2015–16 Reports on Plans and Priorities (RPP) – Supplementary Information Tables
Supplementary Information Tables
- Departmental Sustainable Development Strategy
- Details on Transfer Payment Programs of $5 Million or More
- Disclosure of Transfer Payment Programs Under $5 Million
- Status Report on Transformational and Major Crown Projects
- Upcoming Internal Audits and Evaluations Over the Next Three Fiscal Years
- Up-Front Multi-Year Funding
- User Fees and Regulatory Charges
Departmental Sustainable Development Strategy
Overview of the Federal Government's Approach to Sustainable Development
The Federal Sustainable Development Strategy (FSDS) 2013–16 guides the Government of Canada's sustainable development activities, as required by the Federal Sustainable Development Act. In keeping with the objectives of the Act to make environmental decision making more transparent and accountable to Parliament, CIC supports the implementation of the FSDS through the activities in this supplementary information table.
This Departmental Sustainable Development Strategy presents the planned contributions and expected results for Theme IV – Shrinking the Environmental Footprint – Beginning with Government.
Themes I to III: Department and Agency-Led Targets
CIC is not responsible for any targets under Themes I-III of the FSDS.
Themes I to III: Implementation Strategies
CIC is not responsible for any targets under Themes I-III of the FSDS.
Theme IV: Targets and Implementation Strategies
Goal 6: Greenhouse Gas (GHG) Emissions and Energy
Target 6.1: GHG Emissions Reduction
The Government of Canada will reduce greenhouse gas emissions from its buildings and fleets by 17% below 2005 levels by 2020.
Departmental Target
17% below 2005 by 2020.
Scope and Context
Departmental GHG emissions in 2005–06 = 90 tonnes (0.09 kt)
Target is to reduce GHG emissions by 1.7% (1.53 tonnes – 0.00153 kt) per fiscal year, beginning from 2010–11, to achieve the target of 17% below 2005 level.
Link to Department's Program Alignment Architecture (PAA)
5.1.9. Material Services
Financial Performance Expectations
Fleet reduction reduces the environmental footprint in federal operations and contributes to reducing fuel consumption as well as the number of kilometres driven, involving cost savings for CIC, although these are difficult to quantify.
Performance Measurement
| Expected Result | Performance Indicator | Targeted Performance Level |
|---|---|---|
| Reduce the carbon footprint and energy consumption of federal operations. | Updated GHG reduction implementation plan in place by March 31, 2015. | The target is to reduce GHG emissions by 1.7 % (1.53 tonnes – 0.0153 kt) per fiscal year, beginning from 2010−11. This will lead to the achievement of the total target of 17% below the 2005 level by 2020. |
| GHG emissions (kt CO2 equivalent) in fiscal year 2005–06. | 90 tonnes (0.09 kt) | |
| GHG emissions (kt CO2 equivalent) in fiscal year 2015−16. | 0.047 kt for FY 2015−16 |
|
| Renewable power emission credits applied in current fiscal year (kt CO2 equivalent). | Not applicable (N/A) |
|
| Percentage change in GHG emissions from fiscal year 2005–06 to fiscal year 2015−16. | 52% GHG reduction | |
| Adjustments made to base year GHG emissions. | N/A |
Goal 7: Waste and Asset Management
Target 7.2: Green Procurement
As of April 1, 2014, the Government of Canada will continue to take action to embed environmental considerations into public procurement, in accordance with the federal Policy on Green Procurement.
Scope and Context
Procurement and materiel management specialists will receive green procurement training through the Canada School of Public Service Green Procurement course (C215). Environmental considerations will be incorporated into the performance evaluations of all functional heads of procurement and materiel management.
Link to Department's PAA
5.1.10. Acquisition Services
Financial Performance Expectations
N/A
Performance Measurement
| Expected Result | Performance Indicator | Targeted Performance Level |
|---|---|---|
| Environmentally responsible acquisition, use and disposal of goods and services. | Departmental approach to further the implementation of the Policy on Green Procurement in place as of April 1, 2014. | Will be achieved by March 31, 2015 |
| Number and percentage of procurement and/or materiel management specialists who have completed the Canada School of Public Service Green Procurement course (C215) or equivalent, in the given fiscal year. | Achieved: |
|
| Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution toward green procurement, in the given fiscal year. | Achieved: |
| Departmental Green Procurement Target | Performance Indicator | Targeted Performance Level |
|---|---|---|
| Overall fleet fuel efficiency | By March 31, 2017, percentage of vehicles that are purchased that are right-sized for operational needs and are the most fuel-efficient vehicle in their class available at the time of purchase and/or are an alternative fuel vehicle. | 90% |
| Light-duty fleet fuel efficiency | Percentage of all new light-duty vehicles purchased between April 1, 2014, and March 31, 2017, with an average rated fuel efficiency of 10 litres per 100 kilometres or less. | 90% |
| Use of recycled paper products | Percentage of copy paper, commercial printing and/or envelope purchases that contain a minimum of 30% recycled content and are certified to a recognized environmental standard to reduce the environmental impact of its production. | 90% |
| Implementation Strategy Element or Best Practice | Targeted Performance Level |
|---|---|
| 7.2.1.5. Leverage common use procurement instruments where available and feasible. | Achieved |
| Best Practice 7.2.3. Train acquisition cardholders on green procurement. |
Achieved |
| Best Practice 7.2.4. Increase awareness of the Policy on Green Procurement among managers. |
Achieved |
Target 7.3: Sustainable Workplace Operations
As of April 1, 2015, the Government of Canada will update and adopt policies and practices to improve the sustainability of its workplace operations.
