Departmental Results Report

For the period ending
March 31, 2017

Immigration, Refugees and Citizenship Canada

ISSN 2561-1976

Table of Contents

Minister’s Message

I am very pleased to present Immigration, Refugees and Citizenship Canada’s Departmental Results Report for 2016–2017. Our country’s 150th anniversary has provided Canadians with a great opportunity to reflect on our history and on the important role that immigration has played in the development of Canada. Generations of families who came here in search of a better life helped build the diverse, dynamic, peaceful and prosperous country we are celebrating this year.

This report details the Department’s initiatives and accomplishments over the past year—all intended to ensure our immigration and citizenship programs continue to best serve Canada’s economic, social and cultural needs, and uphold our humanitarian traditions.

We welcomed a historically high number of about 300,000 permanent residents into our country in 2016. We also tested new ideas, introduced innovative programs and instituted faster processing to help attract the talent Canada needs. One example was the introduction of the Atlantic Immigration Pilot Program, which leverages the unique position of employers to help immigrants integrate into Atlantic Canada and to remain in the region for the long term. We also introduced measures to cut processing times for spousal applications and to reduce the backlog of cases, including processing the majority of applications within 12 months. To do this, we introduced a newly redesigned application kit, and shortened the length of time between application receipt and final decision.

In 2016–2017, more than 50,000 Express Entry candidates were invited to apply for permanent residency. Improvements made to the Express Entry system will allow us to welcome more experienced professionals, skilled workers and international students with Canadian experience, and to award more points to candidates with siblings in Canada and with strong French language skills.

With updates to the Citizenship Act enacted through Bill C-6, we have improved opportunities for individuals aspiring to become Canadian citizens. We’ve also allowed applicants greater flexibility to meet citizenship requirements.

Our commitment to humanitarian efforts remained strong in 2016–2017, as we continued to resettle thousands of refugees from Syria and elsewhere. We also worked to position Canada as a global leader on migration issues by supporting efforts to adopt a global compact on migration by 2018, and by advising other countries that may want to adopt our approach to refugee resettlement.

Millions of individuals interact with the Department each year, whether it is the two million individuals seeking temporary entry to Canada, or those seeking permanent residency or Canadian citizenship. Furthermore, with the majority of Canadians in possession of a passport, our clients include many Canadians as well. It is for these reasons that improving the client experience through enhanced online services and client assistance at our support centre has remained a priority, as has continuing to reduce processing times and backlogs across programs. For example, we are engaging with clients to better understand their experience and make improvements such as simplifying language in correspondence, simplifying application processes and providing clients with more information about the status of their files.

None of the achievements detailed in this report would have come to pass without the committed, professional and talented work of Immigration, Refugees and Citizenship Canada’s employees across our country and throughout the world. We will continue to meet challenges, seize opportunities and foster innovation to ensure our immigration system helps build a better, stronger and welcoming Canada. I invite you to review what we have accomplished over the last year.

The Honourable Ahmed D. Hussen, P.C., M.P.
Minister of Immigration, Refugees and Citizenship

Results at a Glance

For more information on the Department’s plans, priorities and results achieved, see the “Results: what we achieved” section of this report.

What funds were used?

$1,600,050,249

Actual spending

Who was involved?

6,311

Actual full-time equivalent staff

Close to 300,000 people were granted permanent resident status in 2016 as was committed to in the 2016 Immigration Levels Plan, which included welcoming over 46,000 refugees.

The Department launched the Atlantic Immigration Pilot to facilitate the settlement of newcomers and contribute to the economy of the four Atlantic Provinces.

Bill C–6, an Act to Amend the Citizenship Act and make consequential amendments to another Act, received Royal Assent in June 2017. Key changes provide greater flexibility for eligible applicants to meet the requirements for citizenship and repeal certain provisions of the Act that led to different treatment of dual citizens.

Client experience:

  • Improved the client experience by leveraging client-centric innovation such as a pilot to text clients upon receipt of their paper application, improving online account status information, and making a fundamental improvement in how clients are supported by the call centre.
  • Ongoing efforts continued to improve settlement services to newcomers, including refugees, with additional support for language training and employment-related services. Over 400,000 newcomers received federally funded settlement services.

There was continued success and growth thanks to Express Entry, with over 50,000 invitations to apply for permanent residency through 27 rounds of invitations while maintaining a six-month processing standard. Furthermore, candidates now have more time to apply once invited, and improvements were made to the comprehensive ranking system, with additional points awarded for:

  • those with high human capital and the potential for long term economic prospects; and,
  • completion of college- or university-level study in Canada.

In 2016, IRCC processed over 2.6 million electronic travel authorization applications.

Raison d’être, mandate and role: who we are and what we do

Raison d’êtreFootnote 1

It is often said that Canada is a country of immigrants, and the numbers do indeed bear this out: 15 million immigrants have arrived since Confederation (over six million new immigrants since 1990); one in five Canadians were born outside Canada; 86% of eligible immigrants have obtained Canadian citizenship; and Canada is home to over 200 ethnic communities.

Managing the selection and settlement of newcomers—and providing them with pathways to citizenship—has shaped a nation rich in diversity and brimming with the skills and innovative energy that have contributed to Canadian society and the economy generation after generation.

Looking forward, managing migration to Canada stands to be equally fundamental to Canada’s future social cohesion and prosperity. Demographic trends and labour force projections attest to the central role immigration will play in fuelling economic growth in a world of increased mobility and interdependence. As a welcoming society with a successful track record of managing pathways to citizenship, Canada is well positioned to: attract global talent; reunite families; respond to crises and offer protection; facilitate travel, study and temporary work; maintain world-leading rates of naturalization; and offer service excellence to clients.

Mandate and role

Immigration, Refugees and Citizenship Canada (IRCC) selects and welcomes, as permanent and temporary residents, foreign nationals whose skills contribute to Canadian prosperity. It also reunites family members.

The Department maintains Canada’s humanitarian tradition by welcoming refugees and other people in need of protection, thereby upholding its international obligations and reputation.

IRCC, in collaboration with its partners, conducts the screening of potential permanent and temporary residents to protect the health, safety and security of Canadians. IRCC is also responsible for the issuance and control of Canadian passports and other documents that facilitate the travel of Canadian citizens and residents.

Lastly, the Department builds a stronger Canada by helping all newcomers settle and integrate into Canadian society and the economy, and by encouraging, granting and providing proof of Canadian citizenship.

IRCC offers its many programs either directly or through contract, grant or contribution agreement, or in partnership with other government departments. Services are offered on the IRCC website, as well as at 25 in-Canada points of service and 58 points of service in 50 countries. As of December 12, 2016, there were 132 visa application centres in 95 countries, 136 application support centresFootnote 2 in the United States, as well as a panel physicians network operating around the world. Settlement and integration services are offered through a network of over 500 service provider organizations across Canada. The Department also works with Service Canada as its principal domestic passport service delivery partner, leveraging the latter’s extensive network of passport processing centres and walk-in sites (34 passport offices, 42 Canada Post locations and 315 Service Canada sites). IRCC also partners with Global Affairs Canada, which provides passport services abroad.

For more general information about the Department, see the “Supplementary information” section of this report. For more information on the Minister’s mandate letter commitments, visit the Prime Minister of Canada’s website.

Operating context and key risks

Operating context

Annually, through its key lines of business, Immigration, Refugees and Citizenship Canada (IRCC) interacts with millions of individuals, including those seeking temporary or permanent resident entry into Canada and subsequently settling into Canadian society, and those seeking Canadian citizenship. The Department also interacts with individuals seeking to obtain or renew a Canadian passport or other travel document such as a certificate of identity or a refugee travel document.

IRCC works to facilitate the legitimate entry of visitors, economic immigrants, sponsored family members and those seeking protection in Canada, while protecting the health, safety and security of Canadians. The Department balances competing pressures, notably: responding to domestic labour market demands and doing so in a world with an increasingly mobile work force; working to ensure that immigration contributes to economic growth; and addressing efforts to streamline service delivery and enhance the client experience, while also adequately responding to increasingly complex safety and security challenges. In addition, to ensure the successful integration of newcomers to Canada, IRCC regularly engages extensively with provinces and territories on a variety of key immigration-related topics, such as immigration levels planning, economic immigration, and settlement and integration of newcomers, including refugees and protected persons.

Canada’s immigration plan includes efforts to reunite families and to offer protection to displaced and persecuted individuals, and builds on efforts to attract and retain top global talent that will contribute to the growth of the Canadian economy. In 2016, approximately 300,000 permanent residents were admitted to Canada, a historic high compared to prior years (approximately 17% higher than the previous 10-year average). Furthermore, the number of temporary resident applications continued to rise, increasing by 85% between 2006 and 2016, as Canada seeks to attract more visitors, international students, highly skilled workers and other top global talent.

Meeting higher permanent resident immigration volumes that strike a balance between economic, family and refugee immigration—while maintaining the Department’s service delivery standards for the processing of temporary resident, passport and citizenship applications—places pressure on the Department’s operational capacity. Minimizing application processing times and meeting service standards requires that the Department continually examine and reallocate resources across its processing network—comprised of domestic and global offices as well as centralized processing centres—and leverage new technologies where possible.

With increased competition for skilled workers across the globe, IRCC continues to align and streamline its processes and efforts both internally and with federal partners to ensure the efficient entry and integration of immigrants into the Canadian economy and society.

Key risks

IRCC’s strategic directions, policies and operations are shaped by numerous internal factors, as well as by external factors like emerging world events, partner engagement and capacity, the Canadian and global economic, social and political contexts, and shifting migration trends.

A key risk for IRCC has been managing the scope and pace of continuous changes to the Department’s policies, programs and operations over the past decade. These changes have presented opportunities to modernize IRCC’s service delivery and workplace, but have equally placed pressures on the Department that challenge its operations and present risks related to IRCC’s outcomes, objectives, program integrity and work force.

For example, IRCC holds and manages an extensive inventory of sensitive information. Increased information sharing among countries and other government departments, coupled with the higher frequency and sophistication of malicious cyber threats, put these information holdings at risk of being stolen, inadvertently compromised, lost or improperly shared or managed. As such, IRCC must balance information integrity with access to information rights to safeguard and properly manage and share its information and data.

As the first point of contact for foreign nationals intending to travel to or remain in Canada, IRCC plays a key role in determining eligibility for those seeking admission to Canada and/or facilitate easy and secure travel around the world. The high value placed upon Canadian travel documents, and the ability to enter and remain in Canada temporarily or as a permanent resident, or to become a Canadian citizen, means that IRCC is faced with increasing—and increasingly sophisticated—attempts at defrauding its programs.

Jurisdiction over immigration is shared between federal, provincial and territorial governments, and IRCC increasingly relies on domestic and international partners and third parties to support policy and program development, as well as to deliver its internal and external services. As such, IRCC’s ability to deliver services is dependent upon these partners to provide information and fulfil their commitments.

Lastly, IRCC’s international network of personnel and infrastructure is at risk from terrorism, political unrest, natural disasters, epidemics, pandemics and war. These types of events can also lead to unpredictable migration flows and may threaten the health and safety of Canadians and IRCC employees, the flow of goods and people, or lead to the temporary closure of IRCC operations. Any of these situations may also require Canada’s intervention and specialized supports.

Key risks

1. Scope and pace of change

Given the cumulative scope and ambitious pace of change at IRCC, as well as capacity constraints, there is a risk that IRCC may not be able to meet objectives and implement key priorities in support of longer-term outcomes.

Mitigating strategy and effectiveness

  • Increased innovation through modernization efforts, such as automation and e-tools to improve processing speed and efficiency.
  • Reduced the inventory of permanent resident applications and overall processing times by managing the flow of applications to maximize flexibilities in network capacity.
  • Increased departmental capacity for investment planning and project management, which enhanced alignment of priorities and resources.

