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Minister’s Message

I am pleased to present the 2011–2012 Report on Plans and Priorities for Citizenship and Immigration Canada (CIC).

The Government of Canada is committed to maintaining Canada’s tradition of welcoming newcomers from around the world and supporting a strong economy. As Canada emerged from the global recession in 2010, I took steps last summer to bolster economic immigration. As a result, preliminary estimates show we admitted the largest proportion of economic immigrants since the introduction of the Immigration and Refugee Protection Act in 2002, and of overall permanent residents in more than 50 years. The immigration levels set out in Canada’s immigration plan for 2011, with an anticipated 240,000 to 265,000 permanent residents, reflect the importance of immigration in supporting Canada’s economic growth and prosperity.

The year 2011 will be the third full year of operation of the Action Plan for Faster Immigration, which is helping us to improve our service for federal skilled worker applicants. We aim to increase the range of service standards to cover all our lines of business. This will be a challenge for CIC given the fact we have no control over the intake of applications. But we have begun taking steps to better align application intake with processing capacity, labour market needs and the annual levels plan.

To stay competitive globally, we have to ensure the skilled immigrants we choose are the ones who we need, and the most likely to succeed when they get here. To that end, we will launch cross-country and on-line consultations with stakeholders and the public on proposed changes to the points system to help Canada select immigrants who have the best chance of integrating and making a better contribution to the Canadian economy. In addition, CIC will continue to focus on improving its approach to immigration levels planning, in the long term and by collaborating with provinces and territories.

The Government of Canada is also committed to family reunification and to upholding Canada’s humanitarian tradition in resettling refugees and providing protection to those in need. In 2011–2012, we will implement the Balanced Refugee Reform Act, which will ensure quicker protection for those who need it and quicker removals of those who do not. This will help deter those who would seek to abuse our immigration and refugee protection systems. These changes also allow us to increase the number of resettled refugees by 20 percent and increase funding to the Resettlement Assistance Program, which gives the refugees we resettle the support they need to begin their new lives in Canada.

New rules aimed at strengthening the Temporary Foreign Worker Program will go into effect on April 1, 2011. These changes include a more rigorous assessment of the genuineness of jobs being offered by employers, as well as a two-year suspension from the program for employers who fail to live up to their commitments to their workers.

We will continue our efforts to crack down on unscrupulous immigration representatives who promote fraud in our immigration program and victimize those who dream of immigrating to Canada. We will also pursue our efforts to strengthen the value of Canadian citizenship by strengthening the process of applying for citizenship and cracking down on citizenship fraud, including streamlining the process for taking citizenship away from those who have acquired it illegally. In addition, we will further promote civic participation and the value of citizenship to both newcomers and longstanding Canadians, with a focus on Canadian values, history, symbols and institutions, as well as the rights and responsibilities of citizenship.

The Multiculturalism Program will continue to explore new approaches to addressing racism, unjust discrimination and anti-Semitism, as well as new approaches to increase community resilience and reduce the potential for radicalization. Moving forward, we plan to respond to the expected release of the Canadian Parliamentary Coalition to Combat Antisemitism inquiry report and we will further strengthen Canada’s leadership role in hate-crime statistics, including anti-Semitism, through the Canadian Centre for Justice Statistics.

The government remains as committed as ever to helping newcomers settle and succeed in Canada, and fully participate in the economy and all aspects of Canadian society. That is why we want to ensure newcomers can put their skills to use and work in their trained profession as soon as possible when they arrive in Canada. Under the Pan-Canadian Framework for the Assessment and Recognition of Foreign Qualifications, eight regulated occupations are currently in the process of developing and implementing improvements to their foreign qualification recognition processes. A second set of at least six regulated occupations has been identified for implementation by December 31, 2012.

We will also continue to deliver pre-arrival orientation sessions through the Canadian Immigration Integration Project (CIIP). This project has helped assist immigrants from China, India and the Philippines preparing to integrate into the Canadian labour market while they are still in their country of origin. A new office in London will serve the British Isles, the Persian Gulf and Scandinavia starting in early 2011, and we will work to expand the number of countries served by the CIIP to 25.

As Minister of Citizenship, Immigration and Multiculturalism, I am confident that we will meet our objectives and together build a cohesive society that promotes our diversity and shared values.

I would like to thank the staff at CIC for their efforts to ensure Canada continues to attract the world’s best.

The Honourable Jason Kenney, PC, MP
Minister of Citizenship, Immigration and Multiculturalism

Section I – Departmental 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.


Citizenship and Immigration Canada [note 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 86 points of service in 73 countries.

CIC’s broad mandate is partly derived from the Department of Citizenship and Immigration Act.[note 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)[note 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.

CIC’s Vision for a Stronger Canada

A safe and secure country with a shared bond of citizenship and values; a country that contributes to support our humanitarian tradition and draws the best from the world to help build a nation that is economically, socially and culturally prosperous.

CIC’s Mission

CIC and its partners will build 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 people in need of protection;
    • enhance the values and promote the rights and responsibilities of Canadian citizenship; and
    • reach out to all Canadians and foster increased intercultural understanding and an integrated society with equal opportunity for all, regardless of race, ethnicity and religion.
  • Advancing global migration policies in a way that supports Canada’s immigration and humanitarian objectives.

Strategic Outcomes and Program Activity Architecture

CIC’s four strategic outcomes (SO) describe the long-term results that the Department’s programs are designed to achieve. The Department’s Program Activity Architecture (PAA), summarized below, is a reporting framework that links CIC’s strategic outcomes to departmental program activities. Embedded in the PAA summary is a tag to identify CIC’s contribution to the Federal Sustainable Development Strategy (FSDS). Please consult section IV in this report for further information.

Strategic Outcomes Program Activities Program Sub-Activities
1. Migration of permanent and temporary residents that strengthens Canada’s economy 1.1 Permanent economic residents 1.1.1 Federal skilled workers
1.1.2 Quebec skilled workers
1.1.3 Provincial nominees
1.1.4 Live-in caregivers
1.1.5 Canadian experience class
1.1.6 Federal business immigrants
1.1.7 Quebec business immigrants
1.2 Temporary economic residents 1.2.1 International students
1.2.2 Temporary foreign workers
2. Family and humanitarian migration that reunites families and offers protection to the displaced and persecuted 2.1 Family and discretionary immigration 2.1.1 Spouses, partners and children reunification
2.1.2 Parents and grandparents reunification
2.1.3 Humanitarian and compassionate and public policy considerations to address exceptional circumstances
2.2 Refugee protection 2.2.1 Government-assisted refugees
2.2.2 Privately sponsored refugees
2.2.3 In-Canada asylum
2.2.4 Pre-removal risk assessment
3. Newcomers and citizens participate to their full potential in fostering an integrated society 3.1 Settlement and integration of newcomers 3.1.1 Foreign credentials referral
3.1.2 Settlement
3.1.3 Grant to Quebec
3.1.4 Immigration loan
3.1.5 Refugee resettlement assistance program
3.2 Citizenship for newcomers and all Canadians 3.2.1 Citizenship awareness
3.2.2 Citizenship acquisition, confirmation and revocation
3.3 Multiculturalism for newcomers and all Canadians 3.3.1 Multiculturalism awareness
3.3.2 Historical recognition
3.3.3 Federal and public institutional multiculturalism support
4. Managed migration that promotes Canadian interests and protects the health, safety and security of Canadians 4.1 Health management 4.1.1 Health screening
4.1.2 Post-arrival health and medical surveillance
4.1.3 Refugee health management
4.1.4 Interim federal health
4.2 Migration control and security management 4.2.1 Permanent resident cards
4.2.2 Visitors
4.2.3 Temporary resident permits
4.2.4 Fraud prevention and program integrity protection
4.3 Canadian influence in international migration and integration agenda  
Theme IV: Shrinking the Environmental Footprint—Beginning with Government 5.1 Internal services 5.1.1 Governance and management support
5.1.2 Resource management services
5.1.3 Asset management services

PAA Crosswalk

During 2010–2011, CIC revised its PAA to better reflect the Department’s mandate and sharpen its focus on outcomes. To that end, a fourth strategic outcome and four new program activities were added to highlight CIC’s work in the areas of health, security, family reunification and multiculturalism. Treasury Board approved the new PAA in August 2010.

The following two diagrams demonstrate the relationship between the old PAA, which included three strategic outcomes and six program activities (plus internal services), and the new PAA, comprising four strategic outcomes and 10 program activities (plus internal services). Some targets pertaining to performance indicators are still in development; the Department plans to finalize these by the end of 2011. Additional information on specific program activities may be found in Section II of this report.

relationship between the old Program Activity Architecture and the new Program Activity Architecture


relationship between the old Program Activity Architecture and the new Program Activity Architecture


The table below shows the redistribution of financial resources from the 2010–2011 PAA to the new PAA for 2011–2012.[note 4]

($ millions)
From 2010–2011 PAA (across)
Immigration program
Temporary resident program
Canada’s role in international migration and protection
Refugee program
Integration program
Citizenship program
Internal services
To new 2011–2012 PAA (downward)
1.1 Permanent economic residents 63.7             63.7
1.2 Temporary economic residents   24.8           24.8
2.1 Family and discretionary immigration 61.0             61.0
2.2 Refugee protection 4.8     26.3       31.1
3.1 Settlement and integration of newcomers         960.5     960.5
3.2 Citizenship for newcomers and all Canadians           42.2   42.2
3.3 Multiculturalism for newcomers and all Canadians           26.7   26.7
4.1 Health management 6.1   89.3       95.4
4.2 Migration control and security management 11.8 61.5         73.3
4.3 Canadian influence in international migration and integration agenda     2.5       2.5
5.1 Internal services             194.0 194.0
Total 147.4 86.3 2.5 115.6 960.5 68.9 194.0 1,575.2

Planning Summary

Financial Resources ($ millions)
2011–12 2012–13 2013–14
1,575.2 1,589.6 1,496.4

Explanation of Change: Total planned spending for the Department increases by $14 million in 2012–2013 compared with the previous year. This includes additional funding for the biometrics project, partially offset by decreases in funding related to reform of the refugee determination system and the strategic review of departmental spending.

Planned spending decreases by $93 million in 2013–2014, primarily due to the sunsetting of temporary funding for the Interim Federal Health Program. Planned reductions in funding for the biometrics project, refugee reform and the visa imposition on Mexico also contribute to the decrease.

Human Resources (Full—Time Equivalents) (FTEs)
2011–12 2012–13 2013–14
4,759 4,740 4,634

Explanation of Change: FTEs decrease slightly over the planning period, primarily due to planned reductions in funding for the biometrics project, refugee reform and the visa imposition on Mexico.

Strategic Outcome 1: Migration of permanent and temporary residents that strengthens Canada’s economy
Performance Indicator Targets
Proportion of permanent residents earning higher income three to five years after landing 5% increase over the baseline of one year after landing
Rank within the Organization for Economic Co-operation and Development of employment rate for all immigrants Maintain top five country ranking
Level of dispersion of temporary foreign workers and students across the country Target to be determined following establishment of baseline in 2011
Program Activity Forecast Spending 2010–11 Planned Spending Alignment to Government of Canada Outcomes
2011–12 2012–13 2013–14
1.1 Permanent Economic Residents 60.3 63.7 62.6 56.5 Economic Affairs:
Strong economic growth
1.2 Temporary Economic Residents 28.0 24.8 24.0 22.6 Economic Affairs:
Strong economic growth
Total for SO 1 88.3 88.5 86.6 79.1  

Strategic Outcome 2: Family and humanitarian migration that reunites families and offers protection to the displaced and persecuted
Performance Indicator Targets
Number of protected persons (resettled refugees and protected persons determined in Canada by the Immigration and Refugee Board of Canada or positive pre-removal risk assessment decisions) and their dependants abroad granted permanent residence 23,200 to 29,000 persons, as identified in the 2011 immigration levels plan
Number of people reunited with their families compared to the annual immigration levels plan 58,000 to 65,500 persons, as identified in the 2011 immigration levels plan
Number of persons granted permanent resident status on humanitarian and compassionate or public policy grounds due to their exceptional circumstances 7,600 to 9,000 persons, as identified in the 2011 immigration levels plan
Program Activity Forecast Spending 2010‑11 Planned Spending Alignment to Government of Canada Outcomes
2011–12 2012–13 2013–14
2.1 Family and Discretionary Immigration 56.6 61.0 60.2 54.5 Social Affairs:
Diverse society that promotes linguistic duality and social inclusion
2.2 Refugee Protection 35.1 31.1 30.0 28.3 International Affairs:
A safe and secure world through international engagement
Total for SO 2 91.7 92.1 90.2 82.8  

