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2011-12
Report on Plans and Priorities

Citizenship and Immigration Canada

Supplementary Information (Tables)

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Table of Contents

• Details on Transfer Payments Programs
• Up-Front Multi-Year Funding
• Greening Government Operations (GGO)
• Upcoming Internal Audits and Evaluations over the next three fiscal years
• Sources of Respendable and Non-respendable Revenue
• Status Report on Transformational and Major Crown Projects

Details of Transfer Payment Programs (TPP)

 

 

 

 

Up-Front Multi-Year Funding

CIC’s Greening Government Operations Supplementary Table for the 2011–2012 Report on Plans and Priorities

Tables 8.1 to 8.4 do not apply to Citizenship and Immigration Canada’s (CIC’s) activities so these tables are not presented here.

Greenhouse Gas Emissions Target

8.5 The federal government will take action now to reduce levels of greenhouse gas (GHG) emissions from its operations to match the national target of 17% below 2005 by 2020.

Performance Measure		RPP	DPR
Target Status
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020–2021, relative to fiscal year 2005–2006		17%
Departmental GHG emissions in fiscal year 2005–2006, in kilotonnes of CO2 equivalent		90 tonnes
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent	Fiscal year (FY) 2011–2012	-1.8 tonnes
	FY 2012–2013	-1.8 tonnes
	FY 2013–2014	-1.8 tonnes
	FY 2014–2015	-1.8 tonnes
	FY 2015–2016	-1.8 tonnes
	FY 2016–2017	-1.8 tonnes
	FY 2017–2018	-1.8 tonnes
	FY 2018–2019	-1.8 tonnes
	FY 2019–2020	-1.8 tonnes
	FY 2020–2021	-1.8 tonnes
Percent change in departmental GHG emissions from fiscal year 2005–2006 to the end of the given fiscal year.	FY 2011–2012	-2%
	FY 2012–2013	-2%
	FY 2013–2014	-2%
	FY 2014–2015	-2%
	FY 2015–2016	-2%
	FY 2016–2017	-2%
	FY 2017–2018	-2%
	FY 2018–2019	-2%
	FY 2019–2020	-2%
	FY 2020–2021	-2%

Strategies / Comments

1.  Interim target: The Department’s cumulative annual interim target is a 2-percent absolute reduction in GHG emissions annually, relative to the baseline fiscal year of 2005–2006. This represents 11.76-percent of the Department’s overall GHG reduction target. Therefore, by the end of the given fiscal year (the second year of the Federal Sustainable Development Strategy), the Department should have achieved a 4-percent reduction of GHG emissions.
2. Scope: Fleet.
3. Roles and Responsibilities: Director General of Administration, Security and Accommodation is overseeing this target.
4. Key Activities: Replacement and/or disposal of old vehicles.
5. Reporting Requirements: Any project that has the potential to increase or decrease GHG emissions is reported to CIC Assistant Deputy Minister of Corporate Services, after the project has been assessed using the Federal Greenhouse Gas Tracking Protocol—A Common Standard for Federal Operations.
6. Plans for Engagement: Further management meetings among CIC’s Directors General and Regional Directors General.
7. Tools and Resources: Federal Greenhouse Gas Tracking Protocol—A Common Standard for Federal Operations. 

Surplus Electronic and Electrical Equipment Target

8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.

Performance Measure		RPP	DPR
Target Status
Existence of implementation plan for the disposal of all departmentally generated EEE		Yes
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year	Fiscal year (FY) 2011–2012	100%
	FY 2012–2013
	FY 2013–2014

Strategies / Comments

1. The main location is situated at CIC National Headquarters in Ottawa plus six regional offices that manage disposal centrally for a total of seven locations, which would be expressed as 100% (Please note: Departmental locations can be defined as a facility or organizational unit. At CIC we have established the location as an organizational unit—one per region).
2. CIC’s EEE implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Greening Government Operations (GGO) targets table. In the spirit of transparency and accountability, our EEE implementation plan can be found on the CIC website.

Printing Unit Reduction Target

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations and space configuration allow.

