policy related to entitlements such as
vision care and medical transportation which could improve and streamline the delivery of
benefits.
5-A-5-1-ii Emergency Assistance
Emergency assistance may be misused by providing benefits in excess of the regular
benefits. Staff have indicated that there are clients who request emergency assistance on a
regular basis.
Income Support CSOs determine the amount of emergency assistance to be provided and
whether the amount should be considered as an overpayment and recovered from the
individual. As a result, even within existing guidelines, there can be differences in the
amounts provided to clients in similar circumstances and whether a client has to repay the
emergency assistance.
5-A-5-1-iii Special Needs/Other Benefits
Childcare can only be paid if a client is either working or attending training. As a result,
there is no means to provide childcare benefits to income support clients who, for whatever
reason, e.g. job search or surgery, are not capable of caring for their child(ren).
5-A-5-2 Health Related Benefits
The department has a Service Delivery Improvement Team to review items such as business
processes and make recommendations. Staff indicated that income support recommendations
of the Team are not always implemented on a timely basis. Furthermore, when
recommendations are actioned, there is no formal process for monitoring the effectiveness of
the change.
The policy on medical transportation is “grey” which results in inconsistent interpretations
and inconsistent benefits to clients. The policy is not standardized and takes into account
regional differences in terms of available public transportation, location of medical facilities
and other factors. While this provides some flexibility, it also results in inconsistent
interpretations and application of policy to clients across the province. Each region is
responsible to determine which trips are covered in their area, and to also determine the most
economical means.
5-A-6 Social Supports
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5-A-6-1 Jumpstart
It is difficult to determine how this program aligns with the current mandate of the
department.
5-A-6-2 Emergency Shelter Services
Currently CSOs have authority to approve shelters up to three nights after which a CSM
approval is required for any additional nights. Given that the average stay at shelters exceed
three nights, this creates additional administrative work for CSMs.
5-A-6-3 Emergency Social Services – ESS (Disaster Services)
Currently the department does not have an arrangement to care for pets during emergency
evacuation. As a result, there is a significant gap in the services provided to citizens during
emergencies.
5-A-6-4 Services to Persons who are Victims of Violence
Currently CSOs have authority to approve shelters up to three nights after which a CSM
approval is required for any additional nights. Given that the average stay at shelters exceed
three nights, this creates additional administrative work for CSMs.
5-A-6-6 Community Youth Network (CYN)
The department has not established base line indicators necessary to determine outcomes of
the program. Instead activity levels are used to determine the success of the program.
The department has not yet determined how youth engagement activities currently funded by
the department will be included in the department’s new mandate.
Although CYNs have identified underfunding as an issue, the department has not undertaken
an analysis of the revenue sources of the CYNs and the costs of delivering their programs.
CYNs are provided with 100% of their funding in advance and is the only program funded
this way.
5-A-6-7 Grants to Youth Organizations
The department has not yet determined how youth engagement activities currently funded by
the department will be included in the department’s new mandate.
The financial accountability requirements are the same for all grants and do not take into
consideration the value of the grant.
The department has not established base line indicators necessary to determine outcomes of
the program. Instead activity levels are used to determine the success of the program.
The department provides $100,000 to the School Lunch Program each year. It is not clear
how funding this program aligns with the department’s mandate..
5-B-1 Education & External Liaison
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5-B-1-2 Distance Learning Pilot
Although the College of the North Atlantic has an Office of Distributed Learning which is
responsible for on line program delivery, the department did not request the college to
develop the required program as part of the college’s online services. Instead, the department
provided additional funds to the college to support online access to advanced level
components of the electrical programs which the college already offers in class.
5-B-1-3 Instructor Certification
The current Teacher Training program model, as prescribed by the Minister, which requires
the completion of six university courses is not appropriate. The public and private training
institutions have agreed that another model should be developed which would provide
different pathways to certification.
Although the legislation requires instructors at private training institutions to comply with
the current teacher training model, instructors at the public colleges are not required to
complete the prescribed courses. This has created inconsistencies in instructor certification
and resulted in a system that is perceived as unfair by private training institutions.
The current training model has resulted in instances of non-compliance (71 as of July 2012)
because instructors at institutions refuse to complete the courses and the department has not
de-registered the private training institutions.
The department currently has responsibility for monitoring compliance with the instructor
certification requirements for private training institutions. As a result, this takes a significant
amount of time and staff resources.
5-B-1-5 College of the North Atlantic (CNA)
Historic vacancy issues associated with the President’s office has resulted in the department
assuming a role in excess of what would normally be expected. For example, the
department has had to become heavily involved in the college’s budgetary submission
process with regards to the development of a business case and policy analysis.
Consequently, the college has become increasingly dependent on the department in many of
its decision making processes limiting responsiveness and strategic thinking required of this
type of entity.
The college is not currently fully responsive to industry’s/government’s identified labour
market needs. As a result, the private training industry has gained increased market share in
the delivery of required programs (e.g. trades). CNA has been focused on maintaining the
viability of all 17 campuses rather than rationalizing services to meet demand.
The college also appears to respond more to revenue generating outcomes vs. key labour
market needs. For example, the college’s LW campus has reduced its mining training
capacity to expand seat capacity in its trades and Office Administration. This was largely
driven by reduced demand in the Labrador City area for mining training. CNA could have
developed mining capacity at a different campus with higher demand for this program (i.e.
near other mining developments).
5-B-1-7 Interprovincial Red Seal (Apprenticeship) Program
Of the 53 Red Seal endorsed apprenticeship trades in Canada 33 of these trades are
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designated for apprenticeship training in this province; however, only 4 of the trades are
designated as compulsory. As a result, there could be health and safety issues along with
consumer protection issues as a result of the lack of compulsory certified trades.
Currently, because of the lack of mandatory certification of many trades, unions determine
the qualifications required and suitability of individuals for placement on job sites, often
times with significant priority based on seniority.
5-B-1-9 Foreign Qualifications Recognition
Many of NL’s regulatory bodies are small, with little capacity, resources or knowledge to
address matters along the pathways to recognition of foreign qualifications such as assessing
the credentials and training obtained outside Canada. In general, the degree of support and
services offered by regulatory bodies may vary across both occupation and jurisdiction. As a
result, the province is at risk of either not attracting or not retaining immigrants who may opt
to move to provinces with a formalized approach to foreign qualification recognition.
Government has not established a strategic process for the identification of priority
occupations that could be addressed through foreign workers.
5-B-1-10 International Education
Government does not have a business plan as it relates to international education initiatives
and pursuits. As a result:
- Currently government’s awareness of provincial educational institutions
engagement with other countries is limited. As a result, the province is often
reactionary when issues concerning labour mobility, immigration and the safety of
international students attending local institutions arise;
- Government is not aware of the number of NL students currently attending foreign
education institutions which may result in challenges such as when international
safety issues emerge; and
The province does not currently take initiative like other jurisdictions in the identification
and pursuit of international education opportunities (e.g. MOU with other countries
concerning student exchange and export of curriculum). As a result, the province has lost
revenues.
5-B-1-12 Trade Qualifier
Currently the department is not doing a good job in promoting the TQ program. As a result,
there are many individuals who could complete the program and obtain their trade
certification and improve their employment opportunities.
5-B-2 Workforce Development
5-B-2-3 Strengthening Partnerships
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At an Apprenticeship Forum, it was identified that the department’s engagement with
stakeholders is adhoc and often times reactive This results in a lack of a coordinated
approach to information gathering on stakeholder’s apprenticeship needs.
5-B-2-5 Skills Task Force
Given the creation of the Workforce Development Secretariat, it is unclear what role the
Industry Coordinating Committee, under the Skills Task Force, will play.
There are currently limited formal mechanisms in place to quickly respond to the labour
market training requirements of employers in order to appropriately coordinate funding
requirements and program delivery logistics
5-B-2-6 Employer/Apprentice Recognition Awards
Although the department awards certain companies for their participation in the
apprenticeship program, the criteria for selection of employers is not clearly defined. As a
result, the selection of companies for awards may not be consistent.
The program is currently funded under the LMA budget which is scheduled to end in March
2014.
5-B-3 Corporate Services
5-B-3-2 Document Processing Unit (DPU) – Records Management
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Appendix A - Summary of Policy Issues
Given the change in technology whereby it is relatively easy and quick for staff to scan their
own documents, the requirement for a centralized DPU is questionable for internally
generated documentation. This is evidenced by a recommendation of the OCIO that LMDA
files should be scanned by LMDA staff which is also supported by Regional Directors. With
the elimination of the DPU, the Department could potentially save in excess of $1 million in
salaries in addition to postage costs.
Centralization of the document processing function does make sense where the
documentation is coming from an outside source. It would be difficult for the client to
determine which office to send correspondence to so centralization may be more efficient for
Income Support.
Although the department has an information management function, it does not have capacity
to address all of the information management needs of the department. For example there is
no TRIM folder for executive correspondence.
5-B-3-4 Finance – Accounts Receivable (A/R)
The department has not established reasonable thresholds with regards to the amounts to be
reported as collectable. Current policy is that all amounts over $20 are to be collected.
There are policies which authorize payments that are immediately recorded as a recoverable
amount e.g. income support security deposits. This can result in significant resources to
recover the amount if the individual leaves income support.
Income support clients who do leave the system while still owing money are not aggressively
pursued in order to fully recover the amount owing. For example, AES does not file
Certificates of Judgment or prosecute individuals for failure to repay amounts owing.
5-B-3-5 Finance – Client Payment Services
Only approximately 28% of income support clients avail of direct deposit and as a result the
department has to issue approximately 50,000 payments via mail each month resulting in
unnecessary staff time, possible delays which often results in the issuance of immediate
cheques (DACS, FACTS and CAPS) and increased costs.
The issuance of immediate payments from a separate bank account requires staff to perform
bank reconciliations. This results in increased costs to the department.
5-B-3-7 Pay Authorization Unit (PAU)
Although the PAU was originally intended to check the accuracy of income support
payments, the function has evolved to include a review of all CEYS payments processed
through the CAPS system. However, CEYS payments are checked by a Manager before
they are released and a daily summary report is also certified at provincial office and
forwarded to the OCG. Therefore, PAU involvement in the CEYS payments should be
reviewed to determine if it is necessary and not a waste of departmental resources.
The PAU check all income support payments issued without consideration of the dollar value
or the nature of the payment. There is no statistical sampling methodology applied to obtain
reasonable assurance of the accuracy of the payments. As a result, the PAU staff are not
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Appendix A - Summary of Policy Issues
utilized as effectively as they could be.
The 13 PAU staff are currently administered in three regions with the Manager located in
Marystown (no other PAU staff are located there). A review of work statistics of PAU staff
indicate significant variances in the error detection rates among regions and staff. As a
result, the current placement of the manager and the distribution of staff among regions may
contribute to these issues.
There is no clear definition of the role of the PAU function as evidenced by the
inconsistencies in the identification of issues among PAU workers. For example, some PAU
workers only identify financial issues while others review client entitlement.
Although the PAU has taken on a financial compliance role, staff in the PAU are CSOs (GS
34) and not compliance auditors which would require a different skill set. As a result, the
department is not matching the role of the staff with the required competencies.
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Appendix B - Summary of Legislative Issues
5-A-2 Work Experience
5-A-2-4 NL Wage Subsidy
Currently, EI eligible persons funded under this program are subject to EI Act Part II which
does not have an appeal mechanism. All persons funded under the other AES wage subsidy
programs are subject to the Income & Employment Support Act which provides a formalized
appeal process.
5-A-2-8 Women in Trades
If the department proceeded with a requirement for tendered capital works to include
apprentices, there could be a conflict vis a vis the requirements of the public tendering act.
5-A-2-11 Linkages
If Income Support and other AES programs are transferred to the Innu, legislative changes
may be required.
5-A-2-14 CYN Employment Programs (Summer SWASP, Year Round & CEEIS)
Income Support clients funded under the CEEIS program have reduced stipends to avoid
negatively impacting Income Support eligibility.
5-A-4 Employment Supports
5-A-4-3 Employment Related Benefits
There is no legislative requirement for income support recipients to participate in either the
department’s suite of training/employment services, or participate in the labour market.
Furthermore, there is no remedy under the Act if they refuse the training/employment
services or acceptance of employment.
Currently Income Support clients who work for more than 30 days are required, by
legislation, to reapply for benefits if they have to return to income support. As a result,
clients have to go through the intake process again which is considered a disincentive and
CSOs have to process the application again.
There appear to be situations (e.g. single father with two children) where it does not make
economic sense for income support clients to accept full- time employment at minimum
wage. As a result of the current income entitlements and lack of employment support
incentives, the department will not achieve its ultimate goal of having individuals attach to
the labour market.
5-A-5 Income Assistance
5-A-5-1 Income Support – Program Administration (Monthly Benefits)
Income Support rates are legislated and reviewed annually as part of the department’s budget
process. However, staff have identified issues with such things as the current maximum
rates for rent ($522 maximum monthly family rate), allowable rate for security deposits can
also cause issues for clients in today’s rental market.
The legislation distinguishes between an applicant and a recipient, when initially accessing
the program in that benefits such as additional rent and special diets are not factored into the
eligibility assessment, though a 40% eligibility adjustment is provided.
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Appendix B - Summary of Legislative Issues
Although the department can refer clients for employment services, the current legislation
has the following limitations:
- It does not provide the authority to require clients/applicants to participate as a
condition of receiving benefits; and
- There are no consequences for clients who do not attend scheduled
appointments/participate in these services.
5-A-5-1-i Basic Benefits
Current rental rates may not meet clients’ requirements given the current economic
environment.
5-A-5-1-ii Emergency Assistance
Clients have indicated that the income support rates are not always sufficient to meet their
basic needs and are therefore forced to seek emergency assistance.
5-A-5-1-iii Special Needs/Other Benefits
Some rates may not provide sufficient funds to meet client’s special needs, one example of
this is the $298 monthly allowance for housekeeping which often does not meet the needs for
clients.
5-B-1 Education & External Liaison
5-B-1-6 Private Training Unit
The Private Training Regulations currently require any training institution wishing to set up a
new campus in the province to post security (minimum of $50,000 and held for two years)
for that campus. A campus is currently defined by proximity; current policy defines any two
or more premises within a municipality as one campus. As a result, private training
institutions are limited in their response to provide quick community based training to meet
short-term community and/or industry needs without incurring significant financial costs and
long-term liability (security is required to be held for two years after completion of training).
The Regulations were modified in 2009 to allow only currently registered private training
institutions to use their existing bonds to deliver training in Labrador solely for the purposes
of training through the Labrador Aboriginal Training Partnership. The definition of campus
was also modified to allow communities under the Nunatsiavut Government and the Innu
Nation to be considered one for bonding purposes which would allow new institutions to
post one security to also conduct training under LATP.
5-B-3 Corporate Services
5-B-3-2 Document Processing Unit (DPU) – Records Management
Given that no information has ever been purged or archived from CAPS, it is likely that the
department is not in full compliance with the legislation regarding record retention. It should
be noted that a report with recommendations prepared by OCIO approximately four years
ago regarding archiving was never actioned.
