ARCHIVED - RPP 2007-2008
Immigration and Refugee Board of Canada

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Section 3: Supplementary Information

Organizational Information

Chairperson

The Chairperson is the IRB's Chief Executive Officer, senior decision-maker and spokesperson. Providing overall leadership and direction to the Board's three decision-making divisions, the Chairperson is responsible for creating and promoting a vision of the IRB that unifies all IRB personnel around the common purpose of making timely and just decisions on immigration and refugee matters.

In addition to the broad responsibility of the management of Governor-in-Council appointees, the Chairperson has a range of statutory powers at his disposal to provide assistance to decision-makers in order to enhance the quality, consistency and efficiency of decision-making. The Chairperson is accountable to Parliament and reports to it through the Minister of Citizenship and Immigration.

Executive Director

The Executive Director is the IRB's Chief Operating Officer and reports to the IRB Chairperson. The Executive Director is responsible for IRB operations and the administration of the Board's three decision-making divisions. The Executive Director is responsible for the complement of public servants, including those who provide direct support to decision-making activities at the IRB. This position is currently vacant.

Senior Management

Two Deputy Chairpersons (appointed by the Governor-in-Council) and one Director General (appointed under the Public Service Employment Act) oversee the decision-making in the three Divisions. Four Directors General and a Senior General Counsel (all appointed under the Public Service Employment Act) are responsible for the corporate management and services functions, operations of the IRB and legal services.

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Organization Chart

(Click on image to enlarge)

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Departmental Links to Government of Canada Outcomes

The table below presents information on how the IRB plans to spend its resources by decision-making program activities in the next fiscal year and on the IRB's links to Government of Canada outcome areas.

2007-2008
Strategic Outcome: To provide Canadians with well-reasoned decisions on immigration and refugee matters rendered efficiently, fairly and in accordance with the law.
	Budgetary ($ millions)
Program Activity	Operating	Gross Budgetary Expenditures	Net Budgetary Expenditures	Total Main Estimates	Total Planned Spending
Refugee Protection Program Activity
The Refugee Protection Program Activity contributes to the achievement of the Government of Canada's "A safe and secure world through international cooperation" outcome area.	85.5	85.5	85.5	85.5	85.5
Admissibility Hearings and Detention Program Activity
The Admissibility Hearings and Detention Reviews Program Activity contributes to the achievement of the Government of Canada's "Safe and secure communities" outcome area.	15.2	15.2	15.2	15.2	15.2
Immigration Appeal Program Activity
The Immigration Appeal Program Activity contributes to the achievement of the Government of Canada's "A vibrant Canadian culture and heritage" outcome area.	13.0	13.0	13.0	13.0	13.0
Total	113.7	113.7	113.7	113.7	113.7

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Table 1: Departmental Planned Spending and Full-Time Equivalents

This table shows the IRB's forecasted spending for 2006-2007, as well as the planned spending and full-time equivalents for the fiscal years 2007-2008, 2008-2009 and 2009-2010.

($ millions)	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Refugee Protection	86.8	85.5	85.4	85.4
Admissibility Hearings and Detention Reviews	15.3	15.2	15.2	15.2
Immigration Appeal	15.3	13.0	13.0	13.0
Budgetary Main Estimates (gross)	117.4	113.7	113.6	113.6
Less: Respendable revenue
Total Main Estimates	117.4	113.7	113.6	113.6
Adjustments:
Procurement Savings
1. Refugee Protection	(0.3)
2. Admissibility Hearings and Detention Reviews	(0.1)
3. Immigration Appeal	(0.1)
Supplementary Estimates
1. Operating budget carry forward	4.4
2. Compensation for collective agreements	1.0
Other
1. Employee Benefit Plan (EBP)	0.2
Total Adjustments	5.1
Total Planned Spending	122.5	113.7	113.6	113.6
Total Planned Spending	122.5	113.7	113.6	113.6
Plus: Cost of services received without charge	19.6	19.2	19.2	19.2
Net cost of Program	142.1	132.9	132.8	132.8
Full-Time Equivalents (FTEs)	1,050	1,025	1,025	1,025

The variance between the 2006-2007 Forecast Spending and Planned Spending in 2007-2008 and future years is a decrease of $8.8 million. This decrease is mainly due to:

• A decrease of $2.0 million due to the end of temporary funding relating to administrative measures in support of reforms to the Refugee Protection Program Activity;
• A decrease of $2.0 million due to the end of temporary funding relating to short-term pressures to reduce the inventory of family-class applications in the Immigration Appeal Program Activity;
• The operating budget carry forward provision for 2005-2006 of $4.4 million; and
• A decrease of $0.4 million to adjust the Employee Benefit Plan (EBP) factor from 19% to 18.5%.

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Table 2: Voted and Statutory Items Listed in Main Estimates

This table shows the way Parliament votes resources to the IRB, and essentially replicates the summary table listed in the Main Estimates. Resources are presented to Parliament in this format. Parliament approves the voted funding and the statutory information is provided for information purposes.

2007-2008
Voted or Statutory Items ($ millions)	Vote Wording	2007-2008 Main Estimates	2006-2007 Main Estimates
10	Program Expenditures	100.3	103.3
(S)	Contributions to employee benefit plans	13.4	14.1
Total Department		113.7	117.4

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Table 3: Services Received Without Charge

The table below presents information on the IRB's services received without charge from other government departments for the next fiscal year.

2007-2008
($ millions)
Accommodation provided by Public Works and Government Services Canada (PWGSC)	14.1
Contributions covering employers' share of employees' insurance premiums and expenditures paid by Treasury Board of Canada Secretariat (excluding revolving funds) Employer's contribution to employees' insured benefits plans and expenditures paid by TBS	5.1
2007-2008 Services received without charge	19.2

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Table 4: Resource Requirements by Organization and Decision-making Activity

This table shows how the IRB plans to spend its resources at the organization level and decision-making activities in the next fiscal year.

2007-2008 ($ millions)
Organization	Refugee Protection	Admissibility Hearings and Detention Reviews	Immigration Appeal	Total Planned Spending
Chairperson, Executive Director and Secretariat (including Governor-in-Council salaries)
	24.5	0.2	3.9	28.6
Refugee Protection Division
	1.2			1.2
Immigration Appeal Division
			0.8	0.8
Immigration Division
		4.1		4.1
Strategic Communications and Partnerships (including special purpose account for the translation of decisions)
	6.2	5.3	2.7	14.2
Human Resources and Professional Development
	3.2	0.5	0.4	4.1
Legal Services
	4.2	0.2	0.2	4.6
Corporate Planning and Services
	7.4	1.3	1.1	9.8
Operations (including regions)
	38.8	3.6	3.9	46.3
Total	85.5	15.2	13.0	113.7

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Table 5: Integrated Case Management System Project (ICMS) ^*

The national implementation of ICMS for the Refugee Protection Division (RPD) in 2007-2008 will support the IRB in its efforts to improve case preparation and management by streamlining and automating business processes, and by providing all IRB employees with access to a national repository of information required to support quality decision-making. ICMS will provide the IRB with the capacity to:

• Improve processing time
• Promote a consistency in decisions that will enhance the protection of refugees and the overall security of Canadians
• Increase security and integrity of the data
• Improve the current IT infrastructure

^*Although ICMS does not meet the Treasury Board Secretariat definition of a major project for reporting purposes, it represents a significant investment for the IRB.

