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ARCHIVED - RPP 2006-2007
Citizenship and Immigration Canada


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Section II: Analysis of Program Activities by Strategic Outcome

Analysis By Program Activity

The following section provides an overview of CIC’s Program Activity Architecture PAA and highlights program activities and the expected results for each of the three departmental strategic outcomes. [note 12] It also contains a table showing the Department’s planned spending for 2006-2007 to 2008-2009 by strategic outcome and an outline of the key activities. Activities that contribute to more than one outcome or are department-wide in nature are addressed in the sub-section, Other Items of Interest.

CIC’s High-Level Program Activity Architecture:

Strategic Outcomes Maximum contribution to Canada’s economic, social and cultural development from migration Reflection of Canadian values and interests in the management of international migration, including refugee protection Successful integration of newcomers and promotion of Canadian citizenship
Program Activities

1. Immigration program

2. Temporary resident program

3. Canada’s role in international migration and protection

4. Refugee program

5. Integration program

6. Citizenship program

CIC’s programs generate revenue from application and rights fees that is deposited in the Consolidated Revenue Fund and is not available for respending by the Department. Please refer to Annex 8 for a listing of non-respendable revenue by activity.

Planned Spending by Strategic Outcome ($ Millions)

Strategic Outcome
(Note 1)
Forecast spending
2005–2006 (Note 2)
Planned spending
2006–2007
Planned spending
2007–2008
Planned spending
2008–2009
Maximum contribution to Canada’s economic, social and cultural development from migration
305.2
286.3
260.0
256.1
Reflection of Canadian values and interests in the management of international migration, including refugee protection
85.2
98.5
96.1
95.9
Successful integration of newcomers and promotion of Canadian citizenship (Note 3)
521.0
764.0
770.9
903.2
Toronto Waterfront Revitalization Initiative (Note 4)
0.8
0
0
0
Total Planned Spending (Note 4)
912.2
1,148.8
1,127.0
1,255.2

Note 1 – For further information on planned spending variances, see details by program activity.

Note 2 – Includes Main Estimates plus Governor General Special Warrants and other statutory authorities.

Note 3 – Includes resources approved for 2006-2007 for the payment of a new grant to establish the Institute for Canadian Citizenship.

Note 4 – Total Planned Spending in 2006-2007 and future years has been reduced to reflect resources related to the Toronto Waterfront Revitalization Initiative (TWRI) which will be transferred through Supplementary Estimates (A) in 2006-2007 to the Treasury Board Secretariat to reflect the transfer of responsibility for this project outlined in Order in Council number 2006-0076 dated February 6, 2006.

Explanation of change: Overall, CIC’s 2006-2007 planned spending has a net increase of $237M over 2005-2006. This is primarily due to new funding including $110M for the Canada-Ontario Immigration Agreement, $77M for short term pressures funding (citizenship inventory, parents and grandparents and foreign students) and $78M for increased settlement funding. Offsetting this were reductions in funding related to sunsetting GCMS resources of $16M and the implementation of Expenditure Review exercise reductions of $8M.

Planned spending in 2007-2008 has a net decrease of $22M, primarily due to the ending of the short term pressure funding partially offset by increased settlement resources.

Planned spending for 2008-2009 increases by $128M over the previous year reflecting further increases in funding for the Canada-Ontario Immigration Agreement, settlement funding and the escalation of the Canada-Quebec Accord.

A. Strategic Outcome 1: Maximum Contribution to Canada’s Economic, Social and Cultural Development from Migration

Introduction

Migration is a positive force for economic and social development. CIC continues to promote Canada as a destination of choice for talent, innovation, investment and opportunity. Canada’s immigration policy facilitates the entry into Canada of new immigrants and temporary residents who are able to contribute to the labour market and economy through the skills they bring, their business experience, or through capital they invest. Canada also welcomes family class immigrants that are sponsored and thus financially supported by close family members. Many persons sponsored as members of the family class also make a substantial economic contribution to Canada. The success of this program requires a balance between welcoming newcomers while protecting the health, safety and security of Canadians.

In 2006-2007, CIC will work with partners towards increasing the contribution of the economic immigration stream to strengthen Canada’s economy. The aim is to move to a more proactive immigration system that recruits and selects those immigrants who best meet labour market and economic objectives, while endeavouring to improve outcomes of new immigrants. CIC will continue to explore policy and program alternatives designed to facilitate the transition from temporary to permanent residence. Temporary residents include foreign workers coming to Canada for a fixed period of time, as well as foreign students and visitors. These temporary workers and foreign students are a valuable source of potential immigrants who not only can help meet current labour market and economic objectives, but are also well poised to achieve economic success in Canada.

CIC will continue to reunite newcomers’ families by processing sponsored spouses and dependent children on a priority basis in all of our locations. Parents and grandparents will be processed as forecast under the Annual Levels Plan tabled in Parliament. In the coming year, CIC will strengthen existing partnerships and build new ones to encourage the distribution of immigration across Canada. CIC will continue to work closely with its provincial and territorial partners to select immigrants and temporary workers that meet their particular economic, social and cultural needs. This, in turn, will encourage the distribution of the benefits of immigration among all the provinces and territories.

Each year, under section 94 of IRPA, the Minister of Citizenship and Immigration is required to table before Parliament an annual immigration plan outlining the total number of immigrants Canada aims to receive in subsequent years. CIC has met its planned immigration levels in the past five years.

Immigration Target Ranges for 2006

Immigrant Category* 2006 Ranges Lower/Upper
Skilled Workers
105,000 – 116,000
Business
- Entrepreneur, Self-employed, Investor
9,000 – 11,000
Live-In Caregiver
3,000 – 5,000
Provincial Nominees
9,000 – 11,000
TOTAL ECONOMIC
126,000 – 143,000
Spouses, Partners and Children
44,000 – 46,000
Parents and Grandparents
17,000 – 19,000
TOTAL FAMILY
61,000 – 65,000

* All categories include dependents

Activity 1 – Immigration Program

Planned Spending and Full-Time Equivalents (FTEs)
Forecast spending
2005–2006
Planned spending
2006–2007
Planned spending
2007–2008
Planned spending
2008–2009
$199.6M
$197.2M
$176.0M
$170.6M
1,593 FTEs
1,652 FTEs
1,624 FTEs
1,600 FTEs

Explanation of change: Planned spending in 2006–2007 includes funding which does not continue in future years, specifically $18M for short term pressures (processing of inventory of parents and grandparents) and $4M for a Biometrics pilot.

2008-2009 Planned spending declines by $5M, primarily due to further sunsetting of short term pressures funding.

Policy and Program Development

Planned Activities Planned Results
Explore options to facilitate the transition from temporary to permanent resident status for individuals with Canadian work and study experience. Improved and more rapid economic success of selected economic immigrants.
Explore a framework for multi-year immigration levels planning; continue to provide levels analysis to support development of related policies. An improved planning framework, allowing for better engagement of stakeholders and service providers, contributing to better economic and social outcomes for immigrants.
In collaboration with its provincial and territorial partners, work to support strong regional economies that will help attract and retain immigrants in communities across the country. The benefits of migration are more evenly shared across all regions of Canada.
Review its current humanitarian and compassionate (H&C) policy to determine whether its implementation is consistent with the policy’s intent and objectives, and to identify areas where the policy may be improved. Enhanced accountability and improved program delivery through the development of a performance measurement framework for CIC’s H&C.
Implement and assess the effectiveness of the CIC Human Trafficking Interim Guidelines and contribute to the Interdepartmental Working Group on Trafficking in persons. Granting of short-term temporary residence permits and provision of Interim Federal Health to victims of human trafficking. Improvements, as needed, to the effectiveness of the CIC Human Trafficking Interim Guidelines.
Review effectiveness of current measures with respect to immigration representatives (consultants and lawyers) in order to continue enhancing consumer protection and program integrity. Enhanced consumer protection and program integrity.

Selection and Processing of Skilled Workers

Skilled worker immigrants are selected on the basis of their potential to contribute to the economy soon after arrival in Canada. CIC’s challenge is to maintain flexibility in the selection of skilled immigrants in order to respond to changes in Canada’s labour market.

Planned Activities Planned Results
Conduct, in 2006-2007, a formative evaluation for skilled workers selected post-IRPA. Improved information about the economic outcomes of immigrants selected after changes were made to the skilled worker selection grid in 2002.
Deliver the skilled workers component of the 2006-2007 Immigration Plan. Skilled worker targets for 2006-2007 are met.

Selection and Processing of Business Immigrants

The three classes of business immigrants, entrepreneurs, investors and self-employed immigrants, bring business experience and investment capital to Canada, and create jobs for themselves and other Canadian residents.

Planned Activities Planned Results
Undertake a review of policy and best practices on the delivery of the Entrepreneur Program. Effective and refocused delivery of the Entrepreneur Program to maximize the economic benefit to Canada.
Continue to ensure that partners managing funds invested by immigrants prior to April 1999 are in compliance with the 1976 Immigration Act. Program integrity is maintained.
Deliver the business immigrant component of the 2006-2007 Immigration Plan. Business immigrant targets for 2006-2007 are met.

Family Class

Facilitation of family reunification is one of CIC’s objectives and as such, Canada will continue to welcome family class immigrants who are sponsored and thus supported by close family members.

Planned Activities Planned Results
Continue to support the family reunification objectives of IRPA and review its policies to identify areas where they may be improved. Better information about the social, economic and cultural contribution made by family class immigrants to Canadian society.
Deliver the family class component of the 2006-2007 Immigration Plan. Family class targets for 2006-2007 are met.

Provincial Nominee Program (PNP)

Canada has signed Provincial Nominee (PN) agreements with nine provinces and one territory. [note 13] The agreements give those governments the authority to nominate, for permanent immigration, foreign nationals who match the specific economic and demographic needs of their communities. The Government of Quebec has full authority to select all economic immigrants destined to the province under the terms of the Canada-Quebec Accord signed in 1991.

Planned Activities Planned Results
Continue to encourage and assist the provinces with improving their PNPs through training and sharing of best practices. Better distribution of immigrants across Canada to ensure the economic and socio-cultural benefits of immigration are more evenly spread throughout the country.
Continue to promote provincial use of the PNP to encourage Francophone immigrants to migrate to official language minority communities.  
Deliver the provincial nominee component of the 2006-2007 Immigration Plan. Provincial nominee targets for 2006-2007 are met.

Permanent Resident Card

The Permanent Resident Card (PR Card) [note 14] was introduced on June 28, 2002, to provide a secure official status document that facilitates the entry of permanent residents to Canada.

On December 31, 2003, the card became mandatory for all permanent residents returning toCanada aboard a commercial carrier – airplane, boat, train, or bus. The PR Card is valid for 5 years from the date of issuance. As it has been close to 5 years since its inception, the first wave of renewals will begin in 2007.

Planned Activities Planned Results
Analyze data on immigration and citizenship trends to predict anticipated renewal volumes of the PR card. Continued efficient and timely delivery of PR cards while maintaining the program’s integrity.
Develop business plans and strategies to ensure that CIC has the capacity to handle the forecasted volume effectively and efficiently.  

Activity 2 – Temporary Resident Program

Planned Spending and Full-Time Equivalents
Forecast spending
2005–2006
Planned spending
2006–2007
Planned spending
2007–2008
Planned spending
2008–2009
$105.6M
$89.1M
$84.0M
$85.5M
910 FTEs
914 FTEs
911 FTEs
912 FTEs

Explanation of change: Planned spending in 2006–2007 declines by $16M in relation to the previous year primarily due to additional transfers to the CBSA of $2M, Expenditure Review exercise reductions of $3M, and lower corporate services costs due to sunsetting GCMS funding of $11M attributable to this activity.

2007-2008 Planned spending reflects a further lowering of corporate services costs of $3M and deepening ERC reductions of $2M.

Temporary Foreign Workers

Qualified temporary foreign workers are admitted to Canada to address short-term demands in the Canadian labour market and thereby contribute to Canada’s economic growth.

Planned Activities Planned Results
Examine, in collaboration with partners, options for the streamlining of the operation of the Temporary Foreign Workers and Live-in Caregiver programs to make them more responsive to labour market needs and shortages. Short-term Canadian labour market needs are effectively met.
Complete negotiations on a Temporary Foreign Workers Annex of the Canada-Ontario Immigration Agreement in 2006.  

Selection and Processing of Visitors and Foreign Students

Foreign students bring with them new ideas and cultures that enrich the learning environment in Canadian educational institutions. Foreign students who enter Canada on temporary visas will continue to be an important source of potential skilled worker immigrants who are well-prepared for the Canadian labour market.

CIC issues over 600,000 temporary resident visas to tourists and business visitors each year. Millions of additional foreign visitors who are citizens of countries that do not require a visa to travel to Canada cross our borders every year. At present, citizens from 144 countries require Temporary Resident Visas to visit Canada while citizens of 48 countries are visa-exempt.

Planned Activities Planned Results
Implementation of signed provincial agreements on international students working off-campus during their course of study and for two years after graduation outside the Montreal, Toronto and Vancouver areas.

Canada retains competitiveness in the market for international students.

Students gain valuable Canadian work experience.

B. Strategic Outcome 2: Reflection of Canadian Values and Interests in the Management of International Migration, Including Refugee Protection

Introduction

In accordance with its international obligations and humanitarian tradition, Canada is working to actively influence global migration management through both multilateral and regional international fora and bilateral relationships with other governments and organizations. As well, each year, Canada grants protection to many thousands of people, nearly half of whom are refugees selected abroad who need protection. The others are persons from within Canada who are granted permanent resident status after claiming refugee status and being found to be protected persons.

Playing a lead role within the Government of Canada on international migration and protection policy will continue to be a departmental focus for 2006-2007. This will involve developing consistent positions on a growing number of increasingly complex migration issues, and aligning the respective departmental and Canadian government positions. This role reaffirms CIC’s commitment to developing a strategic agenda on global migration and protection and to identifying opportunities for advancing Canada’s policy/program priorities through domestic as well as international linkages and partnerships.

Effective and timely health care is an essential component to the successful integration of protected individuals into Canadian society. Providing essential health care and rapidly identifying and managing diseases and illnesses continue to be important components in the protection of refugee claimants and other vulnerable migrants as well as protecting the health of Canadians.

Refugee Target Ranges for 2006

Immigrant Category 2006 Ranges Lower/Upper
Government-assisted refugees
7,300 - 7,500
Privately sponsored refugees
3,000 - 4,000
Inland protected persons
19,500 - 22,000
Dependants abroad
3,000 - 6,800
TOTAL REFUGEE
32,800 - 40,300
Humanitarian and Compassionate/Public Policy
5,100 - 6,500
Permit holders
100 - 200
TOTAL
38,000 - 47,000

Activity 3 – Canada’s Role in International Migration and Protection

Planned Spending and Full-Time Equivalents
Forecast spending
2005–2006
Planned spending
2006–2007
Planned spending
2007–2008
Planned spending
2008–2009
$3.5M
$4.9M
$4.9M
$4.8M
25 FTEs
25 FTEs
25 FTEs
25 FTEs
Explanation of change: 2005-2006 forecast spending includes lower than planned amounts for the contribution to the International Organization for Migration related to currency exchange.

International Migration Policy

Asserting Canada’s role in international migration and protection will continue as a departmental focus for 2006-2007. It reaffirms CIC’s commitment to developing a strategic agenda on global migration and protection, particularly in the North American context, and to developing an engagement strategy with international partners.

Planned Activities Planned Results
In 2006-2007, using a whole-of-government approach:
  • Develop a comprehensive International Migration Strategy framework for CIC and the Government of Canada.
  • Lead international migration policy formulation for the Government of Canada, including working with other government departments to examine the linkage between migration and development.
  • Develop positions to shape discussions in the United Nations’ 2006 High Level Dialogue on Migration and Development and Beyond.
  • Continue to contribute to the growing international dialogue on migration through participation in various bilateral and multilateral fora.
  • Promote the Canadian concept of a managed migration program.

A proposed coherent strategy on Canada’s engagement on international migration management.

Outcomes which are favourable to Canada’s international interests.

Increased shared understanding of migration policies and perspectives.

Broader understanding of Canada’s approach to international migration.

Activity 4 - Refugee Program

Planned Spending and Full-Time Equivalents
Forecast spending
2005–2006
Planned spending
2006–2007
Planned spending
2007–2008
Planned spending
2008–2009
$81.7M
$93.7M
$91.2M
$91.1M
204 FTEs
222 FTEs
188 FTEs
188 FTEs

Explanation of change: Planned spending for 2006-2007 increases by $12M in relation to the previous year, primarily due to additional funding for the Interim Federal Health Program and administrative measures for refugee reform.

Funding related to refugee reform does not continue in 2007-2008 and future years, as reflected in the decreased FTE levels.

Policy and Program Development

CIC plays a significant role in maintaining Canada’s humanitarian tradition by protecting refugees and persons in refugee-like situations. The Department develops policies and designs programs for the in-Canada refugee protection system and for the identification and resettlement of refugees from abroad. As well, the Department represents the interests of CIC and the federal government in multilateral and bilateral international refugee protection fora.

Planned Activities Planned Results
Continue to make improvements to the refugee protection system and further progress towards a program that provides protection where needs are the greatest. A refocused/rebalanced refugee policy that provides protection where needs are the greatest and which is flexible, proactive and efficient.
Continue to manage relationships with other government departments and external stakeholders, such as the IRB the CBSA, Department of Justice, the UNHCR, Canadian Council for Refugees and Sponsorship Agreement Holders in order to meet our refugee policy objectives. Well-managed partnerships and initiatives at the domestic and international levels contribute to effective protection.

Continue to influence discussions and develop partnerships around refugee protection at the international level. Initiatives will include:

  • Supporting the successful implementation and monitoring of a Safe Third Country Agreement with the US;
  • Advancing commitments made under the Security and Prosperity Partnership between Canada, US and Mexico;
  • Providing support for the initial phases of the implementation of the Mexico Plan of Action;
  • Implementing information-sharing agreement with the US; and
  • Initiating discussions with the UK on a Safe Third Agreement that would include a provision on information-sharing.
 

Selection and Processing of Protected Persons (Resettlement/Asylum)

Planned Activities Planned Results
Building on the recently completed Results-Based Management and Accountability Framework (RMAF) for the Private Sponsorship of Refugees (PSR) Program, conduct an evaluation in the coming year. Evidence-based results and recommendations contribute to program improvements and improved integration outcomes for refugees.
In consultation with stakeholders, develop and implement administrative measures on the PSR Program to improve program integrity. Declining PSR inventory, increasing approval rates, and increased program integrity.
Implement administrative measures including additional resources for the In-Canada refugee protection system to achieve faster decisions and greater finality while maintaining fairness.

Improved effectiveness and efficiency of the In-Canada refugee protection system, aligned with Canada’s humanitarian tradition.

Decreased inventory of protected person applicants for permanent residence.

Deliver the refugee component of the 2006-2007 Immigration Plan. Refugee targets for 2006-2007 are met.

Immigration Loan Program

Through the Immigration Loan Fund, CIC issues loans to members of the Convention Refugees Abroad and the Humanitarian – Protected Persons Abroad classes. Applicants must demonstrate financial need as well as the ability to repay the loan. The current limit on the loan fund is $110M of which outstanding loan accounts totaled $40.3M as of March 31, 2006.

Planned Activities Planned Results
Loan collection will be managed with due diligence to maintain the strong recovery rate for repayment (currently at 91%). Convention Refugees Abroad and Humanitarian – Protected Persons Abroad will have access to the funds necessary for medical examinations,
transportation to Canada and expenses associated with initial settlement in Canada.

Interim Federal Health (IFH) Program

The objective of the Interim Federal Health Program is to provide individuals who do not have access to health care with essential and emergency health services that will contribute to optimal health outcomes in a fair, equitable and cost-effective manner.

Planned Activities Planned Results
Under the IFH Program, continue to provide emergency and essential health-care coverage for refugee claimants and protected persons while they do not qualify for provincial medical insurance. Improved health and integration outcomes for protected persons in keeping with Canada’s humanitarian tradition and commitments.
Establish an intradepartmental policy committee to advance relevant policy decisions in a timely manner and facilitate program evolution to more effectively address the increasingly complex health needs of clients of the Refugee Protection Program and protected persons.

Accountable governance with enhanced policy capacity.

Improved relationships and communications with stakeholders and service providers.

C. Strategic Outcome 3: Successful Integration of Newcomers and Promotion of Canadian Citizenship

Introduction

For Canada to realize the economic, social and cultural benefits of immigration, newcomers must integrate successfully into Canadian society. Integration and settlement programs are also crucial in providing immigrants and refugees with a supportive environment, allowing them to maximize their potential and realize their aspirations. In Canada, welcoming newcomers and helping them integrate into our society is a community effort that is supported by partnerships with the provinces, municipalities and community organizations. Obtaining Canadian citizenship is a significant step in the settlement process as it enables immigrants to fully participate in Canadian society.

Activity 5 - Integration Program

Planned Spending and Full-Time Equivalents
Forecast spending
2005–2006
Planned spending
2006–2007
Planned spending
2007–2008
Planned spending
2008–2009
$456.6M
$675.7M
$728.7M
$862.4M
220 FTEs
349 FTEs
363 FTEs
374 FTEs

Explanation of change: 2006-2007 Planned spending increases by $219M over the previous year, primarily due to new funding of $110M for the Canada-Ontario Immigration Agreement, $78M for increased settlement funding, $12M for integration costs related to increased arrivals of parents and grandparents, $8M for improvements to the immigration website (portal), $5M for the Action Plan Against Racism, and additional escalation of the payments for the Canada-Quebec Accord of $8M.

Planned spending in 2007-2008 increases by $53M, due to additional resources of $33M for the Canada-Ontario Immigration Agreement and $37M for increased settlement funding, offset by decreases in short-term pressures funding ($12M), Enhanced Language Training ($3M) and Action Plan Against Racism ($2M).

In 2008-2009 planned spending rises by $134M due to additional funding of $50M for the Canada-Ontario Immigration Agreement, $46M for additional settlement funding and $38M for the planned escalation of the Canada-Quebec Accord.

Increasing FTE levels over the planning period reflect additional operating resources related to the Canada Ontario Immigration Agreement and new Settlement funding.

Settlement/Resettlement Policy and Program Development

Settlement programs and services help newcomers to Canada make the transition to becoming fully participating, contributing Canadians.

Planned Activities Planned Results
Collaborate with HRSDC to establish a foreign credential assessment and recognition agency that complements existing Government of Canada programming. Effective creation of the proposed agency.

CIC will advance the following elements to enhance current integration and settlement programs in order to more effectively deal with the needs of newcomers to Canada:

  • A robust management and accountability framework;
  • A broader suite of integration programs for newcomers – including pilot initiatives developed with input from stakeholders, provinces and municipalities;
  • Complementary programs/initiatives that encourage Canadians’ support for, and participation in integration, including contribution to anti-racism strategies; and
  • Updated program delivery partnerships and funding arrangements through Federal-Provincial/Territorial consultations, including the review of the current Settlement Allocation Model (SAM) and discussions on the allocation of additional settlement funding approved in Budget 2006.

A current and sound integration policy and program framework encompassing:

  • A results-based policy aligned with Government of Canada priorities founded on stakeholder consultations and research; and
  • Client-focused programs that are better tailored to meet newcomers’ social and economic integration needs.

Evidence-based results and recommendations contribute to appropriate program refinements and development.

Newcomer Settlement Support

Every year, many newcomers receive settlement services. Quebec, Manitoba and British Columbia have signed agreements with CIC to deliver their own settlement services. In the other provinces, CIC offers three core programs that aim to facilitate newcomers’ integration into Canadian society: the Immigrant Settlement and Adaptation Program (ISAP), [note 15] the Language Instruction for Newcomers to Canada (LINC) Program [note 16] and the Host Program. [note 17]

Planned Activities Planned Results
Continue to implement recommendations from the Resettlement Assistance Program (RAP) evaluation. Evidence-based results and recommendations contribute to program improvements and improved integration outcomes for refugees.

Continue effective program management and development, with contribution of funding for:

  • Approved settlement programs (i.e. LINC, ISAP, Host) and related pilot programs/initiatives
    (i.e. Enhanced Language Training, Portal); and
  • Implementation of the Canada-Ontario Immigration Agreement.

Improved service delivery and client outcomes.

Enhanced delivery and funding models that are responsive and tailored to both client’s needs and Canada’s interests.

 

Activity 6 - Citizenship Program

Planned Spending and Full-Time Equivalents
Forecast spending
2005–2006
Planned spending
2006–2007
Planned spending
2007–2008
Planned spending
2008–2009
$64.4M
$88.2M
$42.2M
$40.8M
529 FTEs
876 FTEs
406 FTEs
394 FTEs

Explanation of change:Planned spending for 2006-2007 increases by a net amount of $24M, primarily due to additional funding of $37M for citizenship inventory reduction partially offset by lower corporate services costs attributable to this activity.

Planned spending for 2007-2008 decreases by $46M compared to the previous year due to reduced funding of $39M for short -term pressures (citizenship inventory reduction), and additional Expenditure Review exercise reductions of $5M.

Citizenship Policy and Program Development

Obtaining citizenship is a significant step in the integration process for newcomers because it signifies full participation in Canadian life.

Planned Activities Planned Results

Modernization of the citizenship program will include the following actions:

  • Advancing citizenship policy, legislation and strategy to address current issues (e.g.: access to citizenship for adopted children);
  • Promoting the value of citizenship to Canadians and newcomers through citizenship ceremonies; and
  • Identifying and implementing sustainable solutions to improve service to citizenship clients.

An efficient and effective citizenship program which:

  • Aligns with CIC integration policy and Government of Canada priorities;
  • Enhances citizenship outcomes and client satisfaction;
  • Promotes active citizenship among Canadians; and
  • Builds on technological solutions and partnerships for program delivery, while ensuring program integrity.

Citizenship Processing

Planned Activities Planned Results
Continue to identify and implement sustainable solutions for decreased inventories and faster processing.

Enhanced citizenship, and improved client outcomes/satisfaction.

Enhanced citizenship program efficiency and effectiveness.

Process citizenship applications.

  • Citizenship grants
    [Forecast: 170,000 - 260,000*]
  • Citizenship proofs
    [Forecast: 38,000 - 62,000*]
Continued effective processing of citizenship applications for 2006-2007.

* Reference levels for the fiscal year 2006-2007 include funding for 170,000 grants and 38,000 proofs on an on-going basis plus additional temporary funding for 90,000 grants and 24,000 proofs.

Promotion of Citizenship

Planned Activities Planned Results

Continue to promote the value and the rights, privileges and responsibilities of citizenship through events and activities such as Celebrate Canada, and ceremonies (re-affirmations and special ceremonies). Canada’s Citizenship Week (CCW) and Celebrate Canada will be supported through CIC’s regional offices, which plan special citizenship ceremonies in local communities.

Improved sense of the intrinsic value of Canadian citizenship and an increased sense of belonging among Canadians and newcomers.

CIC will continue to make available the Cultivate your Commitment to Canada series, and other resources, to support the teaching of citizenship in classrooms across the country.  

D. Other Items of Interest

The Global Case Management System (GCMS)

GCMS [note 18] is a critical component of the infrastructure that will help CIC accomplish its strategic outcomes and priorities. GCMS is a multi-year initiative designed to replace 12 legacy systems currently used by the staff of both CIC and the CBSA. With an integrated, automated case management system to support client operations around the globe, GCMS will facilitate the move towards more streamlined operations, standardized business practices and improved client service across both organizations. A key component of CIC’s client service improvement plan, GCMS will also help communicate and share appropriate data with partners and provide timely and accurate information needed for effective operations and sound management decisions.

Based on departmental requirements, CIC received approval to initiate GCMS project in 2000-2001. However, the actual contract to purchase the system and develop the application was signed in March 2003. Later that year, the creation of the CBSA and the subsequent transfer of immigration functions between CIC and the CBSA resulted in GCMS becoming a shared system and a key tool for both organizations in their work together managing the movement of clients.

The first of two GCMS releases were deployed to citizenship offices across Canada and the citizenship case-processing centre in Sydney on September 7, 2004. Lessons learned from this first deployment, as well as requests from project stakeholders, necessitated adjustments to the project plan and implementation schedule in order to accommodate improvements to system testing and training. Overall, these changes will greatly reduce the project’s risk factors and help to ensure that GCMS will be of the highest quality possible. The modified time line will incorporate several phases of strategic deployment, with domestic roll-out between December 2006 and February 2007, followed by roll-out to missions abroad by August 2007. Some post-deployment impact on client service is anticipated as users become accustomed to the new system during this stabilization period and necessary minor refinements are made. CIC is developing contingency measures to minimize such impact.

Work on the second and final GCMS release concerning immigration – facilitation, enforcement, and refugee activities – is continuing. CIC is also finalizing agreements with the CBSA on the shared use and management of GCMS and of operations manuals. Throughout this next fiscal year, the GCMS project team will be hard at work preparing for the next deployment of the system. Once built, the system will be rigorously tested to ensure that it is functional and meets business needs. As well, the team will work to ensure that end users receive proper training on the system. In order to guarantee a successful deployment, the team will be taking measures to ensure each site receiving the system is appropriately prepared for the transition.

Once the system is deployed, CIC will transition from GCMS project delivery to ongoing GCMS business support. It will build on the existing GCMS business management division which will expand upon the key ongoing business support to GCMS users and to CIC management. CIC has also developed a performance measurement strategy that will evaluate the initiative after a minimum of six months of full GCMS implementation has passed.

Research

An internal reorganization in 2005-2006 created a new Research and Evaluation Branch, signalling the importance of these activities in creating a strong strategic policy base for CIC.

Objective and timely research is a prerequisite to informed policy and program development. Research activities in CIC investigate the factors contributing to improved labour market outcomes, the relationship between immigration and Canada’s demographic profile.

The far-reaching impacts of immigration on the Canadian economy and society suggest an expanded role for research. Strategic research activities within CIC will continue to develop a data infrastructure by building on existing data systems. In 2006-2007, development will extend existing databases to support investigations into sponsorship and immigrant businesses. Research activities will focus on, among other issues, the economic performance of immigrants, with emphasis on skilled workers and business immigrants as well as occupational and industry mix, language acquisition – including the official language ability of immigrants and their literacy levels – neighbourhood dynamics and the outcomes of immigrant children. CIC will continue to expand the range of information available to the public through such publications as Facts and Figures [note 19] and The Monitor. [note 20]

Evaluation

While research generally informs policy and program design, evaluation is key to assessing the effectiveness of these policies and programs, once implemented. The creation of the new Research and Evaluation Branch raises the profile of evaluation within CIC. In 2006-2007, CIC will strengthen its strategic approach to evaluation by developing a risk-based evaluation plan that positions the Department to better address high-risk issues with reliable, evidence-based information for decision making. This plan will ensure that those programs and policies of greatest impact and greatest risk are critically evaluated at regular intervals. The evaluation plan will be based on consultation and assessment of risk and ensuring that it addresses the priority policy directions of the Department. That is, shifting to one which is proactive and forward looking. CIC will also develop an Evaluation Charter for the Department and formal roles and responsibilities for a new Evaluation Committee and senior managers.

