ARCHIVED - Citizenship and Immigration Canada - Supplementary Tables

Name of Transfer Payment Program: Settlement Program

Start date: May 15, 2008

End date: Ongoing

Fiscal Year for Ts & Cs: 2008-09

Strategic Outcome: Newcomers and citizens participate to their full potential in fostering an integrated society

Program Activity: Settlement and Integration of Newcomers

Description:

The Settlement Program provides services that make a difference in the lives of newcomers. These services include: language training; information and referrals; assistance matching employment with newcomers’ skills and education; and help with establishing networks and contacts in their communities.

Expected results:

The program’s ultimate outcomes are that:

• newcomers are better able to find employment commensurate with their skills and experience;
• newcomers enjoy their rights and act on their responsibilities in Canadian society;
• Canadians provide a welcoming community to facilitate the full participation of newcomers into Canadian society; and
• newcomers contribute to the economic, social and cultural development needs of Canada.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	–	–	–	–
Total Contributions	611.8	605.8	605.8	605.8
Total Other Types of Transfer Payments	–	–	–	–
Total Transfer Payments	611.8	605.8	605.8	605.8

Fiscal Year of Last Completed Evaluation:

Completed 2009–10: Language Instruction for Newcomers to Canada; 2010–11: Host Program, Welcoming Communities Initiative (WCI), Immigration Settlement and Adaptation Program, Going to Canada Immigration Portal

Decision following the Results of Last Evaluation:

N/A

Fiscal Year of Planned Completion of Next Evaluation:

Planned: The next program evaluation will be carried out in stages. By 2016–17 an evaluation of the entire Settlement Program will be completed.

2011–12: Recruitment and Integration of French-speaking Immigrants to Francophone Communities

2012–13: Overseas Orientation Initiatives (Canadian Orientation Abroad, Canadian Immigration Integration Project, Active Engagement and Integration Project); Foreign Credentials Referral Office; contributions to British Columbia; contributions to Manitoba

2016–17: Information and referral, language training and skills development, labour market, and WCI components (as part of the Settlement Program evaluation)

General Targeted Recipient Group:

The terms and conditions for the Settlement Program describe both eligible recipients of contribution funding and eligible clients. Eligible recipients (often referred to as service providers) for settlement services include:

• provincial, territorial or municipal governments;
• not-for-profit organizations including non-governmental organizations, non-profit corporations, community groups and umbrella organizations;
• businesses;
• educational institutions (including school boards, districts and divisions); and
• individuals.

Eligible clients for settlement services are primarily permanent residents. However, they may also include some prospective immigrants and refugees who are highly likely to obtain permanent residency, but have not yet received their permanent resident visa. These include, for example, individuals who have been selected by Citizenship and Immigration Canada (CIC) pending completion of medical, security and criminal verification requirements.

Initiatives to Engage Applicants and Recipients:

An open and fair call for proposals (CFP) process is the principal initiative used by the Department to engage applicants.

Name of Transfer Payment Program: Multiculturalism Program

Start date: 1982–83

End date: Ongoing

Fiscal Year for Ts & Cs: 2009–10

Strategic Outcome: Newcomers and citizens participate to their full potential in fostering an integrated society

Program Activity: Multiculturalism for Newcomers and All Canadians

Description:

The program objectives are to:

• build an integrated socially cohesive society;
• improve the responsiveness of institutions to the needs of a diverse population; and
• engage in discussions on multiculturalism and diversity at an international level.

The Multiculturalism Program works to build an integrated cohesive society by fostering intercultural understanding, citizenship, civic memory and pride, and respect for core democratic values grounded in our history, and by promoting equal opportunity for individuals of all origins.

Expected results:

The expected results are:

• program participants and beneficiaries take action toward increasing awareness of Canadian history and institutions; Canadian values; cultural diversity; and the cultural, racial, ethnic and religious barriers to full participation in society and economy;
• federal and targeted institutions demonstrate an increased responsiveness to the needs of a diverse society; and
• there is increased policy awareness in Canada about international approaches to diversity and Canadian multiculturalism policy, programming or initiatives increasingly incorporate international best practices.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	3.0	3.0	3.0	3.0
Total Contributions	7.8	7.8	7.8	7.8
Total Other Types of Transfer Payments	–	–	–	–
Total Transfer Payments	10.8	10.8	10.8	10.8

Fiscal Year of Last Completed Evaluation:

2005–06 (when the program was administered by Canadian Heritage)

Decision following the Results of Last Evaluation:

Continuation; however, the objectives of the program were amended following the transfer of the program to CIC from Canadian Heritage in 2008.

Fiscal Year of Planned Completion of Next Evaluation:

An evaluation was conducted during 2011–12.

General Targeted Recipient Group:

Eligible recipients include:

• Canadian not-for-profit organizations or associations;
• non-federal public institutions, such as boards of education, schools, colleges, universities, chambers of commerce, law enforcement and police agencies, hospitals, and other health-care institutions;
• provincial, regional and municipal governments and their agencies;
• First Nations and Inuit governments, band councils, and Aboriginal organizations;
• private sector (eligible for contributions only)—applications from the private sector must include at least one not-for-profit partner providing financial or in-kind support; and
• Canadian citizens and permanent residents.

Initiatives to Engage Applicants and Recipients:

An open and fair CFP process is the principal approach used by CIC to engage applicants.

As the Inter-Action projects stream will not be launching a new CFP, engagement efforts will be focused on promoting the Inter-Action Events Stream. This will be done by:

• passing out the Inter-Action postcards at various multicultural and Inter-Action events;
• marketing through different ethnic media;
• communication and sharing of other grants and contributions programs of the federal government;
• regional promotion through CIC communication campaigns; and
• promoting the Inter-Action events stream through an e-mail campaign to stakeholders and on the CIC website.

Name of Transfer Payment Program: Resettlement Assistance Program (RAP)

Start date: 1970s (under another name; RAP in its current form implemented 1998)

End date: Ongoing

Fiscal Year for Ts & Cs: 2011–12

Strategic Outcome: Newcomers and citizens participate to their full potential in fostering an integrated society

Program Activity: Settlement and Integration of Newcomers

Description:

The purpose of RAP is to provide direct financial support and fund the provision of immediate and essential services to eligible recipients (e.g., government assisted refugees—GARs) who lack the resources to provide for their basic needs and the needs of their dependants.

Expected results:

The expected results of RAP include meeting the immediate and essential needs of RAP clients, as well as ensuring that: RAP services are timely, useful and accessible; resettled newcomers are linked to CIC settlement and to other government services; and these newcomers have increased life skills, knowledge and the means to live safely and independently.

The Performance Measurement Strategy will be launched in 2012–13, with indicators that will measure the success of the program in delivering outputs and achieving the expected outcomes for RAP. Key indicators include the number of clients served by RAP services, the extent to which RAP services were useful and accessible; and the extent to which stakeholders (CIC, service providers, RAP clients) report that the immediate and essential needs of RAP clients were met.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	–	–	–	–
Total Contributions	56.7	58.6	58.6	58.6
Total Other Types of Transfer Payments	–	–	–	–
Total Transfer Payments	56.7	58.6	58.6	58.6

Fiscal Year of Last Completed Evaluation:

2010–11

Decision following the Results of Last Evaluation:

Continuation

The GAR-RAP evaluation was completed in March 2011 and found that RAP remains relevant and services provided to GARs remain necessary. The next evaluation of RAP will be completed by March 2016.

Fiscal Year of Planned Completion of Next Evaluation:

2015–16

General Targeted Recipient Group:

There are two types of eligible recipients under the RAP program: eligible clients (refugees) and service providers, who provide immediate and essential services to refugees.

The following entities are eligible recipients of RAP contributions for providing services and assistance to eligible clients.

• not-for-profit organizations and associations, including non-governmental organizations, community groups and umbrella organizations;
• intergovernmental and international organizations;
• businesses;
• Canadian educational institutions (including boards, districts and divisions);
• provincial, territorial or municipal governments; and
• individual Canadian citizens (e.g., consultants, facilitators).

Initiatives to Engage Applicants and Recipients:

CIC uses CFPs to award contribution agreements to service providers. Refugee recipients undergo an intake assessment on arrival to Canada to determine the level of support they need and what types of services they require.

Name of Transfer Payment Program: Canada–Quebec Accord Grant / Subvention versée en vertu de l’Accord Canada–Québec

Start date: Financial compensation to the province (in the form of a grant) is based on the Canada–Quebec Accord, which came into force on April 1, 1991.

End date: The Accord does not have an expiry date.

Fiscal Year for Ts & Cs: Ongoing

Strategic Outcome: Newcomers and citizens participate to their full potential in fostering an integrated society

Program Activity: Settlement and Integration of Newcomers

Description:

The Canada–Quebec Accord relating to immigration gives Quebec the responsibility for providing reception and integration services to all immigrants in Quebec, including all refugees. Quebec receives an annual grant from the federal government to support these reception and integration services.

Objective/anticipated outcomes: An objective of the Canada–Quebec Accord is, among other things, the preservation of Quebec’s demographic importance within Canada and the integration of immigrants into the province in a manner that respects the distinct identity of Quebec.

Activities: Quebec has responsibility for the selection of immigrants and their reception to and integration into Quebec. In accordance with section 26 and Annex B of the Canada–Quebec Accord, Canada is required to pay compensation to Quebec for reception and integration services, where it is established that:

• the reception and integration services (referred to in sections 24 and 25 of the Accord) offered by Quebec correspond, when considered in their entirety, with those offered by Canada in the rest of the country; and
• those services are offered without discrimination to any permanent resident in the province, whether or not that that permanent resident has been selected by Quebec.

Expected results:

The Government of Quebec is responsible for developing and publishing its own expected results related to immigration.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	283.1	283.1	283.1	283.1
Total Contributions	–	–	–	–
Total Other Types of Transfer Payments	–	–	–	–
Total Transfer Payments	283.1	283.1	283.1	283.1

Fiscal Year of Last Completed Evaluation:

This grant has not been evaluated.

Decision following the Results of Last Evaluation:

N/A

Fiscal Year of Planned Completion of Next Evaluation:

An evaluation was conducted during 2011–12.

General Targeted Recipient Group:

Other levels of government (Quebec)

Initiatives to Engage Applicants and Recipients:

N/A

8.5 The federal government will take action now to reduce levels of greenhouse gas 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 2020-21, relative to fiscal year 2005-06.		17%
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent.		90 tonnes
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent.	FY 2011-12	−1.8 tonnes
	FY 2012-13	−1.8 tonnes
	FY 2013-14	−1.8 tonnes
	FY 2014-15	−1.8 tonnes
	FY 2015-16	−1.8 tonnes
	FY 2016-17	−1.8 tonnes
	FY 2017-18	−1.8 tonnes
	FY 2018-19	−1.8 tonnes
	FY 2019-20	−1.8 tonnes
	FY 2020-21	−1.8 tonnes
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year.	FY 2011-12	−2%
	FY 2012-13	−2%
	FY 2013-14	−2%
	FY 2014-15	−2%
	FY 2015-16	−2%
	FY 2016-17	−2%
	FY 2017-18	−2%
	FY 2018-19	−2%
	FY 2019-20	−2%
	FY 2020-21	−2%
Existence of an implementation plan to reduce GHG emissions.		To be implemented

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 2005–06. 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 the target lead.
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’s 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.

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.	FY 2011-12	100%
	FY 2012-13
	FY 2013-14

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. CIC has established the location as an organizational unit—one per region).
2. In the spirit of transparency and accountability, CIC will link to the Public Works and Government Services Canada (PWGSC) EEE implementation plan (E-Waste) on its intranet, which will include all of the required elements, as per the mandatory implementation strategies listed in the GGO targets table.

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 2011-12	3:1
	FY 2012-13	8:1
	FY 2013-14	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 by 2012–13 for employees working at National Headquarters. 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 by 2014.
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: Treasury Board Secretariat (TBS) Population Affiliation Report. As well, an internal working group has established to develop a printer reduction strategy by March 2012.
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.

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 FY 2010-11
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected.	FY 2011-12	−10% 2,840 sheets/employee
	FY 2012-13	−15% 2,683 sheets/employee
	FY 2013-14	−20% 2,525 sheets/employee

Strategies / Comments

1. Scope: CIC has elected to include all departmental employees (approximately 5,800 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 cardholders 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.

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 CIC offices with at least 10 participants.
2. Reporting requirement: CIC’s Administration, Security and Accommodation Branch is responsible for creating a strategy to implement the green meeting guide and monitor its use. The objective is to adopt the green meeting guide and promote it among key groups like administrative staff, cardholders, etc. CIC will publish information on its intranet and its Wiki, and work with internal communications to inform all employees.
3. Evidence that the green meeting guide has been adopted: None to date as the data is expected 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. The activities are to review the green meeting guides developed by other government departments and incorporate aspects that apply to CIC. Activities also include developing a departmental green meeting checklist that would fit on one page.
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.

Utilize green consolidated procurement instruments for 95% of IT hardware purchases.
Performance Measure	RPP	DPR
Target Status
Performance Measure	Not available
Progress against measure in the given fiscal year.	Not available

Strategies / Comments

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

Other Reporting Considerations:

1. Scope: All IT hardware purchases.
2. Processes/reporting requirements: Financial database.
3. Roles and responsibilities: Manager of IT Procurement is target lead.
4. 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.
5. 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
Performance Measure	Not available
Progress against measure in the given fiscal year.	Not available

Strategies / Comments

1. Specific: Refers to specific type of commodity and purchasing mechanism.
2. Measurable: Information available from CIC’s financial system.
3. Achievable: Departmental policy mandating use of PWGSC standing offers.
4. Relevant: High volume of professional services contracts.
5. Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

1. Scope: All IT professional services.
2. Processes/reporting requirements: Financial database.
3. Roles and responsibilities: Manager of IT Procurement is target lead.
4. Opportunities for continuous improvement: For select IT professional services not available from PWGSC, the Department will work to ensure that purchases incorporate environmental considerations.
5. 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
Performance Measure	Not available
Progress against measure in the given fiscal year.	Not available

Strategies / Comments

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

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 the Canada School of Public Service (CSPS) Green Procurement course (C215) or in-house equivalent.

Performance Measure	RPP	DPR
Target Status
Performance Measure	Not applicable
Progress against measure in the given fiscal year.	95%

Strategies / Comments

1. Procurement specialists will complete the CSPS Green Procurement (C215) course. Administrative assistants have access to in-house equivalent training.
2. Reporting requirements: Collect data from CSPS annually; Human Resources maintains an up-to-date list of employees with/needing training.
3. Roles and responsibilities: Director General of Administration, Security and Accommodation is target lead.
4. Opportunities for continuous improvement: Targeting 100% of employees is difficult due to turnover. However, in future years, acquisition cardholders could also be targeted.
5. 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.	100%

Strategies / Comments

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

Other Reporting Considerations:

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

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
Performance Measure	Not available
Progress against measure in the given fiscal year.	Not available

Strategies / Comments

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

Mandatory reporting on the purchase of greenhouse gas emissions offset credits, as per the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events, should be reported here.

Performance Measure	RPP	DPR
Quantity of emissions offset in the given fiscal year. (Optional for all RPPs)	N/A

Strategies / Comments

N/A

Description:

Through the implementation of the Balanced Refugee Reform Act, Canada is improving its asylum system to enable the country to help those truly in need and to do so in a timely manner. This new legislation supports the underlying principles of Canada’s asylum system: ensuring fairness; protecting genuine refugees; and upholding Canada’s humanitarian tradition. Canada’s refugee system is world renowned for its fairness and generosity. These new measures will continue to exceed Canada’s international and domestic legal obligations to asylum seekers.

Receiving royal assent on June 29, 2010, the Balanced Refugee Reform Act addresses systemic challenges in the current refugee system, such as:

• A large increase in annual refugee claims. Nearly 37,000 claims were made in Canada in 2008 and about 33,000 claims were made in 2009, which far surpasses the capacity of the Immigration and Refugee Board (IRB). Claims have increased since 2005 when Canada received fewer than 20,000 claims. This increase in volume, coupled with a shortfall of decision-makers at the IRB has led to a large backlog at the IRB’s Refugee Protection Division (RPD), which ultimately undermines the efficiency of Canada’s asylum system.
• An increase in the time it takes to have a hearing at the RPD. It currently takes about 19 months. Lengthy wait times for a decision also contribute to rising backlog numbers.
• Inefficient processes. These inefficiencies affect Canada’s ability to protect those in genuine need and reduce the ability to deter misuse of the asylum system. Approximately 62% of claimants are found not to be in need of protection (claims are withdrawn, abandoned or rejected). The high volume of unfounded refugee claims indicates possible abuse.

Project Phase:

The Balanced Refugee Reform Act is currently in the execution phase. The next project gate is 6—Construction Complete and Deployment Readiness.

Leading and Participating Departments and Agencies

Lead Department	Citizenship and Immigration Canada
Contracting Authority	Public Works and Government Services Canada (PWGSC)
Participating Departments	Canada Border Services Agency (CBSA), IRB, Department of Justice/Federal Court, Royal Canadian Mounted Police (RCMP), Canadian Security Intelligence Service, Courts Administration Service

Prime and Major Subcontractor(s)

Prime Contractor	None
Major Subcontractor(s)	Various subcontractors are used on a task authorization basis

Major Milestones

List of Major Milestones	Date
CIC: Prepublish Pre-removal Risk Assessment (PRRA) Regulations	06-30-2011
CIC/IRB: Revise system for tracking appeals and refugees / deploy Field Operations Support System Interface	TBD
IRB: Complete regional accommodations leased and fit-up	TBD
IRB: Staff positions for RPD	TBD
IRB: Begin employee training	TBD
All: Complete information technology (IT) critical system modifications	TBD
All: Coming into Force	TBD
CBSA: Launch Assisted Voluntary Returns Pilot, Phase 1	TBD
CIC: Launch Ministerial Reviews and Intervention Pilot	TBD
CIC: Begin issuing Protected Person Status Documents	TBD
RCMP: Launch enhanced Security Screening Pilot	TBD
IRB: Staff positions for Refugee Appeal Division	TBD
CIC: End backlog funding	03-13-2013
CIC: Assess Backlog Reduction Strategy	03-29-2013
CBSA: Launch Assisted Voluntary Returns Pilot, Phase 2	04-01-2013
CIC/IRB: Transfer PRRA function to IRB	01-05-2015
Project Completion	03-31-2015

Project Outcomes

The business outcomes of the Refugee Reform Project include:

• streamlining the process from the point of claim to the end of the determination process and imposition of specific timelines for each step of the process;
• enhancing system integrity by reducing abuse of the system through ongoing monitoring and analysis, increasing capacity to conduct Ministerial Intervention to designate countries of origin, introducing enhanced security screening on a pilot basis, and increasing efficiency by maximizing use of resources (time, human, financial); and
• ensuring timely removals through increased removals capacity at CBSA and the introduction of an Assisted Voluntary Returns Pilot.

To underscore Canada’s commitment to protection, and facilitate passage of the legislation, reform measures are complemented by efforts to strengthen Canada’s role as a global leader in refugee protection. By 2013, Canada will resettle up to 14,500 refugees, an increase of 2,500 refugees since 2010.

CIC and relevant partners are developing metrics of success to measure the success of the project.

Progress Report and Explanations of Variances

Bill C-31, the Protecting Canada’s Immigration System Act, was tabled on February 16, 2012. C-31 proposes a number of amendments to the Balanced Refugee Reform Act (BRRA). The impact of C-31 on the implementation of the BRRA is currently being analysed. In particular, C-31 would amend the existing coming into force date for the BRRA from 06-29-2012, to a date to be determined by the Governor in Council.

Industrial Benefits

Bona fide refugee claimants will benefit from a streamlined process and Canadian society at large will benefit from system integrity and timely removal of failed claimants.

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 key partners like Australia, New Zealand, the United Kingdom and the United States, have either recently implemented or are planning to implement similar projects.

Project Phase:

The Temporary Resident Biometrics Project is currently in the 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, culminating in 2010–11 with a project submission. Substantive plans and strategies for deployment and management of the business change are expected to be finalized and approved by all partners in 2012–13. During the execution phase, the project is focusing on developing, monitoring and controlling deliverables (as defined by the business requirements), while meeting scheduling commitments.

