President's visit with Catrina Tapley - Immigration, Refugees and Citizenship Canada


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


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.


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:

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.


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


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:

Staffing by tenure:

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.



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.


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:

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

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

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

  1. 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.
  2. 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.
  3. The Appointment Delegation and Accountability Instrument encourages sub-delegation to the lowest level possible within the organization.
  4. Organizations must respect priority entitlement provisions of the PSEA.
  5. Deputy Heads (DH) should champion the implementation of the Veterans Hiring Act within their organizations, so more veterans are hired into public service jobs.
  6. 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.
  7. 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.
  8. 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


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

PSC Oversight

System wide-focus

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


Technical notes:


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

Public Service Employment Act population by tenure as of March 31
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
Public Service Employment Act population by language requirements of the position for fiscal year 2018 to 2019
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
Top occupational groups, as a percentage of the Public Service Employment Act population for fiscal year 2018 to 2019
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%
Distribution by region, as a percentage of the Public Service Employment Act population for fiscal year 2018 to 2019
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
External indeterminate hires by top occupational groups, for fiscal year 2018 to 2019
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%
Percentage of staffing activities in the National Capital Region compared with all other regions by fiscal year
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%
Number and percentage of staffing activities by type of process and fiscal year
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%
Staffing activities by tenure and fiscal year
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)

Student staffing activities by recruitment program and fiscal year
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
External indeterminate and term hiring activities: Post-Secondary Recruitment Program and former students by fiscal year
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
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

IRCC from April 25, 2016 to April 25, 2019
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

Reporting Period: March 31, 2017 to April 1, 2018
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


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


Source: PSC Priority Information Management System

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