RPP 2005-2006
Citizenship and Immigration Canada

Section II:
Analysis of Program Activities by Strategic Outcome

Analysis by Program Activity

The following section provides an overview of CIC's Program Activity Architecture showing the program activities and expected results for each of the three strategic outcomes. [note 11] It also contains a table showing the Department's planned spending for 2005-2006 to 2007-2008 by strategic outcome and an outline of the key activities. Activities that contribute to more than one outcome or that are department-wide in nature are addressed in the sub-sections Building the New CICand Other Items of Interest.

CIC's programs generate considerable revenue from application and rights fees that is deposited in the Consolidated Revenue Fund and is not available for respending by the Department. Please refer to Annex 7 for a listing of non-respendable revenue by activity.

Table 2.1: Planned Spending by Strategic Outcome ($ Millions)

Strategic outcome*	Forecast spending** 2004-2005	Planned spending 2005-2006	Planned spending 2006-2007	Planned spending 2007-2008
Maximum contribution to Canada's economic, social and cultural development from migration	339.2	272.2	241.3	237.3
Reflection of Canadian values and interests in the management of international migration, including refugee protection	115.1	88.8	87.1	77.1
Successful integration of newcomers and promotion of Canadian citizenship	472.9	545.7	558.3	576.0
Other:
Toronto Waterfront Revitalization Initiative***		116.8	115.8	115.8
Total Planned Spending****	927.2	1,023.5	1,002.5	1,006.2

* For further information on planned spending variances, see details by program activity.

** Includes Main Estimates plus Supplementary Estimates.

*** Represents the estimated resources related to the Toronto Waterfront Revitalization Initiative (TWRI) to be transferred to CIC from Human Resources and Skills Development Canada (HRSDC) in accordance with the February 3, 2005 Order in Council. Forecast spending for 2004-2005 is included in HRSDC forecasted amounts.

**** Total planned spending has been reduced by resources transferred to the CBSA resulting from the government reorganization decisions of December 12, 2003 and October 8, 2004. For a detailed fiscal year breakdown, see Annex 3.

Explanation of change: Overall, CIC's 2005-2006 planned spending has a net increase of $96M over 2004-2005. This is due to additional TWRI resources of $117M to be transferred from HRSDC and additional resources related to Budget 2005 announcements totalling $40M. Offsetting this, CIC transferred an additional $60M to the CBSA in 2005-2006 related to the corporate transfer and the full year impact of port-of-entry resources. Planned spending in 2006-2007 and future years decreases, primarily due to government-wide re-allocation initiatives.

A. Strategic Outcome 1: Maximum Contribution to Canada's Economic, Social and Cultural Development from Migration

Introduction

Canada's immigration policy facilitates the entry into Canada of new immigrants and temporary residents who are able to contribute to the labour market and economy through the skills they bring, through their business experience or through capital that they invest. Temporary residents include foreign workers coming to Canada for a fixed period of time, as well as foreign students and visitors. Canada also welcomes family class immigrants who are sponsored and supported by close family members. CIC continues to work actively with the provinces to select immigrants and temporary workers who meet the economic, social and cultural needs of the provinces, thereby encouraging the distribution of the benefits of immigration among all the provinces.

CIC's Selection Branch has the functional lead for developing policies and programs to support the objectives for this strategic outcome, while the Strategic Policy and Partnerships Branch leads the development of the longer-term vision. The Department's international and domestic regional offices, along with the case processing centres managed by the Departmental Delivery Network (DDN), are responsible for delivering these programs.

The Admissibility Branch is responsible for developing and coordinating policy and procedures to maintain and protect the integrity of Canada's immigration programs. This is a reflection of our role in supporting the core national security interests: protecting Canadians at home and abroad; ensuring that Canada is not a base for threats to our allies; and contributing to international security. The Admissibility Branch supports all of the Department's strategic outcomes by providing leadership, advice and functional direction on admissibility issues including visa policy, U.S. and international agreements, admissibility criteria, quality assurance and travel document policy.

Admitting individuals in good health is important to protecting the health and safety of Canadians. In 2005-2006 and beyond, the Medical Services Branch will continue to medically screen those individuals who are eligible to enter Canada.

To maximize the economic, social and cultural contributions of migration to Canada and support government commitments, CIC will continue to closely monitor and assess how its various programs are affected by the changes implemented through IRPA in June 2002.

Program Activity Architecture Description

a) Immigration Program

Planned Spending and Full-time Equivalents

Achievement of Immigration Levels

Each year, the Minister of Citizenship and Immigration presents a plan to Parliament outlining the total number of immigrants Canada aims to receive in subsequent years. CIC has met its planned immigration levels in the past four years. These targets take into account the economic and social needs of the country, the resources the Department has available to process applications for permanent residence, the capacity of communities to integrate newcomers, and Canada's international humanitarian obligations. The annual levels plan also indicates the proportion of the total number expected to come from each immigrant category. For more details on targets for immigration levels and results by categories, refer to annexes 1 and 2.

In the 2004 Annual Report to Parliament on Immigration, [note 12] the Minister indicated that CIC will continue to aim for a balance between economic and non-economic immigrants. The economic class is comprised of skilled workers, business immigrants, live-in caregivers and provincial nominees, as well as their dependants. The non-economic component is comprised of the family class and the protected persons class, as well as cases admitted on humanitarian and compassionate grounds.

A key initiative for 2005-2006 will be to work with partners and stakeholders to assist them in identifying the current economic and social needs of their communities and assessing their capacity to integrate newcomers. CIC will develop policy options with the goal of creating a modern delivery system that is more responsive to the needs of communities.

Skilled Worker Immigrants

Skilled worker immigrants are selected on the basis of their potential to contribute to the economy soon after arrival in Canada. CIC's challenge is to maintain flexibility in the selection of skilled immigrants in order to respond to changes in Canada's labour market.

To respond to program integrity concerns, CIC will examine, with HRSDC, the eligibility criteria for the fast-track processing of immigrants with confirmed job offers. The program will support performance monitoring through the ongoing collection of baseline data. A formative evaluation, planned for 2006-2007, will assess the early outcomes of skilled worker immigrants selected under new criteria introduced with the Immigration and Refugee Protection Act in June 2002.

Business Immigrants

Entrepreneurs, investors and self-employed immigrants bring business experience and investment capital to Canada, and create jobs for themselves and other Canadian residents. A key objective for 2005-2006 is to expand provincial participation in the federal immigrant investor program.

Within the Business Immigration Program, CIC has important responsibilities for monitoring the compliance of some 90 investor immigrant funds, representing approximately one billion dollars of investment capital. CIC must continue to ensure that partners managing the funds invested by immigrants prior to April 1999 are in compliance with the 1976 Immigration Act.

A Results-Based Management and Accountability Framework (RMAF) will be completed in 2005-2006, and the Business Immigration Program will collect baseline evaluation data so that the program's economic impact can be measured.

Provincial and Territorial Nominee Agreements

Canada has signed Provincial Nominee (PN) agreements with eight provinces and one territory (British Columbia, Alberta, Saskatchewan, Manitoba, New Brunswick, Nova Scotia, Newfoundland and Labrador, Prince Edward Island and the Yukon Territory). [note 13] The agreements give those governments the authority to nominate for permanent immigration foreign nationals who match the specific economic and demographic needs of their communities. This arrangement contributes to Canada's development from migration, as economic, social and cultural benefits are shared across the country. The Government of Quebec has full authority to select all economic immigrants destined for the province under the terms of the Canada-Quebec Accord [note 14] signed in 1991.

In 2005-2006, CIC will continue negotiations with the Province of Ontario, Nunavut and the Northwest Territories, with which it does not yet have PN agreements, and will seek to renew agreements with Alberta, Newfoundland and Labrador, Prince Edward Island and Nova Scotia as they expire.

Humanitarian, Compassionate and Public Interest Situations

Canada has a tradition of granting temporary or permanent resident status on an exceptional basis to individuals and families who would not otherwise qualify in any category and where there are strong humanitarian or public interest reasons to do so. The purpose of these discretionary provisions in the Immigration and Refugee Protection Act is to provide the flexibility to approve deserving cases not anticipated in the legislation. CIC will strive to streamline requirements and processes to improve client service and minimize costs to Canadian society.

Family Reunification

Canada has a long tradition of allowing Canadians and permanent residents to sponsor close family members for immigration to Canada or bring family with them when they immigrate. [note 15] Research suggests that the well-being of immigrants can be enhanced by having the support of their family. [note 16]

In 2005-2006, CIC will continue to collaborate with provinces and other partners so that family class immigrants are adequately supported by their sponsors after arrival in Canada. The Department will continue to explore refinements to the eligibility requirements for the family class in a way that is consistent with the objectives of the Immigration and Refugee Protection Act.

Client Representatives

In April 2004, the Immigration and Refugee Protection Regulations [note 17] were amended to restrict who may represent clients when conducting business with the IRB, CBSA and CIC. These regulations were put in place to respond to public concerns about the exploitation of potential immigrants by unscrupulous consultants.

A key initiative will be to enhance client protection and raise professional standards among immigration consultants by contributing to the effectiveness of the Canadian Society of Immigration Consultants (CSIC), [note 18] an independent, not-for-profit, self-regulating body. CIC will also inform clients, stakeholders and partners of their rights and responsibilities under the aforementioned regulations. In 2005-2006, CIC, in consultation with others, will continue to monitor the impact of the new regulations closely and make adjustments as necessary. [note 19]

Permanent Resident Card

The permanent resident card (PR card) was introduced to provide a secure official travel/identity document that facilitates the entry of permanent residents to Canada. On December 31, 2003, the card became mandatory for all permanent residents returning to Canada aboard a commercial carrier (airplane, train or bus). In 2005-2006, CIC will continue to issue PR cards to new permanent residents and to those permanent residents established in Canada prior to June 28, 2002 who have not yet applied, or to those wishing to replace or renew their PR card. A formative evaluation is planned for 2005-2006 that will examine the implementation, results and success of the PR card.

b) Temporary Resident Program

Planned Spending and Full-time Equivalents

Temporary Foreign Workers

Qualified temporary foreign workers [note 20] are admitted to Canada to address short-term demands in the Canadian labour market. These temporary residents contribute to Canada's economic growth.

Key initiatives for this program will include the following: responding to concerns expressed by partners and stakeholders about the treatment of some temporary foreign workers in Canada; and determining, in consultation with partners, the appropriate circumstances for sector-specific initiatives to facilitate the entry of foreign workers. CIC will examine how we can provide regular channels for both employers and foreign workers to respond to labour market shortages.

The Selection Branch will also participate in federal strategies to increase access for Canadian, American and Mexican professionals to temporary employment in each other's countries.

Foreign Students

Foreign students enrich the learning environment in Canadian educational institutions and represent an important source of income for Canadian schools. Foreign students who enter Canada on temporary visas are becoming an important source of skilled worker immigrants who are well prepared for the Canadian labour market.

In 2005-2006, CIC will continue to expand opportunities for foreign students to work in Canada and engage provincial and educational stakeholders in developing an integrated national strategy. CIC will also work with partners to evaluate the success and relevance of pilot projects, and expand access to tools that will enhance CIC's knowledge of the foreign student population and the Canadian educational institutions active in foreign student recruitment.

Foreign Tourists and Business Visitors

CIC issues over 600,000 temporary resident visas to tourists and business visitors each year. Millions of additional foreign visitors who are citizens of countries that do not require a visa to travel to Canada, such as the United States, cross our borders every year. These foreign tourists and business visitors make a significant contribution to our economy by creating jobs in the hospitality sector and by creating opportunities for Canadian businesses to benefit from specialized expertise. Business visits are an essential conduit for trade (both import and export) and investment through all sectors of the Canadian economy.

Key initiatives include negotiating more liberal World Trade Organization rules on the temporary entry of business persons to support Canada's international trade and investment objectives. CIC is facilitating the temporary entry of legitimate tourists and business visitors and is contributing to the federal government's initiatives to provide better information about Canada for international travellers.

CIC is continuing to improve processing times for visitors in some of its overseas offices, thereby ensuring that processing times are comparable throughout our overseas network. However, in light of the growing number of visitors seeking entry to Canada, the Department will face an increasing challenge to maintain these processing times.

B. Strategic Outcome 2: Reflection of Canadian Values and Interests in the Management of International Migration, Including Refugee Protection

Introduction

In accordance with its international obligations and humanitarian tradition, Canada is working to actively influence global migration management through both multilateral international fora and bilateral relationships with other governments and organizations. As well, each year, Canada grants protection to many thousands of people, nearly half of whom are refugees selected abroad who are in need of protection. The others are persons who are granted permanent resident status after claiming refugee status from within Canada.

Policy development and functional direction is provided by the Strategic Policy and Partnerships Branch and the Refugees Branch, with the active involvement of CIC's regional offices, the International Region, Integration Branch, Admissibility Branch, Medical Services Branch and Departmental Delivery Network.

Program Activity Architecture Description

a) Canada's Role in International Migration and Protection

Planned Spending and Full-time Equivalents

Asserting Canada's role in international migration and protection will continue as a departmental priority for 2005-2006. It reaffirms CIC's commitment to developing a strategic agenda on global migration and protection, particularly in the North American context, and to developing an engagement strategy with international partners.

Canada's Role in International Migration

CIC participates in numerous international and regional bodies, contributing to Canada's continuing role in global migration issues. CIC, through joint efforts with Foreign Affairs Canada, the Department of Justice, the CBSA and others, will work to develop Canadian positions on such current international issues as human trafficking and the human rights of migrants.

The need and opportunities for international engagement and partnerships in the field of migration management have become more and more apparent as the international discussion of migration and migration-related issues moves into the United Nations forum. In 2006, Canada will participate in the General Assembly's high-level dialogue on migration and development. This assembly will provide an opportunity for the international community to discuss the linkages between migration and development, which could lead to further discussions and actions by the United Nations in the area of international migration. CIC is working with other federal partners to develop positions that will enable Canada to take the lead internationally in developing responses to these issues in a way that will be positive for our country.

In 2005-2006, CIC will continue to chair the Inter-Governmental Consultations (IGC) on Asylum, Refugee and Migration Policies in Europe, North America and Australia, and the Puebla Process. [note 21] Within its IGC mandate, CIC will encourage member states to undertake a strategic review of IGC, which will include the examination of broader migration issues as well as refugee and asylum issues.

As part of its contribution to the growing international dialogue on migration, CIC will continue to be engaged in a number of other international fora to pursue Canadian migration objectives. These fora include the Global Commission on International Migration (GCIM), the International Organisation for Migration (IOM), [note 22] the Summit of the Americas (SOA), the International Labour Organization (ILO), the Four Country Conference (FCC), the Organization of American States (OAS), Asia-Pacific Economic Cooperation (APEC - Business Mobility Group) and the Organisation for Economic Co-operation and Development (OECD). In addition to these fora, CIC also pursues its international immigration objectives through a number of bilateral relationships with key countries and frequently responds to bilateral requests for information on Canadian experiences in migration management and integration.

In the coming years, CIC will intensify its monitoring of international migration trends and events. By participating in various fora, CIC promotes Canada's concept of a managed migration program. This concept includes procedures to manage a temporary component to meet short-term labour needs and a permanent component leading to full integration into Canadian society for successful applicants.

Canada's Role in International Protection

CIC faces challenges in pursuing both its international and domestic refugee protection agendas because of international influences that place greater emphasis on the linkages between refugee protection, human rights, security and international trade. CIC also continues to demonstrate its leadership by expanding its participation in international discussions on protection through such fora as the executive committee of the United Nations High Commissioner for Refugees (UNHCR), the Inter-Governmental Consultations on Asylum, and the Trans-Atlantic Dialogue with the European Union (Canada-EU Partnership Agenda/Trans-Atlantic Dialogue).

CIC plans to develop and maintain bilateral relationships on asylum issues with other governments and international organizations. The Department will also liaise with other government departments, the IRB and non-governmental organizations on international protection issues and will maintain horizontal linkages between CIC refugee protection policies and the broader government approach to refugee issues.

Government of Canada Coordination on International Migration Issues

Through its chairmanship of an interdepartmental international migration group, CIC will continue to consult with other federal departments with an interest in international migration issues and will promote a common understanding of Canadian migration principles. The objective is for all departments to support a "whole of government" approach to migration issues forming part of their international interactions. CIC's interests will continue to intersect with other broad international issues in which the Government of Canada has a stake, including bridging the North-South divide; ensuring the human rights of migrants; improving the global governance structure for the effective protection of refugees; and advocating a full-integration approach to permanent migration similar to that of Canada.

b) Refugee Program

Planned Spending and Full-time Equivalents

CIC plays a significant role in maintaining Canada's humanitarian tradition by protecting refugees and persons in refugee-like situations, and by representing Canadian values and interests in multilateral and bilateral international fora on refugee protection.

The protection of refugees is a key component of CIC's mandate and is central to IRPA. The Act and Regulations emphasize the importance of saving lives, protecting displaced and persecuted persons and maintaining the integrity of Canada's refugee protection system through fair and efficient procedures.

Maintaining Canada's Humanitarian Tradition of Refugee Protection

CIC will continue to respond to refugee situations by endeavouring to achieve the planned levels for both government-assisted and privately sponsored refugees. [note 23] CIC will continue to work with the UNHCR and private sponsors to identify those refugees most in need of Canada's protection through resettlement. For complete details on the 2005 target ranges for immigration levels, please consult Annex 1.

In addition, pursuant to Section 88 of IRPA, CIC manages an Immigration Loan Fund. These loans are issued to members of the Convention Refugees Abroad and the Humanitarian-Protected Persons Abroad classes. They are intended to defray costs for medical examinations abroad, transportation to Canada and expenses associated with initial settlement in Canada. Applicants must demonstrate financial need as well as the ability to repay the loan.

The current limit on the loan fund is $110M of which outstanding loan accounts totalled $41.4M on December 31, 2004. In 2005-2006 and future years, CIC expects to establish a similar volume of loans as in 2003-2004 (4,500 loans to new clients per annum with a value of $13.9M). Loan collection will also be managed with due diligence to maintain the strong recovery rate for repayment (currently at 91%).

Strengthening our Ability to Provide Protection to Refugees and Other Persons in Need Who Apply In Canada

CIC plays a key role in providing protection to refugees and other persons in need of protection who apply in Canada. Primary responsibility for determining protection claims rests with the Immigration and Refugee Board, [note 24] an independent administrative tribunal with a quasi-judicial process. The process is designed to produce fair, efficient and consistent decisions in accordance with Canadian law and Canada's international obligations and humanitarian traditions. The IRB's Refugee Protection Division hears refugee protection claims referred to it by CIC.

CIC will continue to provide the IRB (the decision maker) with case-related and country-specific details on refugee situations. The Department will also continue to collaborate with the IRB to improve the effectiveness and efficiency of the refugee determination system and related program activities as well as the documentation of refugee claimants and protected persons.

CIC is also responsible for policy coordination related to other aspects of claims made in Canada, including the provision of health benefits through the Interim Federal Health (IFH) Program, the issuing of work permits, and liaison with the provinces regarding provincially funded programs, including the provision of welfare and social housing. As well, CIC is working in partnership with the Department of Justice in the development of a long-term federal strategy for immigration and refugee legal aid matters. Under the IFH Program, the Department continues to play an important role in providing health-care coverage for refugee claimants and protected persons while they do not qualify for provincial medical insurance. CIC will seek opportunities to strengthen partnerships with the provinces and municipalities and gain a better understanding of the impact of refugee claimants on provincial programs and services.

CIC also conducts Pre-Removal Risk Assessments for persons under an enforceable removal order, including persons who have had a claim rejected by the IRB. The Refugees Branch is responsible for providing policy and functional guidance to Pre-Removal Risk Assessment officers.

Once persons have been found to need protection, either through a positive decision at the IRB or a positive Pre-Removal Risk Assessment, CIC is responsible for processing their applications for permanent residence. CIC will explore ways to streamline these procedures so that refugees and other persons in need of protection may become integrated sooner, leading to improved outcomes.

Strengthening the Refugee Determination System for the Future

CIC, along with its key partners the IRB, Department of Justice and CBSA, will be developing proposals to address a number of key challenges to improving Canada's domestic refugee determination system, such as:

• the quality of protection that Canada offers and the number of persons we are able to protect given our investment;
• the number of persons who do not need protection and are accessing the refugee determination system;
• the proportion of refugee claimants unwilling to cooperate in establishing their identity;
• speeding up the system as a whole, from the time a claim is made until a final outcome is achieved;
• examining the number of processes accessed by refugee claimants and considering the issue of the yet to be implemented Refugee Appeal Division, with a view to achieving finality earlier in the process; and
• improving Canada's ability to remove persons who have been found not to need protection.

Effective and Responsive Refugee Resettlement Program

CIC is implementing several key initiatives to strengthen and improve the refugee and humanitarian resettlement program in 2005-2006, including a review of the Private Sponsorship Program. The overall intention of the review, launched in 2004, will be to develop a more effective program through better partnerships with the private sector. The program will also complement Canada's commitment to providing protection to those refugees most in need. A working group comprised of external stakeholders will also be established to address operational issues raised by refugee advocates. At the same time, the Department will continue to partner with the UNHCR and IOM in group processing initiatives, look at ways to be more responsive to refugees with special needs, and increase strategic planning to develop a blend of means, tools and partners to meet all refugee settlement needs more effectively.

In terms of developing a program that better responds to refugee needs, CIC will continue implementing recommendations from the 2004 evaluation of the Resettlement Assistance Program (RAP). [note 25] A primary initiative will be to seek approval of updated terms and conditions for RAP which will introduce blended partnerships with new types of organizations, funding for research-oriented special projects, an extended funding period for separated minors, and greater flexibility with respect to RAP funding eligibility. The Refugees Branch will also begin to identify policy options and operational strategies that address the changing needs of refugees being resettled with government assistance. [note 26] It will accomplish this through a formal Program Renewal Study, the re-establishment of the joint CIC-Voluntary Sector RAP Working Group and a horizontal initiatives proposal that will focus on attaining the "seamless" delivery of settlement services to refugees.

Building on Partnerships

CIC is developing more strategic responses to refugee situations by working with other countries to develop policy options that will facilitate burden-sharing exercises for refugees in protracted situations. RAP funding will also be used to study the changing needs profile of refugees, develop strategies to increase flexibility in selecting refugees, develop operational tools to more easily facilitate the Joint Assistance Sponsorship Program, establish a protocol for use when resettling separated refugee minors, and focus on vulnerable groups of refugees within refugee camps.

CIC will improve partnerships and working relationships with the Private Sponsorship Program. This will be done by undertaking a review of the program. CIC would like to consider more blended resettlement programs which combine the expertise and funding of both the government-assisted and privately sponsored refugee programs. This could be piloted as part of group processing initiatives for refugees in 2005-2006. It is hoped that this new level of partnership will culminate in positive recommendations and directions being put forward at a Tripartite Conference in 2005-2006. This conference is intended to engage all levels of government, resettlement and settlement NGOs from the voluntary sector, as well as international partners such as the UNHCR and IOM in the full range of consultations regarding services offered under both the resettlement and integration programs.

A key priority for 2005-2006 will be to promote the Private Sponsorship of Refugees Program to Francophone organizations and Francophone minority communities outside Quebec. CIC will work to engage Francophone organizations and the French-speaking refugee community in sponsoring refugees.

Monitoring and Measuring Success

Over the coming year, CIC will strive to improve program monitoring and performance measurement throughout its Refugee and Humanitarian Resettlement Program and will build on its experience and lessons learned to identify and introduce efficiencies in the programs.

A Results-Based Management and Accountability Framework for the Private Sponsorship of Refugees Program was completed in 2004-2005. This framework outlines the expected outcomes for the program. CIC is now working with partners to develop a systematic approach to collecting performance measurement information, which will contribute to an evaluation of the program to be conducted in 2005-2006.

The recently completed Accountability, Risk and Audit Framework for the Resettlement Assistance Program lays out the expected outcomes, and the risk mitigation and audit strategies. The electronic data collection system (iCAMS) [note 27] that has been implemented for RAP will be used to measure program performance, and the focus in 2005-2006 will be on refining the performance measurement process and reporting capabilities.

C. Strategic Outcome 3: Successful Integration of Newcomers and Promotion of Canadian Citizenship

Introduction

For Canada to realize the economic, social and cultural benefits from immigration, new permanent residents must integrate successfully into Canadian society. Integration and settlement programs are also crucial to helping new immigrants attain and enjoy the same quality of life as Canadians. In Canada, welcoming newcomers and helping them integrate into our society is a community effort, supported by partnerships with the provinces, municipalities and community organizations. Obtaining Canadian citizenship is a significant step in the settlement process, enabling immigrants to participate fully in Canadian society.

Functional direction for activities under this strategic outcome (with the exception of resettlement activities, which are the responsibility of the Refugees Branch) lies with the Integration Branch, along with the active involvement of CIC's regional and local offices across Canada and the Departmental Delivery Network (for the processing of citizenship applications). There is also considerable horizontal collaboration across CIC branch lines, especially with the Selection and Refugees branches and the International Region.

Most of the operational delivery of the settlement programs is carried out by non-governmental organizations and through provincial governments. Under formal agreements, the governments of Quebec, Manitoba and British Columbia provide settlement and integration services to newcomers. Some services in Alberta are co-managed with the Province of Alberta. Elsewhere in Canada, the program is administered directly by CIC. [note 28]

Program Activity Architecture Description

a) Integration Program

Planned Spending and Full-time Equivalents

One of CIC's overarching goals is to further improve the settlement, adaptation and integration of newcomers into Canadian society by enhancing the delivery of orientation, adaptation and language programs for them.

Successful Integration of Newcomers into the Canadian Labour Market and Society

The key elements for successful integration into Canadian society include adequate language skills, as well as recognition of professional credentials and foreign work experience. Efforts to create a welcoming society should also promote the two-way model of respect for diversity and equality of opportunity for newcomers. CIC's programs facilitate the integration of immigrants into Canadian communities, thereby increasing their opportunities to make economic, social and cultural contributions to Canada.

CIC works in partnership with various working groups or committees in the development of its policies and programs, such as the Federal-Provincial-Territorial Working Group on Settlement and Integration, the Settlement and Integration Joint Policy and Program Council, and the Performance Measurement Advisory Committee. These committees may include representatives from federal and provincial governments as well as sector representatives.

The Resettlement Assistance Program [note 29] provides income support and a range of other services to government-assisted refugees (GARs) who arrive in Canada following an overseas identification and selection process. Under RAP, income support is provided to GARs for up to 12 months and for up to 24 months for those with special needs. Income support amounts are set in line with provincial social assistance rates. On behalf of CIC, service provider organizations (SPOs) deliver various settlement and orientation services to GARs within their first four to six weeks in Canada. These services range from initial reception at the airport to finding permanent accommodation.

The Language Instruction for Newcomers to Canada (LINC) [note 30] Program provides basic language training to adult immigrants in one of Canada's official languages. The language courses are provided through school boards, colleges and community organizations. They may be offered full time or part time, during the day, in the evenings or on weekends, and may be held at the workplace or in the community. The LINC Program also uses alternative instruction methods, such as home study. Transportation and child-minding services may be provided when necessary. In 2005-2006, CIC will work to further develop the French Standards linguistiques canadiens (SLC) and its accompanying placement test.

The Immigrant Settlement and Adaptation Program [note 31] (ISAP) delivers services to newcomers, such as reception and orientation (in both Canada and abroad), translation and interpretation, referral to community resources, para-professional counselling, general information, and employment-related services. Under this program, in 2005-2006, CIC will continue the development of tools to improve the capacity of smaller communities to attract and retain newcomers. Recommendations from the "Small Centres Strategy" working group under the Voluntary Sector Initiative (VSI) of 2004-2005 include the development of a toolkit for attracting and retaining newcomers in small centres.

The Host Program [note 32] matches volunteers familiar with Canadian ways with newcomers to help them settle, adapt and integrate into Canadian life. CIC funds organizations to train the volunteers and arrange the match-ups. Volunteers help newcomers overcome the stress of moving to a new country, learn how to use available services, practise their English and French language skills, develop work contacts, participate in the community and do routine activities.

As a follow-up to the first National Host Conference held in February 2005, the Department will produce a report for stakeholders that will include innovative practices within the Host Program, a summary of discussions on the future directions of the program, and the conference evaluation.

The Department will continue to share best practices in settlement programming with British Columbia and Manitoba, two of the provinces that have signed settlement agreements with CIC, and will continue to seek opportunities for sharing information with the Government of Quebec.

The policy to provide multi-year funding to settlement service provider organizations was launched to take effect for 2005-2006 funding considerations, and it will be implemented according to regional requirement/ prioritization.

A coordinated strategy to integrate foreign-trained Canadians and immigrants into Canada's labour market was developed in 2004 as part of the government-wide initiative to address interrelated barriers that prevent immigrants from rapidly and successfully integrating into the labour market. It focuses on four key areas:

• foreign credential assessment and recognition;
• Enhanced Language Training (ELT) and Bridge-to-Work initiatives;
• labour market information; and
• research.

In 2005-2006, CIC will continue to co-lead, with Human Resources and Skills Development Canada, an interdepartmental group of 14 federal departments and agencies working on the development and implementation of this coordinated federal approach. CIC, in collaboration with HRSDC and other participants, will embark on a comprehensive consultation and communication strategy to engage provinces, territories and other stakeholders on this issue.

The Enhanced Language Training [note 33] initiative provides for the delivery of labour market language training, including job-specific language training for skilled immigrants. As a component of the Immigrant Settlement and Adaptation Program, ELT contributes to the larger program through its objective of assisting immigrants and refugees to access and remain in the labour market at levels commensurate with their skills and qualifications. A formative evaluation of this initiative is planned for 2005-2006. ELT contribution funding of $15M, as well as operating funding of approximately $5M, is included in 2005-2006 and future year planned spending, representing a $20M annual investment in the ELT initiative.

In addition, CIC will continue to work with its partners on the development of an immigration portal aimed at providing prospective immigrants with reliable and current information before they come to Canada, as well as tools that will facilitate their integration into the Canadian labour market and society. This will be achieved through the enhancement of the current information and services available to potential immigrants and newcomers to Canada on the Government of Canada's Going to Canada Web site. It will include links to provincial and territorial governments, immigration service provider organizations, education associations, and the employer community Web sites. Progress on this horizontal initiative is being made according to the available resources within existing departmental program budgets.

Attracting and Maintaining Immigrants in Francophone Minority Communities

To support the government's Action Plan for Official Languages, CIC will continue to pursue activities in 2005-2006 aimed at attracting, welcoming and integrating immigrants into Francophone communities outside Quebec. [note 34] Funding of $1.9M per year is included in 2005-2006 and future year reference levels.

Following the release of the report entitled Towards Building a Canadian Francophonie of Tomorrow: Summary of Initiatives 2002-2006 to Foster Immigration to Francophone Minority Communities, the CIC-Francophone Minority Communities Steering Committee will continue to work with other federal government departments, provinces and territories, and communities to develop five-year national and provincial/territorial action plans to implement the five objectives of the Strategic Framework to Foster Immigration to Francophone Minority Communities. These objectives focus on promotion efforts abroad, improving the capacity of communities to welcome and integrate newcomers, and encouraging French-speaking newcomers to settle outside Toronto and Vancouver.

In addition, CIC continues to incorporate clauses into immigration agreements with provinces and territories that acknowledge the importance of encouraging the development of Francophone minority communities.

CIC is also a partner with other federal government departments in the development of a Horizontal Results-Based Management and Accountability Framework for the government's official languages program. In 2005-2006, CIC will conduct a formative evaluation of its initiatives undertaken as part of the government's Action Plan for Official Languages.

Accountability to Ensure Effective and Efficient Delivery of Settlement Programs

CIC continued working with stakeholders on the implementation of the Contribution Accountability Framework [note 35] (CAF) in 2004-2005. This framework guides performance measurement and program evaluation and is standardizing management and administrative practices for CIC's settlement programs. It supports accountability for settlement spending and results by monitoring service delivery and evaluating the program's effectiveness and efficiency. The information collected will be used to identify gaps and propose improvements to settlement programs that facilitate integration into Canadian society.

As part of CAF, the Immigration-Contribution Accountability Measurement System was fully implemented in 2004-2005. iCAMS is a national performance measurement system that will enable CIC to generate reports providing detailed information on, and identifying trends in, settlement service usage. In 2005-2006, CIC will continue to ensure the integrity of the data entered by the service providers. Reports are to be produced and distributed over the next year.

CIC continues its efforts to improve the overall delivery of services to immigrants and refugees, with the ultimate aim of improving their economic and social outcomes through consistent processes and procedures for delivering and monitoring settlement programs. The Department will work with the appropriate partners to begin assessing, prioritizing and implementing the recommendations from the evaluation of the Language Instruction for Newcomers to Canada Program, the Immigrant Settlement and Adaptation Program, the Host Program, and the Canadian Orientation Abroad initiative under ISAP.

Subject to Treasury Board approval, in 2005-2006 CIC will implement the new terms and conditions for its settlement contribution programs.

b) Citizenship Program

Planned Spending and Full-time Equivalents

Another of CIC's overarching goals is to direct and support the citizenship program and to effectively promote the value and understanding of immigration and citizenship.

Full Participation in Canadian Society for Eligible Permanent Residents by Granting Citizenship and Establishing Claims to Citizenship

The process of modernizing citizenship is two-fold: the modernization of citizenship processes, including inventory management, and modernization of the Citizenship Act. In the first instance, to address growing demands which are creating pressures on processing, CIC will continue to examine long-term solutions to reduce processing times for citizenship lines of business and to seek ways to improve client service. The review will look at the current delivery model and indicate where improvements can be made to client service. It will also identify costs for implementing changes to the current processing model. In 2005-2006, CIC will begin developing the innovations identified in this review. In the second instance, CIC is developing a strategy to modernize the Citizenship Act.

In 2004-2005, the first release of the Global Case Management System [note 36] was deployed, beginning with the citizenship component. The Integration Branch will continue to demonstrate leadership by retaining its role as business lead for citizenship deployment, which entails co-chairing the GCMS working group made up of business and IT representatives.

CIC will continue to monitor and measure the integrity of its citizenship programs through its Quality Assurance Program to maintain reliable client information and the quality of decision making for granting citizenship and issuing proof of citizenship cards.

Effective Promotion of the Rights and Responsibilities of Citizenship

To promote core Canadian values (peace, respect, freedom, justice and a sense of belonging) to newcomers and all Canadians, CIC will continue its Canada: We All Belong campaign for the final year. The campaign will continue to include outreach activities, and campaign materials will be used for public education on citizenship. The products will support numerous activities organized across the country for Canada's Citizenship Week. In 2005-2006, CIC will plan for and develop a new campaign and/or initiative to follow Canada: We All Belong.

CIC will also continue to focus on youth with Citzine, [note 37] a Web site that focuses on quarterly themes linked to citizenship values, practices, rights and responsibilities. In 2005-2006, a Teachers' Corner with links to citizenship-related teachers' materials will be added.

CIC will continue to broaden its relationships with other federal departments to create wider exposure to campaigns such as Citizenship Week and Celebrate Canada Week. The Department will work to shift federal thinking towards more proactive, activity-based promotion programs in order to enhance capacity and broaden our ability to reach Canadians in a more meaningful way.

In 2005-2006, a review of CIC's core integration publications (Newcomer's Guide to Canada and Welcome to Canada) [note 38] is planned, including the production, processes, distribution and use of these documents.

D. Building the New CIC

Strengthening the CIC/CBSA Partnership - Effective Management of Access to Canada

Responsibility for administering the Immigration and Refugee Protection Actis now shared between CIC and the CBSA and requires both organizations to work collaboratively to achieve and balance the facilitation and enforcement objectives of the immigration program. CIC, with the Admissibility Branch as the lead, is negotiating a Memorandum of Understanding with the CBSA to formalize their ongoing working relationship and their respective responsibilities regarding the joint management of Canada's immigration program. The objective is to conclude this agreement in 2005-2006. The MOU will include mechanisms for the ongoing evaluation of its effectiveness and will cover a broad range of issues, such as the provision of services and functional guidance regarding programs or policies administered by one organization on the other's behalf; mutual consultation on policy and program development; procedures for sharing and protecting personal information; and procedures whereby shared clients benefit from seamless, professional service. The implementation of this agreement between CIC and the CBSA will strengthen their partnership in effectively protecting the health, safety and security of Canadians.

The Admissibility Branch will develop quality assurance programs that contribute to the continued integrity of Canada's immigration programs, in keeping with CIC's responsibilities for protecting national and global security, and will further explore the potential use of biometric technology as a tool to help officers verify the identity of travellers.

Service Delivery Strategy

CIC will work in close partnership with Service Canada [note 39] to explore ways to leverage their infrastructure to improve access and information for CIC clients. Furthermore, CIC is an active participant in the Government of Canada's Service Vision and Government On-Line initiatives. These two initiatives are intended to change the way government functions and to improve the quality and relevance of services and information provided to the public both inside and outside Canada.

Within the mandate of the Service Vision, CIC is a key partner in the Live, Learn and Succeed (LLS) Catalytic Project being developed with other federal departments. The LLS allows international students to access Web-based self-serve information and services related to studying in Canada. Its objective is to position Canada as a destination of choice in the international education market and to eventually recruit and retain skilled workers who can readily integrate into Canadian society or assist in preparing students to return home.

In 2005-2006, CIC will continue to work with stakeholders inside and outside government to improve service delivery and facilitate access for our clients. CIC developed the GCMS in the context of an "enterprise approach," but it will also serve the needs of the CBSA, which shares in the administration of IRPA.

In terms of service delivery improvements, CIC will continue to streamline or simplify administrative processes. In the context of GOL, CIC developed the Electronic Case Application Status System, which allows certain applicants and sponsors to check the status of their applications on-line, twenty-four hours a day, seven days a week. During 2005-2006, CIC will improve the robustness and stability of this system and its integration with the GCMS. Other on-line services offered by CIC include the electronic payment of fees within Canada, change of address or address notification within Canada, and downloadable forms.

CIC also leads the Going to Canada/Newcomers to Canada (GTC/NTC) cluster related to the Government of Canada Internet site. [note 40] The cluster is a dynamic partnership between the federal government, provincial governments and NGOs to offer Web-based access to the full range of information and services for non-Canadians and newcomers to Canada. During 2005-2006, GTC/NTC will add information to the immigration portal to encourage prospective immigrants to begin learning about the opportunities, challenges and difficulties to successful establishment in Canada well before departure.

Global Case Management System

CIC's Global Case Management System [note 41] is a critical component of the infrastructure that helps CIC accomplish its strategic outcomes and priorities. The GCMS is a multi-year project designed to replace the Department's legacy information systems with an integrated, automated case management tool to support client operations. The GCMS will make CIC's case management system more secure and effective by improving program integrity, overall efficiency and client service delivery. It will also help CIC communicate and share data with its partners, and provide the data needed for effective operations and sound management decisions. The GCMS will be the foundation enabling CIC to support Government On-Line (GOL) and new business initiatives, capitalize on new technologies and integrate additional security measures in the future.

Based on departmental requirements, CIC began to develop the GCMS in 2003-2004 using commercial software for core functions. In 2004-2005, the first of two GCMS releases was deployed to citizenship courts across Canada and the citizenship case processing centre in Sydney. Initial work was also conducted on the remaining release concerning immigration facilitation and enforcement activities conducted by both CIC and the CBSA. In 2005-2006, CIC will continue with the development of this second release. Implementation is anticipated in the summer of 2006. Coming out of a period of stabilization, CIC will transition from GCMS project delivery to ongoing GCMS business support. It will establish a GCMS business management division which will provide the key ongoing business support to GCMS users and to CIC and CBSA management. CIC has also developed a performance measurement strategy that will evaluate the initiative after a minimum of six months of full GCMS implementation has passed.

In 2005-2006, CIC will finalize agreements with the CBSA on the shared use and management of the GCMS and of operations manuals. [note 42]

Human Resources Modernization

Public service modernization will provide CIC with the tools to have people with the right skills in the right jobs in order to deliver on the Department's strategic outcomes.

CIC will continue to focus on implementing the legislative requirements that emanate from the Public Service Modernization Act [note 43] (PSMA) as well as other human resources modernization initiatives not involving legislation. A multi-year action plan has been developed and implemented to facilitate the successful introduction of this major government-wide human resources reform. Monitoring and reporting are in progress.

Furthermore, human resources professionals as well as managers, employees and their representatives must be actively involved in the changes made to the human resources regime in order for key players to assume their new authorities and responsibilities. A number of interventions and activities are used to meet this objective, such as communications tools, a modernization Web page, events for middle managers, formal classroom training, and participation in core working groups and consultation exercises.

The Human Resources Sector, with the involvement of two core working groups, is currently reviewing, developing and adapting the products provided by central agencies so that they are in line with CIC's culture and characteristics. This approach will promote consistency, continuity, congruence and relevance to managers. Furthermore, coupling this approach with a learning strategy composed of traditional and non-traditional methods will contribute to building management and employee confidence in this human resources reform.

Modern Management

CIC will pursue its implementation of modern management within the overall Management Accountability Framework. [note 44] This is consistent with CIC's vision to deliver, under prudent stewardship, quality programs that generate results for Canadians. MAF will continue to be used as a tool to promote sound management practices and continual improvement. CIC will continue to implement the multi-year Modern Management Action Plan and monitor and report on progress.

Direct links will be created between modern management and current and new initiatives/programs, such as human resources modernization and change management. Similar partnerships will be built within CIC to help achieve full integration of all components of modern management.

The Corporate Risk Profile will continue to be developed as the Department places greater emphasis on risk ownership and following up on any mitigation strategies.

CIC will continue to encourage and support the dialogue on values and ethics and their integration into decision making, and to promote the Values and Ethics Code for the Public Service.

E. Other Items of Interest

Migration Health Task Force

Citizenship and Immigration Canada and Health Canada jointly established the Migration Health Task Force in June 2002, giving it the mandate to rethink the way Canada manages migration health. Each year approximately 225,000 people come to Canada as immigrants and refugees. Most of these people come from countries with health backgrounds, beliefs and customs that are very different from those in Canada.

We are also beginning to recognize that good health is one of the factors affecting the integration of immigrants and refugees, and that our health system often places barriers to health-care access in the way of these newcomers.

Over its two-year term, the Task Force focused on three goals:

• to attempt to define the current public health and population health challenges resulting from migration to Canada;
• to examine how well Canada's current migration health management system is meeting these challenges; and
• to develop a series of strategic objectives and proposed actions to modernize Canada's system of managing migration health.

The report of the Migration Health Task Force has been completed, and a plan will be put in place in 2005-2006 to implement its recommendations.

Advancing Strategic Research [note 45]

Objective and timely research is a prerequisite to making informed decisions for policy action and program development. The continued use of research findings will support a better understanding of the linkages between immigrant selection and integration into Canadian society and of broader issues relating to Canadian demographics, labour market requirements and social cohesion. In particular, this research is expected to provide insight into the ability of immigrants to speak one of the official languages, the situation of immigrants living in poverty and the dynamics of integration. Much of this activity will support the development of the new immigration framework for Canada and immigrant labour market integration. CIC's departmental research activities are supported by a combined salary/non-salary base budget of just over $2 million.

CIC's core strategic research involves three key activities. The first of these is the ongoing investment in data sources. In 2005-2006, CIC will continue to invest in major data sets, including the Longitudinal Survey of Immigrants to Canada (LSIC), the Longitudinal Immigration Database (IMDB), the Citizenship Language Survey (CLS), the World Values Survey (WVS) and the Census.

The second activity focuses on analyzing those data sets that have recently become available. In 2005-2006, CIC will build on the LSIC results by analyzing the second wave of the survey, which provides important new information on the settlement of recent immigrants. The Department will also continue to use IMDB data, updated to 2003, in order to enlarge its report series on the economic outcomes of immigrants. CIC will analyse the Toronto and Vancouver phases of the CLS, providing the first objective measure of immigrants' official language ability at the time of citizenship. Analysis of the 2001 Census will look at immigrants' place of residence and work, and examine the relationship between these factors and socio-economic status. These initiatives will support immigration policy and program development at both federal and provincial levels.

