President's visit with Catrina Tapley - Immigration, Refugees and Citizenship Canada
Introduction
Deputy Head
Ms. Catrina Tapley was appointed as the Deputy Minister of Immigration, Refugees and Citizenship Canada (IRCC) effective August 19, 2019.
Ms. Tapley’s biography is attached for your information in Annex A. Based on Ms. Tapley’s experience in the public service, the use of the deck developed for new DHs is not recommended. Please refer to Annex B for key messages to convey to the new Deputy Head (DH).
Appointee Exercising the Public Service Commission’s Authority for the First Time
As Ms. Tapley is exercising the Public Service Commission’s (PSC) authority for the first time as DH, it is suggested that the New Direction in Staffing (NDS) placemat for DHs be shared with her. A copy of this placemat is attached as Annex C.
Organizational context
Mandate
IRCC conducts the screening, selects and welcomes permanent and temporary residents. It also reunites family members. IRCC maintains Canada’s humanitarian tradition by welcoming refugees and other people in need of protection, thereby upholding its international obligations and reputation.
IRCC is also responsible for the issuance of the Canadian citizenship card, Canadian passports and other documents that facilitate the identification and travel of Canadian citizens and residents.
Immigration services are offered on the IRCC website, as well as at 25 in-Canada points of service and 61 points of service in 50 countries. As of November 2018, there were 152 visa application centres in 103 countries, 133 application support centres in the United States, and a panel physicians’ network operating around the world. Settlement and integration services are offered through a network of over 500 service provider organizations across Canada. The Department also works with Employment and Social Development Canada as its principal domestic passport service delivery partner, leveraging the latter’s extensive network of passport processing centres and walk-in sites (34 passport offices and 315 Service Canada sites). IRCC also partners with Global Affairs Canada, which provides passport services abroad in 206 different locations.
Challenges
The organization’s People Management Strategy puts a lot of emphasis on Recruitment and Renewal. The organization is aiming at achieving a high performing, adaptable and diverse workforce; with an active workforce renewal supported by sound human resources and business planning. IRCC has identified the following actions to enhance strategic recruitment in support of departmental priorities and workforce renewal:
- Increase targeted recruitment for students and for specialized, at risk, and/or difficult to staff roles;
- Optimize the use of available staffing flexibilities and recruitment mechanisms;
- Identify skills and competencies that will be required for the future of work success; and
- Pre-identify and utilize available pools of talent.
In last years, IRCC’s workforce has grown. To address significant growth, IRCC has taken steps to create a mobile workforce and transition from a culture of vacancy management to talent readiness. Targeted recruitment is being leveraged for difficult to staff, high turnover and niche positions (ex: bilingual supervisors in a 24/7 environment, night shift Client Support Agents and Data Analysts). Pools and inventories are becoming regular lean staffing tools to address high turnover positions, particularly within Centralized Network. The number of non-advertised processes at IRCC has increased while there has been a decrease in the number of advertised processes. They are above the average of non-advertised for similar size organizations in the public service.
Experimentation
Since 2010, IRCC has evolved its human resources (HR) analytics and reporting capabilities, focusing on the use of staffing data from available systems. Through sustained expertise in providing value-added and readily available data insights, IRCC is striving to become one of the leaders in the Public Service in data-driven decision making for HR.
IRCC is continuously exploring new avenues to promote the Federal Internship for Newcomers Program to encourage new Canadian federal, provincial and municipal organizations to offer work experiences and training opportunities to newcomers to Canada.
Over the last year, many initiatives took place in link with the objective of attracting talent through strategic use of social media to promote job opportunities. There was an increase in job fair attendance (46 events in 11 cities attended in Fiscal Year 2018-2019) and IRCC’s presence in the 2019 Canada’s Top 50 best employers list by Forbes was widely publicized. A Student Recruitment Fair pilot was held in the National Capital Region in winter 2019, yielding over 100 student hires for the summer (a total of 500 students hired for summer 2019). IRCC is an active participant in Treasury Board Secretariat’s Youth Employment Program (YEP) pilot, which supports the hiring of youth furthest from opportunity into the Federal Public Service. The Domestic Network has hired four YEP participants into one-year term CR-03 positions in the Greater Toronto Area.
Population and staffing activities
Population
IRCC is a large organization that has a population of 7,938 employees (as of March 31, 2019).
According to IRCC, as of May 31, 2019, 31% their workforce was made up of contingent workers (terms, casuals, part-time workers, etc.). Several hundred term employees could roll over to indeterminate status by the end of March 2022 if their employment is extended and they are not appointed indeterminately as vacancies become available within the department. To manage this contingent workforce, IRCC established principles for strong stewardship of temporary salary funding and expenditures have been drafted for Budget 2019 to ensure IRCC’s continued financial health and workforce affordability.
Please refer to Annex D for additional details.
Staffing Activities
In 2018-2019, IRCC proceeded with a total of 7472 staffing activities:
- 3,697 appointments to the public service (includes casuals and students);
- 1,418 promotions;
- 1,193 lateral and downward movements; and
- 1,164 acting appointments.
Staffing by tenure:
- 3370 indeterminate;
- 1711 determinate;
- 2056 casuals; and
- 335 students.
Please refer to Annex E for additional details.
Time to staff
IRCC has a median time of 178 days for internal appointments, which is similar to the median of the public service, which is 176 days.
IRCC has a median time of 159 days for external appointments, which is lower than the median of the public service, which is 186 days.
Please refer to Annex F for additional details.
Staffing Framework
New Direction in Staffing Implementation
IRCC implemented a new sub-delegation instrument for the implementation of the NDS in 2016.
They have produced a Guideline on Risk and Results-based Staffing Management that took effect on April 1, 2016 that is applied as a framework for decision-making regarding the choice of staffing processes. Most of the direction is provided in a multitude of guidance documents such as: a guidance document on defining an appropriate area of selection for internal processes; an attestation form; and steps in choosing a staffing process and staffing process options - examples of uses and risk and result-based considerations.
Appointment Delegation and Accountability Instrument annex d reporting
Use of the Public Service Official Languages Exclusion Approval Order and the Public Service Official Languages Appointment Regulations
IRCC reported that the organization made no use of the Public Service Official Languages Exclusion Approval Order and no use of the Public Service Official Languages Appointment Regulations for the period of April 1, 2018 and March 31, 2019.
Approved Deputy Head Exceptions to the National Area of Selection Requirements for External Advertised Appointment Process
IRCC reported that the DH did not approve any exception to the National Area of Selection.
Results of Organizational Cyclical Assessment
IRCC has revised their monitoring framework to ensure alignment with the NDS and the organization has adopted a five-year reporting cycle (2016-2021).
The first IRCC cyclical assessment is due in May 2021.
Inquiries and Trends
Enquiries from IRCC are very similar to those of most departments; mainly referring to assessment and monitoring.
Oversight
Audits
IRCC was included in the completed pilot System-Wide Staffing Audit, for which the final report was published in December 2018. It was also one of the 15 organizations included in the Horizontal Audit on Credential Validation. The final report for this audit was published on May 29, 2019.
Investigations
Between April 1, 2017 and February 10, 2019, the PSC received 11 requests for investigations: 7 on external appointment processes, 2 for potential fraud (1 referred by the department and 1 based on a complaint) and 2 on political activities. Out of these requests for investigations, seven were not accepted and closed, three are on-going and one was completed and unfounded. Please refer to Annex G for additional details.
Staffing and Non-Partisanship Survey Results
The IRCC’s final response rate for the staffing and non-partisanship survey was 50.5%. Overall, IRCC’s Staffing and Non-Partisanship Survey (SNPS) results were more positive in comparison with other large-sized organizations and the public service.
Below are key findings from IRCC’s 2018 SNPS results:
- 56% of employees indicated that people hired in their work unit can do the job, compared to 52.3% in similar size organizations and 53.8% across all organizations in the federal public service.
- 94.6% of managers indicated that the persons they appointed are a good fit within their assigned teams or work units, compared to 92.1 in similar size organizations and 92.4% across all organizations in the federal public service.
- 47.7% of employees agreed that the process used for selecting persons for positions in their work units is done fairly, compared to 45% in similar size organizations and 46.4% across all organizations in the federal public service.
- 100% of staffing advisors indicated that they can explain to managers how their organization's implementation of the NDS relates to their staffing needs, compared to 92.6% in similar size organizations and 93.3% across all organizations in the federal public service.
- 64.3% of managers indicated that they understand the NDS, compared to 60.1% in similar size organizations and 61.4% across all organizations in the federal public service.
- 70.9% of managers indicated that the NDS has improved the way they hire and appoint persons to and within their organization, compared to 54.4% in similar size organizations and 56.1% across all organizations in the federal public service.
- 59% of managers indicated that the staffing options available to them within their organizations allow them to address their staffing needs as quickly as required, compared to 35.5% in similar size organizations and 37.6% across all organizations in the federal public service.
- 82.5% of managers agreed that staffing advisors in their organizations provide them with useful staffing advice, compared to 71.6% in similar size organizations and 72.7% across all organizations in the federal public service.
- 80.7% of managers indicated that the administrative process to staff positions within their organization is burdensome, compared to 88.6% in similar size organizations and 87.9% across all organizations in the federal public service.
Diversity Profile
IRCC exceeds the workforce availability for all designated groups. The representativeness of the four designated groups will have to be reviewed once the new data on the Public Service Work Force Availability are released in 2019.
IRCC partners with various departments on the David C. Onley initiative to help students with disabilities find meaningful employment and fulfilling careers in the Federal Public Service. IRCC has one participant in the Aboriginal Leadership Development Initiative, and has committed to participating in the upcoming Indigenous - Advanced Policy Analyst Program. In addition, IRCC is developing a new course on gender, diversity and inclusivity to equip managers to staff and manage a diverse workforce.
Please refer to Annex H for additional details.
Priority Entitlements and Veterans
From April 1, 2018 to June 24, 2019, IRCC appointed 22 persons with a priority entitlement.
At times, merit criteria appeared to be restrictive and/or specific to IRCC. The PSC has worked with IRCC to educate the organization on using different approaches which could benefit all types of entitlements, most specifically the veterans.
From July 1, 2015 until May 31, 2019, IRCC appointed 5 persons with a CAF Priority Entitlement (3 statutory and 2 regulatory).
Please refer to Annex I for additional details.
Non-Partisanship in the Public Service
The IRCC Designated Political Activities Representative (DPAR) is Josée Lapointe. The DPAR acts as a liaison with the PSC on matters related to political activities and non-partisanship.
Since April 2015, the PSC has received 10 requests for permission to be a candidate in an election from IRCC employees: one federal, two provincials and 7 municipals. Currently, one employee received permission and is running in the 2019 federal election and four IRCC employees are part-time elected municipal officials.
PSC initiatives
As the PSC is reviewing the Public Service Employment Regulations (PSER), IRCC is a key stakeholder. IRCC is one of the 3 departments to which the provision on Rotational Acting Appointments (PSER 17) applies exclusively to. Engagement has begun and consultations will continue in the upcoming months.
Staffing Support
Public Service of Commission Representatives and Organizational Contacts
The Staffing Support Advisor (SSA) assigned to this organization is Nathalie Crégheur. The Head of HR is Holly Flowers Code and the primary organizational contact is Paul Laflamme, Director, Staffing, HR.
Prepared by:
Nathalie Crégheur
Staffing Support Advisor
Approved by:
Approved by Lynn Brault
Director General,
Staffing Support, Priorities and Political Activities Directorate
Policy and Communications Sector
Approved by Patricia Jaton
Vice-President, Policy and Communications Sector
Biography - Annex A
Catrina Tapley
Education
Bachelor of Arts (Political Science and Economics), Acadia University
Professional Experience
Since August 2019
Deputy Minister of Immigration, Refugees and Citizenship Canada
2017 - 2019
Deputy Secretary to the Cabinet (Operations), Privy Council Office
2016 - 2017
Assistant Secretary to the Cabinet, Economic and Regional Development Policy, Privy Council Office
2014 - 2016
Assistant Deputy Minister, Strategic and Program Policy, Immigration, Refugees and Citizenship Canada
2011
Assistant Deputy Minister, Beyond the Border Working Group, Privy Council Office
2010 - 2014
Associate Assistant Deputy Minister, Strategic and Program Policy, Citizenship and Immigration Canada
2006 - 2010
Executive Director (various portfolios), Treasury Board of Canada Secretariat
2004 - 2005
Director General, Program Policy and Planning, Human Resources and Skills Development Canada
2002 - 2004
Director General, Fisheries Management Policy Renewal, Fisheries and Oceans Canada
1999 - 2002
Director, Atlantic Fisheries Policy Review and National Policy Framework, Fisheries and Oceans Canada
1996 - 1999
Executive Director, Fisheries Resource Conservation Council, Fisheries and Oceans Canada
Key Messages when Meeting with a New Deputy Head - Annex B
- Non-partisanship is a key pillar of the Public Service Employment Act (PSEA) and an essential element of both a professional public service and responsible democratic government. A non-partisan public service is one where appointments are based on merit and free of political influence, and where public servants perform their duties, and are seen to perform their duties, in a politically impartial manner.
- The Public Service Commission (PSC) retains the:
- Authority to investigate external appointment processes, cases of political influence or fraud in all appointment processes, and allegations of improper political activities;
- Authority to approve the exclusion from meeting official language proficiency requirements on medical grounds; and
- Responsibility for confirming the eligibility of former ministers’ and Governor General’s staff to participate in advertised internal appointment processes.
- The Appointment Delegation and Accountability Instrument encourages sub-delegation to the lowest level possible within the organization.
- Organizations must respect priority entitlement provisions of the PSEA.
- Deputy Heads (DH) should champion the implementation of the Veterans Hiring Act within their organizations, so more veterans are hired into public service jobs.
- DHs shall not engage in any political activity other than voting. Upholding the non-partisan nature of the public service is the responsibility of all employees, whatever their level and duties. In particular, DHs play a leadership role in safeguarding non-partisanship as they oversee the conduct of their employees. The PSC, in collaboration with other stakeholders, including DHs, plays a key role in ensuring that the public service remains non-partisan.
- New Direction in Staffing – The PSC revised its appointment policy, delegation instrument and oversight model to streamline requirements, ensure that oversight is calibrated to the risks in the system and simplify staffing. The PSC’s new support model includes ongoing engagement with organizations through a single point of contact – Staffing Support Advisors – a renewed approach to guidance, and delivery of information sessions and targeted training. This collaborative approach, with its two-way communication, also assists DHs who are responsible for the monitoring of their organization’s staffing system. The PSC expects that organizations will be proactive in their oversight and continual improvement with respect to staffing.
- The PSC is working to meet the evolving needs of hiring managers and candidates, and to support the public service staffing system of the future. Through collaboration with our partners, we are exploring new ways to attract, recruit and assess candidates. We are identifying opportunities to improve our programs and services, focusing our efforts on those areas where we have a direct impact on the staffing system, such as the Government of Canada recruitment platform – GCJobs. We are also exploring new approaches to make the staffing process seamless and intuitive for candidates and hiring managers with a goal to reduce overall time to staff – and bring in the next generation of talent.
A New direction in Staffing – A merit-based system that is effective, efficient and fair - Annex C
Appointment Policy
New focus on core requirements to provide sub-delegated persons greater discretion in making an appointment
- One Appointment Policy, no duplication with legal requirements
- Broader focus on values-based system, away from rules-based system
- Appointments Policy supported by streamlined guidance:
- A roadmap to the requirements in legislation, regulations and policy
- Options and considerations for decision-making where there is discretion
- Clear expectations for priority entitlements
- No restrictions to assessment methods for EX appointments
- Exceptions to National Area of Selection approved by deputy head
Delegation
- New ability to customize organizational staffing system based on unique context and evolving business needs
- Deputy head establish a direction on the use of advertised and non-advertised appointment processes
- Deputy heads to establish requirement(s) for sub-delegated persons to articulate, in writing, their selection decision
- Clarity on requirements related to investigations
- Attestation form to reinforce the accountabilities of sub-delegated persons
All PSC monitoring and reporting requirements now found in the Appointment Delegation and Accountability Instrument
Monitoring and Reporting
Monitoring built by organizations, targeted to their needs
- Annual Departmental Staffing Accountability Report no longer required
- Annual reporting to the PSC limited to:
- Use of Public Service Official Language Exclusion Approval Order
- Exceptions to the National Area of Selection approved by the deputy head
- Results of any internal investigations
- Actions taken following any PSC investigations or audits.
- Deputy head responsible for ongoing monitoring of organizational staffing system based on the organization’s unique context
- Assessment of adherence to requirements, based on organization’s own risks, at the minimum every five years
PSC Oversight
System wide-focus
- Government-wide compliance audit every two years
- Renewed Survey of Staffing administered in alternating years with government-wide audit
- System-wide effectiveness and efficiency reviews to support continuous improvement
- Targeted PSC audits as a result of identified system-wide or organizational risks or at the deputy head request
- Investigations conducted when there is a reason to believe there was political influence, fraud or improper conduct in an appointment process
This document should be read in conjunction with the Public Service Employment Act, the Public Service Employment Regulations, the PSC Appointment Policy and the PSC Appointment Delegation and Accountability Instrument
Annex D-E-F
UNABLE TO GET DIAGRAMS, TEXT ALTERNATIVES BELOW
- Internal time to staff is calculated as the number of calendar days between the opening date of the advertisement and the date of the first notification
- External time to staff is calculated as the number of calendar days between the opening date of the advertisement and the date of the first estimated external hire
Technical notes:
- The Time to Staff - Internal Appointments (TTS-IA) is the median number of calendar days between the opening date of an internal advertisement and the date of the first Notice of Appointment or Proposal of Appointment (NAPA) from the Public Service Resourcing System for internal term and indeterminate positions. As NAPAs are not required for all internal staffing actions, this measure is limited to reporting on internal promotional appointments.
- The Time to Staff - External Appointments (TTS-EA) is the median number of calendar days between the opening date of an external advertisement and the date of the first estimated appointment of an individual from outside an organization subject to the Public Service Employment Act for term and indeterminate positions. Because data between systems is linked using a probabilistic match, errors in data linkage are a potential source of measurement error.
- Only estimated term and indeterminate appointments/notifications are included (deployments, casual and acting appointments are excluded).
Sources:
- Hiring and staffing activities data are derived from information received from the Treasury Board of Canada Secretariat Incumbent File. The Incumbent File is extracted from the Public Services and Procurement Canada’s pay system. The data constitutes an estimate of hiring and staffing activities to and within organizations.
- Information from the Priority Information Management System and the Public Services Resourcing System is also used to determine if staffing actions are advertised or non-advertised as well as for calculating time to staff.
- The data are not expected to match an organization’s human resources data, due to methodology and timing different
text alternatives:
Produced by the Data Services and Analysis Directorate of the Public Service Commission of Canada Updated on August 22, 2019
Immigration, Refugees and Citizenship Canada
| Year | Indeterminate population | Term population | Casual population | Student population | Total population |
|---|---|---|---|---|---|
| As of March 31, 2014 | 4 246 | 690 | 822 | 148 | 5 906 |
| As of March 31, 2015 | 4 235 | 976 | 1 008 | 145 | 6 364 |
| As of March 31, 2016 | 4 380 | 1 076 | 1 012 | 136 | 6 604 |
| As of March 31, 2017 | 4 598 | 1 195 | 834 | 87 | 6 714 |
| As of March 31, 2018 | 4 859 | 1 400 | 928 | 112 | 7 299 |
| As of March 31, 2019 | 5 404 | 1 554 | 817 | 163 | 7 938 |
| Linguistic requirements of the position | Population as of March 31, 2019 | Percentage of population as of March 31, 2019 |
|---|---|---|
| Bilingual | 2 942 | 53% |
| Unilingual | 2 566 | 47% |
| Unknown | 2 430 |
| Occupational group | Population as of March 31, 2019 | Percentage of population as of March 31, 2019 |
|---|---|---|
| PM – Programme administration | 2 853 | 37% |
| CR – Clerical and Regulatory | 2 134 | 27% |
| AS – Administrative Services | 678 | 9% |
| Other | 2 110 | 27% |
| Region | Population as of March 31, 2019 | Percentage of population as of March 31, 2019 |
|---|---|---|
| National Capital Region (NCR) | 4 484 | 57% |
| Non-NCR | 3 445 | 43% |
| Unknown | 9 |
| Occupational group | Number of indeterminate hiring activities | Percentage of all indeterminate hiring activities |
|---|---|---|
| PM – Programme administration | 40 | 20% |
| CR – Clerical and Regulatory | 39 | 19% |
| AS – Administrative Services | 37 | 18% |
| CS – Computer Systems | 36 | 18% |
| EC – Economics and Social Science Services | 24 | 12% |
| Other | 28 | 14% |
| Total | 204 | 100% |
| Fiscal year | Percentage of staffing activities in the National Capital Region (NCR) | Percentage of staffing activities in all other regions (Non-NCR) |
|---|---|---|
| 2014 to 2015 | 56% | 44% |
| 2015 to 2016 | 61% | 39% |
| 2016 to 2017 | 60% | 40% |
| 2017 to 2018 | 62% | 38% |
| 2018 to 2019 | 57% | 43% |
- Regional distribution excludes unknowns
| Fiscal year | Non-advertised processes (excludes unknowns) | Advertised processes | % of Non- advertised processes |
|---|---|---|---|
| 2014 to 2015 | 468 | 848 | 36% |
| 2015 to 2016 | 335 | 845 | 28% |
| 2016 to 2017 | 381 | 946 | 29% |
| 2017 to 2018 | 901 | 1 056 | 46% |
| 2018 to 2019 | 1 500 | 1 206 | 55% |
- Includes indeterminate and specified term appointments
- Excludes lateral and downward movements, deployments and acting appointments of less than 4 months
- Includes only appointments where the staffing process type is known (56% to 70% of appointments)
| Fiscal year | Indeterminate staffing activities | Term staffing activities | Casual staffing activities | Student staffing activities | Total staffing activities |
|---|---|---|---|---|---|
| 2014 to 2015 | 1 612 | 1 038 | 1 787 | 356 | 4 793 |
| 2015 to 2016 | 1 789 | 1 091 | 1 858 | 365 | 5 103 |
| 2016 to 2017 | 2 032 | 1 273 | 1 676 | 249 | 5 230 |
| 2017 to 2018 | 2 558 | 1 446 | 1 922 | 243 | 6 169 |
| 2018 to 2019 | 3 370 | 1 711 | 2 056 | 335 | 7 472 |
Key findings - Staffing and non-partisanship survey (2018)
- 56.0% of employees agreed that people hired can do the job, compared to 52.3% in organizations of similar size, and 53.8% in the federal public service
