Tues oct 23 pm cic nhq ops presentation en bruce scoffield

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  • 1. Future Directions in CIC’sProgram DeliveryPresented at OCASI ED ForumBy Bruce Scoffield, DG, IPMBOctober 23rd, 2012
  • 2. Presentation Outline1. New Operational Context2. Grants and Contributions Modernization Initiative – Overview – Progress to Date – Working with the Sector3. Moving Forward – How can we better innovate? 2
  • 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 3
  • 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 4
  • 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 5
  • 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 6
  • 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 7
  • 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 8
  • 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 9
  • 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 10
  • 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) 11