Scope and Context
By March 31, 2015, CIC will continue to improve or maintain the sustainability of the departmental workplace. Key elements of the approach will include continuing to address the scope of application and commitment to green meetings, printing unit reduction, paper consumption, and electronic and electrical equipment surpluses.
Link to Department's PAA
5.1.1 Management and Oversight Services
Financial Performance Expectations
N/A
Performance Measurement
| Expected Result | Performance Indicator | Targeted Performance Level |
|---|---|---|
| Departmental workplace operations have a reduced environmental impact. | An approach to maintain or improve the sustainability of the departmental workplace in place by March 31, 2015. | To be achieved by March 31, 2016 |
| Implementation Strategy Element or Best Practice | Targeted Performance Level |
|---|---|
| 7.3.1.1. Engage employees in greening government operations practices. | Achieved. Maintain and/or exceed employee engagement. |
| 7.3.1.2. Integrate environmental considerations into corporate policies, processes and practices in accordance with departmental refresh cycles. | Achieved. In Procurement, environmental considerations will continue to be included, where applicable, into bid documents (e.g., Printing, publications etc.). |
| 7.3.1.3. Maintain or improve existing approaches to sustainable workplace practices (i.e., printer ratios, paper usage and green meetings). | Green meetings achievements will be maintained. Achieve printing unit and paper consumption reductions – project has commenced. |
| 7.3.1.4. Minimize the ratio of information technology (IT) assets per employee. | Achieve reductions in IT-to-employee ratio – project has commenced. |
| 7.3.1.5. Select and operate IT and office equipment in a manner that reduces energy consumption and material usage. | Achieved. All Desktop and Notebook systems as well as monitors will continue to be procured from the Department of Public Works and Government Services Canada’s (PWGSC) National Master Standing Offers (which are certified through the Electronic Product Environment Assessment Tool (also known as EPEAT) global rating system for greener electronics). |
| 7.3.1.6. Dispose of e-waste in an environmentally sound and secure manner. | Achieved. Maintain and/or exceed disposal of e-waste in an environmentally sound and secure manner. |
| 7.3.1.7. Reuse or recycle workplace materiel and assets in an environmentally sound and secure manner. | Achieved. Employees will continue to use the paper recycling program in the workplace. In addition, all assets will continue to be sold (through Government of Canada Surplus), donated (i.e., Computers are sent to Computers for Schools) or disposed of in an environmentally responsible manner (i.e., shredded or sold to recycling agencies). |
| 7.3.1.8. Minimize all non-hazardous solid waste generated and leverage service offerings to maximize the diversion of waste. | Achieved - see 7.3.1.7 |
| 7.3.1.9. Increase the population density in office buildings and space utilization in special purpose buildings. | Achieved. Continue to maintain and/or exceed the population density in office buildings. |
| 7.3.1.10. Maintain or improve sustainable fleet management. | Achieved. Maintain CIC’s fleet management program. |
Additional Departmental Sustainable Development Activities and Initiatives
No additional activities and initiatives.
Sustainable Development Management System
It is the policy of CIC to ensure that its decisions are sustainable. CIC examines the social and economic impacts and principles of equity for Memoranda to Cabinet and Treasury Board submissions, in addition to environmental impacts as required by the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals (the Directive). The objective of this broader view of sustainability is to arrive at integrated decision making that maximizes the potential for departmental policies and programs. This additional analysis is integral to the CIC Sustainable Development Policy Framework, which brings together the principles of sustainable development as stated in the Federal Sustainable Development Act. This Framework effectively links the goals and targets of the Federal Sustainable Development Strategy to the Directive.
CIC’s framework for managing sustainable development facilitates the integration of sustainable development into daily activities. CIC will continue to implement an approach to manage sustainable development based on three pillars:
- Sustainable Development Policy Framework: As mentioned above, the Policy Framework brings together the full suite of relevant sustainable development policy instruments to strengthen the clarity of requirements and to enhance effective monitoring and support so that CIC can better fulfill its sustainable development commitments.
- Policy on Sustainable Development Assessments: This policy clarifies the requirements, roles and responsibilities within CIC to fulfill its obligations under the FSDA and the Cabinet Directive.
- Departmental Sustainable Development Strategy: The Departmental Sustainable Development Strategy is used to identify and communicate Departmental commitments expressed in terms of goals, targets and implementation strategies, which determine the sustainable development direction at CIC for a three-year cycle.
Strategic Environmental Assessment
In 2015–16, CIC will continue to ensure that its decision-making process includes consideration of the FSDS goals and targets through the strategic environmental assessment process. A strategic environmental assessment for policy, plan or program proposals includes an analysis of the impacts of the given proposal on the environment, including on the FSDS goals and targets. The results of CIC’s detailed assessment are made public when an initiative is announced. The purpose of the public statement is to demonstrate that the environmental effects of the approved policy, plan or program, including the impacts on achieving the FSDS goals and targets, have been appropriately considered during proposal development and decision making.
For further information on CIC’s activities to support sustainable development and strategic environmental assessments, please visit the departmental Sustainable Development web page. For complete information on the FSDS, please visit the Environment Canada website.
Details on transfer payment programs of $5 million or more
Multiculturalism Program
Name of Transfer Payment Program: Multiculturalism Program
Start Date:1982–83
End Date: Ongoing
Fiscal Year for Terms & Conditions: 2012–13
Strategic Outcome:Newcomers and citizens participate in fostering an integrated society
Link to Department's Program Alignment Architecture: 3.3.1 Multiculturalism Awareness; 3.3.2 Federal and Public Institutional Multiculturalism Support
Description: The program objectives are to:
- build an integrated, socially cohesive society;
- improve the responsiveness of institutions to the needs of a diverse population; and
- engage in discussions on multiculturalism and diversity at an international level.
The Multiculturalism Program works to build an integrated, socially cohesive society by fostering intercultural understanding, civic memory and pride, and respect for core democratic values grounded in our history, and by promoting equal opportunity for individuals of all origins.
Expected Results: The expected results are:
- program participants have increased awareness of ethnocultural and religious diversity, core democratic values, and Canadian history and institutions;
- program participants have increased civic memory and pride, respect for core democratic values, and intercultural/interfaith understanding;
- federal and public institutions are aware of how to meet the needs of a diverse society;
- federal and public institutions' programs, policies and services are responsive to the needs of a diverse society; and
- best practices on approaches to diversity are shared.
Fiscal Year of Last Completed Evaluation: 2011–12
Decision Following the Results of Last Evaluation: Continuation
Fiscal Year of Planned Completion of Next Evaluation: 2016–17
General Targeted Recipient Groups:
- Canadian not-for-profit organizations or associations;
- Non-federal public institutions, such as boards of education, schools, colleges, universities, chambers of commerce, law enforcement and police agencies, hospitals, and other health-care institutions;
- Provincial, regional and municipal governments and their agencies;
- First Nations and Inuit governments, band councils, and Aboriginal organizations;
- The private sector—private sector recipients are only eligible for contributions, and applications from the private sector must include at least one not-for-profit partner providing financial or in-kind support;
- Canadian citizens and permanent residents;
- The Canadian Race Relations Foundation; and
- International organizations that foster discussion on multiculturalism and diversity at the international level.
Initiatives to Engage Applicants and Recipients: While a Call for Proposals process has been the principal initiative used by the Department to engage applicants for Inter-Action Projects, this year the Department is exploring other engagement opportunities.
The Department accepts applications for Inter-Action Events on a continuous intake basis.
| ($ dollars) | ||||
|---|---|---|---|---|
| Forecast Spending 2014–15 |
Planned Spending 2015–16 |
Planned Spending 2016–17 |
Planned Spending 2017–18 |
|
| Total Grants | 3,000,000 | 3,000,000 | 3,000,000 | 3,000,000 |
| Total Contributions | 5,249,466 | 4,593,166 | 5,521,316 | 5,521,316 |
| Total Other Types of Transfer Payments | – | – | – | – |
| Total Transfer Payments | 8,249,466 | 7,593,166 | 8,521,316 | 8,521,316 |
Resettlement Assistance Program (RAP)
Name of Transfer Payment Program: Resettlement Assistance Program (RAP)
Start Date:1970s (under another name; RAP in its current form implemented 1998)
End Date: Ongoing
Fiscal Year for Terms & Conditions: 2011–12
Strategic Outcome: Newcomers and citizens participate in fostering an integrated society
Link to Department's Program Alignment Architecture: 3.1.4 Resettlement Assistance Program
Description: RAP provides direct financial support and immediate and essential services to RAP clients, including Government-Assisted Refugees (GARs), Privately Sponsored Refugees in blended initiatives under the Blended Visa Office Referred Refugees Program, and persons in refugee-like situations admitted to Canada under a public policy consideration, to meet their resettlement needs.
Expected Results: The expected outcomes for RAP include meeting the immediate and essential needs of RAP clients and ensuring that RAP services are timely, useful and accessible, while contributing to Strategic Outcome 3: Newcomers and citizens participate in fostering an integrated society.
Fiscal Year of Last Completed Evaluation: 2010–11
Decision Following the Results of Last Evaluation:Continuation
The GAR-RAP evaluation was completed in March 2011 and found that RAP remains relevant and services provided to GARs remain necessary. The next evaluation of RAP will be completed by March 2016.
Fiscal Year of Planned Completion of Next Evaluation: 2015–16
General Targeted Recipient Groups: RAP targets two types of recipients: (1) refugee clients and (2) service providers, who provide immediate and essential services to eligible clients, which include:
- not-for-profit organizations and associations (including non-governmental organizations), community groups and umbrella organizations;
- intergovernmental and international organizations;
- businesses;
- Canadian educational institutions (including boards, districts and divisions);
- provincial, territorial or municipal governments; and
- individual Canadian citizens (e.g., consultants, facilitators).
Initiatives to Engage Applicants and Recipients: CIC uses Calls for Proposals to award contribution agreements to service providers. Refugee recipients undergo an intake assessment on arrival to Canada to determine the level of support they need and what types of services they require.
| ($ dollars) | ||||
|---|---|---|---|---|
| Forecast Spending 2014–15 |
Planned Spending 2015–16 |
Planned Spending 2016–17 |
Planned Spending 2017–18 |
|
| Total Grants | – | – | – | – |
| Total Contributions | 63,722,768 | 54,922,768 | 54,922,768 | 54,922,768 |
| Total Other Types of Transfer Payments | – | – | – | – |
| Total Transfer Payments | 63,722,768 | 54,922,768 | 54,922,768 | 54,922,768 |
Settlement Program
Name of Transfer Payment Program: Settlement Program
Start Date: May 15, 2008
End Date: Ongoing
Fiscal Year for Terms & Conditions: 2013–14
Strategic Outcome: Newcomers and citizens participate in fostering an integrated society
Link to Department's Program Alignment Architecture: 3.1.1 Settlement; 3.1.1.1 Language Training; 3.1.1.2 Community and Labour Market Integration Services
Description: The Settlement Program assists immigrants and refugees to overcome barriers specific to the newcomer experience, such as a lack of official language skills, limited knowledge of Canada and the recognition of foreign credentials. The program provides language learning services for newcomers, community and employment bridging services, settlement information, and support services that facilitate access to settlement programming. The program also provides information, path-finding and referral services to internationally trained individuals to have their credentials assessed quickly so they can find work in the fields in which they have been trained. Most services are designed and delivered by service provider organizations; however, certain services (such as information provision) are delivered directly by CIC in Canada and overseas.
