Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Immigration and Refugee Board of Canada


Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

Section 4: Other Items of Interest

Internal Services

Internal Services provides support to the three IRB program activities through a range of management and oversight services, HR management, financial management, legal services, communications, procurement and assets management, information technology, information management, internal audit services and evaluation services. It also provides the IRB with efficient management processes and administrative services while promoting organizational effectiveness, and implements various government-wide initiatives. In addition, Internal Services ensures that all corporate management services are integrated into the IRB's business.

The annual Internal Services planned spending for 2008-2009, 2009-2010 and 2010-2011 is $28.0 million and includes $17.6 million for personnel, $3.1 million for the EBP and $7.3 million for other operating expenditures. The amount of $28.0 million is proportionally reallocated to the IRB's program activities: $19.9 million to Refugee Protection, $3.8 million to Admissibility Hearings and Detention Reviews and $4.3 million to Immigration Appeal. The reallocation is based on respective budget expenditure trends.

Key Plans and Expected Results

Internal Services continues to implement financial and non-financial management processes (e.g., risk management and core management controls) that are aligned with the IRB's strategic outcome, program activities and ultimately support the Government's commitment to be accountable for results to Canadians.

In particular, the IRB is taking steps to address areas identified for further progress in Round IV of the TBS MAF Assessments. The IRB also continues to work towards a fuller integration of the HR planning process with a focus on succession planning and employment development programs and to respond to the many drivers of public service renewal.

In addition to its contribution to the realization of the common elements identified in Table 2.1, Internal Services will undertake the plans and expected results outlined in the following table.

Table 4.1: Internal Services Plans and Expected Results


STRATEGIC OUTCOME: Resolve immigration and refugee cases before the Immigration and Refugee Board of Canada efficiently, fairly and in accordance with the law.
STRATEGIC PRIORITY 2
Further integrate the work of the IRB to promote effective management.
Plans Expected Results
Develop the MRRS Policy, the PAA and the corresponding performance measurement framework
  • The IRB's MRRS, PAA and performance measurement framework and common IRB tribunal standards are established and operational
  • Enhanced framework for identification and use of performance measures is in place
Implement the IRB Core Management Controls Action Plan
  • Key controls identified by senior management are addressed
Further integrate HR, financial and IT planning into the IRB's business planning cycles
  • A three-year IT Plan is implemented and integration mechanisms with the business planning cycle are in place
  • IRB business and management plans incorporate comprehensive and integrated financial and non-financial information
Further implement a comprehensive Procurement and Asset Management Program
  • A pilot project on a contracting regime for interpreters is evaluated and appropriate follow-up is taken
  • An Asset Management System is introduced
Implement a corporate consultation framework
  • A new consultation framework is implemented and fully integrated with the planning cycle both nationally and regionally
  • A cross-divisional/branch committee effectively identifies and plans consultation activities
Further focus the IRB's international activities into a cohesive program that assists the IRB in achieving its international objectives while balancing the numerous requests for international participation against available resources
  • International activities are carried out in accordance with the objectives, guidelines and directions set by the Chairperson's Management Board and maximize benefits with respect to international activities
STRATEGIC PRIORITY 3
Continue to build a flexible organization with clear accountabilities, ethical behaviour, leadership and operational capacity.
Plans Expected Results
Further implement the three-year Employment Equity (EE) Strategy
  • Phase 1 of the mentoring program is initiated and EE staffing benchmarks are being developed
  • The development of targeted career progression programs is initiated
  • EE awareness activities are conducted
Implement the new Official Languages Policy
  • Training and information sessions are delivered to the HR community and managers at all levels
Implement key Public Service Renewal activities through the consolidation of HR modernization initiatives
  • The implementation of a talent management strategy is initiated
  • Integrated HR planning is implemented with a focus on succession planning and employee development programs
  • Efficient and effective recruitment strategies are developed
  • A more rigorous performance management program is implemented, ensuring that at least 90% of employees have learning plans
Develop a Values and Ethics Framework for IRB employees based on the new TBS Charter
  • The IRB's Values and Ethics Framework is in place
  • Employees and managers receive training and materials on values and ethics, disclosure of wrongdoing and political activities



Integrated Accountability Framework

Under the FAA, the IRB Chairperson becomes the IRB's Accounting Officer. In this role, the Chairperson is accountable for responsibilities such as ensuring compliance with policies and procedures for program delivery and systems of internal control, signing the accounts and ensuring that there is adequate internal audit capacity within the IRB. In 2008-2009, the IRB will continue to implement the Integrated Accountability Framework through the IRB's core management controls and the implementation of the Policy on Internal Audit.

Figure 4.1: IRB Integrated Accountability Framework

The IRB Integrated Accountability Framework

Information and Contacts

Legislation Administered

Immigration and Refugee Protection Act
(S.C. 2001, c. 27, as amended)

Immigration and Refugee Protection Regulations
(SOR/2002-227, as amended)

Refugee Protection Division Rules
(SOR/2002-228)

Immigration Division Rules
(SOR/2002-229)

Immigration Appeal Division Rules
(SOR/2002-230)

Oath or Solemn Affirmation of Office Rules
(Immigration and Refugee Board of Canada)
(SOR/2002-231)

IRB Processes

Visit these links to find out how the IRB processes its cases:

Related Information

UNHCR Web site: http://www.unhcr.org/home.html

Contact us

For more information, visit the IRB Web site at
http://www.irb-cisr.gc.ca
or contact the IRB Communications Directorate at (613) 947-0803 or one of the IRB offices listed below.

National Headquarters

Immigration and Refugee Board of Canada
Minto Place, Canada Building
344 Slater Street, 12th Floor
Ottawa, Ontario K1A 0K1
Tel: (613) 995-6486  Fax: (613) 943-1550

Regional Offices

Eastern Region
200 René Lévesque Boulevard West
Guy Favreau Complex
East Tower, Room 102
Montreal, Quebec H2Z 1X4
Tel: (514) 283-7733  Fax: (514) 283-0164

Central Region
74 Victoria Street, Suite 400
Toronto, Ontario M5C 3C7
Tel: (416) 954-1000  Fax: (416) 954-1165

Western Region
Library Square, Suite 1600
300 West Georgia Street
Vancouver, British Columbia V6B 6C9
Tel: (604) 666-5946  Fax: (604) 666-3043