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Section I — Overview

Message from the Minister

I am pleased to present the 2008–2009 Report on Plans and Priorities for Citizenship and Immigration Canada (CIC).

Since Confederation, immigration has played a key role in the growth of this country, with more than 15 million people from every corner of the world coming to Canada in search of opportunity, refuge and hope. They are attracted to this nation’s values rooted in freedom, respect and hard work.

Canada is now home to its highest proportion of immigrants in over 75 years. The latest census reports that between 2001 and 2006, Canada’s population grew by 1.6 million persons, 1.1 million of whom were immigrants.

One of the key priorities for the Department is making our immigration system more responsive to labour market needs. The success of Canada’s immigration plan depends on attracting the right people to where they are needed and where they and their families will find opportunity.

We are seeing substantial growth in the demand for temporary foreign workers when Canadians can’t be found to fill jobs. The Temporary Foreign Worker Program is an important tool to help employers respond to regional labour and skills shortages. We will continue to look for ways to make it more efficient for employers to get the people they need. We will also work with our partners to ensure that employers are meeting their commitments to workers, and that workers are aware of their rights.

Foreign students and temporary foreign workers often demonstrate that they have the skills and experience to succeed in our economy and our society. To take advantage of that, we announced the Canadian Experience Class in the last budget. This new immigration stream will allow certain skilled temporary foreign workers and international students with Canadian degrees and work experience to apply for permanent resident status without leaving the country.

We are working more closely with the provinces and territories to help them get the newcomers who meet their specific regional needs. Many of them are expanding their use of the Provincial Nominee Program to meet that goal.

The large number of people waiting to come to Canada is evidence that our country is a destination of choice for immigrants. But the number has grown to the point where people are waiting too long, and this is hurting our ability to attract the best and the brightest. The backlog has been building for a long while and reducing it will take time, but we must begin to address the problem.

Our Government is committed to making it easier for newcomers and their families to succeed. We have substantially increased funding for settlement services, committing over $1.4 billion in settlement funding over five years. This money is now being used to help immigrants improve their language skills, find jobs, or get referrals to community resources and counseling services.

As part of the international community, and in keeping with our humanitarian tradition, Canada will continue to use the refugee resettlement program to offer protection to those refugees most in need. We will continue to strengthen partnerships at home and abroad in order to contribute to finding durable solutions for more refugees, including those who have been in a refugee situation for a prolonged period.

At home, Canada’s asylum system is held up by the United Nations High Commissioner for Refugees as a model for the world. We will look at ways to make it more efficient and to focus resources on those who truly need protection, while at the same time protecting the safety and security of Canadians.

The ultimate goal of our Immigration Program is citizenship. Citizenship sets a solid foundation for newcomers by promoting a shared national identity, a sense of belonging, loyalty and attachment to Canada, as well as rights and obligations. Through broad amendments to the Citizenship Act, we are taking action to fix past citizenship problems, to recognize Canadian citizens and to protect the value of Canadian citizenship for the future.

I encourage you to learn more about CIC’s work by visiting http://www.cic.gc.ca/. None of the improvements, programs and initiatives could succeed without the support and total engagement of CIC staff. Their loyalty and dedication to public service deserve recognition, and millions of Canadians who benefit from their sense of duty would agree.

 

The Honourable Diane Finley, P.C., M.P.
Minister of Citizenship and Immigration

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Management Representation Statement

I submit for tabling in Parliament, the 2008–2009 Report on Plans and Priorities (RPP) for Citizenship and Immigration Canada.

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008–2009 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 planned spending numbers from the Treasury Board Secretariat.

Richard B. Fadden
Deputy Minister

Raison d’être

Citizenship and Immigration Canada (CIC)[note 1] selects immigrants and temporary residents and assists with immigrant settlement and integration while offering 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 immigrants 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.

Organizational Information

The Department was created through legislation in 1994 to link immigration services with citizenship registration. It promotes the unique ideals all Canadians share and helps build a stronger Canada. CIC’s broad mandate is derived from the Department of Citizenship and Immigration Act. More specifically, the Minister of CIC is responsible for the Citizenship Act of 1977 and portions of the Immigration and Refugee Protection Act (IRPA), which was the result of a major legislative reform in 2002. Immigration is also an area of shared jurisdiction with the provinces under the Constitution Act, 1867.

The Ministers of both CIC 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 44 in-Canada points of service and 90 points of service in 77 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; and
• advancing global migration policies in a way that supports Canada’s immigration and humanitarian objectives.

Organizational Chart

Accountabilities

Minister

The Honourable Diane Finley is the Minister responsible for Citizenship and Immigration Canada.

Deputy Minister

Richard B. Fadden is the Deputy Minister. Reporting to the Deputy Minister are five Assistant Deputy Ministers; the Director General, Internal Audit and Accountability; the Chief Financial Officer; the Director of the Office of Conflict Resolution; and the Departmental Secretary. The Assistant Deputy Attorney General leads the Justice team in providing legal services to the Department.

