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Minister’s Message

I am pleased to present the 2012–2013 Report on Plans and Priorities for Citizenship and Immigration Canada (CIC).

In an uncertain global economy, the Government of Canada is committed to helping Canadian businesses and families achieve a sustainable and prosperous economic recovery. As part of that commitment, the government will make changes to Canada’s immigration program that will support our country’s economic recovery.

In the coming year, the government will make our economic immigration system more streamlined and efficient, and improve its selection of economic immigrants, while continuing to uphold Canada’s long tradition of humanitarian and family immigration. Specifically, CIC aims to make our immigration system more flexible, so that it can reflect changing labour-market realities and adapt to Canada’s evolving economic needs.

Altogether, we anticipate welcoming about 157,000 immigrants under our various economic programs, of which an estimated 65,000 would be primary economic immigrants and around 92,000 would be family members accompanying the primary immigrant. As a result, immigrants under economic programs represent almost 62 percent of all projected admissions for the year.

Within this overall economic immigration program, we expect to welcome 55,000 to 57,000 in the federal skilled worker category to Canada in 2012 (about 22,000 principal applicants and roughly 35,000 family members). Although performance of federal skilled workers has improved as a result of changes we have made in the last six years, including focusing on specific in-demand professions and applicants with pre-arranged job offers, the system needs further improvements. Building on hard data gathered by CIC, we will modernize our points system for federal skilled workers to place more emphasis on younger workers, on workers with stronger official language proficiency, and on Canadian labour market experience, among other criteria that our experience shows best predict success for newcomers to Canada.

We will also propose improvements to the Canadian Experience Class to make it more responsive to labour market needs, develop options for a new federal skilled trades stream to address acute regional labour market needs, and look at ways to develop focused immigration streams to address specific economic needs that are not adequately addressed by existing programs.

We also expect to welcome 42,000 to 45,000 economic immigrants through the Provincial Nominee Program (PNP). The results of the first comprehensive study of the PNP show that, overall, it has been successful, and that immigrants in the PNP perform better economically than those in the Federal Skilled Worker Program in the first five years they are in Canada. However, the study also identified problems, particularly with provinces and territories using PNP allocations for immigrants who are not filling immediate labour market shortages. Accordingly, CIC will work with provinces and territories to eliminate non-labour-market-driven PNP streams. We will also be introducing minimum language requirements for PNP participants, to encourage better social integration and to ensure that they have the skills needed to adapt to changing work conditions.

Overall, we will continue to modernize and improve the efficiency of our operations. A key area of focus will continue to be the reduction of backlogs that lead to long wait times and make it more difficult to implement needed improvements.

One important example of this is our new Action Plan for Faster Family Reunification. By the end of 2013, this plan will reduce the backlog of parents and grandparents by 50 per cent and significantly speed up the process of reuniting family members in Canada. In the meantime, the new “super visa” enables parents and grandparents to more easily make extended visits of up to two years with their Canadian family members. Also as part of the Action Plan, this year Canada will admit the highest level of sponsored parents and grandparents to Canada in almost 20 years.

We will also prepare to collect biometric information from certain visa applicants as part of our Temporary Resident Program. Actual collection of biometric information will begin in 2013. The use of biometrics in this process helps improve the integrity of our immigration system, brings Canada in line with most other developed countries, and represents a historic development in security screening.

The Government will continue to embrace Canada’s international treaty obligations and Canada’s humanitarian traditions. Once implemented, additional refugee reforms tabled in February 2012 as part of the Protecting Canada’s Immigration System Act will build on the reforms passed in the Balanced Refugee Reform Act and ensure that those refugee claimants who need our help will get it even faster, while those who abuse the system will be sent home more quickly. We will also toughen penalties against those individuals involved in international human smuggling.

Our Settlement Program helps new residents maximize their potential and integrate into the economic, social, and civic life of the country as smoothly as possible. We will undertake a review of this program with an eye toward strengthening our settlement processes. We will also continue to work with other levels of government, and with the community organizations that deliver front-line settlement services, in order to make the program more efficient, more uniform and better coordinated.

Protecting and strengthening the value of Canadian citizenship remains an important priority for the Government. We will continue our efforts to crack down on citizenship fraud, to look for ways to improve the integrity of the Citizenship Program, to streamline case processing, and to ensure that the Citizenship Act reflects the true worth of Canadian citizenship. We will strengthen language assessment of citizenship applicants to ensure that new citizens have the language skills necessary for successful integration into Canadian society. Building on the introduction of a new citizenship certificate, CIC will work with our partners to further extend electronic validation of citizenship status. Finally, a number of special citizenship ceremonies will take place throughout 2012 to mark the Diamond Jubilee of Her Majesty Queen Elizabeth II as Queen of Canada.

Through our Multiculturalism Program, we will continue to work with our partners to promote integration and to address unjust racial and religious discrimination, including anti-Semitism. Through our Inter-Action program, we will help fund programs that promote inter-cultural understanding and harmony. Canada will also assume the Chair of the Task Force for International Cooperation on Holocaust Education, Remembrance and Research in 2013.

As Minister of Citizenship, Immigration and Multiculturalism, I am confident that our plans over the coming months will help the economy continue to recover and grow, and will make for a stronger and more socially cohesive Canada.

I would like to thank all of the staff at CIC for their hard work and dedication to excellence in planning and implementing Canada’s citizenship, immigration and multiculturalism programs.

 

The Honourable Jason Kenney, PC, MP
Minister of Citizenship, Immigration and Multiculturalism



Section I: Organizational Overview

Raison d’être

In the first years after Confederation, Canada’s leaders had a powerful vision: to connect Canada by rail and make the West the world’s breadbasket as a foundation for the country’s economic prosperity. This vision meant quickly populating the Prairies, leading the Government of Canada to establish its first national immigration policies. Immigrants have been a driving force in Canada’s nationhood and its economic prosperity—as farmers settling lands, as workers in factories fuelling industrial growth, as entrepreneurs and as innovators helping Canada to compete in the global, knowledge-based economy.

Responsibilities

Citizenship and Immigration Canada (CIC) selects foreign nationals as permanent and temporary residents and offers Canada’s protection to refugees. The Department develops Canada’s admissibility policy, which sets the conditions for entering and remaining in Canada; it also conducts, in collaboration with its partners, the screening of potential permanent and temporary residents to protect the health, safety and security of Canadians. Fundamentally, the Department builds a stronger Canada by helping immigrants and refugees settle and fully integrate into Canadian society and the economy, and by encouraging and facilitating Canadian citizenship. To achieve this, CIC operates 46 in-Canada points of service and 83 points of service in 70 countries.

CIC’s broad mandate is partly derived from the Department of Citizenship and Immigration Act. The Minister for Citizenship and Immigration Canada is responsible for the Citizenship Act of 1977 and shares responsibility with the Minister of Public Safety for the Immigration and Refugee Protection Act (IRPA), which came into force following major legislative reform in 2002. CIC and the Canada Border Services Agency (CBSA) support their respective ministers in the administration and enforcement of IRPA. These organizations work collaboratively to achieve and balance the objectives of the immigration and refugee programs.

In October 2008, responsibility for administration of the Canadian Multiculturalism Act was transferred to CIC from the Department of Canadian Heritage. Under the Act, CIC promotes the integration of individuals and communities into all aspects of Canadian society and helps to build a stronger, more cohesive society. Jurisdiction over immigration is a shared responsibility between the federal and the provincial and territorial governments under section 95 of the Constitution Act, 1867.

Strategic Outcome(s) and Program Activity Architecture

Figure 1

Citizenship and Immigration's Program Activity Architecture

[text version]

Organizational Priorities

Priority Type[i] Strategic Outcomes
Improving/modernizing client service Ongoing SO 1, 2, 3, 4—Enabling
Status

Why is this a priority?

Under an ambitious modernization agenda, CIC continues to significantly transform service delivery across its network, making services more accessible and expedient for clients while ensuring program integrity.

Plans for meeting the priority

The Department plans to build on 2011–2012 client service modernization results—the introduction of client service standards; the successful expansion of web-based tools allowing clients to better self-serve; and the findings of pilot initiatives aiming to make the most of CIC’s existing processing capacity. For example:

  • CIC will develop and implement a client feedback mechanism based on the 2011 Service Satisfaction Survey results.
  • CIC aims to further expand electronic services to allow clients to apply and self-serve on-line. By summer 2012, the Global Case Management System will be fully established across CIC’s networks, enabling better program delivery worldwide. The Department plans to deploy e-Application or 2D barcoded forms for all major lines of business (2D barcodes can hold more information than regular barcodes). CIC is also planning to introduce technologies in 2012–2013 to allow clients to upload supporting documents and pay fees on-line. The Department will reduce its backlog and ensure better use of its resources through optimizing how and where work is allocated across CIC’s network.
  • CIC is replacing its existing visa application centre (VAC) service arrangements with a new Global VAC Network starting in 2013, which will provide a standardized approach to visa services that will increase access for applicants, improve security and management accountability, as well as provide a foundation for biometric implementation.

In November 2011, CIC launched the Action Plan for Faster Family Reunification to help reduce the backlog of parent and grandparent applications and more quickly reunite families. As part of the action plan, CIC streamlined the processing of parent and grandparent applications by increasing their admissions by 60% in 2012, imposing a temporary pause of up to 24 months on new sponsorship applications and introducing a new 10-year multiple-entry “super visa” that will allow parents and grandparents who meet certain criteria to visit their children in Canada for a period of up to two years without the need to renew their authorized period of stay. Action plan measures being implemented during 2012–2013 include:

  • monitoring implementation and take-up of the new multiple-entry super visa over the coming year; and
  • consulting stakeholders on how to redesign the program to avoid future backlogs.

Under its Program Integrity Framework, CIC will continue to integrate risk management, quality assurance, and fraud deterrence and detection into its daily operations to strengthen the integrity of application processing and decision making. Working with enforcement partners, CIC will ensure that individuals attempting to obtain citizenship fraudulently will not be granted citizenship. CIC will pursue revocation in those cases where citizenship has already been granted to an undeserving person. At time of writing, CIC had initiated the process to revoke the citizenship of up to 2,100 citizens who obtained it fraudulently.

CIC will introduce additional service standards for CIC’s business lines, with full implementation across all lines of business scheduled for 2013–2014.


Priority Type Strategic Outcomes
Emphasizing people management Ongoing SO 1, 2, 3, 4—Enabling
Status

Why is this a priority?

Creating and maintaining a work force with the right competencies and that is adaptable, effective, productive and engaged in creating a modern, efficient and effective work environment is important. Effective people management is founded on strong leadership and commitment to the creation of a high-quality work force and workplace.

Plans for meeting the priority

To support this priority, CIC will identify and develop leaders and managers who embody a high standard of values and ethics and who can inspire employees to excellence, innovation and higher levels of productivity.



Priority Type Strategic Outcomes
Promoting management accountability and excellence Ongoing SO 1, 2, 3, 4—Enabling
Status

Why is this a priority?

Strong management practices, oversight and accountability, strengthened compliance and monitoring, simplified internal rules and procedures, and improved internal services will enable the Department to effectively manage its resources (financial, human, information and accommodation) to achieve its priorities and to emerge as a stronger, higher-performing institution that is nimble, connected, engaged and ready to face new challenges.

Plans for meeting the priority

CIC will strengthen the Department’s management practices and corporate infrastructure by:

  • continuing to implement its internal service agenda to improve productivity, efficiency and effectiveness of operations and service delivery, and to transform business practices while identifying savings;
  • reviewing its internal service standards with the aim of providing employees with a framework of accountability and transparency;
  • developing feedback mechanisms for employees to ensure that internal services meet their needs;
  • pursuing Public Service Renewal through a human resources excellence agenda focused on renewing the workplace, the work force and employee engagement;
  • improving the productivity, efficiency and effectiveness of operations and service delivery, transforming business practices, and identifying savings; and
  • providing employees with access to the information, tools and support they need to go through changes impacting them and assisting managers to be prepared to implement the changes and preparing them to lead in a transformed environment.


Priority Type Strategic Outcomes
Renewing a strategic focus on departmental outcomes Previously committed to SO 1, 2, 3, 4—Enabling
Status

Why is this a priority?

The 2012–2013 Report on Plans Priorities marks the second year that CIC reports against its new Program Activity Architecture (see Figure 1) and Performance Measurement Framework, which came into force on April 1, 2011.

Plans for meeting the priority

CIC will continue to identify challenges and propose strategic policy directions arising from emerging trends in immigration, refugee protection, integration, citizenship and multiculturalism, and from the evolving international and domestic context. As outlined in CIC’s 2010–2015 Strategic Plan, the Department will strengthen the alignment of all program, policy, evaluation, research, operational and management activities to support its goals, and will continue to align programs, corporate support and other resources to achieve the strategic outcomes in the new Program Activity Architecture.