5-B-3-6 Eligibility Assurance Unit (EAU)
According to legislation, investigations not actioned within four months of the assignment of
the possible issue are required to be closed. As a result, possible abuse of the income support
program may go unresolved.
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Appendix C - Summary of Business Process Issues
5-A-1 Labour Market Development
5-A-1-1 JOBS in NL
The website does not have the ability for automated matching of jobs to resumes.
Larger companies such as Bull Arm and Vale do not use JOBSinNL and instead maintain
their own employment websites.
Because the Public Service jobs are posted on the website maintained by the Public Service
Commission, AES staff have to key those jobs into JOBSinNL. This results in a duplication
of effort and unnecessary additional costs.
5-A-1-2 Labour Market and Career Information Hotline
Contrary to established goals, Labour Market and Career Information Hotline staff are not
providing community presentations.
5-A-1-3 NL HR Manager
Gaps have been identified in the current services provided to employers. In particular, there
is limited information available on business and employee succession planning.
Currently, there are multiple websites for employers (e.g. JobsinNL and LMI Works) which
results in a non-coordinated approach.
5-A-1-5 SmartForce NL
Although the province has paid $1.6 million for the development of 40 custom courses and
access to in excess of 5000 off the shelf courses, the free access to these courses will end in
March 2013. The exception to the cessation of free access relates to employers and
individuals who register prior to March 2013.
The Centre for Learning and Development also offers training programs for government
employees similar to the off the shelf course content. As a result, the Centre for Learning
and Development has to incur costs associated with contract training while access to free
training exists
5-A-1-6 Labour Market Partnerships
Currently there is no request for proposal (RFP) process related to the awarding of grants
and, prior to the current fiscal year, there was no strategic approach with regards to how
projects were funded to ensure departmental priorities were supported.
Prior to LMDA devolution (2009), there was a formal committee required to review, assess
and recommend proposals for funding. Decisions of the committee were documented.
However, since LMDA devolution, there has not been a formal committee nor has there been
formal documentation to support decisions on LMP proposals. Instead, there is a
consultation process with relevant departments and a meeting with the Deputy Minister of
AES for project approval – there is no formal documentation.
The current continual intake process does not facilitate the assessment of projects relative to
others to ensure projects provide maximum contribution towards departmental priorities.
Appendix C
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Appendix C - Summary of Business Process Issues
5-A-1-7 Targeted Initiative for Older Workers (TIOW)
A number of 3rd
party agencies have multiple contracts with the department. As a result,
agencies receive administration fees for each contract, staff have to process and monitor
multiple contracts, and because multiple staff may be involved in the process it is more
difficult for the department to ensure that no duplicate funding is provided e.g. bookkeeper
salary funded more than once.
There may be communities in the province with a need for the program; however the
community may not have the capacity to respond to a call for proposals. As a result, there is
a risk that high priority areas may not receive necessary interventions.
5-A-1-9 Provincial Nominee Program (PNP)
While the program focuses primarily on a nominee’s intent to permanently settle in the
province, the division does not place significant weighting on addressing provincial labour
market demands when assessing applications. As a result, many recommended nominees are
not able to contribute to labour market shortages because they do not have the skill set. For
example, in St. John’s a pizza maker, a cashier, and a nail technician.
Having OIM located in isolation, in rented space results in unnecessary costs and makes
interaction with other divisions difficult.
5-A-1-10 NL Settlement & Integration Program - NLSIP (Grants & Contribution)
The demand for this program exceeds current budget allocation.
5-A-1-11 International Graduate Retention Incentive Program (IGRIP)
The division does not have strong evidence to support whether the program is meeting the
intended objective of retention of eligible international students.
Given the number of clients served per year (20-30), the number and classification of staff
involved in the processing of applications (4 staff at GS 40), the staff managing files (2
Support staff GS24 and 34) and the staff approving files (HL Manager and Executive
Director), this program is over resourced.
5-A-1-12 Youth Apprenticeship Program Pilot
The Apprenticeship Information Management System (AIMS) tracking system is not capable
of providing necessary tracking information such as statistics and reports.
Although the department has Student Aid Division staff and a Career Development
Partnership Initiative (CDPI) which includes Career Development Liaison Officers (CDLO)
visiting high schools throughout the province, neither group is involved in the promotion of
this program. As a result of the lack of coordination, the department is missing an
opportunity to better promote and streamline services offered to students.
Appendix C
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Appendix C - Summary of Business Process Issues
5-A-2 Work Experience
5-A-2-1 Graduate Employment Program
Overlap and duplication exists related to the administration of the separate wage subsidy
programs within AES.
There is no matching capability between employer applicants and employee applicants that is
in keeping with labour market supply and demand.
Currently the Department issues payments to employers as they submit payroll information –
there is no enforced preset schedule. As a result, there are many examples of where the
payroll information is not submitted until after April 30, i.e., the end of the payment cycle for
the fiscal year. This results in encumbered amounts from the next fiscal years budget.
There is no standardized Evaluation Plan currently in place.
The benefit levels differ among the various wage subsidy programs offered by the
Department.
No priorities for targeted employment sectors are applied in the approval process.
Although an online application is currently being developed, the application will have to be
printed and manually rekeyed into CAPS by Departmental staff.
Information on the participation rates of income support clients in the department’s
employment programs is not readily available. Currently, staff are required to manually
access client files to determine participation. As a result, participation rates of income
support clients are not monitored on a regular basis.
The program mirrors the Graduate Transition to Employment Program (GTEP) and as such
could be considered as duplication.
5-A-2-2 MUN-Graduate Transition to Employment (GTEP) Program
The current process results in duplication of administration.
5-A-2-3 NL Works
Overlap and duplication exists related to the administration of the separate wage subsidy
programs within AES.
There is no matching capability between employer applicants and employee applicants that is
in keeping with labour market supply and demand.
Currently the Department issues payments to employers as they submit payroll information –
there is no enforced preset schedule. As a result, there are many examples of where the
payroll information is not submitted until after April 30, i.e., the end of the payment cycle for
the fiscal year. This results in encumbered amounts from the next fiscal years budget.
There is no standardized Evaluation Plan currently in place.
The benefit levels differ among the various wage subsidy programs offered by the
Department.
No priorities for targeted employment sectors are applied in the approval process.
Although an online application is currently being developed, the application will have to be
printed and manually rekeyed into CAPS by Departmental staff.
Appendix C
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Appendix C - Summary of Business Process Issues
Information on the participation rates of income support clients in the department’s
employment programs is not readily available. Currently, staff are required to manually
access client files to determine participation. As a result, participation rates of income
support clients are not monitored on a regular basis.
5-A-2-4 NL Wage Subsidy
Overlap and duplication exists related to the administration of the separate wage subsidy
programs within AES.
There is limited matching capability between employer and employee applicants that ensures
labour market demands are adequately addressed.
Currently the Department issues payments to employers as they submit Monthly Claim
Forms. These claim forms are often not submitted according to monthly schedules. This
results in slippage of funding in the current fiscal year, with a need for an encumbrance of
funds from the subsequent fiscal year.
This program has funding slippage as a result of approved projects not commencing and
minimal monitoring to identify any dormant or inactive agreements.
There is no standardized Evaluation Plan currently in place.
Benefit levels provided under this program are based on negotiated amounts at the district
office level and therefore inconsistencies in duration and levels of funding exist across the
province.
The benefit levels differ among the various wage subsidy programs offered by the
Department.
Inconsistencies exist in the identification of targeted employment sectors during the approval
process.
The NL Wage subsidy application is not an electronic process. Therefore, information needs
to be manually rekeyed into CSGC by Departmental staff.
5-A-2-5 Wage Subsidy for Persons with Disabilities
Overlap and duplication exists related to the administration of the separate wage subsidy
programs within AES.
There is no matching capability between employer applicants and employee applicants that is
in keeping with labour market supply and demand.
Currently the Department issues payments to employers as they submit payroll information –
there is no enforced preset schedule. As a result, there are many examples of where the
payroll information is not submitted until after April 30, i.e., the end of the payment cycle for
the fiscal year. This results in encumbered amounts from the next fiscal years budget.
There is no standardized Evaluation Plan currently in place.
The benefit levels differ among the various wage subsidy programs offered by the
Department.
No priorities for targeted employment sectors are applied in the approval process.
Although an online application is currently being developed, the application will have to be
printed and manually rekeyed into CAPS by Departmental staff.
Appendix C
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Appendix C - Summary of Business Process Issues
Information on the participation rates of income support clients in the department’s
employment programs is not readily available. Currently, staff are required to manually
access client files to determine participation. As a result, participation rates of income
support clients are not monitored on a regular basis.
Although AES provides significant resources to train individuals as part of the LMAPD
Training Services program, graduates of the program are not, on a priority basis, attached to
this wage subsidy program to facilitate a long-term attachment to the labour market.
5-A-2-7 Apprenticeship Wage Subsidy
The Apprenticeship Wage Subsidy program is not managed through either the CEYS or
LMDA systems. The program is managed by the use of microcomputer spreadsheets.
There is no formalized no standardized evaluation plan to determine whether the program is
meeting Departmental objectives.
The Industrial Training Division is responsible for Apprenticeship. This results in
duplication and inefficiencies with respect to front-line staff engagement with employers.
5-A-2-8 Women in Trades
AES does not have timely and consistent data on the progress of women apprentices. While
the Caprenter’s Millwright Union (CMU) does provide information on a regular basis, IBEW
does not. Furthermore, the department’s AIM System, which would be required to provide
information on all women apprentices including CMU and IBEW, does not provide the
necessary information.
5-A-2-10 Conservation Corps/Green Team
Historically, the department has been more reactive than proactive and as a result has funded
many projects proposed by 3rd party agencies vs. being proactive and identifying the
department’s priorities and having a call for proposals to identify the most suitable 3rd party
agency to deliver a project.
Although one of the objectives of the program is to attract income support clients, the
program is attracting only approximately 10% of the total program participants are income
support clients.
Currently the department has limited involvement in the identification and selection of
projects. As a result, the department does not have any ability to strategically influence
which projects are funded.
5-A-2-11 Linkages
Need for more coordination in provision of funding to organizations.
5-A-2-13 Job Creation Partnerships
Currently, participants on JCP are required to develop a Return to Work Action Plan. This
process seems unnecessary given that JCPs are designed to provide work experience and not
an immediate attachment to the labour market.
5-A-2-14 CYN Employment Programs (Summer SWASP, Year Round & CEEIS)
Inadequate monitoring of contract performances and outcome measures. Specifically, there
is no formalized follow-up of participant outcomes to determine whether program objectives
were achieved.
Appendix C
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Appendix C - Summary of Business Process Issues
5-A-2-17 Student and Work Services Program (SWASP)
There are times when monitoring is not adequate. This situation may be related to limited
staff resources and the short program duration.
5-A-2-18 Other Student Employment Programs (including MUN/CONA SWASP & PACEE)
AES does not adequately monitor the student placements to determine the value of the work
placement to the student’s career goals. This is likely attributable to the high number of
placements operating within a short duration.
5-A-2-19 Co-op and Internship Employment Programs for Post-Secondary
There are multiple budgets, one for each client population, making the administration
cumbersome.
5-A-2-20 School to Work Transitions for Persons with Disabilities
The program is not as responsive as it needs to be to ensure that clients can maximize their
employment opportunities. For example, the approval process through the CAPS system is
cumbersome as a result of having to identify sufficient funds which sometimes results delays
and lost opportunities for an individual in securing a job opportunity.
The current program delivery model results in duplication of effort by departmental staff and
3rd party agencies resulting in frustration from both parties. For example, the department
requests payroll information from the 3rd parties and enter the information into CAPS to
issue a payment for each client.
There are no pre-determined measurable outcomes in order to assess whether the program is
achieving the desired results.
Although the department’s mandate has changed from a social to an economic lens, the
goals, objectives and outcomes of the School to Work Transitions for Persons with
Disabilities program has not been assessed to determine its relevance under this new lens.
5-A-2-21 Supported Employment – Job Trainers
The program is not as responsive as it needs to be to ensure that clients can maximize their
employment opportunities. For example:
- The approval process through the CAPS system is cumbersome as a result of having
to identify sufficient funds which sometimes results delays and lost opportunities for
an individual in securing a job opportunity; and
- The current income support administration results in disincentives such as the loss of
the 100% coverage drug card, disruption in payment cycles, potential variation in
work hours/entitlements and impacts clients pursuit of employment under this and
other programs.
The current program delivery model results in duplication of effort by departmental staff and
3rd party agencies resulting in frustration from both parties. For example, the employment
corporations enter information regarding hours worked in ARMS and regional CSOs are
required to review this information to ensure it does not exceed the hours approved and then
enter the information into CAPS to issue a payment for each client.
There are no pre-determined measurable outcomes in order to assess whether the program is
achieving the desired results.
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Appendix C - Summary of Business Process Issues
Although the department’s mandate has changed from a social to an economic lens, the
goals, objectives and outcomes of the Supported Employment Job Trainers program has not
been assessed to determine its relevance under this new lens.
5-A-2-22 Tutoring Program (TFT, IT-TFT, TWEP)
There is a lack of information gathered regarding the outcome of the program related to
tutors and students. As a result, it is not possible to conclude with certainty that the program
is achieving the intended objectives.
Some students cannot avail of tutoring services at school because of conflicts with
transportation arrangements.
Some tutors are not available to provide their service to elementary and junior high students
when the students are available for tutoring because the high school closes later than
elementary and junior high schools.
5-A-3 Education, Training & Related Supports
5-A-3-1 Job Skills/Essential Workplace Skills
There is a lack of coordination among the department’s divisions in the identification and
development of new employment programs. Furthermore, staff are not always apprised of
new programs until after the programs are approved and publicly announced. As a result,
programs are being developed without required input from divisions.
The department does not have a standard assessment method. Instead, each division (LMDA,
CEYS, LMA, Advanced Education, Disability Policy office) has its own framework for
program assessment in the administration of grants. As a result, there can be inconsistencies
in benefit levels, payments, monitoring and reporting, as well as duplicate payments.
LMA funding will end in 2014.
The department does not have a system in place to meet the reporting requirements under
this federal/provincial agreement. As a result, a combination of Excel and CAPS reports are
being maintained to provide the required data.
The department does not currently consider approving projects on a sectoral basis. As well,
priority clients identified by the department are not factored into the approval process.
5-A-3-2 Non-EI Eligible Apprentices
CEYS staff are not always provided with sufficient time to process the financial
requirements that would allow non-EI eligible individuals to participate in block training. As
a result, the individuals are late in receiving their financial supports.
Federal program funding is scheduled to end in 2014.
Although the program could have been delivered through LMDA where a similar program is
offered for EI eligible clients, because the LMDA do not have access to the CAPS system
and could not use the federal CSGC system for non-EI eligible clients, the program was
delivered through CEYS.
Appendix C
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Appendix C - Summary of Business Process Issues
5-A-3-3 Apprenticeship Program
The current in class training for apprentices and trade qualifiers sometimes poses problems
with living accommodations, travel and reduced income. Sometimes courses are only
available in a particular location which could be a significant distance from where an
individual resides and it may be difficult to find accommodations in that area. Further,
because the individual has to attend in class training they have to accept a lay off and a
reduced income.
The Apprenticeship and Trade Certification Division can work with the public and private
colleges and determine whether a college would be permitted to offer advanced level training
based on the division’s determination of capacity. The department also has an Institutional
Services Division responsible for oversight of all post secondary training institutions.
However, the two divisions do not appear to have a formal communication process to ensure
that that the Apprenticeship Division will recommend that its clients attend the location.
The department does not post block training schedules on its web page. Instead, 6-8 weeks
prior to the commencement of block training, a letter is sent to the apprentice and the
employer. To illustrate, as of October, 2012 the department is aware of upcoming block
training scheduled up to June 2013. However, this information will not be released to
apprentices and employers until approximately 6-8 weeks prior to the commencement of the
block training.
The Apprenticeship Division does not track the status of its 5,800 apprentices to determine
whether they are participating as required or whether they stopped participating. Although
the division has a database, it cannot readily provide information on an individual’s
participation. Furthermore, the division has eight Program Development Officers (PDOs)
responsible for all client service aspects of the apprenticeship program.
Currently the Apprenticeship Division’s regional staff are not co-located with the
Department’s other regional staff. As a result, there is a lack of integration of services which
can result in a client having to deal with multiple staff to get the required services.
Although the department may provide funding to train pre-apprentices, the department does
not monitor or provide any required assistance (unless requested by the individual) to
connect them to an employer. As a result, the department could spend significant amounts of
funding to train individuals without being proactive in providing any help they may need to
get them attached to the labour market.
The Division continues to spend in excess of its budget allocation. For example, while the
budget allocation is $5.8 million expenditures are averaging approximately $7 million per
year. The difference is funded through slippages in other areas.
5-A-3-4 Skills Development (LMDA Program)
Unlike other programs in the department the case management component of this program is
handled through a 3rd party EAS office. As a result, clients are required to visit at least 2
different locations to obtain services. As well, given the different physical locations staff
cannot readily interact on client files.
Although there is sufficient budget available to meet all eligible client requests, the current
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budget is determined, for the most part, based on historical expenditures. As a result, the
budget allocation process is not strategically aligned to ensure departmental priorities are met
with regards to addressing labour market demands.
Currently budget management practices are not formalized with respect to accurate
forecasting and monitoring of budget expenditures to identify budget variances and take
corrective action. As a result, unspent committed funds may not be reallocated in a strategic
way.
Although training institutions, with a vested interest in maximizing revenues, assess clients
to determine their needs with regards to the ABE program, the department does not challenge
the identified ABE requirements to ensure their appropriateness. As a result, the department
is likely paying for ABE training beyond the client’s requirements to participate in either
further training or employment.
The current ABE program is self paced and, in some instances, there is a limited requirement
for clients to progress at a predetermined rate. Also, training institutions do not always
provide the required attendance and progress reports making it difficult to monitor client
progress.
The department does not have an integrated approach for assessing financial need and
providing financial supports to clients. As a result, there are varied assessment tools and
responses to requests for financial supports across the department.
Under current process, all Skills Development Clients (excluding Apprentices) are required
to complete a Return-to-Work Action Plan.
5-A-3-5 ABE
ABE Level l is currently available in an eLearning format for those who are unable or
unwilling to participate in a classroom-based program; however, Levels II and III are not
available in an eLearning format. As a result, some clients are unable to complete ABE level
II and III in an eLearning format which may accommodate current working and family
circumstances.
Currently ABE level I classroom instruction is only available during normal working hours
i.e. 9am-5pm. As a result, it limits accessibility for either those currently working or those
with family circumstances preventing them from attending day time programs.
The department provides annual renewal funding ($1.20 million) to approximately thirteen
3rd party agencies offering ABE level I and two organizations offering one-to-one literacy
tutoring support. This is done without any RFP and, as a result, any new requests for
funding to deliver the program cannot be assessed on merit relative to other organizations
being funded.
Decisions regarding ABE clients (income support, LMDA and LMA) and ABE program
delivery are made by three divisions within AES: Adult Learning and Literacy, LMD and
CEYS. There is no formal communication protocol and as a result, interaction among the
three divisions has been only when an issue emerges.
The department does not track ABE clients to determine whether the intervention resulted in
either the client transitioning through the three levels of ABE or whether the client made a
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permanent attachment to the labour market.
Currently ABE instructors are not provided with formal training in addressing the complex
needs of their students. As a result, instructors may not be able to appropriately refer or
respond to students as issues arise possibly resulting in higher levels of student attrition.
Similar to other provincial grant funding, ABE funding can become a major source of core
funding for 3rd party organizations. As a result, if the department decided to not fund ABE,
some 3rd party organizations may be forced to close.
There is a financial incentive for public and private colleges to maximize the duration of
ABE training. Staff expressed concerns that some of the assessments have clients rated
lower than necessary resulting in maximizing the duration and cost of ABE training. It was
noted that there was no justification for the inaccurate assessment.
As a result, the department is paying more than necessary for clients to complete ABE
training.
5-A-3-6 Student Financial Services Division (SFSD) – Loans and Grants
Although many documents are already included in TRIM, correspondence with students is
currently printed, mailed and trimmed after the fact.
Automated forms and letters issued to students are outdated and need to be revised to adapt
plain language and improve readability.
The current process to determine eligibility for the Debt Reduction program is a manual
process for educational institutions and the Student Aid division and requires significant
resources to administer.
The department is not fully utilizing social media to connect with students. For example, the
department is not using Twitter or Facebook and has not implemented any Smartphone
applications. Two other provincial jurisdictions have recently adopted these applications.
There may be a duplication of functions between Student Loan Corporation, Student Aid and
the department’s Corporate Services Division.
5-A-3-7 ABE Supports
The program is currently delivered through three separate information systems (CAPS,
CSMS and CSGC). As a result, there is a lack of integration and information necessary to
manage the program is not readily available.
Although income support ABE clients are supposed to be case managed by the CEYS CSOs,
it is not always being done. As a result, the department has limited information on client
progress, and overall outcomes of the program.
5-A-3-8 LMAPD Training Services
Although demand for the program exceeds the budget allocation given the attrition in this
program the department ends up with slippage (e.g. approximately $300,000 in 2011-2012).
Commencing in fiscal year 2011 the division received executive approval to over commit in
the CAPS system in an attempt to be able to reduce the slippage associated with program
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attrition and approve additional applicants on the waitlist by using the slippage. As a result,
the department assumed a risk whereby it could have exceeded its budget allocation for this
program.
There are individuals being assessed by staff and included in the program or waitlisted even
though the individuals do not meet the eligibility criteria for disability under this program.
As a result, some ineligible individuals may be either receiving funding for this program, or
waitlisted.
A case was identified whereby an individual, for the past 30 years, has been living outside
the province and receiving vocational therapy. The department also funds travel back to
Newfoundland and Labrador once per year along with a trip to another province (currently
costing approximately $150k per year).
A case was identified whereby an individual, for the past 30 years, has been living on a farm
in Nova Scotia for vocational therapy. The department also funds travel back to the province
each year and a trip to PEI (currently costing approximately $150,000 per year).
The approvals for this program are not tied to strategic departmental priorities. Therefore,
programs could be approved for funding that are not tied to labour market needs.
There are situations where the curriculum for a program has been modified such that the
individual upon completion would not meet the credentials to work in the industry. As a
result, there are situations where an individual will not successfully attach to the labour
market in their field of study.
5-A-3-9 Post Journey and Specialized Training
There is no budget allocation for this program; instead, it is part of the $5.8 million budget
allocation for apprenticeship training. As a result, there may be times when there are
insufficient funds available for identified training because the funds have been used to train
apprentices.
The apprenticeship training budget allocation is $5.8 million annually each of the last five
years; however, actual expenditures have been approximately $6.5 to $7 million with the
additional funding obtained from slippages in other LMDA programs. As a result, the
current budget allocation is not sufficient.
The current tracking system has limited capabilities and does not allow the department to
accumulate journeyperson skill sets at a subset level (e.g. a welder certified for titanium).
5-A-3-10 Career and Financial Counseling Services
There is a lack of integration of counseling and information services within the department.
For example:
- The three staff in the Career and Financial Counseling Services group (GS-38) at Student
Aid primarily focus on clients within the student aid program, while the other 40 Career
Development Specialists (GS-36) throughout the department focus on a broader client
population, approximately 12 Labour Market Development Officers (GS-40) are
primarily employer focused; and
- Career and Financial Counseling staff and Regional Information Officers (GS-30) at
Student Aid provide specialized services to high schools and educational institutions
on the student aid program. In addition, 12 (GS-40) Career Development Liaison
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Officers (GS 40) in the CEYS division provide general information on the
department’s suite of services.
5-A-3-11 PLAR/Essential Skills
There are inconsistencies in PLAR policy among the institutions which currently result in
inconsistencies in the determination of an individual’s skills and competencies which results
in either different requirements for the completion of the apprenticeship program or
assessment of seasoned skilled workers (possible trade qualifiers).
5-A-3-12 Career Development Partnership Initiative
Upon fiscal 2012 there was a separate operational budget for CDPI; however, in fiscal 2012
$110,000 of the $125,000 operational budget for CDPI was included in the regional
operating budget. As a result, CDPI staff have indicated that they are not able to meet all
their travel and resource requirements.
Although the department spent approximately $4,500 on the development of promotional
material for CDPI, the material was neither approved nor distributed.
The department has not yet determined how youth engagement activities currently funded by
the department will be included in the department’s new mandate.
Currently the mandate of CDPI is not to specifically deal with children of income support
clients; instead the focus is on all students. If the department requires a focus on children of
income support clients, the program would have to be refocused.
Although the department has several groups (CDPI, Student Aid and Apprenticeship),
visiting schools and funds several entities (e.g. CNA, MUN), there is no formalized approach
to coordinate the activities. As a result, the information may not be delivered as efficiently or
effectively as it could be.
5-A-3-13 Employment Assistance Services
Currently, there are no standardized activities for EAS agreements nor is there a standardized
schedule of rates that could be provided to the service provider for the delivery of the
program. As a result, EAS 3rd
party service providers do not always offer the same services
and may be funded at different rates;
Although the division has a risk based approach to determine the minimum level of
monitoring required for each EAS contract, it does not have any mechanism for ensuring that
the required monitoring is actually performed.
As a result, the division cannot readily conclude that the identified monitoring took place.
The department does not have a formal plan to evaluate EAS activity and determine whether
the offices are meeting their objectives.
During peak periods for clients seeking support to attend school, the wait times to see a case
manager are quite long resulting in some clients not being able to have their Skills
Development application completed and submitted by the deadline.
Currently, the department does not have online capability whereby an individual can develop
their own action plan. As a result, all clients, except apprentices, must visit an EAS and meet
with a Case Manager to develop their RTWAP.
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The Department uses CSGC for LMDA program management. The 3rd party agencies use
ARMS. There are significant issues with existing interfacing between these systems that
results in significant error rate.
5-A-3-14 Service Agreements for Youth (SAY)
Currently the Youth and Student Services budget is monitored to identify slippage which is
redirected to either SAY, GTYO or GEP to meet ongoing demand. Slippage has
traditionally occurred in SWASP Paid, SEP-High School, SEP-NPC, GEP and a number of
other youth services programs (often involving un-cashed vouchers). In 2012-2013 the
slippage will be approximately $430,000. The budget requests do not reflect the expected
program activity.
The regions are not involved, other than consultative, with the assessment of proposals. As a
result, the input at a regional level may not be as significant as it could be.
5-A-4 Employment Supports
5-A-4-1 Employment Development Supports (EDS)
Because the CSMS and CAPS systems are not integrated, information necessary to
determine the program outcomes is not readily available.
There are situations where two Return To Work Action Plans (RTWAP) may be prepared for
an individual to access funding. For example, although a RTWAP may be prepared for an
LMDA client and recorded in the federal CSGC system, if that individual requires funding
from a CEYS program another RTWAP has to be prepared because CEYS staff do not have
access to the CSGC system and vice versa. This results in frustration for clients and
duplication of effort for staff.
The department does not attempt to provide training and information sessions in innovative
and responsive ways such as through the use of the internet, group format and in the evening.
Instead services are provided during normal working hours on an individual basis. As a
result, the department is not as efficient and effective as it could be in providing its services.
5-A-4-2 Employment Development Supports (EDS) Expansion – Labour Market Agreement
Having to rely on a variety of systems to determine and assess the program outcome (i.e.
CAPS; CSMS; Trim) information necessary to determine the program outcomes is not
readily available and can be time consuming
The department does not attempt to provide training and information sessions in innovative
and responsive ways such as through the use of the internet, group format and in the evening.
Instead services are provided during normal working hours on an individual basis. As a
result, the department is not as efficient and effective as it could be in providing its services.
5-A-4-3 Employment Related Benefits
Although the department has developed an internet reporting system, The Online Mailback
System (TOMS) for clients to provide verification of income necessary to determine the
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amount of income support the client may be eligible for. However, TOMS is not currently
being used to manage clients with fluctuating non-employment income (e.g. child support),
and clients with no income on non-recurring pay (e.g. persons waiting to obtain necessary
documentation). Furthermore, TOMS has not been assessed for its applicability to other
programs such as Employment Transitions.
The information currently obtained during the intake process by the income support division
focuses mainly on the financial eligibility for income support. Information on such things as
employment barriers, employment history and job searches they have completed is not
captured. Furthermore, there is no mandatory referral to the department’s
employment/training services for clients considered employable. As a result, there may be
income clients who, while employable, may not receive the interventions required to attach
to the labour market.
Although the income support division refers clients for employment/training services, there
is no information provided back to the income support division as to the final outcome of the
referral.
The income support division currently does not refer all working income support clients to
CEYS staff where an assessment would be completed to identify the supports required for
them to obtain full-time employment and come off of income support.
5-A-4-5 Internships to Promote Technology for Persons with Disabilities
Although the department provides $350K to train and mentor up to ten individuals with
disabilities, the department does not prorate the budget if the uptake is less than ten. As a
result, the department may be paying for services for which it did not receive.
In one year when there were eight interns hired, the ILRC used program funding to pay their
required portion of a department’s wage subsidy program. As a result, the department
funded two intern positions twice.
The department does not issue a Request for Proposal (RFP) for this program. As a result,
there is not equal access for other organizations and the department may not be receiving
optimum value for money.
5-A-4-6 Self-Employment Assistance
Clients have to visit three separate service providers (EAS office, SEB Coordinator and
AES) in order to obtain funding under this program. As a result, the current client service
model is not efficient and is not convenient for clients.
Because there are multiple service providers involved in program delivery the monitoring is
not integrated - EAS monitors the client, SEB Coordinator monitors the business, AES
monitors the financial supports. As a result of the lack of integration of monitoring, the
determination of the adequacy of the program outcomes is more difficult.
5-A-4-7 Employment Counseling
Because the CSMS and CAPS systems are not integrated, information necessary to
determine the program outcomes is not readily available.
Although AES has responsibility to offer employment counseling services to individuals
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through its various divisions, the department has not developed a standard approach to
employment counseling for all client populations to help ensure consistency within the
department. As a result, employment counseling services may vary among department
divisions.
