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2010-11
Report on Plans and Priorities
Citizenship and Immigration Canada
Supplementary Information (Tables)
Table of Contents
- Details on Transfer Payments Programs
- Up-Front Multi-Year Funding
- Green Procurement
- Upcoming Internal Audits and Evaluations over the next three fiscal years
- Sources of Respendable and Non-respendable Revenue
- Status Report on Transformational and Major Crown Projects
Details of Transfer Payment Programs
Strategic Outcome: Successful integration of newcomers into society and promotion of Canadian citizenship
Program Activity: Integration Program
Name of Transfer Payment Program: Settlement Program
Start date: May 15, 2008
End date: March 31, 2013
Description: The CIC 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:
- provincial, territorial or municipal governments;
- not-for-profit organizations including non-governmental organizations, non-profit corporations, community groups and umbrella organizations;
- businesses;
- educational institutions (including school boards, districts and divisions); and
- individuals.
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:
- newcomers are better able to find employment commensurate with their skills and experience;
- newcomers enjoy their rights and act on their responsibilities in Canadian society;
- Canadians provide a welcoming community to facilitate the full participation of newcomers into Canadian society; and
- newcomers contribute to the economic, social and cultural development needs of Canada.
| Forecast Spending 2009–2010 |
Planned Spending 2010–2011 |
Planned Spending 2011–2012 |
Planned Spending 2012–2013 |
|
|---|---|---|---|---|
| Total Grants | ||||
| Total Contributions | 651.7 | 654.8 | 664.8 | 664.8 |
| Total Other Types of Transfer Payments | ||||
| Total Transfer Payments | 651.7 | 654.8 | 664.8 | 664.8 |
Summary of the Three-year Plan can be found at www.cic.gc.ca/english/department/tpp/index.asp.
Strategic Outcome: Successful integration of newcomers into society and the promotion of Canadian citizenship
Program Activity: Integration Program
Name of Transfer Payment Program: Resettlement Assistance Program (RAP)
Start date: 1970s (under another name; RAP implemented 1998)
End date: September 30, 2011 (CIC will seek renewal of program terms and conditions when they expire)
Description: The RAP for government-assisted refugees 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.
Expected results: Refugees are able to live safely and independently.
NOTE: Citizenship and Immigration Canada is currently developing performance measures and performance indicators for monitoring and reporting.
| Forecast Spending 2009–2010 |
Planned Spending 2010–2011 |
Planned Spending 2011–2012 |
Planned Spending 2012–2013 |
|
|---|---|---|---|---|
| Total Grants | ||||
| Total Contributions | 48.5 | 44.6 | 44.6 | 44.6 |
| Total Other Types of Transfer Payments | ||||
| Total Transfer Payments | 48.5 | 44.6 | 44.6 | 44.6 |
Strategic Outcome: Successful integration of newcomers into society and the promotion of Canadian citizenship
Program Activity: Integration Program
Name of Transfer Payment Program: Subvention versée en vertu de l'Accord Canada–Québec/Canada–Quebec Accord Grant
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 at: www.cic.gc.ca/english/department/laws-policy/agreements/quebec/can-que.asp#annex_B.
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:
- the reception and integration services offered by Quebec correspond, when considered in their entirety, with those offered by Canada in the rest of the country; and
- those services are offered without discrimination to all permanent residents in the province, whether or not they have been selected by Quebec.
Expected results: The Government of Quebec is responsible for developing and publishing its own expected results related to immigration.
| Forecast Spending 2009–2010 |
Planned Spending 2010–2011 |
Planned Spending 2011–2012 |
Planned Spending 2012–2013 |
|
|---|---|---|---|---|
| Total Grants | 234.2 | 253.7 | 253.7 | 253.7 |
| Total Contributions | ||||
| Total Other Types of Transfer Payments | ||||
| Total Transfer Payments | 234.2 | 253.7 | 253.7 | 253.7 |
Strategic Outcome: Successful integration of newcomers into society and promotion of Canadian citizenship
Program Activity: Citizenship Program
Name of Transfer Payment Program: Community Historical Recognition Program (CHRP)
Start date: 2006–2007
End date: 2011–2012
Description: CHRP provides funding for eligible community-based projects that (i) commemorate and/or recognize the historical experiences of communities affected by federally legislated wartime measures and/or immigration restrictions or prohibitions that were applied in Canada, and (ii) promote their respective contributions. It aims to provide recognition for, and educate Canadians about, the historical experiences of these communities, and highlight their contributions to Canada.
Expected results:
- Historical experiences of affected communities are recognized.
- Information on the historical experiences of affected communities is available.
Planned Evaluation: A summative evaluation is planned for 2011–2012.
| Forecast Spending 2009–2010 |
Planned Spending 2010–2011 |
Planned Spending 2011–2012 |
Planned Spending 2012–2013 |
|
|---|---|---|---|---|
| Total Grants | 1.1 | 0.3 | 0.2 | 0 |
| Total Contributions | 9.9 | 5.9 | 5.1 | 0 |
| Total Other Types of Transfer Payments | ||||
| Total Transfer Payments | 11.0 | 6.2 | 5.3 | 0 |
Strategic Outcome: Successful integration of newcomers into society and promotion of Canadian citizenship
Program Activity: Citizenship Program
Name of Transfer Payment Program: Multiculturalism Program
Start date: 1982–1983
End date: 2009–2010 (Program terms and conditions to be renewed, starting in 2010–2011)
Description: The multiculturalism program is an important way the Government of Canada supports the Multiculturalism Policy. In 2010–2011, it is planned that funding provided under the terms and conditions of the program will address the following new program objectives: i) building an integrated socially cohesive society; ii) improving the responsiveness of institutions to the needs of a diverse population; and iii) actively engaging in discussions on multiculturalism and diversity at an international level.
The funding priorities for 2010–2011 are: i) supporting economic, social and cultural integration of new Canadians and cultural communities; ii) facilitating programs such as mentorship, volunteerism, leadership and civic education among at-risk youth; and iii) promoting intercultural understanding and Canadian values.
Expected results:
1. Program participants and the targeted public identified by the program gain knowledge, develop strategy, and take action toward increasing awareness of:
- Canadian history and institutions;
- Canadian values;
- cultural diversity; and
- the cultural, racial, ethnic and religious barriers to full participation in society and economy.
2. a) Targeted institutions have external and internal policies and practices that are reflective of a diverse society.
b) Increased reporting, and increased quality of reports, by federal institutions under the Canadian Multiculturalism Act.
3. a) Increased policy awareness in Canada regarding international approaches to diversity through Canada's active participation in international networks and activities on multiculturalism, diversity and integration policy, programming, or initiatives;
b) Increased implementation of international best practices to national multiculturalism policy, programming or initiatives.
Planned Audit: An audit is planned for 2010–2011.
Planned Evaluation: An evaluation is planned for 2011–2012.
| Forecast Spending 2009–2010 |
Planned Spending 2010–2011 |
Planned Spending 2011–2012 |
Planned Spending 2012–2013 |
|
|---|---|---|---|---|
| Total Grants | 7.3 | 3.0 | 3.0 | 3.0 |
| Total Contributions | 4.5 | 7.9 | 7.9 | 7.9 |
| Total Other Types of Transfer Payments | ||||
| Total Transfer Payments | 11.8 | 10.9 | 10.9 | 10.9 |
Up-Front Multi-Year Funding
Strategic outcome: Successful integration of newcomers into society and promotion of Canadian citizenship
Program activity: Citizenship Program
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: (1) sustaining an international policy dialogue on pluralism in governance, elections, judicial systems, media and education to help factions integrate in states at risk; (2) providing programs for academic and professional development; (3) fostering research and learning on pluralism; and (4) fostering and sharing the results of research and learning on pluralism. These activities will target primarily the developing world, offering a platform from which existing organizations and experts on pluralism in Canada can reach an international audience.
| Total Funding | Prior Years' Funding | Planned Funding 2010–2011 |
Planned Funding 2011–2012 |
Planned Funding 2012–2013 |
|---|---|---|---|---|
| $30 million* | $30 million* | Nil | Nil | Nil |
* This funding was provided on a one-time basis when the Multiculturalism Program was part of the Department of Canadian Heritage.
Summary of annual plans of recipient:
Recipient's objectives
When fully operational, the GCP will serve as a global repository and source for knowledge and know-how about fostering pluralistic values, policies and practices in a variety of settings. As specified in the funding agreement, the GCP will foster international policy dialogue; support academic and professional development; provide advisory services; and support research and learning.
Recipient's performance expectations
Action Priorities 2010
In 2010, the Centre's newly appointed Board of Directors will begin work 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.
- Program review and planning: The Board will review programming to date to prepare for systematic strategic planning with the Secretary-General.
- Outreach and communications planning: The Board will review outreach and communication needs.
Link to recipient's site: www.pluralism.ca
Strategic outcome: Successful integration of newcomers into society and promotion of Canadian citizenship
Program activity: Citizenship Program
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: In appreciation of the historical significance of the First World War internment, the Government of Canada provided a conditional grant of $10 million 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) for all affected communities. Through calls for proposals managed by the Foundation, applicants are invited to apply to the Fund for financial support for activities that commemorate, acknowledge and educate Canadians about the experiences of communities affected by the First World War internment in Canada, and the contributions of these communities to the shaping of this nation. The Fund was established under the Community Historical Recognition Program. A funding agreement to establish this endowment was signed in Toronto on May 9, 2008. The funding agreement will remain in effect for 15 years.
| Total Funding | Prior Years' Funding | Planned Funding 2010–2011 |
Planned Funding 2011–2012 |
Planned Funding 2012–2013 |
|---|---|---|---|---|
| $10 million* | $10 million* | Nil | Nil | Nil |
* This funding was provided on a one-time basis when the Multiculturalism Program was part of 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 their long-standing requests for appropriate measures of recognition for their experiences.
Recipient's performance expectations:
Due to the global economic situation, the value of the principal of the Fund decreased from its original level of $10 million. At March 31, 2009, the fund had decreased to $8.6 million. The Foundation's primary priority is to rebuild the Fund to its original level and, as such, any income generated will be used first to restore the principal. As a result, the Foundation does not expect to be in a position to fund new projects in the short term.
Link to recipient's site: www.internmentcanada.ca
Green Procurement
Part A: Green Procurement Capacity Building
Performance Measures for Part A:
1a. Number of procurement and materiel management staff with formal green procurement training (e.g., C215 or in-house tailored alternative) relative to total number of procurement and materiel management staff.
1b. Number of acquisition cardholders with formal green procurement training (e.g., C215 or in-house tailored alternative) relative to total number of acquisition cardholders.
2. Number of performance evaluations of managers and functional heads of procurement and materiel management that incorporate environmental considerations relative to total number of performance evaluations of managers and functional heads of procurement and materiel management.
3. Number of departmental procurement processes and controls that incorporate environmental considerations relative to total number of departmental procurement processes and controls that should address environmental considerations. Alternatively, departments can report on progress and plans to improve the integration of environmental considerations in management processes and controls relative to procurement.
| Activity | 2008–2009 Level as % |
2010–2011 Level as % |
Description/Comments |
|---|---|---|---|
| 1a. Training for Procurement and Materiel Management Staff | Data not available | 80% | The entire procurement team is in transition training as a prerequisite to obtaining contracting authority. Materiel managers and procurement personnel will attend green procurement training either through the Treasury Board Secretariat Professional Development and Certification Program for the Procurement, Materiel Management and Real Property Communities or through other federal government green procurement course offerings. The Personal Learning Plan will be a good indicator to track training data. |
| 1b. Training for Acquisition Cardholders | Data not available | 60% | The department will adjust current training to include training on green procurement to acquisition cardholders in 2010–2011. Common Services maintains a record of all cardholders, which provides a tracking mechanism. The Procurement and Contracting Client User Guide will be provided to all cardholders as part of their training. |
| 2. Performance Evaluations | Data not available | 80% | Performance evaluations will be prepared or amended accordingly. The established procedures for green procurement will be outlined in the procedures manual for procurement officers and the Procurement and Contracting Client User Guide will provide guidance to Citizenship and Immigration (CIC) clients. Results will be obtained when procurement officers apply their training and demonstrate a better understanding of the PWGSC Policy on Green Procurement. For more information on the policy, visit www.tpsgc-pwgsc.gc.ca/ecologisation-greening/achats-procurement/politique-policy-eng.html. |
| 3. Procurement Processes and Controls | Data not available | 60% | Policy and procedures have been developed that consider CIC's sustainable development strategy in the procurement process. They form part of the Procurement and Contracting Procedures Manual. Environmental considerations are integrated in the procurement process, particularly as it relates to green procurement contractual arrangements established by Public Works and Government Services Canada (PWGSC), which forms part of CIC's Procurement Policies. CIC's financial management system (SAP) will provide reporting data. |
Part B: Use of Green Consolidated Procurement Instruments
Performance Measures for Part B:
Dollar value of purchases against green consolidated procurement instruments (as designated by PWGSC) for a specified good or service relative to total dollar value of purchases for that good or service. Departments should include a minimum of two goods or services (e.g., information technology (IT) hardware, imaging devices, paper).
