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Minister’s Message

I am pleased to present the Departmental Performance Report for 2010–2011 for Citizenship and Immigration Canada (CIC).

As Canada continued to emerge from the global recession, the Government of Canada took steps to increase economic immigration and help ensure employers have the workers they need to supplement our domestic sources of labour. As a result, in 2010 we welcomed the highest number of permanent residents in more than half a century to support Canada’s economic recovery. A total of 280,681 permanent residents were admitted to Canada last year, with the growth coming mostly from skilled economic immigrants.

The high number of economic immigrants in 2010 helped CIC decrease application backlogs in the federal skilled worker category, reduce wait times, and better meet labour market needs. An updated list of 29 priority occupations in the Federal Skilled Worker Program was released in June 2010. Processing eligibility for the program was limited to applicants with experience in these occupations, and to those with job offers from Canadian employers. These changes have helped ensure that skilled immigrants are labour-market ready and have given them a better chance of realizing their dreams of success in Canada.

With the passage into law and ongoing implementation of Bill C-11, the Balanced Refugee Reform Act, we are well on our way to achieving our goal of improving Canada’s asylum system in order that we can help those truly in need of protection, and do so much more quickly.

The Government has also promised to crack down on crooked immigration consultants and their shady practices, and with Bill C-35—which received Royal Assent in March 2011 and is now in force—we now have the tools. Bill C-35 strengthens the rules governing paid immigration consultants, increases penalties and fines for unauthorized representation, and allows for more government oversight to improve the way in which immigration consultants are regulated.

Canada continued this past year to take a leadership role in efforts to combat anti-Semitism together with all forms of racism and xenophobia. In November 2010 in Ottawa, I was proud to join parliamentarians and experts from more than 50 countries at the second conference of the Inter-parliamentary Coalition for Combating Antisemitism. The conference concluded with the ratification of the Ottawa Protocol on Combating Antisemitism, which complements what Canada is already doing to expose, confront and counter hatred in all its forms.

The Government of Canada is committed to helping new and established Canadians succeed and together build a strong, integrated society. To that end, we launched Inter-Action, a new component of Canada’s multiculturalism grants and contributions program, to invest in our country’s future. Inter-Action supports projects that promote integration by individuals and communities and funds events that work to connect cultural and faith communities.

These accomplishments could not have been possible without the support and professionalism of all CIC staff members. I want to thank employees of the Department for their ongoing commitment and dedication to the work that is crucial to Canada’s continued strength and success.

______________________________________________
The Honourable Jason Kenney
Minister of Citizenship, Immigration and Multiculturalism

SECTION I: ORGANIZATIONAL OVERVIEW

Raison d’être

In the first years after Confederation, Canada’s leaders had a powerful vision: to connect Canada by rail and make the West the world’s breadbasket as a foundation for the country’s economic prosperity. This vision meant quickly populating the Prairies, leading the Government of Canada to establish its first national immigration policies. Immigrants have been a driving force in Canada’s nationhood and its economic prosperity—as farmers settling lands, as workers in factories fuelling industrial growth, as entrepreneurs and as innovators helping Canada to compete in the global, knowledge-based economy.

Responsibilities

Citizenship and Immigration Canada (CIC)¹ selects foreign nationals as permanent and temporary residents and offers Canada’s protection to refugees. The Department develops Canada’s admissibility policy, which sets the conditions for entering and remaining in Canada; it also 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 helping immigrants and refugees settle and fully integrate into Canadian society and the economy, and by encouraging and facilitating Canadian citizenship. To achieve this, CIC operates 46 in-Canada points of service and 84 points of service in 74 countries.

CIC’s broad mandate is partly derived from the Department of Citizenship and Immigration Act.² The Minister for Citizenship and Immigration Canada is responsible for the Citizenship Act of 1977 and shares responsibility with the Minister of Public Safety for the Immigration and Refugee Protection Act (IRPA), which came into force following major legislative reform in 2002. CIC and the Canada Border Services Agency (CBSA)³ support their respective ministers in the administration and enforcement of IRPA. These organizations work collaboratively to achieve and balance the objectives of the immigration and refugee programs.

