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Section 1 – Overview

Message from the Minister

As Minister of Citizenship, Immigration and Multiculturalism, I am pleased to present Citizenship and Immigration Canada’s Departmental Performance Report for 2008–2009.

Canada’s open and welcoming society is the envy of the world. Our country attracts more than half a million permanent and temporary residents each year. Immigration sustains our well-earned reputation for diversity and compassion and helps to build our workforce and our economy.

In the past year, we set out to improve our ability to attract and integrate newcomers into Canada, improve our competitiveness globally, continue our international commitments to protect those in genuine need, make citizenship more meaningful, and promote the diversity of our society.

Through the Action Plan for Faster Immigration we helped to reduce a backlog of skilled worker applications and shorten wait times. We introduced the Canadian Experience Class to allow certain temporary foreign workers and international students in Canada to apply for permanent residence and eventually Canadian citizenship.

We improved newcomer settlement services, including information and orientation, language training, and support in establishing networks and contacts for newcomers all across the country.

The Foreign Credentials Referral Office continued to help foreign-trained professionals put their credentials and work experience to use in Canada by providing information on Canada’s credential recognition process and informing them of labour market conditions across the country. We launched a new tool, Planning to Work in Canada?–An Essential Workbook for Newcomers, to help guide prospective immigrants and newcomers to better adapt to living and working in Canada.

Every year Canada resettles between ten and twelve thousand people from abroad who are in need of our protection. We also offer protection to a similar number of people in Canada who may face persecution or would be at risk of torture or cruel and unusual punishment if returned to their home countries. Despite the many accomplishments of our refugee program, there is still much work to be done.

The implementation of changes to the Citizenship Act went smoothly because of our efforts to inform domestic and international audiences in a variety of ways, including the production of a video called Waking up Canadian that was posted on YouTube and received more than 160,000 hits within four months.

The transfer of the Multiculturalism portfolio to Citizenship and Immigration Canada in late 2008 will help us to sustain our objective of building a wellfunctioning multicultural society capable of combating racism, promoting integration, and developing a sense of shared citizenship.

None of these accomplishments is possible without the dedication and professionalism of the staff at Citizenship and Immigration Canada. I want to thank the employees of the Department for their generous welcome and ongoing commitment to the work that is crucial to Canada’s success as a nation.

The Honourable Jason Kenney, P.C., M.P.
Minister of Citizenship, Immigration and Multiculturalism

Raison d’être

In the first years following Confederation, the newly formed country of Canada’s leaders had a powerful vision. In this vision, the West would be connected to central Canada by railways and would become the world’s breadbasket and the foundation for Canada’s economic prosperity. Achieving this meant that the West would have to be quickly populated. Therefore, the Government of Canada established the first national immigration policies that have been key in building this nation.

Almost 150 years later, immigration has proven to be pivotal in not only building Canada as a nation but also as a driving force behind the economic prosperity that Canadians enjoy today. From the early stages of Canada’s history, immigrants from all walks of life have nourished its social, cultural, and economic development by settling lands as pioneers, working in factories to feed its industrial growth, and contributing innovative ideas that make Canada competitive in the global, knowledge-based economy.

And, after almost 150 years, immigration is still about the ongoing work of building a nation and Canada’s economic prosperity.

Responsibilities

Citizenship and Immigration Canada (CIC) [note 1] selects and processes foreign nationals as permanent and temporary residents and offers Canada’s protection to refugees. The Department develops Canada’s admissibility policy, sets the conditions for entering and remaining in Canada, and conducts–in collaboration with its partners–the screening of potential permanent and temporary residents to protect the health, safety, and security of Canadians. Fundamentally, the Department builds a stronger Canada by taking a broad and integrated approach to helping immigrants and refugees settle in Canada and by encouraging and facilitating their ultimate acquisition of Canadian citizenship. CIC has 46 in-Canada points of service and 90 points of service in 76 countries.

CIC’s broad mandate is derived from the Department of Citizenship and Immigration Act. The Minister of Citizenship and Immigration Canada is responsible for the Citizenship Act of 1977 and shares responsibility with the Minister of Public Safety Canada for the Immigration and Refugee Protection Act (IRPA), which was enacted following a major legislative reform in 2002. CIC and the Canada Border Services Agency (CBSA) [note 2] support their respective ministers in the administration and enforcement of IRPA. The organizations work collaboratively to achieve and balance the objectives of the immigration and refugee programs. Jurisdiction over immigration is a shared responsibility between the federal and provincial governments under section 95 of the Constitution Act, 1867. Under IRPA and the Department of Citizenship and Immigration Act, the Minister of Citizenship and Immigration, with the approval of the Governor in Council, has signed agreements with the provinces and territories to facilitate the coordination and implementation of immigration policies and programs.

On October 30, 2008, responsibility for administration of the Canadian Multiculturalism Act was transferred to CIC from the Department of Canadian Heritage. Under the Act, CIC promotes the full and equitable participation of individuals and communities in all aspects of Canadian society, and helps to eliminate barriers to that participation.

CIC’s Vision

An approach to immigration that:

• Responds to the needs of communities in all parts of the country by creating opportunities for individuals to
  come to Canada to make an economic, social, cultural and civic contribution while also realizing their full
  potential, with a view to becoming citizens; and
• Supports global humanitarian efforts to assist those in need of protection.

CIC’s Mission

CIC, with its partners, builds a stronger Canada by

• Developing and implementing policies, programs and services that:
  • Facilitate the arrival of persons and their integration into Canada in a way that maximizes their
    contribution to the country while protecting the health, safety, and security of Canadians;
  • Maintain Canada’s humanitarian tradition by protecting refugees and persons in need of protection; and
  • Enhance the values and promote the rights and responsibilities of Canadian citizenship.
• Advancing global migration policies in a way that supports Canada’s immigration and humanitarian objectives.
• Improving admissibility tools and mechanisms to better identify applicants who could pose risks to Canada
  for reasons including health, security, criminality, organized crime, and violation of human and
  international rights.

NOTE: CIC’s vision and mission will be updated in 2009–2010 to reflect the objectives of the Multiculturalism portfolio.

Strategic Outcomes and Program Activity Architecture

CIC’s three strategic outcomes (SO) describe the longterm results that the Department’s programs are designed to achieve. The Department’s Program Activity Architecture (PAA), following, provides an inventory of departmental programs and activities, and describes their linkages to the three strategic outcomes. The PAA also provides the foundation for financial and performance reporting to Parliament. CIC will be updating its strategic outcomes and PAA in 2009–2010 to include the addition of the Multiculturalism portfolio that was transferred from the Department of Canadian Heritage in October 2008.

Strategic Outcomes	Program Activities	Program Sub-Activities
1. Migration that significantly benefits Canada’s economic, social, and cultural development, while protecting the health, safety, and security of Canadians	1. Immigration Program	1.1 Immigration policy and program development 1.2 Selection and processing of permanent residents 1.3 Processing of Permanent Resident Cards
	2. Temporary Resident Program	2.1 Temporary resident policy and program development 2.2 Selection and processing of temporary residents
2. International recognition and acceptance of the principles of managed migration consistent with Canada’s broader foreign policy agenda, and protection of refugees in Canada	3. Canada’s Role in International Migration and Protection	3.1 International migration policy 3.2 Support to international organizations
	4. Refugee Program	4.1 Refugee policy and program development 4.2 Selection and processing of resettled protected persons (government-assisted refugees and privately sponsored refugees) 4.3 Processing of asylum applicants 4.4 Pre-removal risk assessment 4.5 Interim Federal Health Program
3. Successful integration of newcomers into society and promotion of Canadian citizenship	5. Integration Program	5.1 Settlement/resettlement policy and program development 5.2 Foreign Credentials Referral Office 5.3 Settlement Program 5.4 Grant to Quebec for the Canada–Quebec Accord 5.5 Immigration Loan Program 5.6 Resettlement Assistance Program
	6. Citizenship Program	6.1 Citizenship policy and program development 6.2 Citizenship processing 6.3 Citizenship promotion

Performance Summary [note 3]

Financial resources (in $ millions)

Planned Spending	Total Authorities	Actual Spending
1,318.6	1,433.1	1,316.9

Explanation of change: Total authorities included planned spending of $1,318.6 million plus $114.5 million provided through Supplementary Estimates and additional statutory requirements for a total of $1,433.1 million. The increased authorities included additional funding approved for the Interim Federal Health Program, the Global Case Management System, modernizing the immigration system including backlog reduction, and the Biometrics Project.

Actual expenditures were lower than total authorities by $116.2 million, including $93.8 million in grants and contributions that is mostly attributable to the Canada–Ontario Immigration Agreement and other settlement programs. Operating resources totalling $22.4 million lapsed, primarily due to lower than projected costs for the Interim Federal Health Program, lower administration costs under the Canada–Ontario Immigration Agreement, and other general operating lapses.

Strategic Outcome 1: Migration that significantly benefits Canada’s economic, social, and cultural development, while protecting the health, safety, and security of Canadians

Performance Indicator	Target	2008–2009 Performance
Income from all sources-investment, employment earnings, self-employment, and employment insurance-for skilled worker principal applicants after three years compared to Canadian benchmark	Principal applicant income is stabilized and/or improved relative to the Canadian benchmark by 2012	Closing the gap between immigrant incomes relative to the Canadian average remains a challenge. The most recent available data (2005) shows that three years after landing, the income for skilled worker applicants was 91 percent of their Canadian counterparts. [note 4] However, earnings have been shown to increase with time in Canada and, earnings of skilled workers, on average, exceed those of all other immigrant categories–both initially and over time.

 

Program Activity	2007–2008 Actual Spending	2008–2009 Main Estimates	2008–2009 Planned Spending	2008–2009 Total Authorities	2008–2009 Actual Spending	Alignment to Government of Canada Outcomes
1. Immigration Program	208.6	164.9	164.7	223.3	219.2	Economic
						Strong economic growth
2. Temporary Resident Program	73.4	61.6	60.9	81.1	79.9	Strong economic growth
Total for SO 1	282.0	226.5	225.6	304.4	299.1

Strategic Outcome 2: International recognition and acceptance of the principles of managed migration consistent with Canada’s broader foreign policy agenda, and protection of refugees in Canada

Performance Indicators	Target	2008–2009 Performance
Number of protected persons and Convention refugees granted permanent residence	Target range for 2008: 26,000 to 31,800 persons	In 2008, Canada granted permanent residence to 21,860 Convention refugees and persons in need of protection–Protected Persons [note 5] –which fell short of the overall target range of 26,000 to 31,800 persons. Fewer protected persons in-Canada became permanent residents due to fewer decisions made in recent years by the Immigration and Refugee Board of Canada. However, targets for refugees overseas, which include government-assisted refugees and privately sponsored refugees, were met.
Number of positions initiated or supported by Canada which are eventually reflected in international policy debate	CIC responds to ad hoc requests	In 2008–2009, CIC led or contributed to negotiations on over 10 United Nations’ resolutions on issues ranging from trafficking in persons, to the health of migrants and violence against women.

 

Program Activity	2007–2008 Actual Spending	2008–2009 Main Estimates	2008–2009 Planned Spending	2008–2009 Total Authorities	2008–2009 Actual Spending	Alignment to Government of Canada Outcomes
3. Canada’s Role in International Migration and Protection	1.6	4.0	4.0	4.0	2.2	International
						A safe and secure world
4. Refugee Program	94.8	94.2	94.2	120.5	112.2	A safe and secure world
Total for SO 2	96.4	98.2	98.2	124.5	114.4

Strategic Outcome 3: Successful integration of newcomers into society and promotion of Canadian citizenship

Performance Indicators	Target	2008–2009 Performance
Income from all sources–investment, employment earnings, self-employment, and employment insurance–for all immigration categories after five years and after 10 years, compared to Canadian benchmark	Improvement in immigrant incomes relative to Canadian average by 2012	Closing the gap between immigrant incomes relative to the Canadian average remains a challenge. Results from the 2006 Census [note 6] show earnings disparities between recent immigrants–in Canada for five to 10 years–and Canadian-born workers continued to increase in recent years. However, earnings have been shown to increase with time in Canada and, earnings of skilled workers, on average, exceed those of all other immigrant categories–both initially and over time. [note 7]
Social participation measured by donor and volunteer rates	Maintain or improve on current levels of 80% giving and 20% volunteerism by immigrants	The most recently available data (2004) shows that immigrants continued to participate in their communities. On average, 85% of immigrants versus 86% of Canadian-born citizens donated to charities and 41% of immigrants versus 48% of Canadian-born citizens volunteered. [note 8]
Increased participation of new and established Canadians in citizenship events	50 off-site citizenship events annually by 2011 (under review)	A total of 385 off-site citizenship ceremonies took place in 2008 compared to 620 in 2007. The number of ceremonies in 2007 was significantly higher because of the 60th anniversary of citizenship celebrations.

 

Program Activity	2007–2008 Actual Spending	2008–2009 Main Estimates	2008–2009 Planned Spending	2008–2009 Total Authorities	2008–2009 Actual Spending	Alignment to Government of Canada Outcomes
5. Integration Program	667.9	940.8	940.8	926.3	825.9	Social
						A diverse society that promotes linguistic duality and social inclusion
6. Citizenship Program	73.2	54.0	54.0	77.9	77.5	A diverse society that promotes linguistic duality and social inclusion
Total for SO 3	741.1	994.8	994.8	1,004.2	903.4
Total Spending	1,119.5	1,319.5	1,318.6	1,433.1	1,316.9

NOTE: For an explanation of variances by program activity, see Section 2.

Contribution of CIC Departmental Priorities to Strategic Outcomes

The following priorities continued to be the primary focus of the Department’s management agenda in 2008–2009. These operational and management priorities supported the achievement of results for all six of CIC’s program activities, as the following demonstrates in more detail.

Operational Priorities

Integrating Policy across Departmental Program Activities
Type: Ongoing
Status: Met all
Links to Strategic Outcomes 1, 2 and 3

In 2008–2009, CIC continued to coordinate program activities and drive innovation in policy development through research into current and future challenges, including those related to the Department’s new multiculturalism mandate. CIC undertook a revitalized Medium-Term Planning process, which developed policy directions on four horizontal themes–managing immigration levels; facilitating access to Canada while maintaining health, safety, and security; the evolving federal role in citizenship and immigration; and nation building through immigration, citizenship and multiculturalism. The directions and policy options that result from this process will provide a foundation for policy innovations for the next three to five years. CIC’s Metropolis Project, which facilitates the sharing of research between Canadian and international policy-makers, noted increased attendance at Metropolis events and use of Metropolis products in 2008–2009. In addition, CIC implemented several initiatives that strengthened policy coordination across departmental program activities. These included:

• The Canadian Experience Class [note 9] was implemented in September 2008, and will support the retention of individuals with valuable Canadian work experience and credentials who have a proven ability to integrate into Canadian society. It will also strengthen links between temporary and permanent immigration streams and help spread the benefits of immigration outside of Canada’s three largest urban centres.
• The Foreign Credentials Referral Office [note 10] continued to increase support for prospective immigrants overseas and newcomers in Canada through initiatives to ensure immigrants are better prepared to enter the Canadian labour market. Examples include new tools on the website and delivery of overseas information sessions in more source countries to support a larger pool of individuals selected for immigration to Canada. These international initiatives will support integration and settlement work occurring in Canada.
• The implementation of Ministerial Instructions to facilitate the Action Plan for Faster Immigration, [note 11] which were released in November 2008, addresses application backlog growth while significantly reducing the processing time for new, skilled worker applicants. This improvement in the application process will address urgent employer needs in the short term, and build a competitive labour force in the longer term.
• In April, 2009, amendments to the Citizenship Act [note 12] came into effect. These amendments restore citizenship to lost Canadians and protect the value of Canadian citizenship.

Improving Client Service
Type: Ongoing
Status: Mostly met
Links to Strategic Outcomes 1, 2 and 3

In 2008–2009, supported by a new Service Model 2015, CIC’s Service Modernization Framework was revamped. Together, they provide a medium-range vision of CIC’s roadmap for future innovation and technology that will enable the Department to deliver better client service. In 2009–2010, CIC will publish a service declaration that will include CIC’s client commitment, as well as a link to provide processing times and gather feedback from clients. The Department will develop and begin the implementation of an action plan to set service standards for grants and contributions as well as operational standards for certain business lines based on standardized processes in order to assess the readiness for a service standard model.

Project priorities for service modernization focused on two key areas for innovation–the expansion of online services and the implementation of a strategy to guide how information is provided to applicants and how communication is managed with clients. Highlights of accomplishments for 2008–2009 include the following.

• Launch of initial releases of an e-Application that allows clients to complete, sign, and submit applications online within a secure client portal (MyCIC) and the development of an Electronic Notification System that permits the exchange of required client information with external service delivery partners. The first releases were aimed at temporary residents in Canada, notably international students applying for off-campus work permits and study permits. These initial releases represent a major step towards the transformation of client service and operational delivery for CIC’s immigration and citizenship programs and are fundamental to changing how the Department deals with clients and processes applications in a paperless 21st Century.
• Successful delivery of key simplification and partnership projects to improve operational efficiency (e.g. removal of regulatory requirement for Permanent Resident Card guarantor and operational delivery partnership with Service Canada).

Building the Workforce of the Future
Type: Ongoing
Status: Met all
Links to Strategic Outcomes 1, 2 and 3

A continuing strategic focus on building the workforce of the future ensures that the Department excels in delivering policies, programs, and services in support of the achievement of its three strategic outcomes and in building a stronger Canada. All the milestones identified for 2008–2009 were successfully achieved and include the following.

• Integration of workforce data and information technology requirements with business and financial information in the 2009–2010 planning process to ensure that the Department’s resource capacity remains aligned with business imperatives.
• Continued improvement and development of innovative people management programs and services in the areas of recruitment, employee development and enabling infrastructure, notably the following.
  • Six universities were visited by senior management for the purposes of recruitment.
  • Formal learning program was implemented which concentrates on the recruitment and training of Citizenship, Immigration, and Settlement officers.
  • More than 90% of CIC’s workforce had learning plans in place.
  • Mandatory learning plans were developed for immigration and citizenship officers and for middle managers.
  • A Guide to Alternative Work Arrangements and Leave Options was made available to all employees to assist them in striking a balance between work and their personal life.
  • A two-day Labour Relations course for managers and supervisors was developed.
  • More than 1,600 employees participated in activities organized and delivered by the Office of Conflict Resolution which were aimed at helping employees develop the skills to deal more effectively with conflicts encountered in the workplace.
  • A new internal website was launched to enhance communication with, and among, departmental employees.

In addition to planned activities, the following were also successfully implemented.

• The Young Newcomers Internship Program provided federal work experience to 12 sponsored refugee students selected in partnership with the World University Services of Canada [note 13]
• Assignment Program and Short-Term Overseas Assignment Training Program
• Express Lane Staffing at National Headquarters is a single window for managers to fast-track selected staffing actions

Management Priorities

Strengthening Project Management
Type: Ongoing
Status: Met all
Links to Strategic Outcomes 1, 2 and 3

In 2008–2009, CIC improved its project management capacity through the following.

• Establishment of a governance structure for information technology-enabled projects that will ensure projects are aligned with priorities, regular project reviews occur, and decisions are documented
• Creation of a Project Management Office as a centre of expertise on project management
• Development and testing of a project management framework to strengthen the planning and delivery of projects
• Implementation of a project management toolset, and expansion of project management training
• Improvement of existing Global Case Management System (GCMS) project management processes based on feedback
  from independent reviews as well as alignment with Treasury Board Secretariat policies
• Application of successful GCMS project management processes to CIC’s Biometrics Project

Increasing Performance Information
Type: Ongoing
Status: Met all
Links to Strategic Outcomes 1, 2 and 3

Performance information is used to make effective decisions regarding CIC’s programs and policies, and to ensure clients are served efficiently and effectively and expected results are achieved. In 2008–2009, CIC further developed its capacity to gather performance information to support departmental decision making as follows.

• Strengthened the evaluation function by
  • Developing an evaluation plan to cover 100% of direct program spending over the next five years;
  • Developing and testing approaches to systematically collect client outcome data in support of future evaluations; and
  • Supporting the development of several Results-Based Management Accountability Frameworks and Performance Measurement Frameworks.
• Implemented the new Audit Policy and approved a risk-based audit plan that includes key elements such as riskbased methodology, adequate resourcing, objectives, and timing
• Conducted independent reviews and independent validation and verification processes on the GCMS project to improve overall project management
• Focused research efforts on labour market responsiveness and economic indicators, language acquisition and literacy, and framing social integration and understanding linkages across programs and immigration streams
• Developed an Integrated Corporate Plan that integrates human resources to ensure alignment of resource allocations to priorities
• Conducted a mid-year review of business priorities and progress against identified Integrated Corporate Plan milestones and adjusted plans as needed to ensure achievement of expected results

Risk Analysis

CIC has developed a strong set of tools and processes to identify and manage departmental risks. The Department has implemented strategies to mitigate key risks, including CIC’s three operational priorities–integrating policy across departmental program activities, improving client service, and building the workforce of the future. The organization makes ongoing course corrections based on risk management performance and new information received. The mitigating strategies for the following risks are discussed in more detail in Section 2 of this report.

Economic Outcomes Among Immigrant Communities

Ongoing interest in the economic integration of newcomers has been heightened by the recent global recession. CIC has been monitoring the impact of weakening labour market demand on immigrant communities, while engaging the provincial and territorial governments in planning for sustainable levels of permanent residents. CIC has also introduced changes to the application process that will improve the immigration program’s responsiveness to the labour market by reducing wait times and selecting applicants with previous Canadian experience, an employment offer, or skills in one of 38 priority occupations. The Canadian Experience Class and the Action Plan for Faster Immigration, along with continued work by the Foreign Credentials Referral Office, will facilitate integration into the labour market and strengthen economic outcomes for immigrants over the long term.

Changes in Migration Flows and Increased Competition

In late 2008, the Action Plan for Faster Immigration was launched. The centrepiece of the Plan was the first set of Ministerial Instructions. These Instructions prioritize new federal skilled worker applicants who: 1) have an offer of arranged employment; 2) have resided legally in Canada for one year as a temporary foreign worker or as a student; or, 3) have at least one year of paid work experience in one or more of 38 occupations identified as being in high demand nationally. In this way, the Instructions are a key tool in responding to labour market requirements. Furthermore, the Canadian Experience Class will help Canada attract and retain temporary residents, including international students who have recently graduated from Canadian universities or colleges and skilled workers.

Degree of Integration of Immigrants and Refugees into Canadian Society

The effective integration of newcomers is necessary for strengthening their attachment to Canada, promoting the adoption of Canadian values, and preventing alienation. In 2008–2009, CIC continued to work with provinces and territories to increase the use of settlement programs, and to ensure that new Canadians have the language skills, settlement supports, and knowledge needed to participate fully in Canadian society. In addition, the transfer of the Multiculturalism portfolio from the Department of Canadian Heritage to CIC provided new opportunities for strengthening the linkages between immigration, citizenship, and multiculturalism, and for supporting the goals of longterm newcomer integration and improved intercultural understanding among all Canadians.

Achievement of Immigration Levels

CIC implemented procedures to ensure immigration levels for permanent residents are attained as planned. Operations were managed to proactively address potential risks and make the necessary adjustments.

Program Integrity and Fraud

To ensure public confidence in the immigration and refugee protection system, CIC is making efforts to improve its programs. Faced with growing concerns about misconduct by immigration consultants, CIC ran a national advertising campaign in March 2009 to increase potential clients’ awareness of abuse. Information materials were also made available to overseas missions and online. As well, CIC continued to invest in ongoing staff training, operational improvements, and new technologies, such as biometrics, to support the integrity of its immigration program and to deter fraud.

Expenditure Profile

Departmental Spending Trend

During the 2008–2009 fiscal year, CIC spent $1,316.9 million to meet the objectives of its program activities. The following table illustrates CIC’s spending trend from previous years and planned spending for future years to 2011–2012.

Grants and Contributions

Overall, grants and contributions spending increased significantly between 2005–2006 and 2008–2009. This was due to additional settlement contribution funding for all provinces and territories and additional obligations under the grant for the Canada–Quebec Accord on Immigration. This trend will continue into 2011–2012 when grants and contributions funding will stabilize at approximately 66% of total planned spending.

Operating Expenditures

Despite increased funding for certain initiatives, overall, the level of operating spending remains relatively constant from year to year. Additional operating resources for the Global Case Management System are temporary and will sunset by the end of 2010–2011. As well, additional operating funding has been provided for the Interim Federal Health Program, the Temporary Foreign Worker Program, modernizing the immigration system including backlog reduction, and the Biometrics Project. These increases, however, have been largely offset by the effects of government-wide reductions, transfers to other departments, and reductions due to foregone revenue resulting in relatively constant levels of operating spending.

Voted and Statutory Items (in $ millions)

Vote	2006–2007 Actual Spending	2007–2008 Actual Spending	2008–2009 Main Estimates	2008–2009 Actual [note a] Spending
1 Operating Expenditures [note b]	440.2	435.3	396.2	478.1
2 Debt Write-Off	1.0	1.6	–	–
5 Grants and Contributions [note c]	522.8	626.0	884.6	783.3
(S) Minister of Citizenship and Immigration – salary and motor car allowance	0.1	0.1	0.1	0.1
(S) Contributions to employee benefit plans	40.5	41.4	38.6	43.7
(S) Refunds of amounts credited to revenues in previous years	53.9	15.0	–	11.7
(S) Court Awards	0.1	0.1	–	–
(S) Loans to immigrants and refugees to facilitate the arrival of newcomers pursuant to section 88 of the Immigration and Refugee Protection Act (non-budgetary)	–	–	–	–
Total Department	1,058.6	1,119.5	1,319.5	1,316.9

[a] Total actual spending from the 2008–2009 Public Accounts. For an explanation of variances by program activity, see Section 2.

[b] Total operating expenditures in 2008–2009 increased by $42.8 million over the previous year. This is mainly attributable to additional spending authorized for the Interim Federal Health Program, the Global Case Management System, and payments under new collective agreements.

[c] Total actual spending on grants and contributions in 2008–2009 is $157.3 million higher than the previous year, primarily due to increasing obligations under the Canada–Quebec Accord and the Canada–Ontario Immigration Agreement.

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