Priority Type Strategic Outcomes
Strengthening performance management Previously committed to SO 1, 2, 3, 4—Enabling
Status

Why is this a priority?

Clearly articulated program objectives and relevant measurable performance indicators allow CIC to demonstrate the impacts of programs. Implementing a new reporting framework and building a results-based management culture will position the Department to achieve its strategic outcomes through increased program management oversight and more effective sharing of performance information. It will also enable the Department to make timely program adjustments as necessary, based on performance results and identified trends.

Plans for meeting the priority

As CIC continues to implement its new Program Activity Architecture and Performance Measurement Framework, coordination across the Department will remain key to entrenching an outcomes-based approach across the Department. A cornerstone of this effort is building capacity for systematic data collection and program monitoring. The result of a preliminary data collection is guiding the revision of CIC’s Performance Measurement Framework in 2012–2013, which is expected to come into force in 2013–2014, to address a number of current gaps in data and targets.




Risk Analysis

CIC continually identifies, updates and monitors potential risks that could affect achievement of its strategic objectives through the use of the Integrated Risk Management Framework and associated oversight mechanisms. Section II of this report discusses some mitigation strategies in detail, but the following discussion, organized by six themes, highlights CIC’s operating environment, as well as challenges and risks the Department faces:

Managing change in a global context

CIC operates in a multi-faceted, dynamic socio-economic environment. Immigration has always played an important economic role in meeting Canada’s labour market needs. However, the structure of the Canadian economy and the conditions facing new immigrants are evolving.

Although Canada’s labour market has performed relatively well throughout the global recession, underlying structural forces persist—labour force growth is slowing and the population is aging. At the same time, the demand for highly skilled labour is increasing and the service sector is expanding, while the manufacturing sector continues to decline. Gaps in foreign credential recognition and work experience valued by Canadian employers continue to hamper the economic outcomes of newcomers. In addition, growing international migration has increased the possibility of Canadians being exposed to disease pandemics, terrorism and crime.

These forces not only affect Canada’s socio-economic health, but also exert pressure on newcomers to integrate quickly. It therefore remains essential to admit immigrants who can meet the needs of Canada’s changing labour market and to have in place settlement programs to enable newcomers to maximize their contributions to the Canadian economy and society.

Developing a more demand-driven economic immigration program

Global competition for talent is intensifying, and greater demands are being placed on the immigration system. Canada’s ability to attract and retain the best and brightest from around the world could be improved by moving to a more efficient, effective and responsive immigration system, including one that resolves inventory backlogs and wait times. CIC faces an ongoing challenge in developing a proactive, multi-year strategy for determining how many newcomers Canada will welcome, and who will select them. Actions taken through multi-year levels planning, Ministerial Instructions, intake management and other tools provide the Department with the ability to ensure that Canada can attract talent while reducing inventory backlogs. Work is also under way to find more efficient, market-driven means of managing immigration applications to better ensure selection of the most qualified candidates, and to remain competitive with other countries recruiting international talent. This work, drawing from some of the lessons of Australia and New Zealand, is being developed in consultation with provinces, territories and employers. In addition, CIC will be introducing changes to the selection criteria for federal skilled workers to improve labour market outcomes. Finally, CIC will continue to work with provinces and territories to build on and ensure the continuing success of the Provincial Nominee Program in addressing regional labour market needs, while focusing on core economic programs and program integrity.

With Human Resources and Skills Development Canada, CIC is working to ensure that the Temporary Foreign Worker Program is effective in achieving Canada’s economic and immigration objectives. A policy review of the program is being conducted to ensure its coherence with broader labour market and immigration objectives and contribution to Canadian growth and competitiveness. Changes to the International Student Program will ensure Canada remains competitive as a destination of choice for foreign students.

Striving for efficient and well-managed family and humanitarian immigration

Extending humanitarian protection to those in need and reuniting families are central objectives of Canada’s immigration system. To that effect, CIC rolled out the first phase of the Action Plan for Faster Family Reunification, which will work toward reducing the backlog and wait times for sponsored parents and grandparents. As of December 1, 2011, a new super visa has been allowing parents and grandparents who meet certain criteria to remain in Canada for up to 24 months at a time without the need to renew their status. CIC is also considering options for a redesigned parent and grandparent program that avoids future backlogs and is sensitive to future constraints. The Government of Canada will consult with Canadians to ensure that the redesigned program remains sustainable.

However, irregular migration [ii] can place at risk the safety of Canadians and the reputation of our refugee and family programs. Notwithstanding recent improvements to the family and humanitarian stream through the Balanced Refugee Reform Act and Bill C-35, An Act to Amend the Immigration and Refugee Protection Act, irregular migration and marriage fraud continue to threaten and undermine Canada’s generous immigration system. The Protecting Canada’s Immigration System Act proposes to build on the reforms to the asylum system brought by the Balanced Refugee Reform Act, and also includes measures to address human smuggling and new authorities to use biometrics to screen visa applicants. CIC is also reviewing family sponsorship requirements and improving program integrity, particularly in the area of marriages of convenience.

Improving outcomes for newcomers

With the recent economic downturn, some newcomers are facing integration challenges as their employment incomes have been dropping. CIC will continue to improve immigrants’ awareness of settlement and integration programming. Informed by the results of recent evaluations and audits, research, and consultations, continuing settlement programming improvements include:

  • an emphasis on providing information and orientation materials to newcomers prior to and soon after arrival in Canada;
  • a more systematic approach to needs assessment;
  • a more coordinated approach among the various actors involved in settlement activities;
  • innovative approaches to tackling a more complex array of settlement challenges in a wider range of communities;
  • more effective mechanisms to share best practices; and
  • the development and implementation of a rigorous performance measurement framework.

CIC has piloted three approaches (Canadian Orientation Abroad, Canadian Immigration Integration Project, and the Active Engagement and Integration Project) to provide information and orientation to newcomers before they come to Canada. Initial results from an ongoing evaluation suggest that these programs have reduced challenges for newcomers in finding settlement assistance quickly on arrival and in finding job-related training opportunities. CIC will also continue to experiment with approaches such as local immigration partnerships and greater collaboration with provincial and territorial governments to further streamline settlement services for newcomers, as well as with pilot initiatives like Language Instruction for Newcomers to Canada—Homestudy to reach the most vulnerable newcomers (those who do not speak one of Canada’s official languages) wherever they may live and to accelerate integration.

Since 2009, the Foreign Credentials Referral Office at CIC has worked closely with Human Resources and Skills Development Canada and with provinces and territories to implement the Pan-Canadian Framework for the Assessment and Recognition of Foreign Qualifications. As of January 2012, 16 regulated occupations have improved their processes in line with the framework. As CIC continues to support the efforts of representatives of these occupations, in the next year it will help to develop a strategy for measuring the impact of the framework.

The acquisition of citizenship strengthens the sense of belonging to Canada for newcomers. CIC will continue to foster civic knowledge and participation through tools for promoting and celebrating the common bond of Canadian citizenship, and through enhancing its meaning. CIC will also continue its efforts to promote Canadian citizenship, strengthen its value and ensure integrity in its acquisition.

Through the Multiculturalism Program, CIC facilitates and promotes community cohesion in an increasingly diverse Canada. As part of its efforts to combat all forms of racism and discrimination, in 2012–2013 CIC will begin preparations to chair the Task Force for International Cooperation on Holocaust Education, Remembrance, and Research. The Department assumes this responsibility in 2013.

Ensuring public health and safety and maintaining program integrity

CIC has a mandate to protect the health, safety and security of Canadians while remaining vigilant against fraud and abuse of Canada’s generous humanitarian and family programs. The risks can take the form of disease pandemics, terrorist threats and criminal networks. Ongoing innovation and collaboration with CIC’s global partners will be essential to ensuring an optimum balance between facilitating the entry of foreign nationals and protecting the health and safety of Canadians. Strategic actions to mitigate these risks include reviewing Canada’s admissibility policy in collaboration with security partners; strengthening visa policy; entering into international information-sharing agreements; and continuing with the implementation of the Temporary Resident Biometrics Project. CIC is also working with CBSA and other security partners in responding to the fall 2011 findings of the Auditor General with respect to visa issuance and medical screening procedures. The plan of action includes: reviewing policies and processes; ensuring the right tools are available to decision makers; improving information-sharing and performance measurement practices; and developing improved risk-assessment and quality-assurance strategies. These steps will enable CIC and its partners to better address potential dangers to public health and safety.

Remaining a well-managed organization

CIC mitigates risks through rigorous planning and monitoring to reduce the likelihood of an event occurring, or to minimize its impact should the event occur. In 2012–2013, CIC will continue to mitigate potential risks, and monitor new or emerging risks, through rigorous planning and quarterly monitoring. Larger projects will be well managed with the assistance of the dedicated Enterprise Project Management Office. CIC has implemented a Departmental Security Plan that provides an integrated view of departmental security requirements and will establish a framework that more effectively mitigates the threats posed by security risks in all aspects of CIC’s business and programs. CIC will continue to focus on innovation, management excellence, client-focused service delivery and associated service standards.

Planning Summary

Financial Resources ($ millions)


2012-13 2013-14 2014-15
1,545.5 1,519.0 1,492.6

Explanation of Change: Total planned spending for the Department decreases by $26 million in 2013–2014 compared with the previous year. This decrease is mainly due to planned reductions in funding related to the reform of the refugee determination system, funding for the visa imposition on Mexico and the sunsetting of contribution funding for the Community Historical Recognition Program.

Planned spending decreases by $26 million in 2014–2015. This includes planned reductions in funding for the Temporary Resident Biometrics Project and funding to modernize the immigration system and manage backlogs. Further reductions in planned spending for the visa imposition on Mexico also contribute to the decrease.

Human Resources (FTEs)


2012-13 2013-14 2014-15
4,637 4,401 4,295

Explanation of Change: FTE levels reflect planned reductions in the funding of several major initiatives mentioned above, as well as the impact of the government-wide cost-containment measures announced in Budget 2010.


Strategic Outcome 1: Migration of permanent and temporary residents that strengthens Canada’s economy
Performance Indicators Targets
Proportion of permanent residents earning higher income three to five years after landing 40% or above (proportion of federal skilled worker principal applicants with higher income than the Canadian benchmark)
Rank within the Organization for Economic Co-operation and Development of employment rate for all immigrants Maintain top five country ranking
Level of dispersion of temporary foreign workers and students across the country Actual mean dispersion not less than the low benchmark

 

Planning Summary Table
($ millions)
Program Activity Forecast
Spending
2011-12
Planned Spending Alignment to Government of Canada Outcomes
2012-13 2013-14 2014-15
1.1 Permanent Economic Residents 63.1 57.8 53.3 50.2

Economic Affairs:
Strong economic growth

1.2 Temporary Economic Residents 27.9 27.3 27.7 26.2

Economic Affairs:
Strong economic growth

Total Planned Spending 91.0 85.1 81.0 76.4  


Strategic Outcome 2: Family and humanitarian migration that reunites families and offers protection to the displaced and persecuted
Performance Indicators Targets
Number of protected persons (resettled refugees and protected persons determined in Canada by the Immigration and Refugee Board of Canada or positive pre-removal risk assessment decisions) and their dependants abroad granted permanent residence 22,500 to 27,000 persons, as identified in the 2012 immigration levels plan
Number of people reunited with their families compared to the annual immigration levels plan 59,800 to 69,000 persons, as identified in the 2012 immigration levels plan
Number of persons granted permanent resident status on humanitarian and compassionate or public policy grounds due to their exceptional circumstances 7,600 to 7,800 persons, as identified in the 2012 immigration levels plan

 

Planning Summary Table
($ millions)
Program Activity Forecast
Spending
2011-12
Planned Spending Alignment to Government of Canada Outcomes
2012-13 2013-14 2014-15
2.1 Family and Discretionary Immigration 58.6 53.0 50.7 47.7 Social Affairs:
A diverse society that promotes linguistic duality and social inclusion
2.2 Refugee Protection 34.9 31.3 29.2 27.8 International Affairs:
A safe and secure world through international engagement
Total Planned Spending 93.5 84.3 79.9 75.5  


Strategic Outcome 3: Newcomers and citizens participate to their full potential in fostering an integrated society
Performance Indicators Targets
Comparative income disparities among the four populations[iii] / relative poverty among groups Reduce gap by 1% per year
Comparative rates of connections across the four population groups Increase to 90% foreign-born visible minorities that report all or most of their friends are not co-ethnics
Comparative voting rates among the four populations Maintain current level (for the 2008 federal election, the participation rate for immigrants / visible minorities was 71%)
Comparative attitudes held by the four groups regarding acceptance of rights and responsibilities and value of diversity Maintain current attitudes regarding citizenship values and responsibilities and toward diversity as an important building block of the Canadian identity[iv]

 

Planning Summary Table
($ millions)
Program Activity Forecast
Spending
2011-12
Planned Spending Alignment to Government of Canada Outcomes
2012-13 2013-14 2014-15
3.1 Settlement and Integration of Newcomers 991.2 979.8 978.0 977.6 Social Affairs:
A diverse society that promotes linguistic duality and social inclusion
3.2 Citizenship for Newcomers and All Canadians 49.0 41.9 41.8 41.1 Social Affairs:
A diverse society that promotes linguistic duality and social inclusion
3.3 Multiculturalism for Newcomers and All Canadians 24.2 25.0 21.3 21.2 Social Affairs:
A diverse society that promotes linguistic duality and social inclusion
Total Planned Spending 1,064.4 1,046.7 1,041.1 1,039.9  



Strategic Outcome 4: Managed migration that promotes Canadian interests and protects the health, safety and security of Canadians
Performance Indicators Targets
Tuberculosis (TB) incidence among foreign-born compared to TB incidence in Canada Maintain a TB incidence ratio of 13.3 over 4.8 or less
Ratio of cases refused over number of inadmissible cases identified 100% of inadmissible cases identified are processed according to regulations and policies in place
Number and nature of positions developed in respect of international policy debate on international migration It is not possible to forecast how many times it will be necessary to develop positions
Number of draft resolutions negotiated on immigration, migration and human rights of migrant workers It is not possible to forecast how many times it will be necessary to develop draft resolutions

 

Planning Summary Table
($ millions)
Program Activity Forecast
Spending
2011-12
Planned Spending Alignment to Government of Canada Outcomes
2012-13 2013-14 2014-15
4.1 Health Management 90.5 56.4 56.4 56.4

Social Affairs:
Healthy Canadians

4.2 Migration Control and Security Management 67.2 104.2 103.4 89.2

Social Affairs:
A safe and secure Canada

4.3 Canadian Influence in International Migration and Integration Agenda 2.6 2.5 2.5 2.5

International Affairs:
A safe and secure world through international engagement

Total Planned Spending 160.3 163.1 162.3 148.1  

Planning Summary Table
($ millions)
Program Activity Forecast
Spending
2011-12
Planned Spending
2012-13 2013-14 2014-15
5.1 Internal Services 212.8 166.3 154.7 152.7

Planning Summary Table
($ millions)
All Program Activities Forecast
Spending
2011-12
Planned Spending
2012-13 2013-14 2014-15
Total Planned Spending for all program activities 1,622.0 1,545.5 1,519.0 1,492.6


Expenditure Profile

For the 2012–2013 fiscal year, CIC plans to spend $1,545.5 million to achieve the results expected from its program activities, as shown in Figure 2.

Figure 2 – Expenditure Profile, 2008–2009 to 2014–2015

Expenditure Profile - Spending Trend Graph

[text version]

Grants and Contributions

Grants and contributions funding increased significantly from 2008–2009 to 2011–2012, primarily due to increased settlement funding for newcomers and Multiculturalism Program funding transferred from the Department of Canadian Heritage. In future years, additional funding to reform the refugee determination system will be offset by the impact of the strategic review of departmental spending,[v] resulting in a net decrease in contribution funding.

Grants and contributions for 2013–2014 and beyond amount to $960.2 million, or 63 percent of total planned spending.

Operating Expenditures

Total funding for operating expenditures remains relatively constant throughout the planning period. Although additional operating funding was received for certain initiatives, increases were largely offset by the effects of government-wide reductions, transfers to other departments and reductions due to foregone revenue.[vi]

Estimates by Vote

For information on CIC’s organizational appropriations, please see the 2012–13 Main Estimates publication.

Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada’s commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. Citizenship and Immigration Canada ensures that consideration of these outcomes is an integral part of its decision-making processes. In particular, through the federal Strategic Environmental Assessment (SEA) process, any new policy, plan or program initiative includes an analysis of its impact on attaining the FSDS goals and targets. The results of SEAs are made public when an initiative is announced, demonstrating the Department’s commitment to achieving the FSDS goals and targets.

CIC contributes to Theme IV of the FSDS—Shrinking the Environmental Footprint—Beginning with Government as denoted by the visual identifier below.

FSDS Identifier

[text version]

These contributions are components of program activity 5.1, Internal Services.

For additional details on CIC’s activities to support sustainable development, please see Section II of this report and CIC’s web page on sustainable development. For complete details on the FSDS, please see Environment Canada’s website on sustainable development.