Assistant Deputy Minister, Operations

The Operations Sector is accountable for all of the Department’s program delivery activities. This sector includes the domestic regions, the International Region, the Operational Management and Coordination Branch, the Case Management Branch, the Health Management Branch and the Foreign Credentials Referral Office. It also includes the Centralized Processing Region, which operates specialized case processing centres in Mississauga, Ontario, Vegreville, Alberta, and Sydney, Nova Scotia, as well as a national call centre in Montréal and the Query Response Centre in Ottawa.

Assistant Deputy Minister, Inventory Management

The ADM, Inventory Management, works very closely with the ADM, Operations, to meet the Department’s and the Government’s priorities with respect to the Immigration Program. The ADM provides corporate vision and leadership for the development and implementation of strategies, approaches and programs to ensure that CIC has the capacity to deliver a complex suite of services in immigration, refugee protection and citizenship.

Assistant Deputy Minister, Strategic and Program Policy

The Strategic and Program Policy Sector leads the Department’s strategic agenda on both the domestic and international levels and directs related policy, planning and research strategies. The branches in this sector include Strategic Policy, Immigration, Integration, Refugees, Citizenship, Risk Mitigation, International and Intergovernmental Relations, and Research and Evaluation branches, as well as the Metropolis Project.

Assistant Deputy Minister, Client Service Modernization

The Client Service Modernization Sector is leading the redesign of CIC’s service delivery model, setting service improvement priorities and directing program investments to achieve the best results for our clients. This sector comprises the Information Management and Technology Branch (which includes the Global Case Management System project) and the Service Improvement Office.

Assistant Deputy Minister, Corporate Services

The Corporate Services Sector is responsible for CIC’s management agenda, bringing together responsibility for key corporate functions. This sector consists of the Administration and Security Branch, the Human Resources Branch, the Communications Branch and the Corporate Affairs Branch.

Voted and Statutory Items Displayed in the Main Estimates ($ Millions)

Vote		Current Main Estimates 2008–2009 (Note 1)	Previous Main Estimates 2007–2008
1	Operating expenditures (Note 2)	396.1	413.5
5	Grants and contributions (Note 3)	884.7	732.2
(S)	Minister of Citizenship and Immigration – Salary and motor car allowance	0.1	0.1
(S)	Contributions to employee benefit plans (Note 4)	38.6	41.5
(S)	Loans to immigrants and refugees to facilitate the arrival of newcomers pursuant to section 88 of the Immigration and Refugee Protection Act	-	-
	Total Department	1,319.5	1,187.3

Note 1 Overall, the 2008–2009 Main Estimates of $1,319.5M are $132M higher than the previous year due to the following factors:

Note 2 Operating expenditures in Vote 1 decrease by $17M from the previous year. This is primarily because of the ending of available departmental funding for the Global Case Management System ($15M) and Budget 2007 cost-efficiency reductions of approximately $2M.

Note 3 Grants and contributions in Vote 5 increase by a net amount of $152M. This increase is primarily because of additional funding of $111M for the Canada-Ontario Immigration Agreement and $49M for settlement and integration services across Canada. These additional resources were offset by a decrease of $8M for the Canada-Quebec Accord.

Note 4 Statutory amounts for employee benefit costs decrease by $3M due to a decrease in the planned rate used to estimate these expenditures.

Departmental Planned Spending and Full-Time Equivalents (FTEs) ($ Millions)

	Forecast spending 2007–2008 (Note 1)	Planned spending 2008–2009	Planned spending 2009–2010	Planned spending 2010–2011
Budgetary Main Estimates	1,187.3	1,319.5	1,402.8	1,397.4
Non-budgetary Main Estimates	N/A	N/A	N/A
Less respendable revenue	N/A	N/A	N/A
Total Main Estimates	1,187.3	1,319.5	1,402.8	1,397.4
ADJUSTMENTS NOT IN MAIN ESTIMATES
Supplementary Estimates (A):
Temporary Foreign Worker Program	4.6
Government advertising programs	2.4
Foreign Credentials Referral Office	2.2
Write-off of outstanding immigration loans	1.6
Implementation of the Public Service Modernization Act	0.5
Evaluation of grants and contribution programs	0.3
Transfers to other government departments (Note 2)	(8.8)
Supplementary Estimates (B):
Transfers from other government departments	0.4
Other Adjustments:
Operating budget carry forward from 2006–2007	21.1
Employee benefit plans (statutory), and collective agreements (Note 3)	6.6
Lifting visa requirements for the Czech Republic and Latvia		(0.7)	(0.7)	(0.7)
Exempting certain adoptees from the immigration process		(0.2)	(0.2)	(0.2)
Total Planned Spending	1,218.2	1,318.6	1,401.9	1,396.5
Less non-respendable revenue	(448.7)	(466.4)	(485.1)	(504.5)
Plus cost of services received without charge	232.0	251.4	253.2	255.0
Total Departmental Spending	1,001.5	1,103.6	1,170.0	1,147.0
FTEs	3,750	3,604	3,613	3,548

Note 1 Includes Main Estimates plus Supplementary Estimates and other statutory authorities.

