CIMM – McKinsey & Company Engagements Supporting IRCC’s Transformation Agenda – February 15 & 17, 2022
- To remain competitive in the global marketplace and support the Government of Canada’s efforts toward digital-first, user-centered programs, IRCC is undergoing a digital transformation.
- This transformation will enable Canada’s immigration system to function more efficiently, advance policy priorities, and deliver digital services that meet heightened client expectations.
- IRCC has leveraged the expertise of a number of third-party firms to support laying the groundwork for transformation and COVID response. These firms have included McKinsey & Company, Deloitte, Accenture, and Gartner.
- McKinsey & Company’s engagements in the context of IRCC’s transformation agenda amounted to a total of $27.7M between 2018 and when the contracted ended in December 2021.
- IRCC is currently engaging with multiple vendors on how they might support the Digital Platform Modernization (DPM) Programme, through a formal Request for Information (RFI) process. This RFI will be followed by a competitive procurement process for DPM work.
- McKinsey & Company was awarded a contract in August 2018 via a competitive process, to conduct an assessment of the Department and its operating context, and to recommend a way forward for its transformation agenda. The total value of this contract was $2.9M. The contract ended in August 2019.
- Following the 2018-2019 assessment conducted by McKinsey & Company, the Department launched an ambitious transformation program in spring 2019, the goals of which are to:
- deliver a world-class client experience;
- achieve operational excellence;
- enhance program integrity; and
- enable the IRCC model of the future.
- McKinsey & Company was awarded a second contract in June 2019 via competitive process. The objective of the contract was to assist with setting the transformation agenda in motion and to help deliver key initiatives.
- These initiatives include the following:
- New Delhi Lean Wave; which aimed to reduce application processing times by piloting modernized processes;
- The roll-out of our Journey Labs; which are teams of experts from across the Department who design, build and launch innovative digital services and tools for applicants (temporary resident visa [TRV], citizenship, permanent resident family class, MyAccount and Study Permit Labs)
- Delivery of lab minimum viable products (e.g. temporary resident visa seek and apply pages, citizenship e-application, officer processing tool improvements); and
- The launch of a talent pipeline to ensure that IRCC has the skills it needs to enable its transformation.
- With onset of the COVID-19 pandemic, IRCC was faced with an immediate need to further accelerate the development and implementation of digital products and services. For this reason, the contract was amended in 2021 to help IRCC respond to these pandemic-driven pressures, manage increased volumes, and sustain core client services.
- The amendment increased the total contract value from 16.4M to $24.8M. Refer to Annex 1 for a breakdown of this contract.
- The additional work stemming from the contract amendment included support for the development of a business case for Phase 3 of our Digital Platform Modernization Programme, and continued support for our Journey Labs. IRCC’s contract with McKinsey ended on December 31, 2021.
Annex A – Detailed Breakdown of 2019 McKinsey Contract
|Task Authorization||Summary of work/ Deliverables||Cost (taxes included)|
|TA 1 - IRCC Transformation Office Operations Support Service - Year 1||
The contractor provided one year of professional services to assist in the initialization of IRCC's Transformation Office.
|TA 2 - Operations Transformation IRCC Delhi India Processing Centre||
The contractor used lean principles to plan and execute an operational transformation at IRCC's processing office in New Delhi, India.
|TA 3 - IRCC Transformation, Digital Lab - Temporary Resident Visa||
Under this task authorization, the contractor planned and executed the launch of the Temporary Resident Visa Digital Journey Lab, and developed a minimum viable product to improve the client experience and improve operational efficiencies and maintain program integrity.
This included analyzing the current state, mapping stakeholders, setting a vision and goals and developing a TRV transformation roadmap, defining the solution architecture, overseeing the building of a minimum viable product, establishing a sustainability model, and analyzing benefits, while structuring and coaching the TRV Lab team to effectively carry out the execution of the proposed roadmap.
|TA 4 - IRCC India Processing Centre||
The contractor helped IRCC implement additional process improvements at IRCC's New Delhi office by providing training and support services.
|TA 5 - IRCC Transformation, Digital Lab - Citizenship||
The contractor planned and executed the launch of the Citizenship Digital Journey Lab, and developed a minimum viable product to improve the client experience.
This included identifying opportunities for improvement across the client journey, conducting a benefits analysis, developing a product roadmap, overseeing the building of a minimum viable product, assisting with structuring and coaching the Lab team and establishing a sustainability model for continuous improvement.
|TA 6 - IRCC Digital Talent Engine||
The contractor designed, stood up, and accelerated IRCC's Digital Talent Engine to help ensure that IRCC has the right resources and skillsets at its disposal to deliver the Digital Transformation Roadmap.
|TA 7 - Digital Talent Engine and Digital Journey Lab Support||
The contractor planned and executed the launch of Digital Journey Labs 3&4, and supported the Lab team in developing a minimum viable product.
This included identifying opportunities for improvement across the client journey, conducting a benefits analysis, developing a product roadmap, overseeing the building of a minimum viable product, assisting with structuring and coaching the Lab team and establishing a sustainability model for continuous improvement, while coaching and supporting the Centre of Excellence Digital Labs leads to launch and scale multiple Digital Labs.
The contractor continued operationalizing and scaling the Digital Talent Engine (to attract digital talent to IRCC), and developed a Digital Strategy business case in support of Phase 3 of the Digital Platform Modernization Programme.
Annex 2 – Payment breakdown of 2019 McKinsey contract by Fiscal Year
|Fiscal Year||Amount (including taxes)|
Report a problem or mistake on this page
- Date modified: