Information Sheet for the Canada Pension Plan Retirement Pension
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Programs Synopses
Employment and Social Development Canada Overview of Programs and Emerging Best Practices Related to Preventing Violence and Increasing Safety for Indigenous Women and Girls For the National Inquiry into the Missing and Murdered Indigenous Women and Girls Indigenous Coordination and Engagement Division, Indigenous Affairs Directorate, Skills and Employment Branch, ESDC 10/12/2018 Contents Employment and Social Development Canada’s Mandate .............................................. 2 Systemic Barriers and Challenges .................................................................................. 4 Emerging Best Practices ................................................................................................. 5 1. Co-Development and Engagement .......................................................................... 5 2. Supporting Innovation and Increasing Flexibility ...................................................... 8 3. Improving Access and Building Trust ....................................................................... 9 4. Culturally Appropriate Indicators for Success ........................................................ 11 Providing Support to Affected Families ......................................................................... 12 The Federal Income Support for Parents of Murdered or Missing Children Grant (2013 – Present) .................................................................................................................. 12 ANNEX A ..................................................................................................................... -
The CPP Take-Up Decision: Risks and Opportunities
Aging and Retirement The CPP Take-Up Decision Risks and Opportunities July 2020 2 The CPP Take-Up Decision Risks and Opportunities AUTHORS Principal Investigator: SPONSORS Canadian Institute of Actuaries Bonnie-Jeanne MacDonald, PhD, FSA, FCIA Society of Actuaries Director of Financial Security Research National Institute on Ageing Ryerson University Co-Investigators: Richard Morrison, PhD Employment and Social Development Canada (formerly HRSDC) (retired) Marvin Avery Employment and Social Development Canada (formerly HRSDC) (retired) Project Oversight Group: Keith Ambachtsheer Bob Baldwin Robert Brown Doug Chandler Peter Hayes Ben Marshall Bernard Morency Lars Osberg Richard Shillington Steven Siegel Michel St-Germain Michael Wolfson Malcolm Hamilton External Reviewers: Neal Leblanc Adam Kehler Barbara Sanders Kevin Moore Jean-Claude Ménard Caveat and Disclaimer The opinions expressed and conclusions reached by the authors are their own and do not represent any official position or opinion of the Canadian Institute of Actuaries, the Society of Actuaries, or their respective members. The Canadian Institute of Actuaries and Society of Actuaries make no representation or warranty to the accuracy of the information. Copyright © 2020 by the Canadian Institute of Actuaries and Society of Actuaries. All rights reserved. Copyright © 2020 Canadian Institute of Actuaries and Society of Actuaries 3 CONTENTS Executive Summary .................................................................................................................................................. -
REDUCING POVERTY 1952-1967 Summary
REDUCING POVERTY 1952-1967 Summary Old Age Security (OAS), the first universal pension for Canadians, was introduced in 1952: · The maximum pension was $40 per month or $480 per year. · The pension was available to Canadians 70 years of age and over who had lived in Canada for at least 20 years. · Status Indians were included. · For the first time, Canadian seniors could receive a pension without undergoing a “means test1 ”. However, retirement still meant a drastically reduced standard of living for many people. There was growing public and political support for a universal, employment-based pension plan that would be portable from job to job. The provinces agreed to another Constitutional amendment to extend federal government powers beyond legislati that applied only to old age. As a result, the contributory Canada Pension Plan (CPP) and Quebec Pension Plan (QPP)2 were established in 1966: 1 The "Means Test" The "means test" was used to determine a senior's income, or means. The test involved provincial pension authorities calculating all aspects of a senior's income (e.g., pensions, income from boarding house operations, etc.) as well as the value of "perks" they received, such as free room and board. The means test, however, did not take into account how much money a person needed to pay for food, shelter, clothing, fuel, utilities or household supplies. If a senior's annual income, including pensions, was greater than $365, he or she was not eligible for the Old Age Pension. The income each received determined the amount of assistance to which he or she was entitled. -
Should the Canada Revenue Agency Also Be a Social Benefits Agency?