Note 2 This amount includes a transfer of $8.4M to Foreign Affairs and International Trade to support CIC operations at missions abroad.

Note 3 This amount includes in-year adjustments for collective agreements of $1.2M and additional employee benefit plan costs on internal salary transfers totalling $5.4M.

Summary Information

Financial Resources
2008–2009	2009–2010	2010–2011
$1,318.6M	$1,401.9M	$1,396.5M

 

Human Resources
2008–2009	2009–2010	2010–2011
3,604 FTEs	3,613 FTEs	3,548 FTEs

Explanation of change: Planned spending increases by $83M in 2009–2010, compared to the previous year, primarily because of increased funding for settlement and integration services across Canada, and additional funding for the Canada-Quebec Accord. This funding is primarily related to contributions, not salary costs, and therefore results in no significant change to FTEs.

In 2010–2011, planned spending decreases when compared to the previous year, mainly because of the sunsetting of short-term funding related to the processing of international students. This change results in a slight decrease in FTEs over the same period.

Departmental Priorities

The following three priorities, which were first committed to in 2006–2007, continue to be the primary focus of the Department’s management agenda for 2008–2009. These priorities support the achievement of all six of CIC’s program activities as demonstrated in more detail below.

Departmental Priorities	Type
1. Integrating Policy across Departmental Program Activities	Ongoing
2. Improving Client Service	Ongoing
3. Building the Workforce of the Future	Previously committed

Program Activities by Strategic Outcome

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 (PAA) is a framework that provides an inventory of 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. For further information, see details by program activity in Section II.

($ Millions)	Expected Results	Planned spending 2008–2009	Planned spending 2009–2010	Planned spending 2010–2011	Contributes to the Following Priority
Strategic Outcome 1: Migration that significantly benefits Canada’s economic, social and cultural development, while protecting the health, safety and security of Canadians
1. Immigration Program	Arrival of permanent residents who contribute to Canada’s economic, social and cultural development, while protecting the health, safety and security of Canadians	$164.7M	$164.5M	$164.4M	Priorities 1 and 2
2. Temporary Resident Program	Arrival of temporary residents who contribute to Canada’s economic, social and cultural development, while protecting the health, safety and security of Canadians	$60.9M	$64.5M	$54.3M	Priorities 1 and 2
Strategic Outcome 2: International recognition and acceptance of the principles of managed migration consistent with Canada’s broader foreign policy agenda, and protection of refugees in Canada
3. Canada’s Role in International Migration and Protection	Canada influences the international policy debate as part of its international responsibilities with respect to international migration and refugee protection	$4.0M	$4.0M	$4.0M	Priorities 1 and 2
4. Refugee Program	Persons in need of protection and Convention refugees are protected by Canada by upholding our international obligations and humanitarian traditions, while protecting the health, safety and security of Canadians	$94.2M	$94.1M	$93.9M	Priorities 1 and 2
Strategic Outcome 3: Successful integration of newcomers into society and promotion of Canadian citizenship
5. Integration Program	Newcomers contribute to the economic, social and cultural development needs of Canada	$940.8M	$1,021.0M	$1,026.2M	Priorities 1 and 2
6. Citizenship Program	Full participation in Canadian society by citizens	$54.0M	$53.8M	$53.7M	Priorities 1 and 2
Total Planned Spending		$1,318.6M	$1,401.9M	$1,396.5M

Explanation of change: Planned spending increases by $83M in 2009–2010, compared to the previous year, primarily because of increased funding for settlement and integration services across Canada and additional funding for the Canada-Quebec Accord.

In 2010–2011, planned spending decreases when compared to the previous year, mainly because of the sunsetting of short-term funding related to the processing of international students.

Departmental Plans and Priorities

Canadian Immigration: Building Canada’s Future

Migration is a widespread phenomenon affecting virtually every country in the world. The number of migrants has increased rapidly in modern times, from 76 million in 1960 to 175 million in 2000, and to almost 200 million in 2005. International migrants now equal 3 percent of the world’s population, which includes almost 10 million refugees. A number of factors have influenced migration in recent decades: population growth; market globalization; advances in communication technology; ease of transportation; political, economic and social conditions; regional conflicts; and natural disasters.

Immigration has played an important role in building the strong and vibrant economy that Canadians have come to enjoy. To remain competitive in the global economy, Canada needs to continue to draw on the talents and skills that immigrants bring with them. 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 alone. In fact, about 19.8 percent of Canada’s population is foreign-born. Canada’s cultural diversity represents a tremendous strength, weaving a web of global ties that enriches our social fabric and enhances our economic prosperity.

