Management of Grants and Contributions at CIC

Travelling down a “two-way” streetNovember 3rd 2009November 3 , 2009

Grants & Contributions at CICGrants & Contributions at CIC• CIC manages several Gs&Cs programs• Funding provided to organizations or individuals to support theFunding provided to organizations or individuals to support the

settlement, adaptation and integration of newcomers into Canadian society and to foster intercultural understanding and Canadian values among all Canadians towards building an integrated and socially cohesive society ,via the:cohesive society ,via the: 1. The Settlement Program; 2. Resettlement Assistance Program; 3. Multiculturalism Program; and 4 C it Hi t i l R iti P4. Community Historical Recognition Program.

• These programs vary in their terms and conditions, delivery model, recipients of funds and specific objectives; however all are managed within guiding principles and criteria against which proposals and

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organizations are assessed.

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Grants and Contributions at CICGrants and Contributions at CIC

Grants and contributions funds represent almost 70% of Grants and contributions funds represent almost 70% of department’s budget

Over the past 5 years, budget for contribution agreements (CAs) more than doubled

Number of contribution agreements has likewise doubled - from some 450 in 2005-2006 to almost 1000 across the country

Ontario: 250 agreements Value: $56 M

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Grants & Contributions at CICSettlement Program RAP FCRO Multi

ProgramCHRP

Policy Objectives

To provide newcomers with information to make decisions; language training

To provide income support and

To help foreign-trained

To promote intercultural understanding

To recognize specific historicaldecisions; language training

and have skills to function in Canada, assistance to find employment; and help establish networks to be engaged in their

support and immediate and essential services to resettled refugees.

trained workers succeed and put their skills to work in Canada

understanding and Canadian values, civic participation, and institutional change.

historical experiences of ethno-cultural communities, and/or to educate g g

communities.g

more quickly.g

Canadians in this respect.

Budget (2009-10) Grant: $234M (Qc)

Cont: $664MGrant: n/aCont. $56M

Grant: n/aCont: $3M

Grant: $6.6MCont: $5.1M

Grant: $1.1MCont: $9.9M

# of CAs 741 (approx. 900 per year)

28 0 1 2 CAs plus one grant

Funding cycle 1 National and several First CFP CFP in PNR in CFP is

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and number of CFPs

regional CFPs in Fall, for funding starting April 1, 2010

in summer 2009

Spring 2009 planned

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Grants & Contributions at CIC (cont’d) Settlement and Resettlement Programs:

Close to 400 Service Provider Organizations (SPOs) delivering LINC, ISAP Host and RAP programs:ISAP, Host and RAP programs:

• Majority (over 80%) with $$ value over $50K• Many are multi-year

Bulk of settlement /resettlement programming is for direct service p g gdelivery to clients – continuity of service offering is key;

Payment made for clearly defined services, after services rendered; Management of CAs primarily at regional level Innovation Fund – managed at national level

Multiculturalism Programs:R hl 50 t i f t d t ib ti d

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Roughly 50 agreements, mix of grants and contributions; and, Coordination done centrally.

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Settlement Program Operating Context -C it i f C t ib ti A t R i i tCriteria for Contribution Agreement Recipients “Service Providers” or “Recipients” are defined, according to the

Terms and Conditions for the Settlement Programs as follows:Terms and Conditions for the Settlement Programs, as follows: Provinces with an alternative funding arrangement – British Columbia and

Manitoba; Provincial, territorial or municipal governments; Not-for-profit organizations including non-governmental organizations, non-

profit corporations, community groups and umbrella organizations; International organizations (requires approval of the Governor-in- Council; Businesses educational institutions and individuals Businesses, educational institutions, and individuals.

Questions concerning who should be eligible clients (e.g. Canadian citizens, temporary foreign workers and asylum seekers/refugee claimants)

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seekers/refugee claimants).

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Resettlement Program Operating Context -C it i f C t ib ti A t R i i tCriteria for Contribution Agreement Recipients

• Ts &Cs identify 2 groups of recipients– Refugees resettled to Canada– Refugees resettled to Canada– SPOs that provide assistance to these persons, as follows.

(a)a business;(b)a non-profit corporation; (c)a non-governmental organization;(d)an intergovernmental organization;(e)a community group; (f) an educational institution; (g)an individual;(h) an umbrella organization;(i) a provincial, territorial, municipal government department/agency;(j) the United Nations High Commissioner for Refugees (UNHCR);

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(j) g g ( )(k) a referral organization (as defined in the Regulations);(l) an overseas service provider; and(m) an international organization.

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Multiculturalism Program Operating Context Criteria for Contribution Agreement/Grant Recipient

• Canadian not-for-profit organizations or associations; • Non-federal Canadian public or public-interest o ede a Ca ad a pub c o pub c e es

institutions such as the media, boards of education, schools, colleges and universities, chambers of commerce law enforcement and police agenciescommerce, law enforcement and police agencies, hospitals, and other health care institutions;

• Regional and municipal governments and their g p gagencies;

• First Nations and Inuit governments, band councils and organizations; and

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and organizations; and • Canadian citizens and permanent residents.

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Program Management RulesM t C t l F kManagement Control Framework

• Gs&Cs management supported by robust management control frameworkG l t h t bilit b idi l• Goal – to enhance accountability by providing clear and consistent national guidance to CIC staff delivering/overseeing the Gs&Cs programs andg g p g

• To ensure proper selection, negotiation and management of contribution agreements through relevant training tools and guidance to both CIC staff

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relevant training, tools and guidance to both CIC staff and service providing organizations

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Management Control Framework (cont’d)

• Key elements– Performance measurement– Program evaluation– Program evaluation– The CA process itself (planning, assessment, negotiation,

management, monitoring and evaluation

• Reinforced throughout by:• Reinforced throughout by:– Staff Training– Development/revision of Manuals and User’s Guides

St d d ti l CA f d h d l d

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– Standard national CA forms and schedules; and– Management tools(electronic interfaces) to support both CIC staff

and SPOs9

The Lifecycle of a Contribution AgreementThe Lifecycle of a Contribution AgreementThe Lifecycle of a Contribution Agreement

Planning

CA P lCA Proposals –Settlement programs

Closing out Agreements

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Assessing and Recommending Proposals

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Preparing ContributionAgreements

Amending CAsand Documenting Files

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Reviewing Claims,and Calculating Payments Monitoring

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CA ProposalsCA Proposals

Contribution Agreements originate in several ways: Calls for Proposals:

• Open to all eligible organizations or individuals. “New” Agreements with existing service providers:

• Ongoing service need; and,• SPO has solid delivery track record:

• Amendments to existing Agreement:• Expand existing service or add related service.

Unsolicited proposal:• Seldom used – respond to urgent need.

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Management Control (Project and O i ti l/S i P id A tOrganizational/Service Provider Assessment

• Calls for proposals• All proposals are assessed to determine whether they align with and support

departmental priorities and provide good value for money. They must:– Comply fully with TB Policy on Transfer Payments;– Accurately reflect program Terms and Conditions;– Deliver program objectives and results, meet client needs; andDeliver program objectives and results, meet client needs; and– Represent a sound investment in cost-effective delivery by competent, efficient

and reliable organizations and service providers.• Organizations and Service providers are assessed with respect to:

Legal status and reputation; Organizational and governance structures (Executive– Legal status and reputation; Organizational and governance structures (Executive Director, elected Board); Financially and structurally sound; and History (projects, activities, known affiliations – including those on National Security Listed Entities)

• Guidelines and standards to ensure program integrity and value for money. Assessments are documented and reviewed to exercise due diligence

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Assessments are documented and reviewed to exercise due diligence.

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Accountability and MonitoringAccountability and Monitoring• Service Providers and organizations submit reports to CIC • Value for money: Initial assessments reinforced by activity/financial y y y

monitoring by CIC staff• Identifying and Managing Risk: Analysis to determine level of risk and

monitoring requirements.– Audits, reviews and monitoring are essential components of CIC’s overall

control framework. A formal, systematic approach to assessing management practices is used to conduct internal and external audits. Results are reported to senior management.

• Course correction: For quality assurance, sample reviews and monitoring reports sent to RHQ/NHQ

– Applies to both scheduled monitoring plans and post-audit activities

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• Regional/National Headquarters advised of issues of concern.

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Program Management Tools iCAMSProgram Management Tools – iCAMS

Immigration – Contributions Accountability Measurement System (iCAMS): Internet based database designed to collect service and client Internet-based database designed to collect service and client

information on CIC’s settlement and resettlement program delivery from service provider organizations.

Fully implemented in 2004, but further work is required to develop y p , q pits reporting to facilitate program monitoring and evaluation.

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Transitions: Engaging in new agreements or closing agreements with existingor closing agreements with existing

organizations/service providers

• Some projects have a natural end to their life cycle (e.g. Multiculturalism projects; testing of new approaches), while others are ongoing business requirements (e.g. Language training).

• If issues arise during the life of some agreements:– Work with organizations towards addressing the issues of concerng g– Follow a well defined and documented process of engagement– As appropriate, advise senior management– As appropriate, bring agreement to an end.

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pp p , g g• Ensure continuity of service for clients

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TBS Government Action PlanTBS Government Action Plan

In response to the 2007 Blue Ribbon Panel on Grants d C t ib ti th T B d S t i t fand Contributions, the Treasury Board Secretariat of

Canada (TBS) has developed a Government Action Plan to Reform the Administration of Gs and Cs. The Action Plan includes 3 core elements: Policy Reform – a new Policy on Transfer Payments effective

October 1, 2008; Horizontal Enablers – a Centre of Expertise (CoE) to provide

leadership for the reform of Gs and Cs; and Departmental Action Plans for Gs and Cs reform.

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CIC Departmental Action PlanCIC Departmental Action Plan As part of the Government Action Plan, each

department is required to develop and implement its p q p pown Departmental Action Plan (DAP) to review Gs and Cs management practices, identify opportunities for improved service delivery and increased p yefficiency, and share best practices.

The following elements of the DAP are to be developed by March 31 2010:developed by March 31, 2010: Risk management; Engagement of applicants and recipients; and, Establishment of departmental service standards for transfer

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ppayment programs.

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Elements of CIC DAP

• Clarity and consistency in program delivery and integrated program implementation –settlement, resettlement, multiculturalism and foreign credential recognition

• Stakeholders see consistency in management of Transfer Payments Programs

• Reduction in administrative burdens for recipients, clarity in relationships and expected results faster and improved servicerelationships and expected results, faster and improved service and adhering to service standards

• Establishment, communication, monitoring and reporting against service standards

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se ce sta da ds

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Elements of CIC DAPElements of CIC DAP(cont’d)

• Standardized, department-wide Risk-based approach to Gs&Cs Management, particularly the identification of monitoring and audit needs

• Updated forms and schedules with simplified, clearer and more user-p p ,friendly language

• Use of common tools and enhanced access to relevant information to guide program delivery

• Foster efficiencies in departmental interaction with service providing p p gorganizations and better integrate and facilitate cross-referencing of information from multiple sources

• Adoption of practices found to be successful in other government departments

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• Strengthened capacity in sector, will allow CIC staff to have more time to address/monitor and influence outcomes of initiatives and projects

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QUESTIONSDISCUSSION