Reports on Plans and Priorities (RPP) – Supplementary Tables

Details of Transfer Payment Programs

Settlement Program

Name of Transfer Payment Program: Settlement Program

Start date: May 15, 2008

End date: Ongoing

Fiscal Year for Terms and Conditions (Ts & Cs): 2008-09

Strategic Outcome: Newcomers and citizens participate in fostering an integrated society

Program: Newcomer Settlement and Integration

Description:

The 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.

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 participation of newcomers into Canadian society; and
• newcomers contribute to the economic, social and cultural development needs of Canada.

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

Decision following the Results of Last Evaluation:

Not applicable (N/A)

Fiscal Year of Planned Completion of Next Evaluation:

2012-13: Foreign Credentials Referral Office

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;
• 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 Citizenship and Immigration Canada (CIC) pending completion of medical, security and criminal verification requirements.

Initiatives to Engage Applicants and Recipients:

An open and fair call for proposals (CFP) process is the principal initiative used by the Department to engage applicants.

Multiculturalism Program

Name of Transfer Payment Program: Multiculturalism Program

Start date: 1982-83

End date: Ongoing

Fiscal Year for Ts & Cs: 2012-13

Strategic Outcome: Newcomers and citizens participate in fostering an integrated society

Program: Multiculturalism for Newcomers and All Canadians

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 cohesive society by fostering intercultural understanding, citizenship, 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 increase awareness of core democratic values, Canadian history, institutions, and ethnocultural and religious diversity;
• program participants have increased civic memory and pride, respect for core democratic values, and intercultural/interfaith understanding;
• federal and targeted public institutions are aware of how to meet the needs of a diverse society;
• federal and targeted 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 Group:

Eligible recipients include:

• 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 eligible only 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.

Initiatives to Engage Applicants and Recipients:

An open and fair CFP process is the principal initiative used by the Department to engage applicants.

As the Inter-Action projects stream will not be launching a new CFP, engagement efforts will be focused on promoting the Inter-Action events stream. This will be done by:

• distributing the Inter-Action postcards promoting the application process at various multicultural and Inter-Action events;
• marketing through different ethnic media;
• communicating and sharing information related to other grants and contributions programs of the federal government;
• conducting regional promotion through CIC communication campaigns; and
• promoting the Inter-Action events stream through an e-mail campaign to stakeholders and on the CIC Web site.

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 Ts & Cs: 2011-12

Strategic Outcome: Newcomers and citizens participate in fostering an integrated society

Program: Newcomer Settlement and Integration

Description:

The purpose of RAP is to provide direct financial support and fund the provision of immediate and essential services to eligible recipients (e.g., government-assisted refugees—GARs) who lack the resources to provide for their basic needs and the needs of their dependants.

Expected Results:

The expected results of RAP include meeting the immediate and essential needs of RAP clients, as well as ensuring that: RAP services are timely, useful and accessible; resettled newcomers are linked to CIC settlement and to other government services; and these newcomers have increased life skills, knowledge and the means to live safely and independently.

The RAP Performance Measurement Strategy was launched in 2012-13 to gather baseline data on the program’s success in delivering outputs and achieving expected outcomes. As more data is captured in subsequent fiscal years, the annual RAP performance report will also include comparative analyses to determine program outcomes across time, and to assess variance across data sources.

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 Group:

There are two types of eligible recipients under RAP: eligible clients (refugees and those admitted under a public policy) and service providers, who provide immediate and essential services to eligible clients.

The following entities are eligible recipients of RAP contributions for providing services and assistance to eligible clients:

• 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 CFPs 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.

Canada–Quebec Accord Grant / Subvention versée en vertu de l’Accord Canada–Québec

Name of Transfer Payment Program: Canada–Quebec Accord Grant / Subvention versée en vertu de l’Accord Canada–Québec

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.

Fiscal Year for Ts & Cs: Ongoing

Strategic Outcome: Newcomers and citizens participate in fostering an integrated society

Program: Newcomer Settlement and Integration

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 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:

An evaluation will be conducted in 2016-17.

General Targeted Recipient Group:

Other levels of government (Quebec)

Initiatives to Engage Applicants and Recipients:

N/A

Up-Front Multi-Year Funding

Newcomers and citizens participate in fostering an integrated society

Strategic Outcome: Newcomers and citizens participate in fostering an integrated society

Program: Multiculturalism for Newcomers and All Canadians

Name of recipient: Global Centre for Pluralism (GCP)

Start date: 2006-07—one-time conditional grant

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 GCP will pursue its mandate through four core functions:

• sustaining an international policy dialogue on pluralism in governance, elections, judicial systems, media and education to help factions integrate in states at risk;
• providing programs for academic and professional development;
• fostering research and learning on pluralism; and
• 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.

Summary of annual plans of recipient:

In 2012, the GCP Board approved a three-year strategic program for 2013-15. In 2013, the GCP will launch selected aspects of this strategic program, focusing on:

• applied research to identify the drivers of civic cohesion and fragmentation in diverse societies and to develop initial country engagement strategies;
• network building among established experts and emerging leaders;
• fostering dialogue about pluralism through the two-event series inaugurated in 2012 (the semi-annual Pluralism Forum and Annual Pluralism Lecture);
• fostering global awareness of GCP and the pluralism issue through an enhanced communications program; and
• advancing the Sussex Drive property renovation project.

Link to recipient’s site: www.pluralism.ca

Newcomers and citizens participate in fostering an integrated society

Strategic Outcome: Newcomers and citizens participate in fostering an integrated society

Program: 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 (CHRP) 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 CHRP 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.

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 long-standing requests for appropriate recognition of their experiences.

In 2013-14, the Foundation will support educational curriculum strategies, research and historical exhibits. On recommendation from the Endowment Council’s Artifacts Acquisition Committee, the Foundation will continue to acquire internee artifacts while working toward a permanent museum.

Link to recipient’s site: www.internmentcanada.ca

Greening Government Operations (GGO)

Tables 8.1 to 8.4 do not apply to Citizenship and Immigration Canada (CIC) activities so these tables are not presented here.

Greenhouse Gas Emissions Target

Strategies / Comments

1. Interim target: The Department’s cumulative annual interim target is a minimum 1.7‑percent absolute reduction in GHG emissions annually, relative to the baseline 2005-06 FY. This represents 3.6 percent of the Department’s overall GHG reduction target. By the end of the given FY (the third year of the Federal Sustainable Development Strategy), the Department should have achieved a 6‑percent reduction of GHG emissions (2 percent minimum per FY).
2. Scope: Fleet.
3. Roles and responsibilities: Director General (DG) of Administration, Security and Accommodation (ASA) is the target lead.
4. Key activities: Recycling, replacement and/or disposal of vehicles.
5. Reporting requirements: Any project that has the potential to increase or decrease GHG emissions is reported to CIC’s Assistant Deputy Minister of Corporate Services, after the project has been assessed using the Federal Greenhouse Gas Tracking Protocol—A Common Standard for Federal Operations.
6. Plans for engagement: Further management meetings among CIC’s DGs and Regional DGs.
7. Tools and resources: Federal Greenhouse Gas Tracking Protocol—A Common Standard for Federal Operations. 

Surplus Electronic and Electrical Equipment Target

Strategies / Comments

1. The main location is situated at CIC National Headquarters (NHQ) in Ottawa plus three regional offices that manage disposal centrally. (Please note: Departmental locations can be defined as a facility or organizational unit. CIC has established the location as an organizational unit—one per region.)
2. In the spirit of transparency and accountability, CIC will link to the Public Works and Government Services Canada (PWGSC) EEE implementation plan on its intranet, which will include all of the required elements, as per the mandatory implementation strategies listed in the GGO targets table.

