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Section 1: Overview

Minister’s Message

As Minister of Citizenship, Immigration and Multiculturalism, it is with great pleasure that I present the Departmental Performance Report for 2007-2008.

Since 1867, Canada has welcomed 15 million newcomers to this land of opportunity, where immigrants can succeed in building better lives for themselves and their families. With a quarter of a million people coming to this country each year as immigrants, and an additional million more as visitors—tourists, students, or temporary foreign workers—Canada continues to be a destination of choice.

Immigration has been, and continues to be, vital to this country’s growth and economic strength. In 2007, Canada welcomed close to 476,000 new permanent residents, temporary foreign workers, and international students. As set out in our economic blueprint, Advantage Canada, the Government’s vision regarding immigration is clear: to support Canada’s economic needs by strengthening the labour force. This complements our other immigration pillars of reuniting families and maintaining our humanitarian obligations to protected persons and genuine refugees.

As the Minister responsible for implementing changes to Canada’s Immigration and Refugee Protection Act, I am pleased to report that on June 18, 2008, Bill C-50 received Royal Assent and became law. This legislation gives us greater flexibility to begin tackling the backlog of immigration applications. It will make the immigration system more effective and responsive to Canada’s labour-market needs by bringing in people with the right skills to the right place at the right time.We can now ensure that Canada’s immigration program is fair and transparent, while protecting the health, safety, and security of Canadians.

Following consultations with the provinces, territories and stakeholders in 2008, we have a clear picture of labour-market pressures across Canada. This knowledge helped to draft Ministerial instructions to identify applications in the federal skilled worker category for priority processing.

CIC expanded provincial nominee programs with nine provinces and one territory in 2007. As nominee program agreements have been renewed, participating jurisdictions are no longer subject to a cap on nominations, giving provinces and territories greater flexibility to nominate individuals they need to meet labour-market and economic-development needs.

CIC also launched a number of important initiatives to support the successful integration of newcomers and to meet our labour-market needs. We have added resources to our settlement programming, making it more flexible and responsive to newcomers’ needs, and we have renewed our commitment to support Francophone immigration, settlement, and integration across Canada.

We have improved the immigration and citizenship programs by increasing security, reducing fraud and inefficiency, and addressing outdated provisions in citizenship legislation.

In 2008, the Government expanded the Foreign Credentials Referral Office to help immigrants navigate provincial and territorial credential systems for information on employment and the Canadian labour market. Since its launch in May of 2007, the Foreign Credentials Referral Office web site has had over 600,000 visits, the majority from people overseas. The toll-free telephone and in-person services delivered through 320 Service Canada centres across the country have received more than 25,000 calls and visitors. In addition, nearly 5,000 skilled workers have registered for in-person foreign credential and labour-market orientation sessions in the Philippines, China and India.

Following the announcement that Canada had lifted visa requirements for travelers in six European countries, the Government signed a Youth Mobility Agreement earlier this year that will allow youth from Canada and Poland to travel and work in the other country for up to one year.

We also launched an e-Application system for Off-campus Work Permits for international students. We are developing the Canadian Experience Class to allow international students with Canadian credentials and work experience, along with temporary foreign workers in professional skilled trades and technical occupations with proven Canadian job experience, to apply for permanent residency without leaving Canada.

In 2007, we celebrated the 60th anniversary of Canadian citizenship, welcoming more than 183,000 new Canadians, and hosting almost 3,000 citizenship ceremonies. In that same year, we passed Bill C-14, allowing Canadians who adopt foreign-born children to apply directly for citizenship without having to apply for permanent resident status first. And in passing Bill C-37, we took action to remedy outdated provisions in existing and previous citizenship legislation to restore citizenship to many people who had lost it. This law will also protect the value of Canadian citizenship for the future.

Finally, we have developed plans for a biometric system for temporary visas and work and study permits, thus increasing the security and integrity of our program and reducing fraud.

These accomplishments would not have been possible without the loyalty and commitment of employees at CIC. I thank them for their hard work and dedication, and look forward to working with them in the years ahead.

The Honourable Jason Kenney, P.C., M.P.
Minister of Citizenship, Immigration and Multiculturalism

Management Representation Statement

I submit, for tabling in Parliament, the 2007-2008 Departmental Performance Report for Citizenship and Immigration Canada.

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

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

Original version signed by:

            Richard B. Fadden
            Deputy Minister
            28-11-2008

Summary Information

Citizenship and Immigration Canada (CIC)[note 1] selects foreign nationals and temporary residents, assists with immigrant settlement and integration and offers Canada’s protection to refugees. CIC also grants Canadian citizenship and promotes the rights and responsibilities inherent in citizenship. The Department develops Canada’s admissibility policy, sets the conditions to enter and remain in Canada, and conducts screening of foreign nationals and temporary residents to protect the health, safety and security of Canadians. In doing so, CIC, in collaboration with its partners, fulfils its role in identifying applicants who could pose risks to Canada for reasons including health, security, criminality, organized crime, and violation of human and international rights.

The Department was created through legislation in 1994 to link immigration services with citizenship registration. The Department promotes the unique ideals all Canadians share and helps to build a stronger Canada by taking a broad and integrated approach to the development of programs that help immigrants settle in Canada, together with policies, programs and legislation that encourage and facilitate their ultimate acquisition of Canadian citizenship. CIC’s broad mandate is derived from the Department of Citizenship and Immigration Act. More specifically, the Minister of Citizenship and Immigration is responsible for the Citizenship Act of 1977 and portions of the Immigration and Refugee Protection Act (IRPA), which was enacted following a major legislative reform in 2002. Immigration is also an area of shared jurisdiction with the provinces under section 95 of the Constitution Act, 1867.

The ministers of both Citizenship and Immigration and Public Safety Canada are responsible for administering IRPA. CIC and the Canada Border Services Agency (CBSA)[note 2] support their respective ministers in the administration and enforcement of IRPA. The organizations work collaboratively to achieve and balance the facilitation and enforcement objectives of the Immigration Program.

CIC has 46 in-Canada points of service and 90 points of service in 76 countries.

CIC’s Vision

An approach to immigration that:

• Responds to the needs of communities in all parts of the country by creating opportunities for individuals to come to Canada to make an economic, social, cultural and civic contribution while also realizing their full potential, with a view to becoming citizens; and
• Supports global humanitarian efforts to assist those in need of protection.

CIC’s Mission

CIC, with its partners, will build a stronger Canada by:

• Developing and implementing policies, programs and services that:
• • Facilitate the arrival of persons and their integration to Canada in a way that maximizes their contribution to the country while protecting the health, safety and security of Canadians;
  • Maintain Canada’s humanitarian tradition by protecting refugees and persons in need of protection; and
  • Enhance the values and promote the rights and responsibilities of Canadian citizenship.
• Advancing global migration policies in a way that supports Canada’s immigration and humanitarian objectives.

Financial Resources (in $ Millions)

Planned spending: $1,187.8
Total authorities:   $1,235.8
Actual spending:   $1,119.5

Explanation of resources used: Total authorities included planned spending of $1,187.8 million plus $48.0 million provided through Supplementary Estimates and additional statutory requirements-including employee benefit plans-for a total of $1,235.8 million.

Actual expenditures were lower than total authorities by $116.3 million, including $106.2 million in grants and contributions. This is mostly attributable to the Canada‑ Ontario Immigration Agreement and other settlement programs. The balance of the reduced requirements ($10.1 million ) was mainly due to general operating lapses.

Departmental Priorities

The following three priorities, first committed to in 2006- 2007, continued to be the primary focus of the Department’s management agenda for 2007-2008. These priorities supported the achievement of all six of CIC’s program activities. The priorities and their performance status are described in more detail in the section entitled “Departmental Priorities”.

Name	Type	Performance Status
1. Implementing an integrated policy framework	Ongoing	Successfully met
2. Improving client service	Ongoing	Successfully met
3. Building the workforce of the future	Previously committed	Successfully met

CIC’s Program Activity Architecture

CIC’s three strategic outcomes describe the long-term results that the Department’s programs are designed to achieve. The Department’s Program Activity Architecture[note 3] (PAA) is a reporting framework that provides an inventory of departmental programs and activities and describes their linkages to the three strategic outcomes. The PAA also provides an enduring foundation for financial and performance reporting to Parliament.

Strategic outcomes	Program activities	Program sub-activities
1. Maximum contribution to Canada’s economic, social and cultural development from migration	1. Immigration Program 2. Temporary Resident Program	1.1 Policy and program development 1.2 Selection and processing 2.1 Policy and program development 2.2 Selection and processing migration
2. Reflection of Canadian values and interests in the management of international migration, including refugee protection	3. Canada’s role in international migration and protection 4. Refugee Program	3.1 International migration policy 3.2 Support to international organizations 4.1 Policy and program development 4.2 Selection and processing of protected persons (resettled/asylum) 4.3 Interim Federal Health Program
3. Successful integration of newcomers and promotion of Canadian citizenship	5. Integration Program 6. Citizenship Program	5.1 Settlement/resettlement policy and program development 5.2 Newcomer settlement support 6.1 Policy and program development 6.2 Citizenship processing 6.3 Citizenship promotion

Performance Status Based on CIC’s Program Activity Architecture

Specific details regarding results, performance status and spending for each program activity can be found in Section II: Analysis of Program Activities by Strategic Outcome.

		2007-2008 (in $ Millions)
Program Activity	Expected Result * Indicator	Performance Status	Planned Spending	Actual Spending
Strategic Outcome 1: Maximum contribution to Canada’s economic, social and cultural development from migration
1. Immigration Program	Contribution, through the Immigration Program, to Canada’s economic, social and cultural development * Achievement of Immigration Plan	99% met	184.0	208.6
2. Temporary Resident Program	Contribution, through the Temporary Resident Program, to Canada’s economic, social and cultural development * Number of temporary residents (processed on demand)	Exceeded expectations	59.8	73.4
Strategic Outcome 2: Reflection of Canadian values and interests in the management of international migration, including refugee protection
3. Canada’s role in international migration and protection	Canada influences the international agenda on migration and protection * Influence on international migration and protection policies	Successfully met	4.0	1.6
4. Refugee Program	Maintenance of Canada’s humanitarian tradition with respect to refugees and persons in need of protection * Achievement of protected persons levels in the Immigration Plan	Successfully met	97.5	94.8
Strategic Outcome 3: Successful integration of newcomers and promotion of Canadian citizenship
5. Integration Program	Successful integration of newcomers into Canadian society within a reasonable time frame; newcomers contribute to the economic, social and cultural development needs of Canada * Labour market integration	Successfully met	$783.2	$667.9
6. Citizenship Program	Accordance of full participation in Canadian society to eligible permanent residents; contribution to Canada’s economic, social and cultural development * Attitudes towards Canadian citizenship	Successfully met	$59.3	$73.2

CIC’s Operating Context

Immigration has been pivotal in building Canada as a nation as well as a driving force behind the economic prosperity that Canadians enjoy today. Immigrants from all walks of life have nourished Canada’s social, cultural and economic development from the early stages of its history–settling lands as pioneers, working in factories to feed its industrial growth, and contributing innovative ideas that make Canada competitive in the global, knowledge-based economy. Today, immigrants continue to contribute to Canada’s nation building and economic well-being.

Canada has one of the highest per capita rates of permanent immigration in the world–roughly 0.8 percent in recent years–and has welcomed 3.5 million immigrants in the last 15 years. In 2006, about 20 percent of Canada’s population was foreign-born.[note 4] This sustained flow of immigration has given rise to an evolving ethno-cultural landscape that is dramatically different from that of a century ago, or even 30 years ago. Once defined by immigrants of British or French origin, Canada is now made up of a myriad of ethno-cultural communities that enhance our country’s competitive edge in the global economy and its reputation as a leader on the world stage.

As one of the world’s major immigrant-receiving countries, Canada is a leader in granting newcomers the full range of rights and responsibilities that come with citizenship. In 2006, about 85 percent of permanent residents who were eligible for Canadian citizenship had acquired that status.[note 5] Obtaining citizenship is a key step in the integration process for newcomers because it means that they can participate fully in Canadian life.

An ever-changing world continues to bring with it new issues for Canada’s immigration, citizenship and refugee programs. In particular, many newcomers are finding it more difficult than in the past to use their skills and contribute to Canada’s economic prosperity. However, through effective, innovative settlement services and by promoting and facilitating the acquisition of citizenship, among other things, CIC seeks to ensure a solid foundation for integrating newcomers into Canadian society.

In order to ensure that immigrants succeed in Canada, our policies, programs and operations must work well together. For most newcomers, CIC is the first point of contact in their immigration journey to Canada. Given its responsibility for selecting immigrants and refugees, CIC plays a major role in determining the inflow of newcomers within the framework set by IRPA. The Department is also a crucial actor in making initial investments in the future of newcomers by providing assistance and support during the settlement years, and granting citizenship to eligible permanent residents.

The challenge of successfully settling and integrating newcomers is an undertaking that requires collaboration across jurisdictions, as well as the coordination of policies and programs within the federal government. CIC carries out its work on immigration, citizenship and integration issues in close collaboration with a number of partners: other government departments (OGDs); provincial, territorial and municipal governments; non-governmental organizations (NGOs); employers; and other stakeholders.[note 6]

With its mandate specifically focused on Canada’s newcomer population, CIC has a unique vantage point to provide leadership within the Government of Canada and beyond, so that Canada continues to be successful as a nation of immigrants.

Today’s Challenges

A key challenge for CIC is to work towards attaining the many immigration goals set out in IRPA and to do so in an evolving global context. As we work to manage the movement of people in this changing global environment, Canada has much to learn from, and contribute to, other countries so that the benefits of immigration continue to be felt by nations, communities and individuals.

In maintaining Canada’s economic prosperity, CIC seeks to address pressing labour market and employer needs for workers in the short term, while helping to maintain an adaptable and competitive labour force over the long term. The world has a limited pool of highly skilled mobile labour, and Canada is in competition with other industrialized countries for qualified workers. At the same time, certain sectors, industries and regions of the country are generating a high demand for low-skilled workers. As Canada seeks to address its short-term labour market needs through temporary foreign workers, we are considering the implications of a possible shift in emphasis from newcomers who are adaptable in a changing labour market to those who can fill pressing labour market needs.

Efforts to meet economic needs go hand in hand with the goal of building Canada as a nation and integrating newcomers into the social and cultural life of the country. The uneven geographical pattern of settlement can pose challenges to integration. The disproportionate number of newcomers in large urban areas–particularly Montréal, Toronto and Vancouver–exerts pressure on the capacity of these cities to support the economic and social integration of immigrants. It also means that a considerable number of communities across the country have fewer opportunities to welcome newcomers and to benefit from immigration. For these and other reasons, CIC is also committed to supporting and assisting the development of minority official language communities in Canada.

As Canada seeks to attract and welcome permanent and temporary residents, CIC, in partnership with other federal departments, has a critical role to play in protecting the health, safety and security of Canadians. Globalization of markets and ease of travel increase risks ranging from epidemics such as SARS and influenza, to the spread of infectious diseases such as tuberculosis, to chronic conditions that can affect the overall health of Canadians. Border security, thwarting acts of terrorism, and tackling transnational organized crime and human trafficking are also significant concerns in the international and domestic environment in which CIC operates and are essential considerations in the design and implementation of CIC’s policies and programs.

Another significant challenge concerns the increasing stress on the immigration system and its consequences for meeting the goals of IRPA. One source of pressure on the immigration system comes from the high number of immigrants in all categories who seek to come to Canada relative to the levels established by the Government of Canada. The overall number of persons waiting for a decision on their case has now been pushed beyond 925,000, which has resulted in lengthy waiting times for prospective immigrants, particularly federal skilled worker applicants.

Another point of pressure is the growing volume of visitors, students and workers who need to arrive in Canada in a timely manner, particularly applicants under the Temporary Foreign Worker Program. In 2007, the number of temporary resident visas (TRVs) issued to visitors reached over 776,000, an increase of 5.6 percent over the number in 2005 and an increase of 14.9 percent over figures in 2004. There has been a steady increase in the number of work permits issued, with a jump of 19 percent from 2006 to 2007.

In addition, CIC needs to find ways to produce faster results and greater finality of decisions on refugee claims made in Canada and referred to the Immigration and Refugee Board (IRB). With refugees numbering over 11 million worldwide, Canada seeks to find durable solutions for those who are most in need of protection, while ensuring that our protection system is fair, efficient and consistent.

Given this challenging environment, CIC is taking an increasingly horizontal approach to policy development, program design and service delivery that will attract, retain and integrate immigrants, provide refugee protection, and ensure that our citizenship policies and programs continue to reflect and promote Canadian values.

Departmental Priorities

Priority 1: Implementing an Integrated Policy Framework

While Canada’s citizenship and immigration system provides a strong foundation, action is needed to ensure that it is well positioned to meet new challenges. CIC is working to ensure that policies are integrated across its entire mandate and that the delivery of programs and services to clients is improved. An integrated approach to addressing challenges that cuts across permanent and temporary migration, integration, refugee and citizenship programs is crucial to achieving results.

In 2006-2007, CIC made a commitment to implement an integrated policy framework. Putting this commitment into practice has meant the coordination of policies across departmental program activities. In the last year, the Department developed innovative approaches to advancing policy integration by:

• Building on Advantage Canada[note 7] priorities, the Government of Canada, in Budget 2008, committed $109 million over five years to modernize Canada’s immigration system to better respond to evolving labour market needs and support its immigration objectives;
• Consulting on and developing the selection criteria for the projected Canadian Experience Class (CEC), which will facilitate the transition to permanent residence for those people who have the experience needed to adapt quickly to the Canadian labour market and society;
• Responding to economic and community-building needs at the local level across the country, while ensuring that newcomers have access to opportunities and services that would enhance their potential for success through expanding programs such as the Provincial Nominee Program (PNP);
• Recognizing Canadians’ concern for border integrity and security, the Government of Canada announced funding in Budget 2008 to introduce the use of biometrics data in the visa-issuing process ($26 million over two years). The introduction of fingerprint and live photo technology-in order to assist in the verification of identity and travel documents of foreign nationals-will help prevent identity fraud and enhance the security of the Immigration Program.
• Building capacity to better understand the interdependence of citizenship issues across CIC and the Government as a whole, then translating them into concrete policies;
• Conducting ongoing analysis to identify interconnections between economic and social objectives, including the multifaceted contribution of Family Class entrants to Canada; and
• Continuing the implementation of the Strategic Plan to Foster Immigration to Francophone Minority Communities.

