Key risks

Introduction

Risk refers to the likelihood and impact of an event that has the potential to prevent an organization from achieving its goals. Risks are driven by factors both internal and external to the organization.

This section describes the key risks that Immigration, Refugees and Citizenship Canada (IRCC) faces in implementing its Core Responsibilities, Minister's mandate letter commitments and key government-wide or departmental priorities in 2018–19. Its focus should be on factors that are outside the control of the Department and that carry the highest risks both in terms of likelihood and impact.

Risk narrative

In 2017–2018, to respond to the Treasury Board's new Policy on Results, IRCC conducted full risk assessments on each of its programs under the new Departmental Results Framework. The resulting risk profiles were included in the Performance Information Profiles submitted to the Treasury Board on November 1, 2017. The risk assessments conducted with each individual program revealed strong horizontal themes that further reinforce the risks identified in IRCC's Corporate Risk Profile. Some common themes are continued concerns about the quick growth in all business lines across all IRCC programs; difficulty in accessing timely and precise data; and IRCC's extensive reliance on complex relationships with partners to support its policies and programs and deliver its internal and external services.

IRCC makes considerable effort to meet evolving mandate commitments, higher immigration levels and increasing public and parliamentary expectations; to implement modernization and change agendas and keep up with Central Agency requirements; and to consistently meet processing targets and service standards. For the foreseeable future, IRCC will continue to face a number of complex choices as it juggles delivery of the highest levels plan in recent history with implementation of significant changes to legislative, policy, program and process frameworks. It also strives to find a balance between being innovative and improving services to clients. A key challenge will be accommodating sustainable growth since hiring and training staff. Furthermore, fitting up space and technology requires time and depends on strong partnerships.

Risk table
Risks Risk response strategy Link to the Department's Core Responsibilities Link to mandate letter commitments (as applicable)
Sustainable growth
There is a risk across IRCC lines of business that continuous changes and increasing application volumes and demand could outstrip IRCC's capacity to deliver timely and dependable client-centred services.
  • Modernize and innovate programs to increase efficiencies and processing times
  • Improve IRCC's ability to plan and predict using volume projection and predictive analytics
  • Implement IRCC's Client Service Strategy to continue to improve service to clients
  • Visitors, International Students and Temporary Workers
  • Immigrant and Refugee Selection and Integration
  • Citizenship and Passports
  • Increased annual immigration levels
  • Delivery of high-quality settlement services
  • Continuing to welcome refugees and ensuring refugees are integrating successfully into Canada
  • Reducing application processing times, improving service delivery and client services
  • Adoption of Bill C-6: An Act to Amend the Citizenship Act (to remove the grounds for revocation of Canadian citizenship from dual nationals)
  • Review of the visa policy framework
Management of, and access to, information and data
There is a risk that IRCC may face challenges in accessing accurate data to inform policy development and to measure the success of its programs.
  • Implement standardized Global Case Management System (GCMS) training to ensure consistent management of, and access to, data
  • Work with Employment and Social Development Canada (ESDC) and Statistics Canada on data development activities focused on closing data gaps
  • Monitor information-sharing activities through informal and established mechanisms within the memoranda of understanding
  • Visitors, International Students and Temporary Workers
  • Immigrant and Refugee Selection and Integration
  • Citizenship and Passports
  • Increased annual immigration levels
  • Continuing to welcome refugees and ensuring refugees are integrating successfully into Canada
  • Reducing application processing times, improving service delivery and client services
  • Adoption of Bill C-6: An Act to Amend the Citizenship Act (to remove the grounds for revocation of Canadian citizenship from dual nationals)
  • Improve the Temporary Foreign Worker Program
Reliance on partners and third parties
There is a risk that external partners and third parties may not engage or deliver services in an effective and timely manner, which could affect the achievement of IRCC's priorities and results.
  • Continue regular multilateral engagement of federal, provincial and territorial governments to promote better policy and program alignment
  • Engage partners through informal and established mechanisms within the memoranda of understanding and current partnerships
  • Continue to work with service delivery partners (e.g., ESDC) to seek appropriate authorities related to information sharing in order to produce travel documents for Canadians; increase IRCC capacity in Service Canada offices, where authorized
  • Visitors, International Students and Temporary Workers
  • Immigrant and Refugee Selection and Integration
  • Citizenship and Passports
  • Delivery of high-quality settlement services
  • Continuing to welcome refugees and ensuring refugees are integrating successfully into Canada
  • Reducing application processing times, improving service delivery and client services
  • Adoption of Bill C-6: An Act to Amend the Citizenship Act (to remove the grounds for revocation of Canadian citizenship from dual nationals)
  • Improve the Temporary Foreign Worker Program
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