Printing Unit Reduction Target

Strategies / Comments

1. Definition: Purchased and leased printing devices:
   • including: local printers, networked printers, multifunction devices, photocopiers and faxes; and
   • excluding: label printers, impact printers used only for business form printing, plotters, specialized inkjet ID card printers, specialized thermal wax transfer printers, laser card etchers, dedicated CD/DVD printer and desktop page scanners.
2. Scope: The Department has scoped in all buildings, space configurations and employees to achieve an average ratio of 8:1. While some buildings may have a smaller ratio due to building occupancy or security considerations, on average, the Department will meet this target at the national level.
3. Method used for determining number of printing units: An initial inventory of printing devices (as defined above) was completed nationally in October 2011 using a combination of methods. These included a manual inventory, Zenworks Asset Management data and network discovery methods. For fax machine counts at NHQ, the number was estimated by counting the number of fax lines and subtracting the number of multifunction devices that also have fax capabilities.
4. Method used for determining number of office employees: For the initial report, unique users were calculated using Zenworks; however, it would be best to refine this calculation and use Active Directory as a more accurate source of information for subsequent reports.
5. Reporting requirements: Solutions and Information Management Branch (SIMB)—Information Technology Services Division will be responsible for collecting information and reporting on printing units annually.
6. Roles and Responsibilities: The Chief Information Officer/DG of SIMB will be the target lead from the information technology (IT) side, whereas the DG of ASA is the business lead.
7. Plans for Engagement: For 2013-14, CIC will issue a request for proposal for multifunction networked devices as part of its efforts to continue removing local printers. The contract is expected to be in place by the end of 2013-14.

Paper Consumption Target

Strategies / Comments

1. Scope: CIC has elected to include all departmental employees (approximately 5,800 employees).
2. Method used for determining paper consumption: PWGSC standing offer usage data.
3. Method used for determining number of office employees: Treasury Board Secretariat Population Affiliation Report.
4. Reporting requirements: The ASA DG uses PWGSC standing offer information annually.
5. Roles and responsibilities: The ASA DG is the target lead.
6. Plans for engagement: Procurement personnel and acquisition cardholders are now required to purchase paper only through PWGSC standing offers. This has been disseminated via central communication and is documented in the procedures manuals available on the Web site. 

Green Meetings Target

Strategies / Comments

1. Scope of the green meeting guide: All departmental or interdepartmental meetings held at CIC offices with at least 10 participants.
2. Reporting requirement: CIC’s ASA Branch implemented the green meeting guide and monitors its use. The objective is to promote the green meeting guide among key groups, such as administrative staff, etc. CIC will publish information on its intranet and its Wiki, and work with internal communications to inform all employees.
3. Evidence that the green meeting guide has been adopted: Approved by departmental Management Accountability Committee on November 27, 2012.
4. Roles and responsibilities: The ASA DG is the target lead.
5. Key components: Planning, travel/accommodations, procurement/hospitality and tracking/accountability.
6. Mechanisms to evaluate: The effectiveness of the green meeting guide will be evaluated in 2013-14.
7. Plans for engagement: Departmental policy mandating use, e-mail dissemination, topic for management meetings, green meeting training seminar. 

Green Procurement Targets

Strategies / Comments

1. Specific: Refers to specific type of commodity and purchasing mechanism.
2. Measurable: Information available from CIC’s financial system.
3. Achievable: Departmental policy mandating use of PWGSC standing offers.
4. Relevant: High volume of IT hardware purchases.
5. Time-bound: Date established for target implementation and completion.
6. Use of standing offers, supply arrangements and other competitive methods such as MERX, etc.

Other Reporting Considerations:

1. Scope: All IT hardware purchases.
2. Processes/reporting requirements: Financial database.
3. Roles and responsibilities: The Manager of IT Procurement is the target lead.
4. Opportunities for continuous improvement: For select IT hardware not available from PWGSC, the Department will work to ensure that IT hardware purchases incorporate environmental considerations.
5. Plans for engagement: E-mail dissemination and meetings with DGs.

Strategies / Comments

1. Specific: Refers to specific type of commodity and purchasing mechanism.
2. Measurable: Information available from CIC’s financial system.
3. Achievable: Departmental policy mandating use of PWGSC standing offers.
4. Relevant: High volume of professional services contracts.
5. Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

1. Scope: All IT professional services.
2. Processes/reporting requirements: Financial database.
3. Roles and responsibilities: The DG of ASA/SIMB.
4. Opportunities for continuous improvement: For select IT professional services not available from PWGSC, the Department will work to ensure that purchases incorporate environmental considerations.
5. Plans for engagement: E-mail dissemination and meetings with DGs.

Strategies / Comments

1. Working with technical authorities to encourage planning through regular communication and reporting.
2. Procurement and Contracting Services (PCS) has procedural manuals and, where applicable, consolidation of requirements is considered. For example, PCS must ensure that standing offer/supply arrangements are used. Monitoring of departmental procurement activities is in place through a new quality assurance function.

8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision making.

Strategies / Comments

1. Procurement specialists completed the CSPS Green Procurement (C215) course. Administrative assistants have access to in-house equivalent training.
2. Reporting requirements: Collect data from CSPS annually; Human Resources maintains an up-to-date list of employees with/needing training.
3. Roles and responsibilities: The ASA DG is the target lead.
4. Opportunities for continuous improvement: Targeting 100 percent of employees is difficult due to turnover. However, in future years, acquisition cardholders could also be targeted.
5. Plans for engagement: E-mail dissemination of policy. 

Strategies / Comments

1. Specific:
   • 100 percent of procurement specialists have environmental considerations incorporated into their employee performance evaluations.
   • 100 percent of procurement and contracting specialists.
2. Measurable: Information available from in-house Human Resources tracking system.
3. Achievable: Departmental policy mandates that performance evaluations for all existing and new functional heads of procurement and materiel management include environmental considerations.
4. Relevant: Targets all relevant employees.
5. Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

1. Methodology: DGs and Directors of PG-classified employees and employees identified as procurement functional specialists.
2. Reporting requirements: Managers to report to target lead.
3. Roles and responsibilities: Director of Administration is the target lead.
4. Plans for engagement: Inclusion of environmental considerations in employee performance management agreements.

Strategies / Comments

1. Specific: Achievement level of all identified processes and controls.
2. Measurable: Existence of baseline list of all formalized management processes and controls.
3. Achievable: Dedicated employees responsible for target.
4. Relevant: Decision-making authority for purchases decentralized.
5. Time-bound: Date established for target implementation and completion.
6. PCS has procedural manuals and where applicable environmental considerations are included. For example, PCS must ensure that standing offer/supply arrangements are used. Monitoring of departmental procurement activities is in place through a new quality assurance function.

Upcoming Internal Audits and Evaluations over the next three fiscal years

The mission, vision and values described in the Internal Audit Charter of Citizenship and Immigration Canada (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 are from the 2012-15 approved multi-year risk-based audit plan and are therefore subject to change as the 2013-16 multi-year risk-based audit plan is finalized.

Audits that are currently under way or planned for 2013-14 include the following:

Electronic Link to Internal Audit Plan: CIC does not publicly release its internal audit plan.

All Upcoming Evaluations over the Next Three Fiscal Years

CIC maintains an effective evaluation function to provide the Department with objective, timely and evidence-based findings, conclusions and recommendations on the relevance and performance of programs, policies and initiatives, including conducting evaluations of grants and contributions programs. The following list of planned evaluations is based on CIC’s multi-year departmental evaluation plan and is organized according to the CIC Program Alignment Architecture. The departmental evaluation plan is updated annually and has been developed according to Treasury Board policies and standards.

Electronic Link to Evaluation Plan: CIC does not publicly release its evaluation plan.

Sources of Non-Respendable Revenue

($ millions)

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: The Citizenship and Immigration Canada Web site lists the Department’s fees.

Status Report on Transformational and Major Crown Projects

Temporary Resident Biometrics Project

Description

Identity is at the heart of all decisions made by Citizenship and Immigration Canada (CIC) abroad and by the Canada Border Services Agency (CBSA) at ports of entry. These decisions enable effective and early safeguarding of Canada against criminal and security threats, and protect against threats to the integrity of Canada’s immigration and refugee protection programs by those who seek to circumvent legitimate provisions for entry and protection. Making identity decisions in an efficient manner is also essential to facilitating the entry of travellers for trade, commerce, study, tourism and other legitimate purposes that bring social and economic benefits to Canada.

The introduction of biometric technology into the temporary resident stream screening process through the Temporary Resident Biometrics Project (TRBP), will enhance the screening of applicants in the Temporary Resident 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.

Major activities for the implementation of biometrics in the Temporary Resident Program include developing and introducing new biometric technology and enhancements to existing CIC, CBSA and Royal Canadian Mounted Police (RCMP) systems to facilitate the collection and use of biometric information, as well as establishing a service delivery network for the collection of biometric information overseas. The global visa application centre (VAC) network will be the primary service channel for biometrics collection and will improve public access to visa application services.

Biometrics is also a foundational piece in a number of current and planned immigration, border processing and identity management initiatives under the Canada–United States declaration called Beyond the Border: A Shared Vision for Perimeter Security and Economic Competitiveness.

Project Stage

TRBP is a gated project and the project is currently in Gate 5: Detailed Project Plan and Functional Specifications; it will transition to Gate 6: Construction Complete and Deployment Readiness in May 2013.

TRBP will complete the majority of its Phase 2 Deployment Readiness commitments by May 2013, at which point it will proceed to the final deployment and project close-out. Key project activities for 2013-14 include:

• the coming into force of the required legislative and regulatory amendments;
• completion of the build and testing of the technical solution and enhancements to existing systems;
• implementation of the service delivery network overseas through VACs and in the United States via U.S. Citizenship and Immigration Services;
• completion of the business processes, procedures, training and transition of business support to the organization; and
• the closing of the project and completion of the major Crown project report.

Project Outcomes

Temporary Resident Biometrics Project

Business results in the Temporary Resident Program will be measured after the biometric capability is operational. Key expected intermediate program outcomes include strengthening identity management and program integrity in the Temporary Resident Program and achieving closer alignment with international immigration and border management processes. Ultimate program outcomes are the increased safety and security of Canadians and the prevention of abuse of the immigration system, which will also result in increased confidence in Canada’s immigration program and the demonstration of Canada’s continued commitment to international migration security. Biometrics is a foundational piece in a number of current and planned immigration, border processing and identity management initiatives: sharing of immigration information with international partners in migration management; enhanced security screening; and entry/exit management.

To measure these outcomes, many performance indicators have been developed. Indicators to measure intermediate program outcomes include measuring the extent to which cases reveal that known criminals from prescribed countries who are deemed inadmissible are refused a visa or permit on the basis of biometric information and assessing whether repeat clients experience an easier application and entry process as a result of biometrics. Indicators to measure ultimate program outcomes include measuring the perception of stakeholders regarding the safety and security of Canadians and abuse of the immigration system, assessing public opinion regarding confidence in Canada’s immigration system, and obtaining evidence of alignment with international migration security commitments.

Improve Service Delivery by Building a Global Network of VACs

Since 2005, the Government of Canada has had service agreements with private sector service providers to operate VACs that deliver a range of visa application support services to applicants in 60 VACs in 41 countries. In 2010, as part of its modernization agenda, the Department developed a plan to implement an expanded global service delivery network of VACs, which will enhance service delivery by providing visa applicants easier access to services closer to home and include biometrics enrolment. To that end, after public tendering, contracts were awarded to two service providers to establish a global network of up to 145 VACs. The first Task Authorizations (which is a formal agreement between CIC and the vendor ) to establish VACs have already been issued and it is expected that the network will be in place by March 2014.

Overseas VACs will be subject to a rigorous governance and oversight structure that will ensure quality control and clear service and performance requirements, including security and privacy safeguards. These safeguards will be built into the contracts with each service provider. Failure by a service provider to comply with the terms of a formal agreement could result in either the termination of the agreement or in other consequences. In addition, the biometrics collection system itself will contain strict technological safeguards to ensure that client information is collected and transmitted securely. In particular, biometric data will be encrypted immediately after it is collected by the service provider at the collection point and will be transmitted to Canada immediately after its capture. Upon receipt of the biometric data by Canada, the data will be deleted from the biometrics collection system at the collection point.

Given the high volume of temporary resident applications from visa-required foreign nationals temporarily residing in the United States, CIC signed a memorandum of understanding in September 2012 with U.S. Citizenship and Immigration Services (under the Department of Homeland Security) to allow applicants to enrol their biometrics at U.S. application support centers. Safeguards governing the protection of personal information as described above form part of the terms of both the contracts and the memorandum of understanding.

Progress Report and Explanations of Variances

Introduction of biometrics to the Temporary Resident Program was approved by the government in November 2007. Funding to implement the biometrics policy approval was included in Budget 2008. Following the Budget 2008 announcement, a Biometrics Project Office was established in CIC as the lead organization in managing this investment.

Project approval was granted in March 2009 with the provision that the project continue through the detailed planning phase so that options for addressing the funding shortfall between policy approval and Budget 2008 could be assessed. Policy approval was amended in December 2010 to reduce the deployment scope to focus on areas where clients are most likely to circumvent the immigration program and where security and integrity are the most problematic. Approval for the reduced scope was received in March 2011 at an indicative cost of $180,282,906 (including taxes of $11,430,878) with ongoing costs of $47,743,050. While TRBP will deliver within this budget, an additional year was added to the project as a result of the delays in assessing scope options.

As part of TRBP, CIC has undertaken two large procurements: one for the technical solution and one for the global VAC service delivery network. The technical solution procurement encountered licensing issues and resulted in no compliant bids. The request for proposal (RFP) had to be retendered. The project was able to recover two months of delay by applying findings and best practices from the first RFP, specifically in development timelines and bid evaluation approach. The technical solution contract was awarded to Fujistu Technology Solutions Canada Inc. in February 2012. The design and build activities are complete and testing began in December 2012.

The second major procurement, for VACs, is part of CIC’s modernization agenda and a key aspect of TRBP. Contracts were awarded in November 2012 to VFS Global and Computer Sciences Canada Inc. Using a task authorization process (which has already begun), CIC will authorize vendors to open user-pay and biometric VACs in locations around the world. Although the contract award was delayed, TRBP has implemented changes to the deployment timelines and is still on track.

In June 2012, legislative amendments required to implement TRBP received Royal Assent. This resulted in prepublication of the regulations in December 2012 and the announcement of the foreign nationals to which the biometric requirement will apply.

Also in December 2012, CIC, CBSA and the RCMP began Crown integration testing of the technical solution. Deployment is scheduled to begin in May 2013, with the convergence of technical, business and service delivery readiness. TRBP intends to complete deployment and close-out by March 2014 as planned. The project is also expected to come in under budget.

Industrial Benefits

TRBP will improve the safety and security 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 through international engagement, 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.

