CIC Program Delivery Presentation to BC Organizations Feb. 8, 2013

Objective:  Provide an introduction to the CIC program delivery and recent improvements Outline  Context  Contribution Agreement Lifecycle  Changes arising from the Gs & Cs Modernization Initiative 2 Overview

CIC programs delivered according to federal Transfer Payment Policy, Directive and Guidelines Settlement program Terms and Conditions describe the program design and performance measurement framework  National projects under the Innovation Fund delivered from NHQ  Eligibility is limited to permanent residents and protected persons  Some exceptions (e.g. live-in caregiver initiatives)  Once a person becomes a citizen, comparable services are often provided by other federal departments (e.g. literacy is covered under HRSDC’s portfolio) Annual allocations according to immigration levels determined annually Settlement program has nationally and regionally delivered components:  National projects under the Innovation Fund delivered from NHQ  Direct and indirect services delivered regionally (Western Region with an office in Vancouver) 3 Context

4 Agreement Lifecycle – Call for Proposals (CFP)  Project intake is done through a Call for Proposal posted on-line  CFPs include application guidelines and CIC’s priorities to guide how organizations submit their proposal, budget and background documents  CFPs open for 5 – 6 weeks and are usually annual  Proposals may include indirect services and/or one or more direct services  CFPs for CIC programs now nationally administered with regional assessment of proposals  CIC assessment of a proposal determines whether it meets priorities and needs of communities while demonstrating value for money

5 Agreement Lifecycle – Negotiate Agreement  Contribution agreements are negotiated for one to three years  Agreements can be amended if circumstances or needs change  Agreements outline the responsibilities of each party and include objectives, activities & anticipated budget  Each project is assessed according to the Funding Risk Assessment Model which assigns a level of risk  This determines the monitoring, payment, and audit frequency & the holdback amount

6 Agreement Lifecycle – Monitoring and Payments  Project officer will monitor project including  Site visits and asking information on ongoing activities  On site or off site review of financial information (review of invoices, receipts and other records)  Funding recipients must submit  Performance reports (iCARE, APPR)  Activity reports (narrative reports)  Financial reports (claims, cashflows)  Payments made monthly, quarterly or semi- annually based on claims, which are based on eligible and actual costs incurred  Advance payments available if needed to deliver project  Project officer main point of contact for recipient on any agreement management questions or issues

7 Agreement Lifecycle – Close File  Recipients may be audited during the project or after it is completed  Recipient must submit a final report  During a program evaluation, recipients may be asked for further information or interviewed

Gs & Cs Modernization part of CIC’s Modernization 2015 Agenda continues to roll out. Its objectives are:  One global CIC workforce moving toward paperless processing  Majority of CA management through the CIC web site and our e-suite of services  Focus on areas of high risk while streamlining low risk relationships  High quality service delivered by a knowledgeable, skilful and flexible workforce  Resources focused on core business Budget 2012 announcements and reorganization (centralization, fewer resources) strengthened the case for modernization  Other drivers include the Blue Ribbon Panel (2006), the Auditor General’s Report on HRSDC Gs & Cs (2000), and the Federal Accountability Act (2006).Blue Ribbon PanelAuditor General’s Report on HRSDC Gs & CsFederal Accountability Act 8 CIC’s Modernization Agenda

The Modernization Initiative has engaged the sector to solicit feedback  SIJPPC is the principal channel for this engagement to reflect CIC’s national approach  First presented to SIJPPC in April 2012 with an update in November Working with the Sector Formed a working group with SIJPPC representatives  Sector representatives canvassed their constituents and developed a list of 22 issues  From this list, the group has focused on payment frequency, advances, flat rate concept, and budget categories Engagement has been positive and collaborative; further work on other issues to continue

The Modernization Initiative has made significant progress within each of the three pillars of modernization:  Managing Risk  Managing Workload  Managing Workforce 10 Gs & Cs Modernization Initiative

Full implementation of the Funding Risk Assessment Model (FRAM) tool  For the vast majority of low-risk recipients, less paperwork and more time to deliver services to newcomers.  For CIC, more time to focus monitoring where it is most needed  This will mean that advances and quarterly payments will be available for most low-risk recipients 11 Managing Risk

National Call for Proposals with service standards and national funding guidelines Flat administrative costs rate  Recipients allowed to spend up to 15% of their budget on administrative costs without having to provide detailed justification of their spending Streamlined contribution agreement budget line items and increased flexibility in moving funds between lines Streamlined internal approvals process  Changes to process will make approvals more timely  Simplified amendments process (minor and major amendments) 12 Managing Workload

Centralized functional guidance and oversight for national consistency in program delivery Moving towards greater national consistency in staff training and guidelines  CIC is harmonizing work across the Settlement, Resettlement, and Multiculturalism programs  As part of the National CFP, a national approach to negotiations Move towards generic job descriptions for flexible workforce 13 Managing Workforce

 Communication and dialogue are key  Need to continue to move closer to striking the right balance between accountability and efficiency in a tight fiscal environment  Ensure that changes are in line with the recommendations of the Blue Ribbon Panel and the Government of Canada Action Plan to Reform the Administration of Gs & Cs Programs  Continue working with the sector to identify further areas for modernization and measure our progress Way Forward for CIC Grants and Contributions

Questions/ Comments? 15 Conclusion