Canada is one of only a few countries with a managed immigration program that aims to have newcomers ultimately become full citizens. According to Statistics Canada, 85.1 percent of the permanent residents in Canada in 2006 who were eligible for Canadian citizenship had acquired that status. In 2006, Canadian citizenship was granted to 259,802 individuals. Obtaining citizenship is a key step in the integration process for newcomers because it means that they can participate fully in Canadian life. In a world of widespread migration and expanding global ties, however, multiple connections and identities increasingly raise questions about the meaning of citizenship and how to foster a shared national identity and sense of belonging.

While Canada has had success in maximizing the benefits of immigration, an ever-changing world continues to present new issues and challenges associated with an evolving global economy, demographic patterns and geopolitical trends. Canada has much to learn from and contribute to other countries as we work to manage the movement of people in this changing global environment so that the benefits of immigration continue to be felt by states, communities and individuals.

Demographic and labour market context

The United Nations projects that between 2000 and 2050, the world’s population will grow by 2.6 billion people, but almost all of that growth will be in developing and least-developed countries. Industrialized countries, such as Canada, will continue to be faced with an aging population and, ultimately, with demographic decline. Even booming developing economies, such as China, may eventually face a decline in population growth. These opposing trends in global demographics will significantly influence migration flows. In particular, there will be increased competition throughout the world to attract skilled immigrants. Indeed, more and more countries are gearing their immigration programs toward skilled immigrants.

According to Statistics Canada, sometime between 2025 and 2030, the number of births in Canada will equal the number of deaths. If Canada’s population is to continue to grow, immigration will be the source of this growth in the absence of a change in fertility and/or mortality rates. These demographic factors are also slowing Canada’s labour force growth. Since labour force growth and productivity gains are key to ensuring a rising standard of living, any slowdown in labour force growth must be offset by stronger productivity gains in the future, if recent increases in the standard of living are to be sustained.

Immigration by itself cannot meet Canada’s current and future labour market needs, but it is an important part of an overall solution. Immigration currently accounts for more than 70 percent of net growth in the labour force, and it is projected to account for 100 percent of that growth within the next decade because the number of Canadians leaving school and entering the labour force will be sufficient only to offset the number retiring. At current immigration levels, however, domestic sources of labour force growth will remain dominant, producing approximately five times more new entrants per year than from immigration.

While immigration is not the only driver of labour force growth, it is a key source of skilled labour for Canada, as well as an increasingly important mechanism for addressing labour shortages. No generalized labour market shortages are predicted for the next few decades, but shortages of skilled workers are already occurring in particular occupations, sectors, industries and regions. It is therefore important that Canada make the most of everyone’s skills, including those of recent immigrants.

More and more, businesses view skilled labour shortages as a serious, long-term problem that will hamper Canada’s economic growth and competitiveness. It is therefore important that the country has an immigration strategy that addresses pressing labour market and employer needs in the short term, while helping to build an adaptable and competitive labour force over the long term. To achieve these goals, we must be able to attract and retain immigrants through proactive recruitment and effective integration and family reunification programs.

Health, safety and security in a global context

Global interconnectedness brings shared risks. The ease of travel means that virtually all problems can be global. Epidemics such as SARS and avian influenza can rapidly affect the entire world if they are not managed effectively. Political conflict and civil strife in some parts of the world can have widespread ramifications and will continue to shape geopolitical relations and undermine our sense of security. The global context, especially since the events of September 11, 2001, has heightened concerns about security and migration. A key challenge for Canada is to strike a balance between protecting the health, safety and security of Canadians and facilitating the entry of immigrants and temporary residents who have the potential to contribute to Canada. CIC continues to work with the CBSA and its other partners to fulfil its role of identifying applicants who could pose security, safety or health risks to Canada in order to ensure that the benefits of a more responsive immigration system are not undermined.

Moving forward

Canada has succeeded in attracting and integrating immigrants in the past. The challenge, however, will be to remain globally competitive and enhance our contribution to humanitarian efforts to help the world’s most vulnerable people. To help the country meet this challenge, CIC and its partners must have the appropriate people, policies, programs and tools for success.

Within this operating context, CIC will continue to face challenges in a number of areas. As discussed in greater detail below, CIC will be developing strategies and actions over the planning period to address these challenges, which include:

• increasing international competition to attract skilled immigrants;
• ensuring successful settlement upon arrival and full integration over the longer term;
• significant legal challenges of a sustained nature, including those related to immigration fees, the Safe Third Country Agreement and specific decisions made in relation to authority exercised by CIC officials under IRPA;
• a growing number of persons waiting for a decision and a rising demand for services that are taxing existing service delivery networks in Canada and overseas; and
• a growing volume of applicants under the Temporary Foreign Worker (TFW) Program.