In October 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 integration of individuals and communities into all aspects of Canadian society and helps to build a stronger, more cohesive society. Jurisdiction over immigration is a shared responsibility between the federal and the provincial and territorial governments under section 95 of the Constitution Act, 1867.

Under the Constitution, provinces and territories have the authority to legislate immigration matters, as long as such legislation is consistent with federal laws. Under IRPA and the Department of Citizenship and Immigration Act, the Minister for Citizenship and Immigration Canada, 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.

Strategic Outcomes and Program Activity Architecture

Display Text Version

Organizational Priorities

Performance/Priority Status Legend

Status

Exceeded: More than 100 percent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result or priority identified in the corresponding 2010–2011 Report on Plans and Priorities (RPP) was achieved during the fiscal year. Met all: 100 percent of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year. Mostly met: 80–99 percent of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year. Somewhat met: 60–79 percent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year. Not met: Less than 60 percent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.

The following priorities continued to be the primary focus of CIC’s departmental management agenda in 2010–2011. These organizational priorities supported the achievement of results for all seven of CIC’s program activities, as the following describes in more detail.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Integrating policy across departmental activities	Ongoing	Links to strategic outcomes 1, 2, 3
Status: Met all
CIC updated its five-year strategic plan with renewed key strategic actions and key results. The plan frames the Department’s direction leading up to 2015, and helps integrate policy and program development. Working with provincial and territorial partners, CIC also developed a joint federal-provincial-territorial vision for immigration to Canada: welcoming and supporting newcomers to join in building vibrant communities and a prosperous Canada. This vision will be used in cooperation with provinces and territories to develop a more strategic approach to immigration levels planning, known as multi-year levels planning.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Improving client service	Ongoing	Links to strategic outcomes 1, 2, 3
Status: Mostly met
CIC is advancing an ambitious modernization agenda that will significantly transform the CIC service delivery network. The Department’s principal challenges are to strengthen program integrity and security, and to bring down costs while improving productivity. To achieve these goals, CIC is focusing on more effectively and efficiently managing: (a) the risks—the key to guiding what it does and how; (b) the workload—optimally integrating how and where CIC works; and (c) the work force—optimizing its human resources. Optimal use of technology, increasingly leveraging CIC’s work with partners, where appropriate, and more robust performance measurement to support decision making are enabling the Department to more effectively and efficiently achieve these objectives and deliver on the modernization vision—a strong commitment to providing the highest quality of service through continuous, innovative and adaptable operational improvement. Application of Ministerial Instructions authorities4 to the Federal Skilled Worker and Immigrant Investor programs, combined with the introduction of centralized processing has yielded positive results—a 50% reduction of the Federal Skilled Worker backlog since 2008, and better alignment of new application volumes with processing capacity and labour market needs. A case processing pilot was established in the Ottawa office as a modernization initiative, specifically to test the processing vision of the future and workload distribution across the network, as well as enhance overall processing capacity. CIC published a service declaration and continued with a phased approach to delivering on an action plan in response to both the 2010 Fall Report of the Auditor General of Canada and the Report of the Standing Committee on Public Accounts tabled March 2011 with regard to service standards.5 Full implementation across all key lines of business is expected by April 2013. CIC offered 25,000 clients the opportunity to complete a client satisfaction survey conducted with Statistics Canada. Findings will be published in 2012 and analysis will help inform decisions regarding investments and modernization priorities to be made in the future. The Department developed a strategy for completing baselines of CIC’s 35 lines of business, to establish a solid foundation for measuring the performance of and the impact of change on CIC lines of business. Two baselines were completed. These baselines will provide tangible data to guide the Department’s investment decisions. The Department launched a simpler and more user-friendly website. The e-Application for students from a limited number of countries not requiring medical examinations or visas is fully operational. This e-Application enables applicants to apply for a study permit from outside of Canada provided they are a citizen and resident of one of the designated countries. An assessment of the Visa Exempt Study Permit Abroad line of business will inform the way forward and help the Department determine whether an e-Application for work permits by International Experience Canada6 participants is desirable. As of March 31, 2011, e‑Applications for in-Canada temporary lines of business reached an overall take-up rate of 36%. The Integrated Payment Solution project is progressing on schedule. The Department has made important strides in developing a plan to implement and expand a global service delivery network of 35 visa application centres7 (VACs). CIC has been working with partners to develop a concept of operations, business process maps, and business and technical requirements for the VAC network, as well as to prepare a statement of work for the upcoming request for proposal in 2011–2012 to increase the number of VACs and expand global coverage.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Global Case Management System	previously committed to	Links to strategic outcomes 1, 2, 3 (enabling)
Status: Exceeded
The Global Case Management System (GCMS) is a secure, reliable and efficient case management tool that integrates citizenship and immigration data worldwide and is a fundamental component of CIC’s service innovation agenda. The GCMS major Crown project was successfully completed in March 2011 and has met all of its major milestones on time and under budget authority. It should be noted that although milestones and budget were adjusted over time to accommodate for challenges, the international release of GCMS was successfully deployed to 97 overseas visa offices, many ahead of schedule. During deployment, many improvements were implemented as part of service modernization. With international roll-out now complete, more than 5,000 users, from CIC and other departments, will process citizenship and overseas immigration applications using one integrated system.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
People management	ongoing	Links to strategic outcomes 1, 2, 3 (enabling)
Status: Met all
CIC improved its integration of human resources with business and financial planning and provided managers with more detailed demographic information and recommendations via its quarterly reporting activities, including human resources management dashboards and analyses. Effective planning has supported the Department’s capacity to meet the needs of its modernization agenda. CIC has implemented targeted recruitment to exceed post-secondary recruitment targets and has significantly improved departmental representation of Aboriginal peoples while remaining fully representative of women, members of visible minorities and persons with disabilities. The Department has initiated the development of a coordinated approach to the assessment, development and delivery of operational training to support employee development and CIC’s business requirements via its modernization initiatives. It has also developed and implemented a change leadership framework and approach to ensure that managers and employees are prepared to help the Department achieve its strategic objectives.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Integrated decision-making processes	new	Links to strategic outcomes 1, 2, 3 (enabling)
Status: Met all
CIC’s strategic plan reflects the strategic outcomes anticipated in the Department’s new Program Activity Architecture and associated Performance Measurement Framework, which came into effect on April 1, 2011. This plan has become the foundation for departmental integrated planning and quarterly reporting processes, thereby setting the context for integrated decision making at CIC. CIC also made important strides toward a more integrated approach to decision making with the development and approval of a new departmental sustainable development strategy. The strategy encompasses a sustainable development framework, policy and reporting template that include economic, social, environmental and equity considerations, as well as greening government operations targets that align with the Federal Sustainable Development Strategy.8 In addition, CIC launched a new integrated risk management framework and policy that support the integration of risk management into decision-making processes at all levels across the Department. The policy fosters a risk-informed approach to ensure that risks are systematically identified, assessed and managed in the day-to-day activities of the Department including business planning and resource allocation; policy development; program design, delivery and management; and project management. Through quarterly reviews, the integration of CIC’s corporate risks and mitigation strategies with the corporate business planning cycle provides evidence of the way decisions have been reached and implemented, and how corporate risks are affecting the achievement of strategic outcomes. The policy was piloted throughout the year and refined based on results. This priority was mostly met because the dissolution of Parliament delayed the tabling of the strategy through CIC’s 2011–2012 Report on Plans and Priorities, and therefore delayed implementation.

Risk Analysis

In support of a sustained economic recovery, CIC has focused on modernizing the immigration system to maximize its contribution to Canada’s economic growth. The Department continues to balance its long-standing commitments to unite families, uphold Canada’s international humanitarian obligations, and protect the health, safety and security of Canadians. CIC responds to these demands while ensuring public and international confidence in the integrity of Canada’s immigration and refugee programs. To achieve these objectives, CIC continues to manage a number of known and emerging risks.