Link to the Department’s programs: All programs

Link to mandate letter commitments or to government-wide and departmental priorities:  Managing the cumulative impacts of the broad scope and fast pace of change at IRCC is critical to how well the Department delivers on its own priorities as well as those of the government.

2. Management of information and data

There is a risk that sensitive IRCC information or personal information that IRCC holds could be stolen, inadvertently compromised, lost or improperly shared or managed, or that IRCC will not be able to access required information or data in a timely manner, which could significantly impact IRCC’s service delivery, clients and reputation.

Mitigating strategy and effectiveness

  • Implemented a Privacy Framework to enhance governance and review the process for managing privacy breaches.  
  • Undertook increased information management learning and awareness activities and security sweeps of IRCC offices to enhance the prevention of privacy and data breaches.
  • Implemented a departmental Security and Intelligence Strategy to improve access to the information required to make informed policy and operational decisions.
  • Implemented significant data loss prevention measures to better safeguard IRCC’s information holdings.

Link to the Department’s programs: All programs

Link to mandate letter commitments or to government-wide and departmental priorities: The acquisition, safeguarding and proper management of information and data is essential if the Department is to deliver on its own priorities as well as those of the government.

3. Program integrity

There is a risk that IRCC will not deliver the right service to the right person for the right reason in a consistent manner, due to an increasingly complex environment.

Mitigating strategy and effectiveness

  • Implemented modernized tools and used predictive and data analytics and business intelligence reporting for integrated program delivery.
  • Continued to expand and monitor the use of biometrics to verify the identity of all visa- and permit-required temporary and permanent resident travellers seeking entry to Canada.
  • Continued to enhance the security and integrity of the Passport Program while improving service delivery and accessibility through modernization efforts.  

Link to the Department’s programs: All programs

Link to mandate letter commitments or to government-wide and departmental priorities:  IRCC’s programs must maintain strong integrity in order for the Department to deliver on its own priorities as well as those of the government.

4. Reliance on partners and third parties

Given that IRCC is dependent on complex relationships to deliver its internal and external services, as well as to support policy and program development, there is a risk that partners and third parties may not engage, deliver services or provide information in an effective and timely manner, which could impact the achievement of IRCC’s priorities and objectives.

Mitigating strategy and effectiveness

  • Updated memoranda of understanding and information-sharing agreements with a number of provinces, territories and other government departments.
  • Engaged other government department partners to optimize processes and manage competing priorities in order to advance immigration and information-sharing interests.
  • Improved our relationships and efficiency through strengthened governance and communication.

Link to the Department’s programs: All programs

Link to mandate letter commitments or to government-wide and departmental priorities:  Partner and third-party relations are critical to the delivery of most of the Department’s priorities as well as the government priorities for which IRCC is responsible.

5. Severe, prolonged or cumulative emergencies

There is a risk that severe, prolonged or cumulative natural disasters, unexpected crises or emergencies, and emerging world events could affect IRCC’s operations or infrastructure in ways that could overburden or shut down its program delivery system, endanger employees and Canadians, permanent or temporary residents, or refugees, have significant financial impacts, and undermine the Department’s and Canada’s reputations.

Mitigating strategy and effectiveness

  • Continued to actively scan and monitor global events, and to work with partners, to better prepare for potential unforeseen emergency situations requiring IRCC response.
  • Learned from the extraordinary effort to resettle Syrian refugees to apply efficiencies, such as reorganizing the Department’s resettlement functions and workloads and improving the flow of information, to help process future resettlement initiatives.

Link to the Department’s programs: All programs

Link to mandate letter commitments or to government-wide and departmental priorities:  Strong management of resources is essential to how well the Department can continue to deliver on its other priorities as well as those of the government during emergency periods.

Results: what we achieved

ProgramsFootnote 3

Program 1.1: Permanent Economic Residents

Rooted in objectives outlined in the Immigration and Refugee Protection Act (IRPA), the focus of this program is on the selection and processing of immigrants who can support the development of a strong and prosperous Canada, in which the benefits of immigration are shared across all regions of Canada. The acceptance of qualified permanent residents helps the Government meet its economic objectives, such as building a skilled work force, addressing immediate and longer-term labour market needs, and supporting national and regional labour force growth. The selection and processing of applications involve the granting of permanent residence to qualified applicants, as well as the refusal of unqualified applicants.

Results
Express Entry – Continual improvement

Launched in 2015, Express Entry was designed to better respond to labour market needs, improve economic outcomes of newcomers and facilitate faster processing by inviting only those candidates who are most likely to succeed in Canada to submit an application for permanent residence. In 2016–2017, the Department invited almost 50,000 candidates to apply for one of the Express Entry permanent residence programs through 27 invitation rounds.

Processing Times

Overall, processing objectives for the economic permanent resident lines of business were met or exceeded. Express Entry continued to meet the six-month service standard (in 80% of cases) through calendar year 2016. Also, processing objectives for 2017 were on target in the first three months of 2017.

In November 2016, the Department also introduced changes to Express Entry to:

  • better align job offer requirements and points with Canadian labour market realities, making it easier to attract top talent from around the world. This included providing certain candidates with an exemption from a Labour Market Impact Assessment for their job offer, and adjusting the allocation of points to focus more on those with high human capital and with the potential for strong long-term economic prospects;
  • provide for a minimum one-year duration for offers of arranged employment (from an indeterminate period);
  • recognize the value of Canadian education to social outcomes by awarding points for completed college- or university-level study in Canada; and,
  • ensure candidates have enough time to complete their application by providing a longer time frame between the receipt of an invitation to apply and the deadline to submit an application for permanent residence.

The Department continues to make improvements to the Express Entry system, and will monitor and update as needed in the future.

Pilot programs – Innovation at work

In March 2017, the Department launched application intake under the Atlantic Immigration Pilot, which is focused on contributing to long-term economic and population growth in the Atlantic Provinces. This Pilot, a key initiative of the Atlantic Growth Strategy, is testing innovative approaches to attract and retain skilled immigrants who will meet labour market needs in this region. As part of the launch of this Pilot, the Department concluded immigration and information-sharing agreements with the four Atlantic Provinces. A distinguishing feature of the Pilot is the increased role of the employer, in partnership with federal and provincial immigrant settlement service provider organizations, in the settlement and retention of newcomer employees and their families.

The Start-up Visa pilot program was launched in April 2013 with the goal of attracting foreign entrepreneurs with the skills to create innovative new companies that can compete on a global scale. Overall positive results of this initiative were highlighted in a November 2016 evaluation. Work was undertaken to make the Program permanent, which was announced in July 2017.

Expected results Performance indicators 2016–17 targets Date to achieve targets 2014–15 Actual results 2015–16 Actual results 2016–17 Actual resultsFootnote 4
Migration of permanent and temporary residents that strengthen Canada’s economyFootnote 5 1. Rank within the Organisation for Economic Co-operation and Development (OECD) of employment rate for all immigrants ≤ 5 End of each calendar year (CY) 4 7 7
The benefits of immigration are shared across all regions of Canada 2. Percentage of economic permanent resident principal applicants who settle and are retained outside the Montréal, Toronto and Vancouver census metropolitan areas (CMAs) three years after landing > 40% End of each CY 45.9% 37.5% Not applicable (N/A)
Economic immigrants support the labour market needs of Canada 3. Average employment earnings of economic principal applicants relative to the Canadian average, five years after landing 100% CY 2020 115% 112.27% N/A
Immigration contributes to Canada’s economic growth 4. Percentage of economic permanent resident admissions relative to overall permanent resident admissionsFootnote 6 53.5%Footnote 7 End of each CY N/A 62.7% 52.6%Footnote 8
Canada’s labour market needs are strengthened by temporary residents’ transitions to permanent residence 5. Number of temporary resident principal applicants who transition to permanent residence in economic immigration categories TBC based on operational capacity End of each CYFootnote 9 N/A 47,861 43,166
Performance indicator analysis

Indicator 1: According to OECD figures, Canada’s foreign-born employment rate increased slightly from 70% in 2014 to 71% in 2015 (the most recent year for which OECD data are available). While Canada’s rank of seventh place does not meet the target of fifth place or better, the difference between fifth place and seventh place was only 0.1% in 2015. Canada’s overall trend has also been positive, with foreign-born employment gradually increasing from 68.8% in 2010. Increases in other countries’ employment rates and the admission of new members into the OECD have contributed to the lower ranking.

Indicators 2 and 3: Data from the Longitudinal Immigration Database (IMDB), which is the source of information for the second and third indicators, were unavailable for 2016–2017. When the data are available, they will be reported in the 2017–2018 Departmental Results Report.

Indicator 4: The percentage of economic permanent resident admissions relative to the overall permanent resident admissions was 52.6% in 2016. This is lower than the planned target of 53.5%. The general trend in the last 10 years has been an increase in economic admissions, with the exception of 2013 and 2016. In these years, government priorities aimed at refugees and family class immigrants resulted in lower admissions in economic classes.

Indicator 5: In 2016, a total of 43,166 temporary residents transitioned to permanent residence as principal applicants under an economic class program, representing a 10% decrease from 2015. This change is in part related to the 8% decrease in economic admissions from 2015, which was necessary in order to fulfil the commitments to refugee resettlement and family reunification.

Budgetary financial resources (dollars) – Program 1.1
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference (actual minus planned)
44,243,952 44,243,952 52,572,768 48,435,999 4,192,047
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference
(actual minus planned)
453 457 4

The variance is mostly due to additional resources provided for the Express Entry system in the context of the approved 2017 immigration levels, for which $4.5 million was allocated to the Permanent Economic Resident stream.

Program 1.2: Temporary Economic Residents

Rooted in objectives outlined in IRPA, the focus of this program is to establish and apply the rules governing entry into Canada of foreign nationals authorized for temporary work and study. Temporary economic migration enhances Canada’s trade, commerce, cultural, educational and scientific activities, in support of our overall economic and social prosperity and national interests. The selection and processing involve the issuance of temporary resident visas, work permits and study permits to qualified applicants, as well as the refusal of unqualified applicants.

Results
Global Skills Strategy

The Global Skills Strategy was announced in 2016, with the aim of attracting top global talent to Canada. Co-led by Immigration, Refugees and Citizenship Canada and Employment and Social Development Canada (ESDC), the Strategy supports government goals to attract top talent to Canada through faster, two-week work permit processing for specific applicants identified as top talent (IRCC), a dedicated service channel offering enhanced client service (IRCC), work permit exemptions for short-term work and brief academic stays in Canada (IRCC), and a new stream of the Temporary Foreign Worker Program for skilled occupations in shortage and for employers with unique talent needs (ESDC). The Strategy launched on June 12, 2017.

International Students

The Department continued to support government efforts to attract international students to Canada. This has included ongoing engagement with provincial, territorial, federal and educational stakeholders, including reinstating regular engagements with key partners to gather intelligence and input to support attracting international students. Further, the Department continued to promote Canada as a destination for international students, with Canadian missions abroad participating in over 260 promotion and recruitment events targeting potential international students to Canada.

In 2016, there were approximately 267,000 international student entries to Canada; this represents an increase of over 20% from 2015.

International students
Graph of International students as described below.
Text version: International students
  2014 2015 2016
International students 204,920 219,912 267,213
International Experience Canada

The Department continued to support reciprocal youth mobility opportunities for Canadian and international youth through International Experience Canada. In 2016–2017, inbound application processing times remained within the eight-week service standard for 95% of applications completed with all information and supporting documents. Canada also signed a new youth mobility arrangement with San Marino in September 2016.

International Mobility Program and temporary work

In 2016, the Department introduced new facilitation measures under the International Mobility Program to support television and film production, the performing arts and francophone minority communities. In addition, the limit on the number of years that foreign nationals can work temporarily in Canada was eliminated. Together, these actions ensure timely, consistent and flexible access to temporary foreign workers where warranted.

Moreover, the Department, in partnership with ESDC, has taken steps to address recommendations stemming from a September 2016 House of Commons Committee report related to the Temporary Foreign Worker Program, and will continue with efforts to improve this program.  

Expected result: Canada benefits from the timely entry of temporary economic residents
Performance indicators 2016–17 targets Date to achieve targets 2014–15
Actual results
2015–16
Actual results
2016–17
Actual resultsFootnote 10
1. Percentage of international student applications finalized within the established service standardFootnote 11 New: 80%
Extensions: 80%
End of each CY N/A New: 93%
Extensions: 97%
New: 92%
Extensions: 96%
2. Percentage of work permit applications (submitted overseas) finalized within the established service standardFootnote 12 80% End of each CY N/A 90% 90%
3. Percentage of International Experience Canada (IEC) applications from foreign nationals finalized within service standards Footnote 13 100% End of each CY N/A 84% 95%
Performance indicator analysis

Indicator 1: In 2016, a total of 92% of new applications and 96% of applications for extensions were finalized within the established service standard. These results are well above the service standard target of 80%. Over the last decade, there has been a considerable rise in applications for study permits; the Department continues to look at ways to respond to higher volumes, improve services and maintain processing times using innovative approaches.

Indicator 2: 90% of work permit applications submitted overseas were finalized within the established service standards. This is much higher than the 80% target, and allows employers timely access to foreign labour when necessary. The Department’s move to an integrated network in 2016 has allowed a more equal distribution of the workload which has contributed to more uniformity in achieving operational targets within the network.

Indicator 3: Service standards were met for 95% of IEC applications for work permits during 2016–2017Footnote 14—slightly below the target of 100%. The latest figure represents an improvement from the 84% reported in 2015–2016 which was impacted by the transition of IEC application data from a previous data system (Kompass) to the Department’s Global Case Management System.

Budgetary financial resources (dollars) – Program 1.2
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference
(actual minus planned)
53,069,957 53,069,957 48,264,969 30,418,453 –22,651,504
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference (actual minus planned)
408 335 –73

The variance is mainly attributable to the following:

  • a surplus of $13.0 million in the Temporary Work Authorization sub-program, primarily due to: delays associated with legal and privacy issues; the sharing of information between departments; delays in IT development; attrition; delays in staffing as well as overseas support inspections; and legal services that did not materialize;
  • a surplus of $3.2 million for revenues in excess of operating expenses for International Experience Canada; and
  • the realignment of resources that took place during 2016–2017 to meet operational requirements.

Program 2.1: Family and Discretionary Immigration

IRCC’s family and discretionary programs support the Government of Canada’s social goals for immigration. The program’s objectives are to reunite family members in Canada, and to allow for the processing of exceptional cases. Family Class provisions of IRPA enable Canadian citizens and permanent residents of Canada to apply to sponsor eligible members of the Family Class, including spouses and partners, dependent children, and parents and grandparents. Discretionary provisions in the legislation are used in cases where there are humanitarian and compassionate considerations or for public policy reasons. These discretionary provisions provide the flexibility to approve exceptional and deserving cases not anticipated in the legislation and to support the Government of Canada in its humanitarian response to world events and crises. Eligibility assessment and processing involve the granting of permanent or temporary residence to qualified applicants, as well as the refusal of unqualified applicants.

Results
Spousal applications

Efforts continued in 2016–2017 to help families build successful lives in Canada. In December 2016, the Department announced a new processing objective of 12 months for most spousal applications. Further, a new, simplified and streamlined application kit was created for all spousal applicants. This included promoting the use of secure online accounts for clients to request information and transmit supporting documentation electronically, resulting in faster processing.

Moreover, the Department eliminated the two-year conditional permanent resident requirement that applied to some spouses seeking to reunite with a Canadian spouse. This change took effect in April 2017.

Reducing Spousal Application Backlogs

The Department continues to address the backlog of spousal applications. Through specific, targeted efforts, it has managed to reduce the number of outstanding applications by over 19,500 (55%) between mid-June 2016 and the end of 2016–2017.

Family reunification

In 2016–2017, the Department completed regulatory amendments, as well as analysis of potential gender-based impacts, necessary to increase the maximum age for dependants to under 22 from under 19, to ensure more effective support for permanent residents to bring their children to Canada. This change will take effect in October 2017.

In January 2017, the Department introduced a random selection process to facilitate the acceptance of parent and grandparent applications. Ten thousand applications will be accepted for processing in 2017.

Improving service delivery for family sponsorship applicants

As with spousal applications, service improvements were made to the family sponsorship application process, including: simplified information guides and forms to make application preparation easier; increased online communications; and quicker submission of applications by such measures as allowing medical exams to take place after processing has begun, which reduces the likelihood of having to renew expired documents.

Further, a pilot was launched for family class applications, allowing enrolled clients to receive notification via text that their application was received by IRCC. The Department will continue to monitor results in 2017–2018.

Expected result Performance indicator 2016–17 target Date to achieve target 2014–15
Actual result
2015–16
Actual result
2016–17
Actual result
Canada reunites families and provides residence for deserving cases in exceptional considerationsFootnote 15 1. Number of admissions for total family class, humanitarian and compassionate grounds, and public policy grounds 75,000 – 82,000 End of each CY 71,997 69,911 81,390Footnote 16
Performance indicator analysis

Indicator 1: In 2016, Canada admitted 81,390 people under the family and discretionary immigration class, exceeding the lower end of the target range by 6,390 admissions, or 8.5%. This is an increase from 69,911 in 2015 and 71,997 in 2014, and is largely due to the government’s focus on family reunification and the fact that higher immigration levels were allocated to this category.

In addition, in support of reuniting families, Canada admitted 60,582 spouses, partners and children, which is within the target range. This is an increase from 49,672 admissions in 2015 and an increase from 48,511 admissions in 2014.

Canada also admitted 17,041 parents and grandparents, which was 959 fewer than the low end of the target range for this program. This is an increase from 15,489 in 2015 and a decrease from 18,150 in 2014.

Lastly, there were 3,875 admissions on humanitarian and compassionate or public policy grounds, exceeding the target range by 275 admissions. This is a decrease from 4,421 admissions in 2015 and a decrease from 5,336 admissions in 2014.

Budgetary financial resources (dollars) – Program 2.1
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference
(actual minus planned)
36,932,907 36,932,907 51,166,614 50,199,614 13,266,707
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference (actual minus planned)
433 588 155

The variance is mostly due to the necessary resources required to reduce processing times and achieve higher admissions, a priority stated in the Minister’s Mandate Letter. “Total authorities available for use” includes an additional $19.5 million received through Supplementary Estimates to address these priorities.

The remaining variance is explained by the realignment of resources that took place during 2016–2017 to meet operational requirements.

Program 2.2: Refugee Protection

The Refugee Protection Program is in the first instance about saving lives and offering protection to the displaced and persecuted. Overseas, refugees and persons in refugee-like situations are selected by Canadian visa officers to be resettled as permanent residents to Canada. Flowing from Canada’s international and domestic legal obligations, the in-Canada asylum system evaluates the claims of individuals seeking asylum in Canada and grants protected person status when a positive decision is rendered by the Immigration and Refugee Board of Canada (IRB), an independent, quasi-judicial tribunal.

Results
Refugee resettlement

In 2016, Canada welcomed over 46,000 refugees of various nationalities, exceeding its refugee resettlement levels plan by 1,200 refugees. Canada welcomed 23,619 government-assisted refugees, 4,439 refugees under the Blended Visa Office-Referred Program, and 18,644 privately sponsored refugees. Canada was able to exceed its 2016 levels plan in large part due to the overwhelming support of Canadians and private sponsors who assisted in the resettlement of Syrian refugees, approximately 43,000Footnote 17 of whom have been welcomed to Canada since November 2015. In addition, the Department completed a rapid impact evaluation to assess the initial 25,000 Syrian refugee commitment to determine early outcomes.

Canada’s Syrian commitment helped support international discussions about what more could be done to protect those displaced by conflict. For example, Canada is also keenly engaged in supporting the promotion of the private sponsorship model to other countries and to this end is a partner in the Global Refugee Sponsorship Initiative. In 2016–2017, the Department developed and initiated a technical assistance program for interested countries and began work on a comprehensive set of web-based training modules

Privately Sponsored Refugees

A new intake management strategy for privately sponsored refugees was announced in December 2016. This strategy, along with a relatively high admission target for privately sponsored refugees, aims to reduce backlogs and to achieve a processing time of 12 months in 2019.

During and following the resettlement of Syrian refugees, the Department consulted with stakeholders to determine lessons learned, primarily to inform resettlement and settlement policy and programming, and to share best practices. Furthermore, the Department continued to engage with the numerous stakeholders involved in the resettlement and integration of Syrian refugees, including ensuring that partner organizations were ready to support the approximately 33,600 Syrian refugees who arrived in 2016.

The Department resettled over 400 vulnerable persons by March 31, 2017, as part of the Government of Canada’s commitment to resettle 1,200 survivors of Daesh in 2017. The Department continues to resettle other refugees across the globe, including Congolese and Eritrean refugees, as part of ongoing multi-year resettlement commitments, as well as those identified by Canada’s private sponsors.

In-Canada asylum

In 2016–2017, the number of people who claimed asylum in Canada increased significantly. The Department continues to work closely with all federal organizations responsible for delivering the in‑Canada asylum system to ensure that protection is provided to claimants determined to be refugees under established definitions, and that Canada’s laws and international commitments are respected.

IRCC accepted all recommendations put forward in the 2016 Evaluation of the In-Canada Asylum System Reforms, which found that while reforms from 2012 to the in-Canada asylum system were generally implemented effectively, there were opportunities to improve practices to ensure longer-term achievement of reform objectives. An action plan was developed to implement changes in response to these recommendations.

Expected result Performance indicator 2016–17 target Date to achieve target 2014–15
Actual result
2015–16
Actual result
2016–17
Actual result
Canada protects refugees in need of resettlement 1. Percentage of resettled refugees in the world that Canada resettles (dependent on actions of other countries) 8–12% End of each CY 11.7% 15% 22%
Performance indicator analysis

Indicator 1: In 2016, Canada resettled 28,058Footnote 18 of the approximately 125,600 United Nations Refugee Agency (UNHCR)–referred refugees resettled in receiving countries that year.

Budgetary financial resources (dollars) – Program 2.2
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference
(actual minus planned)
28,013,358 28,013,358 79,543,726 54,854,685 26,841,327
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference (actual minus planned)
300 417 117

The variance is mainly due to the following items:

  • an additional $12.4 million to process 10,000 Syrian government-assisted refugees announced by the government;
  • $5.2 million for the one-year renewal of the Ministerial Review and Intervention Pilot Program;
  • $7.3 million for the Government’s response to the Syrian refugee crisis (25,000); and
  • the realignment of resources that took place during 2016–2017 to meet operational requirements.

Program 3.1: Newcomer Settlement and Integration

In accordance with the Canadian Multiculturalism Act, the Employment Equity Act and IRPA, programming is developed based on policies that support the settlement, resettlement, adaptation and integration of newcomers into Canadian society. Ultimately, the goal of integration is to encourage newcomers to contribute to Canada’s economic, social, political and cultural development. All permanent residents are eligible for settlement and integration programs. Programming is delivered by third parties (including provincial and municipal governments, school boards and post-secondary institutions, settlement service organizations and other non-governmental actors, and the private sector) across the country.

Results
Settlement Program

In 2016–2017, the Department funded over 500 organizations across Canada and overseas to provide a variety of settlement services to more than 400,000 clients in 2016–2017, including over 111,000 clients who received language training. Clients also received a variety of other services, such as needs assessment, information and orientation, employment services, community connection services, and others. Clients from all immigration categories such as economic immigrants and their spouses, family class, and those who landed as refugees, including the Syrian cohort, received settlement services.

Settlement Outcomes

Results of a 2016 survey of newcomers to Canada who accessed settlement services between 2013 and 2015 demonstrated positive outcomes for clients:

  • 91% of respondents reported being able to make informed decisions about life in Canada;
  • 88% of respondents reported using one of Canada’s official languages to function and participate in Canadian society; and
  • 93% of respondents reported participating in Canadian society in the last year (e.g., work force participation, engagement in their community).