The third activity involves communication and dissemination of the previously outlined initiatives. CIC is working to promote informed discussions on immigration issues and will continue to broaden its outreach within the Department and to the public and private sectors. In addition to making the aforementioned analysis available, CIC will augment its recently redesigned flagship publication, Facts and Figures. This publication, along with the Web-based quarterly publication, The Monitor, will meet the growing demand for a broad range of timely information on key CIC movements.

Metropolis Project

In 1995, CIC, with the Social Sciences and Humanities Research Council of Canada (SSHRC), created the innovative Metropolis Project. [note 46] The purpose of this project is to enhance governments' abilities to manage the challenges and capitalize on the opportunities associated with migration and the integration of ethnic, racial and religious minorities in large cities. It does so by stimulating academic research in the field to address emerging issues, encouraging its use by policy makers and other government officials, and creating opportunities for active collaboration amongst academic researchers, government officials and non-governmental organizations. To this end, Metropolis has created five research centres of excellence in Halifax, Montréal, Toronto, Edmonton and Vancouver, and a secretariat located at CIC charged with creating and maintaining an active policy research partnership in Canada and abroad. In 2005-2006, CIC will provide over half of the $1 million federal contribution through SSHRC. In addition, Metropolis activities are supported by a combined salary and non-salary budget of just under $1 million.

The Metropolis Project in Canada is supported by a consortium of federal departments and agencies that includes CIC, SSHRC, the Canada Mortgage and Housing Corporation, Canadian Heritage, Human Resources and Skills Development Canada, Statistics Canada, Status of Women, the Department of Justice, the Royal Canadian Mounted Police, the Public Service Human Resources Management Agency of Canada, Public Works and Government Services Canada, Public Safety and Emergency Preparedness Canada and the Atlantic Canada Opportunities Agency. [note 47] The International Metropolis Project is a set of coordinated activities carried out by a membership of research and policy organizations (40 international partners from over 20 countries) [note 48] who share a vision of strengthened immigration policy by means of applied academic research.

In the next three years, Metropolis will organize additional international and national conferences. The 10th International Metropolis Conference will be held in Toronto in the fall of 2005. The 8th National Conference will take place in Vancouver in 2006. Each event will attract between 700 and 1,000 Canadian and international researchers, scholars, policy makers and representatives of civil society. The 11th international conference will be held in Lisbon, Portugal, in 2006, and the 12th in Melbourne, Australia, in 2007.

Through discussions, presentations, policy briefs and seminars, Metropolis will also organize highly focused policy-relevant events that will bring together policy makers, academics and non-governmental sector participants to discuss emerging issues in the fields of immigration and diversity.

In addition, the Metropolis Institute will continue developing and delivering courses on migration and diversity. Thirteen courses, drawing academic research and policy and community experience from across Canada, are being or have been developed for civil servants from all three levels of government and community agencies. The courses introduce policy and program officials to experts from the Metropolis Centres and the international Metropolis community, and provide them with the latest research material, learning material and learning opportunities. Each course is presented by a respected academic with acknowledged expertise in the subject matter.

Gender and Diversity Considerations in CIC Activities

CIC has developed a framework to clarify roles and responsibilities regarding the Department's commitment to an integrated approach to gender-based analysis (GBA) and the reporting requirement on gender impacts. The Strategic Framework for Gender-Based Analysis (2005-2010) sets out the Department's strategic objectives and principles for gender-based analysis and the steps to strengthen capacity and performance in this area to 2010. In 2005-2006, various steps will be taken to implement the strategic framework. This implementation will be supported by documentation that provides guidance on the development of GBA plans by the branches and on the GBA reporting requirement. During the framework's mandate, additional tools and methods will be developed to enhance its implementation.

Branch GBA plans, and the actions to implement them, are central to the strategic framework and help CIC to prepare information on the gender impacts of the Act for the Annual Report to Parliament. Branch GBA plans will be developed in the primary policy and program areas at National Headquarters as part of the phased approach set out in the strategic framework. Each branch plan will identify practical and feasible steps for integrating and applying GBA in the upcoming year.

CIC will continue to provide policy development training courses in gender-based analysis to build capacity. It will also develop training and policy supporting tools to address issues related specifically to immigration and refugee protection. The development of a manual, GBA at CIC: A Working Guidewill complement the training and serve as a desktop reference manual. In the coming year, a training strategy to support the capacity needs identified through the branch GBA plans will be developed in consultation with the branches. Further consideration will also be given to ways to support those who have taken GBA training at National Headquarters to help them maintain their knowledge and skills.

Sustainable Development Strategy

CIC's third Sustainable Development Strategy (SDS III) was tabled in Parliament on February 16, 2004. In this new SDS, CIC continues to pursue three of its original goals while adding a new one aimed specifically at supporting socio-cultural sustainability. The four goals of the SDS III are to:

• minimize the negative environmental impact of departmental operations;
• promote awareness of sustainable development principles and objectives among departmental staff, clients and stakeholders;
• support socio-cultural sustainability; and
• promote accountability and compliance.

CIC will continue to support sustainable development principles when selecting newcomers and helping them integrate; when resettling and offering protection to refugees; and when screening applicants to protect the health, safety and security of Canadians.

In compliance with the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals, CIC is currently finalizing a departmental policy statement and guide to strategic environmental assessments which will be posted on CIC's Web site in the section on sustainable development. [note 49]

F. Toronto Waterfront Revitalization Initiative (TWRI)

On October 20, 2000, the Government of Canada, the Province of Ontario, and the City of Toronto each announced a commitment of $500 million to fund the TWRI. [note 50] It is both an infrastructure and urban renewal investment. The goals of the initiative include positioning Canada, Ontario and Toronto in the new economy and thus ensuring Canada's continued success in the global economy. This includes increasing economic growth and development opportunities. Recognizing the intrinsic links between economic, social and environmental health, the objectives also include the enhancement of the quality of life in Toronto and the encouragement of sustainable urban development.

The purpose of the TWRI is to revitalize the Toronto waterfront through investments in both traditional city-building infrastructure, such as local transportation and sewers, and more contemporary urban development, including parks, green spaces, tourism-related facilities and the rebirth of underutilized post-industrial areas. It is expected that investments in these areas will result in both social and economic benefits for the Toronto region.

From October 2000 to March 2004, the initiative was managed on behalf of the federal government by the Minister of Transport. On March 8, 2004 responsibility for the file was transferred to the Minister of Human Resources and Skills Development, in keeping with the Minister's role as Minister responsible for Ontario. This initiative was transferred to the Minister of CIC on February 4, 2005.