Given Canada’s aging population, economic growth will require that Canada admit new immigrants to meet labour market demand. The challenge is recruiting immigrants with the right skills, including language skills, which are a strong predictor of successful integration. Increased competition from other countries is making it even more challenging to attract the highly skilled immigrants Canada wants and needs. To maintain Canada’s competitive edge, CIC continued to ensure that its selection process is responsive to labour market realities and promotes better economic outcomes for newcomers.

The 2008 Action Plan for Faster Immigration⁹ has helped reduce application backlogs and wait times. As of March 31, 2011, the total number of federal skilled worker (FSW) applicants awaiting a decision has gone down 22 percent (including those who applied before and after the 2008 introduction of Ministerial Instructions),¹⁰ with nearly a 50-percent reduction in the pre-February 2008 FSW backlog.

However, labour market changes, rising intake of new FSW applications and a desire to respond to comments by the Auditor General prompted an exploration of options to update the Ministerial Instructions. In June 2010, CIC issued a second set of Ministerial Instructions¹¹ to sustain progress on the Action Plan for Faster Immigration. These updated instructions sought to align the intake of new FSW applications to CIC’s capacity to process them by capping the number of new applications to be processed, modifying the eligible occupations list to meet the needs of an evolving labour market, and seeking to improve the labour market readiness of new FSWs by requiring third-party language tests as part of the application process. The second set of Ministerial Instructions also temporarily suspended the acceptance of new federal investor applications from July 2010 until regulatory amendments came into effect in December 2010.

Growing international migration has increased the possibility of Canadians being exposed to disease outbreaks, infectious diseases, acts of terrorism and transnational organized crime. In recent years, Canada has also faced the challenge of human smuggling. A range of mitigating strategies has been adopted across government and with international partners to reduce the possibility of these threats affecting the Canadian population. CIC measures to deal with these risks include Bill C-49 to crack down on human smuggling, the Temporary Resident Biometrics Project to enhance identity management, and information-sharing protocols with key federal and international security partners.

CIC also strengthened its medical screening risk management strategies. CIC and its Five Country Conference partners¹² developed a strategy to align and implement quality assurance tools that improve the reliability of diagnosis for tuberculosis worldwide. In addition, CIC signed a memorandum of understanding with Australia to share information relating to medical examiners quality assurance. Consequently, joint visits were conducted in countries of higher health risks such as China and the Philippines, resulting in progressive alignment of examiners’ networks.

The integrity of the Immigration Program is being put at risk by sponsor or applicant misrepresentation, document or identity fraud, and the perceived abuse of the in-Canada refugee protection system. To meet this challenge, CIC worked with various stakeholders to proactively identify and act on integrity concerns, while implementing legislative reform of the refugee system. CIC has already strengthened measures to protect the integrity of Canada’s immigration and refugee programs, including a new Permanent Resident Card with enhanced security features and sharing of high-value biometric information with international partners. As well, the Department continued to refine the design and use of its documents and systems, provide anti-fraud training to citizenship and immigration officers, and enhance and enforce procedures related to storage, use and handling of Department-controlled forms.

CIC reached an important milestone in countering fraud when Bill C-35, which strengthens the regulation of immigration consultants, received royal assent in March 2011. The government also announced its intention to designate the Immigration Consultants of Canada Regulatory Council as the new regulatory body to oversee immigration consultants.

Once immigrants arrive in Canada, they must have the opportunity to integrate into the work force and society as a whole. If newcomers are not able to integrate effectively, they face increased risk of poverty, marginalization and other negative outcomes.

Through programming to support this integration, CIC helps immigrants contribute to the country’s social, civic, cultural and economic development. Canada faces various challenges related to integration, including concern over economic outcomes for newcomers.¹³ In response, CIC continued to work with its partners to develop and improve short- and long-term integration programs for all immigrants, including services that promote the rights and responsibilities of citizenship; offer language training and orientation; and support successful integration into the Canadian work force. Effective integration of newcomers lowers the risk of alienation and helps build a socially cohesive, integrated society based on equality of opportunity. In Budget 2006, the government committed to investing in settlement and integration of newcomers. Since then, Canada has tripled settlement funding outside of Quebec from less than $200 million in 2005–2006 to more than $600 million in 2011–2012.