Refugee Reform Project

Description

Bill C-11, the Balanced Refugee Reform Act (BRRA), was introduced in spring 2010, and received Royal Assent on June 29, 2010. The objective was to put in place an asylum system that provides quick protection to those who need it, while ensuring timely removals of failed asylum claimants to deter abuse. This new legislation supports the underlying principles of Canada’s asylum system: (1) ensuring fairness, (2) protecting genuine refugees, and (3) upholding Canada’s humanitarian tradition. However, while implementing Bill C-11, it was determined that further reforms were needed, particularly given the increase in refugee claims from countries that would not normally be considered as refugee producing. This resulted in the introduction of Bill C-31, the Protecting Canada’s Immigration System Act (PCISA).

Bill C-31 was introduced in February 2012, and received Royal Assent on June 28, 2012. As a result, the implementation of the measures contained in the BRRA was delayed. The PCISA builds on the reforms introduced in the BRRA. The legislation also includes provisions to combat human smuggling, as well as measures that will allow for the collection of biometric information.

When Royal Assent was received on June 28, 2012, several provisions came into force, including:

• a one-year bar on access to a pre-removal risk assessment (PRRA) for new decisions;
• a one-year bar on humanitarian and compassionate (H&C) applications after the last Immigration and Refugee Board (IRB) decision;
• no concurrent H&C application if a refugee claim has been made;
• the authority of the IRB to allow public servants to decide claims; and
• the authority for the Minister of Public Safety to designate irregular arrivals, in addition to the consequences that flow from such a designation, which include different detention rules, no access to the Refugee Appeal Division (RAD) at the IRB, restrictions on applying for permanent residence, restrictions on travel and family sponsorship, and in-person reporting to immigration officials.

The Refugee Reform Project is guided by the fundamental objectives of fairness, protecting refugees and upholding Canada’s international and domestic legal obligations. Implementation of the new system will result in faster protection for those who genuinely need it by reducing the time it takes to review and decide a refugee claim. To deter abuse, there will also be faster removal of those who don’t require protection and limited access to appeal mechanisms for failed refugee claimants who come from countries that generally do not produce refugees.

Project Stage

The Refugee Reform Project is currently in the project implementation phase, with implementation of the new system beginning December 15, 2012.

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 including prescribed timelines;
• enhancing Canada’s Refugee Resettlement Program;
• enhancing system integrity by reducing the system’s abuse through ongoing monitoring and analysis; increased capacity for ministerial interventions and the designation of countries of origin; introduction of enhanced security screening on a pilot basis; and increased efficiency by maximizing the use of resources (time, human, financial);
• increasing the number of judges at the Federal Court as well as the staff and services of the Courts Administration Service to support the new judges; and
• ensuring timely removals by increasing removals capacity at CBSA and the introduction of the AVRR pilot.

To strengthen Canada’s role as a global leader in refugee protection, the government also announced a 20-percent increase in the number of refugees and vulnerable persons that Canada will resettle each year. This increase means that by 2013, Canada will welcome up to 14,500 refugees and vulnerable persons, or 11 percent of all such persons resettled globally.

The AVRR pilot was launched on June 29, 2012. As of September 20, 2012, CBSA had identified 1,679 clients as potential AVRR participants. Of these, 992 were officially declared eligible for the AVRR program. The clients were referred to the International Organization for Migration (IOM) for further information and/or enrolment. As of October 2012, CBSA and the IOM had facilitated the voluntary return of 264 participants.

The performance measurement strategy for the Refugee Reform Project has been updated to reflect bills C-11 and C-31. Metrics of success were created to monitor the new asylum system and will inform the three-year evaluation following implementation. The metrics of success will also allow for the identification of any challenges in a timely manner and inform remedial recommendations.

Progress Report and Explanations of Variances

Bill C-31 was tabled February 16, 2012. The bill proposes a number of amendments to the BRRA that resulted in an amendment to the coming into force date of the original bill from June 29, 2012, to December 15, 2012.

Funding for the reformed system under both the BRRA and the PCISA was provided in Budget 2010. No new funding was provided when Bill C-31 was introduced, and the Refugee Reform Project is being executed within the approved budget authority of Bill C-11.

Industrial Benefits

There are no industrial benefits.