Strategic Outcome 3: Newcomers and citizens participate to their full potential in fostering an integrated society
Performance Indicator Targets
Comparative income disparities among the four populations[note 5] / relative poverty among groups Reduce gap by 1% per year
Comparative rates of connections across the four population groups Increase to 90% foreign-born visible minorities that report all or most of their friends are not co-ethnics
Comparative voting rates among the four populations Maintain current level (for the 2008 federal election, the participation for immigrants / visible minorities was 71%)
Comparative attitudes held by the four groups regarding acceptance of rights and responsibilities and value of diversity Maintain current attitudes regarding citizenship values and responsibilities and toward diversity as an important building block of the Canadian identity[note 6]
Program Activity Forecast Spending 2010–11 Planned Spending Alignment to Government of Canada Outcomes
2011–12 2012–13 2013–14
3.1 Settlement and Integration of Newcomers 995.0 960.5 955.3 953.5 Social Affairs:
Diverse society that promotes linguistic duality and social inclusion
3.2 Citizenship for Newcomers and All Canadians 48.9 42.2 42.0 42.0 Social Affairs:
Diverse society that promotes linguistic duality and social inclusion
3.3 Multicultural-ism for Newcomers and All Canadians 27.5 26.7 21.4 21.4 Social Affairs:
Diverse society that promotes linguistic duality and social inclusion
Total for SO 3 1,071.4 1,029.4 1,018.7 1,016.9  

Strategic Outcome 4: Managed migration that promotes Canadian interests and protects the health, safety and security of Canadians
Performance Indicator Targets
Tuberculosis (TB) incidence among foreign-born compared to TB incidence in Canada Maintain a TB incidence ratio of 13.3 over 4.8 or less
Ratio of cases refused over number of inadmissible cases identified 100% of inadmissible cases identified are processed according to regulations and policies in place
Number and nature of positions developed in respect of international policy debate on international migration Not applicable
Number of draft resolutions negotiated on immigration, migration and human rights of migrant workers Not applicable
Program Activity Forecast Spending 2010–11 Planned Spending Alignment to Government of Canada Outcomes
2011–12 2012–13 2013–14
4.1 Health Management 97.4 95.4 101.5 56.4 Social Affairs:
Healthy Canadians
4.2 Migration Control and Security Management 55.8 73.3 102.5 81.9 Social Affairs:
A safe and secure Canada
4.3 Canadian Influence in International Migration and Integration Agenda 2.8 2.5 2.5 2.4 International Affairs:
A safe and secure world through international engagement
Total for SO 4 156.0 171.2 206.5 140.7  

5.1 Internal Services Forecast Spending 2010–11 Planned Spending
2011–12 2012–13 2013–14
  218.7 194.0 187.6 176.9

All Program Activities Forecast Spending 2010‑11 Planned Spending
2011–12 2012–13 2013–14
Total Planned Spending 1,626.1 1,575.2 1,589.6 1,496.4

Contribution of Priorities to Strategic Outcomes

Operational Priorities Type Links to Strategic Outcome(s) Description
Improving/modernizing client service Ongoing SO 1, 2, 3, 4

In 2011–2012, CIC will continue to deliver on its modernization vision to provide the highest quality of services through continuous, innovative and adaptable operational improvement. Building on the successful introduction of e-applications, CIC will continue to leverage technology to develop e-tool enhancements, including front-end imaging, e-storage, electronic scheduling and global payment.

The Global Case Management System (GCMS), CIC’s single, integrated, worldwide system used to process applications for citizenship and immigration services, is essential to improving citizenship and immigration services, maintaining program integrity, and strengthening security. The system will be implemented in all overseas offices by the end of March 2011. In 2011–2012, GCMS will serve as a platform to integrate CIC’s operations and to manage caseloads across the global network.

Improvements to the CIC website will increase accessibility by allowing clients to apply for services on-line. CIC will enhance its ability to collect and analyse client feedback by planning for regular on-line surveys, and will increase transparency by introducing service standards for more lines of business. CIC will continue to develop baselines as a starting point to measure and assess performance in an effort to adjust strategies and ensure maximum effectiveness of its programs.

The Department will continue to implement a global Visa Application Centre (VAC) network, which will enhance service delivery by providing visa applicants with additional services closer to home.

Finally, CIC will work toward implementation of the Temporary Resident Biometrics Project by establishing partnerships with the private sector. The introduction of biometric enrolment and verification in 2012–2013 will improve identification of travellers seeking to enter Canada, while increasing capacity for overseas processing and supporting efficiency.

