October 8th, 2023 at 05:18 am
Canada’s Immigration Department Undergoes Significant Transformation to Enhance Efficiency
Last week was a watershed moment for Immigration, Refugees, and Citizenship Canada (IRCC), as it launched on a transformational journey to better its operations. This initiative is a direct response to a comprehensive analysis commissioned earlier this year by Neil Yeates, a former Deputy Minister at IRCC. Yeates cites several areas where IRCC may improve its efficacy and efficiency in his study, laying the groundwork for a substantial reform of the department’s structure and operations.
The Broken Organizational Model
The conclusion of Yeates’s analysis is unequivocal: the current organizational model used by IRCC is “broken,” and the only thing keeping it together is the unwavering dedication and persistent effort put forth by its employees. The document outlines a plan for realigning the structure of the department, restructuring its governance system, strengthening management procedures, and fostering a culture that more effectively supports the goals and objectives of the organization.
The tough operating environment encountered by IRCC, both inside Canada and overseas and the department’s exponential growth over the previous two decades are the two primary reasons behind the charge that the model is flawed. The allegation is founded on two fundamental facts. It is noteworthy that the number of employees at the IRCC has climbed from 5,352 in March 2013 to 12,949 in January 2023, demonstrating the remarkable expansion of the department.
IRCC in Peril
The current Deputy Minister of IRCC, Christiane Fox, remarked that her term has been one that has “felt like a crisis” throughout it. Fox took office in July 2022, and she made this statement shortly after taking office. She admitted that her coworkers were dealing with a significant level of stress and weariness, and she highlighted how important it was to make a change. In June of 2023, Fox came up with a plan of action rather than waiting for a problem to become even more severe before taking action. The results of Yeates’s research and conversations with stakeholders, including people who had applied to the IRCC, served as the impetus for this decision.
Restructuring and a Business-Line Model
One of the most major modifications undertaken is the department’s reorganization into discrete business lines, which mirrors Yeates’ recommendations. This restructure entails dividing IRCC staff into sectors that correspond to the numerous client groups served by the department, as well as portions that remain flexible to global shifts. The establishment of an International Affairs and Crisis Response sector, for example, intends to improve IRCC’s preparedness for humanitarian disasters and facilitate fast action. This growth is consistent with IRCC’s recurrent participation in crises such as the Ukrainian crisis and recent resettlement operations for Afghan and Syrian refugees, among other things.
Fox highlights the significance of improving client attention within IRCC, with the intention of incorporating applicant experiences more prominently into the department’s decision-making processes.
Among the most recent modifications, the department was reorganized last week, dividing itself into the following sectors:
- Client Service, Innovation, and Chief Digital Officer
- Communications
- Corporate Services
- Economic, Family, and Social Migration
- Settlement Integration and Francophone Affairs
- Strategic Policy
- International Affairs and Crisis Response
- Migration Integrity
- Asylum and Refugee Resettlement
- Citizenship and Passport
- Chief Financial Officer
- Chief Information Officer
- Service Delivery
IRCC Influencing Factors
Yeates highlights numerous factors that influence IRCC operations:
- COVID-19 and the Hybrid Work Environment: Because of the pandemic, more employees, including those at IRCC, are adopting remote work. However, the long-term impact on the organizational culture of the department is unknown.
- Demand for IRCC Services: Despite measures such as program limitations to manage application numbers, IRCC frequently faces demand that exceeds its processing capability.
- Growth of IRCC: IRCC’s personnel has grown significantly, rendering the department’s current organizational structure insufficient for its current magnitude.
- Review of Immigration Policy: A review of immigration policy at IRCC could be critical in determining the department’s future course.
- Digital Transformation: With substantial funding, IRCC’s Digital Platform Modernization is critical for the department’s shift to a fully digital entity.
- Uncertainty in the Global Economy: Global wars, threats to democracy, and variables like climate change continue to influence migration trends, having a considerable impact on IRCC activities.
Departmental Culture and Implicit Bias
Yeates’ article dives into the departmental culture of IRCC, which employees frequently describe as “committed, collaborative, and supportive.” This culture has been critical in overcoming organizational issues. Yeates, on the other hand, notes a schism inside the department between the “IRPA school” and the “client service school.” The former prioritizes enforcing immigration regulations, whereas the latter is more willing to waive restrictions and make concessions to improve client service. The research recommends addressing the possibility of unconscious bias among immigration officials, which may influence decision-making.
Transformational Recommendations
Yeates’ suggestions are divided into four categories: organizational structure, governance, management systems, and culture. Among the highlights are:
- Transitioning to a business line structure.
- Protocols for crisis and emergency management are being developed.
- Committee membership is being reconsidered.
- Implementing a new planning and reporting system.
- Creating a long-term strategic plan.
- Creating an annual planning cycle.
- Quarterly reporting is being implemented.
- Conducting a policy assessment on immigration.
- Increasing staff training and incorporating varied perspectives into governance.
The IRCC has demonstrated its commitment to adapting to shifting dynamics, as well as increasing its efficiency and effectiveness, through its journey toward transformation. Changes recommended in the Yeates report usher in a new era for Canada’s immigration department, which will now be in a better position to serve its customers and other stakeholders in a world that is constantly evolving. As the department expands, it is working hard to preserve the focused culture it has always had while also meeting the challenges posed by a world that is always evolving.
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