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


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Section 4: Other Items of Interest

Corporate Management and Services Program Activity

The Corporate Management and Services program activity provides support to the three IRB decision-making program activities through a range of human resources, legal services, communications, strategic planning, audit and evaluation, risk management, values and ethics, financial services, information technology, and management activities. It also provides the IRB with efficient management processes and administrative services while promoting organizational effectiveness and implements government-wide management and improvement initiatives. The Corporate Management and Services program activity ensures that all corporate management services are integrated into the business of the IRB.

As noted in Section 1, the planned spending and FTEs for Corporate Management and Services are proportionally allocated to the three decision-making program activities.

Key Plans and Expected Results


In line with the strategic priorities set out for the organization, the Corporate Management and Services program activity will undertake the planned activities with the expected results outlined in the following table.

Program Activity: Corporate Management and Services
Plans and Expected Results for 2007-2008


Strategic Outcome: Provide Canadians with well-reasoned, timely decisions on immigration and refugee matters efficiently, fairly and in accordance with the law.
STRATEGIC PRIORITY 1
Consolidate the integration of the work of the Board's divisions to ensure quality, consistency and fairness in the efficient resolution of cases in a time of transition.
Plans Expected Results
Participate in and coordinate national and international events (including conferences) to showcase the IRB's integration efforts and position the IRB as a leader in the administrative justice community in Canada and in the refugee and immigration sector internationally
  • A well-integrated national and international conference participation coordination function that provides maximum strategic benefits for the IRB
  • The IRB maintains its strong international reputation on refugee determination and enhances its reputation in the Canadian administrative justice community
STRATEGIC PRIORITY 2
Continue to build an organization that strengthens its operational and leadership capacity, its diversity and its flexibility.
Plans Expected Results
Continue to build on the 2006-2007 Employment Equity (EE) initiatives with a two-year IRB EE strategy, supported by robust communications activities
  • A robust EE program that contributes to the recruitment, retention and career progress of IRB employees from the designated groups and ultimately contributes to a diverse workforce
  • A workforce that understands employment equity principles and why EE is important at the IRB
Continue to review the Official Languages (OL) program including policy, training and infrastructure
  • An OL program that contributes to a diverse, flexible and equitable organization while being responsive to the needs of the clientele
Continue the implementation of the People Management Strategy by focusing, namely, on the development of a wellness strategy and a talent management program
  • A wellness strategy that is well communicated, providing a healthier work environment that enhances the well-being of employees, and strengthens its operational and leadership capacity in this time of transition
  • A talent management program that encompasses leadership development as well as recruitment, retention and succession planning
STRATEGIC PRIORITY 3
Continue to improve adjudicative and case management strategies including the implementation of Stage 1 of the ICMS.
Plans Expected Results
Legal Services to develop a national reasons database
  • A national reasons database is being developed that supports the quality and consistency of decision-making in all three Divisions
Amend the IRB rules of practice
  • The IRB amends the rules of practice which involve the Department of Justice, CIC and CBSA
Finalize the transition of ICMS resources, tools, procedures and infrastructure to the IS Directorate to provide the necessary maintenance of ICMS applications
  • The necessary acquisition of support capacity, including the transfer of knowledge, for ICMS is achieved
  • All conditions stipulated in the TB Submission concerning ICMS are met
  • The ICMS application is functional and is supported as an integrated business management system
Facilitate effective change management in preparation for the transition to ICMS through comprehensive training, communications and change management plans
  • Employees understand the benefits of ICMS and their role in ensuring its successful implementation
  • 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
Provide ongoing maintenance and support to ICMS in production
  • The ICMS application is functional and is supported by the Operational Information Management and Information Systems Directorates
  • Sufficient knowledge transfer and organizational capacity is achieved to support and maintain ICMS as the primary system of record for the RPD
STRATEGIC PRIORITY 4
Implement a horizontal and fully integrated management plan that reflects the IRB's current reality.
Plans Expected Results
Planning and Accountability
Continue the implementation of the Management Resources and Results Structure (MRRS) Policy
  • Strategic Outcome and Performance Measurements Framework modified to reflect the IRB's progress and maturity as an administrative tribunal, which fully complies with the government-wide MRRS policy