Renewing a strategic focus on outcomes New SO 1, 2, 3, 4 — Enabling

This year marks the first year that CIC’s plans and priorities reflect a new Program Activity Architecture (PAA) and Performance Measurement Framework (PMF) focused on results for Canadians, against which CIC’s 2010–2015 Strategic Plan is fully aligned.

In 2011–2012, the Department will continue to identify challenges and propose strategic policy directions arising from emerging trends in immigration, refugee protection, integration and citizenship, and from the evolving international and domestic context. In the 2011 update to CIC’s Strategic Plan, the Department will identify directions and challenges for future iterations of the Plan; will strengthen the alignment of all program, policy, evaluation, research, operational and management activities to support the goals articulated in the Plan; and will continue to align programs, corporate support and other resources to achieve strategic goals and outcomes in the most effective manner possible.

Management Priorities Type Links to Strategic Outcome(s) Description
Strengthening performance management New SO 1, 2, 3, 4 — Enabling

CIC’s new PAA and PMF will come into effect in 2011‑2012. Communications and intersectoral coordination will be required to entrench an outcomes-based approach across the Department and to ensure alignment with departmental activities such as evaluation, research and the development of policies and programs. A new process will also be implemented to systematically collect and analyse data to measure and report on performance.

Implementing the new reporting framework and building a results-based management culture in the Department represents only one pillar of performance management at CIC. Establishing an overarching performance management regime must also take into account diverse, non-integrated data sources, multiple reporting platforms and decentralized resources. Improving the usefulness of technological reporting tools will be a key challenge for CIC in the medium term. In 2011–2012, the focus will be on identifying existing gaps in data and developing a plan to address them, and on improving performance measurement and accountability for CIC’s grants and contributions programs.
Emphasizing people management Ongoing SO 1, 2, 3, 4 — Enabling

Renewing and sustaining CIC’s work force is critical to achieving results. Effective people management is founded on strong leadership and commitment to the creation of a high-quality work force and workplace. In keeping with the Clerk of the Privy Council’s Public Service Renewal agenda and the Deputy Minister’s accountability for people management, CIC will focus on effective, efficient and prudent people management through integrated planning, recruitment, employee development and workplace renewal.

In support of this priority, CIC’s commitments for 2011‑2012 are to:

  • improve the integration of human resources with business and financial planning, by providing managers with demographic and strategic analysis, and by identifying trends, recommendations and strategies for the recruitment, development and advancement of employees;
  • implement targeted and coordinated recruitment initiatives aligned to business needs, and implement staffing and official languages strategies and initiatives to support management excellence;
  • modernize training and implement learning policies and corporate training activities and initiatives to support employee development; and
  • implement a departmental change management strategy to enable employees to participate more fully in achieving strategic objectives.
Promoting management excellence and accountability Ongoing SO 1, 2, 3, 4 — Enabling

To achieve results and focus on program, policy and operational priorities, CIC will continue to be diligent in effectively managing its resources, including financial, human, information and accommodation resources. The Department will promote strong management practices, oversight and accountability; strengthen compliance and monitoring; simplify internal rules and procedures; and improve internal services by:

  • enhancing internal services through monitoring and reporting on compliance with internal service standards and developing improvement plans in response to client feedback;
  • clarifying internal management policies and the roles of those responsible for the management of corporate resources and functions within the Department;
  • ensuring that employees responsible for administering internal policies have the right training and skills; and
  • addressing Treasury Board Secretariat observations and recommendations from previous Management Accountability Framework assessments in each management area.

Risk Analysis

In 2010–2011, CIC implemented a revised Integrated Risk Management Framework and associated tools and processes to provide more robust oversight mechanisms and to facilitate the consistent and regular identification, prioritization and treatment of risks across the Department. CIC continually identifies, updates and monitors potential risks that could affect achievement of strategic objectives. The following discussion highlights CIC’s operating environment, as well as challenges and risks the Department faces. More details regarding mitigation strategies can be found in Section II of this report.

