Program directory · Employment and Social Development Canada
Indigenous Early Learning and Child Care Transformation Initiative
- Department
- Employment and Social Development Canada
- Program code
- BGM07 (HRSD)
- Core responsibility
- Social Development
- In Departmental Plans
- 2019-20 – 2026-27 · New since an earlier plan
What it does
The Indigenous Early Learning and Child Care Transformation Initiative is led by Employment and Social Development Canada, with Indigenous Services Canada, Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC) and the Public Health Agency of Canada as key federal partners. The Indigenous Early Learning and Child Care Transformation Initiative supports the Government’s implementation of the Indigenous Early Learning and Child Care Framework co-developed with Indigenous partners and jointly released in September 2018. It also complements the federal, provincial and territorial Multilateral ELCC Framework released in June 2017. The framework reflects the unique cultures and needs of First Nations, Inuit, and Métis children across Canada. The Initiative supports horizontal coordination of federal investments in Indigenous early learning and child care through flexible, Indigenous-led approaches.
ESDC also administers the Quality Improvement Projects Fund to advance foundational elements of Indigenous ELCC and promote best practices or innovative models in Indigenous ELCC programs, with a focus on culture and language; professional capacity; centers of excellence or networks; data, research, reporting, evaluation; or links to provincial/territorial service delivery.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Indigenous Early Learning and Child Care Transformation Initiative | This program | 2018-19 – 2028-29 | $1.39B |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2019-20 | Spending $121M, against $11.8M in 2018-19 (+931%). | Actual spending (GC InfoBase) |
| 2020-21 | Spending $197M, against $121M in 2019-20 (+62%). | Actual spending (GC InfoBase) |
| 2022-23 | Spending $232M, against $176M in 2021-22 (+32%). | Actual spending (GC InfoBase) |
| 2023 | Budget 2023 measure “Investing in Better Health Care Data”: $505M in total over its years (linked to this program by name, a best-effort match). | Budget 2023, PDF page 75 |
| 2023-24 | Renamed from “Indigenous Early Learning Child Care Transformation Initiative” to “Indigenous Early Learning and Child Care Transformation Initiative”. | GC InfoBase program names by year |
| 2024-25 | Spending $369M, against $285M in 2023-24 (+29%). | Actual spending (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | ≥ 3 | 2020 | 2 Two national partnership tables have been established and one national partnership table is in development. | Not met |
| 2020-21 | ≥ 3 | 2021 | 2 Two National Partnership Tables have been established and one National Partnership Table is in development. | Not met |
| 2021-22 | ≥ 3 | 2022 | 2 To date, two National Partnership Tables have been established representing Inuit and First Nations governance, and one National Partnership Table is in development by Métis partners. | Not met |
| 2022-23 | ≥ 3 | 2023 | 3 Three National Partnership Tables are now established and active, representing First Nations, Inuit and Métis governance. | Met |
| 2023-24 | ≥ 3 | 2024 | 3 Three National Partnership Tables are now established and active, representing First Nations, Inuit, and Métis governance. | Met |
| 2024-25 | ≥ 3 | 2025 | 3 Three National Partnership Tables are now established and active, representing First Nations, Inuit, and Métis governance. | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 3 | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | — | $11.8M |
| 2019-20 | $4.4M | $121M |
| 2020-21 | $128M | $197M |
| 2021-22 | $130M | $176M |
| 2022-23 | $306M | $232M |
| 2023-24 | $398M | $285M |
| 2024-25 | $381M | $369M |
| 2025-26 | $318M | — |
| 2026-27 | $324M | — |
| 2027-28 | $374M* | — |
| 2028-29 | $416M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | — | 11 |
| 2019-20 | 37 | 26 |
| 2020-21 | 34 | 32 |
| 2021-22 | 30 | 50 |
| 2022-23 | 56 | 57 |
| 2023-24 | 56 | 57 |
| 2024-25 | 55 | 67 |
| 2025-26 | 51 | — |
| 2026-27 | 43 | — |
| 2027-28 | 40* | — |
| 2028-29 | 36* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|
| 2019-20 plan | $4,391,703 | $124,313,494 | $124,765,991 | |||||||
| 2020-21 plan | $128,437,926 | $179,745,348 | $229,021,746 | |||||||
| 2021-22 plan | $130,103,955 | $229,154,626 | $238,209,370 | |||||||
| 2022-23 plan | $306,198,235 | $386,631,036 | $427,611,112 | |||||||
| 2023-24 plan | $398,371,956 | $419,697,963 | $490,567,179 | |||||||
| 2024-25 plan | $381,079,219 | $588,231,387 | $595,935,526 | |||||||
| 2025-26 plan | $317,838,834 | $420,208,648 | $373,991,578 | |||||||
| 2026-27 plan | $323,546,767 | $373,851,944 | $415,954,176 | |||||||
| Actual | $121,444,411 | $197,331,731 | $176,058,852 | $232,488,091 | $285,133,751 | $369,107,911 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.