- 70.9% of managers agreed that the New Direction in Staffing has improved the way they hire and appoint persons to and within their organization, compared to 54.4% in organizations of similar size, and 56.1% in the federal public service
- 80.7% of managers agreed that within their organization, the administrative to staff a position is burdensome, compared to 88.6% in organizations of similar size, and 87.9% in the federal public service
| Fiscal year | Federal Student Work Experience Program | Post-Secondary Co-op/Internship Program | Research Affiliate Program | Total |
|---|---|---|---|---|
| 2014 to 2015 | 290 | 14 | 52 | 356 |
| 2015 to 2016 | 336 | 17 | 12 | 365 |
| 2016 to 2017 | 216 | 33 | 0 | 249 |
| 2017 to 2018 | 197 | 46 | 0 | 243 |
| 2018 to 2019 | 235 | 100 | 0 | 335 |
| Fiscal year | Post-Secondary Recruitment Program hires | Hiring of former students |
|---|---|---|
| 2014 to 2015 | 38 | 139 |
| 2015 to 2016 | 50 | 129 |
| 2016 to 2017 | 16 | 170 |
| 2017 to 2018 | 32 | 144 |
| 2018 to 2019 | 30 | 152 |
Hiring of former students includes indeterminate and term hires with experience in a federal student recruitment program within the last 10 years.
| Internal time to staff for fiscal year 2018 to 2019 | External time to staff for fiscal year 2018 to 2019 |
|---|---|
| The median internal time to staff for the public service (organizations subject to the Public Service Employment Act) for fiscal year 2018 to 2019 is 176 days | The median external time to staff for the public service (organizations subject to the Public Service Employment Act) for fiscal year 2018 to 2019 is 186 days |
| Immigration, Refugees and Citizenship Canada’s median internal time to staff for fiscal year 2018 to 2019 is 181 days | The data is insufficient for providing results on external process times for the Immigration, Refugees and Citizenship Canada |
- The Time to Staff - Internal Appointments (TTS-IA) is the median number of calendar days between the opening date of an internal advertisement and the date of the first Notice of Appointment or Proposal of Appointment (NAPA) from the Public Service Resourcing System for internal term and indeterminate positions. As NAPAs are not required for all internal staffing actions, this measure is limited to reporting on internal promotional appointments
- Only estimated term and indeterminate appointments/notifications are included (deployments, casual and acting appointments are excluded)
- The Time to Staff - External Appointments (TTS-EA) is the median number of calendar days between the opening date of an external advertisement and the date of the first estimated appointment of an individual from outside an organization subject to the Public Service Employment Act for term and indeterminate positions. Only estimated term and indeterminate appointments/notifications are included (deployments, casual and acting appointments are excluded)
- Because data between systems is linked using a probabilistic match, errors in data linkage are a potential source of measurement error
- Hiring and staffing activities data are derived from information received from the Treasury Board of Canada Secretariat Incumbent File. The Incumbent File is extracted from the Public Services and Procurement Canada’s pay system. The data constitutes an estimate of hiring and staffing activities to and within organizations.
- Information from the Priority Information Management System and the Public Services Resourcing System is also used to determine if staffing actions are advertised or non-advertised as well as for calculating time to staff.
- The data are not expected to match an organization’s human resources data, due to methodology and timing differences.