Meeting Economic Objectives of the Immigration Program

Immigration has played an important role in building our nation and meeting Canada’s labour market needs. As the global economic outlook remains uncertain, the structure of the Canadian economy continues to evolve. The demand for highly skilled labour and certain trades is increasing, while regional labour market needs are diversifying. At the same time, the economic outlook of some immigrants is declining and barriers to newcomers entering the labour market persist. It is crucial to admit the number and kinds of immigrants who can meet the needs of Canada’s changing labour market and to have in place settlement programs necessary to maximize newcomers’ contributions to the Canadian economy.

To address these challenges, CIC will continue to improve its approach to planning immigration levels in collaboration with provinces and territories; monitor the impact of Ministerial Instructions and make adjustments to maintain progress on key objectives such as responding to labour market realities and reducing backlogs; review the role of temporary foreign workers in the Canadian economy; and support implementation of the Pan‑Canadian Framework for the Assessment and Recognition of Foreign Qualifications.

Collaboration with Partners to Support Outcomes

Responsibility for citizenship, immigration and multiculturalism involves a range of international and domestic partners, as well as the broader Canadian community. Under the constitution, immigration is a shared federal–provincial responsibility. Inadequate partnership arrangements among various levels of government may result in overlap, duplication and excessive complexity. Lack of effective engagement with employers, communities and other stakeholders may diminish the benefits of immigration. CIC will strengthen efforts to engage domestic and international partners and stakeholders to improve outcomes on a number of fronts, including planning immigration levels, recognition of foreign credentials, program integrity, security, multiculturalism and settlement.

Health, Safety, Security and Program Integrity

An increasingly mobile and interconnected world calls for well-managed, safe and secure migration programs. Risks to health, safety and security require advances in information sharing between partners and measures to address threats to program integrity. To that end, CIC will implement a number of enhancements within the health program and will improve governance and collaboration with government departments and international partners in relation to fraud, enforcement and intelligence.

Technology, Modernization and Innovation

Technological progress poses both opportunities and challenges for CIC. Existing technology, such as biometrics, helps establish the identity of visitors and significantly enhances the security and safety of Canadians. In addition, moving forward with client service modernization and innovation—for example, by moving away from paper-based systems to a comprehensive electronic suite of processing and service solutions—will improve service delivery and help to ensure that Canada remains a destination of choice in global competition for talent.

In 2011–2012, the Department will continue to modernize the immigration system to attract and integrate individuals who will have an immediate and positive impact on Canada’s economic growth. At the same time, the Department must balance its longstanding commitments to unite families, uphold Canada’s international humanitarian obligations, and protect the health, safety and security of Canadians. Cooperation with key domestic stakeholders, including non-governmental organizations and employers, is central to achieving these goals. In addition, the Department will continue to enhance its capacity to measure outcomes to ensure its programs remain relevant, effective and efficient.

Expenditure Profile

For the 2011–2012 fiscal year, CIC plans to spend $1,575.2 million to achieve the results expected from its program activities. The chart below illustrates CIC’s spending trend from 2007–2008 to 2013–2014.

Departmental Spending Trend

CIC’s spending trend from 2007–2008 to 2013–2014


Grants and Contributions

Grants and contributions funding increased significantly from 2007–2008 to 2010–2011, primarily due to increased settlement funding for newcomers and Multiculturalism Program funding transferred from the Department of Canadian Heritage. In future years, additional funding to reform the refugee determination system will be offset by the impact of the strategic review of departmental spending,[note 7] resulting in a net decrease in contribution funding.

Grants and contributions for 2012–2013 and beyond amount to $935.6 million, or 63 percent of total planned spending.

Operating Expenditures

Total funding for operating expenditures remains relatively constant throughout the planning period. Although additional operating funding was received for certain initiatives, increases were largely offset by the effects of government-wide reductions, transfers to other departments and reductions due to foregone revenue.[note 8]

Estimates by Vote

Estimates by Vote are presented in the 2011–2012 Main Estimates, which are available at:

Contribution to the Federal Sustainable Development Strategy

CIC is a participant in the Federal Sustainable Development Strategy (FSDS). More specifically, the Department contributes to the goals outlined under theme IV of the strategy, Shrinking the Environmental Footprint. The FSDS incorporates environmental sustainability and strategic environmental assessment as an integral part of decision making processes. CIC’s contributions to this initiative are further explained in Sections II, III and IV.[note 9]

Tag Legend:

Theme IV: Shrinking the Environmental Footprint—Beginning with GovernmentTheme IV: Shrinking the Environmental Footprint—Beginning with Government