Management Agenda

CIC continues to advance its management agenda. Management practices are honed from one year to the next through action plans developed to strengthen management within the Department.

The Management Accountability Framework (MAF)[note 3] establishes the standards for management in the Government of Canada and is the basis for management accountability between departments and the Treasury Board Secretariat (TBS). The 10 elements of the MAF collectively define key management areas and establish expectations for sound management. CIC has been a frontrunner in using the management areas and associated lines of evidence to improve its practices.

The management agenda that supports the achievement of departmental strategic outcomes is determined through a combination of internal sources (for example, audits, evaluations, corporate risk profile, and management discussions) and is reinforced by the annual MAF-based assessment.

The Department has three priorities that are the primary focus of its management agenda for 2008–2009 and reflect the following elements of the MAF.

Departmental Priorities	Government of Canada MAF Elements
1. Integrating Policy across Departmental Program Activities	Policy and Programs
2. Improving Client Service	Citizen-focused Service
3. Building the Workforce of the Future	People

Priority 1 — Integrating Policy across Departmental Program Activities

While Canada’s immigration system provides a strong foundation upon which to build, action is needed to ensure that it is well positioned to meet new and emerging challenges that are closely interconnected. CIC is taking an increasingly horizontal approach to developing policies and programs that will make Canada an attractive destination for immigrants. CIC will focus on measures that improve how Canada targets and selects immigrants and supports their integration and pursuit of citizenship, while striving to meet our humanitarian goals and manage risks and pressures on the immigration system itself. An integrated approach to addressing challenges that cut across the immigration, integration, refugee and citizenship programs is crucial to achieving results in departmental priorities.

CIC is working to ensure that policy is integrated across its entire mandate and that it seamlessly supports the delivery of programs and services to clients. Integrating policy across departmental program activities ensures that all immigration and citizenship programs and policies are working together to meet challenges and to serve Canada’s interests.

CIC is also working to ensure effective partnership and coordination within the Department. Collaboration and dialogue with other departments takes place at multiple levels in order to achieve a broad-based understanding of the pressures, challenges and policy directions with respect to immigration. CIC will continue to work closely with the provinces, territories and other key players such as communities, employers and non-governmental and international organizations to advance Canada’s immigration interests.

Challenges and strategies

Declining population growth and the aging of the population pose challenges for Canada’s future labour force. It is essential that the country has immigration and citizenship strategies that address pressing labour market and employer needs in the short term, while helping to build an adaptable and competitive labour force over the long term.

One of the challenges is to maximize the contribution of immigration to Canada. It is therefore important to select entrants who have the education, experience and language proficiency to successfully adapt to a changing labour market and to meet continually emerging labour market needs across the country.

CIC is responding by launching initiatives identified in Advantage Canada[note 4] that will support economic prosperity by providing access to the people who want to help Canada meet its labour market needs and drive long-term economic growth. For the permanent streams of immigration, CIC is launching the new Canadian Experience Class (CEC) whereby foreign students with Canadian credentials and skilled work experience, and skilled temporary foreign workers who are already in Canada, may apply for permanent residence without leaving the country. For the temporary streams, CIC is making improvements to the TFW Program and is increasing temporary foreign worker admissions to a historically high level. These initiatives will help Canada tap into a pool of talented people who have demonstrated they can succeed in our economy and society.

Current settlement patterns, however, result in an unequal distribution of the benefits of immigration across the country. While less than 65 percent of the Canadian population lives in metropolitan areas, more than 90 percent of newcomers settle in those areas. In fact, three-quarters of newcomers settle in Canada’s three largest urban areas—Toronto, Montréal and Vancouver. Rural and smaller urban areas are having difficulty attracting and retaining immigrants who would help meet their labour market requirements. CIC is accommodating the growth in demand from provinces and territories through the Provincial Nominee Program (PNP) and the Department continues to work closely with provinces and territories to make the immigration system more responsive to community needs across Canada. CIC will also continue to participate in the renewal of the Government of Canada’s Action Plan for Official Languages[note 5].

Bringing immigrants to Canada is only part of the challenge. Just as important is ensuring that they settle successfully upon arrival and integrate fully over the longer term. Improving immigrant labour market outcomes is key to their successful socio-economic integration. Evidence suggests that the economic and social well-being of immigrants and their families is lower than for immigrants of previous decades.

The challenges newcomers face are numerous: acquisition of English or French; recognition of their credentials, skills and work experience acquired abroad; and familiarity with the norms of the Canadian workplace and society. It will be important to look at ways in which the current range of settlement programs and services—including those provided by provincial, territorial and community partners—can be improved to better help immigrants in the early settlement period. Budget 2006 invested significant resources to enhance settlement and integration programs for newcomers.