Estimated Total Cost Effective Project Approval	Current Estimated Total Cost to March 31, 2007	Current Spending to March 31, 2006	Forecast Spending 2006-2007
($ millions)
40.0	39.8	33.0	6.8

Fiscal year 2006-2007 saw the delivery of the final release of ICMS Stage 1:

• Release 1 automated case screening and streaming activities
• Release 2 automated research processes
• Release 3 allowed for the submission of electronic Personal Information Forms (e-PIFs)
• Release 4 provided for end-to-end case processing in the RPD

ICMS will be implemented for the RPD on 1 April 2007. Throughout the first half of 2007-2008, the IRB will continue to focus on ensuring staff and decision-makers have the knowledge and skills to make effective use of the system. It will also be crucial to ensure that sufficient knowledge transfer and organizational capacity is achieved to support and maintain ICMS as the primary system of record for the RPD.

Plans	Expected Results
Stage 1
ICMS in production: National deployment of ICMS for the Refugee Protection Division (RPD)	National deployment of ICMS in April 2007; effective and gradual ramp-up and integration of the application as the primary case management and preparation tool for the RPD as claims are referred post 1 April 2007 Gradual decommissioning of STAR for the RPD within 12 to 18 months
Facilitate effective change management in preparation for the transition to ICMS through comprehensive training, communications, and change management plans	Timely delivery of ICMS training to equip public servants and GIC members with the knowledge and skills to use the system Targeted and effective communications, enabling the organization to prepare for and optimize the successful implementation of the system Obstacles and barriers to the successful implementation of ICMS are identified and addressed
Stage 2
Automate Immigration Appeal Division (IAD) processes	Building on Stage 1, development of the various ICMS elements required to provide actual appeal processing and scheduling for the IAD. (Under review pending business rationalization of IAD processes.)
Stage 3
Automate Immigration Division (ID) processes	Building on Stage 2, development of the various ICMS elements required to provide actual appeal processing and scheduling for the ID. (Under review pending business rationalization of ID processes.)

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Table 6: Internal Audits and Evaluations

The IRB has an Internal Audit and Evaluation function that supports the delivery of independent, objective and strategically focused audit and evaluation products. The findings and recommendations flowing from internal audits and evaluations are a primary source of evidence for both strategic and operational decision-making and broader assurance purposes. The following table provides a list of internal audit and evaluation reports for fiscal years 2007-2008 and 2008-2009. Since these reports are either in progress or in the planning stages, electronic links are not available at this time.

Name of Internal Audit and Evaluation	Audit and Evaluation Type	Status	Expected Completion Date
Audit of IRB contracting practices	Awarding and administrating contracts in the IRB	In progress	March 2007
Independent Verification and Validation of ICMS Functionality	Audit of ICMS functionality right after its roll-out in April 2007	Planned	December 2007
Business Continuity Planning (BCP)	Testing IRB's infrastructure to provide assurance that the BCP complies with TBS operational security standards	Planned	March 2008
Cyclical Compliance of Videoconferencing IRB Hearings and Streamlining Case Processing	Follow-up audit to ensure recommendations reflected in Action Plans emanating from a previous review and evaluation have been implemented	Planned	March 2008
Chairperson's Action Plan	Summative evaluation of a major initiative undertaken in 2003-2004 to reduce refugee backlog as part of the PSAT funds	Planned	March 2008
ICMS Summative Evaluation	Assess the extent to which ICMS produces the expected results and the lessons that can be drawn from the experience of developing an IT technology project in a specialized administrative tribunal	Planned	June-November 2008
Fast Track Policy Formative Evaluation	Assess the extent to which the Fast Track policy has produced the expected results and performance	Planned	March-June 2008
Stakeholder Liaison Formative Evaluation	Assess the extent to which the IRB maintains a high-quality relationship with external stakeholders	Planned	March-November 2008
Formative Evaluation of Employee Well-being	Assess the extent to which this initiative is producing the expected results and performance	Planned	March-November 2008
Formative Evaluation of IAD Innovation	Assess the extent to which innovation initiatives of the Immigration Appeal Division's processes are yielding expected results and performance	Planned	March-October 2009
Formative Evaluation of Values and Ethics Framework	Assess the extent to which the framework is yielding the expected results and performance	Planned	March-November 2009

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