The Department continued to work with provincial and territorial partners to improve newcomer settlement outcomes. Through the Federal-Provincial-Territorial (FPT) Settlement Working Group, all parties continued to advance “Helping Immigrants Succeed – an FPT Action Plan.” The action plan aims to comprehensively address challenges faced by newcomers with social connections, employment fit, recognition of foreign qualifications and official languages.

In addition, the Department achieved consensus with provinces and territories on the Pan‑Canadian Language Strategy aimed to improve the design and delivery of English and French language programming for adult immigrants.

Grant to Quebec

Canada provides funding to Quebec for the delivery of settlement and resettlement programing. Each year, both parties assess the alignment of services provided to ensure consistency of services. In 2016–2017, the review concluded that services provided to newcomers in the province are comparable to the rest of the country.

Resettlement Assistance Program

The Resettlement Assistance Program (RAP) provides direct financial support and funds immediate and essential services for RAP clients, including government–assisted refugees and persons in refugee-like situations admitted to Canada under a public policy consideration or on humanitarian and compassionate grounds.

In 2016–2017, the Department funded through RAP, 41 organizations in 37 communities across Canada to provide direct services to refugee clients, which include port of entry services, assistance with temporary accommodations, help locating permanent accommodations, orientations on financial and non-financial topics, life skills training, and links to settlement programming and mandatory federal and provincial programs. During the year, the Department successfully expanded the network of RAP service provider organizations to an additional 14 communities across Canada. The Department also funded other domestic and international initiatives in support of the resettlement program, including a national RAP conference that assembled service provider, academic, and government delegates to share promising practices in meeting the initial settlement needs of refugees. The Department reached 30,211 clients with RAP services in 2016–2017 and provided over 10,000 families with income support, ensuring a smooth initial transition to Canada. A 2016 Resettlement Evaluation found the immediate and essential needs of resettled refugees were generally being met through RAP services, but noted that RAP income support levels were inadequate to meet essential needs of refugees. The majority of refugees surveyed had received the required services in a timely and accessible manner and had gained necessary skills for daily living in Canada. In response to the evaluation’s recommendations, the Department embarked on a review of income support levels to ensure adequate resources are provided to RAP clients.

Expected result: NewcomersFootnote 19 contribute to Canada’s economic, social and cultural development
Performance indicators 2016–17 targets Date to achieve targets 2014–15
Actual results
2015–16
Actual results
2016–17
Actual resultsFootnote 20
1. Percentage difference of labour force participation of newcomers residing in Canada 10 years or less, in comparison with the Canadian-born population (for core working age of 25–54 years) A difference of no more than 12% below the Canadian-born average End of each CY N/A 9.9% below the Canadian-born average 8.7% below the Canadian-born average
2. Percentage difference of newcomers who are 15 years and older, who in the past 12 months volunteered—or participated at least monthly—in a group, association or organization, in comparison with the Canadian-born population A difference of no more than 10% below the Canadian-born average 2020 N/A 7.6% below the Canadian-born average 7.6% below the Canadian-born average
3. Percentage difference of newcomers residing in Canada 10 years or less, who are 15 years and older and who have a somewhat strong or a very strong sense of belonging to Canada in comparison with the Canadian-born population A difference of no more than 1% below the Canadian-born average 2019 N/A 1.5% above the Canadian-born average 1.5% above the Canadian-born average
Performance Indicator Analysis

Indicator 1: Newcomers’ contribution to Canada’s economic development, as measured by labour force participation, has been trending upward (that is, the difference, or gap, between the newcomer participation rate and the Canadian-born participation rate is closing) over the last two years and has exceeded the established target. This indicates that the gap between newcomers and those who are Canadian-born is narrowing for this particular population.

Indicator 2: The data for this indicator are only available on a rotating cycle based on the General Social Survey (GSS), (Giving, Volunteering and Participating). The next release date is expected to be 2020. This result was first reported in the 2015–2016 Departmental Performance Report.

Indicator 3: As for the second indicator, data for this indicator is also sourced from the GSS (Social Identity), with the next release date expected to be 2019. This result was first reported in the 2015‑2016 Departmental Performance Report.

Budgetary financial resources (dollars) – Program 3.1
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference
(actual minus planned)
1,174,026,452 1,174,026,452 1,333,562,321 1,220,648,602 46,622,150
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference (actual minus planned)
368 356 -12

The vast majority of the budget for newcomer settlement and integration consists of transfer payment funding to service provider organizations, refugees that receive income support or the Quebec government for the Canada-Quebec Accord on Immigration.

The variance of $46.6 million compared to planned spending can be attributed to increases in funds to support permanent residents as part of Levels 2016, increased payments to the Quebec government for the Canada-Quebec Accord on Immigration, as well as transfer payment funding for the 10,000 government-assisted refugees.

Through 2016–2017 Supplementary Estimates, IRCC accessed a net $157.3 million in transfer payment funding to cover this increase in cost. The remainder was either reprofiled to future years ($60.4 million), or lapsed, as follows:

  • $23.3 million for Syria, resulting from the overachievement of the Blended Visa Office-Referred Program refugee targets versus government-assisted refugees within the 10,000 Syrian refugee framework and from the lower needs of international and local service providers; and
  • $28.3 million for resettlement and settlement programs.

Program 3.2: Citizenship for Newcomers and All Canadians

The purpose of the Citizenship Program is to administer citizenship legislation and promote the rights and responsibilities of Canadian citizenship. IRCC administers the acquisition of Canadian citizenship by developing, implementing and applying legislation, regulations and policies that protect the integrity of Canadian citizenship and allow eligible applicants to be granted citizenship or be provided with a proof of citizenship. In addition, the program promotes citizenship, to both newcomers and the Canadian-born, through various events, materials and projects. Promotional activities focus on enhancing knowledge of Canada’s history, institutions and values, as well as fostering an understanding of the rights and responsibilities of Canadian citizenship.

Results
Citizenship Act amendments

In 2016–2017, the Department focused on supporting Bill C–6, An Act to Amend the Citizenship Act to fulfil the Government’s commitment to provide for greater flexibility in meeting citizenship requirements and to repeal certain elements of the Citizenship Act. Bill C-6 received Royal Assent on June 19, 2017, and the Department will focus on its implementation in 2017–2018, including the development of regulations.

These legislative changes and increases in annual immigration levels of permanent residents (many of whom seek Canadian citizenship) are expected to create increased volumes for citizenship applications. The Department continues to prepare for expected surges in citizenship applications to ensure services are delivered within existing service standards.

Updates to the citizenship guide and test, and Oath of Citizenship

In 2016–2017, the Department worked on updating the citizenship guide, which is the official study guide for those taking the citizenship test. Many of the modifications made to the text were in response to recommendations stemming from the 2015 Truth and Reconciliation Commission (TRC) Calls to Action. This included adding more information on the history of the diverse Indigenous peoples of Canada, and information about treaties and the history of residential schools. The Department worked in collaboration with other government departments and many stakeholders outside the government to develop the text, including the three national Indigenous organizations. The test questions based on the citizenship study guide content will be updated following the revision of the study guide.

In response to another TRC Call to Action, the Department has continued to engage with Indigenous and Northern Affairs Canada, the three national Indigenous organizations, and other external citizenship-focused stakeholders to modify the Oath of Citizenship to include a reference to respecting treaties with Indigenous peoples. Changing the Oath will require legislative amendments, which the Department aims to introduce in 2018.

Citizenship application processing times

The Department continues to meet its service standard of processing 80% of its citizenship applications received after April 1, 2015, within 12 months. Further, the Department continues to test new approaches to improve on citizenship processing times.

Audit of the Citizenship Program

In 2016, the Office of the Auditor General of Canada completed an audit of the Citizenship Program. The audit recommended that the Department improve operational activities in order to better detect and document fraud risks, which the Department implemented. Further, in October 2016, the House of Commons Standing Committee on Public Accounts released a committee report on this audit, including recommendations, for which the government provided its response, reaffirming its commitment to ongoing enhancements of program integrity practices.

Citizenship Applications

In 2016–2017:

  • Over 116,000 citizenship application decisions were made, representing 75% of the target;
  • Over 90% of new citizenship applications were processed within 12 months;
  • The outstanding citizenship application inventory decreased by 11%, to a balance of 72,800 applications, from the previous year; and
  • Over 58,500 citizenship proof applications were assessed, representing 106% of the target.
Expected results: Canadian citizenship is a valued status: newcomers have a desire to become Canadian, and established Canadians are proud of their citizenship
Performance indicators 2016–17 targets Date to achieve targets 2014–15
Actual results
2015–16
Actual results
2016–17
Actual results
1. Take-up rates of citizenship among eligible newcomers ≥ 75% End of each CY 85.6% 85.6% 85.6%
2. Percentage of Canadians who are proud to be Canadian ≥ 80% End CY 2018 N/AFootnote 21 87% 87%
Expected results: The integrity of Canadian citizenship is protected
Performance indicators 2016–17 targets Date to achieve targets 2014–15
Actual results
2015–16
Actual results
2016–17
Actual results
3. Percentage of applicants referred to a citizenship hearing with judges and/or citizenship officers to protect the integrity of citizenship 5–10%Footnote 22 End of each fiscal year (FY) 5% 4.6% 5.1%
Performance Indicator Analysis

Indicator 1: Canadian citizenship continues to be a valued status with a high degree of permanent residents choosing to naturalize. The data for this indicator are collected through the Census and are available every five years.Footnote 23 This result was first reported in the 2014–2015 Departmental Performance Report.

Indicator 2: The data for this indicator is only available on a seven-year cycle with the next General Social Survey (GSS) on this topic planned for 2020. This result was first reported in the 2015–2016 Departmental Performance Report.

Indicator 3: In 2016–2017, of the applications for citizenship received, 5.1% were referred to a citizenship hearing with a citizenship judge or a citizenship officer. The result is in line with the baseline established and is slightly higher than the result from the previous year. Minor fluctuations in the percentage of applicants referred for a hearing is expected. The results will continue to be monitored to ensure an appropriate number of applicants are invited to a hearing with a judge or a citizenship officer to verify that they meet the requirements to become a Canadian citizen.

Budgetary financial resources (dollars) – Program 3.2
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference
(actual minus planned)
62,018,218 62,018,218 67,482,317 66,260,930 4,242,712
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference (actual minus planned)
774 844 70

The variance is explained by the realignment of resources that took place during 2016–2017 to meet operational requirements.

Program 3.3: Multiculturalism for Newcomers and All Canadians

The Multiculturalism Program was transferred to the Minister of Canadian Heritage on November 4, 2015. Therefore, IRCC no longer reports on performance results or financial allocations.

Program 4.1: Health Protection

This program aims to provide effective immigration health services to manage the health aspect of migrant entry and settlement to Canada, and facilitate the arrival of resettled refugees to Canada and their integration while contributing to the protection of the health and safety of all Canadians and contributing to the maintenance of sustainable Canadian health and social services.

The program aims to evaluate health risks related to immigration and coordinate with international and Canadian health partners to develop risk management strategies and processes to assess the health risks posed by applicants wishing to immigrate to Canada. The strategies, processes and interventions are intended to reduce the impact of the risks identified on the health of Canadians and on Canada’s health and social services.

Results
Interim Federal Health Program

The Interim Federal Health (IFH) Program was fully restored in 2016–2017. The restored Program provides temporary and limited health-care coverage to all eligible beneficiaries in Canada, and is an important step in improving health outcomes for refugees and asylum claimants.

On April 1, 2017, the Department launched new pre-departure medical services for resettled refugees destined to Canada. Services include an immigration medical examination, certain pre-departure vaccinations aligned with Canadian guidelines, services to manage disease outbreaks in refugee camps, and medical supports during travel to Canada.

Actions following the Evaluation of the Health Screening and Notification Program

Further to the 2015 Evaluation of the Health Screening and Notification Program, in 2016–2017, IRCC advanced work on information-sharing agreements with provinces and territories and made recommendations to Migration Five (formerly the Five Country Conference) for alignment of vaccine programs and services. The Department also began a fundamental review of the excessive demand provision, engaging with provinces and territories as well as various stakeholders; expected completion of the review is in 2017–2018. In addition, the Department finalized the implementation of a centralized medical admissibility unit to standardize and coordinate medical assessments for medically inadmissible cases, to centralize all complex medical files, and to provide advice on the medical admissibility of applicants.

Immigration Medical ExaminationsFootnote * and Assessments

In 2016–2017:

  • Over 606,000 medical assessments were completed;
  • 1,120 cases were deemed inadmissible due to health conditions that were likely to be a danger to public health or public safety or cause excessive demand on Canadian health and social services; and
  • 10,500 cases of active or inactive tuberculosis were found during immigration medical examinations; 83% overseas and 17% in Canada. Cases of active tuberculosis were referred for treatment and cases of inactive or treated tuberculosis were admitted to Canada subject to medical surveillance.
E-notification

In 2016–2017, the e-notification system was launched to expedite the process of notifying provincial and territorial health authorities of the arrival of individuals requiring medical surveillance. The Department continued to monitor implementation and system issues, including through regular discussions with provincial and territorial partners.

Monitoring of global health occurrences

As part of continued collaborative efforts to protect public health in Canada, the Department monitored health occurrences around the world. This included reviewing periodic reports by the World Health Organization and monitoring evolving health situations such as the spread of the Zika virus, influenza, tuberculosis and measles.

Expected results Performance indicators 2016–17 targets Date to achieve targets 2014–15
Actual results
2015–16
Actual results
2016–17
Actual results
Immigration health services are in place to protect public health and public safety, as well as the burden on the health system 1. Percentage of permanent residents with a valid immigration medical assessment (IMA)Footnote 24 at landing 100% End of each CY N/AFootnote 25 97.5% 97.8%
Eligible clients receive coverage for health services under the IFH Program 2. Percentage of eligible clients who receive health coverage under the IFH Program 100% End of each CY 99.7% 98.4% 99%
Performance indicator analysis

Indicator 1: Of the 296,341 individuals who became permanent residents in 2016, 97.8% of clients had valid IMAs, which is consistent with previous years. Most of the remaining 2.2% are live-in caregivers who are foreign nationals who have previously undergone health screening prior to their arrival in Canada as part of the processing of their temporary foreign worker application, and have applied for permanent resident status within Canada. Although their previous IMAs have expired, they are not required to submit to a new medical examination, as per regulatory changes to the Live-in Caregiver Program that came into force on April 1, 2010.

Indicator 2: From October 1, 2015 to September 30, 2016, a total of 19,948 of the 20,135 eligible refugee claimants (99.1%) received an IFH Program eligibility certificate. A further 152 clients (0.7%) abandoned or withdrew their claim for refugee status before a certificate was issued, and the remaining 35 cases (0.2%) were situations where clients may have had access to other health-care coverage, such as a provincial or territorial plan. Results show that over the last few years, the percentage of eligible clients who receive health coverage under the IFH Program has remained close to 100%.

Budgetary financial resources (dollars) – Program 4.1
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference
(actual minus planned)
75,135,278 75,135,278 89,089,079 84,486,400 9,351,122
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference (actual minus planned)
80 79 -1

The variance between planned and actual spending is mainly due to the following items:

  • $10.0 million to cover incremental costs of the IFH Health Program due to the increase in asylum seekers, who require health-care benefits until their status is determined, and/or they leave the country.
  • $3.9 million for the 10,000 government-assisted refugees announced by the government.
  • The funding for these items, which was accessed through Supplementary Estimates, was offset by a surplus of $4.4 million in the IFH Program.

Program 4.2: Migration Control and Security Management

IRCC facilitates the travel of bona fide permanent residents, visitors, students and temporary workers while protecting the health, safety and security of Canadians by effectively managing migration access. This is accomplished through a variety of policy and operational measures, including through the establishment of visa and other document entry requirements and otherwise maintaining the policy framework for terms and conditions of entry, admissibility criteria, anti-fraud measures, negotiations of bilateral and multilateral information sharing agreements and treaties, as well as setting identity management practices. IRCC also provides assistance to illegal migrants who are deemed destined to Canada, to return them to their home country of origin. Strategic partnership engagements with security and public safety-related departments are another essential component of this program.

Results
Welcoming temporary residents

The Department facilitates the entry of temporary residents to Canada, including foreign nationals who require a temporary resident visa (TRV), and those from visa-exempt countries, along with those who are issued work or study permits. Collectively, temporary residents contribute to Canada’s economic development by filling gaps in the labour market, enhancing trade, purchasing goods and services, and increasing cultural links.

Total number of TRVs, work and study permits
Total number of TRVs, work and study permits, as described below.
Text version: Total number of TRVs, work and study permits
  2014 2015 2016
Approved 1,720,571 1,770,199 2,045,613
Total Processed 2,110,239 2,185,560 2,571,950

The number of TRVs and work and study permits issued by the Department has been steadily increasing, and surpassed 2 million in 2016. Also in 2016, the Department issued approximately 1.26 million multiple-entry visas which are valid for up to 10 years; these visas allow applicants from visa-required countries to travel to Canada more frequently and on their own schedules. As of the end of 2016, citizens from 146 countries and territories required a TRV to enter Canada, while citizens from 52 countries and territories were visa‑exempt (able to enter Canada without a TRV).

Since November 2016, visa-exempt foreign nationals flying to or transiting through Canada need an Electronic Travel Authorization (eTA)Footnote 26 to fly to or pass through a Canadian airport, unless specifically exempted from this requirement.

Together, Canada’s visa and eTA requirements ensure that foreign nationals requiring one of these documents to enter Canada are identified and screened for admissibility before travel to Canada.

In December 2016, Canada lifted the visa requirement for citizens of Mexico to facilitate increased business opportunities, trade and investment for Canadians and Mexicans. In collaboration with federal partners, the Department continues to monitor travel volumes, asylum claims and enforcement action taken.

Making travel to Canada secure

Canada collects biometric information (that is, fingerprints and digital photographs) from certain foreign nationals, in particular deportees, asylum claimants, overseas refugee resettlement applicants, and foreign nationals from select countries seeking a TRV to enter Canada. Biometric information improves immigration application decision making by confirming the identity of foreign nationals. Ultimately, this reduces security risks and helps to facilitate the flow of low-risk travellers.

In 2016–2017, the Department enacted regulations for automatic biometric-based information sharing with Australia, New Zealand and the United Kingdom. Automated information sharing will help counter identity fraud, strengthen identity confirmation and inform immigration decisions. A biometric-based immigration information-sharing agreement is already in place with the United States.

Providing for more gender options

In 2016–2017, the Department undertook initial efforts to determine the most effective way to develop and implement policy change requirements to allow for a gender (X) option on Canadian travel documents. Efforts will continue into 2017–2018 to support the full implementation of the new marker, including temporary measures to accommodate clients who wish to obtain an X. An announcement of this change took place in August 2017. This change is part of the Government of Canada’s ongoing review of sex and gender policies across departments and agencies.

Evaluation of Temporary Resident PermitsFootnote 27

In December 2016, IRCC completed an Evaluation of Temporary Resident Permits (TRPs). Overall, the results show that TRPs continue to be vital instruments in furthering Canada’s national and international objectives while ensuring the health, safety and security of the Canadian population. The Department committed to address recommendations, which were primarily focused on improving internal processes, in 2016–2017, and will continue in future years to address all of them.

Expected result: A managed migration of people to Canada that facilitates the movement of legitimate travellers, while denying entry into Canada at the earliest point possible to those who pose a safety or security risk, or are otherwise inadmissible under IRPA

Performance indicators 2016–17 targets Date to achieve targets 2014–15
Actual results
2015–16
Actual results
2016–17
Actual resultsFootnote 28
1. Number of program integrity exercises reported ≥ 50 End of CY 2018 N/A N/A 50
2. Number of TRV, study and work applications (persons) assessed TBC based on operational capacity End of each CY 2,110,239 2,185,560 2,571,950
3. Number of eTA applications assessed 3.2 million End of each CY N/A N/A 2,612,830
4. Number of permanent resident applications (persons) assessed TBC based on operational capacity End of each CY

302,469

(Includes withdrawn)

341,805

(Includes withdrawn)

334,018

(Includes withdrawn)
5. Percentage of applicants whose criminal history (in Canada) was revealed using biometric screening TBD based on baseline established in 2019–20 End of CY 2020Footnote 29 1.5% 2.2% 2.8%
Performance indicator analysis

Indicator 1: Program integrity exercises assess whether IRCC processing decisions are consistent, documented and in line with policy and legislation. They also identify or confirm fraud concerns and contribute to the continuous improvement of programs and services delivered by IRCC.

In 2016, IRCC completed 50 program integrity exercises. As application volumes continue to rise year after year, there is increased pressure to find processing efficiencies while preserving safety and security, and maintaining public confidence in IRCC programs. Program integrity exercises support IRCC’s ability to respond to increasing demand while effectively addressing integrity risk.

Indicator 2: Canada continues to be a popular destination to visit, work and study temporarily. The number of temporary resident visa, study and work permit applications assessed jumped from 2,110,239 in 2014 to 2,571,950 in 2016, an increase of 21.9%.

The increase in the number of temporary residence applications is partly due to the innovative government initiatives put in place since 2014. For example, international students now have opportunities to work off-campus and apply for work permits under the Post-Graduate Work Permit Program. Other incentives include the three new Labour Market Impact Assessment exemptions (TV and film, performing arts, and Mobilité francophone).

Indicator 3: In 2016, a total of 2,612,830 eTA applications were assessed. Given that the program is new, long-term trends are not yet available.

The eTA initiative is a key commitment intended to strengthen mutual Canada‑United States security by addressing potential threats as early as possible outside the North American perimeter while facilitating the entry of legitimate travellers.

The eTA launched on August 1, 2015, and became a mandatory entry requirement on March 15, 2016. To ensure no travel disruptions, IRCC implemented a leniency period from March 15 to November 9, 2016. As of November 10, 2016, the eTA requirement has been enforced at check-in for flights to Canada. Applications for eTA are steady, with volumes peaking prior to traditional travel seasons.

Indicator 4: In 2016, a total of 334,018 people had their applications assessed for permanent residency. These included persons that may have withdrawn their applications during the application process.

Indicator 5: The percentage of applicants whose criminal history (in Canada) was revealed using biometric screening remained fairly stable from 2015 to 2016. It is plausible that as the use of biometrics becomes better known, applicants with a criminal history in Canada may be more inclined to either declare their criminality up front on the application form or else are more deterred from applying. Fingerprints are securely transmitted to the Royal Canadian Mounted Police for storage and query against records of known criminals, past refugee claimants, persons previously deported, and prior immigration applicants. The results provide valuable information to immigration officers which supports the admissibility decision-making process.

Budgetary financial resources (dollars) – Program 4.2
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference
(actual minus planned)
154,340,892 154,340,892 147,384,323 122,488,481 –31,852,411
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference (actual minus planned)
946 1,007 61

The variance is mainly due to delays in the implementation of the biometric expansion and the Entry/Exit initiatives, as well as less spending than anticipated for elements included in the Beyond the Border initiative. The difference is largely composed of non-salary expenses, which have no impact on the number of full-time equivalents (FTEs).

Program 4.3: Canadian Influence in International Migration and Integration Agenda

As part of its mandate, IRCC aims to influence the international migration and integration policy agenda. This is done by developing and promoting, together with other public policy sectors, Canada’s position on international migration, integration and refugee protection issues, and through meetings with multilateral and bilateral partners, membership in international organizations, and participation in regional forums.

IRCC works closely with bilateral partners to ensure the effective management of migration and administration of immigration laws through an exchange of information, including biometric data. This international migration policy development helps Canada advance its interests with respect to international migration as well as meet its international obligations and commitments.

IRCC supports international engagement and partnerships through membership in and contributions to such organizations as the International Organization for Migration, Regional Conference on Migration, the UNHCR, the Migration Five, the Global Forum on Migration and Development, and the Intergovernmental Consultations on Migration, Asylum and Refugees. The program uses transfer payment funding for the following: Migration Policy Development Program (grants), and membership in the International Organization for Migration (annual assessed contributions) and the International Holocaust Remembrance Alliance (IHRA) (annual assessed contributions) formerly called the Task Force for International Cooperation on Holocaust Education, Remembrance and Research (ITF).

Results
Global compacts

The Department continued to represent Canada as an international leader on migration policies and responsibility sharing on refugees.

For example, in collaboration with other federal departments, the Department led the development of Canada’s position for the launch of the consultation process toward the Global Compact for safe, regular and orderly migration. The Department also formed an advisory group of migration experts to ensure meaningful consultations in formulating Canada’s positions.

Global Refugee Sponsorship Initiative

In December 2016, Canada launched the Global Refugee Sponsorship Initiative. This initiative seeks to promote Canada’s unique approach to private refugee sponsorship by promoting and supporting this model in community-based sponsorship programs around the world.

In 2016–2017, the Department also actively contributed to the development of a Global Compact on Refugees and the Comprehensive Refugee Response Framework, which support the UNHCR in its leadership role. As part of this effort, the Department supported the development of positions, statements and input to resolutions as well as consultations with civil society.

Engagement with partners in the Americas

Canada continued to work with partner countries in the Americas on various migration and refugee-related matters. The Department supported Canada’s efforts to share best practices on refugee status determination with the United States and Mexico. Also, in 2016–2017, officials from Canada worked with counterparts from Mexico to address matters related to irregular migrants, and cooperation following the lifting of the visa requirement for citizens of Mexico in December 2016.

In addition, Canada worked with the UNHCR’s Working Group on Resettlement and Integration to establish a common framework for resettlement countries to measure outcomes.

Expected result Performance indicator 2016–17 target Date to achieve target 2014–15
Actual result
2015–16
Actual result
2016–17
Actual result
Canadian positions on managed migration, integration and international protection are advanced in international fora 1. Percentage of decisions/reports from international meetings and fora identified as importantFootnote 30 that reflect the delivered IRCC migration-related position 90% End of each FY 92% 100% 90%
Performance Indicator Analysis

Indicator 1: In 2016–2017, IRCC attended 21 meetings identified as important, of which 19 resulted in outcomes that were favourable to Canadian positions on migration. Canada’s approach to migration is to be open, accepting and generous, while not compromising security. Of particular note, the Department led negotiations of the modalities for the Global Compact on Migration and was able to influence much of that document and the process going forward.

Budgetary financial resources (dollars) – Program 4.3
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference
(actual minus planned)
5,908,956 5,908,956 6,829,759 6,749,459 840,503
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference (actual minus planned)
34 33 -1

The variance is explained by the realignment of resources that took place during 2016–2017 to meet operational requirements.

Program 4.4: Passport

IRCC is accountable for the Passport Program, and collaborates with Service Canada and Global Affairs Canada to provide passport services that enable eligible Canadian travellers to access other countries. Through an extensive service delivery network in Canada and abroad, the program disseminates information, collects and processes Canadian travel document applications, authenticates applicants’ identity and determines eligibility, and issues secure Canadian travel documents. The program also performs activities to ensure that fraud and misuse of travel documents are prevented and detected. The Canadian passport is an internationally recognized and respected travel and identification document for Canadians who travel abroad, and is relied upon in Canada and by foreign governments to support the bearer’s claim to Canadian citizenship. The program operates on a full cost-recovery basis from fees charged for travel document services. Fees are collected in the Passport Program Revolving FundFootnote 31 and are efficiently managed to ensure value-for-money for Canadians.

Results
A more modern and accessible service for Canadians

In 2016–2017, IRCC continued to modernize the way it does business by advancing work to ensure a smooth transition to a new passport issuance system and to improve the passport application process. For example, the number of Service Canada centres accepting applications more than doubled from 153 to 315, making the passport application process more accessible to more Canadians.

Serving Clients

In 2016–2017:

  • over 5 million passports and other travel documents were issued; and
  • over 98% of travel documents were processed within IRCC’s service standards.
Protecting travel documents from fraud and improving identity management

In 2016–2017, the Department continued to collaborate with security and intelligence partners to advance various fraud prevention and identity management activities such as: continuing to invest in enhancements to the Facial Recognition solution; advancing work with provincial/territorial authorities that will leverage the electronic exchange of identity information aimed at improving how a passport applicant’s identity is validated; and conducting integrity risk assessments that cover a range of areas including emergency travel documents, exploitation of identity information, passport fraud and identity manipulation.

A more secure Canadian passport – the next generation

In order to deliver a more secure Canadian travel document, work was also advanced on the delivery of a next generation electronic passport with enhanced security features and chip technology. The new passport will comply with international standards and specifications and be produced in a cost-efficient manner.

Collaborating with partners

The Department continued to establish, maintain and strengthen partnerships with service delivery partnersFootnote 32 as well as with federal intelligence and security partners to continuously improve service delivery and to ensure coherent sharing of information and mitigation of fraud and other risks.

In 2016–2017, IRCC also continued to participate in international fora to shape international passport standards related to travel facilitation and security enhancements. IRCC communicated Canada’s position on the development and approval of projects, standards and technical specifications.

Expected results Performance indicators 2016–17 targets Date to achieve targets 2014–15
Actual results
2015–16
Actual results
2016–17
Actual results
Legitimate travellers are in possession of Canadian travel documents 1. Number of confirmed identity fraud cases known to the Passport Program in a given year > 33 End of each FYFootnote 33 N/A 41 68
Passport Program meets the expectations of Canadian travel document holders 2. Percentage of clients who indicated they were satisfied with services they received ≥ 90% End of each FY 96% 96% 97%
Performance indicator analysis

Indicator 1: The Program aims to improve program integrity awareness, tools and risk management strategies to help prevent identity fraud. In 2016–2017, the Passport Program confirmed 20 non-issued fraudulent applications and detected 48 fraudulently obtained genuine travel documents. The Department continues to collaborate with security and intelligence partners to identify individuals whose identity and/or entitlement to a Canadian travel document may require additional review.

Maintaining and continuously improving program integrity supports the international reputation and recognition of Canadian travel documents, affording Canadians visa-free access to 171 countries around the world.Footnote 34

Indicator 2: In the 2017 survey,Footnote 35 97% of respondents indicated that they were satisfied with their overall service experience. While this remains consistent with respondent satisfaction levels from the past three editions, an unprecedented 60% of respondents were “very satisfied” with their overall service experience, representing a 4% increase from the 2016 survey.

Budgetary financial resources (dollars) – Program 4.4
Resource 2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference
(actual minus planned)
Gross Expenditures 482,010,132 482,010,132 352,989,505 –129,020,627
Respendable Revenue –666,218,000 –666,218,000 –658,516,845 7,701,155
Net Revenue –184,207,868 –184,207,868 –305,527,340 –121,319,472
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference (actual minus planned)
632 619 -13

The surplus of $121.3 million is due to less spending in modernization and unused contingency which was offset by a slight reduction in planned revenues.

The Passport Program expects to generate a surplus in revenues until 2017–2018. These financial surpluses will be used to compensate the anticipated reduction in revenue during the second half of the business cycle, starting in 2018–2019.

The significant drop in revenues in the second half of the business cycle is caused by an abrupt reduction in passport demand due to the introduction of a 10-year validity passport in July 2013. By introducing a 10-year ePassport, the program had to transition from a 5-year to a 10-year business cycle, meaning its costs and revenues must balance out over the 10-year business cycle.

While demand is low, the Passport Program requires accumulated surpluses to sustain operations as there are many fixed costs associated with maintaining the infrastructure that supports Passport Program delivery which do not vary with passport volume fluctuations.

Although it is expected the Passport Program will operate in a deficit for five years from 2018–2019 to 2022–2023, enough revenue will be collected in the preceding five years to compensate for the deficit.

Internal Services

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.

Results
Increasing demand for back office services

In 2016–2017, the Department supported the Minister in responding, in a timely manner, to an increasing volume of incoming correspondence. A review was undertaken to develop efficiencies, which will be implemented in 2017–2018 in response to rising correspondence volumes.

Preparing for the Future – Predictive Analytics

Predictive analytics uses data, statistics, and other information to make predictions about future events. IRCC has used its extensive data holdings to test how predictive analytics could make improvements in areas such as the prioritization of resources, fraud detection and improving client service. Predictive analytics pilot projects will continue in 2017–2018 with the goal of it becoming a key component of Departmental operations in the future.

The Department experienced a significant (10%) increase (from 2015–2016) in Access to Information and Privacy (ATIP) requests, and remains the federal department with the highest level of ATIP requests. In response, IRCC continued to streamline its processes, provided additional training for employees, and reviewed its client service standards and practices.

The overall number of litigation cases affecting the Department decreased in 2016–2017, but there has been a significant increase in the number of complex and high-profile litigation cases—largely due to the changing and evolving policy environment. This has included cases affecting the Department brought before the Canadian Human Rights Commission. The Department continued to oversee these cases through sound management practices, including greater internal liaison efforts.

The Department enhanced its investment and project management oversight practices by improving governance practices and tools.

Building trust in government by managing security, fraud and privacy

Security screening is a fundamental practice to establish and maintain a foundation of trust within government and between government and Canadians. In 2016–2017, the Department implemented the employee fingerprinting and credit check requirements of the Treasury Board Standard on Security Screening.

In order to improve the Department’s resilience and capacity to manage fraud, IRCC continued to assess risks of fraud and the implementation of its fraud management policies, practices and tools.

In 2016–2017, the Department also implemented a privacy framework that sets out a new approach and key responsibilities for privacy protection, as well as common standards and practices for the handling of personal information and managing privacy risks.

Employee well-being and management excellence

In 2016–2017, IRCC continued to implement the principles of Blueprint 2020 to promote excellence in the public service. For example, the Department supported employee-generated initiatives focused on the promotion and encouragement of a healthy and respectful workplace.

The Department developed a Psychological Health and Safety Strategy that emphasizes prevention, shared responsibilities and knowledge development. It also promoted and strengthened awareness and understanding of mental health. Some initiatives included publishing periodic messages and organizing activities related to well-being and mental health, and offering awareness sessions to reduce stigma in the workplace.

In 2016–2017, the Department implemented measures, such as an awareness campaign, in‑house training, and support for early and positive resolution of conflict, to foster a workplace that disapproves of harassment and discrimination and supports respect for all employees.

The Department continued to implement its people management strategy aimed at supporting people management stewardship, accountability and decision making.

IRCC also undertook a departmental governance review which resulted in a more strategic and efficient committee governance and forward agenda planning.

Human resources (FTEs) and budgetary financial resources (dollars) – Program 5.1
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
2016–17
Difference
(actual minus planned)
189,249,864 189,249,864 229,497,884 221,034,966 31,785,102
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference (actual minus planned)
1,473 1,576 103

The variance is explained by additional resources that were accessed through the Supplementary Estimates and the realignment of resources that took place during 2016–2017 to meet operational requirements.

Analysis of trends in spending and human resources

Actual expenditures

Departmental spending trend graph

Departmental spending trend graph, as described below
Text version: Departmental spending trend graph
Fiscal year Total Voted Statutory Sunset Programs
– Anticipated
2014–15 1,361 1,552 -191 0
2015–16 1,536 1,710 -173 0
2016–17 1,600 1,833 -233 0
2017–18 1,647 1,739 -92 0
2018–19 1,811 1,697 114 0
2019–20 1,809 1,646 163 0

In this graph, financial figures from 2014–2015 to 2016–2017 represent actual spending incurred by the Department. Financial figures from 2017–2018 to 2019–2020 represent planned spending.