Expected Results: The program's ultimate outcomes are that:
- newcomers contribute to the economic, social and cultural development needs of Canada; and
- newcomer settlement and integration is supported in Canadian society
Fiscal Year of Last Completed Evaluation:
Completed 2009–10: Language Instruction for Newcomers to Canada
Completed: 2010–11: Host Program, Welcoming Communities Initiative, Immigration Settlement and Adaptation Program, Going to Canada Immigration Portal Initiative
Completed 2012–13: Overseas Orientation Initiatives, Recruitment and Integration of French-speaking Immigrants to Francophone Minority Communities Initiative, Foreign Credentials Referral Office
Decision Following the Results of Last Evaluation: Not applicable (N/A)
Fiscal Year of Planned Completion of Next Evaluation: 2016–17: Settlement Program
General Targeted Recipient Group: The terms and conditions for the Settlement Program describe both eligible recipients of contribution funding and eligible clients.
Eligible recipients (often referred to as service providers) for settlement services include:
- provincial, territorial or municipal governments;
- international organizations;
- not-for-profit organizations, including non-governmental organizations, non-profit corporations, community groups and umbrella organizations, and regulatory and apprenticeship authorities;
- businesses (e.g., employers hiring newcomers, private language schools, conference organizers, Web or production firms for tool development);
- educational institutions (including school boards, districts and divisions); and
- individuals.
Eligible Clients: Only the following persons are eligible to receive settlement services:
- permanent residents of Canada;
- protected persons as defined in section 95 of the Immigration and Refugee Protection Act(IRPA);
- individuals who have been selected, inside or outside Canada, to become permanent residents (pending verifications) and who have been informed by a letter from CIC;
- Convention refugees and protected persons outside Canada whom CIC has selected for resettlement in Canada; and
- temporary foreign workers who hold or received approval of a work permit under section 112 of the Immigration and Refugee Protection Regulations or received initial approval for permanent residence under section 113 of the regulations.
Note: Eligible persons include both the principal applicant and eligible dependants (spouse and children).
Restrictions:
- To access language training, persons must be of legal school-leaving age within their applicable province or territory.
- Canadian citizens and non-permanent residents generally are not eligible persons. However, the Settlement Program provides opportunities for citizens and other residents of Canada to participate in providing settlement services to clients as volunteers.
Initiatives to Engage Applicants and Recipients: An open and fair Call for Proposals process is the principal approach the Department uses to engage applicants.
| ($ dollars) | ||||
|---|---|---|---|---|
| Forecast Spending 2014–15 |
Planned Spending 2015–16 |
Planned Spending 2016–17 |
Planned Spending 2017–18 |
|
| Total Grants | – | – | – | – |
| Total Contributions | 581,897,002 | 588,597,002 | 588,597,002 | 588,597,002 |
| Total Other Types of Transfer Payments | – | – | – | – |
| Total Transfer Payments | 581,897,002 | 588,597,002 | 588,597,002 | 588,597,002 |
Canada-Quebec Accord Grant
Name of Transfer Payment Program: Canada-Quebec Accord Grant
Start Date: Financial compensation to the province (in the form of a grant) is based on the Canada-Quebec Accord relating to Immigration and Temporary Admission of Aliens, which came into force on April 1, 1991.
End Date: The Accord does not have an expiry date.
Fiscal Year for Terms & Conditions: Ongoing
Strategic Outcome: Newcomers and citizens participate in fostering an integrated society
Link to Department's Program Alignment Architecture: 3.1.2 Grant to Quebec
Description: The Canada-Quebec Accord relating to immigration gives Quebec the responsibility for providing reception and integration services to all immigrants in Quebec, including all refugees. Quebec receives an annual grant from the federal government to support these reception and integration services.
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 into the province in a manner that respects the distinct identity of Quebec.
Activities: Quebec has responsibility for the selection of immigrants, and their reception to and integration into Quebec. In accordance with section 26 and Annex B of the Canada-Quebec Accord, Canada is required to pay compensation to Quebec for reception and integration services, where it is established that:
- the reception and integration services (referred to in sections 24 and 25 of the Accord) 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 any permanent resident in the province, whether or not that permanent resident has been selected by Quebec.
Expected Results:
The Government of Quebec is responsible for developing and publishing its own expected results related to immigration.
Fiscal Year of Last Completed Evaluation: An evaluation was completed in 2011–12.
Decision Following the Results of Last Evaluation: N/A
Fiscal Year of Planned Completion of Next Evaluation: 2016–17
General Targeted Recipient Group: N/A
Initiatives to Engage Applicants and Recipients: N/A
| ($ dollars) | ||||
|---|---|---|---|---|
| Forecast Spending 2014–15 |
Planned Spending 2015–16 |
Planned Spending 2016–17 |
Planned Spending 2017–18 |
|
| Total Grants | 340,568,000 | 340,568,000 | 340,568,000 | 340,568,000 |
| Total Contributions | – | – | – | – |
| Total Other Types of Transfer Payments | – | – | – | – |
| Total Transfer Payments | 340,568,000 | 340,568,000 | 340,568,000 | 340,568,000 |
Disclosure of Transfer Payment Programs (TPPs) under $5 Million
Annual Assessed Contribution to the International Organization for Migration (IOM)
End Date: Ongoing
Type of Transfer Payment: Contribution
Link to Department's Program Alignment Architecture: 4.3 Canadian Influence in International Migration and Integration Agenda
Main Objective: Membership in the IOM allows Canada to participate in the governance and decision-making mechanisms of the IOM. This is linked to the Department's capacity to meet its objectives, in particular:
- managed migration that promotes Canadian interests and protects the health, safety and security of Canadians; and
- international recognition and acceptance of the principles of managed migration consistent with Canada's broader foreign policy agenda.
Planned Spending for 2015–16: $ 1,454,000
Fiscal Year of Last Completed Evaluation: 2014−15
General Targeted Recipient Groups: International organizations
Global Assistance for Irregular Migrants
End Date: March 31, 2015
Type of Transfer Payment: Contribution
Link to Department's Program Alignment Architecture: 4.2.5 Global Assistance for Irregular Migrants
Main Objective: Contribute to the overall discouragement of human smuggling and illegal migration while ensuring migrants intercepted as part of Canada's anti-smuggling activities:
- have basic needs met, including shelter, water, food and emergency medical care;
- are treated in accordance with international principles of protection, including protection against refoulement; and
- are assisted in returning to their countries of origin if determined not to be in need of protection.
Planned Spending for 2015–16: $ 0
Fiscal Year of Last Completed Evaluation: 2014−15
General Targeted Recipient Groups: International organizations
Annual Assessed Contribution to the International Holocaust Remembrance Alliance (IHRA, formerly the Task Force for International Cooperation on Holocaust Education, Remembrance, and Research)
End Date: Not applicable
Type of Transfer Payment: Contribution
Link to Department's Program Alignment Architecture: 4.3 Canadian Influence in International Migration and Integration Agenda
Main Objective: Membership in the IHRA supports the multiculturalism objective of actively engaging in discussions on multiculturalism and diversity at the international level.
Planned Spending for 2015–16: $ 44,450
Fiscal Year of Last Completed Evaluation: 2014−15
General Targeted Recipient Groups: The IHRA is a coalition of governmental and non-governmental organizations that promotes Holocaust remembrance both nationally and internationally. Canada became the 27th member of the organization in 2009.
Migration Policy Development Program
End Date: Ongoing
Type of Transfer Payment: Grant
Link to Department's Program Alignment Architecture: 4.3 Canadian Influence in International Migration and Integration Agenda
Main Objective: Objectives of the program are to:
- provide funding to organizations active in international migration policy development and research;
- promote research and exchange of information among states on migration issues;
- gain access to forums, organizations, projects and activities, and be able to influence them;
- inform development of Canadian policy and programs relating to international migration, including refugees, immigrants and visitors, thus maximizing the economic and social benefits of international migration; and
- support the Department's expected result of advancing in international forums Canadian positions on managed migration and international protection.
Planned Spending for 2015–16: $ 350,000
Fiscal Year of Last Completed Evaluation: 2012–13
General Targeted Recipient Groups: Multilateral forums and organizations active in international migration policy development, research and exchange of information
Status Report on Transformational and Major Crown Projects
Passport Program Modernization Initiative
Project Name: Passport Program Modernization Initiative
Description:
The Passport Program Modernization Initiative will:
- implement the transition of accountability for the Passport Program to CIC and Employment and Social Development Canada;
- modernize business processes including the development and implementation of a new business model, online application, and passport issuance system; and
- optimize the Passport Program service delivery network.
Project Outcomes:
The Passport Program Modernization Initiative will:
- improve program service delivery and accessibility;
- strengthen program security and integrity of passport entitlement and issuance processes;
- increase program efficiencies; and
- strengthen organizational and workforce excellence.
Industrial Benefits: Not applicable (N/A)
Sponsoring Department: CIC
Contracting Authority: CIC
Participating Departments:
- Employment and Social Development Canada
- Foreign Affairs, Trade and Development Canada
- Shared Services Canada
Prime Contractors: N/A
Major Subcontractors: N/A
Project Phase: Planning
Major Milestones:
- December 2013: Obtained Project Approval and Expenditure Authority for Phase I
- March 2014: Approval of Order in Council
- September 2014: Approval of modifications to entitlement policy instruments for the Global Case Management System (GCMS) Passport Release 1
- October 2014: Approval of GCMS Passport Release 1 Business Requirements
Progress Report and Explanation of Variances:
- In December 2013, the Passport Program Modernization Initiative was approved with an estimated total cost of $101.2 million over two phases, including a cost of $37 million for Phase 1.
- The Passport Program Modernization Initiative is currently on track and on budget.
- Phase 1 of the Passport Program Modernization Initiative is to be completed by June 30, 2015.
Refugee Reform Project
Project Name: Refugee Reform Project
Description: Through implementation of the Balanced Refugee Reform Act (BRRA), Canada is improving its asylum system to enable it to help those truly in need and to do so in a timely manner. This legislation supports the underlying principles of Canada’s asylum system: ensuring fairness; protecting genuine refugees; and upholding Canada’s humanitarian tradition. These new measures will help Canada continue to meet or exceed its international and domestic legal obligations to asylum seekers.
The project addresses systemic challenges in the current refugee system, such as:
- A large increase in annual refugee claims. In 2009, 33,000 refugee claims were made, far surpassing the capacity of the Immigration and Refugee Board of Canada (IRB) and a significant increase from 2005, when Canada received fewer than 20,000 claims. This increase in volume, coupled with a shortfall of decision makers at the IRB, led to a large backlog of 62,000 cases at the IRB’s Refugee Protection Division, which ultimately undermined the efficiency of Canada’s asylum system.
- An increase in the time it takes to have a hearing at the IRB. In 2010, it took close to 19 months, which contributed to rising backlog numbers.
- Inefficient processes. In 2010, approximately 62% of claimants were found not to be in need of protection (claims are withdrawn, abandoned or rejected). The high volume of unfounded refugee claims indicated possible abuse. Such inefficiencies affect Canada’s ability to protect those in genuine need and reduce the ability to deter misuse of the asylum system.
Project Outcomes: The business outcomes of the Refugee Reform Project include:
- streamlining the process from the point of claim to the end of the determination process and imposition of specific timelines for each step of the process;
- enhancing system integrity by reducing abuse of the system through ongoing monitoring and analysis, increasing capacity for ministerial reviews and interventions, introducing enhanced security screening on a pilot basis, and increasing efficiency by maximizing use of resources (time, human, financial); and
- ensuring timely removals through increased removals capacity at the Canada Border Services Agency (CBSA) and the introduction of an Assisted Voluntary Returns Pilot, which facilitates the timely removal of low-risk failed refugee claimants and further supports the CBSA’s backlog reduction efforts.
To facilitate passage of the legislation in 2010, reform measures have been complemented by efforts to strengthen Canada’s role as a global leader in refugee protection. Canada remains committed to resettling up to 14,500 refugees and other individuals in vulnerable circumstances in 2014, an increase of 20% since 2010.
CIC and relevant partners have implemented the Metrics of Success, a performance measurement system, to monitor the new asylum system as well as identify any challenges in a timely manner and enable CIC to provide recommendations, and to support the Three-Year Evaluation.
Industrial Benefits: Refugee claimants will benefit from a streamlined process and Canadian society at large will benefit from system integrity and timely removal of failed claimants. The provinces and territories are expected to realize substantial savings in social assistance and education costs.
Sponsoring Department: CIC
Contracting Authority: PWGSC
Participating Departments:
- CBSA
- IRB
- Department of Justice/Federal Court
- Royal Canadian Mounted Police (RCMP)
- Canadian Security Intelligence Service
- Courts Administration Service
Prime Contractors: N/A
Major Subcontractors: Various subcontractors are used on a task authorization basis.
Project Phase: The Refugee Reform Project remains in the execution phase.
Major Milestones:
- June 2011: CIC pre-publishes Pre-removal Risk Assessment (PRRA) Regulations
- June 2012: CBSA launches Assisted Voluntary Returns Pilot, Phase 1
- October 2012: CIC launches Ministerial Reviews and Intervention Pilot. All participants complete IT critical system modifications
- November 2012: IRB begins employee training
- December 2012: Legislation comes into force. CIC and the IRB revise their system for tracking appeals and refugees, and deploy the field operations support system interface. RCMP launches an enhanced Security Screening Pilot.
- March 2013: CIC assess its backlog reduction strategy
- April 2013: CBSA launches its Assisted Voluntary Returns Pilot, phase 2
- June 2013: IRB completes regional accommodations leases and fit-up, and staffs positions for the Refugee Protection Division
- October 2013: IRB staffs positions for the Refugee Appeal Division
- March 2014: CIC ends funding for the PRRA backlog
- TBD: CIC transfers the PRRA function to the IRB on a date to be determined
- March 2016: a three year evaluation of the project is conducted and the project is completed
Progress Report and Explanation of Variances: Bill C-31, the Protecting Canada’s Immigration System Act, was tabled on February 16, 2012, and came into force December 15, 2012. It includes a number of amendments to the BRRA to, inter alia, make the asylum system faster and fairer, including reducing timelines at the IRB for refugee hearings and appeals, and introducing a three-year bar on PRRA for Designated Country of Origin – archived claimants.
As a result of a drafting error in the BRRA, some refugee claimants were erroneously provided access to the Refugee Appeal Division of the IRB prior to its actual creation in December, 2012. This resulted in a four-month period whereby applicants under the previous refugee determination system had a right to access the new Refugee Appeal Division.
To correct this unintended outcome, CIC included a legislative amendment in the Economic Action Plan 2013 Act, Part 1 which removed access to the Refugee Appeal Division for certain claimants from that period. However, as a result of the Action Plan amendment, this client group was not afforded an automatic stay of removal when seeking leave from the Federal Court for judicial review of a negative refugee determination, which they benefitted from under the previous system. In order to ensure consistency with the policy intent, an amendment to the Immigration and Refugee Protection Regulations will soon be implemented to ensure that claimants who were referred to the IRB during this four month period, and whose Refugee Appeal Division access was eliminated, would continue to benefit from an automatic stay of removal.
The three pilot projects under Refugee Reform, including the CBSA Assisted Voluntary Return and Reintegration program, the CIC Ministerial Reviews and Interventions program, and the RCMP Enhanced Security Screening program, were extended by one-year to March 31st, 2016. Evaluations of these pilots are being completed and will inform future direction for these activities.
The transfer of the PRRA function from CIC to the IRB, scheduled for December 2014, has been postponed. A decision on timing of the transfer will be considered in 2016–17 in conjunction with the three year review of Canada’s changes to the asylum system made in 2012.
The project completion date and the three-year evaluation date have been amended. As a result of the legislative amendments, the change in the coming into force date delayed the project by a year; therefore, the project completion date was changed to accommodate the delay in implementation. The three-year post-implementation evaluation will be conducted in collaboration with partner departments and agencies.
As of January 2015, the new refugee system appears to be working effectively; however, CIC and relevant partners will continue to monitor the system closely.
Upcoming Internal Audits and Evaluations over the Next Three Fiscal Years
Internal Audits
The mission, vision and values described in the Internal Audit Charter of CIC, together with the Treasury Board Policy on Internal Audit and related 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.
In accordance with the Policy on Internal Audit, the Department carries out audits based on plans approved by the Departmental Audit Committee. The list of planned audit projects included here is from the 2014–17 approved multi-year risk-based audit plan and is therefore subject to change as the 2015–18 multi-year risk-based audit plan is finalized.
Audits that are currently under way or planned for 2015–16 include the following:
| Title of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
|---|---|---|---|
| Audit of Passport Integration with the Global Case Management System | Program Audit | In progress | September 2015 |
| Audit of the Immigration Program in Missions Abroad (New Delhi) | Mission Audit | In progress | September 2015 |
| Audit of the Integrity of Passport Operations | Program Audit | In progress | September 2015 |
| Audit of the Administration of Grants and Contributions | Program Audit | In progress | December 2015 |
| Audit of Case Processing Centre – Ottawa – Visa Processing | Program Audit |
Planned | December 2015 |
| Audit of Cost Allocation to the Revolving Fund and Compliance with the User Fees Act (Passport) | Program Audit | Planned | December 2015 |
| Audit of the Immigration Program in Missions Abroad (Pretoria) | Mission Audit | Planned | September 2016 |
| Audit of the Immigration Program in Missions Abroad (Dakar) | Mission Audit | Planned | September 2016 |
| Audit of Workload Management and Resource Allocation | Program Audit | Planned | September 2016 |
| Audit of the Management Control Framework over Privacy and Protection of Information | Program Audit | Planned | September 2016 |
| Audit of the Case Processing Centre - Mississauga | Program Audit | Planned | March 2017 |
| Audit of Controlled Documents – Inventory Management | Program Audit | Planned | March 2017 |
Follow-up and Monitoring of Prior Year Audit Recommendations related to:
|
Other Audit-related Activities | In Progress | Quarterly throughout 2015–16 |
Evaluations
The CIC Evaluation Plan is organized according to the Department’s Program Alignment Architecture, and incorporates input from CIC Branches on new and emerging departmental requirements and priorities. It includes evaluation projects related to CIC’s core programs, the horizontal initiatives in which the Department is involved, as well as the internal programs and services that support this work.
The Evaluation Plan continues to reflect departmental needs, and meets the Federal Accountability Act and Treasury Board Policy on Evaluation requirements for evaluation coverage of Transfer Payment programs and other direct program spending.
The list of planned evaluations included here is from the 2014–17 approved evaluation plan and is therefore subject to change as the 2015–18 plan is finalized.
Evaluations that are currently under way or planned for 2015–16 include the following:
| Link to Departmental Program Alignment Architecture | Title of the Evaluation | Planned Evaluation Start DateFootnote * | Planned Deputy Head Approval Date |
|---|---|---|---|
| 1.1.1 Federal Skilled Workers, 1.1.2 Federal Skilled Tradespersons | Evaluation of the Federal Skilled Workers and Skilled Tradespersons Programs | September 2016 | December 2017 |
| 1.1.3 Quebec Skilled Workers, 1.1.7 Quebec Business Immigrants | Evaluation of the Quebec Skilled Workers and Quebec Business Immigrants Programs | December 2016 | March 2018 |
| 1.1.4 Provincial Nominees | Evaluation of the Provincial Nominees Program | June 2015 | December 2016 |
| 1.1.6 Canadian Experience Class | Evaluation of the Canadian Experience Class | January 2014 | July 2015 |
| 1.2.2 Temporary Work Authorization | Evaluation of the Temporary Foreign Worker Program | June 2016 | March 2018 |
| 1.2.3 International Experience Canada | Evaluation of the International Experience Canada Program | June 2017 | December 2018 |
| 2.1.1 Spouses, Partners and Children Reunification, 2.1.2 Parents and Grandparents Reunification | Evaluation of the Family Reunification Programs | December 2017 | March 2019 |
| 2.1.3 Humanitarian & Compassionate and Public Policy Considerations | Evaluation of Humanitarian & Compassionate and Public Policy Considerations | June 2015 | September 2016 |
| 2.2.1 Government-Assisted Refugees, 2.2.2 Privately Sponsored Refugees, 2.2.3 Blended Visa Office Referred Refugees, 3.1.4 Resettlement Assistance Program | Evaluation of the Resettlement Programs | September 2014 | March 2016 |
| 2.2.4 In-Canada Asylum, 2.2.5 Pre-removal Risk Assessment | Evaluation of the In-Canada Asylum System Reforms | October 2014 | December 2015 |
| 3.1.1 Settlement | Evaluation of the Settlement Program | June 2015 | March 2017 |
| 3.1.1 Settlement | Evaluation of the Support for Official Language Minority Communities | September 2015 | December 2016 |
| 3.1.2 Grant to Quebec | Evaluation of the Grant to Quebec | September 2016 | March 2017 |
| 3.1.3 Immigration Loan | Evaluation of the Immigration Loan Program | October 2013 | May 2015 |
| 3.2.1 Citizenship Awareness | Evaluation of the Citizenship Awareness Program | December 2017 | March 2019 |
| 3.2.2 Citizenship Acquisition, Confirmation and Revocation | Evaluation of Citizenship Acquisition, Confirmation and Revocation | June 2016 | December 2017 |
| 3.3.1 Multiculturalism Awareness, 3.3.2 Federal and Public Institutional Multiculturalism Support | Evaluation of the Multiculturalism Program | September 2015 | December 2016 |
| 4.1.1 Health Screening, 4.1.2 Medical Surveillance and Notification | Evaluation of the Health Screening and Notification Programs | October 2013 | May 2015 |
| 4.2.1 Permanent Resident Status Documents | Evaluation of Permanent Resident Status Documents | March 2015 | March 2016 |
| 4.2.2 Visitors Status | Evaluation of Visitors Status | December 2016 | March 2018 |
| 4.2.3 Temporary Resident Permits | Evaluation of Temporary Resident Permits | February 2015 | December 2015 |
| 4.2. Migration Control and Security Management | Evaluation of the Temporary Resident Biometrics Program and Immigration Information Sharing | December 2016 | March 2018 |
| 4.3 Canadian Influence in International Migration and Integration Agenda | Evaluation of the Migration Policy Development Program | June 2017 | March 2018 |
| 4.4 Passport | Evaluation of the Passport Program | September 2016 | March 2018 |
Horizontal Evaluations
| Link to Departmental Program Alignment Architecture | Title of the Evaluation | Planned Evaluation Start DateFootnote * | Planned Deputy Head Approval Date |
|---|---|---|---|
| 3.1 Newcomer Settlement and Integration | Evaluation of the Roadmap for Canada’s Official Languages (Heritage-led) | June 2017 | March 2018 |
| 4.3 Canadian Influence in International Migration and Integration Agenda | Evaluation of Crimes Against Humanity and War Crimes Program (Justice-led) | June 2014 | September 2015 |
| 4.2 Migration Control and Security Management | Evaluation of IRPA Division 9 National Security Inadmissibility Initiative (Public Safety-led) | August 2014 | June 2015 |
| 4.2 Migration Control and Security Management | Evaluation of Entry/Exit Enhanced Document Entry Requirement (CBSA-led) | June 2017 | June 2018 |
| 4.2 Migration Control and Security Management | Evaluation of the Strengthening the Criminal Justice System Through Legal Aid Program (Justice-led) | June 2016 | March 2017 |
| 4.2 Migration Control and Security Management | Review of the Impact of the Federal Government Investment in the 2015 Toronto Pan and Parapan American Games (Heritage-led) | November 2014 | December 2015 |
Up-Front Multi-Year Funding
Global Centre for Pluralism (GCP)
Strategic Outcome: Newcomers and citizens participate in fostering an integrated society
Link to Department’s Program Alignment Architecture: 3.3 Multiculturalism for Newcomers and All Canadians
Name of Recipient: Global Centre for Pluralism (GCP)
Start Date: 2006–07 – one-time conditional grantFootnote **
End Date: Not applicable
Description: The GCP is a not-for-profit organization, co-founded by the Aga Khan and the Government of Canada, which addresses a global gap in institutions that advocate pluralism as a foundation for effective governance, peace and human development at the international level. The GCP pursues its mandate through four core functions:
- supporting international policy dialogue about pluralism, a core human value and practice;
- supporting academic and professional development;
- deepening global understanding of pluralism through research and learning; and
building the capacity of governments, civil society organizations, donors and other potential champions to promote pluralism in their own societies, in part by providing global access to the Canadian experience.
| ($ dollars) | ||||
|---|---|---|---|---|
| Total Funding | Prior Years' Funding | Planned Funding 2014–15 |
Planned Funding 2015–16 |
Planned Funding 2016–17 |
| $ 30,000,000 | $ 30,000,000 | – | – | – |
Summary of annual plans of recipient: In 2015–16, the GCP will continue to deliver aspects of its strategic program, focusing on:
- applied research to support development of a “pluralism lens” and to build a global academic network;
- implementation and development of existing and new country engagement programs;
- public dialogue about pluralism through established event series (Pluralism Forum, Annual Lecture);
- global awareness of GCP and pluralism issues through communications and development of an award; and
- the Sussex Drive property renovation project.
Link to recipient’s site: www.pluralism.ca
Ukrainian Canadian Foundation of Taras Shevchenko
Strategic Outcome: Newcomers and citizens participate in fostering an integrated society
Link to Department’s Program Alignment Architecture: 3.3 Multiculturalism for Newcomers and All Canadians
Name of Recipient: Ukrainian Canadian Foundation of Taras Shevchenko
Start Date: 2008–09 – one-time conditional grant
End Date: Funding agreement governing endowment ends in May 2023
Description: Recognizing the historical significance of First World War internment of “enemy aliens,” the Government of Canada provided a conditional grant of $10 million under the Community Historical Recognition Program to the Ukrainian Canadian Foundation of Taras Shevchenko for the establishment and management of an endowment fund known as the Canadian First World War Internment Recognition Fund. (This funding was provided on a one-time basis when the Community Historical Recognition Program was managed by the Department of Canadian Heritage.) Affected communities include Ukrainians, Poles, Italians, Bulgarians, Croatians, Turks, Serbians, Hungarians, Russians, Jews and Romanians. Through calls for proposals managed by the Foundation, applicants apply for financial support for activities that commemorate, acknowledge and educate Canadians about the experiences of communities affected by internment and the subsequent contributions of these communities to shaping Canada. The funding agreement will remain in effect for 15 years.
| ($ dollars) | ||||
|---|---|---|---|---|
| Total Funding | Prior Years' Funding | Planned Funding 2014–15 |
Planned Funding 2015–16 |
Planned Funding 2016–17 |
| $ 10,000,000 | $ 10,000,000 | – | – | – |
Summary of Annual Plans of Recipient:The fund is designated to support projects that commemorate and recognize the experiences of ethnocultural communities affected by the First World War internment. The Fund will help to address long-standing requests for appropriate recognition of their experiences.
Link to recipient’s site:
www.internmentcanada.caUser Fees and Regulatory Charges
Electronic Travel Authority (eTA)
Fee Name: Electronic Travel Authority (eTA)
Fee Type: Processing fee
Fee-setting Authority: Section 89 of the Immigration and Refugee Protection Act
Reason for Planned Change of Existing Fee or Introduction of New Fee: To offset the costs of issuing the eTA.
Effective Date of Planned Change of Existing Fee or Introduction of New Fee: 2015
Consultation and Review Process Planned: Monitoring of unit cost in 2016. Consultation and review planned for 2020.
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