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OCASI Executive Directors Forum
November 10-11, 2011
Citizenship and Immigration Canada
2
1. Context and Strategic Directions– Deborah Tunis, Director General of Integration
2. Performance Measurement and iCAMS/iCARE– Umit Kiziltan, Director General of Research and Evaluation
3. Settlement Program Data Analysis– Catherine Simard, Manager of Performance Management and
Funding
4. Grants and Contributions (Gs&Cs): Risk-Based Management of Relationships with Organizations– Wally Boxhill, Director of Integration and Program Management
5. Managing Gs&Cs on the ground: Implementation– Veronica Barnes, Ontario Regional Director of Settlement,
Intergovernmental Affairs and Multiculturalism.
Presentation Outline
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
3
1.Context and
Strategic Directions
Deborah Tunis, Director GeneralIntegration
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
4
A Shared Vision
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
“Welcoming and supporting newcomers to join in building vibrant communities and a prosperous Canada”.
• Canada is a destination of choice• Immigration contributes to increased economic growth, innovation,
entrepreneurship and competitiveness• The benefits of immigration are shared across Canada• Communities welcome and support newcomers• Immigrants participate to their full potential, economically and socially• The immigration system is trusted and valued• Social and humanitarian commitments are strengthened
(Endorsed by Federal, Provincial and Territorial Ministers responsible for immigration, June 2010)
5
World Events: • Shifts in global economy: rise of BRIC countries• Economic and political uncertainty in the US • Challenges in the European Union• Middle East’s unrest - Arab Spring
In Canada: • Back to Majority Government after 7 years of Minority• Significant shift in federal party politics• 5 Provincial, 2 Territorial Elections• Continued demographic shift
The Context: A Changing Environment
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
… making the issue of immigration, settlement and integration, citizenship and multiculturalism more prominent than ever in Canada.
6
…and Canada is Becoming More Diverse
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
Canada’s Visible Minority and Aboriginal Population
7
• Immigration, multiculturalism and citizenship issues even more prominent
• Pressure for greater labour market responsiveness• Competition for highly skilled immigrants• Ever increasing volumes (Temporary Foreign Workers, visitors,
students) • Pressure to show increased efficiencies• 10.5 M refugees and 27.5 M internally displaced people in 2010
(UNHCR)• General support for diversity and multiculturalism, but
challenges to social cohesion persist.
What Does This Mean for Us?
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
8
Identity Management and Security• Perimeter Action Plan; National Action plan to Combat Trafficking in Persons (part of
C-56 Omnibus Crime Bill)Immigration Program• Policy options for the first multi-year levels plan; Further Ministerial Instructions;
Point system changes for FSW and new regime for tradespersons; New Ph.D. stream; Pre-arrival assessment of credentials in selection process; Temporary Worker Program review; Family Class Program and Action Plan for Faster Family Reunification
Refugee and Asylum Policy • Expansion of resettlement program, regulations/rules/procedures for coming into
force of Balances Refugee Reform Citizenship• Citizenship Modernization; Enhance civic knowledge, memory and pride among all
Canadians; Improve language assessment of citizenship applicants: 30-day public comment period on the proposal to require applicants to furnish upfront evidence of language ability (http://www.gazette.gc.ca/rp-pr/p1/2011/2011-10-15/html/notice-avis-eng.html)
Where to from Here?: CIC Program and Policy Areas (1/2)
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
9
Settlement and Integration• Develop policy framework and options for language training• Complete the new Welcome to Canada• Finalize the overseas strategy• Assess the current governance and program suite for settlement• Strengthen performance measurement of settlement
programming• Currently, an evaluation of the Multiculturalism Program is
underway and will be completed at the end of the fiscal year. It will be reviewed with a focus on how best to implement recommendations to improve the program.
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
Where to from Here?: CIC Program and Policy Areas (2/2)
10
• What measures would re-balance CIC’s policy and program efforts away from shorter-term settlement needs to foster longer-term, societal integration and address challenges such as cultural and religious diversity?
• How can federal, provincial and municipal governments effectively coordinate their settlement services and engage employers and stakeholders, including the sector, in settlement and integration?
A Few “Big” Policy Questions for Settlement and Integration (1/2)
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
Vision: Newcomers and citizens participate to their full potential in fostering an integrated society.
11
• Citizenship and multiculturalism are critical to national - building: how can we best leverage them?
• How can we make the most coherent, adaptable strategic investments in outcomes – for immigrants and for more established Canadians alike – to remove barriers to social inclusion?
• How do we ensure that the processes and procedures we put in place for the management of our grants and contributions to maximise positive outcomes for newcomers?
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
How we answer these questions will influence the future prosperity and cohesiveness of Canadian society.
A Few “Big” Policy Questions for Settlement and Integration (2/2)
12
2.Performance Measurement
and iCAMS/iCARE*
Ümit Kiziltan, Director GeneralResearch and Evaluation
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
* Immigration-Contribution Accountability Measurement System/Immigrant Contribution Agreement Reporting Environment.
13
“You cannot manage what you cannot measure”.
Performance Measurement: A Fundamental Building Block
• A Government of Canada priority• What is it? How is it used?
- Ongoing systematic collection, monitoring and reporting on a specific policy or program
- Quality indicators and the use of those indicators are important to departmental management, and policy & program development
- Guides decision making and supports evaluation- Fosters transparency and accountability.
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
14
• The department must demonstrate and report on:– The relevance, effectiveness and efficiency of
settlement programs– An accountability framework including data
capture to support program indicators and demonstrate management and accountability
– Services rendered: current capacity of the sector to deliver settlement programs and profile client uptake.
Performance Measurement at CIC
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
15
iCAMS/iCARE – Performance Measurement in Practice
SPOReceive clients
Provide services Enter CA*
service dataCIC
Analyze data;Develop reports; Disseminate data.
What is information used for?
Feeds into performance measurement at the regional, provincial and national level;Develop policy and programs;Monitor programs;Identify gaps; andFinancial review/planning.
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
* Contribution Agreement
16
• Previous data collected did not enable adequate reporting on the outputs, outcomes and achievements of settlement programs.
• The revamped Immigration Contribution Agreement Reporting Environment (iCARE) contains:– New labelling systems and additional data elements reflect the
modernized approach to settlement– Adjustments support evaluation and necessary modifications of
outcomes, efficiency and effectiveness of programs– More robust data capture will support program indicators and
demonstrate strong management and accountability– Streamlining of data capture sources will help identify gaps– Data will feed into program, policy and departmental accountability.
Lessons Learned…and Applied: iCARE
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
17
• Strong performance measurement is beneficial to all stakeholders and Service Providing Organizations (SPOs).– Better situated to tell the story right– Early identification of gaps which allow for collective
corrective response.
• The new iCARE will be: – More efficient– More informative– Less burden– Provide better reports.
Performance Measurement Done Right
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
18
• A phased approach is being used in the development and implementation of the new system
• The new system is being designed to benefit stakeholders at the departmental, provincial, regional and SPO level
• Relationships matter: communication between all stakeholders is key to a successful outcome.
Moving Forward with iCARE
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
19
3.Settlement Program
Data Analysis
Catherine Simard, ManagerPerformance Measurement and Funding
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
20
• Purpose: To share some output data about the Settlement Program in provinces and territories where CIC manages settlement services, and discuss the vision for future analysis and reporting.
• Outline– Immigrant intake from 2005 to 2010– What do we know about settlement services?– Usage of settlement services in Ontario– What is CIC doing to ensure success of the settlement program? – Next steps– Conclusion– Annex: Usage of settlement services, 2005-06 to 2010-11
Introduction
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
21
Immigrant Intake from 2005 to 2010
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
3.7%
20.4%
75.9%
1.8%
64.2%
1.0%
8.9%7.0%
19.5%
73.5%
3.5%
52.1%
3.4%
14.4%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Manitoba British-Columbia PTs outside QC, MB, BC
Atlantic Provinces Ontario Saskatchewan Alberta
Proportion of immigrants from 2005 to 2010Across Canada(outside of QC)
20052010
Year All PTs outside
QCOntario
2005 218,926 140,525
2006 206,959 125,893
2007 191,554 111,316
2008 202,029 110,878
2009 202,681 106,859
2010 226,699 118,113
Immigrant Intake
22
What Do We Know About Settlement Services?
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
• In 2010-11, 192,806 unique clients used at least one settlement service, and the main users were:– Category of immigrants: the economic class 43.0%, the family class 27.0%, and the refugees 21.9%– Age at arrival: 24-64 years of age 68.3%– Gender: Female clients 54.8%, and Male clients 39.9%– Level of education: 0-12 years of schooling 45.5%, bachelor’s degree 21.4%
• In 2010-11, 131,232 unique clients used at least one information and orientation service, and the main users were:– Category of immigrants: the economic class 43.1%, the family class 23.6%, and the refugees 23.8%– Age at arrival: 24-64 years of age 64.0%– Gender: Female clients 51.7%, and Male clients 41.7%– Level of education: 0-12 years of schooling 47.9%, bachelor’s degree 19.9%
• In 2010-11, 63,520 unique clients enrolled in language training, and the main users were:– Category of immigrants: the economic class 36.9%, the family class 36.4%, and the refugees 23.0%– Age at arrival: 24-64 years of age 81.8%– Gender: Female clients 66.2%, Male clients 32.4% – Level of education: 0-12 years of schooling 39.8%, bachelor’s degree 24.5%– Training Format: Part-time 58.1%, Full time 45.6%, and Distance 3.4%– LINC level: 32% attended more than one level
From 2005-06 to 2010-11, for provinces and territories where CIC manages settlement services,the usage of any settlement service has increased by 53.4%,
while the immigrant intake has increased by 0.4% (7% across Canada).
23
Usage of Settlement Services in Ontario
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
Note: For Information & Orientation Services aggregate data entry was phased out after July 2010.
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Clients who received at least one settlement service 104,602 97,636 106,258 126,467 139,775 148,419
Clients who received information / orientation services in Canada 53,556 49,386 57,444 75,682 87,175 103,928
Clients who attended LINC Language Training 42,588 41,125 42,697 44,595 46,941 49,970
Clients who received a LINC Assessment or Reassessment 32,023 29,159 29,937 33,832 34,286 34,770
25,000
35,000
45,000
55,000
65,000
75,000
85,000
95,000
105,000
115,000
125,000
135,000
145,000
155,000
165,000
175,000
185,000
195,000
Nu
mb
er o
f U
niq
ues
Cli
ents
Settlement Services usage in Ontariofrom 2005-06 to 2010-11
Any Services 41.9% increase since 2005-06
Info & Orientation94.1% increase since 2005-06
Language Training17.3% increase since
2005-06
Language Assessment
8.6% increase since 2005-06
Usage of settlement
services increased since
2005-06
All PTs
outside QC
Any Serv ices 53.4%
Information & Orientation 111.6%
Language Training 26.1%
Language Assessment 16.6%
24
What is CIC Doing to Ensure the Success of the Settlement Program?
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
A visual representation of the interaction between elements of the June 2008 ARAF that relate to performance measurement of the CIC Settlement Program.
Performance Measurement On-going collection of information on program performance (outputs & outcomes) to guide decision-making and enable reporting on program results
Settlement Program• Logic Model with expected Outcomes• Terms and conditions• Funding
Settlement Services Based on priorities for services and programming and directives to manage contribution agreements (left side of the logic model)
Outputs
Immediate Outcomes
Intermediate Outcomes
Ultimate Outcomes
MonitoringFinancial & operational activities exercised by settlement officers over contribution agreements and SPOs.
AuditTo determine whether the Department’s strategy and practices
related to risk management, control, and governance processes are adequate.
EvaluationSystematic collection and analysis of the performance of a program to
make judgements about relevance, progress or success and cost-effectiveness to inform future programming decisions about design
and implementation.
Evidence Based Decision-Making
Evidence Based Decision-Making
25
1. Fact Sheets (outputs): To complete the analysis of the Settlement Program data, Fact Sheets will include: • Scope of the analysis• Analysis of data available
– Intake, programming, studies, costs, etc.– Graphs to show trends and variations
• Are the results consistent with what is expected?– Why/Why not?, Any variations, per PT, per level of education, demographic, gender, other?
• Do we need to change programming to achieve something different or to build on good practices?
Next Steps (1/2)
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
Proposed Subjects
Across the Settlement Program
Language
Information and Orientation
Refugees
Seniors
Youth
Parents and Grandparents
The Fact Sheets will be: • Developed in collaboration with subject-matter experts• Approved by senior managers and available as reference tools• Made available to the public, either in whole or in part• Produced regularly and updated to reflect the most recent
information• Permit evidence-based policy development and program changes.
26
Next Steps (2/2)
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
2. Annual Project Performance Report (immediate outcomes)• Starting in November, the Report will be implemented across the
Settlement Program (with opportunities for refinements in the future)• The objectives of the Report are threefold:
– improve information collected about project results;– make better use of the information collected; and– strengthen the evidence base for on-going performance measurement, policy
decisions, and program development and evaluations• Results are expected in spring 2012
3. Settlement Program Client Survey (intermediate outcomes)• The client survey is a pilot project for measuring outcomes of CIC’s
Settlement Program and reporting key findings• Results are expected in spring 2012
27
• With all these measures and your support, we will be able to demonstrate the impact of our actions.
• Together, we all make a difference in the settlement and integration of newcomers.