| Number of calendar days | The number of internal appointments for which the TTS-IA was within the specified number of calendar days for organizations subject to the Public Service Employment Act | The number of internal appointments for which the TTS-IA was within the specified number of calendar days for the specified organization | The number of external appointment processes for which the TTS-EA was within the specified number of calendar days for organizations subject to the Public Service Employment Act |
|---|---|---|---|
| 0 calendar days | 0 | 0 | 0 |
| 0 to 29 calendar days | 15 | 0 | 49 |
| 30 to 59 calendar days | 130 | 3 | 82 |
| 60 to 89 calendar days | 277 | 10 | 124 |
| 90 to 119 calendar days | 391 | 14 | 160 |
| 120 to 149 calendar days | 367 | 8 | 181 |
| 150 to 179 calendar days | 322 | 6 | 179 |
| 180 to 209 calendar days | 278 | 10 | 160 |
| 210 to 239 calendar days | 241 | 6 | 139 |
| 240 to 269 calendar days | 165 | 10 | 84 |
| 270 to 299 calendar days | 134 | 4 | 73 |
| 300 to 329 calendar days | 107 | 1 | 61 |
| 330 to 359 calendar days | 77 | 2 | 41 |
| 360 to 389 calendar days | 61 | 1 | 43 |
| 390 to 419 calendar days | 53 | 3 | 49 |
| 420 to 449 calendar days | 51 | 1 | 35 |
| 450 to 479 calendar days | 42 | 1 | 22 |
| 480 to 509 calendar days | 40 | 0 | 27 |
| 510 to 539 calendar days | 32 | 0 | 17 |
| 540 to 569 calendar days | 24 | 0 | 15 |
| 570 to 599 calendar days | 21 | 1 | 14 |
| 600 to 629 calendar days | 11 | 1 | 12 |
| 630 to 659 calendar days | 19 | 0 | 7 |
| 660 to 689 calendar days | 3 | 0 | 5 |
| 690 to 719 calendar days | 13 | 0 | 7 |
| 720 to 749 calendar days | 6 | 0 | 11 |
| 750 to 779 calendar days | 5 | 0 | 3 |
| 780 to 809 calendar days | 8 | 0 | 7 |
| 810 to 839 calendar days | 4 | 0 | 2 |
| 840 to 869 calendar days | 10 | 0 | 2 |
| 870 to 899 calendar days | 4 | 0 | 0 |
| 900 to 929 calendar days | 5 | 0 | 3 |
| 930 to 959 calendar days | 5 | 1 | 1 |
| 960 to 989 calendar days | 3 | 0 | 0 |
| More than 990 calendar days | 23 | 1 | 0 |
Annex G
Investigations conducted by the Public Service Commission
| Department of Citizenship and Immigration | Cases Received | Cases Referred by Organization | Closed - Not Accepted | Completed Unfounded | Completed Founded | Ongoing |
|---|---|---|---|---|---|---|
| s.66 External Appointments (Merit, Error, Omission, Improper Conduct) | 7 | 0 | 7 | 0 | 0 | 0 |
| s.69 Fraud | 2 | 1 | 0 | 1 | 0 | 1 |
| s.118 Improper Political Activities - Employees | 2 | 0 | 0 | 0 | 0 | 2 |
| Total | 11 | 1 | 7 | 1 | 0 | 3 |
Note: The number of received cases may not add up to the number of completed/closed cases as completed/closed cases are not necessarily cases that were received in the same period. Some cases can also be discontinued or resolved via early intervention.
Annex H
Diversity profile for IRCC
| Designated Group | Public ServiceWork Force Availability (WFA) | Immigration, Refugees and Citizenship Canada | Representation across the Public Service of Canada |
|---|---|---|---|
| Women | 52.5% | 65.7% | 54.8% |
| Aboriginal Peoples | 3.4% | 3.7% | 5.1% |
| Persons with Disabilities | 4.4% | 4.7% | 5.3% |
| Members of Visible Minorities | 13% | 29% | 15.7% |
Source: Employment Equity in the Public Service of Canada 2017- 2018 Treasury Board of Canada Secretariat
Annex I
PSC PRIORITY APPOINTMENT DATA MEDICALLY RELEASED CANADIAN FORCES MEMBERS (Immigration, Refugees and Citizenship Canada)
| Fiscal Year | attributable to service (statutory) | not attributable to service (regulatory) | total |
|---|---|---|---|
| 2015 (July 1) - 2016 | 0 | 1 | 1 |
| 2016 - 2017 | 1 | 0 | 1 |
| 2017 - 2018 | 2 | 1 | 3 |
| Total | 5 |
Source: PSC Priority Information Management System
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