Evaluation of the Federal Business Immigration Program — Management Response Action Plan

In light of the current context, where two of the three classes under BIP will be terminated and replaced with new pilot programs, CIC should consider the following to improve program design and implementation in order to ensure better program monitoring with the view of increasing impact:

  • Maximizing the benefits of investments for Canada;
  • Using a phased approach to permanent residence;
  • Leveraging third party expertise;
  • Improving the management of application intake; and
  • Collecting appropriate data to support performance measurement strategies
Recommendations Response Action Accountability
Component #1 – Maximize benefits of investments for Canada:
CIC should develop a strategy to maximize the benefits generated by the investment funds, related both to the investment required as well as to how the funds are used.

CIC agrees that investment capital raised from its investor programming should be used to obtain maximum benefit for Canada and that the amount of the investment could have been set significantly higher than it has been in the past.

CIC has announced its intention to terminate the existing Immigrant Investor Program (IIP).

In 2015 CIC is planning to introduce a high-value pilot program expected to generate at-risk investments to fill an important financing gap in the Canadian economy. The parameters of the pilot are still under consideration. CIC will consider the recommendation in the design of business immigration programs. (Q4 2014-15)

The pilot program will incorporate a Performance Measurement Strategy (PMS) that will allow for the assessment of how the funds are used in the Canadian economy in due course. (Q3 2014-15)

Immigration Branch and Industry Canada

Immigration Branch/Research and Evaluation Branch

Component #2 – Phased approach to permanent residence:
CIC should consider using a two-phase approach where candidates would be required to first reside in Canada on a temporary basis and demonstrate meeting the programs' requirements prior being eligible to apply for permanent residence.

CIC generally agrees that if there is an action expected of a class of immigrants post arrival – for example, the establishment and active management of a business in Canada - a phased approach to permanent residence (PR) for that class may be warranted. In addition, it is recognized that such a model may work to ensure prospective immigrants have a firm commitment to residing in Canada prior to being granted entry as PRs.

Evaluation results and program review of the EN program have led CIC to move away from a program model that awards up-front PR with post-arrival conditions to avoid the risk of conferring an important benefit like Canadian permanent residence in cases where businesses have not been established as required.

PTs PNP business streams allow them to recruit ENs suited to regional/local needs. Provincial evaluations point to increased program outcomes under their business streams in those jurisdictions that have a phased approach to PR.

Under an Immigrant Investor Venture Capital (IIVC) pilot, a phased approach to PR for the new immigrant investor pilot program would not be feasible given that the investor will not be obligated to fulfil requirements outside of the initial investment.

Under the Start-Up Visa program, an applicant must have first received a commitment of support from a designated Canadian business incubator, angel investor group or venture capital fund before they can apply to CIC for permanent residence. Given this context, it was determined that a phased approach to PR would not be feasible for the Start-Up Visa Program.

With the Self-Employed program, there are no expectations post-arrival that would warrant a phased approach to PR. It is understood that the majority of SE applicants work in their declared field, which is very specific and which they must demonstrate at the time of application. If future changes are considered to the SE program, this recommendation will again be considered.

CIC has and will continue to consider this recommendation in the design of business immigration programs.

CIC will support PTs wishing to adopt a phased approach to PR under the PNP business streams where an action is required of the immigrant post arrival. (To be completed as new programs are developed.)

Immigration Branch
Component #3 – Leverage third party expertise:
CIC should consider leveraging third party expertise in the assessment and validation of some aspects of applications.
CIC agrees that to improve the efficiency and reliability of the application process in areas outside the expertise of CIC (such as assessing the value and source of an applicant's wealth) third party expertise should be leveraged. CIC will explore how the services of a designated third party could be used in future business immigration programming to provide an independent assessment of the value and source of the applicant's wealth. (Q4 2014-15) Immigration Branch/Operational Management and Coordination Branch
Component #4 – Manage application intake:
CIC should develop a strategy to improve the management of BI application intake.
CIC agrees with this recommendation, which is why it obtained the ability to cap intake with Ministerial Instructions (MI), which were employed to cap intake of EN and IIP applications in 2011 and 2012.

CIC will also consider using Ministerial Instructions authorities to implement intake limits of less than the maximum possible of 2,750 in new business immigration programs, to keep the number of applications received in line with available space in the Annual Immigration Levels Plan. (Q4 2014-15)

Intake of applications under the Start-Up Visa and Self-Employed Programs will be monitored on an ongoing basis to determine if intake controls are necessary. (Q4 2014-15)

Immigration Branch and members of the Ministerial Instructions working group
Component #5 – Collect appropriate data to support performance measurement strategies:
CIC should ensure appropriate data is available to support performance measurement strategies.

These types of pilot programs automatically sunset after five years if they are not made permanent and written into regulations. A PMS was developed for the Start-Up Visa program, and implementation has begun.

For the IIVC pilot (and business skills pilot if applicable), a performance measurement strategy (PMS) will be developed in order to facilitate the decision as to whether the pilot programs should be made permanent.

The immigrant investor pilot and any other business related pilot program will incorporate a PMS, which will be presented to the Performance Measurement Steering Committee (PMSC) for endorsement, and to ensure data collection procedures are in place. (Q3 2014-15)

The immigrant investor pilot program will be assessed according to the PMS within three years of launch against its short and medium term objectives. (Q1, 2018-19)

The Start-Up Visa pilot program incorporates a PMS that allows for the program to be assessed three years from initial launch. CIC has begun implementing the Performance Measurement Strategy, with the support of program partners, by collecting qualitative and quantitative data. (Q2, 2016-17)

Immigration Branch/Research and Evaluation Branch / Operations Performance Management Branch

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