I am pleased to present the 2006-2007 Report on Plans and Priorities for the Immigration and Refugee Board of
Canada (IRB).
Why Our Decisions Matter
The IRB is an administrative tribunal whose work reflects Canada's humanitarian values and respect for our international
obligations.
As an independent organization, the IRB is entrusted with unique responsibilities within Canada's immigration and refugee
protection system. IRB decision-makers hear cases and render decisions on some of the most complex and compelling issues in
administrative law. In the course of their work, decision-makers will hear cases on family reunification, detention reviews,
admissibility to Canada, appeals from removal orders, and claims for refugee determination. The importance of these issues,
and the consequence of the decisions, confers an enormous responsibility on decision-makers, and all who work at the IRB. It
is with this sense of responsibility to those who appear before us, and to all those who count on us to uphold the integrity
and fairness of the decision-making process, that we at the IRB undertake the plans and priorities detailed in this report.
A Changing Environment
One of the key factors of the IRB's planning and operating environment is that it has no control over the number or the
kind of cases it hears. Factors affecting the IRB's workload include immigration trends and global migration patterns. While
the principal issues for adjudication remain constant, the volume and the kind of cases brought forward are in constant
flux.
Achieving Excellence at the IRB
The IRB has been recognized in the international community for having achieved a level of excellence in refugee
determination and immigration adjudication. For example, our refugee determination system has been praised by the United
Nations High Commissioner for Refugees (UNHCR) as a model of best practices.
To ensure the consistent delivery of high-quality administrative justice amidst a changing environment, the IRB has been
engaged in a process of transformation to become more responsive and dynamic, as befitting its role as a tribunal. We
continue to seek new and innovative ways of fulfilling our mandate and honouring our commitment to those who appear before
us. The strategic priorities and program activities from across the organization converge around a single, essential point:
the delivery of high-quality administrative justice in the most efficient way possible, without compromising fairness.
One example of this has been the changes brought forward to the process of refugee determination. In response to a spike
in the number of refugee claims in 2002, we began a process of transformation which included streamlining the hearing
process, the introduction of Chairperson's guidelines, improved case management, and better use of available technology.
Our success in lowering the backlog of refugee claimants is not about numbers. People awaiting a decision for long
periods of time have to put their lives on hold. By rendering quality decisions in a timely fashion, the IRB is able to take
people out of a state of uncertainty and allow them to get on with their lives.
Key Priorities for 2006-2007
To build on our success and to continue the process of organizational transformation, we are focused on the following
four strategic priorities for 2006-2007:
- Integrate common procedural, administrative and adjudicative activities in all IRB Divisions to further promote
quality, consistency and efficiency measures
- Continue to build an organizational culture that supports its people, and is flexible and innovative
- Improve case management processes through the successful implementation of the Integrated Case Management System
(ICMS)
- Implement a horizontal and fully integrated management plan that reflects the IRB's reality
In line with these strategic priorities, the IRB will focus on a number of initiatives in the year ahead. These include:
- Launching the implementation of the Immigration Appeal Division (IAD) Innovation Initiative that will transform how
the IAD processes and adjudicates immigration appeals
- Continuing the IRB's vision of making the system of justice at the IRB responsive and accessible. For example, the IRB
will introduce a new guideline on vulnerable persons which will address the special circumstances of women, children,
victims of torture, persons with mental illness and other vulnerable persons
- Exploring further reforms in the Refugee Protection Division and the Immigration Division to advance the goal of
efficient and fair decision-making
- Continuing to reach out to stakeholders in Canada and our counterparts elsewhere in the world in order to promote high
standards of fairness in refugee and immigration adjudication, both in Canada and internationally
- Enhancing the significant measures already taken to ensure a merit-based appointment and reappointment process for IRB
decision-makers
Looking Ahead
In the year ahead, we will continue to look for opportunities to transform the way we do business. In this regard, I
would like to acknowledge the commitment and dedication of our highly qualified, experienced and proficient decision-makers
and employees who are key to ensuring that we meet our objectives and commitments.
I invite you to read this report and to visit our website at www.irb-cisr.gc.ca
for more information about the IRB, and its plans and priorities for the coming year.
Jean-Guy Fleury
Chairperson
The IRB Report on Plans and Priorities for 2006-2007 outlines our mandate, identifies our strategic priorities,
activities and results in alignment with the Government of Canada's modern management agenda. The IRB continues to improve
its business practices by introducing innovative and rigorous management processes and initiatives to achieve benefits for
Canadians and to support the high quality of the decisions rendered by the IRB's decision-makers.
A Dedicated and Committed Team
A key strength of the IRB is the ability of its people to respond to the challenges of a constantly changing environment.
As an organization with the mandate to render decisions on immigration and refugee protection matters, this ability provides
assurances to those who appear before us that the justice they expect will be delivered in a timely, fair, and efficient
manner, in all types of cases.
The past year saw a decline in the number of refugee claims in the Refugee Protection Division (RPD), and an increase in
the number of cases in the Immigration Appeal Division (IAD). Shifting immigration trends and global migration patterns are
factors beyond the control of the IRB, but have a major impact on the workload of the Board. It is in this respect that we
have embarked upon a process of transformation: to be more flexible as an organization and more particular in aligning
resources to workload. Throughout this process, our people have continued to demonstrate their commitment and dedication to
the IRB.
There is a direct link between the work of IRB staff and the quality, fairness and efficiency of the decisions the IRB
renders. Every facet of our organization works towards a shared mission, is guided by proven business and management
practices, and is inspired by the same vision. It is this sense of shared purpose and accountability that allows us to
respond effectively to the fluctuations in the kind of cases brought before the tribunal.
Building on Our Strength
In 2006-2007, the IRB will continue to adapt to external factors by focusing on innovation and change and moving towards
the greater integration of our operations. In doing so we will ensure that our people have access to a full range of
opportunities. For example, beginning in April 2006, the IRB will embark on a joint project with the United Nations High
Commissioner for Refugees (UNHCR) which will allow IRB employees to provide training and guidance to UNHCR staff overseas on
issues related to refugee determination. This agreement between the IRB and the UNHCR is testimony to the professionalism
and expertise of IRB employees and the high regard in which they, and the IRB as a whole, are held by the international
community.
Delivering Results for Canadians
Our agenda for continuous improvement will ensure that the IRB has the flexibility it needs to deliver on its business
commitments. In the coming year we will achieve excellence throughout the organization by building on our success,
delivering solid results to Canadians, reporting key information to Parliament, and applying sound management practices.
Success will result in the IRB being recognized as a leader in public sector management and a model for the world.
Marilyn Stuart-Major
Executive Director
I submit for tabling in Parliament, the 2006-2007 Report on Plans and Priorities (RPP) for the Immigration and Refugee
Board of Canada.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part
III of the 2006-2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
- It adheres to the specific reporting requirements outlined in the TBS guidance
- It is based on the department's approved Program Activity Architecture structure as reflected in its Management
Resources and Results Structure (MRRS)
- It presents consistent, comprehensive, balanced and accurate information
- It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it
- It reports finances based on approved planned spending numbers from the Treasury Board Secretariat in the RPP
Marilyn Stuart-Major
Executive Director
Raison d'être
Who we are
The Immigration and Refugee Board of Canada (IRB) is an independent administrative tribunal that reports to the
Parliament of Canada through the Minister of Citizenship and Immigration Canada (CIC). As Canada's largest federal tribunal,
the IRB consists of three divisions, each of which has its own mandate under the Immigration and Refugee Protection Act
(IRPA):
- Refugee Protection Division (RPD)
- Immigration Division (ID)
- Immigration Appeal Division (IAD)
The IRB employs approximately 1050 people in its headquarters office and regional offices. Through each division, the IRB
delivers a simpler and faster form of justice than that provided by the courts, but with no less attentiveness to the rigour
of the law. The IRB is a human rights tribunal, and the men and women who work at the Board respect the human dignity of all
those who come before it.
The IRB is fully committed to applying fairness to all aspects of its work, which in turn means being just, lawful,
honest, open, and without bias. This includes recognizing that some individuals who appear before our Board have experienced
very difficult circumstances, and respecting the diversity of cultures of individuals who appear before the IRB. Most
importantly, it means recognizing that the determination of each case directly and profoundly affects the lives of people.
We are the organization we are meant to be
MISSION |
The Immigration and Refugee Board of Canada is
an independent tribunal established by the Parliament of Canada. Our mission, on behalf of Canadians, is to make
well-reasoned decisions on immigration and refugee matters, efficiently, fairly, and in accordance with the law. |
VISION |
VALUES |
We will excel in everything we do and will deal simply,
quickly and fairly with everyone. Through innovation and flexibility, we will be a leading-edge administrative
tribunal and a creative partner in building the future of the Canadian immigration system. |
- Excellence in delivery
- Valuing people
- Open, honest, timely communication
- Relevant, responsive and accountable management
- Working together effectively
|
As an organization responsible for applying administrative justice, the IRB adheres to the principles of natural justice,
and its decisions are rendered in accordance with the law, including the Canadian Charter of Rights and Freedoms.
This mandate is reflected in our mission, vision and values, which help shape our corporate priorities and identify the
qualities we strive to embody. It also guides our day-to-day decisions that ensure everyone and their work at the IRB is
aligned with our mission and our vision for the future.
Benefits to Canadians
Immigrants and refugees have always made significant contributions to Canada's growth and development. In the delivery of
its mandate, the IRB benefits Canadians in three important ways:
- Its hearings on refugee claims ensure that Canada accepts those in need of protection in accordance with international
obligations
- Its hearings on admissibility and detention reviews help ensure the security of Canadians
- Its independent mechanism for resolving sponsorship, removal order and permanent residence status appeals ensures
fairness of process for appellants and their families
Through the decisions it makes, the IRB also contributes more broadly to the quality of life of Canada's communities by
strengthening our country's social fabric, and by reflecting and reinforcing core values that are important to Canadians.
These include respect for:
- Human rights
- Equality
- Fairness
- Peace
- Rule of law
What we do
The work of the IRB is conducted through four program activities; the first three are responsible for the tribunal
decisions made at the Board.
Refugee Protection Program Activity
- Renders quality decisions in a timely manner on claims for refugee protection made by persons in Canada. In making
these critical decisions, Canada fulfils its obligations as a signatory to a number of international human rights
conventions. The IRB also makes decisions on lost applications, filed by CIC, regarding refugee protection status.
Admissibility Hearings and Detention Reviews Program Activity
- Conducts admissibility hearings for foreign nationals or permanent residents who seek entry into Canada, or who are
already in Canada and are considered to be inadmissible; and conducts detention reviews for foreign nationals or
permanent residents who are detained for immigration reasons.
Immigration Appeal Program Activity
- Hears appeals of sponsorship applications refused by CIC; appeals from certain removal orders made against permanent
residents, Convention refugees and other protected persons, and holders of permanent resident visas; appeals by
permanent residents against whom a CIC officer outside of Canada has decided that they have not fulfilled their
residency obligation; and appeals by the Minister from decisions of the Immigration Division at admissibility hearings.
Corporate Management and Services Program Activity
- Supports the three IRB decision-making program activities through a range of strategic planning, financial services
and management activities. Provides the IRB with efficient management processes and administrative services while
promoting organizational effectiveness and supporting the organization in adapting to its changing environment.
Results Chain
What we do, what we produce and the impact of these activities are captured in the following diagram. It represents a
dynamic process in which information is shared throughout the IRB to ensure that everyone at the Board is focused on the
appropriate activities and outputs in order to achieve the expected results for Canadians.