When a green consolidated procurement instrument (as designated by
PWGSC) is not used or is unavailable for the
specified good or service, this performance measure should be used: dollar value of purchases that incorporate environmental
considerations for a good or service relative to total dollar value of purchases for that good or service. Departments
should indicate when a green consolidated procurement instrument for a good or service (as designated by
PWGSC) is not used.
| Good/Sevice | 2008–2009 Level |
2010–2011 Target as % |
Description/Comments | |
|---|---|---|---|---|
| $ | % | |||
| Computer Hardware and Peripherals | 3.5 | 100% | 100% | The procurement policy and procedures to acquire goods and services use PWGSC consolidated procurement instruments. |
| Professional Services | 58.0 | 80% | 80% | Acquisitions Branch of PWGSC and the Green Procurement Team of the Procurement Renewal Office has the mandate to coordinate and support the implementation of the Policy on Green Procurement. CIC will apply the policy as presented and prescribed. |
Part C: Reduction Initiatives for Specific Goods
Performance Measure for Part C:
Total quantity of a consumable purchased (e.g., paper) or an asset owned/leased (e.g., printing devices) relative to total number of full-time employees (FTEs).
| Consumable/Asset | 2008–2009 Level as Ratio # per FTE |
2010–2011 Target |
Description/Comments |
|---|---|---|---|
| Network Printers | 1 per 6 FTEs | 1 per 10 FTEs | The PWGSC planning ratio for printers found in the Fit-Up Standards: Technical Reference Manual is one printer station per 10–15 employees. In addition, CIC provides one printer each per director general and administrative assistant and one per director or director's assistant. CIC applies this standard on all floors that are being optimized. Information Management Technologies Branch (IMTB) has advised that they will have a plan on a reduction of local printers in place in future (study in progress). IMTB monitors and tags assets for all CIC IT equipment. |
Internal Audits
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 2010–2011 include the following:
| Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
|---|---|---|---|
| Audit of Integration Program—Administration of Grants and Contributions | Program Audit | In Progress | Quarter 1 2010–2011 |
| Audit of Information System—iCAMS | Information Technology Audit | In Progress | Quarter 1 2010–2011 |
| Audit of Immigration Program in Missions Abroad—Port-au-Prince | Mission Audit | In Progress | Quarter 1 2010–2011 |
| Audit of Immigration Program in Missions Abroad—Kingston (Jamaica) | Mission Audit | In Progress | Quarter 1 2010–2011 |
| Audit of the CIC Memorandum of Understanding with Canada Border Services Agency | Audit of Agreement | In Progress | Quarter 1 2010–2011 |
| Audit of Inland Permanent Residence Applications | Program Audit | In Progress | Quarter 1 2010–2011 |
| Audit of Compliance with Travel and Hospitality Policies and Directives | Compliance Audit | In Progress | Quarter 1 2010–2011 |
| Audit of management control framework in place over Multiculturalism Program | Audit of Administrative Process | Planned | Fiscal Year 2010–2011 |
| Audit of Prairies and Northern Territories Region—Governance and Risk Management | Audit of Functional Area | Planned | Quarter 2 2010–2011 |
| Audit of Atlantic Region—Governance and Risk Management | Audit of Functional Area | Planned | Fiscal Year 2010–2011 |
| Audit of Information Management to Assess the Strength of the Management Control Framework | Audit of Administrative Process |
Planned | Fiscal Year 2010–2011 |
| Audit of Operational Management and Coordination—Governance | Audit of Functional Area | Planned | Fiscal Year 2010–2011 |
| Audit of International Region—Governance over Visa Application Centres | Audit of Functional Area | Planned | Fiscal Year 2011–2012 |
| Audit of Immigration Program in Regional Processing Centre Abroad | Mission Audit | Planned | Fiscal Year 2010–2011 |
| Audit of Staffing—Management to Assess Compliance with Policies and Legislation and the Management and Accountability Framework | Compliance Audit | Planned | Fiscal Year 2010–2011 |
| Audit of Financial Internal Control Framework | Audit of Administrative Process | Planned | Fiscal Year 2010–2011 |
| Audit of Pre-removal Risk Assessment to Assess Compliance of Processing with Legislation, Regulations and Policy | Compliance Audit | Planned | Fiscal Year 2010–2011 |
| Audit of the Case Processing Centre in Sydney | Audit of Functional Area | Planned | Fiscal Year 2010–2011 |
Follow-up and Monitoring of Prior Year Audit Recommendations related to:
|
Other Audit-related Activities | Planned | Fiscal Year 2010–2011 |
Evaluations
Citizenship and Immigration Canada 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.
| Name of Evaluation | Program Type | Status (as of March 31, 2010) | Expected Completion Date |
|---|---|---|---|
| Immigration Programs | |||
| Evaluation of Ministerial Instructions | Operating Fund | In planning | 2010–2011 |
| Evaluation of the Provincial Nominee Program | Operating Fund | In planning | 2010–2011 |
| Evaluation of the Business Immigration Program | Operating Fund | In planning | 2010–2011 |
| Evaluation of the Sponsorship Program—Parents and Grandparents | Operating Fund | Planned | 2011–2012 |
| Evaluation of the Sponsorship Program—Spouses, Partners and Children | Operating Fund | Planned | 2011–2012 |
| Evaluation of the Canadian Experience Class Program | Operating Fund | Planned | 2012–2013 |
| Temporary Resident Programs | |||
| Evaluation of the Temporary Foreign Worker Program (Joint with Human Resources and Skills Development Canada—HRSDC) | Operating Fund | In planning | 2010–2011 |
| Evaluation of the Biometrics Initiative | Operating Fund | Planned | 2012–2013 |
| Canada's Role in International Migration and Protection | |||
| Evaluation of the Migration Policy Development Program | Contribution | Planned | 2012–2013 |
| Refugee Programs | |||
| Evaluation of the Government-assisted Refugee Program and the Resettlement Assistance Program | Operating Fund/ Contribution |
In progress | 2010–2011 |
| Evaluation of the Private Sponsorship of Refugees Program | Operating Fund | Planned | 2012–2013 |
| Integration Programs | |||
| Evaluation of the Canada–Ontario Immigration Agreement Strategic Plan for Settlement and Language Training | Contribution | In progress | 2010–2011 |
| Evaluation of the Going to Canada Immigration Portal (Joint with HRSDC) | Contribution | In progress | 2010–2011 |
| Evaluation of the Enhanced Language Training Program | Contribution | In planning | 2010–2011 |
| Evaluation of the Recruitment and Integration of French-speaking Immigrants to Francophone Minority Communities Program | Contribution | Planned | 2011–2012 |
| Evaluation of Canadian Orientation Abroad | Contribution | Planned | 2011–2012 |
| Evaluation of the Foreign Credentials Referral Office | Contribution | Planned | 2012–2013 |
| Citizenship and Multiculturalism Programs | |||
| Evaluation of Nationally Standardized Data Collection Strategy on Hate-motivated Crime (Initiative under the Canada's Action Plan Against Racism) | Operating Fund | In progress | 2010–2011 |
| Evaluation of Canada's Action Plan Against Racism | Operating Fund/ Contribution | In progress | 2010–2011 |
| Evaluation of Multiculturalism Program | Contribution | Planned | 2011–2012 |
| Evaluation of the Community Historical Recognition Program | Operating Fund/ Contribution | Planned | 2011–2012 |
| Evaluation of Citizenship Grants, Searches and Proofs | Operating Fund | Planned | 2011–2012 |
| Evaluation of Citizenship Education and Promotion | Operating Fund | Planned | 2012–2013 |
| Other Programs | |||
| Evaluation of Canada's Visa Policy | Operating Fund | Planned | 2011–2012 |
| Evaluation of the Immigration Medical Examination | Operating Fund | Planned | 2011–2012 |
| Evaluation of the Public Service Health Overseas Program | Operating Fund | Planned | 2011–2012 |
| Evaluation of the Transfer Without Visa Policy | Operating Fund | Planned | 2012–2013 |
| Internal Programs and Services | |||
| Evaluation of the Office of Conflict Resolution | Operating Fund | Planned | 2011–2012 |
| Evaluation of Staffing Function | Operating Fund | Planned | 2012–2013 |
| Evaluation of Pay and Benefits Function | Operating Fund | Planned | 2012–2013 |
| Horizontal Initiatives | |||
| Evaluation of the 2010 Olympic and Paralympic Winter Games (Canadian Heritage Lead) | Operating Fund | In planning | 2010–2011 |
| Evaluation of Security for the 2010 Olympic and Paralympic Winter Games (Royal Canadian Mounted Police Lead) | Operating Fund | In planning | 2010–2011 |
| Evaluation of the Enhanced Driver's Licence Program (Canada Border Services Agency Lead) | Operating Fund | In planning | 2010–2011 |
| Alberta Temporary Foreign Worker Advisory Office (Canada–Alberta Temporary Worker Working Group Lead) | Operating Fund | In planning | 2010–2011 |
| Evaluation of the Roadmap for Canada's Linguistic Duality 2008–2013 | Operating Fund/ Contribution | Planned | 2012–2013 |
Sources of Non-respendable Revenue
($ millions)
| Program Activity | Forecast Revenue 2009–2010 |
Planned Revenue 2010–2011 |
Planned Revenue 2011–2012 |
Planned Revenue 2012–2013 |
|---|---|---|---|---|
| Immigration Program | ||||
| Applications | 179.0 | 184.9 | 185.6 | 186.4 |
| Right of Permanent Residence | 92.2 | 99.1 | 106.6 | 114.6 |
| Permanent Resident Card | 12.9 | 1.7 | 1.8 | 1.8 |
| Other | 2.9 | 2.8 | 3.0 | 3.3 |
| Sub-total | 287.0 | 288.5 | 297.0 | 306.1 |
| Temporary Resident Program | ||||
| Visa / Extension of Visa | 91.9 | 96.4 | 99.3 | 102.4 |
| Work Permit | 42.7 | 60.7 | 66.1 | 72.2 |
| Study Permit | 20.4 | 22.2 | 24.1 | 26.1 |
| Temporary Resident Permit | 2.6 | 2.9 | 3.2 | 3.5 |
| Other | 1.3 | 1.4 | 1.6 | 1.8 |
| Sub-total | 158.9 | 183.6 | 194.3 | 206.0 |
| Citizenship Program | ||||
| Right of Citizenship | 16.7 | 13.9 | 12.7 | 11.7 |
| Citizenship Services | 25.4 | 21.7 | 20.3 | 19.0 |
| Sub-total | 42.1 | 35.6 | 33.0 | 30.7 |
| 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 (See Notes 1 and 2) |
488.2 | 507.9 | 524.5 | 543.0 |
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 – A listing of Citizenship and Immigration Canada fees can be found at www.cic.gc.ca/english/information/fees/index.asp.
Status Report on Major Crown Projects
Global Case Management System
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 increasingly centralized, integrated and virtual business model. It enhances CIC's reporting capability to assist in detecting fraud. GCMS also lays the foundation to support future business improvements and innovation, such as the introduction of e-services, improved identity management through biometrics and paperless case processing.
2. Project Phases
GCMS was granted preliminary project approval by Treasury Board 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.
As a result of independent reviews, GCMS underwent a project assessment, and a revised go-forward plan was developed with a reduced scope. In August 2008, Treasury Board granted approval 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 will begin using the 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 Contractor
| Prime Contractor | None (CIC is responsible for system integration.) |
|---|
5. Major Milestones
| Major Milestone | Date |
|---|---|
| Treasury Board approves funding 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 |
| Treasury Board grants Preliminary Project Approval and major Crown project designation to GCMS. | March 2001 |
| Treasury Board grants Effective Project Approval (EPA) 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 |
| Treasury Board grants amended EPA to GCMS to address the impact of procurement delays. | October 2003 |
| The first GCMS business component (Citizenship) is implemented. | September 2004 |
| Treasury Board grants a second amendment to the EPA 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 |
| Treasury Board grants a third amendment to the EPA to address a wording anomaly with regard to the GST. | December 2006 |
| Independent review indicates the need to assess project status and review options for completing GCMS objectives. | December 2006 |
| Treasury Board grants a fourth amendment to the EPA to undertake this assessment and to develop a revised go-forward plan. | February 2007 |
| Treasury Board grants a fifth amendment to the EPA, extending the time frame for completion of a substantive go-forward plan to late fiscal 2007–2008. | October 2007 |
| Independent review validates project's recovery plan and project team's readiness to deliver. | December 2007 |
| Treasury Board grants a sixth amendment to the EPA with a reduced scope for the second release of GCMS. | August 2008 |
| Independent review confirms that technology is sound, project schedule is achievable and that "success is within sight." | June 2009 |
| Treasury Board releases remainder of funding required to complete the project. | 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. Progress Report and Explanations of Variances
The GCMS project is within its approved budgetary estimate of $387 million and is on schedule to deploy GCMS Release 2 to its first international mission in June 2010.
In September 2009, Treasury Board reviewed the latest project status report and released the remainder of the funding required to complete the project.
Previously, in August 2008, Treasury Board granted approval to extend the time required to complete the project to March 31, 2011, and increased 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:
- an overly ambitious scope with no initial phased delivery;
- a change of government direction to commercial off-the-shelf software;
- splitting of immigration with the creation of the Canada Border Services Agency (CBSA);
- amendments to the IRPA, representing a major change in the administration of the immigration system; and
- a need to respond to increased security risks, while respecting privacy.
Temporary Resident Biometrics Project
1. Description
CIC and CBSA are jointly responsible for the delivery of Canada's immigration program. In accordance with IRPA, CIC and CBSA work together to manage the movement of clients across and within Canada's borders. Under the Customs Act, all people and goods entering Canada must report to CBSA at a port of entry. Among the issues addressed by CBSA are illegal migration, preventing the admission into Canada of persons involved in war crimes or crimes against humanity, and detention and removal from Canada of inadmissible persons.
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 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 Phases
The Temporary Resident Biometrics Project is currently in its planning/definition phase and will begin the implementation phase in late 2011. During the planning/definition phase, CIC, CBSA and the Royal Canadian Mounted Police (RCMP) are working collaboratively to define the solution, as well as the approaches and plans for implementing the Temporary Resident Biometrics Project. A critical first step is the clear definition of a set of comprehensive business and supporting infrastructure requirements agreed to by all partners. Requirements will then be used to define 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 will be finalized and approved by all partners, culminating in a submission to obtain EPA.
During the implementation phase, 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
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. Following the budget announcement, a Biometrics Project Office was established in CIC as the lead organization for managing this investment. The project will be developed and implemented with the active participation of three primary federal government departments and agencies: CIC, CBSA and the RCMP.
| Lead Department | Citizenship and Immigration Canada |
|---|---|
| Contracting Authority | Public Works and Government Services Canada |
| Participating Departments | CBSA and the RCMP |
4. Prime and Major Subcontractor(s)
| Prime Contractor | None (Tendering in late 2010) |
|---|
5. Major Milestones
| List of Major Milestones | Date |
|---|---|
| Effective Project Approval | 2010 |
| Request for Proposal (RFP) Tender | 2010 |
| Deployment | 2011-2013 |
| Project Shutdown | 2013 |
6. Progress Report and Explanations of Variances
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 to make decisions based on accurate identity and immigration admissibility information, and permitting border service officers to verify applicants' identity at Canada's ports of entry.
An independent review concluded that the project is a solid initiative with a good approach, has clear objectives that are important and measurable, is highly aligned with the core mandates of the three partner agencies, is well defined, and does not have challenges associated with other projects.
7. Industrial Benefits
This major Crown project does not directly benefit Canadian industry; it is a project to improve the safety 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.