In addition, CIC has created or maintained mechanisms that foster effective partnerships outside the Department and better coordination within the Department. At the management level, the CIC Policy Committee has been instrumental in strengthening policy dialogue within and across departmental sectors, providing guidance on identifying policy outcomes, and evaluating realistic policy options and risk mitigation strategies. Through the Department’s planning process, a task team has reviewed the range of issues that warrant a horizontal approach to developing future policy directions. The Strategic Policy Branch plays a key role in supporting these horizontal mechanisms and processes, as well as guiding and coordinating crosscutting policy work within the Department. Through partnerships with other government departments, provinces, territories, international organizations and other external stakeholders, CIC pursues collaboration and dialogue to foster a broad-based understanding of the challenges and policy responses with respect to immigration, citizenship, refugee protection and security.

In the context of an increasingly complex global economy and changing migration patterns, horizontal approaches at multiple levels have become more important than ever. Just as important are effective mechanisms that ensure all CIC programs and policies work together to fulfil Canada’s objectives on immigration, refugee protection and citizenship. These efforts go a long way towards building Canada’s economy, sustaining strong communities and supporting Canada’s role in protecting those most in need.

Priority 2: Improving Client Service

In 2006, CIC adopted a three-year framework to modernize client service. It has achieved significant progress on a number of key fronts to better address client needs and provide enhanced accessibility worldwide. The work has focused on developing the fundamental infrastructure required for modernizing client service, notably in the areas of online services, new service standards and process streamlining. Specific achievements in 2007-2008 are described as follows.

Introducing E-application

The Department completed plans to introduce an electronic service (e-service), to be implemented on a pilot basis in the first quarter of 2008-2009, that will permit international students to apply electronically for Off-campus Work Permits. By means of an online student application, applicants will be able to attach supporting documents and pay online. With complete information provided at the outset, approval times can be improved. The next e-service to be deployed in 2008- 2009 is Study Permits for in-Canada clients.

This first e-service is supported by the complementary introduction of the MyCIC and Partner Portals and gives applicants and partners a secure personalized environment in which to conduct business with CIC (i.e., send an application, check the status of their file, communicate messages). This new suite of tools includes a new Electronic Notification System (ENS) which allows CIC to exchange information online with participating educational institutions that must validate the student’s application. In the future, ENS will also be developed to exchange information in a secure manner with other partners such as provincial governments.

Over the next few years, CIC, together with its delivery partners, is moving towards implementing e-services and electronic processing for the full range of immigration and citizenship services.

Redesigning CIC’s Website for Clients

As one of the federal government’s most visited websites (almost 38 million visits in 2007-2008), CIC saw a 33 percent increase in monthly traffic to its site, from 3 million visits in March 2007 to 4 million visits in March 2008. In 2006-2007, the CIC website’s priority content was renewed, rewritten and reorganized so that users can get the information they need more quickly. During 2007-2008, further improvements to information and access were launched. Future enhancements will continue to be delivered based on efficiencies, user needs and website metrics.

Modernizing CIC Client Service

The Department developed a Client Service Declaration and a three-year strategy for introducing new service standards. This work has been based on client focus group testing in Canada and overseas. An online surveying strategy and questionnaire have been developed to seek feedback from applicants, and will be implemented in 2008-2009. As part of its move to e-applications and e-services, the Department has significantly advanced its planning for the future CIC service delivery model so that it can achieve the benefits of operating in an electronic, paperless environment. Additionally, work has progressed on developing a human resources and change-management strategy.

Simplifying Client Service Processes

To streamline client services, CIC undertook a review of its process for granting citizenship. A pilot, consisting of upfront citizenship testing and file verification, was conducted for a representative sample of client applications. The broader implementation involving all client files will be determined in 2008-2009 based on the results of the pilot. CIC is continuing to seek faster, more efficient processing with fewer delays.

The Department also launched a project to modernize its approach to operational manuals in particular and to knowledge management generally. The work included an examination of leading-edge strategies, practices and tools adopted in the public and private sectors. The result is an integrated strategy for developing and disseminating information to clients as well as more consistent operational guidance to staff.