Budgetary performance summary for Programs and Internal Services (dollars)
Programs and Internal Services 2016–17
Main Estimates
2016–17
Planned spending
2017–18
Planned spending
2018–19
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending (authorities used)
2015–16
Actual spending (authorities used)
2014–15
Actual spending (authorities used)
1.1 Permanent Economic Residents 44,243,952 44,243,952 41,914,494 40,836,295 52,572,768 48,435,999 58,368,375 81,907,913
1.2 Temporary Economic Residents 53,069,957 53,069,957 24,549,632 24,013,273 48,264,969 30,418,453 29,371,737 28,817,691
2.1 Family and Discretionary Immigration 36,932,907 36,932,907 34,139,406 32,563,516 51,166,614 50,199,614 33,620,196 39,557,058
2.2 Refugee Protection 28,013,358 28,013,358 31,211,048 25,687,111 79,543,726 54,854,685 104,261,333 29,926,000
3.1 Newcomer Settlement and Integration 1,174,026,452 1,174,026,452 1,201,496,174 1,144,949,803 1,333,562,321 1,220,648,602 1,107,030,857 1,010,190,212
3.2 Citizenship for Newcomers and All Canadians 62,018,218 62,018,218 61,730,209 61,021,296 67,482,317 66,260,930 77,993,946 82,983,275
3.3 Multiculturalism for Newcomers and All CanadiansFootnote 36 12,100,261 12,100,261 4,163,554 6,771,604
4.1 Health Protection 75,135,278 75,135,278 63,786,532 65,173,787 89,089,079 84,486,400 41,760,082 31,042,845
4.2 Migration Control and Security Management 154,340,892 154,340,892 130,472,436 145,208,455 147,384,323 122,488,481 108,005,276 104,056,335
4.3 Canadian Influence in International Migration and Integration Agenda 5,908,956 5,908,956 6,113,693 6,001,030 6,829,759 6,749,459 6,480,611 5,896,698
4.4 PassportFootnote 37 -184,207,868 -184,207,868 -151,037,689 55,485,250 717,022,807 -305,527,340 -252,405,048 -287,387,229
Subtotal 1,461,582,363 1,461,582,363 1,444,375,935 1,600,939,816 2,592,918,682 1,379,015,283 1,318,650,919 1,133,762,402
Internal Services 189,249,864 189,249,864 202,583,653 210,142,723 229,497,884 221,034,966 217,846,347 226,988,706
Total 1,650,832,227 1,650,832,227 1,646,959,588 1,811,082,539 2,822,416,566 1,600,050,249 1,536,497,266 1,360,751,108

Planning spending assumptions in 2016–2017 were based on a set of assumptions established in the fall of 2015 and availability of funding as per the Main Estimates process. Variances between planned and actual spending are mainly explained by changes in the funding profile and new funding received by the Department, combined with a realignment of resources to address department and government priorities.

Changes in financial authorities in 2016–2017

Total authorities available for use increased during the year by $1,171.6 million, from planned spending of $1,650.8 million to $2,822.4 million. Planned spending represents the Main Estimates, that is, funding approved at the beginning of the year. The Total Authorities Available for Use represent the funding approved at year end and are comprised of the Main Estimates, the Supplementary Estimates, the year-end adjustments for statutory items as well as transfers from Treasury Board central votes. This variance is mainly explained by an increase of $901.2 million for the Passport Program’s spending authority (comprised of an in-year authority of $184.2 million and $717.0 million available from previous years), combined with an increase of $242.3 million provided through the Supplementary Estimates largely due to the following: the resettlement of 10,000 government-assisted refugees ($139.0 million); funding to reduce application processing times and achieve higher admission levels for permanent residents in support of the 2016 Immigration Levels Plan ($39.0 million); the adjustment of the Canada-Quebec Accord on Immigration ($33.2 million); and an increase in the IFH Program ($10.0 million). The remaining variance of $28.1 million is mainly attributable to the approval of the operating carry forward from 2015–2016.

Significant variances between Total Authorities Available for Use and Actual Spending

From the total authorities available of $2,822.4 million, $1,600 million was used, resulting in a variance of $1,222.4 million.

This variance is largely attributable to accumulated surpluses of $1,022.5 million at the end of the fiscal year under the Passport Program Statutory item. This accumulated surplus is comprised of the in-year surplus of $305.5 million, and is in addition to the accumulated surpluses from previous fiscal years of $717.0 million. These surpluses will fund the forecasted deficit in future years of the 10-year business cycle of the Passport Program. Future years’ deficits relate to an anticipated reduction in revenues in the second half of the business cycle due to a significant drop in demand for passports as a result of the introduction in 2013 of the 10-year passport option.

The remaining variance of $199.8 million is largely explained by changes in the funding profile and spending plans. Surpluses and reprofiling of funds under the Syria initiatives contributed $107.1 million. The remaining variance is explained by other items such as transfer payments (excluding Syria funds) for the Settlement and Resettlement programs, as well as initiatives such as the reform of the Temporary Foreign Worker Program, the biometrics expansion project and less spending than anticipated in some of the Beyond the Border initiatives.

Significant change in actual spending over the last three years and spending trend

Departmental spending increases between 2014–2015 and 2015–2016 of $175.7 million are mainly attributable to the government’s responses to the Syrian refugee crisis and the implementation of Beyond the Border initiatives.

Spending from 2015–2016 to 2016–2017 increased by $63.6 million which is largely explained by an increase of $40.0 million for the Syria initiatives, an increase of $33.2 million for the Canada-Quebec Accord Grant, an increase of $25.9 million in the IFH Program, and other net increases of $17.6 million across the Department’s programs such as Family and Discretionary Immigration. These increases were partially offset by the Passport Program’s $53.1 million surplus increase and other minor elements.

The increase in planned spending between 2017–2018 and 2018–2019 is mainly attributable to the change in the financial position for the Passport Program—from a projected surplus of $151.0 million in 2017–2018 to a projected deficit of $55.5 million in 2018–2019 due to the anticipated reduction in volumes and revenues—combined with forecasted increased spending for the implementation of various initiatives and projects such as the expansion of biometrics. These increases will be partly offset by the reduction in anticipated spending for the Syria initiative, as this initiative is now at the settlement and implementation phase.

Actual human resources

Human resources summary for Programs and Internal Services
(full-time equivalents)
Programs and Internal Services 2014–15
Actual
2015–16
Actual
2016–17
Forecast
2016–17
Actual
2017–18
Planned
2018–19
Planned
1.1 Permanent Economic Residents 507 491 481 457 444 435
1.2 Temporary Economic Residents 339 376 408 335 321 321
2.1 Family and Discretionary Immigration 438 415 596 588 415 408
2.2 Refugee Protection 339 475 379 417 321 257
3.1 Newcomer Settlement and Integration 315 319 413 356 350 316
3.2 Citizenship for Newcomers and All Canadians 1,029 1,000 780 844 758 750
3.3 Multiculturalism for Newcomers and All Canadians 28 23 0 0 0 0
4.1 Health Protection 53 70 81 79 73 73
4.2 Migration Control and Security Management 819 887 981 1007 866 902
4.3 Canadian Influence in International Migration and Integration Agenda 29 33 34 33 36 35
4.4 Passport 585 674 632 619 643 633
Subtotal 4,481 4,763 4,785 4,735 4,227 4,130
Internal Services 1,530 1,428 1,495 1,576 1,522 1,537
Total 6,011 6,191 6,280 6,311 5,749 5,667

There were no significant fluctuations in the level of FTEs from 2014–2015 to 2016–2017 for the Department as a whole. There were some fluctuations in certain program areas where temporary funding was provided to support initiatives such as the Syrian refugee crisis, enhancements to the Temporary Work Authorization Program, reduction in application processing times and attainment of higher admission levels for permanent residents (Levels 2016).

From 2016–2017 into future years, the overall trend is downward and is mainly caused by the reduction or end of funding for the initiatives mentioned above.

The anticipated fluctuations in future years for some programs are related to initiatives for which funding will vary either upward or downward. As necessary, the Department may realign FTEs to accommodate for those areas where pressures arise.

Expenditures by vote

For information on IRCC’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2017.

Alignment of spending with the Whole-of-government framework

Alignment of 2016–2017 actual spending with the Whole-of-government framework (dollars)
Program Spending area Government of Canada activity 2016–17
Actual spending
1.1 Permanent Economic Residents Economic Affairs Strong economic growth 48,435,999
1.2 Temporary Economic Residents Economic Affairs Strong economic growth 30,418,453
2.1 Family and Discretionary Immigration Social Affairs A diverse society that promotes linguistic duality and social inclusion 50,199,614
2.2 Refugee Protection International Affairs A safe and secure world through international engagement 54,854,685
3.1 Newcomer Settlement and Integration Social Affairs A diverse society that promotes linguistic duality and social inclusion 1,220,648,602
3.2 Citizenship for Newcomers and All Canadians Social Affairs A diverse society that promotes linguistic duality and social inclusion 66,260,930
4.1 Health Protection Social Affairs Healthy Canadians 84,486,400
4.2 Migration Control and Security Management Social Affairs A safe and secure Canada 122,488,481
4.3 Canadian Influence in International Migration and Integration Agenda International Affairs A safe and secure world through international engagement 6,749,459
4.4 PassportFootnote 38 International Affairs A safe and secure world through international engagement -305,527,340
Total spending by spending area (dollars)
Spending area Total planned spending Total actual spending
Economic Affairs 97,313,909 78,854,452
Social Affairs 1,514,554,008 1,544,084,027
International Affairs -150,285,554 -243,923,196
Government AffairsFootnote 39 0 0

Financial statements and financial statements highlights

Financial statements

IRCC’s financial statements (unaudited) for the year ended March 31, 2017, are available on the departmental website.

Financial statements highlights

The financial highlights presented within this Departmental Results Report are intended to serve as a general overview of IRCC’s Consolidated Statement of Operations and Consolidated Statement of Financial Position as presented in IRCC’s unaudited financial statements. These are prepared in accordance with accrual accounting principles and, therefore, are different from the information published in the Public Accounts of Canada, which are prepared on appropriation-based reporting.

Condensed Statement of Operations (unaudited) for the year ended March 31, 2017 (dollars)
Financial information 2016–17
planned resultsFootnote 40
2016–17
actual
2015–16
actual (restated)
Difference
(2016–17 actual minus
2016–17 planned)
Difference
(2016–17 actual minus
2015–16 actual [restated])
Total expenses 2,638,648,044 2,566,325,471 2,476,550,071 (72,322,573) 89,775,400
Total revenues 676,168,812 668,558,774 620,176,427 (7,610,038) 48,382,347
Net cost of operations before government funding and transfers 1,962,479,232 1,897,766,697 1,856,373,644 (64,712,535) 41,393,053

Total departmental expenses have increased by $90 million (4%), from $2.5 billion in 2015–2016 to $2.6 billion in the current year. The overall change in expenses is mainly attributable to an increase in transfer payments, mostly explained by spending pertaining to the Syrian refugees and the Canada-Quebec Accord.

Total expenses for 2016–2017 are $72 million (3%) lower than the planned results reported in IRCC’s 2016–2017 Consolidated Future-Oriented Statement of Operations. This decrease is mainly due to reduced spending in the Passport Program Modernization Initiative, as well as the transfer of the Multiculturalism Program to the Department of Canadian Heritage, neither of which was known at the time the results were estimated. Both are partially offset by the Government’s responses to the Syrian refugee crisis and by funding for the Canada-Quebec Accord.

Transfer payments comprise a significant portion of the Department’s expenses (46%, or $1.2 billion) followed by employee costs, which include salaries and benefits (30%, or $767 million).

Most of the Department’s spending was under the Newcomer Settlement and Integration program, comprising $1.2 billion (47%) of IRCC’s expenses, of which 97% were transfer payments.

The charts below outline the Department’s expenses by program and IRCC’s net cost of operations before government funding and transfers:

2016–2017 Expenses by Program

Graph of 2016–2017 Expenses by Program, as described below
Text version: 2016–2017 Expenses by Program
2016–2017 Expenses by Program
  2016–2017 Expenses
by Program
Newcomer Settlement and Integration 47%
Passport 14%
Migration Control and Security Management 10%
Family and Discretionary Immigration 4%
Health Protection 4%
Citizenship for Newcomers and All Canadians 3%
Refugee Protection 3%
Permanent Economic Residents 3%
Internal Services 9%
OtherFootnote * 3%

Net Cost of Operations Before Government Spending and Transfers
(in millions of dollars)

Graph of Net Cost of Operations Before Government Spending and Transfers (in millions of dollars), as described below
Text version: Net Cost of Operations Before Government Spending and Transfers (in millions of dollars)
Net Cost of Operations Before Government Spending and Transfers (in millions of dollars)
  Net Cost of Operations
Before Government Spending
and Transfers
Planned 2016–2017 1,962
Actual 2016–2017 1,898
Actual 2015–2016 (restated) 1,856

Departmental total revenues amounted to $1,409 million in 2016–2017, of which 47% ($659 million) derived from Passport revenues and 52% ($731 million) from citizenship and immigration services fees.

Departmental revenues earned on behalf of government (53% of total revenues, or $740 million) increased by 2.5% ($18 million) compared to the previous year’s revenues. The variation is mainly attributable to:

  • an increase of $74 million in revenues derived from immigration services fees, of which $48 million stems from an adjustment to the liability of the Federal Skilled Workers and Immigrant Investor programs. The remaining balance of $26 million is due to an increase in the volume of applications; and
  • a decrease of $69 million in citizenship service fees and a decrease of $11 million in right of citizenship, both related to a backlog from previous years that was significantly reduced in 2015–2016 and which resulted in higher revenue recognition in 2015–2016.

Departmental respendable revenues (47%, or $669 million) increased by $48 million (8%) compared to the previous year’s revenues, mainly due to an increase of 6.3% in passport applications.

The $89 million variation between the 2016–2017 planned results and actual results for total revenues is largely attributable to an increase in immigration service fees related to an adjustment to the Immigration Investor Program and the impact of a new revenue recognition accounting method.

The charts below outline all of IRCC’s revenues:

2016–2017 Revenues by Type

Graph of 2016–2017 Revenues by Type, as described below
Text version: 2016–2017 Revenues by Type
  2016–2017 Revenues by Type
Passport respendable revenues 47%
Immigration service fees 38%
Right of permanent residence 10%
Citizenship service fees 4%
Other revenuesFootnote * 1%

Total Revenues (in millions of dollars)

Total Revenues (in millions of dollars), as described below
Text version: Total Revenues (in millions of dollars)
Total Revenues (in millions of dollars)
  Total Revenues
Planned 2016–2017 1,320
Actual 2016–2017 1,409
Actual 2015–2016 (restated) 1,342
Condensed Statement of Financial Position (unaudited) as at March 31, 2017 (dollars)
Financial information 2016–17 2015–16 [restated] Difference
(2016–17 minus
2015–16 [restated])
Total net financial assets 425,964,431 337,106,317 88,858,114
Total net liabilities 412,297,803 356,123,163 56,174,640
Departmental net financial assets (net debt) 13,666,628 (19,016,846) 32,683,474
Total non-financial assets 164,260,661 165,984,090 (1,723,429)
Departmental net financial position 177,927,289 146,967,244 30,960,045

Total net financial assets have increased by $89 million (26%) due to an increase of $72 million in the amount due from the Consolidated Revenue Fund and an increase of $21 million in accounts receivable and advances due to salary overpayments related to pay system implementation and a larger amount of Other Government Departments receivables at year-end.

The chart below outlines IRCC’s net financial assets:

Total Net Financial Assets as at March 31, 2017

Total Net Financial Assets as at March 31, 2017, as described below
Text version: Total Net Financial Assets as at March 31, 2017
Total Net Financial Assets as at March 31, 2017
  Total Net Financial Assets as at March 31, 2017
Due from Consolidated Revenue Fund 78%
Accounts receivable and advances 8%
Loans receivable 11%
Inventory held for resale 3%

Total net liabilities have increased by $56 million (16%) due to an increase of $36 million in Immigrant Investor Program liabilities and an increase of $30 million in accounts payable and accrued liabilities mainly due to increased liabilities for the Grants and Contributions programs.

The chart below outlines IRCC’s net liabilities:

Total Net Liabilities as at March 31, 2017

Total Net Financial Assets as at March 31, 2017, as described below
Text version: Total Net Liabilities as at March 31, 2017
Total Net Liabilities as at March 31, 2017
  Total Net Liabilities as at March 31, 2017
Accounts payable and accrued liabilities 75%
Immigrant Investor Program 14%
Vacation pay and compensatory leave 6%
Employee future benefits 5%

Supplementary information

Corporate information

Organizational profile

Appropriate Minister: Ahmed Hussen
Deputy Head: Marta Morgan
Ministerial Portfolio: Immigration, Refugees and Citizenship Canada
Department: Department of Immigration, Refugees and Citizenship Canada
Statutory and Other Agencies: Citizenship Commission, Immigration and Refugee Board of Canada
Enabling Instruments: Section 95 of the Constitution Act, 1867, the Citizenship Act, the Immigration and Refugee Protection Act and the Canadian Passport Order.
Year of Incorporation/Commencement: 1994

Reporting framework

The Department of Immigration, Refugees and Citizenship Canada’s Strategic Outcomes and Program Alignment Architecture of record for 2016–2017 are shown below:

Strategic outcomes and program alignment architecture

Image of Strategic outcomes and program alignment architecture, as described below
Text version: Strategic outcomes and program alignment architecture
  • Strategic Outcome 1: Migration of permanent and temporary residents that strengthens Canada’s economy
    • Program 1.1: Permanent Economic Residents
      • Sub-Program 1.1.1: Federal Skilled Workers
      • Sub-Program 1.1.2: Federal Skilled Trades
      • Sub-Program 1.1.3: Quebec Skilled Workers
      • Sub-Program 1.1.4: Provincial Nominee
      • Sub-Program 1.1.5: Caregiver
      • Sub-Program 1.1.6: Canadian Experience Class
      • Sub-Program 1.1.7: Federal Business Immigrants
      • Sub-Program 1.1.8: Quebec Business Immigrants
    • Program 1.2: Temporary Economic Residents
      • Sub-Program 1.2.1: International Students
      • Sub-Program 1.2.2: Temporary Work Authorization
      • Sub-Program 1.2.3: International Experience Canada
  • Strategic Outcome 2: Family and humanitarian migration that reunites families and offers protection to the displaced and persecuted
    • Program 2.1: Family and Discretionary Immigration
      • Sub-Program 2.1.1: Spouses, Partners and Children Reunification
      • Sub-Program 2.1.2: Parents and Grandparents Reunification
      • Sub-Program 2.1.3: Humanitarian and Compassionate and Public Policy Considerations
    • Program 2.2: Refugee Protection
      • Sub-Program 2.2.1: Government-Assisted Refugees
      • Sub-Program 2.2.2: Privately Sponsored Refugees
      • Sub-Program 2.2.3: Blended Visa Office-Referred Refugees
      • Sub-Program 2.2.4: In-Canada Asylum
      • Sub-Program 2.2.5: Pre-removal Risk Assessment
  • Strategic Outcome 3: Newcomers and citizens participate in fostering an integrated society
    • Program 3.1: Newcomer Settlement and Integration
      • Sub-Program 3.1.1: Settlement
        • Sub-Sub-Program 3.1.1.1: Language Training
        • Sub-Sub-Program 3.1.1.2: Community and Labour Market Integration Services
      • Sub-Program 3.1.2: Grant to Quebec
      • Sub-Program 3.1.3: Immigration Loan
      • Sub-Program 3.1.4: Resettlement Assistance Program
    • Program 3.2: Citizenship for Newcomers and All Canadians
      • Sub-Program 3.2.1: Citizenship Awareness
      • Sub-Program 3.2.2: Citizenship Acquisition, Confirmation and Revocation
  • Strategic Outcome 4: Managed migration and facilitated travel that promote Canadian interests and protect the health, safety and security of Canadians
    • Program 4.1: Health Protection
      • Sub-Program 4.1.1: Health Screening
      • Sub-Program 4.1.2: Medical Surveillance and Notification
      • Sub-Program 4.1.3: Interim Federal Health
    • Program 4.2: Migration Control and Security Management
      • Sub-Program 4.2.1: Identity Management
      • Sub-Program 4.2.2: Eligibility and Admissibility Screening, Status and Documents
      • Sub-Program 4.2.3: Global Assistance for Irregular Migrants
    • Program 4.3: Canadian Influence in International Migration and Integration Agenda
    • Program 4.4: Passport
    • Program 5.1: Internal Services (Supports all SO’s)

Supporting information on lower-level programs

Supporting information on results, financial and human resources relating to Immigration, Refugees and Citizenship Canada’s lower-level programs is available on InfoBase.

Supplementary information tables

The Supplementary Information Tables listed in this report can be found on Immigration, Refugees and Citizenship Canada’s website:

  • Departmental Sustainable Development Strategy
  • Details on Transfer Payment Programs of $5 Million or More
  • Syrian Refugees Horizontal Initiative
  • Internal Audits and Evaluations
  • Response to Parliamentary Committees and External Audits
  • Status Report on Projects Operating with Specific Treasury Board Approval
  • Status Report on Transformational and Major Crown Projects
  • User Fees, Regulatory Charges and External Fees

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures annually in the Tax Expenditures publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.

Organizational contact information

For any additional information on this report or other parliamentary reports, please contact IRCC.ParliamentaryReports-RapportsParlementaires.IRCC@cic.gc.ca.

Appendix: definitions

appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Includes operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Core Responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a Core Responsibility are reflected in one or more related Departmental Results that the department seeks to contribute to or influence.
Departmental Plan (Plan ministériel)
Provides information on the plans and expected performance of appropriated departments over a three-year period. Departmental Plans are tabled in Parliament each spring.
Departmental Result (résultat ministériel)
A Departmental Result represents the change or changes that the department seeks to influence. A Departmental Result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
Departmental Result Indicator (indicateur de résultat ministériel)
A factor or variable that provides a valid and reliable means to measure or describe progress on a Departmental Result.
Departmental Results Framework (cadre ministériel des résultats)
Consists of the department’s Core Responsibilities, Departmental Results and Departmental Result Indicators.
Departmental Results Report (Rapport sur les résultats ministériels)
Provides information on the actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
Evaluation (évaluation)
In the Government of Canada, the systematic and neutral collection and analysis of evidence to judge merit, worth or value. Evaluation informs decision making, improvements, innovation and accountability. Evaluations typically focus on programs, policies and priorities and examine questions related to relevance, effectiveness and efficiency. Depending on user needs, however, evaluations can also examine other units, themes and issues, including alternatives to existing interventions. Evaluations generally employ social science research methods.
full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2017–2018 Departmental Plan, government-wide priorities refers to those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada’s Strength; and Security and Opportunity.
Management, Resources and Results Structure (Structure de la gestion, des ressources et des résultats)
A comprehensive framework that consists of an organization’s inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
non-budgetary expenditures (dépenses non budgétaires)
Includes net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting (production de rapports sur le rendement)
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
planned spending (dépenses prévues)

For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.

plans (plans)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
priorities (priorité)
Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).
program (programme)
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Alignment Architecture (architecture d’alignement des programmes)
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
Strategic Outcome (résultat stratégique)
A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
sunset program (programme temporisé)
A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.
Whole-of-Government Framework (cadre pangouvernemental)
Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.

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