Metropolis

In 1995, CIC and the Social Sciences and Humanities Research Council of Canada (SSHRC) created the Metropolis Project [note 21] to enhance the abilities of CIC and other government departments to manage the challenges and capitalize on the opportunities associated with migration and the integration of ethnic, racial and religious minorities in large cities. Metropolis strategies are to stimulate academic research in the field, to encourage its use by policymakers and other government officials, and to create opportunities for active collaboration amongst academic researchers, government officials, and non-governmental organizations for managing issues regarding immigration and diversity, especially as they relate to Canadian cities.

The Project is led by CIC and supported by a consortium of federal departments and agencies. [note 22]

In the next three years, Metropolis will continue to organize annual international and national conferences. Each event is expected to attract between 600 and 1000 Canadian and international researchers, scholars, policymakers and representatives of civil society. The 11th international conference is being held in Lisbon in October, 2006; the 9th national conference will take place in Toronto in March, 2007; and the 12th international conference will be held in Melbourne, Australia, in late 2007. The Secretariat, with Monash University, will also help organize the Immigration Futures conference in Prato, Italy in May 2006.

Through presentations and seminars, Metropolis will organize highly focused, policy-relevant events that will bring together policy-makers, academics and non-governmental sector participants to discuss emerging issues in the fields of immigration and diversity. In addition, the Metropolis Institute will continue developing and delivering courses in the fields of immigration and diversity that are aimed at introducing policy and program officials to experts from the Metropolis Centres and the international Metropolis community and providing them with the latest research material, learning material, and learning opportunities.

Gender-Based Analysis in CIC

CIC is accountable to Parliament under IRPA for undertaking gender-based analyses of the impact of the Act and its regulations. CIC developed the Strategic Framework for Gender-Based Analysis (2005-2010) to set out the Department’s strategic objectives, principles, and roles and responsibilities for gender-based analysis and the steps that will be taken to strengthen capacity and performance in this area. During the framework’s mandate, tools and methods will be developed to support its implementation.

Gender Based Analysis (GBA) Branch Plans, and their implementation over the planning period, are central to the Strategic Framework and provide the basis for CIC to report on gender impacts of IRPA in its Annual Report to Parliament. GBA Branch Plans have been developed in the primary policy and program areas at headquarters as part of the phased-in approach set out in the Strategic Framework. Each Branch Plan has identified practical steps for integrating and applying GBA such as the collection of sex-disaggregated data; preliminary gender-based analyses of identified policies and program; and GBA training.

CIC will continue to provide policy development training courses in gender-based analyses in order to build the necessary knowledge for mainstreaming GBA into the daily work of the Department. In the coming year, a training strategy to support the capacity needs identified through the GBA Branch Plans will be developed, including considerations to ensure the sustainability of GBA knowledge and skills.

Toronto Waterfront Revitalization Initiative (TWRI)

TWRI is a $1.5 billion initiative with investments of $500 million from the Province of Ontario, the Municipality of Toronto, and the federal government. It is both an infrastructure and urban renewal investment. The goals of the TWRI include positioning Canada, Ontario and Toronto in the new economy and thus ensuring Canada’s continued success in the global economy and increasing economic growth and development opportunities. Given the intrinsic links between economic, social and environmental health, the objectives also include enhancing the quality of life in Toronto and encouraging sustainable urban development.

The purpose of the TWRI is to revitalize the Toronto waterfront through investments in both traditional city-building infrastructure, such as local transportation and sewers, and more contemporary urban development, including parks, green spaces, tourism-related facilities and the rebirth of underutilized post-industrial areas. It is expected that investments in these areas will result in social and economic benefits for the Toronto region.

From October 2000 to March 2004, the initiative was managed on behalf of the federal government by the Minister of Transport. On March 8, 2004, responsibility for the file was transferred to the Minister of Human Resources and Skills Development, and transferred with the Minister to CIC on February 3, 2005, in keeping with his role as Minister responsible for Ontario. Responsibility for the TWRI was transferred from the Minister of Citizenship and Immigration Canada to the President of the Treasury Board Secretariat through an Order in Council dated February 6, 2006.