The department does not have a formalized process to capture labour market information on
supply and demand and determine departmental funding priorities which should then be
communicated during the employment counseling process.
There are situations where two Return To Work Action Plans (RTWAP) may be prepared for
an individual to access funding. For example, although a RTWAP may be prepared for an
LMDA client and recorded in the federal CSGC system, if that individual requires funding
from a CEYS program another RTWAP has to be prepared because CEYS staff do not have
access to the CSGC system and vice versa. This results in frustration for clients and
duplication of effort for staff.
The department does not attempt to provide training and information sessions in innovative
and responsive ways such as through the use of the internet, group format and in the evening.
Instead services are provided during normal working hours on an individual basis. As a
result, the department is not as efficient and effective as it could be in providing its services.
Although the department has 12 certified trainers in career counseling who have trained 68
front line staff to date, because the department has not developed a formalized training plan,
it is not possible to determine if the extent of training provided is adequate.
5-A-4-8 Community Partners – Employment Development Supports (EDS)
Historically, the department has been more reactive than proactive and as a result has funded
many projects proposed by 3rd party agencies vs. being proactive and identifying the
department’s priorities and having a call for proposals to identify the most suitable 3rd party
agency to deliver a project.
Once a 3rd party agency is approved for funding, historically the department continues to
provide funding on an annual basis to that agency without regard for the continued need for
the program. Therefore, new initiatives which may have more merit cannot be funded
because the existing budget is committed to maintain current contracts. Currently funding is
provided in the context of “Once you’re in, you’re in.”
A number of 3rd party agencies have multiple contracts with the department. As a result,
agencies receive administration fees for each contract, staff have to process and monitor
multiple contracts, and because multiple staff may be involved in the process it is more
difficult for the department to ensure that no duplicate funding is provided e.g. bookkeeper
salary funded more than once.
5-A-5 Income Assistance
5-A-5-1 Income Support – Program Administration (Monthly Benefits)
There are inconsistent benefits to income support clients within and across regions, as a
result of different interpretation of policy and procedure.
Differences in service delivery models between regions. While the Avalon region operates
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on a service based model for the majority of its clients, the other three regions operate on a
case based model for the majority of their clients. In a service based model there is no client
ownership and as a result there may be an issue with accountability. However in the current
case base model found throughout the province with caseloads of 400+, accountability may
also be an issue.
The current policy and procedure manual should have an electronic search engine. (Currently
being actively worked upon)
The department has not aggressively promoted moving income support clients from income
support to an attachment to the labour market. There are a number of contributing factors;
traditionally employment opportunities were limited in many communities, there has been no
legislation mandating clients to participate, and the current process has been a passive
response in all areas.
The department’s current telephone system has limitations in that:
- Offices within and across regions cannot share queues/calls as a result we cannot share
resources to support incoming call traffic.
- Calls cannot be routed to staff based on staff skill sets, calls are routed to queues where
they are answered by the next available worker who may not be best skilled for that call.
- Staff can only be assigned to one queue at a time, a worker could be waiting for a call to
come into their queue while in another queue there may be calls waiting to be answered.
- Assigning staff to different queues is a manual process and requires close monitoring and
manual intervention.
- Limited self-management capability, we are still dependent on the vendor for many
changes to our phone configuration eg. Changes to menu options and schedules for office
closures. Each change requested in the system requires a work order and is an additional
cost to the department.
- Limited call monitoring capability, no ability to record calls for quality assurance or
training purposes.
With the exception of the email account which has a standard 24 hour turn around time, the
department no longer has formalized service standards. It is critical that standards are
developed and are measureable to determine efficiency of service provided.
KIVs in the income support database continue to accumulate unactioned because staff do not
have time to address them. (Some analysis and recommendations have been completed on
this issue)
The use of screeners (CSO - GS 34) in two regions (Central and Western) results in the lack
of utilization of the CSO skill set.
The current application for income support is a financial assessment for income support
eligibility and does not assess the client’s employability. A separate process is in place to
determine this need and the two processes should be combined into one application for
service.
Currently, only 28% of income support clients are utilizing direct deposit. The use of direct
deposit would reduce workload, avoid mail disruption, improve delivery, and reduce costs.
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(Currently, there is a pilot in central region to increase the take up of direct deposit for new
and reopened cases, this will be province wide by Nov. 1, 2012)
Recommendations of the Service Delivery Improvement Team relating to Income Support
are not always approved and/or implemented on a timely basis. (This may be due to a
number of reasons including system changes, as well as staff and financial resources). In
addition when recommendations are implemented, there is no formal process for monitoring
the effectiveness of the change.
The current process/workflow around payment of invoices is complicated and service
providers often have to wait for payment of services provided. For example, approval for a
taxi trip in Avalon requires a manual authorization number (TCN) while awaiting a verified
SA # in order to ensure the timely approval of transportation for a client. This is additional
work required by staff.
5-A-5-1-ii Emergency Assistance
There is no requirement for CSOs to meet with income support clients who have multiple
requests for emergency assistance. Such a meeting would determine underlying issues and
possible interventions required to address the numerous requests for emergency assistance.
5-A-5-1-iii Special Needs/Other Benefits
The housekeeping allowance has had issues in that amounts paid are not consistent across
regions.
5-A-5-2 Health Related Benefits
The department has to provide eligibility confirmation to the Department of Health and
Community Services (HCS) on a number of benefits because certain field staff within HCS
do not have access to CAPS. As a result, staff at AES are involved in a confirmation
process that could be handled by the Department of Health staff.
Currently in the Avalon region CSOs have to use a Taxi Confirmation Number (TCN) to
authorize a client’s medical transportation with a service provider because they cannot obtain
a service authorization from CAPS. A service authorization number from CAPS can only be
generated after a PAU verifies the request in CAPS. As a result, there is a duplication of
effort in obtaining a TCN and the service authorization number.
AES is responsible for providing dietary supplements (e.g. Boost) to income support clients
and is required to obtain the products from the Health Care Corporation. The arrangement
sometimes results in clients not receiving their dietary supplements when they are required
because the Corporation has set delivery schedules. When clients do not receive their dietary
supplements they contact AES staff who are then required to issue emergency assistance.
This can be a cumbersome process which can also result in poor client service and
unnecessary costs.
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Because CAPS has a dollar threshold which cannot be exceeded, CSOs are required to
complete multiple service authorizations in order to commit the funds. This results in a waste
of CSO time.
AES continues to be responsible for determining financial eligibility for non IS clients who
require hearing aids, prosthetics and orthotics. In 2009, HCS changed the parameters of their
Special Assistance Program (SAP) and now the public can apply directly to HCS for
approval (previously AES completed the financial eligibility test for these non clients).
However, the three pieces as outlined remained, as these were considered to be separate
programs from the SAP. This is additional work for AES staff and requires that residents of
the province with no affiliation to the department, apply to AES in order to be funded by
HCS.
AES is also providing supplementary benefits (medical transportation and vision care) to
HCS clients (usually home support clients or those in long term care facilities) who are not in
receipt of IS. This was an agreement from the split of the Dept of Social Services many years
ago. Again, these are clients with no attachment to AES who are seeking services because of
their HCS eligible status. Significant work effort by staff, and poses some issue with
remaining compliant with the Regulations.
AES currently pays for all ambulance bills (patient fee portion) for IS and HCS clients. From
a business process point of view, this is cumbersome and bureaucratic. Eastern Health pays
the ambulance providers the full eligible amount upon receipt of the invoices. EH then bills
AES for their portion by region(IS and HCS clients), who then pays the 4 separate RHA’s
the required amounts. AES has no way to verify the eligibility for HCS clients and simply
takes the invoices at face value. The last analysis showed that 65-70% of the clients
receiving ambulance services were strictly HCS clients with no affiliation to AES.
5-A-5-3 Mother Baby Nutritional Supplement
Overpayments are not recorded as recoverable amounts. This situation can be attributed to
payments for the prenatal component being made outside of CAPS and therefore there is no
readily available mechanism to record and collect overpayments.
CAPS is not being used to administer the MBNS benefit. As a result, separate cheques have
to be issued for the benefit even though it could be included, for income support clients, on
their bi-weekly cheques.
5-A-5-4 Newfoundland and Labrador Child Benefit (NLCB)
Client Service Managers (CSM) are required to get a report from the CAPS system in order
for the manager to ensure that staff are assessing clients for continued eligibility of financial
benefits. The managers are required to also run reports on other aspects of program delivery.
However, there is no automated process to provide managers with the reports they require.
As a result, there is an increased risk that managers, due to competing demands, may miss a
report deadline which can result in reduced client service.
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There are issues with the reports (currently being worked on) but based on the MOU which
identifies the fields which can be shared - this poses some problems.
Although staff are required to consider retroactive payments provided by CRA to determine
the impact on income support, the “covering periods” required for that determination are not
indicated on the CRA reports.
5-A-6 Social Supports
5-A-6-2 Emergency Shelter Services
Although the department sometimes requires the use of a private shelter, (some averaging
$157,000 per year) the department does not issue a formal call for services to determine
whether other individuals may wish to provide this service.
Although the department funds shelters for homeless individuals, these shelters may refuse
certain individuals due to known behavior issues that could result in damage to the shelter
and possible safety issues for the staff. As a result of initially funding the shelter, the
department effectively pays twice for shelter when an individual has to be placed elsewhere
(e.g. hotel).
The department has block funding arrangements with some service providers and per diem
funding arrangements with others. Some of the per diem rates appear high.
5-A-6-3 Emergency Social Services – ESS (Disaster Services)
The department does not have a contingency plan in place to clearly outline how either
regular duties of staff assigned to ESS will be completed or how any backlog of work will be
addressed.
5-A-6-5 Allied Youth (AY)
The department has not yet determined how youth engagement activities currently funded by
the department will be included in the department’s new mandate.
5-A-6-6 Community Youth Network (CYN)
The Goss Gilroy report of November 2010 has not been signed off by the department and as
a result all of the recommendations have not been implemented.
Up until the 2012 fiscal year surplus funds were reallocated to CYNs on a mathematical
basis without identification of specific need.
5-A-6-7 Grants to Youth Organizations
The demand for this program exceeds current budget allocation.
Funding to organizations is an expectation from year to year once approved. As a result, new
initiatives which may have more merit do not always be considered for approval due to
existing budget commitments.
5-A-6-8 DPO: Accessibility Grants Program
The objectives of the program are not aligned with the core mandate of AES.
Although the office is designed to develop and implement policy across all departments, it is
currently responsible for delivering this program even though there are no program staff.
5-A-6-9 DPO: Accessible Vehicle Grants program
The objectives of the program are not aligned with the core mandate of AES.
Although the office is designed to develop and implement policy across all departments, it is
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currently responsible for delivering this program even though there are no program staff.
5-A-6-10 Social Work Services
Although the role of LSWs is defined, the scope of services they are required to provide
appears to be too broad to address clients’ needs. As a result, some clients’ needs may not be
addressed.
Twenty AES Social Workers are currently working in partnership with the Department of
Justice to provide services to residents seeking support or assistance with custody and access.
There is some concern that AES clients may not get priority. As well, this arrangement is
currently undergoing some transitions and staff are awaiting the outcome of these changes.
5-B-1 Education & External Liaison
5-B-1-1 Curriculum
The department relies on subject matter experts to provide advice on industry requirements.
These individuals are required to provide their time either by taking time from work or
meeting after regular work hours. Currently, these individuals are compensated at $10 per
hour. As a result, the department is having difficulty recruiting experienced subject matter
experts for this important piece of work.
The current data base requires manual input of all approved curriculum into the
Apprenticeship Information Management System (AIMS). Other information such as an
individual’s practical skill progress towards Journeyperson status cannot be readily obtained
in AIMS.
Invest in database capable of providing necessary tracking information, statistics and
reporting mechanisms.
5-B-1-3 Instructor Certification
The current data base does not readily provide all information necessary to manage the
program. Furthermore, although as part of the red tape reduction initiatives, an electronic
transfer process from the private training institutions was proposed, it was never
implemented.
5-B-1-4 Memorial University
Because MUN has operational autonomy and academic freedom, in most cases they make
the determination as to whether or not they will fully participate in any proposed initiatives.
As a result, there are instances where the department is not able to fully implement identified
initiatives (e.g. core mandate review where MUN did not submit the required phase 2
proposals).
5-B-1-5 College of the North Atlantic (CNA)
The department has not formalized its overall approach to how labour market supply and
demand information will inform and influence training and related funding priorities. As a
result, government has not clearly articulated its position around the roles and responsibilities
of the public and private colleges, which has resulted in duplication of programs, gaps in
training and over expenditure in certain LMDA programs.
Although the department accumulates labour market supply and demand information various
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divisions (e.g. LMDA, Advanced Studies) the information is not formally shared to facilitate
effective decision making.
5-B-1-6 Private Training Unit
The department has not formalized its overall approach to how labour market supply and
demand information will inform and influence training and related funding priorities. As a
result, government has not clearly articulated its position around the roles and responsibilities
of the public and private colleges, which has resulted in duplication of programs, gaps in
training and over expenditure in certain LMDA programs.
Although the department accumulates labour market supply and demand information via
various divisions (e.g. LMDA, AS) the information is not formally shared to facilitate
effective decision making.
The department does not publicly post issues of non-compliance by PTIs to better inform the
general public. As a result, the general public may not have adequate information to make
an informed decision.
Currently the division does not have either an electronic record tracking system (e.g. TRIM)
or an information management protocol to allow more efficient file management. As a
result, much of the staff’s time is tied up with file management.
Policies and procedures related to staff duties have not been formally documented. As a
result, there is no consolidated source of material to guide staff in the performance of their
work.
The Operations Manual for PTIs is in need of updating. As a result, there is a discrepancy
between current practice and the document as it currently exists.
There are situations where, although the division requires an industry expert from the
Apprenticeship and Trade Certification division (ATCD), the ATCD refuses to provide the
experts because the program in question is not a currently apprenticeable trade. As a result,
site visits are conducted without industry assurance that the program curriculum and
resources meet industry requirements.
Although the Student Aid division requires private training institutions to submit annual
improvement plans to address repayment rate issues, there is no formal protocol which
requires the information to be shared with the Superintendent of Private Training Institutions.
Although there are references within the 2011 SFS Designation Policy to private training
institutions being required to adhere to legislative requirements under the Private Training
Institutions Act and Regulations, there has been no consultation between divisions on the
information provided to SFS by private training institutions or the outcomes of related SFS
audits. As a result, the department is at risk of providing inconsistent direction in that, while
the Superintendent may have concerns with a particular campus, the Director of Student Aid
at the same time may acknowledge continued student aid designation for that campus.
Furthermore, although the Apprenticeship and Training Certification division requires
private training institutions to voluntary adhere to an accreditation process which includes
site visits, student surveys, and submission of annual reports, there is no formal protocol
which requires the information to be share with the Superintendent of Private Training
Institutions. As a result, the department currently has three different divisions contacting
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private training institutions for information with no consultation to ensure there is no
overlap.
5-B-1-7 Interprovincial Red Seal (Apprenticeship) Program
Although the province is required to participate in the ongoing development of national red
seal products, there are situations where the required approval is not granted. As a result, the
province’s access to red seal certified products could be impacted.
5-B-1-8 Power Engineering
The current information system (microcomputer based) provides limited tracking
information, statistics and reports.
5-B-1-9 Foreign Qualifications Recognition
Although the federal government had allocated $800,000 in 2009 to be spent by the province
related to foreign qualification recognition initiative, the department has still not received the
funding because it is still in negotiations with the federal government. It is important to note
that other jurisdictions have received the funding and are proceeding with the initiative.
Although the province is invited to participate in the ongoing development of foreign
qualifications recognition, there are situations where the required approval is not granted. As
a result, the province is not able to present its views with regard to foreign qualification
recognition.
5-B-1-10 International Education
Currently there is no direct institutional monitoring of international students at the post
secondary level. However, the changes being put forward by Citizenship and Immigration
Canada (CIC) will result in a significant increase in the level of monitoring, reporting and
evaluation required.
The department has not established a strategic process for the identification of priority
occupations that could be addressed through the targeted recruitment of international
students.
The department has not identified specialized training programs already established in other
countries that could be accessed by NL students to address the current and upcoming skill
gaps.
Currently there is no formalized communication protocol among the divisions of Institutional
Services (International Education), OIM (Immigration), Skills Development (Foreign
Qualification Recognition and Labour Mobility) and LMDA (labour market supply and
demand).
5-B-1-11 Labour Mobility
Although the province is invited to participate in Labour Mobility Coordinating Group
meetings, there are situations where the required approval is not granted. As a result, the
province is not able to present its views with regard to labour mobility issues.
5-B-1-12 Trade Qualifier
The AIMS system used to track clients does not have the capability to inform staff of a
required future action such as monitoring certificate renewal after five years to determine the
trade activity. As a result, the department is not aware of whether clients made a long term
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attachment to their certified trade.
The TQ assessment process is currently separate from other client assessment processes
within the department. As a result, TQ clients may not be availing of other departmental
programs to support their employment and education needs.
Although the division has set a standard of a five day turn around time for completion of
application assessment, the standard is seldom met. As a result, client services is not at its
optimum
5-B-2 Workforce Development
5-B-2-1 Career Work Centres
In locations where LMDA funded 3rd party service providers also operate, it may be that
individuals go to those offices to access services instead of accessing services at a CWC, in
particular where 3rd party service providers were established prior to the CWC (e.g.
Dunville).
The department has provided limited marketing of the CWC for the supports and services
offered which has resulted in limited usage, in particular, in some of the more rural CWC
locations.
Although the department may consider the number of in person visits to the CWC as an
indicator of success, given the increase use of technology obtaining access to departmental
services, individuals do not necessarily need an in person visit.
A significant number of the "in-person" visits (~80%) are associated with Income Support
clients who are coming into the sites for administrative reasons related to Income Support.
There are no Income Support staffing resources assigned to the CWC front-end reception.
Due to the high volume of such clients, this results in a lot of interaction/responding to IS
client caseload issues as opposed to the provision of/access to employment and training
resources and supports at the Centers.
There is no formalized business model for the CWC, and as a result there are variances in the
organization structure, the services offered and front line responsibilities across CWCs. For
example, student aid has presence in four CWCs. Furthermore, upon initial set-up, there were
no designated resources assigned for the CWCs which further compounds regional/CWC
differences as the regions attempt to provide CWC services within existing resource base.
5-B-2-2 Labour Market Research
Staff have indicated that the current labour market information does not provide adequate
localized labour market information to supplement current regional and provincial data. For
example, while labour market information on the Avalon peninsula may be considered
adequate, information on a particular community is not readily available.
There has not been any rationalization as to either the type of labour market information
required or the resources necessary to collect, analyse and disseminate the information.
Relevant staff have limited expertise in the interpretation and analysis of labour market
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information and reports provided.
Although AES currently has multiple staff (e.g., LMDOs, PDOs, CSOs, and Hotline staff)
who interact directly with employers and industry, the information gathered is not always
shared among staff nor are the employer or industry contacts coordinated. This can result in
overlap and duplication.
Although current labour market information is available within AES, it is not provided to all
staff who require the information as part of their duties.
AES currently has multiple labour market research activities (advanced skills division and
labour market division) with limited interaction, resulting in limited sharing of information
and duplication of effort.
5-B-2-3 Strengthening Partnerships
At an Apprenticeship Forum, it was indicated that the department was not responsive in a
timely manner to stakeholder requests for information. Furthermore, stakeholders indicated
that in many instances it took many calls or emails in order to make contact with
departmental staff.
The skill set of the eight PDOs in the Regional offices is not being utilized effectively.
Currently, PDOs (GS 42) are involved in administrative duties and as a result, do not spend
an adequate amount of their time working directly with employers and apprentices.
There is no integration of PDOs within the department’s current program administration,
which results in a disjointed service delivery approach. For example, PDOs are not located
in AES offices across the province and do not have ongoing contact with other AES front
line staff.
The Apprenticeship Information Management System (AIMS) is not effective, timely or
efficient in providing information necessary to track, monitor and report on the
apprenticeship program.
Apprentices do not have online access to departmental information necessary for them to
determine their apprenticeship status. As a result PDOs have to respond to the inquiries
which is not an optimal utilization of their skill set.
The department does not currently post its apprenticeship block training schedule so that
employers and apprentices can plan in advance to allow apprentices to attend block training
toward Journeyperson certification. As a result, the uptake on advance level apprenticeship
training is not as high as would be expected.
Because block training funding is on an individual basis through LMDA, when the uptake is
lower than anticipated for the class, the training can be either cancelled or rescheduled by the
training institution. This has a negative impact for both the employer and apprentice,
reduces confidence in the program and likely results in fewer apprentices obtaining
journeyperson certification.
The department does not consider where the pools of apprentices are currently located with a
view to ensuring that the necessary advanced level training for certification is available
within the area they work. As a result, there are situations where the advanced training is
only available in areas outside the apprentice’s place of work e.g. plumbing available only in
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Bonavista.
Although some suppliers have indicated a desire to have a “direct entry” path as a way to
train for a trade or industry career, the department has not pursued this method. Having a
direct entry system could result in an increase in apprentices in certain occupations.
Not all employers receive funding through AWS because there are insufficient funds for all
employers to receive this subsidy. As a result, there may not be as many apprentices hired.
The department does not match apprentices with prospective employers to facilitate
attachment to the labour market. As a result, there may be apprentices who cannot find
employment and vice versa.
The department has not been clear on the expectations of outcomes regarding interactions
with key stakeholders. As a result, it is not possible to determine whether the department has
been effective in its partnership with stakeholders.
Although, there are multiple divisions within the department responsible for employer
engagement, they are not integrated or coordinated to ensure that engagement with
employers is optimized.
5-B-2-4 Environmental Assessment
Although the LMD division reviews these potential projects, the information is not shared
across AES to ensure that the implications on the labour market related to proposed projects
is strategically considered.
Currently the LMD is responsible to provide input into the environmental assessment;
however, it may be more appropriate for the Workforce Development Secretariat to lead this
review.
5-B-2-5 Skills Task Force
The Industry Coordinating Committee is inactive and as a result little work has been
performed relative to the skills trade component of a progressive HR strategy as envisaged in
the Skills Task Force report. Furthermore, as a result of its inactivity, there has been
inadequate stakeholder engagement to gather and disseminate current information around
labour market needs and skill requirements used to determine post-secondary academic
planning.
5-B-2-6 Employer/Apprentice Recognition Awards
Although the department has other employer recognition awards, there is no consideration
given to coordinating the initiatives.
5-B-3 Corporate Services
5-B-3-1 Student Loan Corporation
Student Financial Services Act & Regulations, federal/provincial integration agreement, loan
portfolio size, segmentation and maturity of the loan portfolio will need to be considered
with other collection services within Advanced Education & Skills.
5-B-3-2 Document Processing Unit (DPU) – Records Management
Currently email correspondence over one page cannot be directly exported to TRIM. Instead
staff are required to print the email and then scan it. As a result, the process is inefficient and
results in a waste of staff’s time.
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5-B-3-3 Finance – Accounts Payable (A/P)
There are inconsistencies between how CAPS and non-CAPS invoices are processed. Non-
CAPS invoices recorded in Oracle are processed by the Controller Generals Office, while
CAPS invoices are processed in the department.
5-B-3-4 Finance – Accounts Receivable (A/R)
The current collections system is dated and does not provide information necessary to
adequately manage the program.
Currently, collections is completed in two different divisions, Finance and Student Loan
Corporation with different systems to capture the information.
The department could increase its focus on activities such as federal setoff, MRD, and
Government Services which result in increased payments.
LMDA overpayments have to be identified by LMDA staff and communicated to Accounts
Receivable via email. A/R staff enter the overpayment in CAPS for monitoring and follow
up. There is an increased risk that an overpayment could go undetected.
The LMDA business process of providing upfront funding and requiring a subsequent receipt
results in more overpayments than the CEYS business process model of issuing service
authorizations and paying the invoices.
5-B-3-5 Finance – Client Payment Services
Currently, in order to ensure that all clients receive income support by the required date,
cheques are issued such that, in most instances, they are received a day before the due date.
This has been identified by staff as a potential disincentive for income support clients to
accept direct deposit because, in their opinion, clients would not want to receive their
payment a day later which would be the case with direct deposit.
The department has committed to have 80% of income support payments on direct deposit
for recurring cheques by March 2014.
For one time payments, it is not currently possible to pay clients via direct deposit because
Government’s Financial system (FMS) can’t capture direct deposit information for one time
vendors, it is a system limitation. Unless the client is on recurring pay or set up as a vendor,
direct deposit is not possible.
5-B-3-6 Eligibility Assurance Unit (EAU)
Although issues identified during the interface process (e.g. CRA, EI and WHSCC) require
resolution, staff have not been provided with clear procedures to ensure consistency in the
documentation necessary for resolution. As a result, the documentation on file to support a
resolution can vary significantly.
When staff obtain information necessary to resolve an issue identified during the interface
process the resulting adjustment can vary depending on the interpretation of the staff. The
inconsistent interpretation can be attributed to lack of training and guidance.
Some EAU CSOs in the Central and Western regions may also be responsible for issuance of
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non-recurring income support (mailback). This impacts their ability to focus on EAU
responsibilities.
Although there are policies and procedures to assist staff in the calculation of overpayments,
a team currently established to review the process has identified significant issues relating to
the consistency in the determination of recoverable amounts. As a result, it is possible that
some of the amounts set up as recoverable from clients are incorrect – either over or under.
Although EAU CSOs record anticipated savings in the Investigator Tracking System (ITS),
there is no automated checking with other systems to identify subsequent required
adjustments to the anticipated savings. As a result, the anticipated savings identified are
likely not accurate.
Although anticipated savings of EAUs is recorded, the information is not currently used in a
determination of the cost benefit of the EAU initiative.
Although the Telephone Eligibility Confirmation (TEC) staff (administrative staff) perform
similar duties as the EAU cycle review staff, they do not have the ability to action required
changes. Instead, the TEC staff send the required change request to a CSO for action. As a
result, the process is not as streamlined as it could be.
There is no deterrent for clients who defraud the department; overpayments are set up on
clients files where the maximum that can be recouped is 5% of their regular benefits
regardless of the amount of the accounts receivable. While legislation and policy provide for
penalties for non-compliance, it has primarily focused on overpayment creation and
recovery. Very few cases have been prosecuted in recent years, even when the non-
compliance dollar value is high or where there are significant repeat offenders.
5-B-3-7 Pay Authorization Unit (PAU)
Currently the PAU staff report to an Income Support Manager even though they also review
CEYS payments in CAPS.
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Appendix D - Summary of Quick Wins
5-A-1 LabourMarket Development
5-A-1-1 JOBS in NL
An interface between the two employment websites to allow for electronic transfer of job
ads.
Including links on JOBSinNL.ca to the other AES employment related services, such as
wage subsidies, NL HR Manager, and Student Employment Programs.
5-A-1-5 SmartForce NL
The department could ensure that all government departments are made aware of SmartForce
NL.
5-A-1-6 Labour Market Partnerships
Establish a formal assessment committee and ensure that all decisions are formally
documented.
5-A-1-9 Provincial Nominee Program (PNP)
The division could give primary consideration to addressing the province’s labour market
needs when assessing PNP applications.
5-A-1-11 International Graduate Retention Incentive Program (IGRIP)
Consolidate the program with other graduate incentive programs.
5-A-1-12 Youth Apprenticeship Program Pilot
The department could ensure that all initiatives (Student Aid, CDPI and this program) are
focused and coordinated to ensure optimal services delivery.
5-A-2 Work Experience
5-A-2-1 Graduate Employment Program
Online application process for wage subsidies (Graduate Employment Program, NL Works,
NL Wage Subsidy, Wage Subsidy for Persons with Disabilities).
The GTEP program can be either consolidated with the Graduate Employment Program or
eliminated in order to reduce unnecessary administration costs and simplify the services
offered by AES.
5-A-2-2 MUN-Graduate Transition to Employment (GTEP) Program
Merge the GTEP program with the existing GEP program.
5-A-2-5 Wage Subsidy for Persons with Disabilities
The policy to align Training Services graduates to this program on a priority basis should be
formalized and strictly enforced.
5-A-2-7 Apprenticeship Wage Subsidy
Transfer the management of the Apprenticeship Wage Subsidy program to the Industrial
Training Division.
5-A-2-8 Women in Trades
Establish and enforce reporting requirements relating to female apprentices.
5-A-2-13 Job Creation Partnerships
Eliminate the need for a Return to Work Action Plan for JCP participants.
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5-A-2-19 Co-op and Internship Employment Programs for Post-Secondary
A single contract with each institution.
5-A-2-20 School to Work Transitions for Persons with Disabilities
The department could consider the transfer of administration of individual supports currently
being completed by provincial and regional staff to 3rd
party agencies.
5-A-2-21 Supported Employment – Job Trainers
The department could consider the transfer of administration of individual supports currently
being completed by provincial and regional staff to 3rd
party agencies.
5-A-3 Education, Training & Related Supports
5-A-3-3 Apprenticeship Program
The department could consider creating a formal line of communication between The
Apprenticeship and Trade Certification Division and The Institutional Services Division to
assist in the provision of appropriate services for apprentices and trade qualifiers.
The department could post scheduled block training on its web page.
5-A-3-5 ABE
The department should consider a formal communication protocol among CEYS, LMD and
Adult Literacy divisions
5-A-3-6 Student Financial Services Division (SFSD) – Loans and Grants
Automated forms and letters and the students online account could be revised.
Infrastructure with modifications is currently in place to support these enhancements.
A Smartphone application could be implemented.
5-A-3-7 ABE Supports
Income support ABE clients should be monitored to determine their program progress.
The department should consider the current differences in stipends for clients participating in
employment/education interventions with a view to ensuring a more consistent approach.
5-A-3-11 PLAR/Essential Skills
Increased consistency across colleges involved in the PLAR process. Identification of
practical skills where competency has been achieved and identify gaps and required training
needed to fill those gaps. Reduce number of attempts an individual will need on a
certification exam to achieve journeyperson certification.
5-A-3-12 Career Development Partnership Initiative
The department could determine what it wants to do with the promotional material developed
for CDPI.
5-A-3-13 Employment Assistance Services
The department could develop standardized EAS agreements which include standardized
rates, eligible costs and ratios of clients served.
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5-A-4 Employment Supports
5-A-4-1 Employment Development Supports (EDS)
Program information could be made available on line.
The department should take the initiative to introduce more innovative and responsive ways
to interact with clients e.g. email, videoconferencing, web based and group sessions.
5-A-4-2 Employment Development Supports (EDS) Expansion – Labour Market Agreement
Program information could be made available on line.
The department should take the initiative to introduce more innovative and responsive ways
to interact with clients e.g. email, videoconferencing, web based and group sessions.
5-A-4-3 Employment Related Benefits
The department should consider the feasibility of expanding the availability of TOMS to
include such groups as working clients with fluctuating earnings and clients on non-recurring
pay awaiting transfer to recurring pay.
Information on referrals from the income support division should be reported back to the
division to ensure that staff are aware of the outcome of the referral.
5-A-4-5 Internships to Promote Technology for Persons with Disabilities
The department could prorate funding in instances where the target number of clients to be
served has not been met.
The department could consider issuing a Request for Proposals for the Internships to
Promote Technology for Persons with Disabilities program.
5-A-4-7 Employment Counseling
The department has a team of trainers who are able to provide the training necessary for staff
to be certified as career practitioners. Currently, 80 staff are certified and it would be
necessary to identify other staff requiring this training and to what extent.
5-A-4-8 Community Partners – Employment Development Supports (EDS)
Additional contract requests could be incorporated into existing contracts via amendments to
avoid duplicate administration funding.
5-A-5 Income Assistance
5-A-5-1 Income Support – Program Administration (Monthly Benefits)
Improve communication and sharing of information between income support and other
departmental divisions.
Implement mandatory direct deposit for new and reopened cases as Phase 1 which is
currently underway. Phase 2 would target existing cases.
Implement a search engine for the current policy and procedure manual.
Elimination of any unnecessary phone systems currently in use for on call services.
5-A-5-1-ii Emergency Assistance
The department should determine whether there is a more consistent approach to determine
the amount of emergency assistance to be provided to a client and whether the amount has to
be repaid.
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5-A-5-2 Health Related Benefits
The current dollar threshold in CAPS related to authorization of health related benefits
should be reviewed to determine whether it is appropriate.
5-A-5-4 Newfoundland and Labrador Child Benefit (NLCB)
The department should consider implementing an automated process (e.g. email) to assist
managers in obtaining the reports required to ensure quality service for clients.
The department should consider whether the interface information available from CRA could
include the “covering periods” of the retroactive payments.
5-A-6 Social Supports
5-A-6-3 Emergency Social Services – ESS (Disaster Services)
The department could consider identifying core staff to be part of an emergency team.
5-B-1 Education & External Liaison
5-B-1-1 Curriculum
The department could determine whether the $10 per hour compensation currently being
provided is reasonable.
5-B-1-5 College of the North Atlantic (CNA)
AES Executive to meet with CNA Executive to define expectations and set meaningful goals
and targets.
The department could develop a formalized approach to the distribution/dissemination of
labour market supply and demand information.
5-B-1-6 Private Training Unit
The department could consider publicly posting non-compliance by PTIs.
The division should continue with its efforts to formally consolidate policies and procedures
for staff and upgrade its standards and guidelines for PTIs.
The division should continue with its effort to update the Operations Manual for PTIs.
The department should ensure that protocols are in place to clarify what information various
AES divisions require from private training institutions and to share information across
divisions to avoid the risk of duplication and inconsistent decisions concerning private
training institutions.
5-B-1-12 Trade Qualifier
The department could consider integrating the TQ assessment process with other
departmental assessments.
5-B-2 Workforce Development
5-B-2-1 Career Work Centres.
Signage for Career Work Centres.
5-B-2-2 Labour Market Research
Labour market information should be provided to all relevant staff along with an overview
on appropriate usage.
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5-B-2-3 Strengthening Partnerships
Post the apprenticeship block training schedule to the department’s website.
5-B-2-4 Environmental Assessment
The department could consider the merits of having the Workforce Development Secretariat
lead the environmental assessment reviews and ensure that the information is shared and
strategically considered.
5-B-2-5 Skills Task Force
Decide whether the ICC should be reconstituted or whether the Workforce Development
Secretariat should perform that function.
5-B-2-6 Employer/Apprentice Recognition Awards
The department could establish clear criteria for the selection of employers to receive an
award.
5-B-3 Corporate Services
5-B-3-5 Client Payment Services
The department could, effective immediately, not issue income support payments until they
are due. By introducing this measure, it may be seen as an incentive by clients to move to
direct deposit.
5-B-3-6 Eligibility Assurance Unit (EAU)
The Income Support division could determine whether the issuance of non-recurring income
support (mailback) should continue within the EAU.
5-B-3-7 Pay Authorization Unit (PAU)
The department should determine whether there is a need for the PAU staff to review CEYS
payments.
Appendix D
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Appendix E
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Appendix E - Summary of Streamlining & Consolidation Opportunities
5-A-1 LabourMarket Development
5-A-1-1 JOBS in NL
Including links on JOBSinNL.ca to the other AES employment related services, such as
wage subsidies, NL HR Manager, and Student Employment Programs.
Electronic matching of resumes to job opportunities would provide job seekers with more
immediate and relevant potential job opportunities.
Allowing reputable employers to enter job postings via password would allow jobs to be
posted more quickly and entice larger organizations to avail of the service, while reducing
the amount of required internal administration.
5-A-1-2 Labour Market and Career Information Hotline
AES should consider consolidation of similar services across the department.
Potential for combination with other 1-800 services
Potential to combine call centre functions from across dept.
Could this be the secondary service to the online service presence?
5-A-1-3 NL HR Manager
The department could consider the similarities of services being provided to employers by
the department and IBRD.
5-A-1-6 Labour Market Partnerships
The department should consider having this program, along with other similar programs such
as Job skills/Essential Skills and community partnerships funding delivered by one group.
5-A-1-9 Provincial Nominee Program (PNP)
The program could be delivered with other employment programs.
5-A-1-10 NL Settlement & Integration Program - NLSIP (Grants & Contribution)
The department could consider consolidating the grants process into a grant administration
division.
5-A-1-11 International Graduate Retention Incentive Program (IGRIP)
If the program continues it could be consolidated with other graduate incentive programs.
5-A-1-12 Youth Apprenticeship Program Pilot
The department could ensure that all initiatives (Student Aid, CDPI and this program) are
focused and coordinated to ensure optimal services delivery.
5-A-2 Work Experience
5-A-2-1 Graduate Employment Program
The committee is currently reviewing the following for all wage subsidy, voucher and
stipend programs:
- client intake and assessment requirements;
- funding supports; and
- a single application with the possibility of an online application process
Additional work will be required to:
- streamline/standardize the level of funding supports provided to clients; and
- develop a standardized Evaluation Plan
Appendix E
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Appendix E - Summary of Streamlining & Consolidation Opportunities
Cross training will be required for front line staff to assist in the administration of all wage
subsidy programs.
The recently developed Delegation of Authority proposal could be considered and
implemented as appropriate to streamline approval processes.
The frequency of the reimbursement schedule for employers could be reduced, ensuring that
any outstanding amounts are closed off at year end.
While a single wage subsidy application is currently under development, an electronic
transfer of information similar to the process in the Student Aid Management System would
be a significant improvement in business practices.
5-A-2-2 MUN-Graduate Transition to Employment (GTEP) Program
This program could be administered through the AES Regional Offices as part of the parallel
Graduate Employment Program (GEP).
5-A-2-3 NL Works
The committee is currently reviewing the following for all wage subsidy, voucher and
stipend programs:
- client intake and assessment requirements;
- funding supports; and
- a single application with the possibility of an online application process
Additional work will be required to:
- streamline/standardize the level of funding supports provided to clients; and
- develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage
subsidy programs
The recently developed Delegation of Authority proposal could be considered and
implemented as appropriate to streamline approval processes.
The frequency of the reimbursement schedule for employers could be reduced, ensuring that
any outstanding amounts are closed off at year end.
While a single wage subsidy application is currently under development, an electronic
transfer of information similar to the process in the Student Aid Management System would
be a significant improvement in business practices.
5-A-2-4 NL Wage Subsidy
The committee is currently reviewing the following for all wage subsidy, voucher and
stipend programs:
- client intake and assessment requirements;
- funding supports; and
- a single application with the possibility of an online application process
Additional work will be required to:
- streamline/standardize the level of funding supports provided to clients; and
- develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage
subsidy programs
Appendix E
447
Appendix E - Summary of Streamlining & Consolidation Opportunities
The recently developed Delegation of Authority proposal could be considered and
implemented as appropriate to streamline approval processes.
The frequency of the reimbursement schedule for employers could be reduced, ensuring that
any outstanding amounts are closed off at year end.
While a single wage subsidy application is currently under development, an electronic
transfer of information similar to the process in the Student Aid Management System would
be a significant improvement in business practices.
5-A-2-5 Wage Subsidy for Persons with Disabilities
The committee is currently reviewing the following for all wage subsidy, voucher and
stipend programs:
- client intake and assessment requirements;
- funding supports; and
- a single application with the possibility of an online application process
Additional work will be required to:
- streamline/standardize the level of funding supports provided to clients; and
- develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage
subsidy programs
The recently developed Delegation of Authority proposal could be considered and
implemented as appropriate to streamline approval processes.
The frequency of the reimbursement schedule for employers could be reduced, ensuring that
any outstanding amounts are closed off at year end.
While a single wage subsidy application is currently under development, an electronic
transfer of information similar to the process in the Student Aid Management System would
be a significant improvement in business practices.
5-A-2-6 Government Hiring Apprentices Program (GHAP)
Wage Subsidy for Apprentices - Similar objectives and target population.
Could possibly be considered in next round of wage subsidy reviews for
streamlining/consolidation.
5-A-2-7 Apprenticeship Wage Subsidy
The committee is currently reviewing the following for all wage subsidy, voucher and
stipend programs:
- client intake and assessment requirements;
- funding supports; and
- a single application with the possibility of an online application process
Additional work will be required to:
- streamline/standardize the level of funding supports provided to clients; and
- develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage
subsidy programs
Appendix E
448
Appendix E - Summary of Streamlining & Consolidation Opportunities
5-A-2-8 Women in Trades
The committee is currently reviewing the following for all wage subsidy, voucher and
stipend programs:
- client intake and assessment requirements;
- funding supports; and
- a single application with the possibility of an online application process
Additional work will be required to:
- streamline/standardize the level of funding supports provided to clients; and
- develop a standardized Evaluation Plan
Cross training will be required for front line staff to assist in the administration of all wage
subsidy programs
The recently developed Delegation of Authority proposal could be considered and
implemented as appropriate to streamline approval processes.
5-A-2-10 Conservation Corps/Green Team
The department could consider the similarities among other youth grant programs including
SAY, GTYO and CYN and determine whether there could be a consolidation of funding and
service delivery.
5-A-2-11 Linkages
The administration of grants could be centralized.
5-A-2-13 Job Creation Partnerships
Eliminate the need for a Return to Work Action Plan for JCP participants.
The administration of grants could be centralized.
5-A-2-14 CYN Employment Programs (Summer SWASP, Year Round & CEEIS)
Separate CYN funding for Year Round & Summer SWASP could be combined with the
Department’s existing SWASP programming.
5-A-2-15 Student Employment Programs (Level I, II, III)
The program can be consolidated with other employment/work experience initiatives
targeted to students using a common application. Consolidation would simplify the
application process for students and organizations.
5-A-2-16 Student Employment Programs (Non-Profit)
Separate CYN funding for Year Round & Summer SWASP could be combined with the
Department’s existing SWASP programming.
Given that AES delivered this program internally for this first time in 2012, an analysis
should be completed to determine if any efficiencies and intended program outcomes have
been achieved. Based on the outcome of the review, if it is more effective for AES to deliver
these programs, consideration should be given to consolidate other employment/work
experience initiatives targeted to post-secondary students.
5-A-2-17 Student and Work Services Program (SWASP)
Given the similarities, this program could be consolidated with the Graduate Employment
Program.
Appendix E
449
Appendix E - Summary of Streamlining & Consolidation Opportunities
5-A-2-18 Other Student Employment Programs (including MUN/CONA SWASP & PACEE)
Consideration could be given to moving from the provision of a voucher to a completion
bonus, i.e., a cheque to the student at the end of the employment contract.
There are currently four contracts, MUN-PACEE, CNA-PACEE, MUN-SWASP, CNA-
SWASP; however, AES could enter into just two contracts. In addition, opportunities may
exist for bundling of contracts with other similar grants and youth work experience/financial
support programs.
The administration of grants could be centralized.
5-A-2-19 Co-op and Internship Employment Programs for Post-Secondary
Currently AES enters into contracts with the institutions for each initiative. The process
could be streamlined if one contract was entered into with each institution covering all
initiatives.
Alternatively, the funding could be integrated into the Departmental operating grant with
each institution administered by the Advanced Education branch.
5-A-2-20 School to Work Transitions for Persons with Disabilities
The department could consider the transfer of administration of individual supports currently
being completed by provincial and regional staff to 3rd party agencies.
Consideration could be given to incorporating this program with either the Supported
Employment Job Trainers or the department’s student employment programs.
5-A-2-21 Supported Employment – Job Trainers
The department could consider the transfer of administration of individual supports currently
being completed by provincial and regional staff to 3rd
party agencies.
5-A-2-22 Tutoring Program (TFT, IT-TFT, TWEP)
The department could consider having the program delivered by the Department of
Education.
All three tutoring programs could be merged into one for budgetary and administrative
purposes.
5-A-3 Education, Training & Related Supports
5-A-3-1 Job Skills/Essential Workplace Skills
In addition to the Job Skills/Essential Workplace Skills, the department administers a number
of employer based training programs such as Post Journey Specialized Training, and
Bridging the Gap which could be consolidated for delivery purposes.
5-A-3-2 Non-EI Eligible Apprentices
The program could be administered through LMDA given the similarities with the
Apprenticeship block training for EI eligible clients.
5-A-3-3 Apprenticeship Program
The department should consider co-locating regional apprenticeship staff with other existing
departmental staff in career work centres.
5-A-3-4 Skills Development (LMDA Program)
Appendix E
450
Appendix E - Summary of Streamlining & Consolidation Opportunities
The department could develop an integrated approach to assessing financial need and
providing financial supports to clients.
5-A-3-5 ABE
The department could develop a formal protocol for the three divisions involved in the ABE
program to ensure that they communicate and coordinate activities to optimize service
delivery and reduce overall costs.
5-A-3-6 Student Financial Services Division (SFSD) – Loans and Grants
The department should consider having one application and a common assessment for all
programs and services (including persons with disabilities) that utilizes both federal and
provincial funding.
A review of SFA operations and administrative functions should be undertaken if it is
determined that the Student Loan Corporation is a practical fit with the suite of financial
services offered by the department’s corporate service division.