(Click on image to enlarge)
Total Financial and Human Resources
The IRB's three-year forecast for its total financial and human resources is as follows:
Financial Resources ($ millions) |
2006-2007 |
2007-2008 |
2008-2009 |
116.8 |
113.7 |
113.7 |
Human Resources (Full-time Equivalents) |
2006-2007 |
2007-2008 |
2008-2009 |
1,050 |
1,025 |
1,025 |
In support of the three-year forecast of total Financial Resources table, the IRB's financial resources allocation by
program activity is as follows:
Financial Resources Allocation by Program Activity
($ millions) |
Program Activity |
2006-2007 |
2007-2008 |
2008-2009 |
Refugee Protection |
86.4 |
85.3 |
85.3 |
Admissibility Hearings and Detention Reviews |
15.2 |
15.5 |
15.5 |
Immigration Appeal |
15.2 |
12.9 |
12.9 |
Corporate Management
and Services |
— |
— |
— |
Total |
116.8 |
113.7 |
113.7 |
Human Resources (Full-time Equivalents) |
1,050 |
1,025 |
1,025 |
Note: The total Corporate Management and Services planned spending for 2006-2007 is
$23.4 M and includes $13.5 M for personnel, $2.6 M for the Employee Benefit Plan (EBP) and $7.3 M for other operating
expenditures. The amount of $23.4 M is proportionally reallocated to the other activities: $17.3 M to Refugee Protection,
$3.1 M to Admissibility Hearings and Detention Reviews and $3.0 M to Immigration Appeal. The reallocation is based on
respective budget expenditures trends. For 2007-2008 and 2008-2009, the total planned spending for Corporate Management and
Services is $23.5 M per year and is proportionally reallocated to the other activities: $17.6 M to Refugee Protection, $3.2
M to Admissibility Hearings and Detention Reviews and $2.7 M to Immigration Appeal.
Working Environment
The IRB carries out its mandate within a complex and ever-changing environment. Both international and domestic factors
can influence the Board's working environment and context. For example, conflicts and country conditions abroad can result
in refugee movements, which in turn affect the number of refugee protection claims made in Canada. The same is true of
unanticipated shifts in international patterns of migration, which can affect the number of people seeking admission to
Canada.
Declining global refugee populations
Although people are still moving around the world, the number of displaced people and refugee claimants has generally
declined. The most recent UNHCR figures available (January to March 2005) suggest that the downward trend observed in 2004
– when the global number of refugees reached an estimated 9.2 million, a 4 percent decrease from 2003 – continued in
2005.
This sustained global decline is due to many factors, including lasting solutions available to refugees, such as
voluntary repatriation, a reduction in interstate conflicts, increasing stability in some fragile states, improved human
rights conditions in some states, and an increased global focus on border protection and security.
In addition to the above factors, specific factors contributed to this decline in Canada:
- The implementation of visa requirements for selected countries
- The Canada Border Services Agency's prevention of undocumented or improperly documented travellers from coming to
Canada
- The requirement, with some exceptions, under the Canada-United States Safe Third Country Agreement (December 2004)
that refugee protection claimants travelling through the United States or Canada make their claim in the first country
in which they arrive
Top source countries
Latin American and Asian countries, specifically China, Colombia and Mexico, remained among the top source countries for
refugee protection claims in Canada for the last fiscal year. This is due to a number of factors including growing political
polarization in parts of Latin America, political unrest in Asia, slow or stagnant economic growth in Latin America, and
lack of progress in the protection of women and/or children.
Changing workloads and domestic factors
In light of the changing workloads due to declining numbers of refugee protection claims and increased numbers of
immigration appeals, the IRB is increasing its emphasis on an integrated approach to the management and processing of all
its cases. Cases are becoming more complex, driven by mixed migration, broader grounds for protection, security concerns and
fraudulent documentation.
Although the IRB continues to receive fewer refugee protection claims than in previous years and continues to make solid
progress in finalizing more refugee protection claims awaiting determination, it is still working at reducing the inventory
of claims waiting for a decision.
Growing trend of family sponsorships
Immigration continues to be very important for Canada, as immigrants represent an increasing part of the population.
Canada's population of immigrants is expected to reach between 7 and 9.3 million by 2017.
In this context and given the Government of Canada's priority of promoting family reunification, family-class sponsorship
applications have increased at Canadian visa posts around the world. As a result, the IRB continues to experience a high
volume of family sponsorship appeals.
Regulation of immigration consultants
New regulations governing counsel who may appear before the Board came into effect in April 2004. These regulations are
aimed at enhancing the quality of representation in IRB proceedings by requiring that any person who, for a fee, represents,
advises or consults with a person who is the subject of a proceeding before the IRB be an authorized representative. During
the past year, the IRB began the process of adapting its existing procedures to reflect this new requirement.
Modernization and accountability
Public interest in the work of the IRB continues, along with a greater demand for accountability and transparency in
government. The IRB continues to respond to this demand by adopting more modern management practices and operations,
continuing strategic and operational planning, reviewing performance measurements, and continuing to improve the quality,
consistency and efficiency of its decision-making.
Merit-based GIC member selection process
Canadians increasingly expect high levels of competency and ethical conduct from those who hold public office. A
merit-based approach to the appointment of senior officials in government is a significant way for federal institutions to
demonstrate credibility. In March 2004, the Immigration and Refugee Board of Canada (IRB) implemented a selection process
based on merit for IRB Governor-in-Council appointees. The ultimate power of appointments and reappointments remains with
the Governor in Council. However, as the Chief Executive Officer, the Chairperson of the IRB is fully accountable for the
selection and the quality of IRB's decision-makers.
This reform represents another step in the evolution of the processes to ensure the quality and effectiveness of
decisions made by the IRB and to respond to the increasingly complex environment of the Board. The independent, transparent
and merit-based selection process ensures that only highly qualified candidates are considered for appointment. The
qualifications of candidates are measured against a new strengthened standard of competence to ensure that skills, abilities
and personal suitability are the basis for the appointment.
The IRB acknowledges that performance evaluation is a fundamental instrument to support decisions for reappointment. The
IRB member performance evaluation has been revised to reflect a performance evaluation and competency appraisal consistent
with the new merit-based criteria. All current members have been and will continue to be appraised against the new
standards.
The IRB's continued success in rendering fair and quick decisions depends on, among other things, timely appointments and
reappointments of members.
Government-wide initiatives
The Government of Canada has launched an initiative to improve public sector management in order to respond to the
present and emerging challenges that Canada faces. This plan, which will be implemented over several years, focuses on
making government more accountable, responsive and innovative.
In line with the objective of strengthening public sector management, the IRB will continue to modernize and strengthen
its management practices in order to enhance the organization's overall performance. The IRB intends to fulfil its mission
by building an effective organizational capacity to sustain a high volume of decisions – specifically, by ensuring that
the necessary infrastructure is in place in the areas of management, human resources, information technology and
communications.
Modernizing human resources management and reinforcing its commitment to being a learning organization are two of the
Board's ongoing priorities. In the Fall 2005, the IRB adopted a People Management Strategy as a framework to support
priorities and initiatives related to its personnel. A major component of this framework, the Learning and Development
Strategy, was also approved.
Portfolio Management
The IRB, CBSA and CIC collaborate on operational and portfolio matters, while respecting each other's distinct mandates
and the independence of the functions of the tribunal. Relationships within the portfolio reflect strengthened efforts on
issues relating to the overall management of the portfolio and take into account evolving case management initiatives
designed to meet ongoing and diverse challenges.
The IRB and CIC have had a Memorandum of Understanding (MOU) in place since December 1996. The agreement clearly defines
the administrative relationship between the two organizations, while underlining the institutional independence of the IRB
and its decision-makers. The agreement facilitates workload management and the effective use of resources.
With the creation of the CBSA and the transfer to that organization of many enforcement functions formerly carried out by
CIC, the IRB and the CBSA have negotiated a new MOU to define their relationship and reflect today's operational environment
and priorities. The agreement is expected to be signed in 2006-2007. Flowing from this new MOU, priorities will be
established to define sub-agreements. Also in 2006-2007 the IRB and CIC plan to review and update their MOU and the related
sub-agreements to reflect these changes in the immigration and refugee portfolio.
(Click on image to enlarge)
Partners and Agencies
The IRB also works closely with central agencies, for example, with the Privy Council Office on Governor-in-Council (GIC)
appointments of IRB members and on regulatory initiatives, and with the Treasury Board Secretariat on program management and
accountability. Furthermore, the IRB works with Public Works and Government Services Canada on procurement and accommodation
issues, and with the Public Service Commission, Public Service Human Resources Management Agency of Canada and the Canada
School of Public Service on human resources management issues.
The IRB continues to contribute to the annual conferences of the Council of Canadian Administrative Tribunals (CCAT).
These meetings provide an opportunity for all Canadian administrative tribunals to share best practices and new approaches
to emerging issues.
Stakeholders
The IRB's Consultative Committee on Practices and Procedures (CCPP) encourages systematic contact between the IRB and
non-governmental stakeholders at the national level. The Committee is composed of representatives of the Canadian Council
for Refugees (CCR), the Canadian Bar Association (CBA), the Refugee Lawyers Association (RLA), L'Association québécoise
des avocats et des avocates en droit de l'immigration (AQAADI) and the United Nations High Commissioner for Refugees
(UNHCR). The CCPP provides a forum for consultation, advice, information sharing and the resolution of issues of mutual
concern regarding procedures and practices.
The IRB is building on efforts it has initiated over the past fiscal year to establish new and flexible mechanisms to
enhance ongoing dialogue and to ensure that relationships continue to be responsive to evolving needs. This includes
bilateral meetings with select organizations on specific issues.
Regional offices maintain relationships with their own regional stakeholders, including immigration consultants and bar
associations, refugee and refugee law associations and NGOs.
International Context
The IRB actively participates in international intergovernmental and non-governmental organizations, which includes
regular participation in three forums:
- The International Association of Refugee Law Judges (IARLJ)
- The Executive Committee of the United Nations High Commissioner for Refugees (EXCOM)
- The Intergovernmental Consultations on Asylum, Refugee and Migration Policies in Europe, North America and Australia
(IGC)
The IRB has developed good relations with a number of refugee-receiving countries through the IGC network, and works with
its counterparts in various states such as Australia, Mexico, New Zealand, Sweden, the United Kingdom, and the United
States.
The IRB also participates in the European Union Network for Asylum Practitioners (Eurasil), and in Metropolis, an
international forum for comparative research and public policy development about population migration, cultural diversity
and immigrant integration in cities in Canada and around the world.
Alignment with Government of Canada outcomes
Canada's federal organizations play an important role in the quality of life of Canadians. All government policies,
outcomes, departmental mandates and programs are directed at fulfilling this role. The IRB makes important contributions to
a number of Government of Canada outcomes, which are highlighted in the following diagram.
![Chart showing how all Government of Canada policies, outcomes, departmental mandates and programs are directed at contributing to the quality of life of Canadians](/web/20061203193834im_/http://www.tbs-sct.gc.ca/rpp/0607/IRB-CISR/images/resultsbenefits.jpg)
IRB Strategic Outcome, Strategic Priorities and Program Activities
This section provides information at the organizational level on the Board's strategic outcome, strategic priorities and
program activities.
IRB Strategic Outcome
Based on its legislated mandate, the IRB's single strategic outcome is as follows:
To provide Canadians with well-reasoned decisions on immigration and refugee matters rendered efficiently, fairly and
in accordance with the law.
IRB Strategic Priorities
To achieve its strategic outcome, the IRB has developed four strategic priorities for fiscal year 2006-2007. These
contribute to the achievement of the IRB's strategic outcome by ensuring that the Board's plans (activities) and expected
results emphasize high-quality, consistent and efficient measures across the organization, an open environment that values
its people and promotes flexibility, accountability and continuous improvement.
Strategic Priorities 2006-2007 |
The Immigration and Refugee Board of Canada
is an independent tribunal established by the Parliament of Canada. Our mission, on behalf of Canadians, is to make
well-reasoned decisions on immigration and refugee matters, efficiently, fairly, and in accordance with the law. |
Integrate common procedural, administrative and
adjudicative activities in all divisions to further promote quality, consistency and efficiency measures. |
Continue to build an organizational culture that supports
its people, and is flexible and innovative. |
Improve case management processes through the successful
implementation of the Integrated Case Management System (ICMS). |
Implement a horizontal and fully integrated management plan
that reflects the IRB's reality. |
IRB Program Activities
For fiscal year 2006-2007, the IRB has developed an Integrated Business Plan, which brings together the plans and
expected results for the Board's four program activities. It outlines how each program activity will contribute to the
achievement of the IRB's strategic priorities in the next fiscal year. These plans and expected results are presented in
Section 2.
To further strengthen accountability and transparency within the organization, the IRB's Integrated Business Plan was
developed in close alignment with the Government of Canada's commitment to modernization and continuous improvement, based
on the themes of accountability, responsiveness and innovation. The implementation of these management initiatives is
crucial to delivering results for Canadians and achieving our strategic outcome.
Estimated Financial Resources by Strategic Priority
The IRB's four main program activities (Refugee Protection, Admissibility Hearings and Detention Reviews, Immigration
Appeal, and Corporate Management and Services) are carried out with the goal of achieving the IRB's strategic priorities and
strategic outcome. The following table outlines the estimated financial resources for each strategic priority over next
three fiscal years.
Estimated Financial Resources by Strategic
Priority |
Strategic Outcome: To provide
Canadians with well-reasoned decisions on immigration and refugee matters rendered efficiently, fairly and in
accordance with the law. |
Planned Spending ($ millions) |
Strategic Priority |
2006-2007 |
2007-2008 |
2008-2009 |
1. Integrate common procedural, administrative and
adjudicative activities in all Divisions to further promote quality, consistency and efficiency measures |
87.7 |
90.5 |
90.5 |
Expected Results
- Development of common policy instruments and procedures, performance measures and adjudicative culture
- Provision of strategic communications advice and information that reflects changes to procedural,
administrative and adjudicative activities
- Further development, maintenance and promotion of tools that will support quality, consistency and
efficiency in decision-making in the areas of ethics, communications, quality control and service delivery
|
Type: Previously committed |
Program Activity: Refugee
Protection, Admissibility Hearings and Detention Reviews, Immigration Appeal, Corporate Management and Services |
2. Continue to build an organizational culture that supports
its people, and is flexible and innovative |
1.4 |
1.4 |
1.4 |
Expected Results
- Continued implementation of a competency-based HR management strategy across the IRB, including development
of competency profiles for functional groups and tools to support their use
- Implementation of a policy on redeployment, enabling increased mobility between the Divisions
|
Type: Ongoing |
Program Activity: Refugee
Protection, Admissibility Hearings and Detention Reviews, Immigration Appeal, Corporate Management and Services |
3. Improve case management processes through the successful
implementation of the Integrated Case Management System (ICMS) |
9.5 |
3.5 |
3.5 |
Expected Results
- Successful implementation of a change management strategy with respect to the ICMS project that includes
comprehensive communications and training plans
- Continued development and implementation of ICMS
- Maintenance of ICMS
|
Type: Ongoing |
Program Activity: Refugee
Protection, Corporate Management and Services |
4. Implement a horizontal and fully integrated management
plan that reflects the IRB's reality |
18.2 |
18.3 |
18.3 |
Expected Results
- Risk management continues to be part of planning and management activities, and appropriate legal risk
management measures are developed
- Implementation of identified priorities of the People Management Strategy, including the implementation of
an integrated learning and professional development program for all IRB personnel
- Implementation of a comprehensive security program that includes a Business Continuity Plan, and the
implementation of the Management Information Technology action plan
- IRB is well positioned to make significant progress in the area of Information Management
|
Type: Ongoing |
Program Activity: Corporate
Management and Services |
|