Knowing the details about IRCC’s decision-making committees will help you understand the structure of these committees. Former Deputy Minister Neil Yeates recently released a report on the flaws within the IRCC system. Furthermore, the report highlighted the challenges related to the functioning of the entire system. He emphasized that IRCC committees often exceed the number of committee members. The fixed number of members must be between 8 and 12.
As a result, the meetings take a great deal of time and often lead to challenging times when forming strategic decisions.
He even reiterated that they must take several steps to establish superior management systems. This includes planning and reporting. In addition, reforming the governance system and realigning the organization’s framework incorporates a significant shift to a business line-based structure.
Knowing the details about IRCC’s decision-making committees
The IRCC may become more efficient and better handle the growing service demand. This is possible if the committee and decision-making process is enhanced.
Operational Governance Committees
The three components of the IRCC decision-making committees are separated. The operational governance side handles decisions that affect the department’s daily operations.
Four distinct committees operate under this section, and their meeting schedules vary.
The IRCC’s digital transformation and other transformation projects are reviewed during the biweekly meetings of the Digital Transformation Program Board. The committee acts under the Corporate Governance Division and reports to the Transformation Committee.
The senior management-level Issues Management Committee convenes every two weeks to deliberate and make decisions on matters pertaining to operational priorities, policies, and programs.
In order to debate financial and managerial excellence and responsibility, the corporate and finance committee also meets every two weeks. It offers strategic counsel based on risk to aid in decision-making. In terms of corporate governance, both committees answer the Executive Committee.
The department also has a weekly “look ahead” committee that serves as a forum for information exchange.
Corporate Governance Committees
The Corporate Governance segment of committees consists of three committees.
The Transformation Committee strives to offer department-wide leadership in order to assist IRCC. This is an effort to help the department realize its goals, objectives, and outcomes related to transformation. The Digital Transformation Program Board provides some information about it.
The Executive Committee is the body that makes decisions for the entire department and meets once a week. It is also in charge of establishing priorities and offering high-level strategic guidance.
Additionally, when necessary, it serves as a pre-brief committee for cabinet briefings.
Deputy Minister and Deputy Minister Associate Committees
The Minister-Deputy Minister body is the last in terms of corporate governance. This committee serves as a venue for decision-making on urgent problems and trending themes and delivers critical updates based on the IRCC’s mission commitments.
There are four distinct committees under the Deputy Minister and Deputy Minister Associate division of committees.
The purpose of the Departmental Audit Committee is to offer unbiased opinions and suggestions about the IRCC’s risk management, program inventory, and departmental outcomes framework. Systems for departmental audits and accountability are included in this.
To improve program outcomes, the Performance Measurement and Evaluation Committee assesses and examines the effectiveness of IRCC’s activities.
The National Security Committee endeavors to enhance departmental consciousness on the security concerns that may affect the IRCC and establish priorities for topics of national security.
Lastly, to assist in managing legal issues (and associated costs) that could develop from operations, policies, procedures, and ongoing disputes, the Legal Issues Management Committee collaborates with the Deputy Minister and the Associate Deputy Minister of the IRCC.
Yeates Key Suggestions in the Report
Yeates claims that because several committees and departments depend on one another, the IRCC’s committee system makes decision-making in the department less effective.
He suggests reorganizing the committees of the IRCC. For instance, the paper suggests creating a new operations committee, eliminating the Issues Management Committee, and giving the Executive Committee authority for finance and corporate services. The Deputy Minister’s Office should serve as the new Operations Committee’s chair.
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