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Supplementary Information (Tables)
Strategic Outcome: Newcomers and citizens participate to their full potential in fostering an integrated society.
Program Activity: Settlement and Integration of Newcomers
Name of Transfer Payment Program: Canada–Quebec Accord Grant / Subvention versée en vertu de l’Accord Canada–Québec
Start date: Financial compensation to the province (in the form of a grant) is based on the Canada–Quebec Accord, which came into force on April 1, 1991.
End date: The Accord does not have an expiry date.
Description: The Canada–Quebec Accord relating to immigration gives Quebec the responsibility for providing settlement and integration services to all immigrants in Quebec, including all refugees. Quebec receives an annual grant from the federal government to support these settlement and integration services. For more information, please see the Canada–Quebec Accord.
Objective/anticipated outcomes: An objective of the Canada–Quebec Accord is, among other things, the preservation of Quebec’s demographic importance within Canada and the integration of immigrants to the province in a manner that respects the distinct identity of Quebec.
Activities: Quebec has responsibility for the selection, reception and integration of immigrants to Quebec. In accordance with section 26 of the Canada–Quebec Accord, Canada is required to pay compensation to Quebec, where it is established that:
Expected results: The Government of Quebec is responsible for developing and publishing its own expected results related to immigration.
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Total grants | 258.5 | 258.5 | 258.5 | 258.5 |
Total contributions | – | – | – | – |
Total other types of transfer payments | – | – | – | – |
Total transfer payments | 258.5 | 258.5 | 258.5 | 258.5 |
Summary of the three-year plan: As per the Policy on Transfer Payments, CIC is required each year to provide a three-year plan for its Transfer Payment Programs.
Strategic Outcome: Newcomers and citizens participate to their full potential in fostering an integrated society.
Program Activity: Settlement and Integration of Newcomers
Name of Transfer Payment Program: Resettlement Assistance Program (RAP)
Start date: 1970s (under another name; RAP in its current form implemented 1998)
End date: September 30, 2011 (CIC) will seek continuation of program terms and conditions when they expire)
Description: The RAP provides immediate settlement assistance and orientation to government-assisted refugees who have been resettled in Canada. The program provides income support and immediate essential services to government-assisted refugees who lack the resources to provide for their own basic needs. In addition, it provides referrals to settlement programs for newcomers. The evaluation of the RAP is expected to be complete in the first quarter of 2011.
Expected results: Refugees are able to live safely and independently.
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Total grants | – | – | – | – |
Total contributions | 49.8 | 56.7 | 58.6 | 58.6 |
Total other types of transfer payments | – | – | – | – |
Total transfer payments | 49.8 | 56.7 | 58.6 | 58.6 |
Summary of the three-year plan: As per the Policy on Transfer Payments, CIC is required each year to provide a three-year plan for its Transfer Payment Programs.
Strategic Outcome: Newcomers and citizens participate to their full potential in fostering an integrated society
Program Activity: Multiculturalism for Newcomers and All Canadians
Name of Transfer Payment Program: Community Historical Recognition Program (CHRP)
Start date: 2006–2007
End date: 2011–2012
Description: CHRP provides funding for community-based projects that commemorate or recognize the historical experiences of selected ethnocultural communities affected by federally legislated wartime measures and immigration restrictions or prohibitions. The program also educates the Canadian public concerning the contributions made by these communities to shaping Canada. Eligible communities include: Chinese-Canadians, Jewish-Canadians, Indo-Canadians and Italian-Canadians.
Expected results: The expected results are:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Total grants | 0.3 | 0.2 | – | – |
Total contributions | 5.9 | 5.1 | – | – |
Total other types of transfer payments | – | – | – | – |
Total Transfer payments | 6.2 | 5.3 | - | - |
Summary of the three-year plan: As per the Policy on Transfer Payments, CIC is required each year to provide a three-year plan for its Transfer Payment Programs.
Strategic Outcome: Newcomers and citizens participate to their full potential in fostering an integrated society
Program Activity: Multiculturalism for Newcomers and All Canadians
Name of Transfer Payment Program: Multiculturalism Program
Start date: 1982–1983
End date: 2011–2012
Description: The program objectives are to:
The Multiculturalism Program works to build an integrated cohesive society by fostering intercultural understanding, citizenship, civic memory and pride, and respect for core democratic values grounded in our history, and by promoting equal opportunity for individuals of all origins.
Expected results: The expected results are:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Total grants | 3.0 | 3.0 | 3.0 | 3.0 |
Total contributions | 7.8 | 7.8 | 7.8 | 7.8 |
Total other types of transfer payments | – | – | – | – |
Total Transfer payments | 10.8 | 10.8 | 10.8 | 10.8 |
Summary of the three-year Plan: As per the Policy on Transfer Payments, CIC is required each year to provide a three-year plan for its Transfer Payment Programs.