canadian tax journal / revue fiscale canadienne (2021) 69:1, 8 7 - 9 8 https://doi.org/10.32721/ctj.2021.69.1.pf.robson Policy Forum: Should the Canada Revenue Agency Also Be a Social Benefits Agency? Jennifer Robson and Saul Schwartz* PRÉCIS L’Agence du revenu du Canada (ARC) joue un rôle important dans le versement de prestations aux Canadiens, mais devrait-on élargir ce rôle? La rapidité et la facilité avec lesquelles l’ARC a lancé plusieurs nouvelles prestations de revenu pendant la pandémie de COVID-19 ont suscité la question de savoir si l’Agence devrait assumer un rôle beaucoup plus important en tant qu’organisme de prestations sociales, en plus de celui de percepteur d’impôts. Nous passons en revue les arguments pour et contre cette question, en notant les faiblesses importantes qui entravent déjà le rôle actuel de l’ARC dans le versement des prestations et qui seraient exacerbées si on élargissait ce rôle. Tout compte fait, nous concluons qu’un rôle élargi n’est pas le meilleur choix. Nous suggérons que l’ARC pourrait plutôt consolider l’une de ses forces — la collecte et le partage de renseignements — afin que d’autres organismes puissent administrer plus efficacement les prestations qui ne sont pas directement liées au régime fiscal. ABSTRACT The Canada Revenue Agency (CRA) plays an important role in the delivery of benefits to Canadians, but should that role be expanded? The speed and ease with which several new income benefits were launched by theCRA during the COVID-19 pandemic have prompted the question of whether the agency should take on a much larger role as a social benefits agency, in addition to tax collector. -
Understanding the Regulatory Framework Governing Private and Public Pensions
fraserinstitute.org Contents Executive summary / iii 1. Introduction / 1 2. Basics of pension plans / 3 3. What laws govern pension plans? / 13 4. Regulatory differences between CPP and other pension plans / 18 5. Concluding thoughts and future research / 20 References / 21 Appendix: Characteristics of various private and public pension plans / 24 About the authors / 44 Acknowledgments / 44 Publishing information / 45 Supporting the Fraser Institute / 46 Purpose, funding, & independence / 46 About the Fraser Institute / 47 Editorial Advisory Board / 48 fraserinstitute.org / i fraserinstitute.org Executive summary A common argument made to expand the Canada Pension Plan (CPP) is that it is cheap to administer. While many studies have cast doubt on this claim, why would a public pension plan be cheaper to administer than a private one? Many factors affect the cost of running a pension plan, but a crucial yet over- looked factor is the regulatory landscape that private pension plan managers must adhere to and the regulations that their public sector counterparts are exempt from. This paper examines the regulatory requirements among various types of public and private pension plans to determine whether private pension plans are at a cost disadvantage with respect to public ones, with a specific focus on the CPP. In short, the paper finds that the CPP—due to its charac- teristics and legal obligations—enjoys a marked cost advantage over other pension plans. First, consider the legal responsibilities of the various plan administra- tors. Broadly speaking, private pension plans are subject to a variety of statu- tory and common law regulations. These require the pension plan admin- istrators to act as fiduciaries. -
The Evolution of the Canadian Pension Model
The Evolution of the Canadian Pension Model Practical Lessons for Building World-class Pension Organizations © 2017 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW, Washington DC 20433 Telephone: 202-473-1000; Internet: www.worldbank.org This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this work is subject to copyright. Because the World Bank encourages dissemination of its knowledge, this work may be reproduced, in whole or in part, for noncommercial purposes as long as full attribution to this work is given. All queries on rights and licenses should be addressed to the Office of the Publisher, The World Bank, 1818 H Street NW, Washington, DC 20433, USA; fax: 202-522-2625; e-mail: [email protected]. Design & Layout: Aichin Lim Jones and Amy Quach Photo Credits: Shutterstock Table of Contents Acknowledgments .......................................................................................................................... -
Geared for Growth
2017 Annual Report Geared for growth Building what matters Financial highlights 2 President’s message 4 Leadership team 7 Chairman’s message 8 Board of directors 9 Scorecard 10 2017 highlights 12 Offering and services 14 Company structure 16 Capital 17 Infrastructure 18 Power 20 Oil & Gas 22 Mining & Metallurgy 24 Atkins 26 New configuration 28 2017 Management’s discussion and analysis 29 Information for shareholders 222 Values that guide us The benefits we bring Our values are the essence of our For over 100 years, we’ve been company’s identity. They represent developing and delivering the right how we act, speak and behave together, projects to our clients and their and how we engage with our clients customers. Our effective execution and stakeholders. strategies allow us to expertly manage project risk and ensure our clients’ Safety return on investment. Today, we’re We put safety at the heart of everything we do, recognized for our sustainable project to safeguard people, assets and the environment. execution and tangible contributions Integrity to improving people’s lives around We do the right thing, no matter what, and are accountable for our actions. the world. Collaboration We work together and embrace each other’s unique contribution to deliver amazing results for all. Helping build what Innovation matters in communities We redefine engineering by thinking boldly, proudly and differently. around the world. The Pierre Lassonde pavilion of the Musée national des beaux-arts du Québec – Canada SNC-Lavalin 2017 Annual Report 1 Financial highlights 2017 revenues BY BY INDUSTRY GEOGRAPHIC SEGMENT AREA 36% Oil & Gas 14% Power 52% Americas 14% Asia-Pacific Mining & Middle East Infrastructure Europe 23% 5% Metallurgy 23% & Africa 11% 19% Atkins 3% Capital SNC-Lavalin is a partner of the Signature on the Saint Lawrence consortium responsible for the design, construction, and operations and maintenance of the New Champlain Bridge Corridor Project under a public-private partnership with the Government of Canada. -
2011-12 Estimates Parts I and II the Government Expenditure
2011-12 Estimates Parts I and II The Government Expenditure Plan and The Main Estimates Table of Contents Part I – The Government Expenditure Plan Introduction ...................................................................................................................................................................................6 Summary of Main Estimates .........................................................................................................................................................7 Major Transfer Payments ..............................................................................................................................................................9 Estimates by Sector .....................................................................................................................................................................12 Part II – The Main Estimates Introduction to Part II ..............................................................................................................................................................22 Structure of the Main Estimates ..................................................................................................................................................22 Presentation by Ministry, Department, Agency and Crown corporation ....................................................................................23 Explanation of Summary Tables .................................................................................................................................................24 -
When Minority Government Worked: the Pearson Legacy
WHEN MINORITY GOVERNMENT WORKED: THE PEARSON LEGACY Tom Kent As senior policy adviser to the prime minister, our Founding Editor was closely involved in the minority governments of the tumultuous Pearson era from 1963 to 1968. After a bungled first year in office, as Tom Kent recalls here, the achievements of the next four years include the Canada-Quebec Pension Plan, universal health care, and others in this era of “co-operative federalism,” all of them adopted in a minority House. “The fundamentals that worked then,” he concludes, “firm objectives, sensitivity to the great needs of the times, co- operative federalism, cabinet government — are as necessary today.” À titre de conseiller principal en politiques du premier ministre, notre rédacteur fondateur Tom Kent s’est trouvé de 1963 à 1968 aux premières loges de la période agitée des gouvernements minoritaires de Lester B. Pearson. Il rappelle ici qu’après une première année bousillée, les quatre suivantes ont produit des réalisations majeures, notamment le Régime de pensions Canada-Québec, le programme universel de soins de santé et plusieurs autres mesures clés attribuables au « fédéralisme coopératif » cher à Pearson, toutes adoptées par un Parlement minoritaire. « Les principes fondamentaux qui ont inspiré ces actions — fermeté des objectifs, sensibilité aux grands besoins de l’époque, fédéralisme coopératif et gouvernement par l’exécutif — restent aujourd’hui tout aussi nécessaires », conclut-il. he Pearson-led Liberals of the 1960s could not win a First, in the 1960s the Liberals had firm, coherent objec- parliamentary majority. In four years the two minor- tives. They knew what they wanted to do for Canada. -
Supplementary Estimates (A), 2019–20
Supplementary Estimates (A), 2019–20 For the Fiscal year ending March 31, 2020 SUPPLEMENTARY ESTIMATES (A) ESTIMATES SUPPLEMENTARY © Her Majesty the Queen in Right of Canada, represented by the President of the Treasury Board, 2019 Published by Treasury Board of Canada, Secretariat 90 Elgin, Ottawa, Ontario, K1A 0R5, Canada Catalogue Number: BT31-2/1E-PDF ISSN: 1702-5141 This document is available on the Government of Canada website, Canada.ca This document is available in alternative formats upon request. Aussi offert en français sous le titre : Budget supplémentaire des dépenses (A) 2019-2020 Except as otherwise specifically noted, the information in this publication may be reproduced, in part or in whole and by any means, without charge or further permission from the Treasury Board of Canada Secretariat (TBS), provided that due diligence is exercised in ensuring the accuracy of the information reproduced, that TBS is identified as the source institution, and that the reproduction is neither represented as an official version of the information reproduced nor as having been made in affiliation with, or with the endorsement of, TBS. Supplementary Estimates (A), 2019–20 For the Fiscal year ending March 31, 2020 2019–20 ESTIMATES Supplementary Estimates (A), 2019–20 Introduction These Supplementary Estimates are presented in six sections: • Highlights of these Estimates, including their overall impact on the Government’s spending plan and appropriated authorities for the fiscal year; • General Information about the Estimates process and how to use this document; • Key Summaries of the authorities presented in these Estimates for Parliament’s approval or information, major items, and horizontal initiatives; • Detail by Organization on the voted authorities sought through these Estimates, as well as updates to statutory forecasts; • Annex – Items for inclusion in the Proposed Schedules to the Appropriation Bill; and • Additional Information available online on statutory and voted authorities. -
Indian Versus Canadian Health Care Systems
: Curre re nt a R C e h v t i Agarwal et al., Health Care Current Reviews 2013, 1:1 l e a w e s H Health Care: Current Reviews DOI: 10.4172/2375-4273.1000103 ISSN: 2375-4273 Review Article Open Access Indian Versus Canadian Health Care Systems and Policy: A Review Based on Barr’s Model of Health Care Governance Agarwal A1, Tofighi 1T , Chawla K1 and Mondal T2* 1McMaster University, Hamilton, Canada 2McMaster Children’s Hospital, McMaster University, Hamilton, Canada Abstract The health care systems of India and Canada are founded on different principles, and continue to be shaped by social factors, economic influences, population demographics, and health care policies. In comparing the primary challenges of the Indian and Canadian health care systems, this review examines the broader context of private and public health care. This review uses a structured, transparent, and unique approach to analyze the available literature in the field of public health, based on the five primary aspects of health policy encompassed within Barr’s framework. In consideration of published literature and reports, this review explores how Canada’s one-tier system continues to experience issues relating to waiting times and specialist access. It also identifies challenges in India’s two-tier health care system, ranging from an overdependence on the private system to a significant lack of regulation on a federal scale, leading to shortcomings in the quality of care and accountability. In considering the literature and assessments of health care within Barr’s framework, this study makes several recommendations which encompass the optimization of health care systems to service Canada’s aging population and India’s expanding young population. -
Proxy Circular and Navigation and Task Buttons Notice of Annual Meeting of Shareholders
Welcome to SNC-Lavalin’s Management Proxy Circular and Navigation and Task buttons Notice of Annual Meeting of Shareholders. This pdf version of the Circular has been enhanced with navigation and Close Document task buttons to help you navigate through the document and Search find the information you want more quickly. The table of contents and URLs link to pages and sections within the document as well Print as to outside websites. The task buttons provide quick access to Save to Disk search, print, save to disk and view options, but may not work on all browsers or tablets. Two Page View Single Page View Table of Contents Next Page Previous Page Last Page Visited Table of Contents INVITATION TO SHAREHOLDERS 3 / NOTICE OF 2018 ANNUAL MEETING OF SHAREHOLDERS AND NOTICE OF AVAILABILITY OF MEETING MATERIALS 4 / VOTING INFORMATION 6 / BUSINESS OF THE 2018 ANNUAL MEETING OF SHAREHOLDERS 9 / INFORMATION ON OUR DIRECTOR NOMINEES 11 / DIRECTORS’ COMPENSATION DISCUSSION AND ANALYSIS 18 / BOARD COMMITTEE REPORTS 22 / EXECUTIVE COMPENSATION DISCUSSION AND ANALYSIS 29 / STATEMENT OF CORPORATE GOVERNANCE PRACTICES 50 / OTHER INFORMATION 63 / SCHEDULE A – SHAREHOLDER PROPOSALS 64 / SCHEDULE B – MANDATE OF THE BOARD OF DIRECTORS 67 / SCHEDULE C – SUMMARY OF LEGACY LONG-TERM INCENTIVE PLANS 70 Glossary of Terms AIF Annual Information Form Executive Committee A committee established by AIP Annual Incentive Plan management comprised of the President and CEO and eleven (11) other Senior Officers Atkins WS Atkins plc G&E Committee Governance and Ethics Committee