• We must be able to show it!
Conclusion
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
28
Usage of Settlement Services, 2005-06 to 2010-11 (Outside QC, MB & BC)
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
Annex:
Data Source: iCAMS – April 2011 detailed iCAMS data extract.Note: Regional totals (Atlantic Provinces and the Territories) may include clients who moved from one province to another in the same region within a given fiscal year, meaning, some clients may be counted more than once.
A) Number of unique clients who received at least one Settlement
service2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Variation
2010 over 2005
All PTs outside QC, MB and BC 125,652 121,205 133,931 159,591 178,321 192,806 53.4%Atlantic Provinces 2,917 3,457 4,560 5,341 6,519 7,380 153.0%Ontario 104,602 97,636 106,258 126,467 139,775 148,419 41.9%Saskatchewan 1,730 1,784 2,419 2,797 4,044 5,311 207.0%Alberta 16,996 18,969 21,397 25,699 28,644 32,434 90.8%Territories 81 63 31 80 80 129 59.3%
B) Number of unique clients who received information / orientation
services in Canada1 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Variation
2010 over 2005
All PTs outside QC, MB and BC 62,013 59,269 69,616 91,623 105,328 131,232 111.6%Atlantic Provinces 529 548 558 724 1,072 4,233 700.2%Ontario 53,556 49,386 57,444 75,682 87,175 103,928 94.1%Saskatchewan 1,155 1,101 1,522 1,629 2,227 2,851 146.8%Alberta 6,998 8,407 10,249 13,773 15,027 20,520 193.2%Territories 38 37 13 52 29 74 94.7%
C) Number of unique clients who attended LINC Language Training
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11Variation
2010 over 2005
All PTs outside QC, MB and BC 50,390 49,585 52,839 55,622 59,764 63,520 26.1%Atlantic Provinces 1,017 1,164 1,490 1,638 1,841 1,972 93.9%Ontario 42,588 41,125 42,697 44,595 46,941 49,970 17.3%Saskatchewan 706 761 1,016 1,103 1,486 1,701 140.9%Alberta 6,189 6,634 7,758 8,412 9,565 9,930 60.4%Territories 0 19 7 15 26 84 N/A
D) Number of unique clients who received a LINC Language Assessment
or Reassessment Service2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Variation
2010 over 2005
All PTs outside QC, MB and BC 39,718 37,912 38,836 43,239 45,733 46,313 16.6%Atlantic Provinces 769 989 1,303 1,396 1,740 1,919 149.5%Ontario 32,023 29,159 29,937 33,832 34,286 34,770 8.6%Saskatchewan 468 590 685 927 1,481 1,979 322.9%Alberta 6,499 7,207 6,963 7,124 8,264 7,618 17.2%Territories 42 27 5 19 36 102 142.9%
29
4.Grants and Contributions: Risk-Based Management of
Relationships with Organizations
Wally Boxhill, DirectorIntegration Program Management
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
30
Guiding Principles for Managing Grants and Contributions (Gs&Cs)
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
Communication CommunicationAccountability Acte imputableTransparency TransparenceConsistency CohérenceHarmonizationModernization
HarmonisationModernisation
31
• As per the Treasury Board Policy on Transfer Payments, CIC is responsible for ensuring that: – Oversight and internal controls are cost effective and support the
management of transfer payments.
– Administrative requirements on recipients and staff are proportionate with identified need according to risk level.
– Assessments, monitoring, reporting and auditing reflect the risk specific to the program, materiality of funding, and risk profile of the recipient.
• CIC therefore needs tools and processes to: – Allow for a harmonized management of CIC’s Gs&Cs across
settlement, resettlement and multiculturalism programs.
– Maintain accountability and reduce administrative burden on recipients and staff in proportion to risk level.
CIC’s Responsibilities in Managing Gs&Cs
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
32
Funding Risk Assessment Model (FRAM) • Objective: FRAM is a new CIC tool that aims to facilitate a
standardized and efficient risk-based approach for assessing, managing and mitigating risks with respect to Contribution Agreements (CAs).
• Characteristics: The approach is… – Integrated:
• contains both financial and program elements
• Is included in program assessment processes and critical paths.
– Harmonized: Consistent across settlement, resettlement and multiculturalism Gs&Cs programs
– Standardized: Regions across the country speaking the same ‘risk language’ in managing programs and reporting.
FRAM: From Risk Aversion to Integrated Risk Management
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
33
• Materiality: CIC’s exposure consequent on amount of funding and to whom.
• Financial health: Financial viability based on applicants’ financial statements.
• Applicant history: Review of relationship with CIC/other departments; recurring problems.
• Management capacity: Established, stable, management of funds.
• Legal issues: Potential legal risk for CIC.
• External issues: Potential negative impact on CIC, including negative public or political attention.
FRAM Context / Risk Elements
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
34
• FRAM’s overall rating (risk categorization) informs:– Negotiation of CA:
• Cash management (frequency of payments and advances)
• Holdbacks
• Frequency of reporting requirements
– Management of CA:• Type and frequency monitoring/audits
• Scope of review of reports
• FRAM’s risk elements inform mitigation strategies, allowing for focused approach in CA management.
FRAM “Rating” and Mitigation Strategies
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
FRAM allows CA negotiation and management to be proportionate to risk.
Low-risk files managed with less oversight than high-risk files
35
• Benefits of FRAM : – Integrated. Harmonized. Standardized.
– In line with TB Policy on Transfer Payments, Directives and Guidelines.
– Responds to recommendations of Blue Ribbon Panel.
– Provides structure to CIC/organizational relationships.
• When: FRAM will be applied from fiscal year 2012-13.
Conclusions: Benefits and Timelines
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
36
5.Managing Gs&Cs on the Ground:
Implementation
Veronica Barnes, Regional DirectorSettlement, Inter-governmental Affairs and
Multiculturalism Directorate (SIGAM)1.
Context &
Direction
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
37
CIC Ontario Region: Grants and Contributions on the Ground
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
38
Reality on the Ground: Snap Shot of 2011-12
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
Quick Facts for 2011-12:
• CIC has 383 CAs with 261 SPOs across Ontario.• Of these CAs, 227 are one-year (Toronto and Hamilton) and 156 are
two-year agreements.• 2011-12 Ontario funding: $346.5M
Impacts of the Modernized Approach:
• Accountability: more outcome-based programming, new internal measures of performance management
• Innovation: process open to new, innovative ideas• Simplicity: Reduced number of CAs, less reporting for organizations
providing multiple services• Consistency: Same terms and conditions across settlement services• Still “work in progress”, to be refined, responding to the shifting needs
of clients
39
2012-13 Funding Allocation within Ontario (1/2)
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
Principles-Based Approach• Align with CIC’s “Settlement Plans and Priorities” and
Government of Canada priorities.• Maintain sector stability as much as possible.• Review all CAs based on client/community needs and
financial and activity monitoring results. • Recognize minimum program delivery costs for small and
medium size communities.• Maintain levels of resource currently allocated to
communities with newcomer population growth as much as possible.
40
2012-13 Funding Allocation within Ontario (2/2)
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
Possible Strategies:• Review all two-year CAs to ensure they are still aligned with CIC
priorities and fiscal reality.• Mapping exercises to identify trends, gaps, and opportunities to
consolidate.• Eliminate inefficient, ineffective services. • Establish clear negotiation guidelines.• Greater reduction from indirect services agreements to support
direct services delivery.• Reduction of the maximum administrative costs to 15%.• Minimum consideration to renovation and capital procurements
unless health and safety concerns.
41
2012-13 Negotiations Timelines
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
• End of November/beginning of December 2011: CIC will notify Service Providers in writing whether CIC intends to begin:• negotiating a new CA for 2012-13, or
• negotiating the wind-down of the current CA.
• Until mid-February 2012: Negotiations for new or amended CAs.
• Mid-March 2012: CIC to provide final CAs to Service Providers for signature
• April 1, 2012: 100% of CAs in place.
42
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
• Support the settlement sector: • Online workshop on financial management• Advanced financial management classes• Support related to performance measurement initiatives
• Communicate with the sector:• Communiqués• E-newsletters • OCASI Board of Governors
• Work with partners:• Other federal departments, including HRSDC• Other levels of government, including MCI, Cities, Association of
Municipalities of Ontario• Other funders, including United Way and Trillium.
Throughout and Beyond the Process, CIC is Committed to...
43
• Launch of a new Call for Proposals in 2012 for the 2013-14 CAs
• New Terms and Conditions to be developed for the 2013-14 CAs
• Continued economic uncertainty domestically and globally
• Evolving government-nonprofit relationship worldwide (e.g. increased role of non-government actors, such as the Gates and Clinton foundations; UK’s “Big Society” experiment)
• Continuing innovation and partnership at home (e.g. Local Immigration Partnership)
Beyond 2012-13
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
44
Thank you.
1. Contex
t & Directi
on
2. Performance Measuremen
t
3. Data
Analysis
5. Risk Management
6. Implementa
tion