There could be a common financial assessment tool used to determine the level of benefits
clients are entitled to receive.
The department could consider developing service standards for all divisions. In this regard,
current service standards in place at the Student Aid Division, which appear to be effective,
could be considered.
5-A-3-7 ABE Supports
Currently participation in ABE is funded and administered by LMDA, CEYS and AE. As an
alternative, there could be one mechanism for the administration of ABE for all AES clients.
5-A-3-8 LMAPD Training Services
Program in line with Student Aid - both have agreements with HRSDC
Both programs could complement each other. Student Aid is purely Federal up to $10K in
grants, LMAPD funding exceeds that with a provincial-federal agreement that could be
provided in addition.
Looking towards Student Loan program for possible coordination of services in order to
better meet demand. Disability related grants available thru Student Aid. There may be
benefits for the department defining permanently disabled in the same way as student aid for
this program.
5-A-3-9 Post Journey and Specialized Training
All programs approved for post journey training specific to the skilled trades should be
posted on the Apprenticeship and Trades Certification Website via an Apprenticeship
Training Calendar. The calendar would consist of annual post journey and specialized
training registration dates, the enrollment form, training schedules, and time critical updates
regarding registration and technical training. KIV: This could result in significant uptake
increases and result in increased costs.
5-A-3-10 Career and Financial Counseling Services
Appendix E
451
Appendix E - Summary of Streamlining & Consolidation Opportunities
The department could have more integration and sharing of information and services among
career counselors which could lead to an improved level of service.
The department could integrate Regional Information Officers at Student Aid with Career
Development Liaison Officers in the CEYS division to provide a more coordinated approach
to service delivery.
5-A-3-11 PLAR/Essential Skills
The PLAR concept could be applied to all AES clients to ensure formal and informal
qualifications are appropriately recognized in the determination of their employment plans.
5-A-3-12 Career Development Partnership Initiative
The department could consider a formalized approach to coordinate the activities of groups
responsible for visiting schools.
5-A-3-13 Employment Assistance Services
Redirect all AES funded services currently offered through EAS to AES offices.
Determine whether it is necessary for all individuals to complete the RTWAP.
Develop a common assessment tool to streamline the client intake process and enhance the
integration of client services.
The Department could consider and integrated case management system for itself and 3rd
party agencies.
5-A-3-14 Service Agreements for Youth (SAY)
The department could consider the similarities among the SAY, GTYO and CYN and
consolidate the funding and service delivery.
5-A-4 Employment Supports
5-A-4-1 Employment Development Supports (EDS)
To reduce administrative burden, the department should continue with its efforts to develop a
common assessment tool and ensure information is shared among all staff in the department.
Where possible a single point of response should be offered.
5-A-4-2 Employment Development Supports (EDS) Expansion – Labour Market Agreement
To reduce administrative burden, the department should continue with its efforts to develop a
common assessment tool and ensure information is shared among all staff in the department.
5-A-4-3 Employment Related Benefits
The department should continue the implementation of a standard assessment form and
ensure that all employable income support clients are referred to employment/training
services.
5-A-4-5 Internships to Promote Technology for Persons with Disabilities
The department could consider offering this service internally.
5-A-4-6 Self-Employment Assistance
Appendix E
452
Appendix E - Summary of Streamlining & Consolidation Opportunities
The department offers support for EI eligible and income support clients to start a business.
The Department of Innovation, Business and Rural Development (IBRD) has the expertise to
develop and/or assess business plans, and could deliver this program. In addition to a more
effective service delivery model, it would also result in savings currently being paid to SEB
Coordinators.
5-A-4-7 Employment Counseling
To reduce administrative burden, the department should continue with its efforts to develop a
common assessment tool and ensure information is shared among all staff in the department.
5-A-4-8 Community Partners – Employment Development Supports (EDS)
An analysis of all contractual agreements will be required to determine if there are similar or
duplicate mandates, goals and objectives with contracts administered by other divisions
within the department as well as by other government departments.
The department should consider having one contract per 3rd party agency and add any
additional programs through a mechanism such as either an amendment to the contract or
creating an oversight role to ensure efficient administration and avoid duplication of funding
for the same service.
5-A-5 Income Assistance
5-A-5-1 Income Support – Program Administration (Monthly Benefits)
There is an opportunity to streamline operations for certain benefits/services such as a
centralized provincial application unit, medical transportation, and health unit.
The current payment processing cycle for invoices (particularly time sensitive requests for
medical transportation) is complex and could be considered for streamlining.
AES should determine whether on call services from 12am-8am are required and whether
they could be outsourced.
5-A-5-2 Health Related Benefits
AES should consider providing the Department of Health read only access to CAPS in order
to confirm client’s eligibility for health related benefits for which they deliver.
The department should consider the duplication of effort which currently exists in the Avalon
region with regards to authorizing medical transportation.
The current dollar threshold in CAPS related to authorization of health related benefits
should be reviewed to determine whether it is appropriate.
5-A-5-3 Mother Baby Nutritional Supplement
For income support clients, the department should consider including the MBNS benefit on
the cheques issued through CAPS.
5-A-5-4 Newfoundland and Labrador Child Benefit (NLCB)
The department should consider implementing an automated process (e.g. email) to assist
managers in obtaining the reports required to ensure quality service for clients.
The department should consider whether the interface information available from CRA could
include the “covering periods” of the retroactive payments.
5-A-6 Social Supports
5-A-6-1 Jumpstart
Appendix E
453
Appendix E - Summary of Streamlining & Consolidation Opportunities
The Jumpstart Program could be considered for transfer to a more appropriate department.
5-A-6-4 Services to Persons who are Victims of Violence
Consideration could be given as to whether Victim Services would have the capacity to
deliver this service.
5-A-6-6 Community Youth Network (CYN)
The program could be considered for delivery by another department such as either the
Department of Tourism, Culture & Recreation or the Voluntary Non-Profit Secretariat.
The department could consider the similarities among the SAY, GTYO and CYN and
consolidate the funding and service delivery.
5-A-6-7 Grants to Youth Organizations
The School Lunch Program could be considered for transfer to a more appropriate
department such as The Department of Health or the Department of Education.
The department could consider the similarities among the SAY, GTYO and CYN and
consolidate the funding and service delivery.
5-A-6-8 DPO: Accessibility Grants Program
Consideration should be given to explore potential opportunities for transferring the program
to another department.
5-A-6-9 DPO: Accessible Vehicle Grants program
Consideration should be given to explore potential opportunities for transferring the program
to another department.
5-B-1 Education & External Liaison
5-B-1-1 Curriculum
The department could consider increased cooperation among the Atlantic provinces and have
different jurisdictions lead curriculum development in specific areas. This would reduce the
effort required and potential duplication of like products.
5-B-1-3 Instructor Certification
The department could consider having the public and private training institutions responsible
for the instructor certification process.
5-B-1-5 College of the North Atlantic (CNA)
The department could consider the merging of Institutional Services and Apprenticeship and
Trade Certification divisions.
5-B-1-6 Private Training Unit
The department could consider the merging of Institutional Services and Apprenticeship and
Trade Certification divisions.
5-B-1-8 Power Engineering
The department could consider having the College of the North Atlantic perform testing and
certification along with the training.
5-B-1-9 Foreign Qualifications Recognition
While the Skills Development Division has lead responsibility for foreign qualifications
Appendix E
454
Appendix E - Summary of Streamlining & Consolidation Opportunities
recognition and works with regulatory bodies regarding occupational regulation, it is
supported by the Office of Immigration and Multiculturalism (OIM) to ensure all views are
addressed and presented in relation to foreign qualifications recognition agenda items. As a
result, there is possibility for integration.
5-B-1-10 International Education
The department could develop and implement a formalized communication protocol among
the divisions of Institutional Services (International Education), OIM (Immigration), Skills
Development (Foreign Qualification Recognition and Labour Mobility) and LMDA (labour
market supply and demand).
5-B-1-12 Trade Qualifier
The department could consider integrating the TQ assessment process with other
departmental assessments.
5-B-2 Workforce Development
5-B-2-1 Career Work Centres.
The department should consider which services can be offered from the CWC ( e.g.
apprenticeship, student aid and immigration).
5-B-2-2 Labour Market Research
Opportunities may exist for various labour market information research functions throughout
the department to be centralized.
5-B-2-3 Strengthening Partnerships
The apprenticeship initiatives currently funded through LMDA could be combined with
apprenticeship initiatives in the Apprenticeship Training Certification Division.
5-B-2-4 Environmental Assessment
The internal function could be consolidated as two departmental divisions are involved in
this function.
Currently, there are 2 divisions of the department involved in this function - LMD and
Advanced Education. There may be some streamlining possible.
5-B-2-5 Skills Task Force
The Workforce Development Secretariat could coordinate the work of the ICC and the
Labour Market Committee of the Strategic Partnership Initiative.
5-B-2-6 Employer/Apprentice Recognition Awards
The department could consider coordinating all employer recognition award initiatives.
5-B-3 Corporate Services
5-B-3-1 Student Loan Corporation
Student Financial Services Act & Regulations, federal/provincial integration agreement, loan
portfolio size, segmentation and maturity of the loan portfolio will need to be considered
with other collection services within Advanced Education & Skills.
The Student Loan Corporation/Student Financial Services division have developed an
integrated external and internal electronic interface which may prove to be beneficial to other
Appendix E
455
Appendix E - Summary of Streamlining & Consolidation Opportunities
departmental programs.
5-B-3-2 Document Processing Unit (DPU) – Records Management
The department could eliminate the DPU function and move the TRIM function
responsibility to staff and have the document scanning completed at the local offices.
5-B-3-3 Finance – Accounts Payable (A/P)
The department could consider providing the Controller Generals Office with access to
CAPS and allow them to process invoices for payment.
5-B-3-4 Finance – Accounts Receivable (A/R)
The department could consider consolidating collections into one division.
5-B-3-5 Client Payment Services
If the department introduced mandatory direct deposit, it would not be necessary to have 5
staff involved in client payment services.
5-B-3-6 Eligibility Assurance Unit (EAU)
The department could combine the duties of TEC staff with the EAU to improve business
processes.
5-B-3-7 Pay Authorization Unit (PAU)
The department should consider the merits of consolidating the PAU function in the Internal
Audit Division and introduce a risk based strategic model for the deployment of staff
resources relating to compliance.
Appendix F
456
Appendix F - Works Groups Terms of Reference and Timelines
Business Transformation
Support Group John Noseworthy - Lead
Sandra Bishop
Keith Jewer
John
Noseworthy
Sandra Bishop
Keith Jewer
1. One Wage Subsidy
Ken O’Brien – Lead
Jennifer Meadus
Walt Mavin
Ken
O’Brien(Lead
)
Jennifer
Meadus
Walt Mavin
3. Unified Client Service Flow
Sharon Knott – Lead
Cheryl Penney Denise Jackman
Daphne Bavis Jeannie Martin
Sharon Knott
(Lead)
Jeannie
Martin
Cheryl
Penney
Denise
2. Streamlined Skills Development Daphne Bavis – Lead
Paul Dinn Jennifer Meadus
Jeannie Martin Rob Kinden
Ken O’Brien Rob Feaver
Daphne
Bavis(Lead)
Rob Feaver
Paul Dinn
Jennifer
Meadus
Jeannie
Martin
Rob Kinden
Ken O’Brien
4. Employment Centre Model Pam Toope - Lead
Jennifer Meadus Walt Mavin
Dan Gulliver Cynthia King
Loreli Loder Roberts Lori Rose
Jeannie Martin Rob Feaver Janine Hynes
Jennifer
Meadus
Apprenticeship Program Review
Cliff Mercer - Lead
Paul Dinn
5. Income Support Donna O’Brien - Lead - Program Integrity
Measures
Ros Strickland – Lead - Service Delivery
Improvement Team
Grants
Alicia Sutton – Lead
Bren Hanlon Sean Hanrahan
Aisling Gogan Sandra Bishop
CMA
Candice Ennis-Williams - Lead
6. ABE
Daphne Bavis - Lead
Paul Dinn
Cindy Christopher
1. Wage Subsidy Review Team
Appendix F
457
Appendix F - Works Groups Terms of Reference and Timelines
Objective 1:
To integrate departmental wage subsidy programs within a new online application for
employers/clients wishing to avail of a departmentally delivered Wage Subsidy Program
Activities Lead and
resources Timeline Status
Comments/
Considerations
a) develop a single
online wage subsidy
application
Ken
Walt
Jennifer
Nov 30th
Review work done
previously and update
as necessary
Work with OCIO
To confirm system
requirements
b) develop a training
and implementation
plan to be utilized for
this initiative
Ken
Walt
Jennifer
Work Group
Nov 30th
Work commenced
under previous working
group
c) Identify Wage
subsidies to be
considered in Phase 2
and 3 of this project.
Ken
Walt
Jennifer
Oct 15 th
Initial list of
programs identified
by previous
working group
Objective 2:
To streamline and standardize financial benefits and supports for employers/clients participating in
wage subsidy programs
Activities Lead and
resources Timeline Status
Comments/
Considerations
a) review of all financial
benefits and supports
currently being provided
to employers/clients
participating in wage
subsidy programs
Ken
Walt
Jennifer
Jan 31st.
Work
commenced
under previous
working group
Update to
include any
programs not
previously
reviewed
b) recommend a
standardized set of
financial benefits and
supports for employers/
clients participating in
wage subsidy programs
Ken
Walt
Jennifer
Jan 31st.
Work
commenced
under previous
working group
Update to
include any
programs not
previously
reviewed
2. Streamlined Skills Development Program Working Group
Appendix F
458
Appendix F - Works Groups Terms of Reference and Timelines
Members
Considerations
Current ABE review
In reviewing education and training programs, will this work include broad- based education and
training, over and above programs offered through post-secondary institutions, i.e. work place
based training, formal and informal programs, short term training (<12 weeks), alternative
training (on-line)
Goal
To develop a streamlined departmental skills development program for the provision of supports
to clients participating in education and training programs
Objectives
To integrate departmental skills development programming for clients participating in education
and training programs
To standardize financial benefits and supports for clients participating in education and training
programs
To integrate and streamline program administrative processes for clients applying for support to
participate in education and training programs
To develop a process to ensure strategic investment of funding responsive to labour market
demand and in support of priority clients
Activities
To identify all departmental programs providing financial support to clients participating in
education and training programs
To identify current programming to be integrated under the streamlined skills development
program
To review all financial benefits and supports currently being provided to clients participating in
education and training programs
To review all current processes for assessment of financial need for clients requesting financial
support to participate in education and training programs
To recommend a standardized set of financial benefits and supports for clients participating in
education and training programs
To recommend a standardized financial assessment methodology for clients requesting support to
participate in education and training programs
To recommend a streamlined process for application intake, assessment, recommendation and
approval of clients requesting financial supports to participate in education and training programs
To identify an evaluation plan for the streamlined departmental skills development program
Daphne Bavis (Lead) Ken O’Brien
Rob Feaver Jeannie Martin
Paul Dinn Rob Kinden
Appendix F
459
Appendix F - Works Groups Terms of Reference and Timelines
To develop a streamlined NL Skills Development (LMDA) application in response to the Unified
Client Assessment process
To conduct ongoing policy review and recommended revisions to enhance current programming
for clients being funded to participate in education and training programs
To recommend a process for ongoing direction for the allocation of program budgets for skills
development activity to ensure departmental priorities are addressed
Timelines
For the period September 10, 2012 – November 30, 2012
Governance
Meetings facilitated by the Lead and decisions of the Working Group made based on consensus/
majority
Recommendations from this Working Group to be vetted through respective Divisional Directors
3. Unified Service Flow
(ETA)
Appendix F
460
Appendix F - Works Groups Terms of Reference and Timelines
OBJECTIVES ACTIVITIES TIME LINES NOTES
#1:
To lead the development of
a IN PERSON client
screening and assessment
tool (ETA ) for Individuals
to determine the level and
type of support required to
facilitate access to
employment programs and
services
Conduct literature review,
review current practices,
identify information
requirements,
conduct consultations,
develop a draft tool,
solicited feedback on draft
tool in individual and group
sessions
First Five
Bullets
complete
pilot individual screening and
assessment tool to various
client groups ( in person ) for
tool utilization.
