1. Future Directions in CIC’s
Program Delivery
Presented at OCASI ED Forum
By Bruce Scoffield, DG, IPMB
October 23rd, 2012

2. Presentation Outline
1. New Operational Context
2. Grants and Contributions Modernization
Initiative
– Overview
– Progress to Date
– Working with the Sector
3. Moving Forward
– How can we better innovate?
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3. 1. New Operational Context
• Funding will now reflect a 90/10 ratio
– CIC wants to get as close as possible to 100% of
funding going to direct services
• The first National Call for Proposals (CFP) was
launched this year
– Will lead to greater national consistency in
agreement management
• CIC will be resuming full federal authority for
settlement services in Manitoba by April 2013
and in British Columbia by April 2014
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4. 2. Grants & Contributions (Gs&Cs) Modernization
• Launched December 2011 with a vision of:
– Shared accountability between recipients and CIC with lighter
reporting burden for low-risk recipients
– Improved efficiency and consistency between programs and
regions with standardized tools that deliver quick decisions
and respond deftly to changing circumstances
– Requirements that are understood by recipients to be fair,
consistent, and supportive of substantive program outcomes
• Efforts are aligned with the three pillars of modernization:
– Managing Risk
– Managing Workload
– Managing Workforce
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5. Progress to Date
• The Modernization Initiative has made
significant progress within each of the three
pillars:
– Managing Risk – the introduction of the Financial
Risk Assessment Model (FRAM) tool
– Managing Workload – the launch of the first
National CFP
– Managing Workforce – greater consistency in the
guidance and training provided to staff across the
country
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6. Managing Risk: FRAM Tool
• Standardized project-based assessment tool to identify and
manage risks associated with successful implementation of all
Contribution Agreements at CIC
• Assessment results determine a ‘risk profile’ (high, moderate or
low) for each file. These levels, including management
measures, generally correspond to the degree of “maintenance”
and attention required on the file
• Intention is to standardize and achieve operational efficiencies by
ensuring proportionate administrative controls, particularly for
the following areas:
– Reporting and payment frequencies
– Number of monitors / audits
– Amount of holdback applied to agreements
• FRAM accords with the Policy on Transfer Payments and
recommendations of the Blue Ribbon Panel
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7. Managing Workload: National CFP
• First National CFP – will lead to greater consistency across
regions in screening, making funding decisions and
negotiating new Contribution Agreements
• Launched August 1st; applications accepted until
September 7th, 2012
– Almost 900 proposals received (over one-third from Ontario)
– All acknowledged in keeping with our 1st service standard
– Eligibility decisions now communicated, respecting our 2nd
service standard
– Funding decisions by January 10, 2013 to respect our 3rd
service standard
• Negotiation of new agreements for start up in April 2013
• Agreements for up to 3 years
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8. Managing Workforce: Greater Consistency
• 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, staff will receive
negotiating guidelines
– New role for IPMB in the centralization of
functional guidance and oversight
– A new regional structure will mean a more
consistent application of guidelines
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9. Working with the Sector
• As the Modernization Initiative moves to address other delivery
issues, it has engaged the sector to hear concerns and solicit
feedback on proposals
– SIJPPC is the principal channel for this engagement to reflect CIC’s
national approach
• Presented to SIJPPC in April and formed a joint working group
– Sector representatives canvassed their constituents and developed
a list of 22 issues
• From this list, the working group is focusing on:
– Payment frequency
– Advances
– Flat rate concept for administrative costs
– Budget categories and line items
• Will return to SIJPPC in November and continue to engage
recipients in the modernization process
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10. 3. Going Forward: Innovation
• How can we be more innovative in service delivery?
– Operationally innovative
– Not just the what, but also the how, which in turn can allow
for better client value and cost-effectiveness
• This goes beyond the work of the Modernization Initiative
– Needs to be an ongoing effort
– Is the Innovation Fund being used to its full potential? (i.e. is
there potential to test new service delivery approaches?)
• The sector is best-placed to generate new and innovative
approaches
– CIC looks to you for these ideas (e.g. innovative partnering
arrangements to improve how we deliver)
– Through closer collaboration and networking, new service
delivery approaches can be achieved
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11. Next Steps
• Continue to use a national approach through
building on the successes of the national CFP
and FRAM
• Continue work of the Modernization Initiative
and engaging SIJPPC and the Gs&Cs Delivery
Working Group to address priority areas
• Provide better linkages between programs
through harmonization
• Over the longer term, CIC will explore how to
better leverage technology (i.e. online interface)
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