Strategic Outcome: Newcomers and citizens participate to their full potential in fostering an integrated society
Program Activity: Settlement and Integration of Newcomers
Name of Transfer Payment Program: Settlement Program
Start date: May 15, 2008
End date: March 31, 2013
Description: The Settlement Program provides services that make a difference in the lives of newcomers. These services include: language training; information and referrals; assistance matching employment with newcomers’ skills and education; and help with establishing networks and contacts in their communities.
The terms and conditions for the Settlement Program describe both eligible recipients of contribution funding and eligible clients. The eligible recipients (often referred to as service providers) for settlement services include the following:
Eligible clients for settlement services are primarily permanent residents. However, they may also include some prospective immigrants and refugees who are highly likely to obtain permanent residency, but have not yet received their permanent resident visa. These include, for example, individuals who have been selected by CIC pending completion of medical, security and criminal verification requirements.
Expected results: The program’s ultimate outcomes are that:
Forecast Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
Planned Spending 2013–14 |
|
---|---|---|---|---|
Total grants | ||||
Total contributions | 648.8 | 611.8 | 605.8 | 605.8 |
Total other types of transfer payments | ||||
Total transfer payments | 648.8 | 611.8 | 605.8 | 605.8 |
Note: The Foreign Credentials Referral Office will undertake a summative evaluation in 2011–2012.
Summary of the three-year plan: As per the Policy on Transfer Payments, CIC is required each year to provide a three-year plan for its Transfer Payment Programs.
Strategic outcome: Newcomers and citizens participate to their full potential in fostering an integrated society
Program activity: Multiculturalism for Newcomers and All Canadians
Name of recipient: Global Centre for Pluralism (GCP)
Start date: 2006–2007—One-time Conditional Grant (Endowment)
End date: Perpetual
Description: The GCP is a not-for-profit organization, co-founded by the Aga Khan Development Network and the Government of Canada, which addresses a global gap in institutions that advocate pluralism as a foundation for new governance, peace and human development at the international level. The mission of the GCP is to promote pluralism as a fundamental human value and cornerstone of peace, stability and development. The Centre will pursue its mandate through four core functions:
Total Funding | Prior Years’ Funding | Planned Funding 2011–12 |
Planned Funding 2012–13 |
Planned Funding 2013–14 |
---|---|---|---|---|
$30 | $30 | — | — | — |
Summary of annual plans of recipient:
In 2011, the Centre’s newly appointed Board of Directors will conclude work initiated in 2010 based on the following five priorities:
Activate the Centre’s governance structure: The Board will establish its mandated standing committees—Executive, Audit and Investment—and appoint any outstanding officers of the corporation. The members will appoint the auditors.
Recruit the Centre’s inaugural executive team: A three-person executive team is proposed. The Secretary-General will lead the Centre; the Deputy Secretary will manage development of its programmatic and outreach capacities; and the Director of Finance and Administration will develop the Centre’s financial and administrative capacities, and oversee the building renovation.
Launch the rehabilitation of 330 Sussex Drive: The Board of Directors will confirm the architect selection; review progress toward the development of a stakeholder “precinct plan” for the river and street front of the property; and authorize the development of temporary office space to house the Centre.
Undertake program review and planning: The Board will review programming to date to prepare for systematic strategic planning with the Secretary-General.
Undertake outreach and communications planning: The Board will review outreach and communication needs.
URL of recipient site: www.pluralism.ca
Strategic outcome: Newcomers and citizens participate to their full potential in fostering an integrated society
Program activity: Multiculturalism for Newcomers and All Canadians
Name of recipient: Ukrainian Canadian Foundation of Taras Shevchenko
Start date: 2008–2009—One-time Conditional Grant
End date: Funding agreement governing endowment ends in May, 2023
Description: Recognizing the historical significance of First World War internment of “enemy aliens,” the Government of Canada provided a conditional grant of $10 million under the Community Historical Recognition Program (CHRP) to the Ukrainian Canadian Foundation of Taras Shevchenko (the Foundation) for the establishment and management of an endowment fund, known as the Canadian First World War Internment Recognition Fund (the Fund). Affected communities include Ukrainians, Poles, Italians, Bulgarians, Croatians, Turks, Serbians, Hungarians, Russians, Jews and Romanians. Through calls for proposals managed by the Foundation, applicants apply for financial support for activities that commemorate, acknowledge and educate Canadians about the experiences of communities affected by internment and the subsequent contributions of these communities to shaping Canada. The funding agreement will remain in effect for 15 years.
Total Funding | Prior Years’ Funding | Planned Funding 2011–12 |
Planned Funding 2012–13 |
Planned Funding 2013–14 |
---|---|---|---|---|
$10 | $10 | — | — | — |
* This funding was provided on a one-time basis when CHRP was managed by the Department of Canadian Heritage.
Summary of annual plans of recipient:
Recipient’s objectives:
The Fund is designated for the support of projects to commemorate and recognize the experiences of ethnocultural communities affected by the First World War internment. The Fund will help to bring closure to these communities and satisfy long-standing requests for appropriate recognition of their experiences.
Recipient’s performance expectations:
In 2011–2012, the Foundation will support research and educational projects and a poster contest for children, as well as, upon recommendations from the Endowment Council’s Artifacts Acquisition Committee, continue to acquire internee artifacts while working toward a permanent museum.
Link to recipient’s site: www.internmentcanada.ca
Tables 8.1 to 8.4 do not apply to Citizenship and Immigration Canada’s (CIC’s) activities so these tables are not presented here.
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020–2021, relative to fiscal year 2005–2006 |
17% | ||
Departmental GHG emissions in fiscal year 2005–2006, in kilotonnes of CO2 equivalent |
90 tonnes | ||
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent |
Fiscal year (FY) 2011–2012 | -1.8 tonnes | |
FY 2012–2013 | -1.8 tonnes | ||
FY 2013–2014 | -1.8 tonnes | ||
FY 2014–2015 | -1.8 tonnes | ||
FY 2015–2016 | -1.8 tonnes | ||
FY 2016–2017 | -1.8 tonnes | ||
FY 2017–2018 | -1.8 tonnes | ||
FY 2018–2019 | -1.8 tonnes | ||
FY 2019–2020 | -1.8 tonnes | ||
FY 2020–2021 | -1.8 tonnes | ||
Percent change in departmental GHG emissions from fiscal year 2005–2006 to the end of the given fiscal year. |
FY 2011–2012 | -2% | |
FY 2012–2013 | -2% | ||
FY 2013–2014 | -2% | ||
FY 2014–2015 | -2% | ||
FY 2015–2016 | -2% | ||
FY 2016–2017 | -2% | ||
FY 2017–2018 | -2% | ||
FY 2018–2019 | -2% | ||
FY 2019–2020 | -2% | ||
FY 2020–2021 | -2% |
Strategies / Comments
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Existence of implementation plan for the disposal of all departmentally generated EEE |
Yes | ||
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year |
Fiscal year (FY) 2011–2012 | 100% | |
FY 2012–2013 | |||
FY 2013–2014 |
Strategies / Comments
Printing Unit Reduction Target
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow |
FY 2011–2012 | 8:1 | |
FY 2012–2013 | 8:1 | ||
FY 2013–2014 | 8:1 |
Strategies / Comments
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope |
3,156 sheets/ employee in 2010–2011* | ||
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected |
FY 2011–2012 | -10% 2,840 sheets/employee |
|
FY 2012–2013 | -15% 2,683 sheets/employee |
||
FY 2013–2014 | -20% 2,525 sheets/employee |
* This baseline for 2010–2011 has been determined from paper purchases through the Public Works and Government Services Canada (PWGSC) standing offer for paper for the first quarter of fiscal year 2010–2011 (April, May and June of 2010). Therefore, it is a proxy for the entire fiscal year. In subsequent Reports on Plans and Priorities and Departmental Performance Reports, this baseline will be updated to include purchase data from the outstanding three quarters and therefore be more accurate. The following assumptions were made: 1) each package of paper has 500 sheets, and 2) Grand and Toy paper is representative of all paper purchases.
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Presence of a green meeting guide |
Yes |
Strategies / Comments
Utilize green consolidated procurement instruments for 95% of IT hardware purchases | ||
---|---|---|
Performance Measure | RPP | DPR |
Target Status | ||
[Enter Performance Measure (Using baseline data if available)] |
Not available | |
Progress against measure in the given fiscal year |
Strategies / Comments
Other Reporting Considerations:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
[Enter Performance Measure (Using baseline data if available)] |
Not available | |
Progress against measure in the given fiscal year |
Strategies / Comments
Other Reporting Considerations:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
[Enter Performance Measure (Using baseline data if available)] |
Not available | |
Progress against measure in the given fiscal year |
Strategies / Comments
Working with technical authorities to encourage planning through regular communication and reporting.
Training for select employees. As of April 1, 2011, 95% of materiel managers and procurement personnel (including all PG classified employees, as well as employees and managers identified as a procurement and/or materiel management functional specialist) will receive green procurement training through Canada School of Public Service (CSPS) course C215 or in-house equivalent. |
||
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Procurement specialists in place |
95% | |
Progress against measure in the given fiscal year |
Strategies / Comments
Employee performance evaluations for managers and functional heads of procurement and materiel management. As of April 1, 2012, environmental considerations will be incorporated into the performance evaluations of all functional heads of procurement and materiel management. | ||
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Procurement specialists in place |
100% | |
Progress against measure in the given fiscal year |
Strategies / Comments
Other Reporting Considerations:
Management processes and controls. As of April 1, 2013, management processes and controls relating to procurement will have incorporated environmental considerations. |
||
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
[Enter Performance Measure (Using baseline data if available)] |
||
Progress against measure in the given fiscal year |
Strategies / Comments
The mission, vision and values described in the Internal Audit Charter of Citizenship and Immigration Canada (CIC), together with the Treasury Board internal audit policy and directives, provide the fundamental framework for the audit planning process at CIC. CIC’s audit strategy is outlined in its risk-based audit plan, which forms the basis for audit activities within the Department.
Audits that are currently under way or planned for 2011–2012 include the following:
Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
---|---|---|---|
Audit of the Departmental Planning Process | Audit of Administrative Process | In Progress | Quarter 2 2011–2012 |
Audit of the Governance Framework over Federal Provincial Agreements | Audit of Administrative Process | Planned | Fiscal Year 2011–2012 |
Audit of the Adequacy of Departmental Systems Access Controls | Audit of IM/IT | Planned | Fiscal Year 2011–2012 |
Audit of the Governance Framework over Visa Application Centres (VACs) | Audit of Administrative Process | Planned | Fiscal Year 2011–2012 |
Audit of Contracting Performance | Audit of Functional Area | Planned | Fiscal Year 2011–2012 |
Audit of the Internal Control Framework over the Designated Medical Practitioners Network | Audit of Functional Area | Planned | Fiscal Year 2011–2012 |
Audit of Immigration Missions Abroad (New Delhi) | Mission Audit | Planned | Quarter 3 2011–2012 to Quarter 2 2012–2013 |
Audit of Immigration Missions Abroad (Manila) | Mission Audit | Planned | Fiscal Year 2011–2012 |
Audit of Inland Refugee Program Delivery — Intake | Program Audit | Planned | Quarter 3 2011–2012 to Quarter 1 2012–2013 |
Enhanced Follow-up on Recommendations Made as Part of Multiculturalism Program Review | Program Audit | Planned | Fiscal Year 2011–2012 |
Follow-up and Monitoring of Prior Year Audit Recommendations related to:
|
Other Audit-related Activities | Planned | Fiscal Year 2011–2012 |
_______________
1. In accordance with the Policy on Internal Audit and the Evaluation Policy, the department carries out audits and evaluations based on plans approved by the Departmental Audit Committee and the Departmental Evaluation Committee. The lists of planned projects included here are from the 2010–2011 approved multi-year audit and evaluation plan and are therefore subject to change as the 2011–2012 multi-year plans are finalized.
Citizenship and Immigration Canada (CIC) maintains an effective evaluation function to provide the Department with objective, timely and evidence-based information and conclusions on the results of programs, policies and initiatives, including conducting evaluations of the main grants and contributions programs. This list of planned evaluations is based on CIC’s multi-year departmental evaluation plan and is organized according to the CIC Program Activity Architecture (PAA).
Name of Evaluation | Program Activity | Status (as of March 31, 2010) | Expected Completion Date |
---|---|---|---|
Evaluation of the Ministerial Instructions | 1.1 – Permanent Economic Residents | In planning | 2011–2012 |
Evaluation of the Provincial Nominee Program | 1.1 – Permanent Economic Residents | In progress | 2011–2012 |
Evaluation of the Canadian Experience Class Program | 1.1 – Permanent Economic Residents | Planned | 2012–2013 |
Evaluation of the Business Immigration Program | 1.1 – Permanent Economic Residents | Planned | 2012–2013 |
Evaluation of the Temporary Foreign Worker Program (joint with Human Resources and Skills Development Canada—HRSDC) (includes Live-in Caregiver Program) |
1.2 – Temporary Economic Residents 1.1 – Permanent Economic Residents |
In progress | 2011–2012 |
Evaluation of Family Reunification—Spouses, Partners and Children | 2.1 – Family and Discretionary Immigration | In planning | 2011–2012 |
Evaluation of Family Reunification—Parents and Grandparents | 2.1 – Family and Discretionary Immigration | In planning | 2011–2012 |
Evaluation of the Private Sponsorship of Refugees Program | 2.2 – Refugee Protection | Planned | 2012–2013 |
Evaluation of the Foreign Credentials Referral Office | 3.1 – Settlement and Integration of Newcomers | In planning | 2011–2012 |
Evaluation of Settlement Program | 3.1 – Settlement and Integration of Newcomers | Planned | 2013–2014 |
Evaluation of Orientation Abroad activities (including Canadian Orientation Abroad [COA]) | 3.1 Settlement and Integration of Newcomers | In planning | 2011–2012 |
Evaluation of the Recruitment and Integration of French-speaking Immigrants to Francophone Minority Communities | 3.1 Settlement and Integration of Newcomers | In planning | 2011–2012 |
Evaluation of the Grant to Quebec | 3.1 Settlement and Integration of Newcomers | Planned | 2011–2012 |
Evaluation of Citizenship Awareness | 3.2 Citizenship for Newcomers and All Canadians | Planned | 2012–2013 |
Evaluation of Citizenship Acquisition, Confirmation and Revocation | 3.2 Citizenship for Newcomers and All Canadians | In planning | 2011–2012 |
Evaluation of the Historical Recognition Program | 3.3 Multiculturalism for Newcomers and All Canadians | In planning | 2011–2012 |
Evaluation of Health Screening | 4.1 Health Management | Planned | 2012–2013 |
Evaluation of the Interim Federal Health Program | 4.1 Health Management | Planned | 2012–2013 |
Evaluation of the Permanent Resident Cards Program | 4.2 Migration Control and Security Management | Planned | 2013–2014 |
Evaluation of Visitors Visa (including Visa Policy) | 4.2 Migration Control and Security Management | In planning | 2011–2012 |
Evaluation of Transit without Visa | 4.2 Migration Control and Security Management | Planned | 2012–2013 |
Evaluation of the Biometrics Initiative | 4.2 Migration Control and Security Management | Planned | 2013–2014 |
Evaluation of Migration Policy Development | 4.3 Canadian Influence in International Migration and Integration Agenda | Planned | 2012–2013 |
Evaluation of Canada’s Membership in the International Organization for Migration | 4.3 Canadian Influence in International Migration and Integration Agenda | Planned | 2013–2014 |
Evaluation of the Office of Conflict Resolution | 5 Internal Services | In planning | 2011–2012 |
Horizontal Initiatives | |||
Evaluation of the Roadmap for Canada’s Linguistic Duality 2008–2013 (Canadian Heritage lead) | Operating Fund/ Contribution | Planned | 2012–2013 |
___________________
1. In accordance with the Policy on Internal Audit and the Evaluation Policy, the department carries out audits and evaluations based on plans approved by the Departmental Audit Committee and the Departmental Evaluation Committee. The lists of planned projects included here are from the 2010–2011 approved multi-year audit and evaluation plan and are therefore subject to change as the 2011–2012 multi-year plans are finalized.
Program Activity | Forecast Revenue 2010—11 |
Planned Revenue 2011—12 |
Planned Revenue 2012—13 |
Planned Revenue 2013—14 |
---|---|---|---|---|
1.1 Permanent Economic Residents | ||||
Applications | 122.5 | 124.1 | 125.9 | 127.9 |
Right of Permanent Residence Fee | 63.5 | 67.0 | 70.6 | 74.4 |
Other | 2.0 | 2.0 | 2.1 | 2.2 |
Sub-total | 188.0 | 193.1 | 198.6 | 204.5 |
1.2 Temporary Economic Residents | ||||
Work Permit | 42.7 | 46.6 | 50.8 | 55.4 |
Study Permit | 24.8 | 26.9 | 29.2 | 31.7 |
Other | 0.6 | 0.6 | 0.7 | 0.8 |
Sub-total | 68.1 | 74.1 | 80.7 | 87.9 |
2.1 Family and Discretionary Immigration | ||||
Applications | 47.1 | 47.1 | 47.1 | 47.1 |
Right of Permanent Residence Fee | 24.5 | 25.4 | 26.4 | 27.4 |
Other | 0.8 | 0.8 | 0.8 | 0.8 |
Sub-total | 72.4 | 73.3 | 74.3 | 75.3 |
3.2 Citizenship for Newcomers and All Canadians | ||||
Right of Citizenship | 16.4 | 15.1 | 15.1 | 15.1 |
Citizenship Services | 25.2 | 23.5 | 23.5 | 23.5 |
Sub-total | 41.6 | 38.6 | 38.6 | 38.6 |
4.2 Migration Control and Security Management | ||||
Permanent Resident Card | 6.4 | 1.8 | 1.8 | 1.9 |
Visa / Extension of Visa | 98.3 | 101.2 | 104.2 | 107.3 |
Temporary Resident Permit | 2.1 | 2.1 | 2.1 | 2.1 |
Other | 0.9 | 0.9 | 0.9 | 1.0 |
Sub-total | 107.7 | 106.0 | 109.0 | 112.3 |
Internal Services | ||||
Access to Information / Other | 0.2 | 0.2 | 0.2 | 0.2 |
Sub-total | 0.2 | 0.2 | 0.2 | 0.2 |
Total Non-respendable Revenue | 478.0 | 485.3 | 501.4 | 518.8 |
Note 1: All revenue is deposited into the Consolidated Revenue Fund and is not available for respending by the Department. All service fees are set in recognition of the full Government of Canada cost of providing the service.
Note 2: CIC lists its fees on its website.
1. Description
The Global Case Management System (GCMS) is Citizenship and Immigration Canada’s (CIC’s) electronic business platform. It is integral to making the citizenship and immigration system more modern, efficient, flexible and responsive to Canada’s labour market. It is essential to improving citizenship and immigration services, maintaining program integrity and strengthening the security of Canada.
GCMS is helping CIC move toward an integrated and virtual business model. GCMS also lays the foundation to support future business improvements and innovation, such as the introduction of e-services and improved identity management through biometrics.
2. Project Phase
GCMS is currently in the project implementation phase. GCMS was granted preliminary project approval in 2001. In September 2004, it was successfully implemented for the Citizenship Program. The first version of GCMS is currently being used to process more than 200,000 applications each year for Canadian citizenship and proof of citizenship.
Based on the results of independent reviews, GCMS underwent a project assessment, and a revised go-forward plan was developed with a reduced scope. In August 2008, approval was granted to develop the next phase of GCMS, which focused on visa offices overseas where the majority of clients first seek CIC services.
An independent review completed in June 2009 confirmed that the project schedule is achievable, the technology is sound and the initiative is on track. In June 2010, the first visa office overseas began using GCMS Release 2. Once fully implemented in March 2011, GCMS will provide a single, integrated processing capability for all citizenship and overseas immigration applications.
3. Leading and Participating Departments and Agencies
Lead Department | Citizenship and Immigration Canada |
---|---|
Contracting Authority | Public Works and Government Services Canada |
Participating Departments | Canada Border Services Agency |
4. Prime and Major Subcontractor(s)
Prime Contractor | None (CIC is responsible for system integration.) |
---|---|
Major Subcontractor(s) | None (Various subcontractors are used.) |
5. Major Milestones
List of Major Milestones | Date |
---|---|
Funding approved for the GCMS project at the same time as CIC’s Treasury Board submission on the implementation of policy reforms and the new Immigration and Refugee Protection Act (IRPA). |
August 2000 |
Preliminary Project Approval and major Crown project designation granted to GCMS. |
March 2001 |
Effective Project Approval (EPA) granted to GCMS. |
January 2002 |
Request for proposal for the acquisition of a commercial, off-the-shelf software package for case management is posted for tender by Public Works and Government Services Canada. |
February 2002 |
Contract for the off-the-shelf software package for case management is awarded. |
March 2003 |
Amended EPA granted to GCMS to address the impact of procurement delays. |
October 2003 |
The first GCMS business component (Citizenship) is implemented. |
September 2004 |
A second amendment to the EPA granted to address the impact of cumulative slippage that includes critical new requirements in project scope and provides for an incremental deployment approach. |
September 2005 |
Completion of a System Under Development audit of the GCMS project. |
November 2005 |
A third amendment to the EPA granted to address a wording anomaly with regard to the Goods and Services Tax (GST). |
December 2006 |
Independent review indicates the need to assess project status and review options for completing GCMS objectives. |
December 2006 |
A fourth amendment to the EPA granted to undertake this assessment and to develop a revised go-forward plan. |
February 2007 |
A fifth amendment to the EPA granted, extending the time frame for completion of a substantive go-forward plan to late fiscal year 2007–2008. |
October 2007 |
Independent review validates project’s recovery plan and project team’s readiness to deliver. |
December 2007 |
A sixth amendment to the EPA granted with a reduced scope for the second release of GCMS. |
August 2008 |
Independent review confirms that technology is sound, project schedule is achievable and “success is within sight.” |
June 2009 |
Remainder of funding required to complete the project is released. |
September 2009 |
Deployment of new GCMS version to existing citizenship users. |
May 2010 |
GCMS deployment to first visa office overseas. |
June 2010 |
GCMS deployment to all visa offices overseas is complete. |
March 2011 |
6. Project Outcomes
’s is CIC’s secure electronic business platform that will integrate citizenship and immigration data worldwide. It will provide a secure and effective system for managing clients that will deliver improved program integrity, increased overall efficiency and better service delivery—all elements of the government agenda—in a complex and changing business environment. ’s will lay the foundation to support future business improvements and innovations such as the introduction of e-services and improved identity management through biometrics.
7. Progress Report and Explanations of Variances
In September 2009, the latest project status report was reviewed and the remainder of the funding required to complete the project.
Previously, in August 2008 approval was granted to extend the time required to complete the project to March 31, 2011, and increase the project’s total spending authority to $387 million (including GST). Consistent with recommendations from independent reviews conducted between December 2006 and December 2007, GCMS Release 2 is being developed with a reduced scope focused on visa offices overseas.
The GCMS project has faced considerable challenges, adding to the cost and time needed to complete the project, including:
The GCMS project is within its approved budgetary estimate of $387 million and is on schedule to deploy to all international missions by March 31, 2011. As of April 1, 2011, ’s will be CIC’s business platform and will be reviewed and enhanced on an ongoing basis, based on departmental priorities.
8. Industrial Benefits
This major Crown project does not directly benefit Canadian industry; it is a project to provide CIC with an automated, integrated case management tool to support its global business network and to provide enhanced end-to-end client services to support the delivery of CIC’s services.
1. Description
Today, the use of biometrics is expanding rapidly given its unique approach and its potential to identify an individual reliably. The introduction of biometric technology into the temporary resident stream screening process will enhance the screening of applicants in the temporary resident program, thereby fixing the client’s identity at the time of application for a visa or for a study or work permit, and allowing verification of that identity when the individual seeks entry at the border. As a result, Canada will better ensure the safety and security of Canadian society and reduce abuse of the immigration system by limiting opportunities for persons with Canadian criminal or deportation histories to use alternate identities to return to Canada. The project will also facilitate the processing of legitimate temporary workers, students and visitors. Many other countries, including such key migration countries as the United States, the United Kingdom, Australia and New Zealand, have either recently implemented or are planning to implement similar projects.
2. Project Phase
The Temporary Resident Biometrics Project is moving to its execution phase. During the planning phase, CIC, CBSA and the RCMP worked collaboratively to define the solution, as well as the approaches and plans for implementing the Temporary Resident Biometrics Project. A critical first step was the definition of a set of comprehensive business and supporting requirements agreed to by all partners in 2010. The technology RFP will be released and the contract awarded in 2011. Requirements will be used to design the business solution and how it will work (functional design), how technology will enable the solution (technical design), and how all the pieces fit and work together (supporting architectures).
Substantive plans and strategies for completing the project and managing the business change are expected to be finalized and approved by all partners, culminating 2010–2011 with a submission to obtain Effective Project Approval.
During the execution phase, expected to begin in 2011, the project will focus on developing, monitoring and controlling deliverables (as defined by the business requirements), while meeting schedule commitments.
3. Leading and Participating Departments and Agencies
Lead Department | CIC |
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Contracting Authority | PWGSC |
Participating Departments | CBSA and the RCMP |
4. Prime and Major Subcontractor(s)
Prime Contractor | None (Tendering in late 2010) |
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Major Subcontractor(s) |
Not applicable (N/A) |
5. Major Milestones
List of Major Milestones | Date |
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Request for Proposal (RFP) Tender |
2011 |
Deployment |
2013 |
Project Shutdown |
2013 |
6. Project Outcomes
Funding was included in Budget 2008 to enhance and strengthen identity management within the Temporary Resident Program, allowing overseas visa officers and border service officers at ports of entry (POEs) to make decisions based on accurate identity and immigration admissibility information, and permitting border service officers to verify applicants’ identity at Canada’s POEs. The following performance indicators underscore the benefits of the project:
Protect Canadians
between 2003 and 2007, 0.7 percent of refugee claimants had hits against the RCMP criminal fingerprint database. Based on the current volume of 1.2 million temporary applicants with the assumption of a similar pattern of hit results, it is estimated that fingerprint matching could detect 8,400 known criminals or potential security threats annually.
Reduced Abuse of Visa Program
Biometrics will allow the Government to detect and deter temporary applicants who use different identities, including previously refused visa/permit applicants. Fingerprint matching of refugee claimants between 2003 and 2007 found that 2.5 percent of them made repeat claims, likely under different identities. It is expected that the application of biometrics in the Temporary Resident Program will yield similar results.
Reduced Abuse of Refugee Program
Biometrics will make it possible to cross-reference visa/permit applicants against the refugee claimant database and vice-versa. Even within the limited scope of the field trial (October 2006 to April 2007), 12 cases out of 1,482 recorded entries into Canada were found between the visa and refugee streams—a rate of 0.8 percent. Under the auspices of the Five Country Conference, CIC, in partnership with CBSA and the RCMP, began sharing 3,000 fingerprint records per country per year under the High Value Data Sharing Protocol (Protocol) in September 2009. Canada is exchanging bilaterally with the United States, the United Kingdom, and Australia. This initiative covers refugee claimants as well as immigration enforcement cases. To date, the Protocol has yielded positive results, including potential interventions and warrant closures. To highlight some successes, as of May 31, 2010, Canada had a 43 percent match rate with the United States, a 4 percent match rate with the United Kingdom and a 0.1 percent match rate with Australia. Given these successes, development of future systematic biometric immigration information is being explored. This type of biometric matching could increase the quality of evidence available for decision makers at the Immigration and Refugee Board to establish the credibility of refugee claims.