Leading and Participating Departments and Agencies

Lead Department	Citizenship and Immigration Canada
Contracting Authority	Public Works and Government Services Canada (PWGSC)
Participating Departments	Canada Border Services Agency (CBSA) and Royal Canadian Mounted Police (RCMP)

Prime and Major Subcontractor(s)

Prime Contractor	Fujitsu Technical solution Visa application centre (VAC) RFP 2012
Major Subcontractor(s)	Not applicable

Major Milestones

List of Major Milestones	Date
Global VAC RFP posting on MERX	January 2012
Technical solution contract award	February 2012
Global VAC contract award	2012–13
Deployment	2012–13
Project shutdown	2013–14

Project Outcomes

Funding was included in Budget 2008 to enhance and strengthen identity management within the Temporary Resident Program, allowing overseas visa officers and CBSA 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. As a result, the Government of Canada will be in a better position to reduce identity fraud, enhance the safety and security of Canadians through strengthened criminality screening, and facilitate the processing of legitimate applicants by confirming identity promptly. The following performance indicators underscore the benefits of the project.

Protect Canadians

The rise of identity fraud and theft globally and the use of sophisticated means to evade detection present challenges for Canada’s immigration program in verifying and managing applicants’ identification. Proper identification of applicants is crucial to the decision-making process of CIC officers abroad and CBSA officers at Canadian POEs. Decisions taken by CIC and CBSA form the first line of defence against individuals who pose a criminal or security threat to Canadians and against certain migrants who seek to take advantage of Canada’s high standard of living.

Reduce Abuse of Visa Program

Biometrics will allow the government to better detect and deter temporary applicants who use different identities, including previously refused visa/permit applicants.

Reduce 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 in September 2009. Canada is exchanging bilaterally with Australia, New Zealand, the United Kingdom and the United States. 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. This type of biometric matching could increase the quality of evidence available for decision makers at the IRB 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 23,172 in-Canada refugee claimants in 2010, 6,215 or 27 percent were without identity or travel documents. Biometrics will also assist in the detection of 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 strengthen identity management and 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 454 Canadian visas being used fraudulently by foreign nationals to travel to Canada in 2010. This includes altered and counterfeit visas as well as impostor fraud. The actual extent of the abuse is estimated to be higher as not all fraud is detected.

Improve Service Delivery by Building a Global Network of VACs

Since 2005, the Government of Canada has had contracts with private sector service providers to operate VACs that deliver a range of visa application support services to applicants in 60 VACs in 41 countries. In 2010, as part of its modernization agenda, the Department developed a plan to implement an expanded global service delivery network of VACs, which will enhance service delivery by providing visa applicants easier access to services closer to home and include biometrics enrolment. Given the high volume of temporary resident applications from visa-required foreign nationals temporarily residing in the United States, service delivery options are also being explored to allow applicants to enrol their biometrics at U.S. application support centre locations. Safeguards governing the protection of personal information will continue to be part of the terms of agreement or arrangements with each service provider.

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 project approval for the implementation of the Temporary Resident Biometrics Project. In March 2011 effective project approval was granted for a total project cost of $123 million.

The technology RFP was released in 2011 and contract was awarded in early 2012. The VAC RFP was released in early 2012, initiating the procurement of a global network of VACs that include biometrics enrolment services.

Over the course of the last year, the Department has made important strides in the development of a plan to implement an expanded global service delivery network of VACs. In collaboration with its project partners, the Department has developed a concept of operations, business process maps, and the business and technical requirements for its VAC network. In addition, it has conducted industry consultations that supported the preparation of a statement of work for the launch of the global VAC RFP in 2011–12.

The Temporary Resident Biometrics Project is currently running under budget due to procurement delays of the biometric IT solution and biometric advisory services. In both cases, the initial procurement attempt resulted in non-compliant bids and therefore the project had to retender. Retendering had a direct impact on related activities such as planning and design of the biometric solution, development plans for user acceptance testing, privacy impact assessments, and development of deployment strategies and plans. In 2011–12, the funding associated with these activities was included as part of a reprofile request to Treasury Board.

During the course of the retender process for the IT solution, the project was able to recover two months of delay by applying findings and best practices from the first RFP, specifically as it relates to development timelines and bid evaluation approach. As a result, the contract for the technical solution was awarded on February 3, 2012. The Temporary Resident Biometrics Project is currently in the execution phase, is achieving defined performance objectives and will be on schedule to begin deploying in 2013.

