cic managing grants contributions
DESCRIPTION
Management of Grants and Contributions at CIC Travelling down a “two-way” street November 3rd, 2009TRANSCRIPT
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
1
organizations are assessed.
1
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
22
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
3
and number of CFPs
regional CFPs in Fall, for funding starting April 1, 2010
in summer 2009
Spring 2009 planned
3
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
4
Roughly 50 agreements, mix of grants and contributions; and, Coordination done centrally.
4
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)
5
seekers/refugee claimants).
5
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);
6
(j) g g ( )(k) a referral organization (as defined in the Regulations);(l) an overseas service provider; and(m) an international organization.
6
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
7
and organizations; and • Canadian citizens and permanent residents.
7
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
8
relevant training, tools and guidance to both CIC staff and service providing organizations
8
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
9
– 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
12
8
Assessing and Recommending Proposals
3
7
Preparing ContributionAgreements
Amending CAsand Documenting Files
4
56
11
Reviewing Claims,and Calculating Payments Monitoring
11
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.
1111
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
12
Assessments are documented and reviewed to exercise due diligence.
12
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
13
• Regional/National Headquarters advised of issues of concern.
13
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.
1414
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.
15
pp p , g g• Ensure continuity of service for clients
15
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.
1616
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
17
ppayment programs.
17
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
18
se ce sta da ds
18
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
19
• Strengthened capacity in sector, will allow CIC staff to have more time to address/monitor and influence outcomes of initiatives and projects
19
QUESTIONSDISCUSSION