The Refugee Program also faces a number of risks, including increasing abuse and a growing backlog. In response, CIC is working with partners to implement changes to the asylum system to arrive at final decisions more rapidly, provide protection to those who need it, ensure faster removals to those who do not need protection, and make the system less vulnerable to abuse. The implementation of the Balanced Refugee Reform Act,¹⁴ which received royal assent in June 2010, will streamline the refugee system and increase its integrity.

Although Canadians’ support for immigration remains high, there are challenges related to immigration levels and increasing diversity, especially in the context of global economic uncertainty, continuing international security threats and some evidence of harmful cultural practices. To respond, CIC continued to work on multiculturalism initiatives that focus on engagement and inclusion, instil multicultural understanding, recognize multiculturalism as a fundamental Canadian value, and support the removal of barriers that prevent full participation in Canadian society. Inter-Action, a new component of Canada’s multiculturalism grants and contributions program, supports integration through community development and engagement projects and funding for community-based events.

Summary of Performance

2010-11 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
1,561.7	1,644.8	1,590.1

2010-11 Human Resources FTEs

Planned	Actual	Difference
4,015	4,778	(763)

Explanation of change: Planned spending of $1,561.7 million increased by $83.1 million due to Supplementary Estimates and additional statutory funding providing total authorities of $1,644.8 million. The increased authorities included additional funding for the Interim Federal Health Program, funding to support the reform of Canada’s refugee determination system, and additional funding related to CIC’s response to the Haiti earthquake. Also included in the increased authorities are operating funding carried forward from the previous fiscal year and additional statutory funding related to employee benefit plans.

Actual spending was lower than total authorities by $54.7 million. Operating resources totalling $31.0 million lapsed, primarily due to lower than projected costs for the implementation of new visa requirements in Mexico, the biometrics project, new refugee reform measures, the Interim Federal Health Program and the Haiti relief effort. Lower than planned expenditures in Settlement and Multiculturalism programs resulted in $23.7 million in grants and contributions lapsing.

Planned FTEs did not reflect the revised spending trends reported in the 2009–2010 Departmental Performance Report as this information was not available at the time of the preparation of the 2010‑2011 Report on Plans and Priorities. This timing difference, and the additional authorities accessed through Supplementary Estimates, resulted in higher than planned FTEs for 2010–2011.

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

Performance Indicators	Targets	2010-11 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	The income differential between skilled worker principal applicants and the Canadian born has been relatively stable at 12%15 in recent years. Average income for skilled worker 2008 tax filers (landed three years earlier) was $34,783, compared with an average income of $30,957 for all Canadian-born tax filers 15 years and older. For the 2008 tax year, however, male skilled workers landed three years before reported income 4% lower than Canadian-born males. Skilled worker females, whose income in recent tax years has outpaced that of Canadian-born females, had income 21% higher that same tax year ($27,478 and $22,800 respectively). The overall differential in incomes appears to be explained by the relatively strong incomes of recent female skilled workers. Evidence from the evaluation of the Federal Skilled Worker Program (2010) suggests that income differentials between skilled principal applicants and the Canadian born may have improved in recent years. The selection system now in place, first implemented in 2002, looks at factors such as education, experience, language and age to assess an applicant’s ability to economically establish. That evaluation confirmed that skilled workers selected under the criteria put in place in 2002 have enjoyed better earnings and employment rates, sooner after arriving, than those selected under the former system. Skilled workers selected under the new criteria will be under-represented in the available tax filing information until tax filing year 2009 or 2010 because it was not until 2006 and 2007 that the majority of skilled workers began landing based on a successful assessment against the human capital criteria. Once comparative data are available for the 2009 or 2010 tax year (for those landed 2006 or later), improvement in the income differential should become more apparent.