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 through international engagement, 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.

Strategic outcome: Newcomers and citizens participate to their full potential in fostering an integrated society

Program activity: Multiculturalism for Newcomers and All Canadians

Name of recipient: Global Centre for Pluralism (GCP)

Start date: 2006–07—one-time conditional grant

End date: Perpetual

Description:

The GCP is a not-for-profit organization, co-founded by the Aga Khan Development Network and the Government of Canada, which addresses a global gap in institutions that advocate pluralism as a foundation for new governance, peace and human development at the international level. The GCP will pursue its mandate through four core functions:

• sustaining an international policy dialogue on pluralism in governance, elections, judicial systems, media and education to help factions integrate in states at risk;
• providing programs for academic and professional development;
• fostering research and learning on pluralism; and
• fostering and sharing the results of research and learning on pluralism. These activities will target primarily the developing world, offering a platform from which existing organizations and experts on pluralism in Canada can reach an international audience.

($ millions)
Total Funding	Prior Years’ Funding	Planned Funding 2012-13	Planned Funding 2013-14	Planned Funding 2014-15
30.0	30.0	–	–	–

Summary of annual plans of recipient:

The GCP has pursued a deliberate institution-building course since its creation to establish a global institution with a multigenerational lifespan in a measured way. It was envisioned that achievement of medium-term goals could take five to seven years and longer-term objectives 10 years. Since the funding agreement was signed, the GCP has been preoccupied primarily with organizing its governance and operational mechanisms.

The appointment of the GCP’s Board of Directors in 2010 and the appointment of the GCP’s inaugural Secretary-General in September 2011 completed a critical stage in the GCP’s formative development. The GCP is now in a position to move forward with development of its substantive program and operational initiatives beginning with a three-year strategic outline for the 2013–2015 period.

It is envisioned that the plan be completed in 2012–13 for action in 2013–15. The sequencing of priorities during this period will include the objectives of developing and initiating program projects, advancement of the Sussex property renovation project with a view to occupancy in 2015, and development of a strategic communications plan.

To begin the programmatic exercise and build general awareness internationally, the GCP will continue to engage with international community representatives in Canada and abroad to identify potential program partners and test project ideas. The GCP will also engage and draw on the experience and insights of similar not-for-profit organizations.

Link recipient’s site: www.pluralism.ca

Strategic outcome: Newcomers and citizens participate to their full potential in fostering an integrated society

Program activity: Multiculturalism for Newcomers and All Canadians

Name of recipient: Ukrainian Canadian Foundation of Taras Shevchenko

Start date: 2008–09—one-time conditional grant

End date: Funding agreement governing endowment ends in May 2023

Description:

Recognizing the historical significance of First World War internment of “enemy aliens,” the Government of Canada provided a conditional grant of $10 million under the Community Historical Recognition Program (CHRP) to the Ukrainian Canadian Foundation of Taras Shevchenko for the establishment and management of an endowment fund, known as the Canadian First World War Internment Recognition Fund. Affected communities include Ukrainians, Poles, Italians, Bulgarians, Croatians, Turks, Serbians, Hungarians, Russians, Jews and Romanians. Through calls for proposals managed by the Foundation, applicants apply for financial support for activities that commemorate, acknowledge and educate Canadians about the experiences of communities affected by internment and the subsequent contributions of these communities to shaping Canada. The funding agreement will remain in effect for 15 years.

($ millions)
Total Funding	Prior Years’ Funding	Planned Funding 2012-13	Planned Funding 2013-14	Planned Funding 2014-15
10.0	10.0	–	–	–

∗ This funding was provided on a one-time basis when CHRP was managed by the Department of Canadian Heritage.

Summary of annual plans of recipient:

Recipient’s objectives:

The Fund is designated for the support of projects to commemorate and recognize the experiences of ethnocultural communities affected by the First World War internment. The Fund will help to bring closure to these communities and satisfy long-standing requests for appropriate recognition of their experiences.

In 2012–13, the Foundation will support educational curriculum strategies, research and historical exhibits. On recommendation from the Endowment Council’s Artifacts Acquisition Committee, the Foundation will continue to acquire internee artifacts while working toward a permanent museum.

Link recipient’s site: www.internmentcanada.ca