Performance Measure		RPP	DPR
Target Status
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow	FY 2011–2012	8:1
	FY 2012–2013	8:1
	FY 2013–2014	8:1

Strategies / Comments

1. Scope: To reduce departmental reporting and simplify tracking of this target, the Department has scoped in all buildings, space configurations and employees to achieve an average ratio of 8:1. While some buildings may have a smaller ratio due to building occupancy or security considerations, on average the Department will meet this target for all employees.
2. Method used for determining number of printing units: Information Technology (IT) Branch undertook a departmental initiative to barcode all new and existing printing units.
3. Method used for determining number of office employees: TBS Population Affiliation Report.
4. Reporting requirements: Director General of Information Management collects printing unit information annually.
5. Roles and responsibilities: Director General of Information Management is target lead.
6. Plans for Engagement: Further management meetings among CIC’s Directors General and Regional Directors General.

Paper Consumption Target

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005–2006 and 2011–2012, and applicable scope.

Performance Measure		RPP	DPR
Target Status
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope		3,156 sheets/ employee in 2010–2011*
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected	FY 2011–2012	-10% 2,840 sheets/employee
	FY 2012–2013	-15% 2,683 sheets/employee
	FY 2013–2014	-20% 2,525 sheets/employee

* This baseline for 2010–2011 has been determined from paper purchases through the Public Works and Government Services Canada (PWGSC) standing offer for paper for the first quarter of fiscal year 2010–2011 (April, May and June of 2010). Therefore, it is a proxy for the entire fiscal year. In subsequent Reports on Plans and Priorities and Departmental Performance Reports, this baseline will be updated to include purchase data from the outstanding three quarters and therefore be more accurate. The following assumptions were made: 1) each package of paper has 500 sheets, and 2) Grand and Toy paper is representative of all paper purchases.

Strategies / Comments

1. Scope: Our Department has elected to include all departmental employees (4,498 employees), instead of just office employees.
2. Method used for determining paper consumption: PWGSC standing offer usage data.
3. Method used for determining number of office employees: TBS Population Affiliation Report.
4. Reporting requirements: Director General of Administration, Security and Accommodation uses PWGSC standing offer information annually.
5. Roles and responsibilities: Director General of Administration, Security and Accommodation is target lead.
6. Plans for engagement: Procurement personnel and acquisition card holders are now required to purchase paper only through PWGSC standing offers. This has been disseminated via central communication and is documented in the procedures manuals available on the website.

Green Meetings Target

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.

Performance Measure	RPP	DPR
Target Status
Presence of a green meeting guide	Yes

Strategies / Comments

1. Scope of the green meeting guide: All departmental or interdepartmental meetings held at our offices with at least 10 participants.
2. Reporting requirement: Our Administration, Security and Accommodation Branch is responsible for creating a strategy to implement the green meeting guide and monitoring its use.
3. Evidence that the green meeting guide has been adopted: None to date (data expected in the next fiscal year).
4. Roles and responsibilities: Director General of Administration, Security and Accommodation Branch is target lead.
5. Key components: Planning, travel/accommodations, procurement/hospitality and tracking/accountability.
6. Opportunities for continuous improvement: It has proven difficult to monitor the use of the guide. CIC has formed a working group to consider monitoring mechanisms to track progress.
7. Mechanisms to evaluate: The effectiveness of the green meeting guide will be evaluated in 2014.
8. Plans for engagement: Departmental policy mandating use, e-mail dissemination, topic for management meetings, green meeting training seminar.

Green Procurement Targets

8.10 As of April 1, 2011, each department will establish at least three SMART (specific, measurable, achievable, realistic and time-bound) green procurement targets to reduce environmental impacts.

Utilize green consolidated procurement instruments for 95% of IT hardware purchases
Performance Measure	RPP	DPR
Target Status
[Enter Performance Measure (Using baseline data if available)]	Not available
Progress against measure in the given fiscal year

Strategies / Comments

• Specific: Refers to specific type of commodity and purchasing mechanism.
• Measurable: Information available from our financial system.
• Achievable: Departmental policy mandating use of PWGSC standing offers.
• Relevant: High volume of IT hardware purchases.
• Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

• Scope: All IT hardware purchases.
• Processes/reporting requirements: Financial database.
• Roles and responsibilities: Manager of IT Procurement is target lead.
• Opportunities for continuous improvement: For select IT hardware not available from PWGSC, the Department will work to ensure that IT hardware purchases incorporate environmental considerations.
• Plans for engagement: E-mail dissemination and meetings with Directors General.

Utilize green consolidated procurement instruments for 80% of IT Professional Services purchases

Performance Measure	RPP	DPR
Target Status
[Enter Performance Measure (Using baseline data if available)]	Not available
Progress against measure in the given fiscal year

Strategies / Comments

• Specific: Refers to specific type of commodity and purchasing mechanism.
• Measurable: Information available from our financial system.
• Achievable: Departmental policy mandating use of PWGSC standing offers.
• Relevant: High volume of Professional Services contracts.
• Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

• Scope: All of the IT Professional Services.
• Processes/reporting requirements: Financial database.
• Roles and responsibilities: Manager of IT Procurement is target lead.
• Opportunities for continuous improvement: For select IT Professional Services not available from PWGSC, the Department will work to ensure that purchases incorporate environmental considerations.
• Plans for engagement: E-mail dissemination and meetings with Directors General.

Use of standardized processes including the encouragement of consolidation of requirements

Performance Measure	RPP	DPR
Target Status
[Enter Performance Measure (Using baseline data if available)]	Not available
Progress against measure in the given fiscal year

Strategies / Comments

Working with technical authorities to encourage planning through regular communication and reporting.

8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision making.

Training for select employees. As of April 1, 2011, 95% of materiel managers and procurement personnel (including all PG classified employees, as well as employees and managers identified as a procurement and/or materiel management functional specialist) will receive green procurement training through Canada School of Public Service (CSPS) course C215 or in-house equivalent.
Performance Measure	RPP	DPR
Target Status
Procurement specialists in place	95%
Progress against measure in the given fiscal year

Strategies / Comments

• Procurement specialists will complete the CSPS Green Procurement (C215) course. Administrative assistants have access to in-house equivalent training.
• Reporting requirements: Collect data from CSPS annually; Human Resources maintains an up-to-date list of employees with/needing training.
• Roles and responsibilities: Director General, Administration, Security and Accommodation is target lead.
• Opportunities for continuous improvement: Targeting 100% of employees is difficult due to turnover. However, in future years, acquisition card holders could also be targeted.
• Plans for engagement: E-mail dissemination of policy.

Employee performance evaluations for managers and functional heads of procurement and materiel management. As of April 1, 2012, environmental considerations will be incorporated into the performance evaluations of all functional heads of procurement and materiel management.
Performance Measure	RPP	DPR
Target Status
Procurement specialists in place	100%
Progress against measure in the given fiscal year

Strategies / Comments

• Specific: Achievement level of 100% for all NHQ procurement and contracting specialists.
• Measurable: Information available from in-house Human Resources tracking system.
• Achievable: Departmental policy mandates performance evaluation for all existing and new functional heads of procurement and materiel management include environmental considerations.
• Relevant: Targets all relevant employees.
• Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

• Methodology: Directors General and Directors of PG classified employees and employees identified as a procurement functional specialist (11 in total).
• Reporting requirements: Managers to report to target lead.
• Roles and responsibilities: Director of Administration is target lead.
• Plans for engagement: Inclusion in employee performance management agreements.

Management processes and controls. As of April 1, 2013, management processes and controls relating to procurement will have incorporated environmental considerations.
Performance Measure	RPP	DPR
Target Status
[Enter Performance Measure (Using baseline data if available)]
Progress against measure in the given fiscal year

Strategies / Comments

• Specific: Achievement level of all identified processes and controls.
• Measurable: Existence of baseline list of all formalized management processes and controls.
• Achievable: Dedicated employees responsible for target.
• Relevant: Decision-making authority for purchases decentralized.
• Time-bound: Date established for target implementation and completion.

01:10:05 PM Thu, Mar 17 2011

Internal Audits[note 1]

The mission, vision and values described in the Internal Audit Charter of Citizenship and Immigration Canada (CIC), together with the Treasury Board internal audit policy and directives, provide the fundamental framework for the audit planning process at CIC. CIC’s audit strategy is outlined in its risk-based audit plan, which forms the basis for audit activities within the Department.

Audits that are currently under way or planned for 2011–2012 include the following:

Name of Internal Audit	Internal Audit Type	Status	Expected Completion Date
Audit of the Departmental Planning Process	Audit of Administrative Process	In Progress	Quarter 2 2011–2012
Audit of the Governance Framework over Federal Provincial Agreements	Audit of Administrative Process	Planned	Fiscal Year 2011–2012
Audit of the Adequacy of Departmental Systems Access Controls	Audit of IM/IT	Planned	Fiscal Year 2011–2012
Audit of the Governance Framework over Visa Application Centres (VACs)	Audit of Administrative Process	Planned	Fiscal Year 2011–2012
Audit of Contracting Performance	Audit of Functional Area	Planned	Fiscal Year 2011–2012
Audit of the Internal Control Framework over the Designated Medical Practitioners Network	Audit of Functional Area	Planned	Fiscal Year 2011–2012
Audit of Immigration Missions Abroad (New Delhi)	Mission Audit	Planned	Quarter 3 2011–2012 to Quarter 2 2012–2013
Audit of Immigration Missions Abroad (Manila)	Mission Audit	Planned	Fiscal Year 2011–2012
Audit of Inland Refugee Program Delivery — Intake	Program Audit	Planned	Quarter 3 2011–2012 to Quarter 1 2012–2013
Enhanced Follow-up on Recommendations Made as Part of Multiculturalism Program Review	Program Audit	Planned	Fiscal Year 2011–2012
Follow-up and Monitoring of Prior Year Audit Recommendations related to: reports by the Office of the Auditor General of Canada; reports by the Office of the Comptroller General; and reports by CIC Internal Audit	Other Audit-related Activities	Planned	Fiscal Year 2011–2012

_______________

1. In accordance with the Policy on Internal Audit and the Evaluation Policy, the department carries out audits and evaluations based on plans approved by the Departmental Audit Committee and the Departmental Evaluation Committee. The lists of planned projects included here are from the 2010–2011 approved multi-year audit and evaluation plan and are therefore subject to change as the 2011–2012 multi-year plans are finalized.

Evaluations[note 1]

Citizenship and Immigration Canada (CIC) maintains an effective evaluation function to provide the Department with objective, timely and evidence-based information and conclusions on the results of programs, policies and initiatives, including conducting evaluations of the main grants and contributions programs. This list of planned evaluations is based on CIC’s multi-year departmental evaluation plan and is organized according to the CIC Program Activity Architecture (PAA).

Name of Evaluation	Program Activity	Status (as of March 31, 2010)	Expected Completion Date
Evaluation of the Ministerial Instructions	1.1 – Permanent Economic Residents	In planning	2011–2012
Evaluation of the Provincial Nominee Program	1.1 – Permanent Economic Residents	In progress	2011–2012
Evaluation of the Canadian Experience Class Program	1.1 – Permanent Economic Residents	Planned	2012–2013
Evaluation of the Business Immigration Program	1.1 – Permanent Economic Residents	Planned	2012–2013
Evaluation of the Temporary Foreign Worker Program (joint with Human Resources and Skills Development Canada—HRSDC) (includes Live-in Caregiver Program)	1.2 – Temporary Economic Residents 1.1 – Permanent Economic Residents	In progress	2011–2012
Evaluation of Family Reunification—Spouses, Partners and Children	2.1 – Family and Discretionary Immigration	In planning	2011–2012
Evaluation of Family Reunification—Parents and Grandparents	2.1 – Family and Discretionary Immigration	In planning	2011–2012
Evaluation of the Private Sponsorship of Refugees Program	2.2 – Refugee Protection	Planned	2012–2013
Evaluation of the Foreign Credentials Referral Office	3.1 – Settlement and Integration of Newcomers	In planning	2011–2012
Evaluation of Settlement Program	3.1 – Settlement and Integration of Newcomers	Planned	2013–2014
Evaluation of Orientation Abroad activities (including Canadian Orientation Abroad [COA])	3.1 Settlement and Integration of Newcomers	In planning	2011–2012
Evaluation of the Recruitment and Integration of French-speaking Immigrants to Francophone Minority Communities	3.1 Settlement and Integration of Newcomers	In planning	2011–2012
Evaluation of the Grant to Quebec	3.1 Settlement and Integration of Newcomers	Planned	2011–2012
Evaluation of Citizenship Awareness	3.2 Citizenship for Newcomers and All Canadians	Planned	2012–2013
Evaluation of Citizenship Acquisition, Confirmation and Revocation	3.2 Citizenship for Newcomers and All Canadians	In planning	2011–2012
Evaluation of the Historical Recognition Program	3.3 Multiculturalism for Newcomers and All Canadians	In planning	2011–2012
Evaluation of Health Screening	4.1 Health Management	Planned	2012–2013
Evaluation of the Interim Federal Health Program	4.1 Health Management	Planned	2012–2013
Evaluation of the Permanent Resident Cards Program	4.2 Migration Control and Security Management	Planned	2013–2014
Evaluation of Visitors Visa (including Visa Policy)	4.2 Migration Control and Security Management	In planning	2011–2012
Evaluation of Transit without Visa	4.2 Migration Control and Security Management	Planned	2012–2013
Evaluation of the Biometrics Initiative	4.2 Migration Control and Security Management	Planned	2013–2014
Evaluation of Migration Policy Development	4.3 Canadian Influence in International Migration and Integration Agenda	Planned	2012–2013
Evaluation of Canada’s Membership in the International Organization for Migration	4.3 Canadian Influence in International Migration and Integration Agenda	Planned	2013–2014
Evaluation of the Office of Conflict Resolution	5 Internal Services	In planning	2011–2012
Horizontal Initiatives
Evaluation of the Roadmap for Canada’s Linguistic Duality 2008–2013 (Canadian Heritage lead)	Operating Fund/ Contribution	Planned	2012–2013

___________________

1. In accordance with the Policy on Internal Audit and the Evaluation Policy, the department carries out audits and evaluations based on plans approved by the Departmental Audit Committee and the Departmental Evaluation Committee. The lists of planned projects included here are from the 2010–2011 approved multi-year audit and evaluation plan and are therefore subject to change as the 2011–2012 multi-year plans are finalized.

Sources of Non-Respendable Revenue

($ millions)

Program Activity	Forecast Revenue 2010—11	Planned Revenue 2011—12	Planned Revenue 2012—13	Planned Revenue 2013—14
1.1 Permanent Economic Residents
Applications	122.5	124.1	125.9	127.9
Right of Permanent Residence Fee	63.5	67.0	70.6	74.4
Other	2.0	2.0	2.1	2.2
Sub-total	188.0	193.1	198.6	204.5
1.2 Temporary Economic Residents
Work Permit	42.7	46.6	50.8	55.4
Study Permit	24.8	26.9	29.2	31.7
Other	0.6	0.6	0.7	0.8
Sub-total	68.1	74.1	80.7	87.9
2.1 Family and Discretionary Immigration
Applications	47.1	47.1	47.1	47.1
Right of Permanent Residence Fee	24.5	25.4	26.4	27.4
Other	0.8	0.8	0.8	0.8
Sub-total	72.4	73.3	74.3	75.3
3.2 Citizenship for Newcomers and All Canadians
Right of Citizenship	16.4	15.1	15.1	15.1
Citizenship Services	25.2	23.5	23.5	23.5
Sub-total	41.6	38.6	38.6	38.6
4.2 Migration Control and Security Management
Permanent Resident Card	6.4	1.8	1.8	1.9
Visa / Extension of Visa	98.3	101.2	104.2	107.3
Temporary Resident Permit	2.1	2.1	2.1	2.1
Other	0.9	0.9	0.9	1.0
Sub-total	107.7	106.0	109.0	112.3
Internal Services
Access to Information / Other	0.2	0.2	0.2	0.2
Sub-total	0.2	0.2	0.2	0.2
Total Non-respendable Revenue	478.0	485.3	501.4	518.8

Note 1: All revenue is deposited into the Consolidated Revenue Fund and is not available for respending by the Department. All service fees are set in recognition of the full Government of Canada cost of providing the service.

Note 2: CIC lists its fees on its website.

Status Report on Major Crown/Transformational Projects – Global Case Management System

1. Description

The Global Case Management System (GCMS) is Citizenship and Immigration Canada’s (CIC’s) electronic business platform. It is integral to making the citizenship and immigration system more modern, efficient, flexible and responsive to Canada’s labour market. It is essential to improving citizenship and immigration services, maintaining program integrity and strengthening the security of Canada.

GCMS is helping CIC move toward an integrated and virtual business model. GCMS also lays the foundation to support future business improvements and innovation, such as the introduction of e-services and improved identity management through biometrics.

2. Project Phase

GCMS is currently in the project implementation phase. GCMS was granted preliminary project approval in 2001. In September 2004, it was successfully implemented for the Citizenship Program. The first version of GCMS is currently being used to process more than 200,000 applications each year for Canadian citizenship and proof of citizenship.

Based on the results of independent reviews, GCMS underwent a project assessment, and a revised go-forward plan was developed with a reduced scope. In August 2008, approval was granted to develop the next phase of GCMS, which focused on visa offices overseas where the majority of clients first seek CIC services.

An independent review completed in June 2009 confirmed that the project schedule is achievable, the technology is sound and the initiative is on track. In June 2010, the first visa office overseas began using GCMS Release 2. Once fully implemented in March 2011, GCMS will provide a single, integrated processing capability for all citizenship and overseas immigration applications.

3. Leading and Participating Departments and Agencies

Lead Department	Citizenship and Immigration Canada
Contracting Authority	Public Works and Government Services Canada
Participating Departments	Canada Border Services Agency

4. Prime and Major Subcontractor(s)

Prime Contractor	None (CIC is responsible for system integration.)
Major Subcontractor(s)	None (Various subcontractors are used.)

5. Major Milestones

List of Major Milestones	Date
Funding approved for the GCMS project at the same time as CIC’s Treasury Board submission on the implementation of policy reforms and the new Immigration and Refugee Protection Act (IRPA).	August 2000
Preliminary Project Approval and major Crown project designation granted to GCMS.	March 2001
Effective Project Approval (EPA) granted to GCMS.	January 2002
Request for proposal for the acquisition of a commercial, off-the-shelf software package for case management is posted for tender by Public Works and Government Services Canada.	February 2002
Contract for the off-the-shelf software package for case management is awarded.	March 2003
Amended EPA granted to GCMS to address the impact of procurement delays.	October 2003
The first GCMS business component (Citizenship) is implemented.	September 2004
A second amendment to the EPA granted to address the impact of cumulative slippage that includes critical new requirements in project scope and provides for an incremental deployment approach.	September 2005
Completion of a System Under Development audit of the GCMS project.	November 2005
A third amendment to the EPA granted to address a wording anomaly with regard to the Goods and Services Tax (GST).	December 2006
Independent review indicates the need to assess project status and review options for completing GCMS objectives.	December 2006
A fourth amendment to the EPA granted to undertake this assessment and to develop a revised go-forward plan.	February 2007
A fifth amendment to the EPA granted, extending the time frame for completion of a substantive go-forward plan to late fiscal year 2007–2008.	October 2007
Independent review validates project’s recovery plan and project team’s readiness to deliver.	December 2007
A sixth amendment to the EPA granted with a reduced scope for the second release of GCMS.	August 2008
Independent review confirms that technology is sound, project schedule is achievable and “success is within sight.”	June 2009
Remainder of funding required to complete the project is released.	September 2009
Deployment of new GCMS version to existing citizenship users.	May 2010
GCMS deployment to first visa office overseas.	June 2010
GCMS deployment to all visa offices overseas is complete.	March 2011

6. Project Outcomes

’s is CIC’s secure electronic business platform that will integrate citizenship and immigration data worldwide. It will provide a secure and effective system for managing clients that will deliver improved program integrity, increased overall efficiency and better service delivery—all elements of the government agenda—in a complex and changing business environment. ’s will lay the foundation to support future business improvements and innovations such as the introduction of e-services and improved identity management through biometrics.

7. Progress Report and Explanations of Variances

In September 2009, the latest project status report was reviewed and the remainder of the funding required to complete the project.

Previously, in August 2008 approval was granted to extend the time required to complete the project to March 31, 2011, and increase the project’s total spending authority to $387 million (including GST). Consistent with recommendations from independent reviews conducted between December 2006 and December 2007, GCMS Release 2 is being developed with a reduced scope focused on visa offices overseas.

The GCMS project has faced considerable challenges, adding to the cost and time needed to complete the project, including:

• an overly ambitious scope with no initial phased delivery;
• a change of government direction to commercial off-the-shelf software;
• splitting of immigration with the creation of the Canada Border Services Agency;
• amendments to IRPA, representing a major change in the administration of the immigration system; and
• a need to respond to increased security risks, while respecting privacy.

The GCMS project is within its approved budgetary estimate of $387 million and is on schedule to deploy to all international missions by March 31, 2011. As of April 1, 2011, ’s will be CIC’s business platform and will be reviewed and enhanced on an ongoing basis, based on departmental priorities.

8. Industrial Benefits

This major Crown project does not directly benefit Canadian industry; it is a project to provide CIC with an automated, integrated case management tool to support its global business network and to provide enhanced end-to-end client services to support the delivery of CIC’s services.

Status Report on Major Crown/Transformational Projects — Temporary Resident Biometrics Project

1. Description

Today, the use of biometrics is expanding rapidly given its unique approach and its potential to identify an individual reliably. The introduction of biometric technology into the temporary resident stream screening process will enhance the screening of applicants in the temporary resident program, thereby fixing the client’s identity at the time of application for a visa or for a study or work permit, and allowing verification of that identity when the individual seeks entry at the border. As a result, Canada will better ensure the safety and security of Canadian society and reduce abuse of the immigration system by limiting opportunities for persons with Canadian criminal or deportation histories to use alternate identities to return to Canada. The project will also facilitate the processing of legitimate temporary workers, students and visitors. Many other countries, including such key migration countries as the United States, the United Kingdom, Australia and New Zealand, have either recently implemented or are planning to implement similar projects.

2. Project Phase

The Temporary Resident Biometrics Project is moving to its execution phase. During the planning phase, CIC, CBSA and the RCMP worked collaboratively to define the solution, as well as the approaches and plans for implementing the Temporary Resident Biometrics Project. A critical first step was the definition of a set of comprehensive business and supporting requirements agreed to by all partners in 2010. The technology RFP will be released and the contract awarded in 2011.  Requirements will be used to design the business solution and how it will work (functional design), how technology will enable the solution (technical design), and how all the pieces fit and work together (supporting architectures).

Substantive plans and strategies for completing the project and managing the business change are expected to be finalized and approved by all partners, culminating 2010–2011 with a submission to obtain Effective Project Approval.

During the execution phase, expected to begin in 2011, the project will focus on developing, monitoring and controlling deliverables (as defined by the business requirements), while meeting schedule commitments.

3. Leading and Participating Departments and Agencies

Lead Department	CIC
Contracting Authority	PWGSC
Participating Departments	CBSA and the RCMP

4. Prime and Major Subcontractor(s)

Prime Contractor	None (Tendering in late 2010)
Major Subcontractor(s)	Not applicable (N/A)

5. Major Milestones

List of Major Milestones	Date
Request for Proposal (RFP) Tender	2011
Deployment	2013
Project Shutdown	2013

6. Project Outcomes

Funding was included in Budget 2008 to enhance and strengthen identity management within the Temporary Resident Program, allowing overseas visa officers and border service officers at ports of entry (POEs) to make decisions based on accurate identity and immigration admissibility information, and permitting border service officers to verify applicants’ identity at Canada’s POEs. The following performance indicators underscore the benefits of the project:

Protect Canadians

between 2003 and 2007, 0.7 percent of refugee claimants had hits against the RCMP criminal fingerprint database. Based on the current volume of 1.2 million temporary applicants with the assumption of a similar pattern of hit results, it is estimated that fingerprint matching could detect 8,400 known criminals or potential security threats annually.

Reduced Abuse of Visa Program

Biometrics will allow the Government to detect and deter temporary applicants who use different identities, including previously refused visa/permit applicants. Fingerprint matching of refugee claimants between 2003 and 2007 found that 2.5 percent of them made repeat claims, likely under different identities. It is expected that the application of biometrics in the Temporary Resident Program will yield similar results.

Reduced Abuse of Refugee Program

Biometrics will make it possible to cross-reference visa/permit applicants against the refugee claimant database and vice-versa. Even within the limited scope of the field trial (October 2006 to April 2007), 12 cases out of 1,482 recorded entries into Canada were found between the visa and refugee streams—a rate of 0.8 percent. Under the auspices of the Five Country Conference, CIC, in partnership with CBSA and the RCMP, began sharing 3,000 fingerprint records per country per year under the High Value Data Sharing Protocol (Protocol) in September 2009. Canada is exchanging bilaterally with the United States, the United Kingdom, and Australia. This initiative covers refugee claimants as well as immigration enforcement cases. To date, the Protocol has yielded positive results, including potential interventions and warrant closures. To highlight some successes, as of May 31, 2010, Canada had a 43 percent match rate with the United States, a 4 percent match rate with the United Kingdom and a 0.1 percent match rate with Australia. Given these successes, development of future systematic biometric immigration information is being explored. This type of biometric matching could increase the quality of evidence available for decision makers at the Immigration and Refugee Board to establish the credibility of refugee claims.

Facilitate Removals

Biometrics will facilitate the removal of individuals who should not be in Canada by linking undocumented foreign nationals to the identity and place of origin stated on their visa application. Of the approximately 23,000 refugee claimants in 2006, 30 percent were without identity or travel documents. Biometrics will also detect previous deportees who apply for a Canadian visa under a different identity, thereby preventing them from returning to Canada.

Ensure Border Security

Biometric verification at the POE will allow CBSA officers to confirm that the individual arriving in Canada is the same one to whom CIC issued the visa/permit abroad. Currently, one of the key vulnerabilities is the inability to ensure that the visa/permit and the genuine holder remain together once the document is issued by CIC. It is this gap that resulted in 523 Canadian visas being used fraudulently by foreign nationals to travel to Canada in 2006. This includes altered and counterfeit visas as well as impostor fraud. The actual extent of the abuse is expected to be much higher than this figure suggests.

7. Progress Report and Explanations of Variances

In late 2007, CIC sought policy approval for the introduction of biometrics into the Temporary Resident Program, and funding to support this initiative was included in Budget 2008. In March 2009, CIC received preliminary approval for the implementation of the Biometrics Project. The Temporary Resident Biometrics Project is currently one year behind in the planning phase of the project; however, it is anticipated to recover some of this time during the execution phase, deploying by 2013.

8. Industrial Benefits

The Temporary Resident Biometrics Project will improve the safety and security of Canadian citizens. Immigration and the granting of Canadian citizenship are vital to the continued growth and prosperity of Canada. To support the Government of Canada outcomes of strong economic growth and a safe and secure world, a balance must be maintained between the desire to welcome newcomers to Canada and the obligation to protect the health, safety and security of Canadian society. Criminals, terrorists and other known inadmissible persons must not be allowed to enter or stay in Canada.

Status Report on Major Crown/Transformational Projects — Refugee Reform project

1. Description

Through implementation of the Balanced Refugee Reform Act, Canada is improving its asylum system with the aim of helping those truly in need and doing so much more quickly. The new legislation seeks to streamline the asylum system to ensure that Canada can continue to provide timely protection to those in need while deterring abuse of the system. All eligible asylum claimants will continue to receive a fair hearing based on their personal situation and will have avenues for appeal. The new measures include:

• changes at the Immigration and Refugee Board of Canada (IRB);
• adding a Refugee Appeal Division at the IRB;
• authority to designate countries of origin;
• limits on pre-removal risk assessments and temporary resident permits;
• changes to the humanitarian and compassionate provisions;
• timely removals of failed asylum claimants;
• introduction of an Assisted Voluntary Returns pilot program; and
• enhancing Canada’s resettlement program.

These new measures will continue to exceed Canada’s international and domestic legal obligations to asylum seekers.

2. Project Phase

The Refugee Reform Project is currently in the Project Implementation Phase. Citizenship and Immigration Canada (CIC), the Canada Border Services Agency (CBSA), the Royal Canadian Mounted Police (RCMP), the Canadian Security Intelligence Service (CSIS), the IRB and the Department of Justice are working collaboratively and have defined the requirements and plans for the project. Requirements have been used to guide the definition of the business solution to support the process. The project is focused on developing, monitoring and controlling deliverables while at the same time meeting schedule commitments. A project charter has been approved by all partners. The project management plan has been finalized.

3. Leading and Participating Departments and Agencies

Lead Department	CIC
Contracting Authority	None
Participating Departments	IRB, CBSA, CSIS, RCMP and the federal Department of Justice

4. Prime and Major Subcontractor(s)

Prime Contractor	None
Major Subcontractor(s)	None

5. Major Milestones

Partner	List of Major Milestones	Date
CIC	Balanced Refugee Reform Act Receives Royal Assent	June 29, 2010
CIC	Project Charter Approved	September 30, 2010
CIC	Schedule Baselined and Approved	December 31, 2010
CIC	Project Management Plan Approval	December 31, 2010
CIC	Performance Measurement Strategy to Treasury Board Secretariat	March 31, 2011
CIC	Complete Assessment of Backlog Reduction Strategy	March 31, 2013
CIC	Refugee Reform: Coming into Force (CIF)	Late 2011
CIC	Complete Comprehensive 3-Year Evaluation	March 31, 2015

6. Project Outcomes

These changes will result in faster decisions and faster removals of failed asylum claimants. Resettlement of refugees from abroad will also be enhanced through increased resettlement of 500 government-assisted refugees and 2,000 privately sponsored refugees annually, and an increase to resettlement assistance funding.

7. Progress Report and Explanations of Variances

Funding of $550.9 million was allocated in Budget 2010 to implement the Balanced Refugee Reform Act and to meet the anticipated requirements from the bill receiving Royal Assent, including funding to implement the three-year backlog reduction strategy and the enhancements to the resettlement assistance program with an ongoing total of $85.4 million for CIC and partner departments.

Each department and agency’s funding falls within the funding envelope set out for the backlog reduction, new system and Resettlement Assistance Program.

8. Industrial Benefits

This new legislation will support the underlying principles of Canada’s asylum system: ensuring fairness, protecting genuine refugees and upholding Canada’s humanitarian tradition.