Develop computerized data
management tool to support
the pilots
provided staff orientation to
the tool,
developed staff guide for tool
implementation,
hold focus groups to review
implementation of the tool in
pilots and implement changes.
October 2012
to January
2013
#2:
To lead the development of
an INTERNET client
screening and assessment
tool (ETA ) for Individuals
to determine the level and
type of support required to
facilitate access to
employment programs and
services
Consult with OCIO /Finance
on the
development/modification of
the ETA for internet use
Work with OCIO/Finance to
implement modifications in
electronic format
Identify options for internet
versions in a phased approach
Identify supporting
requirements and processes to
support implementation.
Pilot online ETA to inform
implementation.
Make recommendations
around data management for
the on line tool
November 2012
to February
2013
Appendix F
461
Appendix F - Works Groups Terms of Reference and Timelines
OBJECTIVES ACTIVITIES TIME LINES NOTES
Modify the Staff user guide to
reflect on line processes.
#3:
To lead the development of
a TELEPHONE client
screening and assessment
tool (ETA ) for Individuals
to determine the level and
type of support required to
facilitate access to
employment programs and
services
November 2012
to February
2013
#4:
To lead the development of
a Tool ( ERA ) to assess
Employer Benefit and
Service needs and facilitate
access to programs and
services
Conduct literature review,
review current practices,
identify information
requirements,
Review common wage
subsidy application and
applications for other
employer services
conduct consultations
develop a draft tool,
solicit feedback on draft tool
in individual and group
sessions,
pilot ERA tool
Develop computerized data
management tool,
provide orientation to the tool,
develop staff guide for tool
implementation,
hold focus groups to review
implementation of the tool in
pilots and implement changes.
November 2012
to
March 2013
ERA-
Employer
Registration
and
Assessment
(???)
OBJECTIVES ACTIVITIES TIME LINES NOTES
#5:
To identify and recommend To identify categories of
services and benefits to
October 2012
to November
Appendix F
462
Appendix F - Works Groups Terms of Reference and Timelines
associated services to be
provided at each service level
for individual
respond to various individual
service levels
Assess current program and
services against service levels
for individuals
Identify gaps in current
programs and services
To make recommendations to
guide program and service
development.
2012
#6:
To define how technological
systems will be used to
support the implementation
of the use of the screening
and assessment tool (ETA)
To identify short term data
system capture approaches to
support the ETA pilot.
To consult and review the
results of the pilot to inform
systems requirements.
To inform IT representatives
of information/data capture
requirements.
Work with IT to identify
options to support he
utilization of the tool within
current system and future
systems.
November 2012
to
March 2013
#7
To define the competencies
required in the administration
and utilization of the
screening and assessment
tool.
Review experiences of the
staff piloting the ETA
Identify core skills needed to
administer the ETA.
October 2012
to November
2012
#8A:
To develop client flow
pathways for Individuals.
Develop pathway models and
options considering client
group, service level access
methods
October 2012
to December
2012
#8B:
To develop a client flow
pathways for Employers.
Develop pathway models and
options considering employer
need.
November 2012
to March 2013
4. Employment-Centered Model Committee
Introduction:
Appendix F
463
Appendix F - Works Groups Terms of Reference and Timelines
The Department of Advanced Education and Skills is currently undertaking a business transformation
process to better position the Department to fulfill its mandate of ensuring access to the highly skilled
graduates and skilled workers needed to meet the demands of a growing economy and to help
improve employment outcomes for individuals.
The implementation of an effective and efficient employment-centered service delivery system will
be an essential component of this process.
Purpose of the Committee:
To develop recommendations for an effective and efficient employment-centered service delivery
framework (model) to support the delivery of programs and services offered by the Department of
Advanced Education and Skills.
Key Deliverables, Activities and Timelines:
September 2012 to December 2012:
1. Conduct an inter-jurisdictional review to identify best practices for the delivery of effective
and efficient public employment and training programs. This would include a review of
relevant research and evaluation reports where available.
2. Develop a profile of current and emerging provincial/regional service delivery demands based
on an assessment of local labour market conditions and socio-economic considerations (e.g.
demographic trends, planned industry/project developments).
3. Develop a profile of the existing service delivery system for employment and training
programs offered by the Department of AES. This profile would include a summary of
current:
a. Service delivery inputs
i. human resources (e.g. number and types of positions and their roles and
responsibilities);
ii. service delivery processes and their associated tools and technologies (e.g. in-
person, telephone, web, systems);
iii. service delivery structure (e.g. local offices/regional/provincial); and
iv. associated financial requirements.
b. Service delivery outputs (e.g. nature and number of clients served)
c. Service delivery outcomes (e.g. client outcomes if available)
d. Service delivery gaps as identified through recent evaluations, staff and community
consultations and the work of the other committees supporting the business
transformation process
e. Labour market related services offered by other public entities.
4. Identification of service delivery needs of priority target groups
a. Background research barriers to participation
b. Discussion/validation process with priority target groups
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January 2013 to Mid February 2013:
5. Conduct a fit-gap analysis of the Department’s existing service delivery system relative to the
best practices and service delivery demands identified as well as recommendations from the
other committees supporting the business transformation process (e.g. recommendations for
integrated employment and training programs, client flow model).
6. Develop recommendations for an effective and efficient service delivery framework that:
a. best supports the Department’s mandate;
b. maximizes opportunities and help address gaps identified in the fit-gap analysis;
c. can feasibly be implemented with the Department’s existing resource allocations; and
d. includes recommendations for regional/provincial organizational structures and
required position types, roles and responsibilities.
Committee Membership:
Pam Toope (Lead)
Jennifer Meadus
Lorelei Roberts-Loder
Dan Gulliver
Walt Mavin
Cynthia King
Lori Rose
Jeannie Martin
Janine Hynes
Rob Feaver
Logistics/Reporting:
1. The Committee will meet bi-weekly. Summary notes will be taken for each session outlining
key decision points and/or emerging issues as appropriate and distributed to members.
2. Activity/Progress reports will be provided to the Business Transformation team as per
schedule outlined by that group.
Considerations/Limitations:
1. A number of committees have been established to support the Business Transformation
process. Strong linkages between the various committees will be essential to minimize
duplication and facilitate the timely exchange of critical findings/recommendations as
appropriate. For example, under 3.a.11 and 3.a.iii above, work is already being carried out
with respect to systems development, service delivery technologies and the organizational
structure. The Employment-Centered model team and its final recommendations will be
informed by this work and related recommendations (and vice versa) and would not be
initiating work in these areas.
2. The Employment-Centered Model Committee will establish formal liaison/communication
process with the Client Flow Committee. The work of that Committee will play a significant
role in the final recommendations for the Employment-Centered Service Delivery framework.
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3. The fit-gap analysis will be dependent on recommendations for the Integrated
Employment/Training programs and may be impacted by findings and recommendations from
the other Committees. As such, the timelines identified for the key activities may be subject
to change.
4. Front-line staff will play a significant role in the provision of information and in the validation
of findings/recommendations throughout the process. As such, a coordinated communication
process and formal communiqué with respect to the Department’s overall business
transformation process will greatly assist the process.
5. It is the intent of the Committee to invite “content experts” to meetings as required to help
inform its work and recommendations. This measure will help ensure all aspects of the
Department’s business are considered. For example, while there is a representative for the
Advanced Education and Skills branch and a representative of Income Support Regional
Delivery on the committee, it is expected that staff from the Industrial Training division or
Income Support division at provincial office would be invited to provide information and
input as may be necessary. This will also help minimize resource constraints that may arise
from time to time in light of the various activities underway across the Department.
5. Program Integrity Measures
Government must ensure that mechanisms are in place to ensure to the extent possible, that benefits
and services are provided only to those deemed eligible to receive them. A range of measures have
been put in place over the years, but these have not been reviewed singularly or collectively in terms
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of their effectiveness in optimizing compliance. A review of the full suite of current program
compliance/integrity measures related to the administration of the current income support program is
currently underway. Opportunities to identify quick wins will be explored and regardless of
timeframes identified, changes will be implemented where appropriate. This review will include
analysis and recommendations to improve efficiency and effectiveness (including gaps) related to all
policies, procedures and practices of the current suite of initiatives including:
Early Detection and Prevention Interventions (intake enhanced verification procedures)
Interface/Data Matching Interventions
Eligibility Review Processes which include: Cycle Review Process, Telephone Eligibility
Reviews and Mortgage Reviews and other ad hoc verification activities currently in place
Investigations Interventions which also include Prosecution.
Objective 1:
To review current policies and procedures related to program compliance
Activities Lead and
resources Timeline Status
Comments/
Considerations
a) Review EDP and
Investigations policies
(including prosecutions) and
legislation for relevance,
consistency and
application/compliance
Don
Nov 30th
Review Commenced.
Next Step: regional
input
b) Review Interface, TEC,
and Eligibility Review
policies and legislation for
relevance, consistency and
application/compliance
Stewart Nov 30th
Review underway.
Next Step: regional
input
c) Conduct jurisdictional
review of initiatives related
to fraud detection: best
practice approaches
Don Dec 15 the
Requests for
information
completed to all
provinces/territories
d)Recommend policies and
legislative changes as
required to improve policy
and its application
Don/
Stewart
Mar 31,
2013
Pending
e)Identify training need/gaps
related to policy and its
Mar 31,
2013
Pending
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Activities Lead and
resources Timeline Status
Comments/
Considerations
application
Objective 2:
To conduct analysis of the timeliness of actions on data dissemination to regions
Activities Lead and
resources Timeline Status
Comments/
Considerations
a)Review all current reports
developed and distributed to
regions for relevancy and
compliance, timeliness
Stewart Dec 31 Review Commenced
b)Recommend options to
improve, and streamline data
(Lean) and report layouts and
distribution and identify
areas of non-compliance
impacting program integrity
Stewart
Mar 31,
2013
Review Commenced
c)Identify training needs to
improve compliance
Don/
Stewart
Mar 31,
2013
Pending
Objective 3:
To review current delivery model approach in regions for various EAS measures in place and identify
the most efficient model(s) to improve compliance and maximize efficiencies
Activities Lead and
resources Timeline Status
Comments/
Considerations
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a)Complete work flow of
service delivery models in
each region for the
administration of current
suite of EAS services and
identify delivery issues/gaps
where applicable related to
accountability and
compliance
Ros
/Stewart
Dec 15,
2012.
Work
commenced
b)Identify human resource
implications of the current
model of services in
addressing compliance
expectations
Stewart/Do
n
Feb 2013 Pending
c)Recommend delivery
options for approaches to
improve the workflow and
overall provincial
administration of EAS
services
Don/Donna
Jan 31,
2013
Pending
d)Identify training needs to
improve compliance
Stewart/Do
n
Mar 31,
2013
Pending
Phase Two: This phase will focus on a review of the broader suite of benefits/services/interventions
within AES. A work plan will be developed when a new organizational structure is identified and
when decisions are made regarding the AES offerings that will be made available to the public on a
go forward basis. (As a result of program review and CMA review). The review is expected to
commence in April 2013.
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6. ABE Review Team
Project Team:
Daphne Bavis - Senior Manager - LMDA
Deon Perry - Program Consultant - ABE Levels II and III
Heather Legge - Program and Policy Development Specialist - Adult Learning and Literacy
Joseph Hudon - Program Consultant - Adult Learning and Literacy
Janet Short - Provincial Manager - Career Employment and Youth Services
Lana Bannister - Regional Manager, LMDA - Western Region
Goal: To identify innovative practices that will result in cost effective delivery of, and financial
support for, Adult Basic Education (ABE) in support of providing workers for a fast-growing
economy.
Scope: This work will review the delivery of the ABE program, including the processes used in the
assessment of clients to determine the required credits to achieve high school equivalency.
Inefficiencies with the current assessment and program delivery procedures will be highlighted and
recommendations put forward to address same. Student progress, retention and outcomes will be
reviewed as well.
The General Education Development (GED) program will also be reviewed to determine its
effectiveness in meeting clients’ needs in pursuing employment and training. An inter-jurisdictional
review of the delivery models for Adult Basic Education will be conducted, and as well, highlights of
previous evaluations of the ABE program will be provided. The review will examine the ABE
database being used to capture information on all ABE clients in the public and private training
institutions and community agencies.
The review will also examine the financial supports being provided to organizations and ABE clients
across various departmental programs including Labour Market Development Agreement, Labour
Market Agreement, Career Employment and Youth Services and Income Support, to identify
variances in funding supports and recommend a standardized response to the financial supports being
provided for ABE across the department.
Reporting and monitoring practices of organizations and clients being supported for ABE will be
reviewed and recommendations made on best practices for reporting and monitoring to increase
retention in, and successful completion of, the ABE program.
Deliverables:
To provide an overview of current Adult Basic Education participation, retention and
successful completion in NL
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To provide information on current ABE program delivery practices and highlight programming
issues to be addressed
To provide information on ABE delivery models in other jurisdictions and highlights of
previous evaluations of ABE programming
To recommend alternative approaches to the current program delivery model that will result in
more efficient and effective delivery of ABE programming
To provide information on the GED process and its application for addressing high school
equivalency requirements
To provide information on the financial supports being provided to organizations and
individuals from the various departmental programs
To recommend a standardized response to the needs of individuals in the provision of supports
across departmental programs for participation in ABE programming, including a Return on
Investment model for ABE programming that considers labour market attachment.
To identify best practices in reporting and monitoring practices of ABE clients to enhance
student retention and increase the level of successful completion of the ABE program and
labour market attachment; and
To develop an implementation plan for recommendations made for enhancements to ABE
programming.
Time Frames – reporting
Regular Updates – submission of minutes of meetings of Working Group
Interim report – December 15, 2012
Review completed and final report prepared by January 15, 2013
Meetings
Working Group – Weekly scheduled meetings
Business Transformation Working Group – John Noseworthy lead– every three weeks
Directors - LMD, Adult Learning and Literacy and Institutional Services – at call of Directors
Deputy Minister – at call of Deputy Minister
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