The Risk Management Plan updated to reflect new strategic priorities, the Government Management Agenda and the implementation of the Legal Risk Management System
  • The risk management mitigation strategy and closure criteria are improved
  • Appropriate legal risk management measures are developed
Continue to comply with the new Internal Audit policy
  • Introduction of the second year of the new Audit Policy Suite (one external member to the AEC introduced, approval and adoption of the IRB Internal Audit Charter (Policy), adoption of the AEC Charter and audit training completed)
  • Introduction of the fundamental control framework within the IRB is initiated
Provide effective financial planning and budgeting using ABB, A-Base Reviews and other tools to support resourcing process within the IRB
  • Resource allocation decisions reflect workload trends and priorities throughout the IRB and funding allocation on a permanent basis for priority areas is initiated
  • Planning and budgeting process meets Expenditure Management Cycle of the government
  • Adjustment to the ABB models to reflect IAD Innovation, adjudicative support strategy and ICMS
Ensure ongoing implementation of integrated HR and business planning, including the development of additional planning tools
  • A comprehensive multi-year HR plan for the entire organization which includes Divisions, Branches and regional plans
  • Effective HR planning for GIC complement
Enhance the IRB IT Planning Framework to be in line with the IRB business plans
  • Three-year IT plan developed and integrated into the IRB business plan
  • Modernization of IT architecture and IT practices developed and implemented resulting in increased efficiencies for the IRB
People Management
Revise a Code of Conduct for members and public servants of the IRB
  • A Code of Conduct is approved and implemented for all members and public servants which is comprehensive and consistent with the Federal Accountability Act
Ensure ongoing implementation of Classification Reform
  • The IRB is in compliance with legislative requirements and has the appropriate tools and systems to continue supporting modernization and classification efforts for public servants and GICs
Develop policies on GIC terms and conditions of employment
  • Policies established on the GIC terms and conditions of employment
Review and update accountability profiles for GICs
  • Updated accountability profiles for GICs
Modernization of GIC resource planning to ensure that the IRB has the necessary complement of decision-makers
  • GIC resource planning incorporated into the IRB business planning cycles
Continue HR modernization implementation including Human Resources Planning and Informal Conflict Resolution to ensure compliance with legislative requirements, monitoring practices, exploring of opportunities under the
Public Service Employment Act and development of any necessary additional policies/tools
  • The IRB managers move further towards taking ownership as part of their overall management accountability
  • The IRB is in compliance with legislative requirements and has the appropriate tools and systems to continue supporting modernization
Financial Management
Begin the implementation of the CFO model
  • Draft outline of CFO model that reflects the requirements of the IRB
Implement formal financial monitoring function
  • Increased compliance with TBS/IRB Policies and Directives
Participate in TBS Renewal of Policies and Directives
  • Timely impact analysis of changes to TBS Policies and Directives on the IRB
  • Timely updates to the IRB Directives and Procedures
Security
Enhance the comprehensive security program and ensure a robust communications strategy
  • The Business Continuity Plan is maintained and the implementation of the Management Information Technology Security Action Plan continues
  • Introduction of a disaster recovery plan
  • Compliance with Government Security Policy
  • Employees are aware of what to do when faced with a security issue
Procurement and Asset Management
Implement a comprehensive procurement and asset management program
  • The IRB procurement and asset management program is improved and reflects the business needs of the IRB
  • Initial design of the IRB policies are aligned with federal government procurement and asset policies
  • Compliance with TBS/IRB Policies and Directives
  • Modernized contracting regime in place for interpreters
Information Management
Continue the implementation of the relevant elements of the Information Management action plan
  • The IRB makes significant progress in the area of Information Management
Information Systems
Support all systems and users (external and internal) effectively and in accordance with service standards
  • Support mechanisms are developed, enhancing the services and accessibility to National Call Centre (NCC) users
  • NCC services available to a wider audience
  • The IRB systems meet clients needs
Strategic Communications and Partnerships
Continue to strengthen outreach efforts and improve stakeholder and Parliamentary relations
  • The IRB's business is increasingly well understood by those who interact with the IRB
  • The IRB continues to work cooperatively with and to engage stakeholders
Introduce revamped external website
  • A revamped website that provides stakeholders and the general public with pertinent information on the IRB is phased in




IAD Innovation

In response to a growing inventory of immigration appeals, the IRB launched the IAD Innovation initiative in late 2005. The process entailed a comprehensive re-examination of how the IAD works, including a re-thinking of all the processes by which appeals are resolved.

Following extensive internal and external consultations, the Chairperson released the IAD Innovation Plan on March 21, 2006. The IAD Innovation Plan seeks to ensure that the IAD can continue to deliver justice simply, quickly and fairly, and in a manner that maximizes the opportunities for parties to resolve appeals within the shortest possible time.

The Plan contains 26 recommendations grouped under the themes of:

  • Earlier receipt of information from the parties
  • Resources, mechanisms and processes to support early resolution of appeals
  • Hearing readiness and increased efficiencies in hearing and post-hearing matters

Two teams have been formed to implement the recommendations of the Plan.

  • A case management team led by the public service to oversee the implementation of those recommendations that focus on establishing more streamlined and effective case management processes
  • A GIC-led adjudication strategy team to oversee the implementation of those recommendations that focus on fair, efficient hearings conducted by proactive tribunal members

Portfolio Work

Several of the recommendations put forward in the IAD Innovation Plan are dependent on changes being made to the way in which the Canada Border Services Agency (CBSA) and Citizenship and Immigration Canada (CIC) do business. As such, in September 2006, a portfolio working group was struck with representatives from CBSA, CIC and the IRB to begin addressing a number of recommendations put forward in the IAD Innovation Plan of March 2006.

To date, portfolio discussions have focused on ensuring the earlier receipt of the record of appeal at the Board, appropriate resourcing at CBSA to respond to the IRB's early informal resolution efforts, and the streamlining of the ID/IAD processes in which CBSA and the concerned person are able to agree on a joint recommendation on the removal order and IAD appeal.

The 2007-2008 plans and expected results associated with the IAD Innovation initiative are presented in Section 2.



Integration of Adjudicative Support

To respond more effectively to changes in the volumes of work, the IRB has taken two important measures which have had the effect of transforming the way we do our work. The first has been to thoroughly review how the work is done. With respect to refugee claims, the Chairperson's Action Plan produced significant results through a review of business processes. A similar exercise is underway in the Immigration Appeal Division, with the Innovation initiative. The second measure which the Board has taken has been to promote functional integration of the three Divisions, subject to legal and practical constraints. This has entailed training decision-makers to hear cases in more than one Division.

A major component of functional integration has been to expand the level of adjudicative support to the decision-making process across all three Divisions. The integration of adjudicative support is aimed at improving quality and consistency through effective pre-hearing preparation and resolution of cases, as well as enhancing efficiency by enabling decision-makers to focus on their adjudicative functions with the assurance that they are receiving the best available information to make their decisions. Finally, an integrated approach to tribunal support is consistent with the core values of flexibility and responsiveness to business needs that are key components of public service modernization.

As of 1 April 2007, a restructuring of public service support will ensure that the three Divisions are being supported effectively. The existing community of Refugee Protection Officers, Operations Service Managers, Quality Project Officers and Regional Program Analysts will be transformed through a competency-based assessment process into a community of Tribunal Officers serving all three Divisions. The Tribunal Officers will receive training in areas of immigration and refugee law to which they would not have been exposed in their current jobs. In addition to accessing employment at a higher classification level, existing staff may also see career advancement possibilities expand with new competencies in hand. The Board will benefit from new efficiencies that maximize flexibility. The new structure places special emphasis on quality control and enhanced management to assure that the highest quality support is provided to the Divisions, enhancing their productivity and the quality of their work.

Impact

The Board's accomplishment of its mandate to make well-reasoned decisions on immigration and refugee matters quickly, simply and fairly is facilitated by the availability of high-calibre adjudicative support. The integration of adjudicative support will contribute to the Board's capacity to resolve as many matters as possible without a hearing, to assure that all matters going to hearing are fully hearing-ready, and to assure that all decisions produced are of the highest quality.



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 websites to find out how the IRB tribunal processes its cases:

Related Information

UNHCR website: http://www.unhcr.ch/cgi-bin/texis/vtx/home

Contact us

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

National Headquarters

Immigration and Refugee Board
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

Fording Place
205-9th Ave. S.E., 9th Floor
Calgary, Alberta  T2G 0R3
Tel: (403) 292-6134  Fax: (403) 292-6131

The photographs that appear in this report originate from a number of sources, and include images of IRB locations, IRB employees working in offices, as well as photographs from public royalty-free image banks, so as not to infringe on the privacy of actual claimants or persons appearing before the Immigration and Refugee Board of Canada.