Facilitate Removals
Biometrics will facilitate the removal of individuals who should not be in Canada by linking undocumented foreign nationals to the identity and place of origin stated on their visa application. Of the approximately 23,000 refugee claimants in 2006, 30 percent were without identity or travel documents. Biometrics will also detect previous deportees who apply for a Canadian visa under a different identity, thereby preventing them from returning to Canada.
Ensure Border Security
Biometric verification at the POE will allow CBSA officers to confirm that the individual arriving in Canada is the same one to whom CIC issued the visa/permit abroad. Currently, one of the key vulnerabilities is the inability to ensure that the visa/permit and the genuine holder remain together once the document is issued by CIC. It is this gap that resulted in 523 Canadian visas being used fraudulently by foreign nationals to travel to Canada in 2006. This includes altered and counterfeit visas as well as impostor fraud. The actual extent of the abuse is expected to be much higher than this figure suggests.
7. Progress Report and Explanations of Variances
In late 2007, CIC sought policy approval for the introduction of biometrics into the Temporary Resident Program, and funding to support this initiative was included in Budget 2008. In March 2009, CIC received preliminary approval for the implementation of the Biometrics Project. The Temporary Resident Biometrics Project is currently one year behind in the planning phase of the project; however, it is anticipated to recover some of this time during the execution phase, deploying by 2013.
8. Industrial Benefits
The Temporary Resident Biometrics Project will improve the safety and security of Canadian citizens. Immigration and the granting of Canadian citizenship are vital to the continued growth and prosperity of Canada. To support the Government of Canada outcomes of strong economic growth and a safe and secure world, a balance must be maintained between the desire to welcome newcomers to Canada and the obligation to protect the health, safety and security of Canadian society. Criminals, terrorists and other known inadmissible persons must not be allowed to enter or stay in Canada.
1. Description
Through implementation of the Balanced Refugee Reform Act, Canada is improving its asylum system with the aim of helping those truly in need and doing so much more quickly. The new legislation seeks to streamline the asylum system to ensure that Canada can continue to provide timely protection to those in need while deterring abuse of the system. All eligible asylum claimants will continue to receive a fair hearing based on their personal situation and will have avenues for appeal. The new measures include:
These new measures will continue to exceed Canada’s international and domestic legal obligations to asylum seekers.
2. Project Phase
The Refugee Reform Project is currently in the Project Implementation Phase. Citizenship and Immigration Canada (CIC), the Canada Border Services Agency (CBSA), the Royal Canadian Mounted Police (RCMP), the Canadian Security Intelligence Service (CSIS), the IRB and the Department of Justice are working collaboratively and have defined the requirements and plans for the project. Requirements have been used to guide the definition of the business solution to support the process. The project is focused on developing, monitoring and controlling deliverables while at the same time meeting schedule commitments. A project charter has been approved by all partners. The project management plan has been finalized.
3. Leading and Participating Departments and Agencies
Lead Department | CIC |
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Contracting Authority | None |
Participating Departments | IRB, CBSA, CSIS, RCMP and the federal Department of Justice |
4. Prime and Major Subcontractor(s)
Prime Contractor | None |
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Major Subcontractor(s) | None |
5. Major Milestones
Partner | List of Major Milestones | Date |
---|---|---|
CIC |
Balanced Refugee Reform Act Receives Royal Assent |
June 29, 2010 |
CIC |
Project Charter Approved |
September 30, 2010 |
CIC |
Schedule Baselined and Approved |
December 31, 2010 |
CIC |
Project Management Plan Approval |
December 31, 2010 |
CIC |
Performance Measurement Strategy to Treasury Board Secretariat |
March 31, 2011 |
CIC |
Complete Assessment of Backlog Reduction Strategy |
March 31, 2013 |
CIC |
Refugee Reform: Coming into Force (CIF) |
Late 2011 |
CIC |
Complete Comprehensive 3-Year Evaluation |
March 31, 2015 |
6. Project Outcomes
These changes will result in faster decisions and faster removals of failed asylum claimants. Resettlement of refugees from abroad will also be enhanced through increased resettlement of 500 government-assisted refugees and 2,000 privately sponsored refugees annually, and an increase to resettlement assistance funding.
7. Progress Report and Explanations of Variances
Funding of $550.9 million was allocated in Budget 2010 to implement the Balanced Refugee Reform Act and to meet the anticipated requirements from the bill receiving Royal Assent, including funding to implement the three-year backlog reduction strategy and the enhancements to the resettlement assistance program with an ongoing total of $85.4 million for CIC and partner departments.
Each department and agency’s funding falls within the funding envelope set out for the backlog reduction, new system and Resettlement Assistance Program.
8. Industrial Benefits
This new legislation will support the underlying principles of Canada’s asylum system: ensuring fairness, protecting genuine refugees and upholding Canada’s humanitarian tradition.