It is common for people to come to Canada and find that either their professional credentials from other countries are not recognized here or the process to have them assessed is slow and complicated. While provinces have jurisdiction over regulating professions, the federal government has a role in providing prospective immigrants and newcomers with the information and referrals they need to find out how their credentials could be assessed and recognized, and what jobs might be available in various fields. The Foreign Credentials Referral Office (FCRO) is currently providing these services on-line and, in collaboration with Service Canada, over the telephone and in-person at 320 Service Canada centres across the country.

The successful social and cultural integration of newcomers into Canada’s civic life ensures that new citizens will identify with Canada’s core values and participate in Canadian society. Providing newcomers with opportunities for participating and with a welcoming environment are important elements for encouraging full citizenship.

CIC is addressing the issue of “lost Canadians.” The government introduced legislation in December 2007 to amend the Citizenship Act to restore citizenship to certain persons who lost citizenship under prior legislation and to give citizenship to others born after 1947 to a Canadian parent outside Canada, but who did not become citizens. The legislation will protect the value of Canadian citizenship by clarifying how citizenship can be acquired and lost. The Department will continue to develop tools to clarify the existing rules governing the loss of Canadian citizenship.

Both the domestic and international components of Canada’s refugee protection programs must be examined in order to ensure that we continue to target those most in need of protection and find more durable solutions for a greater number of refugees. Partnerships both at home and abroad will have to be strengthened in order for Canada to contribute further to international solutions for refugees, particularly those in protracted refugee situations. CIC will work to improve the overall management of the refugee system in order to produce faster results and greater finality of claims.

The Immigration Program is under pressure because the demand to come to Canada in all categories has exceeded the immigration levels established by the Government of Canada. This high demand for immigration has pushed the overall number of persons waiting for a decision beyond 850,000. Given this large and growing number and the annual immigration levels plan tabled in Parliament, CIC has faced significant and growing pressure to process applications. This has resulted in lengthy wait times for prospective immigrants, particularly for Federal Skilled Worker applicants.

Another source of pressure on the immigration system is the growing volume of applicants under the TFW Program. While CIC is equipped to deliver on its annual immigration targets, it manages applications under the temporary resident categories within its existing resources. Because they are demand-driven, temporary resident applications require rapid processing to ensure visitors, students and TFWs arrive in Canada in a timely manner. The same resources are used for processing both permanent and temporary resident streams, so that increased demand in one stream puts pressure on the other. A key priority for the future will be the implementation of a backlog reduction strategy. The purpose of developing this strategy will be to help balance competing demands to do more regarding the permanent and temporary immigrant streams and reduce wait times.

Risk management is essential to sustaining Canada’s immigration programs and ensuring public confidence in the immigration system. A key challenge for Canada is to strike a balance between protecting the health, safety and security of Canadians, and facilitating the entry of immigrants and temporary residents who have the potential to contribute to Canada. CIC continues to work with the CBSA and its other partners to fulfil its role in identifying applicants who could pose security, safety or health risks to Canada in order to ensure that the benefits of a more responsive immigration system are not undermined.

Priority 2 — Improving Client Service

Immigrating to Canada or becoming a citizen is an important life decision. Clients are better served when they understand the opportunities and challenges involved in immigrating to, and working and living in Canada, as well as the privileges and responsibilities of Canadian citizenship. It is in the best interest of both the clients and CIC that decisions are based on accurate and timely information, and that the application process is straightforward, predictable and transparent.

To help accomplish its departmental strategic outcomes and priorities as well as streamline operations, standardize business practices and improve client service, CIC is working closely with the CBSA on the development of a secure, reliable and efficient case management tool, the Global Case Management System (GCMS) that will, over time, integrate citizenship, immigration and enforcement data worldwide. More information regarding the GCMS is provided on the TBS Web site at http://www.tbs-sct.gc.ca/rpp/2008-2009/info/info-eng.asp.

Client Service Modernization Framework

CIC has adopted a comprehensive framework for client service modernization aimed at improving immigration and citizenship service delivery. This framework is designed to respond to CIC’s current service delivery challenges with regard to timely processing and managing client needs and expectations.

The framework focuses on improvements in six key areas: policy directions that support client service; program management; administrative measures; electronic services and tools; resources; and engagement.

Client Service Strategy

An important part of the Department’s Client Service Modernization Framework is the Client Service Strategy. The strategy is designed to inform the public of the types and levels of service provided by CIC, and includes three components:

• a Commitment to Client Service, which summarizes CIC’s pledge regarding client service;
• Service Standards, which commit publicly to the level of performance that clients can normally expect when obtaining a service offered by CIC; and
• a Service Charter, which explains what clients can expect from CIC and how they can provide feedback.

The first component of the strategy has been approved, while the second and third components will be introduced in 2008–2009. A communications strategy will be developed to reach target audiences and ensure public awareness of the Client Service Strategy.

E-Services and e-tools

CIC is developing a “Client e-Continuum,” a broad range of electronic services that will support clients who apply for immigration and citizenship services, from their initial contact with CIC to the final disposition of their case. These services will, over time, include the following:

• an e-Application, which will allow clients to complete, sign and submit applications online, in a secure manner;
• an Electronic Notification System (ENS), a secure system that will allow CIC and external partners such as educational institutions to exchange information in support of several immigration processes (testing of the e-Application and ENS will begin in 2008–2009);
• e-Payment, a tool that will allow clients to pay their fees online;
• “MyCIC,” a portal that will provide clients worldwide with secure online access to services and tools requiring identity proofing. It will enable them to communicate with CIC and provide information pertaining to their case; and
• a Client Service Page, an Internet-based page that will bring together information on programs and policies as well as a variety of new and existing tools to better assist individuals who want to apply for services and keep track of the status of their case.

Other client service improvements

Other key CIC initiatives related to the Service Modernization Agenda for 2008–2009 include the following:

• development of an action plan to modernize CIC’s service delivery network based on a model that is integrated, responsive and accessible around the world;
• various operational simplification projects (including changes to regulations, if required) to improve service delivery, such as streamlining the TFW and citizenship application processes; and
• development and strengthening of partnerships with other government departments and agencies, and service providers to enhance client access to CIC services and improve application processing.

Priority 3 — Building the Workforce of the Future

Building the workforce of the future continues to be a departmental priority for 2008–2009 in recognition of the importance CIC attaches to the workforce in achieving its organizational goals. Since the Workforce Renewal Office, which was established in April 2006, will complete its mandate on March 31, 2008, other areas of the Department will assume accountability for the ongoing implementation of management strategies with regard to this priority.

CIC’s operating context requires that all employees be adaptable and quickly learn new ways of approaching their day-to-day business. The Department also faces demographic challenges, such as an aging workforce. As a result, retention is increasingly becoming an issue in the public service environment, and managers will be competing for talented resources.

CIC’s priority to build the workforce of the future is designed to support employees through these changes so that they can, in turn, continue to provide high quality services to individual clients and instil ever greater trust in CIC as an organization. CIC’s strategy for 2008–2009 is as follows:

• Use the integrated planning process to link business activities to the human resources and financial resources required to support them. Integrated planning will allow the Department to identify key workforce gaps, both current and emerging, more systematically and implement the necessary strategies to address them.
• Continue to improve and/or develop innovative people management programs and services in the areas of recruitment, employee development and enabling infrastructure. Examples of improvements planned for 2008–2009 include:
  • on-campus recruitment in Canadian universities;
  • redesigning and launching an external recruitment and development program for citizenship and immigration officers;
  • enabling continuous learning by ensuring that at least 90 percent of employees have an individual learning plan;
  • implementing specific and targeted actions designed to improve work life quality among all CIC employees;
  • ongoing research, development, implementation and measurement of initiatives and tools designed to help all CIC employees prevent and/or manage conflicts encountered in the workplace; and
  • updating the Department’s Intranet site and communicating more regularly with staff on human resources issues, and the tools and programs available to them.

Improving Management Practices

Following the annual MAF-based assessment, the Department develops an action plan that identifies areas of improvement for the next year. In 2008–2009, efforts will focus on six key areas: the evaluation function, workforce improvements, project management, information management, client service and performance information.

The Department will focus on strengthening the evaluation function and ensuring that it reflects the requirements of the new TBS evaluation policy. The risk-based evaluation plan will be reviewed and updated to ensure 100-percent coverage of grants and contributions and as much coverage of direct program spending as resources permit. The results of evaluation studies will continue to be actively communicated throughout the Department to inform policy and program decision making.

In addition to the improvements identified under the Workforce of the Future priority, human resource services will be streamlined in 2008–2009 by adopting best practices from other departments and using common platforms.

CIC is determined, through rigorous planning and monitoring, to increase the effectiveness of project management with a view to optimizing business and corporate opportunities while continuing to improve client service. In particular, CIC is working with TBS to ensure that resources invested in the GCMS, a major Crown project, will lead to the design and implementation of the best possible solution to meet immediate and future business requirements.

CIC will also ensure information management/information technology (IM/IT) assets are managed in compliance with the new TBS policies on information management, information technology and project management. A continued roll-out of the Records Disposition Information Management System (RDIMS), a Government of Canada enterprise records and document management solution, will ensure that CIC is well positioned to meet the policy’s stated preference for the electronic storage of information. The Department will review its IT governance structure and IT investment process with a view to improvement. The IT project management function will be augmented through the implementation of a project and portfolio management tool.

In 2008–2009, CIC will develop options and models to modernize its service delivery network. It will begin developing an e-application that can be completed online and will lead a number of key operational simplification projects. In order to accomplish this work, service delivery models will be defined to leverage the use of technology while ensuring accessibility to CIC programs. Feedback gathered from clients will allow the Department to measure satisfaction and guide the development and/or improvement of online tools. Business processes will be simplified and integrated into ongoing CIC activities.

CIC developed a performance measurement framework in 2007 as part of the implementation of the Management Resources and Results Structure (MRRS) policy. The framework identifies indicators and data sources that will be used for reporting on expected results at all levels of CIC’s Program Activity Architecture beginning in 2008–2009. A working group has been established to monitor implementation and to review and propose improvements to the framework in order to strengthen results-based management within the Department.

The Department is increasing the amount of meaningful performance information to support departmental decision making by taking the following measures: strengthening the evaluation function; completing the implementation of the new Audit Policy; moving forward with GCMS implementation; continuing to focus research efforts; and implementing the MRRS policy. For 2008–2009, the Department expects to have a fully integrated Corporate Business and Resource Plan. During 2008–2009, the Department will track performance against plans at the branch and sector levels to support effective allocation and reallocation decisions and the adjustment of plans, as required, to achieve the expected results.

Critical Partnerships

Provincial and territorial partners

Since immigration is a joint responsibility under the Constitution, effective collaboration between the federal government and the provinces is essential to the successful management of the Immigration Program. CIC’s relationship with individual provinces and territories is guided by formal agreements that outline how the two levels of government work together. There are currently framework agreements with nine jurisdictions, including two first-ever agreements with Alberta and Nova Scotia that were signed in 2007.[note 6] Agreements under the PNP are also in place with 10 jurisdictions. The PNP gives provinces and territories the authority to nominate individuals as permanent residents to address specific labour market, economic and social development needs.

Multilateral meetings at the ministerial, senior official and working levels are increasingly being used as a mechanism for federal/provincial-territorial discussions on common approaches and concerns regarding immigration issues, and for sharing best practices. As provinces and territories become more active in immigration and as policy tools evolve that allow greater regional involvement in immigration, CIC will continue to look for opportunities to further enhance its engagement with the provinces and territories.

International partners

By its very nature, the movement of people across borders has always had an international dimension. The government has made it a priority to use bilateral and multilateral relationships to promote global stability and to strengthen Canada’s place in the world.

As a country recognized for having a long and successful experience with migration, Canada is well placed to contribute to global discourse on the subject. CIC remains focused on asserting Canada’s role in international migration and protection through various multilateral fora. [note 7]

CIC’s experience in migration management can support the three pillars of the Government of Canada’s Strategy for the Americas: security, prosperity and governance. CIC remains committed to shared border initiatives and to building stronger relations with its U.S. and Mexican counterparts. CIC will continue to enhance these key bilateral and regional ties in 2008–2009 as well as those with the European Commission and states developing an interest in migration management.

Other government departments

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. With support from the CBSA, and security and law enforcement agencies, CIC screens prospective immigrants and temporary residents, assists with immigrant settlement and integration, and offers Canada’s protection to refugees and those in refugee-like situations. CIC supports the CBSA in managing and running Canada’s ports of entry. CIC provides information and other support to build intelligence to prevent inadmissible persons from reaching Canada and to detect persons who are in Canada but in contravention of IRPA.

CIC will also continue to work closely with the CBSA on a number of initiatives such as the implementation of the Asylum Annex, the CEC and the Western Hemisphere Travel Initiative. Other projects are underway regarding the use of biometrics and other technologies and applications (Permanent Resident Card, GCMS) to strengthen client identification, and document and program integrity.

CIC will also continue to work closely with the Immigration and Refugee Board (IRB) [note 8] on issues relating to the management of the refugee and immigration portfolio. The IRB is an independent administrative tribunal that 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 general immigration and refugee policy and program issues.

CIC also delivers its programs in Canada and overseas in collaboration with Foreign Affairs and International Trade (DFAIT), Public Safety Canada and other key agencies involved in managing access to Canada and protecting Canadian society. These agencies include the Royal Canadian Mounted Police (RCMP) and the Canadian Security Intelligence Service (CSIS), which work to ensure public safety. They also include Health Canada (HC) and the Public Health Agency of Canada (PHAC), which work with CIC on immigrant health issues. CIC works closely with its Department of Justice Legal Services Unit to ensure that CIC operations, service delivery, policy development, corporate direction and management are legally sound. CIC also works with Human Resources and Social Development Canada (HRSDC) on several files, including the TFW Program and the FCRO, as well as with Canadian Heritage on citizenship promotion activities and on Canada’s Action Plan Against Racism. Finally, CIC works with the Canadian International Development Agency (CIDA) to respond to humanitarian needs and increase international dialogue on migration and development.

In addition, CIC works closely with a wide range of stakeholders including employers, service provider organizations and various interest groups. CIC will continue to foster these relationships and encourage stakeholders to take on greater partnership responsibilities with respect to the Immigration Program.

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