In a bid to enhance its operational efficiency and effectiveness, Canada’s Immigration, Refugees and Citizenship Canada (IRCC) recently implemented major changes. These transformations were influenced by a comprehensive study commissioned by the department, aiming to streamline and modernize its processes.
The Driving Force: Neil Yeates’ Report
Earlier this year, IRCC received a thought-provoking report from Neil Yeates, a former Deputy Minister within the department. The report was commissioned by IRCC to assess the effectiveness of its current structure in achieving its mandate. Deputy Ministers, like Neil Yeates, play pivotal roles as senior civil servants overseeing the management of their respective government departments. They are instrumental in shaping departmental policies, strategies, budgets, and operations.
Yeates’ report, which we have had access to, asserts that “the current organizational model at IRCC is broken but is being held together by the hard work and dedication of staff.” It outlines a series of recommendations designed to realign the organizational structure, reform the governance system, strengthen management systems, and foster a culture that better supports IRCC’s goals and objectives.
Key Challenges: A Broken Model and Rapid Growth
The report highlights two primary reasons for the broken model. First, IRCC operates in a complex and challenging environment both within Canada and globally. Second, the department has undergone substantial growth since its current organizational structure was introduced over two decades ago. For perspective, the total workforce at IRCC has surged from 5,352 employees in March 2013 to 12,949 employees as of January 2023.
Christiane Fox: Leading the Change
Christiane Fox, the current Deputy Minister of IRCC, expressed that when she took on her role in July 2022, the situation at the department “felt like a crisis.” Her colleagues were under significant stress and exhaustion. Recognizing the need for change, Fox, in consultation with public stakeholders and IRCC applicants, has been gradually implementing these changes since June 2023.
A New Organizational Model
One of the major IRCC changes is the department’s reorganization into distinct sectors. These sectors include Asylum and Refugees Resettlement, Citizenship and Passport, Chief Financial Officer, Chief Information Officer, Client Service, Innovation, and Chief Digital Officer, Communications, Corporate Services, Economic, Family, and Social Migration, International Affairs and Crisis Response, Migration Integrity, Service Delivery, Settlement Integration and Francophone Affairs, and Strategic Policy.
This reorganization aligns with Yeates’ recommendations and enhances IRCC’s responsiveness to global changes and crises. For instance, the newly formed International Affairs and Crisis Response sector is designed to improve IRCC’s preparedness for humanitarian crises and its ability to formulate effective responses, given the department’s frequent involvement in such situations.
Client-Centric Approach
Furthermore, Fox emphasizes the importance of adopting a more client-focused approach. IRCC aims to integrate the experiences of applicants more strongly into its decision-making processes, ensuring that the department is attuned to the needs and perspectives of those it serves.
Key Challenges and Opportunities for IRCC
The Yeates report identifies several forces impacting IRCC, including:
- The evolving nature of work, accelerated by the pandemic, with more remote work and the challenge of maintaining organizational culture.
- High demand for IRCC services, which often exceeds processing capacity, leading to growing inventories.
- IRCC’s substantial growth, necessitating a reevaluation of its organizational structure.
- The need for a comprehensive immigration policy review.
- The imperative of digital transformation.
- Global uncertainties like armed conflicts, threats to democracy, and climate change driving global migration.
Cultural Insights
Yeates’ report also delves into IRCC’s culture. It notes a commitment among staff that has helped mitigate shortcomings in organizational structure and management systems. However, it highlights a tension between enforcing the Immigration and Refugee Protection Act (IRPA) and prioritizing client services. This tension arises from IRPA’s framework, which includes many reasons for applicant denials. The report suggests that unconscious bias among immigration officers may impact decision-making. On the flip side, there are those within IRCC more inclined to waive requirements and compromise to enhance service quality.
Key Recommendations
Yeates’ recommendations span four critical areas:
- Organizational Structure: Transition to a business line organization.
- Governance: Establish new committees and review responsibilities.
- Management Systems: Implement a robust planning and reporting regime.
- Culture: Examine IRPA and its impact, review staff training, and enhance the involvement of IRCC’s diverse communities in governance.
In conclusion, these changes reflect IRCC’s commitment to evolve and adapt to a rapidly changing immigration landscape. By addressing organizational challenges and fostering a client-centric approach, IRCC aims to better serve those seeking to make Canada their new home while effectively managing the complexities of immigration in a modern world.
