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.


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

Figure 1: Workforce by Occupational Group. Text version below.
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

DG, Financial Strategy and DCFO (TBD)

Cardinal, Simon, DG, Corporate Secretariat

Proulx, Nathalie, DG, Financial Operations

Lanouette, Robert, DG, Administration, Security & Accommodation

White, Audrey, A/Senior Director, ATIP (CPO)

Flowers Code, Holly, Chief Human Resources Officer

DG, Financial Partnership (TBD)

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:

Branch numbers:

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:

Branch numbers:

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:

Branch numbers:

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:

Branch numbers:

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:

ASA numbers:

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:

A&A numbers:

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:

CS numbers:

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: