ARCHIVED - RPP 2007-2008
Citizenship and Immigration Canada

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SECTION I – Overview

Message from the Minister

It gives me great pleasure to present to Parliament and to Canadians the 2007–2008 Report on Plans and Priorities for Citizenship and Immigration Canada (CIC).

Sixty years ago, Canada became the first Commonwealth country to establish citizenship distinct from Britain. With passage of the Canadian Citizenship Act in 1947, so began the promotion of a great national identity that has put newcomers to this country on an equal footing with residents born here and helped shape the strong, united, independent and free Canada of today.

I believe the characteristic that most defines Canadians is their welcoming nature. It has been a constant throughout our evolution as a country. Wave after wave of newcomers, first from Europe, then from all corners of the earth, have found themselves welcomed in Canada. They have also found opportunity and tolerance in a country that genuinely appreciates cultural diversity.

It is our good fortune that we attract highly talented people to this country. Canada has been described as the most successful pluralistic society in the western world. It is where citizens, immigrants, and refugees find hope for the future.

The dreams of earlier generations continue to this day. Immigration is vital to Canada’s cultural diversity and economic prosperity. In fact, it will account for all of Canada’s net labour force growth within the next 10 years. It will certainly account for all of our net population growth within the next 25 years.

As the current labour pool grows slowly, it is important that Canada make the most of everybody’s skills. In the coming year, I want to focus our attention on initiatives that will assist immigrants and foreign-trained Canadians to integrate into our work force.

At a time when Canada’s growing economy is generating skill shortages in many professions, employers cannot afford to overlook eligible workers. Addressing these shortages will require a lot of effort and innovative thinking from everyone involved—governments at every level, the private sector and professional associations—as we plan for the longer term and deal with immediate needs.

With uneven capacity to assess and recognize credentials across the country, the Government of Canada proposes to work with provincial and territorial partners to put in place fair, transparent and consistent assessment services. Budget 2006 allocated $18 million to address assessment and recognition of foreign credentials by establishing an agency that would work with key partners to provide information, path-finding and referral services early, and to strengthen credential-recognition capacity across Canada. We continue to look for more effective ways to tap into the skills of qualified foreign-trained workers.

The recent allocation of $307 million in additional new settlement funding will support services that immigrants require as they settle into their new lives here. In partnership with service providers and the provinces and territories, we are helping new Canadians access language training, orientation, referral to community resources, employment-related services, interpretation and translation so that they can succeed in their new home.

We have also made it easier, faster, and less costly for employers who need workers for certain occupations to get the help they need to remain competitive. We created federal-provincial working groups to help identify shortages of skilled workers and where these shortages are emerging. These groups will determine the most effective ways the foreign worker program can be more responsive to employers’ needs.

New temporary foreign worker units in Calgary and Vancouver are now in full operation, an online guide for employers has been developed and work is well advanced with Human Resources and Social Development Canada, Service Canada and the provinces and territories to further improve the program.

As part of the international community, Canada will continue to support international efforts to help emerging democracies look for ways to solve many of the problems that create refugee populations in the first place, and help find durable solutions for more refugees.

As we move in these directions, the Government of Canada will continue to address the challenge of protecting the people of Canada and the integrity of our immigration and refugee system, and being a safe haven for the victims of persecution. We want newcomers to Canada to identify with our country, and recognize and respect the benefits and responsibilities of citizenship in ways that support public safety and national security.

I encourage you to learn more about CIC’s work by visiting www.cic.gc.ca. Canada is a great country. Together, we will strengthen the programs and strategies to ensure this country has the people and skills it needs to prosper in the 21st century.

The Honourable Diane Finley, PC, MP
Minister of Citizenship and Immigration

Management Representation Statement

I submit for tabling in Parliament, the 2007–2008 Report on Plans and Priorities (RPP) for Citizenship and Immigration Canada.

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2007–2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance;
• It is based on the Department’s Strategic Outcomes and Program Activity Architecture that were approved by the Treasury Board;
• It presents consistent, comprehensive, balanced and reliable information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• It reports finances based on approved planned spending numbers from the Treasury Board Secretariat in the RPP.

Richard B. Fadden
Deputy Minister

A. CIC’s Program Activity Architecture

CIC’s three strategic outcomes describe the long-term results that the Department’s programs are designed to achieve. The Department’s Program Activity Architecture (PAA) is a framework that provides an inventory of the Department’s programs and activities and describes their linkages to the strategic outcomes. The PAA also provides an enduring foundation for financial and performance reporting to Parliament.

CIC’s Strategic Outcomes	CIC’s Program Activities
1. Maximum contribution to Canada’s economic, social and cultural development from migration	1. Immigration Program 2. Temporary Resident Program
2. Reflection of Canadian values and interests in the management of international migration, including refugee protection	3. Canada’s role in international migration and protection 4. Refugee Program
3. Successful integration of newcomers and promotion of Canadian citizenship	5. Integration Program 6. Citizenship Program

Alignment of Strategic Outcomes with Government of Canada Outcomes

CIC’s strategic outcomes contribute to the achievement of the following Government of Canada outcomes: [note 1]

CIC Strategic Outcome	Relevant Government of Canada Outcome	Government of Canada Policy Area
1. Maximum contribution to Canada’s economic, social and cultural development from migration	Strong economic growth	Economic
2. Reflection of Canadian values and interests in the management of international migration, including refugee protection	A safe and secure world through multilateral cooperation	International
3. Successful integration of newcomers and promotion of Canadian citizenship	Diverse society that promotes linguistic duality and social inclusion	Social

A change in CIC’s PAA was announced in February 2006, and was approved by the Treasury Board Secretariat (TBS) on June 22, 2006. The change reflected the transfer of responsibility for the Toronto Waterfront Revitalization Initiative (TWRI) to the Treasury Board Secretariat, [note 2] including funding. Funding allocation across CIC's other strategic outcomes and program activities, as illustrated in Section B below, has not been affected.

B. Summary Information

Raison d’être

CIC [note 3] is responsible for selecting immigrants and temporary residents and assisting with immigrant settlement and integration—including the granting of citizenship—while offering Canada’s protection to refugees. CIC is also responsible for developing Canada’s admissibility policy, setting the conditions to enter and remain in Canada, and conducting screening of immigrants and temporary residents to protect the health, safety and security of Canadians. In so doing, CIC in collaboration with its partners, fulfils its role in identifying applicants who could pose risks to Canada for reasons including security, criminality, organized crime, and violation of human and international rights.

The Department was created through legislation in 1994 to link immigration services with citizenship registration to promote the unique ideals all Canadians share and to help build a stronger Canada. CIC derives its mandate from the Immigration and Refugee Protection Act (IRPA), which is the result of major legislative reform in 2002, and from the Citizenship Act of 1977. Immigration is an area of shared jurisdiction with provinces and territories under the Constitution Act, 1867.

CIC has over 4,000 employees [note 4] in Canada and abroad, with 43 in-Canada points of service and 91 points of service in 77 countries.

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, will build a stronger Canada by: Developing and implementing policies, programs and services that: Facilitate the arrival of persons and their integration to 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.

 

Financial Resources
2007–2008	2008–2009	2009–2010
$1,187.8M	$1,313.2M	$1,363.3M

 

Full-time Equivalents
2007–2008	2008–2009	2009–2010
3,708	3,498	3,515

Explanation of change: Planned spending increases by $125M in 2008–2009, compared to the previous year, primarily due to increased funding for the Canada-Ontario Immigration Agreement, additional Settlement funding and the escalation of the Canada-Quebec Accord.

In 2009–2010, planned spending increases by $50M over the previous year, mainly due to additional Settlement funding.

Full-time Equivalents (FTEs) decrease in 2008–2009 due to the planned completion of the Global Case Management System (GCMS) project. Although there is an overall increase in funding dollars over the planning period, it is related primarily to grants and contributions, not salary costs, and therefore results in no significant change to FTEs in future years.

Departmental Priorities

Departmental Priorities	Type
1. Implementing an integrated policy framework	Ongoing
2. Improving client service	Ongoing
3. Building the work force of the future	Previously committed

Program Activities by Strategic Outcome

For further information on planned spending variances, see details by program activity in Section II.

	Expected Results	Planned spending 2007–2008	Planned spending 2008–2009	Planned spending 2009–2010	Contributes to the following Priority
SO1: Maximum contribution to Canada’s economic, social and cultural development from migration
1. Immigration Program	Contribution, through the Immigration Program, to Canada’s economic, social and cultural development.	$184.0M	$170.8M	$170.3M	1,2,3
2. Temporary Resident Program	Contribution, through the Temporary Resident Program, to Canada’s economic, social and cultural development.	$59.8M	$59.1M	$62.1M	1,2,3
SO2: Reflection of Canadian values and interests in the management of international migration, including refugee protection
3. Canada’s role in international migration and protection	Canada influences the international agenda on migration and protection.	$4.0M	$4.0M	$4.0M	1,2,3
4. Refugee Program	Maintenance of Canada’s humanitarian tradition with respect to refugees and persons in need of protection.	$97.5M	$95.7M	$95.6M	1,2,3
SO3: Successful integration of newcomers and promotion of Canadian citizenship
5. Integration Program	Successful integration of newcomers into Canadian society within a reasonable time frame. Newcomers contribute to economic, social and cultural development needs of Canada.	$783.2M	$929.0M	$977.0M	1,2,3
6. Citizenship Program	Accordance of full participation in Canadian society to eligible permanent residents. Contribution to Canada’s economic, social and cultural development.	$59.3M	$54.6M	$54.3M	1,2,3
Total Planned Spending		$1,187.8M	$1,313.2M	$1,363.3M

Explanation of change: Planned spending increases by $125M in 2008–2009, compared to the previous year, primarily due to increased funding for the Canada-Ontario Immigration Agreement, additional Settlement funding, and the escalation of the Canada-Quebec Accord.

In 2009–2010, planned spending increases by $50M over the previous year, mainly due to additional Settlement funding.

C. Departmental Plans and Priorities

Canadian Immigration: Building Canada’s Future

Migration is a widespread and irrepressible phenomenon affecting virtually every country in the world. The number of migrants has increased rapidly in modern times, from 76 million in 1960, to 175 million in 2000 and to almost 200 million in 2005. International migrants now account for 3 percent of the world’s population, which includes 9.2 million refugees. A number of factors have influenced migration in recent decades: population growth; market globalization; environmental degradation; advances in communication technology; ease of transportation; political, economic and social conditions; regional conflicts; and natural disasters.

Immigration has helped make Canada what it is today, building and transforming the population and contributing to the development of our economy, our society and our culture. Canada has one of the highest per capita rates of permanent immigration in the world—roughly 0.7 percent in recent years—and has welcomed 3.5 million immigrants in the last 15 years alone. In fact, about 18 percent of Canada’s population is foreign-born and another 30 percent is descended from earlier generations of non British, non-French immigrants. Canada’s cultural diversity represents a tremendous strength, weaving a web of global ties that enriches our social fabric and enhances our economic prosperity.

Canada is one of only a few countries with a managed immigration program that aims to have newcomers ultimately become full citizens. According to Statistics Canada, 84 percent of the permanent residents in Canada in 2001 who were eligible had acquired Canadian citizenship. In 2005–2006, 222,170 permanent residents became Canadian citizens. Obtaining citizenship is a key step in the integration process for newcomers because it means that they can participate fully in Canadian life. In a world of widespread migration and expanding global ties, however, multiple connections and identities increasingly raise questions about the meaning of citizenship and how to foster a shared national identity and sense of belonging.

While Canada has had great success in maximizing the benefits of immigration, an ever-changing world continues to present new issues and challenges associated with an evolving global economy, demographic patterns and geopolitical trends.

Demographic and labour market context

The United Nations projects that between 2000 and 2050, the world’s population will grow by 2.6 billion people, but that almost all of that growth will be in developing and least-developed countries. Industrialized countries, such as Canada, will continue to be faced with an aging population and ultimately with demographic decline. Even booming developing economies, such as China, may eventually face a decline in population growth. These opposing trends in global demographics will significantly influence migration flows and the competition for migrants of choice. More and more countries are gearing their immigration programs toward skilled migrants.

According to Statistics Canada, sometime between 2025 and 2030, the number of births in Canada will equal the number of deaths. If Canada’s population is to continue to grow, immigration will be the source of this growth in the absence of a change in fertility and/or mortality rates. These demographic factors are also slowing Canada’s labour force growth. Since labour force growth and productivity gains are the key components to ensuring a rising standard of living, any slowdown in labour force growth must be offset by stronger productivity gains in the future if the recent increase in the standard of living is to be sustained.

Immigration by itself cannot meet Canada’s current and future labour market needs, but it is an important part of an overall solution. Immigration currently accounts for more than 70 percent of net growth in the labour force, and it is projected to account for 100 percent of that growth within the next decade because the number of Canadians leaving school and entering the labour force will only be sufficient to offset the number retiring. At current immigration levels, however, domestic sources of labour force growth will remain dominant, producing an estimated five times greater number of new entrants per year versus entrants from immigration.

While immigration is not the only driver of labour force growth, it is a key source of skilled labour for Canada, as well as an increasingly important mechanism for addressing labour shortages. No generalized labour market shortages are predicted for the next few decades, but shortages of skilled workers are already occurring in particular occupations, sectors, industries and regions. It is therefore important that Canada make the most of everybody’s skills. The Government of Canada has proposed to work with provincial and territorial partners to put in place a fair process for foreign credential assessment.

More and more, businesses view skilled labour shortages as a serious, long-term problem that will hamper Canada’s economic growth and competitiveness. It is therefore important that the country have an immigration strategy that addresses pressing labour market and employer needs in the short term, while helping build an adaptable and competitive labour force over the long term. Doing so hinges on our ability to attract and retain immigrants through proactive recruitment and effective integration and family reunification programs.

Safety and security in a global context

Global interconnectedness brings shared risks. The ease of travel means that virtually all problems can be global. Epidemics of diseases such as SARS and avian influenza can rapidly affect the entire world if they are not managed effectively. Political conflict and civil strife in some parts of the world can have widespread ramifications and will continue to shape geopolitical relations and undermine our sense of security. The global context, especially since the events of September 11, 2001, has heightened concerns about security and migration. A key challenge for Canada is to strike a balance between protecting the health, safety and security of Canadians and facilitating the entry of migrants who have the potential to contribute to our economic, social and cultural life. CIC continues to work with its partners to fulfil its role in identifying applicants who could pose security, safety or health risks to Canada in order to ensure that the benefits of a more responsive immigration system are not undermined.

Moving forward

The international environment will increasingly challenge Canada’s ability to meet its future economic, social and cultural needs through immigration. Though unprecedented numbers of people are on the move as a result of local and world events, competition for talent will intensify with the declining population growth in developed regions and the emergence of developing countries as economic powers. Canada has succeeded in attracting and integrating immigrants. The challenge, however, will be to remain globally competitive and to enhance our contribution to humanitarian efforts to help the world’s most vulnerable people. To help the country meet this challenge, CIC and its partners must have the appropriate policies, programs and tools for success. For CIC, this will require making progress on its three key priorities, particularly the implementation of an integrated policy framework.

Departmental Priorities

Three priorities will guide the Department’s work in 2007–2008. These priorities, first committed to in 2006–2007, are discussed below.

Departmental Priorities

1. Implementing an integrated policy framework
2. Improving client service
3. Building the work force of the future

PRIORITY 1

Implementing an Integrated Policy Framework

While Canada’s immigration system provides a strong foundation upon which to build, action is needed to ensure that it is well-positioned to meet new and emerging challenges that are closely interconnected. In moving forward, CIC is taking an increasingly horizontal approach to developing policies and programs that will make Canada an attractive destination for migrants. Efforts will involve measures that improve how we target and select immigrants and support their integration and pursuit of active citizenship, while striving to meet our humanitarian goals and manage risks and pressures on the immigration system itself. An integrated approach to addressing challenges that cuts across the immigration, integration, refugee and citizenship programs is crucial to achieving results in departmental priorities.

Selecting migrants and maximizing the benefits of immigration

One of Canada’s challenges is to maximize the contribution of immigration to its economic, social and cultural development. Selecting entrants on the basis of having sufficient education, experience and language proficiency to successfully adapt in a changing labour market enables newcomers to take advantage of economic opportunities and contribute their talent and creativity to build strong, diverse and innovative communities that enhance Canada’s position in the world. At the same time, employers cannot afford to overlook eligible workers. Budget 2006 allocated $18 million to address assessment of foreign credentials. CIC continues to look for more effective ways to tap into the skills of qualified foreign-trained workers.

While this approach helps sustain Canada’s labour force and its competitive advantage over the longer term, there are immediate concerns about labour shortages in specific occupations, sectors and industries. CIC has already made improvements to existing mechanisms, such as the Temporary Foreign Worker (TFW) Program, and will continue to explore other measures to better meet specific labour market needs over both the short and long term.

At the same time, current settlement patterns result in an unequal distribution of the benefits of immigration across the country. While less than 65 percent of the Canadian population lives in metropolitan areas, more than 90 percent of newcomers settle in those areas. In fact, three quarters of newcomers settle in Canada’s three largest urban areas— Toronto, Montreal and Vancouver. Rural and smaller urban areas are having difficulty attracting and retaining immigrants who would help meet their labour market and population requirements. CIC will have to work more closely with provinces and territories to make the immigration system more responsive to community needs across Canada. One way to do this is through the Provincial Nominee Program.

Successful integration of newcomers

Another challenge for Canada is to improve economic and social outcomes for immigrants. Recent immigrants are not succeeding as well as immigrants in the past. Over the last two decades, the initial earnings of new immigrants relative to average Canadian earnings have deteriorated overall, despite higher levels of education. Recent immigrants take longer to catch up with native-born Canadians with respect to labour market outcomes. Immigrants need to be able to leverage their skills to productive use in the labour market and to reap economic rewards commensurate with their skill levels. It will also be important to ensure that newcomers have the family and social support they need to succeed and to fully contribute to the social and cultural fabric of Canada.

The 2006 budget provided additional funding of $307 million over two years for settlement services in provinces and territories outside of Quebec. [note 5] The new funding is to ensure that newcomers have the support they need, particularly during their early years in Canada. CIC will also continue to work with Human Resources and Social Development Canada (HRSDC), the provinces and territories, and professional associations toward the creation of the Foreign Credentials Referral Office. Other innovative approaches will also be developed to facilitate integration, such as starting the process overseas or targeting the selection of people who have the experience needed to integrate quickly into the Canadian labour market and society.

Citizenship is often considered to be the ultimate measure of newcomer integration and full participation in the economic, social and cultural life of the country. In fact, the vast majority of immigrants to Canada (84 percent) eventually become citizens. It is important to ensure that the process of acquiring citizenship is responsive to the modern-day realities of a world characterized by increasing international mobility. Just as important is to promote an understanding of a broader notion of citizenship that encompasses a shared national identity, a sense of belonging, loyalty and attachment to Canada, and rights and obligations.

Our continued success as a country will depend on how we harness our strength as a culturally diverse society and on pursuing citizenship as a two-way process that entails both equality of opportunity and respect for the law. Canada’s model of citizenship must be well-positioned to enhance its social fabric and build stronger communities across the country.

Protecting the most vulnerable

A disproportionate number of the world’s refugees live in camps or unsafe urban conditions for long periods before a solution is found through either a return to their country of origin, settlement within the region or resettlement abroad. Other refugees find ways to get to countries where they can apply for asylum, although globally the number of asylum applications in industrialized countries, including Canada, has decreased by almost half since it peaked in 2001. Within this context, both the domestic and international components of Canada’s refugee protection programs must be examined in order to ensure that we continue to target those most in need of protection and find more durable solutions for a greater number of refugees. Partnerships both at home and abroad will have to be strengthened in order for Canada to contribute further to international solutions for refugees, particularly those in protracted refugee situations.

Managing pressures and risks effectively

A key pressure on the immigration system is the sheer volume of applications relative to Canada’s annual admission targets. As a consequence, an inventory of applications representing approximately 800,000 individuals has accumulated. In addition, intake of new applications in some categories (e.g., federal skilled workers and parents and grandparents) has for several years exceeded planned target ranges. This means lengthy waiting times that frustrate applicants. It may also lead to missed opportunities as skilled applicants choose other countries, undermining Canada’s efforts to position itself as a destination of choice. Another consideration relates to the fact that we do not control when immigrants will arrive in Canada once they have been accepted. This causes year-to-year fluctuations in arrivals that have to be managed. For example, newcomers used their visas faster in 2005 than in 2004, raising the number of people admitted last year beyond the planned range. In addition, the average time between visa issuance and immigrant arrival in Canada declined by close to 30 days in 2005 which meant that CIC processed 13 months’ worth of admissions in 12 months. We need to have the tools and policy measures to manage our system more efficiently if we are to continue to attract migrants who will contribute to Canada’s prosperity.

Another source of pressure on the immigration system is the growing volume of applicants under the Temporary Foreign Worker Program. While CIC is equipped to deliver on its annual immigration targets, it must manage applications under the TFW category within its existing resources. This could lead to an erosion of the capacity of CIC to deliver on its planned admission targets, given that TFW applications take priority over the processing of permanent resident visas. These pressures highlight the need to find the right balance between temporary and permanent streams of migration.

Equally important is the need to plan effectively. The current approach to planning annual immigration level targets is limited to a one-year time frame. A longer-term approach will allow more time to plan and build operational capacity, provide enough flexibility to respond to changing priorities and conditions, allow for broader and deeper collaboration with partners during the planning process, provide an opportunity to gain key stakeholder perspectives, and build a strong evidence base for setting appropriate levels of immigration that will meet the economic and social needs of communities across the country.

Risk management is essential to sustaining Canada’s immigration programs and ensuring public confidence in the immigration system. Canada strives to strike a balance between facilitating entry and screening applicants so as to ensure both continued program integrity and the benefits of immigration. With support from security partners, CIC is responsible for making the final decisions on the entry of immigrants and temporary residents to make certain that entrants to Canada do not pose a danger to public safety and security. Similarly, CIC works with its health partners to manage the risks to public health within the context of increasing global mobility.

The integrated policy framework will provide a strategic roadmap to ensure that all immigration programs and policies are working together to meet all these challenges and serve Canada’s interests. It also involves laying out a path to provide sustainable investments needed to achieve strategic outcomes. This will involve strengthening the infrastructure for partnership and coordination within the Department. Collaboration and dialogue with other government departments will take place at multiple levels in order to achieve a broad-based understanding of pressures, challenges and policy directions with respect to immigration. CIC will also work more closely with the provinces, territories and other key players such as communities, employers and non-governmental organizations.

PRIORITY 2

Improving Client Service

The decision to immigrate to Canada or to apply for citizenship is an important life decision. Both clients and CIC are better served when this decision is based on realistic, authoritative and timely information about the opportunities, challenges and difficulties involved in immigrating, working and living in Canada and the privileges and responsibilities of Canadian citizenship. Clients and the Department also benefit when immigration and citizenship application processing is simple, predictable and transparent.

While Canada’s immigration system provides a strong foundation upon which to build, there are challenges in the areas of application management and client service. Responding to these challenges will involve enhancing services to clients while maintaining the integrity of the system, improving public perception of the system, and ensuring that Canada remains an attractive destination for skilled immigrants. The increasing number of applications, for both temporary and permanent residents, shows that Canada continues to be a destination of choice.

However, a high volume of permanent resident applications in the 1999–2001 period and a continued inflow at higher levels than the government objectives—particularly for the federal skilled workers and parents and grandparents categories—have contributed to creating a large inventory of applications. Similarly, there has been an increasing volume of temporary resident applications (which are not constrained by target levels), eroding the Department’s processing capacity and resources. Rising inventories and lengthy wait times have put significant pressures on the delivery of the immigration program and present real challenges for timely processing and efficient management of client expectations.

Working with partners, CIC has launched a service modernization initiative that seeks to reduce processing times in a number of areas, make better use of the Internet and on-line services, simplify application kits and processes, and provide better information on the Internet through CIC’s Call Centre and through service delivery partners. Significant progress has been made in the pursuit of continuous improvement, and CIC is committed to providing quality information and services in anticipation of and in response to clients’ evolving needs and expectations.

As an example, TFW units were established in Vancouver and Calgary on September 1, 2006. The TFW units will provide advice to employers who plan to hire temporary foreign workers who are exempted from the labour market confirmation process. The units will also prescreen supporting documents from employers to streamline the application process of such workers.

In this context, a service improvement framework has been developed. It focuses on better addressing client needs and on providing enhanced accessibility worldwide by:

• Conducting client surveys and focus groups to better understand limitations and to ensure that services offered address them;
• Clearly communicating CIC’s commitment to client service, supported by service principles and standards that are meaningful, transparent and fair to CIC clients;
• Developing a comprehensive human resources and change management strategy to foster a corporate culture focused on client service, innovation and performance;
• Developing a future model for service delivery that is integrated, responsive and accessible around the world;
• Streamlining business processes related to front-counter and behind-the counter operations, with the support of innovative partnering strategies to ensure that clients have access to more integrated and seamless services;
• Designing and implementing an electronic service environment, supported by a redesigned CIC Web site, that provides clients with user-friendly information and self-service tools for submitting or updating applications and for monitoring their case status on-line; and
• Strengthening CIC governance for service improvement initiatives through rigorous project prioritization and management.

Service improvements must be introduced gradually and provide both short-term solutions and medium-term transformations. Sequencing of changes will be based on client feedback, project feasibility and cost, as well as on operational requirements to ensure a smooth transition and continuity in service delivery. An overarching communication and engagement strategy will ensure a common understanding of the expected results and will help build consensus for the modernization of service delivery.

PRIORITY 3

Building the Work Force of the Future

CIC employees are instrumental in building Canadian society, and their diversity is a key strength for Canada. The Department will use this opportunity to increase its representation of the four designated groups [note 6] and to promote and support diversity in the workplace. CIC needs to recruit employees who have the competencies required to implement new policy and program directions and to serve clients in the future. It needs to retain existing employees and help them develop the competencies they will need in the future. CIC must ensure that all of its employees are equipped to continuously learn and develop in order to respond to the evolving environment and priorities. Building a work force that will enable CIC to fulfil its strategic objectives is a key departmental priority.

The Department began a process of employee consultation during the last year and will build on this process as it moves forward on its current departmental priorities. The three priorities are closely linked, and none of them can be carried out in isolation.

A review of the Department’s management agenda and competencies has guided senior officials in charting the course for developing its future work force, building on the skills and competencies of CIC’s existing employees, and adding new employees who bring needed abilities and energy.

CIC has set up a Work Force Renewal Office (WRO), which is working in close partnership with the Human Resources Branch to develop strategies to renew CIC’s work force through training and succession planning and by recruiting new employees who have the needed competencies and skill sets.

The WRO has been mandated to:

• Discover demographic and competency-related challenges facing CIC;
• Develop strategies for facing these challenges;
• Develop and implement a single, integrated change strategy for delivery in 2010; and
• Position CIC as an attractive employer today and in the future.

Through solid human resources planning, CIC will design ongoing, sustainable strategies to build a diverse work force that meets Canadians’ expectations and that can implement new policy and program directions. CIC will develop strategies to address engagement, recruitment, retention, learning and development, diversity, and succession planning needs. These strategies will respond to demographic shifts in its work force, while fostering a learning culture that will make CIC an attractive employer for people who have the competencies needed for the future. CIC will achieve these goals, in part, through the new delegations accorded to management and the enhanced flexibility provided in the Public Service Modernization Act.

For 2007–2008, CIC has identified the following priorities:

• Implement an integrated Performance Management Program and Succession Planning Program and an updated Learning Program for its executive (EX) population. Work will be done toward implementing a succession plan and learning program for EX equivalents and EX minus 1 and EX minus 2;
• Leverage government-wide development programs (e.g., Accelerated Executive Development Program, Career Assignment Program, Management Trainee Program);
• Develop and implement a strategic and creative approach to official language training to ensure that CIC will be seen as a diverse and attractive employer;
• Develop a new Competency-based Management Framework that will ensure CIC identifies the knowledge, skills and abilities necessary to meet its future challenges; and
• Implement the Employment Equity and Diversity Program. In particular a governance structure for Employment Equity and Diversity will be implemented, work will be undertaken to launch a demographic survey and a new diversity training program will be developed.

CIC’s first Human Resources (HR) Strategy is based on strong leadership and excellence. Management, the WRO and Human Resources will work in partnership to build and sustain a competent and innovative work force and an inclusive, productive and respectful workplace ready to take on the challenges of the 21st century.

Management Priorities

CIC remains committed to the continuous improvement of key management practices over the next year. The Management Accountability Framework (MAF) [note 7] establishes the standards for management in the Government of Canada and is the basis for management accountability between departments or agencies and the Treasury Board Secretariat (TBS). The 10 elements of the MAF (Public Service Values and Ethics; Learning, Innovation and Change; Strategic Direction and Communication; Policies and Programs; People; Citizen-focused Service; Risk Management; Stewardship; Accountability; Results and Performance) collectively define key areas that need to be considered by management to establish the benchmarks for sound management of a department or agency.

CIC has made efforts to implement the MAF throughout the organization and to promote its use as the instrument of choice for organizational management. In order to regularly assess and test the efficacy of management practices, the Department is currently identifying core management controls that will guide us to identify where we need to focus our attention to further enhance these practices in the future. This will improve understanding by managers and clarify their responsibility toward outcomes. Through its Management Accountability Office, CIC provides staff at all levels with a single source for guidance and assurance, founded on the fundamental principles of values and ethics. In the coming year, work will also continue on raising awareness of sound management practices and their use among middle managers.

Five management priorities have been set by CIC in consultation with TBS. Priorities may be revised through the MAF assessment process that concludes early in the fiscal year. Nonetheless, CIC has emphasized work on the five following areas.

Continue to improve the evaluation function

Evaluation supports policy design and program development by providing evidence-based information on the effectiveness of immigration, refugee and citizenship programs and policies. The Research and Evaluation Branch, created in 2005–2006, will continue to develop an effective and independent evaluation function that takes a strategic and proactive approach to evaluation work. Study results will continue to inform ongoing policy design and program development and to foster accountability and organizational learning.

The recently approved CIC Evaluation Policy and risk-based, multi-year Evaluation Plan will ensure that in 2007–2008 the Department is positioned to critically evaluate the programs and policies of greatest impact and risk. The Evaluation Policy lays the foundation for evaluation research by establishing roles and responsibilities for the deputy minister, the Evaluation Committee, the Research and Evaluation Branch, and program managers. The Evaluation Plan is based on consultation with CIC managers and on an assessment of risk and priority policy directions of the Department. The Plan establishes a schedule to ensure that significant CIC programs are critically evaluated at established intervals. See Annex 14 for more details.

Continue to integrate planning functions

CIC has made great strides in recent years toward an integrated corporate governance structure to support prioritization and decision making, and continues to refine its integrated business and resource planning cycle. Each year, corporate partners within CIC work closely together to further integration and ensure accountability for planned results. At the end of each planning cycle, a departmental roll-up is prepared, synthesizing key human resource, financial and non-financial information for the Department. CIC is committed to further integrating the planning function to ensure that departmental decision making and resource allocation are informed by integrated performance information, both financial and non-financial.

For 2007–2008, CIC will expand the departmental synthesis into a corporate business plan, identifying strategic context and challenges in addition to departmental priorities, strategies and key risk areas to provide a planning and accountability tool for senior management. CIC will also enhance the comprehensive departmental mid-year review process that assesses progress on plans against performance indicators and identifies gaps and emerging issues. This exercise is done in close internal collaboration between planning, financial and HR groups to better support reallocation decisions and performance reporting.

Strengthen the reporting of results on performance

CIC currently publishes application processing times for the immigration and citizenship lines of business. As part of its broader effort to improve client service, CIC intends to improve the information provided and to develop service standards. As well, the Department will develop a service measurement framework that will encompass new client satisfaction research and tools for client feedback.

Pursue the development and implementation of the Global Case Management System (GCMS)

Further to the implementation of the first component of the system, the Department will undertake an in-depth analysis of the state of the project to examine additional options to deliver the system and meet stated business requirements. This will entail developing a project delivery plan to safeguard the required client continuum, integrity and consistency of management information, and to consider refinement of legacy systems. See Section II D and Annex 9 for more information about the GCMS.

Address work force challenges

The third departmental priority, building the work force of the future, was established to address work force challenges. The section on priority 3 describes planned activities and results for 2007–2008, based on the 2007–2010 Human Resources Strategy. The HR Strategy will focus on building a highly competent and innovative work force and sustaining an inclusive workplace and a productive organization.

Another important component of the management improvement agenda for all departments relates to the implementation of the new TBS Internal Audit Policy. CIC continues to take concrete steps toward implementing the new policy requirements. The Department internally provides value-added, independent and objective assurance and advisory services through its audits and reviews of systems and practices as they related to governance, risk management and internal controls within the organization. As well, through follow-up work, the Department ensures that audit recommendations are implemented. (See Annex 14 for additional information on planned audits.)

Critical Partnerships

The successful management of Canada’s immigration program depends on ongoing cooperation with a wide range of partners. CIC works with many partners on both international and domestic immigration issues, but stronger relationships with an even broader variety of partners are needed to build Canada’s future.

While citizenship matters fall solely under federal jurisdiction, responsibility for immigration is shared with the provinces and territories. It will be important that both levels of government continue to identify ways to strengthen their respective roles and participate fully in the management of the immigration system to ensure its ongoing effectiveness and success. Currently, 11 federal-provincial/territorial (FPT) agreements are in force, including comprehensive frameworks for cooperation and provincial nominee agreements. For further details, see Annex 1.

In addition to bilateral agreements, multilateral FPT discussions are being increasingly used as a way to work with the provinces and territories. As a result of more frequent meetings of FPT ministers responsible for immigration (the first meeting was held in 2002), CIC is forming stronger partnerships with the provinces and territories. Federal-provincial/territorial partnerships continue to progress in 2006–2007 with meetings at both the official and ministerial levels. The ongoing dialogue has shown that there is a clear consensus that all governments can play an active role in promoting Canada as a destination of choice to recruit and retain immigrants and to ensure their successful integration into Canadian society.

Agreement has been reached on a strategic approach to laying the foundation for stronger, more diverse communities in all regions of Canada, while also respecting the unique needs of each province and territory. Key issues identified include improved selection, improved outcomes to ensure that immigrants’ skills are used to their full potential, increased regionalization to share the benefits of immigration more widely, and improved client service.

CIC works closely with the Immigration and Refugee Board (IRB) [note 8] on issues relating to the overall management of the refugee and immigration portfolio. The IRB is an independent administrative tribunal that adjudicates immigration inadmissibility, detention, appeals and refugee protection claims made within Canada. While the independence of the IRB and its decision makers is always maintained, there is close collaboration with CIC on policy and program issues.

CIC and the Canada Border Services Agency (CBSA) share responsibility for administering the IRPA and support each other in carrying out their respective functions. With support from CBSA and security agencies, CIC screens immigrants and temporary residents, assists with immigrant settlement and integration, and offers Canada’s protection to refugees and those in refugee-like situations. CIC supports the CBSA in managing and running Canada’s ports of entry, providing intelligence and other support to prevent inadmissible persons from reaching Canada and to detect persons who are in Canada but who are in contravention of the IRPA. On March 27, 2006, CIC and the CBSA formalized their close partnership through a memorandum of understanding (MOU) that defines how the two organizations work together to deliver all aspects of the immigration, refugee protection and citizenship programs. As the MOU is implemented, CIC will continue to work closely with the CBSA to support the removal of inadmissible persons and to investigate the use of biometrics and other technologies in order to further strengthen client identification and document and program integrity.

In Canada and overseas, CIC delivers its programs in collaboration with Foreign Affairs and International Trade (DFAIT), Public Safety and Emergency Prepardness Canada and other key agencies involved in managing access to Canada and protecting Canadian society. These agencies include the CBSA, the Royal Canadian Mounted Police (RCMP) and the Canadian Security Intelligence Service (CSIS), which work to ensure public safety, and Health Canada and the Public Health Agency of Canada, which work with CIC on migrant health issues. CIC also works with HRSDC on the Temporary Foreign Worker Program and the creation of the Foreign Credential Referral Office, as well as with Canadian Heritage on citizenship promotion activities and on Canada’s Action Plan Against Racism, which is led by Canadian Heritage.

Internationally, Canada finds itself increasingly linked to other states and their nationals through migration. As a country with a long and relatively successful experience with migration, Canada is well-placed to contribute to international discourse. CIC remains focused on asserting Canada’s role in international migration and protection, helping to set the international refugee protection agenda through regular sessions of the United Nations High Commissioner for Refugees (UNHCR) Working Group on Resettlement and its Executive Committee, and through active participation in fora such as the Inter-Governmental Consultations on Asylum, Refugees and Migration Policies, the Four Country Conference, the International Organization for Migration, the G-8 Migration Experts Subgroup and the Regional Conference on Migration (Puebla Process). CIC is working with other states to pursue the establishment of a non-binding, states-led Global Forum on Migration and Development, starting with a meeting in Belgium in 2007. CIC also represents Canada on migration matters at the Organisation for Economic Cooperation and Development.

Canada shares important relationships with a number of other countries with an interest in migration. CIC will continue to foster key bilateral and regional ties in 2007–2008. In the North American context, CIC helps to facilitate the movement of workers under the North American Free Trade Agreement as well as under specific seasonal agricultural worker agreements with Mexico and several Caribbean countries. CIC is committed to shared border initiatives with the United States, including the Security and Prosperity Partnership.

CIC also works closely with a wide range of stakeholders including employers, service providers and various interest groups. CIC will continue to foster these relationships and encourage stakeholders to take on greater partnership responsibilities with respect to the Immigration Program.

 

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