IRCC Deputy Minister Transition Binder 2019 – Corporate Management Sector and CFO
[REDACTED] appears where sensitive information has been removed in accordance with the principles of the Access to Information Act and the Privacy Act.
Overview
The recently created Corporate Management Sector (CMS) integrates internal services that enable the advancement of departmental priorities and help Immigration, Refugees and Citizenship Canada (IRCC) achieve its goals.
CMS branches provide advice and guidance to managers to exercise their delegation and responsibilities under various policies and legislative frameworks governing corporate services in the federal public service. This includes sound financial services, people management, delivering flexible and timely accommodation, security, procurement, and respecting access to information and privacy.
As of March 29, 2019 the CMS Workforce was at 1,028 employees.
Figure 1: Workforce by Occupational Group
Text version: Figure 1: Workforce by Occupational Group
| Occupational Group | Percentage of Workforce |
|---|---|
| Executive (EX) | 3% |
| Administrative Services (AS) | 24% |
| Financial Management (FI) | 20% |
| Clerical and Regulatory (CR) | 20% |
| Personnel Administration (PE) | 16% |
| Programme Administration (PM) | 9% |
| Economics and Social Sciences Services (EC) | 2% |
| Other | 4% |
CMS is dependent on partners to deliver timely and efficient services. Partners include but are not limited to: Shared Services, Public Services and Procurement, Canada Border Services Agency, Employment and Social Development, Global Affairs, Immigration and Refugee Board, Treasury Board Secretariat, Finance Canada, Privy Council Office.
Corporate Management Sector Structure
Mills, Daniel EXSD-CFO/ADM, Corporate Management & Official Languages Champion
- ADMO
DG, Financial Strategy and DCFO (TBD)
- Fees and Activity Based Costing
- Resource Management
- Financial Resources Review
Cardinal, Simon, DG, Corporate Secretariat
- Parliamentary Affairs and Briefings
- Corporate Governance
- Ministerial Enquiries
Proulx, Nathalie, DG, Financial Operations
- Accounting Operations
- Financial Systems
- Finance Policy, Monitoring and Reporting
Lanouette, Robert, DG, Administration, Security & Accommodation
- Supply Chain Management
- Accommodation Management
- Corporate Security
White, Audrey, A/Senior Director, ATIP (CPO)
- Management Accountability Office
- ATIP
Flowers Code, Holly, Chief Human Resources Officer
- Workplace Effectiveness
- Learning and Development
- Organizational Design and Classification
- Leadership, Performance and Talent
- Strategic Initiatives and Projects
- Workforce Solutions and Services
DG, Financial Partnership (TBD)
- Costing and CFO Attestation
- Financial Management Advisory
- Grants and Contributions Financial Management
Core Responsibilities
Financial Operations Branch (FOB) - DG, Nathalie Proulx
FOB focuses on creating and implementing financial systems, accounting processes, practices and tools which comply with regulations and policies and help IRCC in its stewardship over public resources.
Key activities:
- Financial Policy instruments
- Financial Statements
- Internal Control and Monitoring
- Financial Systems
- Public Accounts
- Travel, Hospitality, Conference and Event Expenditures
- Travel and Acquisition cards
- Immigration Loans
- Financial delegation
- Revenues collection
- Refunds
Branch numbers:
- 120 FTEs
- 4 executives
- $10,351,019 salary budget
- 79,370 invoice and claims processed (as of P11)
- 32,660 inbound and 26,548 outbound calls related to immigration loans (2018-19)
Financial Partnership Branch (FPB) – DG, TBD
FPB activities are centered towards client engagement through analyzing financial results and forecasting needs in order to support decision-making; and providing strategic advice in all matters related to the stewardship of financial resources and costing.
Key activities:
- Client support for Budget Allocation and Financial Situation Reports/strategies (all votes)
- Costing for Memorandums to Cabinet (MC) and Treasury Board (TB) Submissions
- Chief Financial Officer Attestation
Branch numbers:
- 91 FTEs
- 4 executives
- $8,784,784 salary budget
- 395 financial monitors performed in 2018-19 (176 of Recipients and 219 of Contribution Agreements)
- 55 audits performed in 2018-19 (20 of Recipients and 35 of Contribution Agreements)
- Prepared costings for 19 MCs and 20 TB Submissions (2018-19)
Financial Strategy Branch (FSB) – DG, TBD*
FSB supports senior management by providing strategic departmental analysis on its operational use of resources to achieve program objectives. This includes being responsible for corporate resources, costs and fees, financial strategies and intelligence.
Key activities:
- Budget Allocation (all Votes)
- Financial Situation Reports and financial strategies
- Supports processes
- Project/investment management
- Revolving Fund management
- Data collection exercise
- Litigation management
- Time and motion studies
- Fees management
- Cost management models
Branch numbers:
- 51 employees
- 3 executives
- $4,237,963 salary budget
Human Resources Branch (HRB) – CFRO, Holly Flowers Code
HRB provides leadership, strategic direction on policies, programs, operational services, solutions and advice in the field of Human Resources management in support of IRCC’s priorities and objectives, aligned to government priorities and direction.
Key activities:
- Phoenix Task Force
- Departmental Growth
- Learning Academy
- People Management Strategy
- Support the development and retention of communities of practice
- Review risks and opportunities, and provide sound advice in organizational design, planning, staffing, classification, learning and development, performance management, labor relations, occupational health and safety and recognition
- Mental Health Strategy.
Branch numbers:
- 344 employees
- 7 executives
- $24,096,651 salary budget
- 20 Phoenix taskforce initiatives launched and 18 are in development
- IRCC ranked 48 among Canada’s Best Employers by Forbes
Administration, Security and Accommodation (ASA) – DG, Robert Lanouette
ASA is accountable for planning, developing and implementing departmental policies and standards for Security, Accommodation and Supply Chain Management in support of IRCC.
Key activities:
- Government of Canada Workplace implementation
- Physical Security
- Personnel Security Screening
- Business Continuity Planning
- Administrative investigations
- Procurement and contracting
ASA numbers:
- 116 employees
- 4 executives
- $8,996,686 salary budget
- 4,660 ID cards issued
- 279 security awareness sessions
Accountability & ATIP (A&A) – A/Senior Director, Audrey White
A&A focuses on managing departmental access to information and privacy requests, and supporting IRCC in strengthening management practices and accountability. It also provides strategic advice and recommendations on ATIP files.
Key activities:
- Administers the Access to Information Act and Privacy Act and ATIP training
- Responds to ATIP requests and informs the public about its policies, programs, and services
- CMS planning
A&A numbers:
- 132 employees
- 2 executives
- $8,829,216 salary budget
- 98,041 ATIP requests received in 2018-19
- 106,227 ATIP requests processed (including 8(2) and informal ATI requests)
- 60% of all ATIP requests in government
Corporate Secretariat (CS) – DG, Simon Cardinal
CS focuses on core corporate activities for IRCC including structure to the decision-making committees for effective corporate and operational governance. It promotes and supports horizontal coordination and strategic decision-making across IRCC, fostering integrated perspectives.
Key activities:
- Strategic parliamentary advice
- Bill C-58 (proactive disclosure)
- Executive services
- Support to the offices of the: Minister, Parliamentary Secretary, Deputy Minister, Associate Deputy Minister and Executive Committee members
CS numbers:
- 87 employees
- 2 executives
- $5,328,556 salary budget
- 3,947 corporate governance binders produced in 2018-19
- 26,887 ministerial correspondence replies prepared
Sector Priorities
The CMS enables the advancement of departmental priorities and internal services initiatives by focusing on the following sector priorities.
1. Enable Departmental Growth
Support departmental growth through effective workplace transformation and space allocation, a skilled workforce, and controlling financial risks.
Key files: Build on recruitment outreach efforts to recruit talent and set FTE targets by Branch/Sector to control growth (ongoing); complete up to 22 optimization projects to address departmental growth and retrofit 5 additional floors at JET-Complex to meet growth needs (short-term).
2. Transform Corporate Processes
Standardize tools and streamline processes focusing on financial forecasting, costing, fee monitoring, governance, ATIP and transparent government.
Key files: Complete financial reviews of programs (short-term); [REDACTED]; implement new ATIP process for corporate records requests throughout the Department (short-term); implement lessons learned following first year of corporate governance review; finalize the review of parliamentary tools and processes.
3. Modernize Service Delivery
Become a trusted partner within the organization by adopting a client-focused approach that increases efficiencies and improves service delivery.
Key files: Work with the Office of the Comptroller General to implement a budget forecasting tool solution (ongoing); expand the travel services to gradually be available to all branches by 2020-21; paperless invoices; implement e-Service Strategy and Corporate Secretariat Modernization (short to medium-term).
4. People Management
Continue to develop the capabilities of the service delivery model with a focus on recruitment, talent development, learning and retention, employee wellness, change management and pay related issues.
Key files: Phoenix Stabilization: Complete roll-out of IRCC Employee Statement (consolidated and personalized report on pay and employment history across the Department); develop sound People Management Strategies to foster a culture of linguistic duality, diversity and inclusion; support the development and retention of communities of practice (ongoing).
5. Foundational
Continue to support complex departmental projects and initiatives (e.g.,Hinton, Phoenix, irregular migration, housing, costing of Cabinet documents).
Key files: Support IRCC position against class actions; monitor over/under payments resulting from Phoenix and enable changes in accounting and reconciliation processes; officially expand availability of emergency priority payments without a threshold; and support IRCC in adhering to the Service Fee Act: adjust for Consumer Price Index cost increases and seek fee exemptions as required (short-term).
Page details
- Date modified: