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Major Crown Projects and Horizontal Initiatives

The following information concerns projects being carried out by CIC and other Government of Canada departments and agencies.

Table 9: Status Report on Major Crown Projects

Table 11: Horizontal Initiatives

Table 9: Status Report on Major Crown Projects

Supplementary information on Major Crown Projects can be found at http://www.tbs-sct.gc.ca/est-pre/estime.asp.

Global Case Management System

Description

The Global Case Management System (GCMS) is a multi-year program that will replace several business systems of Citizenship and Immigration Canada (CIC) and the Canada Border Services Agency (CBSA) with an integrated, case-management-based set of applications and infrastructure components to support the client operations of CIC and the CBSA.

Once in place, the GCMS will improve overall program integrity, effectiveness and client-service delivery, and facilitate communications and data sharing between CIC, the CBSA, and our other partners. The GCMS will also provide the technological foundation to support improved client service, new business initiatives, and capitalize on innovative technology.

Project Phase The GCMS project is currently in the development phase of its second release (Release 1 included Citizenship activities and has been operational since September 2004)
Lead Department Citizenship and Immigration Canada
Participating Agency Canada Border Services Agency
Contracting Authority Public Works and Government Services Canada
Prime Contractor Accenture Inc.
160 Elgin Street, Suite 2100
Ottawa, ON
K2P 2C4


Major Milestones Date
Treasury Board approved full funding for the GCMS project at the same time as CIC's Treasury Board submission on the implementation of policy reforms and the new Immigration and Refugee Protection Act August 2000
Treasury Board granted preliminary project approval and Major Crown Project designation to the GCMS March 2001
Treasury Board granted Effective Project Approval (EPA) to the GCMS January 2002
Request for proposal for the acquisition of a commercial, case management off-the-shelf software package posted for tender by Public Works and Government Services Canada February 2002
Contract for the case management off-the-shelf software package awarded March 2003
Business modeling and high-level requirements completed May 2003
Treasury Board granted Amended Effective Project Approval to the GCMS October 2003
The first GCMS business component (Citizenship) was implemented September 2004
Treasury Board granted a second Amendment to the Effective Project Approval September 2005
Preliminary findings of the System Under Development Audit of the GCMS project were available at the time of the amended EPA submission, and the final report was presented in November 2005 November 2005
To Come
Development of remaining GCMS functionalities (Immigration Facilitation, and Enforcement and Refugees) October 2006
Implementation of the remaining GCMS functionalities (Immigration Facilitation, Enforcement and Refugees) December 2006 to August 2007

Progress Report and Explanation of Variances

  • Preliminary project approval was obtained from Treasury Board on March 1, 2001, with a planned cost of $194.8 million.
  • Effective project approval was obtained from Treasury Board on January 31, 2002, with a planned cost of $194.8 million and a completion date of March 31, 2005.
  • Shortly after the preliminary project approval, a decision was made to acquire and configure a commercial client relationship management software package rather than custom develop the functionality required for the GCMS. This necessitated a lengthy competitive procurement process that began in March 2001, with an expected completion date of July 1, 2002. Cumulative procurement and contracting delays beyond CIC’s control, totaling nine months, prevented the contract from being awarded until March 26, 2003. This delay affected activities and resources highly dependent on the outcome of the procurement process. While the project undertook steps to mitigate the impact of the delay, the cost of the delay was assessed at $7.8 million.
  • Approval of an amended EPA was obtained from Treasury Board on October 9, 2003. In recognition of the impact of the procurement delay, Treasury Board increased the project spending authority by $7.8 million to $202.6 million. Subsequent implementation plans addressed the impact of the procurement delay and adjusted the overall project completion date to December 31, 2005.
  • The transfer of certain CIC functions to the newly created CBSA beginning in December 2003, as well as lessons learned from the first GCMS deployment in September 2004, necessitated further adjustments to the GCMS project plan.
    • The creation of the CBSA meant that the GCMS had to be adapted so as to contribute to the CBSA’s efforts in safeguarding Canada ’s national security and to meet increased border security requirements that are essential in a post 9/11 environment.
    • Applying the lessons learned from the first deployment, the schedule for deploying all functionalities has been extended from December 2005 to August 2007. This will minimize parallel development, expand time for critical phases such as requirements and testing, and stage deployments in four distinct phases to minimize risk and ensure that each implementation is stable prior to proceeding with the next.
  • These changes formed the basis of a second amendment to the Effective Project Approval—granted by Treasury Board in September 2005—and resulted in a net increase of $40.2 million to the project budget over two additional fiscal years, for a total budget of $242.8 million between fiscal years 2000–01 and 2007–08. The increase includes approved new functionalities related to security which were not in the original project ($6.2 million) and a $16.3 million contingency. Despite significant schedule adjustments, the forecasted variance over original project objectives, excluding the procurement delay, funded scope added functionalities, and contingency, is about 10%.
  • In preparing for the September 2005 A/EPA, the Treasury Board Secretariat requested that a System under Development Audit (SUD) be performed on the GCMS. Preliminary audit findings were available at the time of the amended EPA submission, and final SUD audit results were released in November 2005. The SUD indicates that the GCMS, despite its complex and challenging nature, is healthy as long as the project management team can bring more discipline in some project management elements such as the management of an integrated schedule and tracking vendor performance. All of the SUD audit recommendations have been accepted and corrective actions have been taken.
  • As part of the amended EPA, the current implementation schedule has been extended to reflect the time required to finalize business requirements, to complete the functional design, to configure and test the application, to incorporate the approved functional scope enhancements, and to complete the overseas roll-out in a series of staged deployments to minimize operational disruption.

Industrial Benefits

  • The GCMS is an integrated administrative system for delivering on the CIC and CBSA mandates and ensuring operational service effectiveness.

Table 11: Horizontal Initiatives

Toronto Waterfront Revitalization Initiative (TWRI)

1. Name of Horizontal Initiative: Toronto Waterfront Revitalization Initiative (TWRI) 2. Name of Lead Department(s): Treasury Board Secretariat (TBS)
3. Start Date of the Horizontal Initiative: July 18, 2001 4. End Date of the Horizontal Initiative: March 31, 2008 5. Total Federal Funding Allocation: $500M

6. Description of the Horizontal Initiative: The TWRI is a wide-ranging initiative that is managed by TBS on behalf of the federal government. The TWRI is both an infrastructure and urban renewal investment. The purpose of the TWRI is to revitalize the Toronto waterfront through investments in both traditional city-building infrastructures, such as local transportation and sewers, and more contemporary urban development, including parks, green spaces, tourism-related facilities and the redevelopment 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 and will position Canada, Ontario, and Toronto in the new economy, and thus, ensure Canada’s continued success in the global economy. Federal participation in the initiative is manifest through a contribution program where the main eligible recipient is the Toronto Waterfront Revitalization Corporation (TWRC).

Of the $500M federal allocation for TWRI, $65M is with Infrastructure Canada and $25M is allocated under Transport Canada’s reference levels. The remaining federal funding was housed within CIC ($410M). As of February 6, 2006, the responsibility for the TWRI was transferred to TBS through an Order in Council.

7. Shared Outcome(s): The shared outcome for the initiative: sustainable urban development and infrastructure renewal in the Toronto waterfront area.

8. Governance Structure(s): In March 2001, having committed $1.5B to the revitalization of the Toronto waterfront, the three levels of government announced their intention to create the Toronto Waterfront Revitalization Corporation (TWRC). On May 15, 2003, the interim TWRC was continued as a permanent corporation under its own provincial legislation—the Toronto Waterfront Revitalization Corporation Act, 2002.

The objectives of the TWRC are to implement a plan that enhances the economic, social and cultural value of the land in the designated waterfront area, and creates an accessible and active waterfront for living, working and recreation in a fiscally and environmentally responsible manner; to ensure that ongoing development in the designated waterfront area can continue in a financially self-sustaining manner; to promote and encourage the involvement of the private sector in the development of the designated waterfront area; and to encourage public input into the development of the designated waterfront area.

Collaboration from the three levels of government is manifest through the Intergovernmental Steering Committee (ISC). This committee was established in November 2000 to provide a forum for the three partners working toward common goals of the TWRI. The ISC is currently composed of the Associate Secretary, Treasury Board of Canada Secretariat; the Deputy Minister of the Ministry of Public Infrastructure Renewal for the Government of Ontario; and the Chief Administrative Officer for the City of Toronto. Further, the ISC is responsible for the development and coordination of contribution agreement(s) and any required amendments between governments and the TWRC to ensure that project activities are in keeping with the shared outcomes.

A TWRI Secretariat, located within TBS, is responsible for policy development and program management on behalf of the federal government. The Secretariat is also responsible for ongoing business and coordination with its partners (the TWRC, the Province of Ontario, and the City of Toronto) and other stakeholders for the development, funding and implementation of TWRI projects.
9. Federal Partners 10. Names of Programs 11. Total Allocation 12. Forecasted Spending for 2005-06 13. Actual Spending in 2005-06 14. Planned Results for 2005-06 15. Achieved Results in 2005-06
Citizenship and Immigration Canada (TWRI Secretariat)   $410.0 $116.8 $0.0
  • Continued development of parks, green spaces and recreation facilities
  • Ongoing investments in city-building infrastructure
  • Ongoing land acquisition and soil remediation measures
  • Western Beaches Watercourse Facility construction completed
  • West Don Lands project moved from planning to implementation
  • Improvements to Martin Goodman Trail completed
  • Design process for Don River Park initiated
  • Acquired portion of Marine Terminal 27
Human Resources and Skills Development   $0.0 $0.0 $32.3
  • N/A
  • N/A
Infrastructure Canada   $65.0 $7.3 $7.3
  • Investments in environmental assessment studies
  • Upgrading and development of rail transit sectors
  • Investments in upgrades to GO Transit
Transport Canada   $25.0 $2.5 $2.5
  • Ongoing investments in airport infrastructure to accommodate rail link
  • Investments in airport infrastructure to accommodate rail link
    Total $500.00 Total $126.6 Total $42.1    
16. Comments on Variances:
17. Results Achieved by Non-Federal Partners:
18. Contact Information:
Francine Bélanger
Acting Director
Toronto Waterfront Revitalization Initiative
Treasury Board of Canada, Secretariat
613-941-8375		 19. Approved by:
Monique Lebel-Ducharme
A/Assistant Secretary,
Strategic Communications and Ministerial Affairs
Treasury Board of Canada, Secretariat  		 20. Date Approved:
October 4, 2006


Resettlement Assistance Program (RAP)
1. Name of Horizontal Initiative: Resettlement Assistance Program (RAP) 2. Name of Lead Department(s): Citizenship and Immigration Canada
3. Start Date of the Horizontal Initiative: 1998 4. End Date of the Horizontal Initiative: Terms and conditions must be renewed by March 31, 2010. 5. Total Federal Funding Allocation (start to end date): $44.5M per year

6. Description of the Horizontal Initiative (including funding agreement): The Resettlement Assistance Program (RAP) provides income support and a range of other services to 5,300-5,500 government-assisted refugees (GARs) who arrive in Canada each year following an overseas identification and selection process. Under RAP, income support is provided to GARs for up to 12 months, and up to 24 months for those with special needs. Income support amounts are set in line with provincial social assistance rates. Service provider organizations (SPOs) deliver, on behalf of CIC, various settlement and orientation services to GARs within their first four (4) to six (6) weeks in Canada. These services range from initial reception at the airport to finding permanent accommodation.

RAP falls under two of CIC’s three strategic outcomes: Reflection of Canadian Values and Interests in the Management of International Migration, including Refugee Protection, as well as Successful Integration of Newcomers and Promotion of Canadian Citizenship. Through this program, Canada welcomes and provides direct financial support to more refugees than any nation other than the United States of America and Australia. The 1994 Immigration Consultations confirmed the continued importance of federal involvement in resettling refugees selected from abroad and the importance of continued funding for immediate services to GARs. Some of the lessons learned at that time, which resulted in the transformation of the Adjustment Assistance Program (AAP) into RAP in 1998, continue to be valid today, such as the need for increased coordination among program partners and enhanced flexibility in program design.

7. Shared Outcome(s): The strategic outcome for RAP is to ensure that government-assisted refugees are sufficiently supported in their adaptation, integration and settlement in Canada. This can best be achieved by coordinating and harmonizing the delivery of refugee delivery programs amongst the service providers and other partners currently involved in refugee integration so that the seamless delivery of services is ensured. To guarantee that this outcome is achieved, multi-faceted partnerships need to be continually developed and strengthened at the intradepartmental, interdepartmental, private sponsor, community, provincial, municipal, private sector, and service provider/non-governmental levels.

8. Governance Structure(s): The federal partner (CIC) is governed by Treasury Board-approved terms and conditions and financial directives, the Financial Administration Act, the RAP Operations Manual and the RAP program’s Accountability, Risk and Audit Framework (ARAF). The ARAF ensures the accountability of resettlement expenditures through the monitoring of service delivery and the evaluation of program effectiveness. Information collected will also be used to identify program changes that will enhance the capacity of refugees to integrate into Canadian society.

Service provider organizations are governed by contribution agreements entered into with CIC.

Sponsorship Agreement Holders who undertake to support government-assisted refugees through the Joint Assistance Sponsorship (JAS) program are governed by the terms of the master Sponsorship Agreement with CIC and individual sponsorship undertakings signed by the organization (IMM 1324).

Quebec's role in providing support to government-assisted refugees is governed by the Canada-Quebec Accord.
9. Federal Partners 10. Names of Programs 11. Total Allocation 12. Forecasted Spending for 2005–06 13. Actual Spending in 2005–06 14. Planned Results for 2005–06 15. Achieved Results in 2005–06
1. N/A (a) RAP $44.5M $44.5M $39.7M
  • Government-assisted refugees are eligible to receive benefits equivalent to provincial social assistance rates to help cover the costs for the basic necessities of life for up to 12 months or until they become self-sufficient, whichever comes first.
  • Government-assisted refugees with special needs are eligible to receive benefits to cover the costs for the basic necessities of life for up to 24 months or until they become self-sufficient, whichever comes first.
  • Service Provider Organizations deliver a range of immediate and essential services to government-assisted refugees effectively and efficiently.
  • In fiscal year 05-06, all government-assisted refugees that were landed in Canada and destined for outside Quebec were provided with income support benefits to cover the basic necessities of life for up to 12 months or until they became self-sufficient, whichever came first.
  • An average of 5,645 government-assisted refugees—including special needs cases— were served by RAP each month of the year. All government-assisted refugees selected under the special needs category were provided with additional supports including some or all of the following: the support of a private sponsoring group, income support for a longer duration (up to 24 months), and financial contribution to cover the refugee’s resettlement travel costs.
  • See 17.
    Total $44.5M Total $44.5M Total $39.7M    

16. Comments on Variances: Variance is due to uneven arrival patterns of GARs into Canada throughout the fiscal year.

17. Results Achieved by Non-Federal Partners: All government-assisted refugees landed in Canada and destined for outside Quebec were promptly welcomed by service provider organizations and provided with temporary accommodation and a range of immediate and essential services.
18. Contact Information:
Rick Herringer, Director,
Resettlement Division
613-957-9349		 19. Approved by:
Micheline Aucoin, Director General,
Refugees Branch
613-957-5874		 20. Date Approved:
July 26, 2006


Enhanced Language Training Initiative (ELT)
1. Name of Horizontal Initiative: Enhanced Language Training Initiative (ELT) 2. Name of Lead Department(s): Enhanced Language Training is an integral part of the horizontal Internationally Trained Workers Initiative, which involves 14 federal departments that are co-led by Human Resources and Skills Development Canada and Citizenship and Immigration Canada.
3. Start Date of the Horizontal Initiative: 2003 4. End Date of the Horizontal Initiative: Linked to the renewal of the terms and conditions of the Immigrant Settlement and Adaptation Program (ISAP) by March 31st, 2010.   5. Total Federal Funding Allocation (start to end date): This amount is part of the Immigrant Settlement and Adaptation Program’s (ISAP) planned spending.

6. Description of the Horizontal Initiative (including funding agreement): The objective of ELT is to provide job-specific language training to immigrants at Canadian Language Benchmarks (CLB) levels 7-10 in larger centres, and 1-10 in smaller centres where no language training infrastructure exists. ELT projects must include a cost-sharing plan that will contribute at least half of the costs in the form of funds, in-kind contributions, services, tools or facilities. Service delivery projects must also include a bridge-to-work component, such as access to internships; temporary or permanent work placement opportunities; a mentorship component to enable skilled immigrants to meet peers and begin developing a network in their chosen field of employment; or help with professional licensure and job search. The ELT Initiative is an important component of the Government of Canada's efforts to attract highly skilled workers and ensure more successful integration of immigrants into the economy and communities.

7. Shared Outcome(s): The strategic outcome of the ELT is employment for immigrants that is commensurate with their education and experience. In addition, ELT assists in providing employers with a broader pool of skilled workers ready to access the labour market.

8. Governance Structure(s): The ELT is a component of the Immigrant Settlement and Adaptation Program (ISAP). As such, the federal partner (CIC) is governed by Treasury Board-approved terms and conditions and financial directives, the Financial Administration Act, the Settlement Manual, and the Contribution Accountability Framework (CAF), which is currently being implemented in stages. The CAF ensures the accountability of settlement expenditures through the monitoring of service delivery and the evaluation of program effectiveness. Information collected will also be used to identify program changes that will enhance the integration of immigrants into Canadian society. There are five key elements in the CAF: performance measurement, evaluation, contribution agreement process, management control (where applicable, under an agreement), and provincial-territorial accountability. Service provider partners are governed by contribution agreements entered into with the federal government.
9. Federal Partners 10. Names of Programs 11. Total Allocation 12. Forecasted Spending for
2005–06 		13. Actual Spending in 2005–06 14. Planned Results for 2005–06 15. Achieved Results in 2005–06
1.CIC ELT $ $18M includes $3M of reprofiled funds from the 2004-2005 fiscal year. $5.9M
  • The ELT Initiative is comprised of two types of projects: delivery and development.
  • Development projects consist of activities to support the delivery of labour market levels of language training.
  • Delivery projects must address one or more of the following:
  • Deliver CLB levels 7-10 of language training that include job specific language training;
  • Deliver CLB levels 1-10 of language training in small centres that include job-specific language training;
  • Begin to engage employers in the ELT Initiative; and/or
  • Establish partnerships with interested provinces and territories.
  • CIC worked with 15 federal departments that are working to help newcomers overcome barriers to integration into the Canadian labour market;
  • Established 52 new contribution agreements with service provider organizations;
  • Funded 70 new and on-going ELT projects;
  • Engaged numerous employers in the ELT Initiative (e.g. employers participated in advisory committees, provided work placement opportunities for ELT participants, mentored and networked with participants; and provides paid employment as well as donations and financial contributions to the programs).
  • 13 new ELT projects in Alberta
  • Two multi-year pilot projects and other innovative projects in Saskatchewan in partnership with three service providers (e.g. distance delivery of ELT)
    Total $ Total $18M* Total $5.9M    
16. Comments on Variances: The previous cost-sharing requirement was an impediment to the full implementation of the ELT Initiative and was amended to increase the ability of provinces, territories and other partners to participate in the delivery of ELT programming. A sum of $3 million has been reprofiled to 2006-07.
17. Results Achieved by Non-Federal Partners: Under existing federal-provincial agreements, the provinces of British Columbia and Manitoba administer ELT projects within their respective provinces. CIC and Alberta co-manage ELT projects. In 2004-2005, CIC entered into contribution agreements with the provinces of Ontario and Saskatchewan. In addition, CIC signed a Memorandum of Understanding with the Province of Nova Scotia.  
18. Contact Information:
Jean Séguin, Director,
Special Initiatives and Outreach
613-957-5910		 19. Approved by:
Rose Kattackal, Director General,
Integration
613-957-3257		 20. Date Approved:
July 26, 2006
* This amount is part of the Immigrant Settlement and Adaptation Program (ISAP) planned spending of $53.7M.


Immigrant Settlement and Adaptation Program (ISAP)

1. Name of Horizontal Initiative: Immigrant Settlement and Adaptation Program (ISAP)

2. Name of Lead Department(s): Citizenship and Immigration Canada

3. Start Date of the Horizontal Initiative: 1974

4. End Date of the Horizontal Initiative: Terms and conditions must be renewed by March 31, 2010.

5. Total Federal Funding Allocation (start to end date): $42.4M per year

6. Description of the Horizontal Initiative (including funding agreement): The objective of ISAP is to help immigrants settle and integrate into Canadian society so they may become participating members as soon as possible. ISAP funding is provided to deliver direct services to immigrants such as reception, orientation, translation, interpretation and employment-related services. ISAP services include the Canadian Orientation Abroad (COA) initiative. COA provides a realistic view of life in Canada before arrival. Orientation sessions are delivered by international organizations in various countries. Topics include education, climate, housing, cost of living, and employment.

7. Shared Outcome(s): The strategic outcome of ISAP is to provide settlement services to newcomers to facilitate their social, cultural, economic and political integration so they may become participating members of Canadian society as quickly as possible. 

8. Governance Structure(s): The federal partner (CIC) is governed by Treasury Board-approved terms and conditions and financial directives, the Financial Administration Act, the Settlement Manual, and the Contribution Accountability Framework (CAF), which is currently being implemented in stages. The CAF ensures the accountability of settlement expenditures through the monitoring of service delivery and the evaluation of program effectiveness. Information collected will also be used to identify program changes that will enhance the capacity of newcomers to integrate into Canadian society. There are five key elements in the CAF: performance measurement, evaluation, contribution agreement process, management control (where applicable under an agreement), and provincial-territorial accountability. Service provider partners are governed by contribution agreements entered into with the federal government.

Settlement services are also provided to newcomers to Canada by provinces which have signed settlement services agreements with the Government of Canada. Settlement funding is provided through Alternative Funding Arrangements (AFAs). Currently two provinces have signed such agreements: British Columbia (latest agreement signed April 5, 2004) and Manitoba (latest agreement signed June 2, 2003). The two provincial governments maintain primary responsibility for the design, administration and delivery of settlement and integration services for immigrants in their own provinces. They provide and manage settlement services comparable to those offered by CIC. 

Settlement services in the province of Quebec are governed by the Canada-Quebec Accord. Signed in 1991, under this Accord, Quebec receives federal funding in the form of a grant and has the responsibility for selecting immigrants and providing settlement services to newcomers.
9. Federal Partners 10. Names of Programs 11. Total Allocation 12. Forecasted Spending for 2005–06 13. Actual Spending in 2005–06 14. Planned Results for 2005–06 15. Achieved Results in 2005–06

1. N/A

a. ISAP

 $42.4M $ 53.7M $36.9M
  • Newcomers can identify and communicate their needs.
  • Newcomers have skills using and finding relevant community services.
  • Newcomers have knowledge of life in Canada.
  • Newcomers are aware of the skills and expectations necessary to join the Canadian labour force.
  • Supported the provision of needs assessments and relevant services to clients
    (e.g. employment related)
&    Total $44.8M Total $53.7M* Total $42.9M    

16. Comments on Variances:  

17. Results Achieved by Non-Federal Partners: Three provinces have special agreements with the federal government regarding the delivery of settlement services. Under the terms of the Canada-Quebec Accord, funds are transferred directly to the Quebec provincial government for settlement services. The provinces of British Columbia and Manitoba have each signed an agreement with CIC and have assumed responsibility for the design, delivery and administration of settlement services.

18. Contact Information:
Alain Desruisseaux, Director,
Foundational programs (Integration)
613-952-3456

19. Approved by:
Rose Kattackal, Director General.
Integration
613-957-3257

20. Date Approved:
July 26, 2006
* This amount includes $18.M for the Enhanced Language Training (ELT)Iinitiative.


Language Instruction for Newcomers (LINC)
1. Name of Horizontal Initiative: Language Instruction for Newcomers (LINC) 2. Name of Lead Department(s): Citizenship and Immigration Canada
3. Start Date of the Horizontal Initiative: 1992 4. End Date of the Horizontal Initiative: Terms and conditions must be renewed by March 31, 2010. 5. Total Federal Funding Allocation (start to end date): $ 100.4M per year

6. Description of the Horizontal Initiative (including funding agreement): The objective of the LINC program is to provide basic language instruction to adult newcomers in one of Canada’s official languages. LINC facilitates the social, cultural and economic integration of immigrants and refugees into Canada. Included in the LINC curriculum guidelines for SPOs is information that helps orient newcomers to the Canadian way of life.

7. Shared Outcome(s): The strategic outcome (objective) of LINC is to provide language training in one of Canada's official languages to adult immigrants in order to facilitate their social, cultural, economic and political integration into Canada so that they may become participating members of Canadian society as quickly as possible.

8. Governance Structure(s): The federal partner (CIC) is governed by Treasury Board-approved terms and conditions and financial directives, the Financial Administration Act, the Settlement Manual, and the Contribution Accountability Framework (CAF), which is currently being implemented in stages. The CAF ensures the accountability of settlement expenditures through the monitoring of service delivery and the evaluation of program effectiveness. Information collected will also be used to identify program changes that will enhance the capacity of newcomers to integrate into Canadian society. There are five key elements in the CAF: performance measurement, evaluation, contribution agreement process, management control (where applicable under an agreement), and provincial-territorial accountability. Service provider partners are governed by contribution agreements entered into with the federal government.

Settlement services are also provided to newcomers to Canada by provinces which have signed settlement services agreements with the Government of Canada. Settlement funding is provided through Alternative Funding Arrangements (AFAs). Currently two provinces have signed such agreements: British Columbia (latest agreement signed April 5, 2004) and Manitoba (latest agreement signed June 2, 2003). The two provincial governments maintain primary responsibility for the design, administration and delivery of settlement and integration services for immigrants in their own provinces. They provide and manage settlement services comparable to those offered by CIC. 

Settlement services in the province of Quebec are governed by the Canada-Quebec Accord. Under this Accord, signed in 1991, Quebec receives federal funding in the form of a grant and has the responsibility for selecting immigrants and providing settlement services to newcomers.
9. Federal Partners 10. Names of Programs 11. Total Allocation 12. Forecasted Spending for 2005–06 13. Actual Spending in 2005–06 14. Planned Results for 2005–06 15. Achieved Results in 2005–06
1. N/A (a) LINC $100.4M $109.7M $93.5M
  • Immigrants have increased ability to communicate.
  • Immigrants have increased ability to access community resources and services.
  • Immigrants have improved ability to meet goals such as further education, employment acquisition, or income improvement.
  • More than 20 thousand clients successfully completed LINC level(s) during this fiscal year.
  • Supported the provisions of LINC-related services with SPOs and partners.
    Total $100.4M Total $109.7M Total $93.5M    
16. Comments on Variances:  

17. Results Achieved by Non-Federal Partners: Three provinces have special agreements with the federal government regarding the delivery of settlement services. Under the terms of the Canada-Quebec Accord, funds are transferred directly to the Quebec provincial government for settlement services. The provinces of British Columbia and Manitoba have each signed an agreement with CIC and have assumed responsibility for the design, delivery and administration of settlement services.
18. Contact Information:
Alain Desruisseaux, Director,
Foundational programs (Integration)
613-952-3456		 19. Approved by:
Rose Kattackal, Director General.
Integration
613-957-3257		 20. Date Approved:
 July 26, 2006


Host Program
1. Name of Horizontal Initiative: HOST Program 2. Name of Lead Department(s): Citizenship and Immigration Canada
3. Start Date of the Horizontal Initiative: 1984 4. End Date of the Horizontal Initiative: Terms and conditions must be renewed by March 31, 2010. 5. Total Federal Funding Allocation (start to end date): $ 2.8M per year
6. Description of the Horizontal Initiative (including funding agreement): The objective of the Host Program is to help immigrants overcome the stress of moving to a new country. Volunteers familiar with Canadian ways help newcomers learn about available services and how to use them, practice English and French, get contacts in their field of work, and participate in the community. At the same time, host Canadians learn about new cultures, other lands and different languages; they make new friends and they strengthen community life.
7. Shared Outcome(s): The strategic outcome of Host is to provide settlement services to newcomers to facilitate their social, cultural, economic and political integration so they may become participating members of Canadian society as quickly as possible.

8. Governance Structure(s): The federal partner (CIC) is governed by Treasury Board-approved terms and conditions and financial directives, the Financial Administration Act, the Host Operations Manual, and the Contribution Accountability Framework (CAF), which is currently being implemented in stages. The CAF ensures the accountability of settlement expenditures through the monitoring of service delivery and the evaluation of program effectiveness. Information collected will also be used to identify program changes that will enhance the capacity of newcomers to integrate into Canadian society. There are five key elements in the CAF: performance measurement, evaluation, contribution agreement process, management control (where applicable, under an agreement), and provincial-territorial accountability. Service provider partners are governed by contribution agreements entered into with the federal government.

Settlement services are also provided to newcomers to Canada by provinces which have signed settlement services agreements with the Government of Canada. Settlement funding is provided through Alternative Funding Arrangements (AFAs). Currently two provinces have signed such agreements: British Columbia (latest agreement signed April 5, 2004) and Manitoba (latest agreement signed June 2, 2003). The two provincial governments maintain primary responsibility for the design, administration and delivery of settlement and integration services for immigrants in their own provinces. They provide and manage settlement services comparable to those offered by CIC.

Settlement services in the province of Quebec are governed by the Canada-Quebec Accord. Under this Accord, signed in 1991, Quebec receives federal funding in the form of a grant and has the responsibility for selecting immigrants and providing settlement services to newcomers.
9. Federal Partners 10. Names of Programs 11. Total Allocation 12. Forecasted Spending for 2005–06 13. Actual Spending in 2005–06 14. Planned Results for 2005–06 15. Achieved Results in 2005–06
1. N/A HOST $2.8M $3.1M $3.3M
  • Newcomers of all ages and members of host communities are engaged in diverse social networks.
  • Newcomers can access community resources and services, including libraries, health care, education.
  • Newcomers can communicate in English and/or French.
  • Host communities, including Francophone minority communities, welcome and engage newcomers.
  • Newcomers can meet personal goals, such as education, employment, or income improvement.
  • Over five thousand clients received HOST-related services
  • Supported SPOs in matching newcomers with HOST volunteers
  • Facilitated information-sharing (e.g provided Report on National Host Conference to share best practices and innovation within the HOST program
  • Supported conversation circles for newcomers to communicate in both official languages and learn about life in Canada
  • Completed 1st phase of research on Business Mentoring
    Total $2.8M Total $3.1M Total $3.3M    
16. Comments on Variances:  

17. Results Achieved by Non-Federal Partners: Three provinces have special agreements with the federal government regarding the delivery of settlement services. Under the terms of the Canada-Quebec Accord, funds are transferred directly to the Quebec provincial government for settlement services. The provinces of British Columbia and Manitoba have each signed an agreement with CIC and have assumed responsibility for the design, delivery and administration of settlement services.
18. Contact Information:
Alain Desruisseaux, Director,
Foundational programs (Integration)
613-952-3456		 19. Approved by:
Rose Kattackal, Director General.
Integration
613-957-3257		 20. Date Approved:
July 26, 2006
Date Modified: 2006-11-23

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