Evaluation of the Overseas Orientation Initiatives

Evaluation of CIC’s overseas orientation initiatives — management response

Recommendation Response Action Accountability Completion date

1. CIC should develop a strategy for the provision of overseas orientation services, aligned with relevant departmental policies and programs. This strategy should consider, among other factors:

  • a definition of CIC’s objectives and expected results in providing overseas orientation as a complement to services offered in Canada;
  • a determination of what immigration categories and statuses (family configuration) will receive overseas in-person orientation and why;
  • guidelines for how to prioritize locations for the delivery of orientation services within targeted immigration categories;
  • a determination of what and how information will be provided to each of the immigration categories prior to departure; and
  • a consideration of the cost of services and value for money.
CIC agrees with this finding. Decisions regarding overseas orientation initiatives should complement services that are offered domestically while striving for cost effectiveness.

CIC will develop a strategy for the delivery of overseas orientation services. Elements of the strategy will include:

  • defining overseas orientation services and CIC’s objectives and expected client outcomes in providing these services, as well as how to track these outcomes;
  • determining how to prioritize the outreach of overseas in-person orientation services in each immigration category, based on evidence;
  • establishing guidelines for prioritizing locations for service delivery within the targeted categories;
  • identifying what and how information will be provided to different categories prior to departure, including the use of the web and other technologies to ensure availability of information for Canada-bound immigrants unable to access in-person services; and
  • examining the cost of services and value for money, as well as determining the source of funds for the costs of overseas orientation.

The development of the strategy and decisions regarding the above elements will build on:

  • CIC’s experience in piloting different approaches to overseas orientation;
  • experience with the Immigration – Contribution Accountability Measurement System (iCAMS) in Canada, and the Tracking of Overseas Orientation Session Graduates (TOSG, which currently tracks CIIP client outcomes) to track client outcomes;
  • work already undertaken to identify the primary needs of each immigration category, the recommendation that a higher percentage of refugees should be served by in-person, and CIC’s goal to have more economic immigrants land job-ready in Canada;
  • Research and Evaluation will develop a methodology to track the impact of overseas orientation services on clients; and
  • CIC and wider Government of Canada experience in using web-based resources, to aid in disseminating settlement, labour market and other integration information to a broader client base.
Integration Branch (lead) in collaboration with the Foreign Credentials Referral Office, Refugee Affairs Branch, Integration Program Management Branch, Research and Evaluation Branch, International Region and Communications Branch Q3 2012/13
2. CIC should clarify the respective roles and responsibilities for the federal and provincial governments in the delivery of overseas orientation services, including whether province-specific information should be delivered as part of the orientation curriculum, and if so how it should be delivered. CIC agrees with this finding and will work to increase coherence in overseas orientation offerings. CIC will clarify roles and responsibilities in the delivery of overseas orientation services via the FPT policy and Planning Table. Integration Branch and International and Intergovernmental Relations Branch (co-lead) Q4 2012/13
As part of the FPT Vision Action Plan, CIC will continue the overseas activity mapping exercise already underway with provinces and territories to identify service gaps and improve collaboration, while ensuring consistent national messaging in overseas orientation sessions. Integration Branch (lead)
3. CIC should put in place a governance structure with clear roles and responsibilities, and accountabilities to allow for effective decision-making between all CIC Branches involved in overseas orientation policy and programming. CIC agrees with this finding and will develop and implement an overseas strategy that will include a governance structure. CIC will develop a clear governance structure as part of the overseas strategy. CIC will make use of existing advisory bodies for decision-making in areas of governance requiring the input and collaboration of all implicated branches. Integration Branch (lead) with implicated branches Q3 2012/13
4. CIC should ensure that there is a consistent and whole-of-CIC approach in place for the promotion of overseas orientation services to all eligible participants. CIC agrees with this finding and recognizes that the development of the overseas strategy, including the priorities to be served in-person, will help determine the necessary promotion approach. CIC will develop a consistent approach to promotion for the overseas strategy. CIC will consult relevant domestic and overseas parties for this purpose as part of the strategy. Integration Program Management Branch (lead) in collaboration with Integration Branch, Communications Branch, International Region, the Foreign Credentials Referral Office, and International and Intergovernmental Relations Branch Q3 2012/13
5. Once CIC has finalized and approved its overseas strategy, it should re-examine the appropriateness of current initiatives to determine how well they align with its new strategy and make adjustments to its current overseas orientation programming as needed. CIC agrees with this finding. CIC will align its current service offerings with the overseas strategy. Integration Branch Q3 2012/13
CIC will inform stakeholders, including provinces and territories, of all changes, once decided, in a timely manner. Integration Branch, the Foreign Credentials Referral Office, and Integration Program Management Branch Q3 2012/13
In addition, CIC will design a process to evaluate the relevance of overseas programming on an ongoing basis, by overseeing service delivery and conducting regular site visits, as part of the new governance structure. Integration Branch, International Region, the Foreign Credentials Referral Office and Integration Program Management Branch Q3 2012/13
A new call for proposals (CFP) for overseas services will be issued. Integration Program Management Branch Q2 2013/14 for CFP and Q4 2013/14 for finalization of new Contribution Agreements


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