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes16
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
1. Immigration Program	157.5	129.5	129.4	144.9	143.0	Strong economic growth
2. Temporary Resident Program	65.9	90.9	114.2	72.2	61.3	Strong economic growth
Total	223.4	220.4	243.6	217.1	204.3

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	Targets	2010-11 Performance
Number of protected persons and Convention refugees granted permanent residence	19,600 to 26,000 persons, as identified in the 2010 immigration plan	Canada offered protection to 24,696 persons in 2010, including protected persons, Convention refugees and dependants abroad.
Percentage of positions initiated or supported by Canada which are eventually reflected in international policy debate	CIC responds to ad hoc requests	Over 250 positions were developed in international forums, including the United Nations, International Organization for Migration, G8, International Labour Organization and the Organization of American States.

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes17
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
3. Canada’s Role in International Migration and Protection	2.3	4.0	4.0	3.9	3.3	A safe and secure world through international engagement
4. Refugee Program	118.7	102.4	102.4	120.8	112.7	A safe and secure world through international engagement
Total	121.0	106.4	106.4	124.7	116.0

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

Performance Indicators	Targets	2010-11 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	During 2007–2008 (the period for which the latest data are available), immigrant income from all sources continued to improve relative to Canadian benchmarks. Based on 2008 estimates, immigrant income for all immigration categories after five years saw an increase from 79% to 80% of Canadian benchmarks over the 2007–2008 period. For established immigrants (in Canada for 10 years or more), income from all sources increased from 86% to 89% of Canadian benchmarks over the same period.
Social participation measured by donor and volunteer rates	Maintain or improve on current levels of 80% giving and 20% volunteerism by immigrants	According to the 2007 report of the Canada Survey of Giving, Volunteering and Participating, 82% of immigrants gave to charities and non-profit organizations and 40% of immigrants offered volunteering services. CIC has been successful in meeting its giving and volunteerism targets by newcomers over the 2000–2007 period (the period for which the latest data are available).
Increased participation of new and established Canadians in citizenship events	15% of citizenship events will be held off-site annually by 2011	In 2010, approximately 25% of citizenship ceremonies were held off-site (425 out of 1,723). This represents a slight increase from 2009 when approximately 23% of citizenship ceremonies were held off-site (458 out of 1,957). Thus, CIC has surpassed its performance target for the past two years.

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes18
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
5. Integration Program	965.7	1,007.3	1,013.4	996.1	975.7	A diverse society that promotes linguistic duality and social inclusion
6. Citizenship Program	62.1	62.0	62.0	76.4	68.8	A diverse society that promotes linguistic duality and social inclusion
Total	1,027.8	1,069.3	1,075.4	1,072.5	1,044.5

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
7. Internal Services	204.7	136.3	136.3	230.5	225.3

	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Total Department Spending	1,576.9	1,532.4	1,561.7	1,644.8	1,590.1

Note: For an explanation of variances by program activity, see Section II.

Expenditure Profile

Departmental Spending Trend

During 2010–2011, CIC’s spending to meet the objectives of its program activities amounted to $1,590.1 million. The following graph illustrates CIC’s spending trend from previous years and planned spending for future years to 2013–2014.

Display Text Version

Grants and Contributions

Overall, grants and contributions spending increased significantly between 2007–2008 and 2010–2011, due to additional settlement contribution funding for all provinces and territories and additional obligations under the grant for the Canada–Québec Accord Relating to Immigration and Temporary Admission of Aliens.¹⁹ Total grants and contributions funding is expected to stabilize in future years at 63 percent of total planned spending.

Operating Expenditures

The overall level of operating expenditures remains relatively constant from year to year, despite increased funding for certain initiatives. Additional operating funding has been provided, for example, for the Interim Federal Health Program, backlog reduction and the implementation of new visa requirements. These increases have been largely offset, however, by the effects of government-wide reductions, transfers to other departments, reductions due to foregone revenue and sunsetting initiatives.

2010-11 Financial Resources under Canada ’s Economic Action Plan ($ millions)

Planned Spending	Total Authorities	Actual Spending
6.1	6.1	5.5

These resources represent CIC’s 2010–2011 spending under Canada’s Economic Action Plan²⁰ for the Foreign Credential Recognition Program. This spending is included under Program Activity 5: Integration Program.

Estimates by Vote

For information on CIC’s organizational votes and/or statutory expenditures, please see the 2010–2011 Public Accounts of Canada²¹ (Volume II) publication.

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