Priority 3: Building the Workforce of the Future

CIC’s Human Resources Strategy 2007-2010, identifies two main goals for CIC’s workforce renewal agenda: build and sustain a highly competent and innovative workforce; and sustain an inclusive workplace and a productive organization. Through solid human resources planning, CIC has been designing ongoing, sustainable strategies to build a diverse workforce that meets Canadians’ expectations and helps the Department achieve its strategic outcomes. The strategies address the Department’s needs regarding engagement, recruitment, retention, learning and development, diversity and succession planning. These strategies will also respond to demographic shifts in CIC’s workforce, while fostering a learning culture that will make CIC an attractive employer for people who have or wish to develop the competencies needed for the future.

More specifically, in 2007-2008, CIC made significant progress towards achieving its commitments in the following areas:

• An integrated Performance Management and Succession Planning Program and an updated Learning Program were implemented for CIC’s executive (EX) population. For example, EXs were biannually reviewed and assessed on their results achieved for ongoing and key commitments, and for key leadership competencies such as people management. Work is underway to implement a succession plan and learning program for those managers below the executive level in order to develop strong leadership capacity into the future.
• The Department successfully participated in several government-wide recruitment and development programs (e.g., the Accelerated Executive Development Program, Career Assignment Program, and Management Trainee Program) as part of its workforce renewal agenda. On-campus recruiting was a priority and CIC visited universities across Canada. Participating in these programs will strengthen CIC’s status as an attractive employer and build leadership capability.
• Throughout the year, CIC made significant progress in increasing its bilingual capacity byincreasing the opportunities for employees to develop their language skills and use the language of their choice. A rigorous official languages policy was also implemented. The departmental policy is carried out through continuous learning and several supportive programs such as online and telephone language coaching in Canada and at missions abroad, and the reimbursement of tuition for language training that takes place after working hours. A Language Buddy pilot program was also launched for employees wishing to improve their second language skills.
• The Department developed a new Competency-Based Management Framework that will ensure the knowledge, skills and abilities necessary to meet its future challenges are identified. The current and future competencies of CIC employees are key to ensuring the Department is successful in delivering on its evolving mandate and building the future of the organization. Over the past year, the Department developed a variety of staffing, learning and development tools, including a competencies dictionary, a competency self-assessment questionnaire with an interpretation and rating guide, competency profiles for specific positions and a resource guide for competency development.
• Implementation of the Employment Equity and Diversity Program is well underway with the completion of an action plan and communications strategy to guide the development and launch of a new self-identification demographic survey. A new diversity training program has also been developed to enhance competencies. The Department will continue to use targeted staffing as a means of recruiting designated group members and ensuring a diverse workforce that reflects Canadian society.

Management Priorities

As part of its commitment to management excellence, the Department continued its efforts to further refine and develop management controls using the Management Accountability Framework (MAF)[note 8] as the main framework for improvements. Opportunities for improvements in management practices are included in the Department’s integrated business plan. Key recommendations from the 2007 MAF assessment have been translated into CIC’s management priorities for 2008-2009. The Treasury Board Secretariat (TBS) has noted significant progress in many areas of management, and rated the Department as strong in its values and ethics, financial management and controls, and in the extent to which the workplace is fair, enabling, healthy and safe. In fact, CIC has achieved its best MAF score to date, having improved in eight of the 20 assessed areas of management.

In 2007-2008, the Department continued to take concrete steps toward implementing the new Internal Audit Policy requirements. Value-added, independent and objective assurance and advisory services were provided through audits and reviews of systems and practices as they relate to governance, risk management and internal controls. Throughout the year, the Department ensured that audit recommendations were implemented efficiently and effectively. Two members outside the public service joined the Departmental Audit Committee, chaired by the Deputy Minister.

Continue to Improve the Evaluation Function

In 2007-2008, CIC continued to strengthen the evaluation function and augment resources to support its evaluation commitments. The departmental Evaluation Committee, chaired by the Deputy Minister, met regularly during the year to review and approve the results of completed studies and associated management responses. During the last fiscal year, CIC developed a systematic mechanism to track management responses to evaluation findings, as well as guidelines for monitoring the implementation of Results-Based Management and Accountability Frameworks (RMAFs).

Major evaluations of significant CIC programs were completed in 2007-2008, including the Pre-Removal Risk Assessment and Enhanced Language Training programs. Several other comprehensive projects are underway and are at various stages of completion. In addition, considerable support was provided to various branches in the development of RMAFs and performance measurement.

