IRCC is ardently working toward better management of the pilot programs due to an internal audit recommendation. It is bent on creating a few important guidelines.
IRCC’s Accountability Branch and the Internal Audit bring forth special reviews to help the senior management in improving the departmental operations. The internal audit evaluates the working process of IRCC such as its governance, controlling procedures, and risk management.
The accountability branch held an internal audit for Immigration Pilot Programs. These Pilot programs are not permanent and tend to function for at least five years. However, this operation applies only before IRCC implements its decision to convert its Pilot program into a permanent one. Every Pilot program receives at least 2,750 applications for annual processing.
Three Pilot Programs had been chosen for a thorough examination. The programs are the Atlantic Immigration Program, Caregiver Pilots, and the Start-Up Visa Program.
The results of these programs were revealed on March 29 and their online publishing date was August 8.
Internal Audit Recommendation
The internal audit brought about a new suggestion to introduce specific principal guidelines concerning the Pilot programs.
In general, Pilot programs need to have more financial and human resources when they are being designed. However, numerous Pilot programs have come into effect without needing any additional resources. These programs have also met the required demands. Programs such as the Atlantic Immigration Program and the Caregiver Pilots and several others are perfect examples without any outside funding.
These Pilot programs depended on whatever resources were available within the department. They relied on its internal potential to execute according to fixed priorities. As a result, IRCC’s staff felt pressured.
The impact created by the Pilot programs on IRCC’s staff wasn’t measured or analyzed. On the whole, IRCC’s staff’s potential to execute the main programs or their effort to create impactful strategies for mitigation using Pilot programs could not be assessed.
Specific tasks related to Pilot training displayed inconsistency. Consequently, employees found it difficult to manage the burden of their work. The department somehow failed to recognize the efficiencies in training.
The staff members who are particularly experienced in processing applications tend to develop and deliver the specific training for the Pilot program.
No reviews are available concerning the quality assurance of the training program. The unavailability of reviews can significantly impact the sustainability of the training program within the department.