Continue to Integrate Planning Functions

This past year marks the first time that CIC has developed an Integrated Corporate Plan. By aligning business goals and human resources requirements, the development of the plan responds to a key priority of the Clerk of the Privy Council regarding the renewal of the Public Service. An integrated plan ensures that human resources strategies in areas such as career development and classification are tailored to meet the Department’s needs, and help promote initiatives to attract and retain an engaged, sustainable, competent and diverse workforce. The plan, built around the Department’s program activities, outlines its mission and strategic priorities as well as its goals in an increasingly complex environment. The planning process, which was informed by the Corporate Risk Profile approved in April 2007, incorporated risk identification and mitigation planning at all levels. To support improved decision making, key milestones of the plan (business, human resources and financial) will be monitored by the Department’s Management Accountability Committee, so that plans and operations can be adjusted and resources re-allocated quickly to meet priority program objectives.

Strengthen the Reporting of Results on Performance

CIC developed a three-year strategy for introducing new service standards and has consulted applicants and stakeholders on the adoption of a service declaration. It has also improved the organization of information on its website, making it easier to access. CIC has laid the foundation for an online survey strategy that will include a feedback mechanism.

In 2007, CIC amended its PAA and significantly improved its Performance Measurement Framework, which incorporates the measurement of results in all departmental business lines at all levels. Systematic collection and monitoring of the resulting performance information will begin in 2008-2009. According to the TBS 2008 MAF Assessment, the Department has established strong links between performance and plans, and used clear financial tables to demonstrate what it spent and achieved under each program activity in its performance reporting.

Pursue the Development and Implementation of the Global Case Management System

In response to its commitments and TBS observations in the assessment of the Global Case Management System (GCMS), CIC undertook a comprehensive analysis of the status of the GCMS project to ensure it was developing the organizational capacity and plans required to be successful. A number of factors such as business objectives, costs, time frame, viability, risk, quality and sustainability of the project were considered to define the optimal path forward. It was determined that the scope of the project needed to be reduced and to focus on delivering key business imperatives for the project. For additional information on the project, refer to the section of this report entitled “Other Programs and Services” and to the table regarding major Crown projects at http://www.tbs-sct.gc.ca/dpr-rmr/2007- 2008/index-eng.asp.

Address Workforce Challenges

CIC now has fully integrated plans, programs and systems in place to renew its workforce. The TBS 2008 MAF Assessment commended CIC for “performance above expectations with respect to official languages, learning plans and learning programs.” CIC, with 94.5 percent of employees in bilingual posts meeting the language requirements of the position, is also ensuring its workforce complies with Canada’s official languages legislation. In addition, over 90 percent of employees have learning plans. The Department has focused on increasing the representation of the four designated groups, and on promoting diversity. More information on the Department’s progress in this area can be found in the “Building the Workforce of the Future” section of this report.

Critical Partnerships

Provincial and Territorial Partners

Since immigration is a joint responsibility under the Constitution, effective collaboration between the Government of Canada and the provinces is essential to the successful management of the Immigration Program. In 2007-2008, CIC continued to develop strong partnerships with the provinces and territories.

CIC’s relationship with individual provinces and territories is guided by formal agreements that outline how the two orders of government work together. There are currently comprehensive immigration framework agreements with nine jurisdictions. In 2007-2008, two first-ever agreements with Alberta and Nova Scotia as well as a renewed agreement with the Yukon, were signed.[note 9] Agreements that establish a PNP are also in place with 10 jurisdictions. The PNP gives provinces and territories the authority to nominate individuals as permanent residents in order to address specific labour market, economic and social development needs. In addition, CIC worked with interested jurisdictions on arrangements for temporary foreign workers to ensure that the specific economic and demographic needs of each jurisdiction are met.

Following through on commitments made under the Canada-Ontario Immigration Agreement (COIA), CIC and Ontario’s Ministry of Citizenship and Immigration continued to collaborate with the City of Toronto on immigration matters through the implementation of the trilateral Memorandum of Understanding on Immigration and Settlement, which was signed in 2006. CIC and the Province of Ontario also continued to work with the Association of Municipalities of Ontario to increase the involvement of other municipal governments in the attraction, retention, settlement and integration of immigrants, particularly in smaller centres as well as rural, northern, and official language minority communities throughout the province.

The Canada-Quebec Accord is the most comprehensive bilateral agreement on immigration in that it gives Quebec full responsibility for selecting its immigrants (with the exception of members of the Family Class and refugees whose status is determined in Canada) and for providing settlement and integration services to newcomers, as well as the authority to set its own annual immigration targets. CIC worked closely with Quebec to manage and coordinate this immigration partnership.

CIC also continued to strengthen its partnerships with the provinces and territories through regular multilateral and bilateral interaction at all levels of the Department. In May 2007, federal, provincial and territorial ministers met to discuss immigration levels planning, labour market needs, foreign credential recognition, integration, and settlement funding. Also in May 2007, deputy ministers responsible for immigration discussed settlement services, foreign credential recognition and the Temporary Foreign Worker Program. In January 2008, deputy ministers met in India to better understand the opportunities and challenges for Canada’s immigration operations in other countries. Multilateral activities such as these are being used increasingly as a mechanism to engage the provinces and territories, and facilitate discussion of common approaches and concerns regarding immigration issues and the sharing of best practices.

International Partners

Internationally, Canada finds itself increasingly linked to other states and their nationals through migration. As a country with a long and successful experience with migration, Canada is well placed to contribute to international discourse. CIC remains focused on asserting Canada’s role in international migration and protection by actively participating in fora and organizations such as the Inter-Governmental Consultations on Asylum, Refugees and Migration Policies, the Four Country Conference, the International Organization for Migration, the G-8 Migration Experts Subgroup and the Regional Conference on Migration (Puebla Process). CIC also helps to set the international refugee protection agenda through regular sessions of the United Nations High Commissioner for Refugees (UNHCR) Executive Committee, Standing Committee, and Working Group on Resettlement. CIC worked with other states to establish a non-binding, states-led Global Forum on Migration and Development, which had its first meeting in Belgium in 2007. CIC represented Canada on migration matters at the Organisation for Economic Co-operation and Development. The Department also worked closely with international health partners via the Intergovernmental Immigration Health Working Group.

Canada shares important relationships with a number of other countries having an interest in migration, and CIC continued to foster key bilateral and regional ties in 2007-2008. In the North American context, CIC facilitated the movement of workers under the North American Free Trade Agreement and under specific seasonal agricultural worker agreements with Mexico and several Caribbean countries. CIC is also committed to cooperation with the United States to support immigration security and program integrity initiatives, including the Security and Prosperity Partnership.

Other Government of Canada Departments

CIC worked closely with the Immigration and Refugee Board[note 10] on issues relating to the management of the refugee and immigration portfolio. The IRB is an independent administrative tribunal that reports to Parliament through the Minister of Citizenship and Immigration Canada. It adjudicates immigration inadmissibility, detention reviews, appeals and refugee protection claims made within Canada. While the independence of the IRB and its decision makers is always maintained, there is close collaboration with CIC on policy and program issues.

CIC and the CBSA share responsibility for administering IRPA and support each other in carrying out their respective functions. They work closely at the international, national, regional and local levels to ensure effective and efficient program delivery. The CBSA is responsible for managing and running Canada’s ports of entry, and CIC provides support to prevent inadmissible persons from reaching Canada and to detect persons who are in Canada but in contravention of IRPA. Work continued on other ongoing projects such as the use of biometrics and other technologies and applications (Permanent Resident Card, GCMS) to strengthen client identification, and document and program integrity. CIC continued to work closely with the CBSA at the senior level to discuss ongoing shared initiatives and priorities, manage the working relationship, and foster an understanding of the two organizations’ respective priorities.

In addition to the CBSA, the Canadian Security Intelligence Service (CSIS) and the Royal Canadian Mounted Police (RCMP) are key to managing the business of bringing people to Canada, particularly in terms of security and screening. In Canada and overseas, CIC delivers its programs in collaboration with Foreign Affairs and International Trade (DFAIT), Public Safety Canada and other key organizations involved in managing access to Canada and protecting Canadian society. These organizations include Health Canada and the Public Health Agency of Canada (PHAC), which work with CIC on immigrant health issues. CIC collaborates with Human Resources and Social Development Canada (HRSDC) in managing the Temporary Foreign Worker Program and issues related to the labour market. The Foreign Credentials Referral Office (FCRO), located in CIC, works closely with HRSDC to strengthen the capacity of stakeholders regarding foreign credential recognition. It also works with Service Canada to deliver information, path-finding and referral services to newcomers. CIC works in concert with other government departments, principally Canadian Heritage, DFAIT, Justice Canada and Public Safety, to promote Canadian citizenship and civic practice, and to develop a shared understanding of the rights and responsibilities of citizenship in a context of deepening diversity. CIC works with the Canadian International Development Agency to respond to humanitarian needs and increase international dialogue on migration and development.

In 2007-2008, CIC continued to foster relationships with a wide range of stakeholders including employers, service provider organizations and various interest groups.

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