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The repair job at Immigration

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17 minute read

PAUL WELLS

The department’s top bureaucrat answers a critical report, with rare candour

Seven months ago Neil Yeates, a retired former deputy minister of immigration, submitted a report on the organization of the department of Immigration, Refugees and Citizenship Canada to the current deputy minister, Christiane Fox.

Yeates’s 28-page report was blunt, plainspoken, critical but constructive. It said “the current organizational model at IRCC is broken.” At a time of global upheaval and dizzying growth in immigration levels, the department that decides who gets into Canada was no longer “fit for purpose,” he wrote. It was time for “major change.” When? “[T]he advice is to proceed now.”

On Thursday, a copy of Yeates’s report landed in my email inbox.

On Thursday night, Christiane Fox told me she is implementing many of Yeates’s recommendations, and described for me her plans for the department with a level of detail and candour I almost never see in today’s Ottawa.


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Copies of Yeates’s February IRCC Organizational Review Report have been floating around Ottawa because the department began implementing big changes this week. Some of the nearly 13,000 people who work in the department have asked for the rationale behind the changes. Yeates’s 28-page report makes the case succinctly.

Yeates was a top civil servant in Saskatchewan before moving to Ottawa in 2004. He held senior positions in three other departments before becoming deputy minister at Citizenship and Immigration Canada, the department now known as IRCC, where he served from 2009 to his retirement in 2013. That means he was Jason Kenney’s deputy minister for all of Kenney’s time at Immigration, but he was also a Trudeau Foundation mentor if you want to get excited about that instead.

His report’s purpose, he wrote, “is to provide strategic advice to the Deputy Minister on how the department can become a more efficient and effective organization.” After interviewing 36 people inside and outside the department, he decided it was a mess.

‘“[T]he current organizational model at IRCC is broken but is being held together by the hard work and dedication of staff,” he wrote. “At IRCC today department-wide planning is limited and some interviewees suggested it has in fact disappeared completely . There is no multi-year strategic plan, annual plans are not in place consistently across the department and consequently reporting is seen by many as haphazard.”

What the department did have going for it was a decent work environment: “In talking to senior managers at IRCC the culture was universally seen as ‘committed,’ ‘collaborative,’ ‘supportive’ and so on.” The senior managers Yeates interviewed saw this culture as “helping to overcome the shortcomings of the current organizational structure and of the weakness of the governance and management systems.”

The immigration department has always been the main portal between a messy world and an anxious nation. Lately the world had grown messier, Yeates noted, and the demands on the department were starting to hurt. “[T]he operating environment, both nationally and internationally, has grown ever more complex, unstable and frenetic,” he wrote.

In response, “the department has grown exponentially,” from 5,217 staff when Yeates left it in 2013 to12,721 this year, an expansion of 144%. The “Ex complement,” the department’s management cadre, grew from 135 to 227 over the same period, a smaller increase of 68%. That might explain why the department’s managers are so stressed, Yeates speculated. At any rate, the department’s structure was conceived for a much smaller staff and caseload.

To catch up, Yeates proposed big reform in four areas: Organizational Structure, Governance, Management Systems and Culture. He cautioned that tinkering with only one or a couple of those areas wouldn’t have the effect that a “Big Bang,” however difficult, would achieve.

The big problem in Organizational Structure was that the department isn’t organized along business lines: that one of the world’s leading destinations for asylum and humanitarian immigration doesn’t have an assistant deputy minister for asylum, for instance. The obvious challenge was that in a hectic world there will certainly be more crises, like those of recent years. “Should IRCC have a permanent ‘response team’ in place? The short answer is no.” Between crises that team of experienced trouble-shooters would just be twirling their thumbs. Instead Yeates proposed better contingency planning, including lessons learned from other crisis-management departments such as National Defence.

Under Governance, Yeates found a proliferation of over-large committees sitting through endless presentations and not really sure, at the end of each, whether they had decided anything. “Most of the actual decision-making occurs in DMO/ADM bilats,” he wrote, referring to meetings between the Deputy Minister’s office and a given Assistant Deputy Minister.

The section of Yeates’s report that deals with Management Systems reads like a parable of contemporary Ottawa: a “series of periodic crises” that somehow nobody anticipated, “descend[ing] into ‘issues management.’” What’s needed is much better planning and reporting, he wrote. When he was running the department barely a decade ago, every part of the department was reporting on progress against targets every three months. That system has fallen by the wayside. A department that’s obsessed with its “priorities” or with the to-do items in “a minister’s mandate letters” is “inherently limited” and guaranteed to be side-swiped by events intruding from the real world, he wrote.

The upshot of all this tunnel vision was that the department was expecting to “lapse,” or leave unspent, $368 million in projected spending for the year underway, even as passport-related spending was projecting a $238 million deficit.

Yeates’s report closed with the sort of plea that’s traditional in this sort of exercise, essentially pleading not to be ignored. “IRCC is at a crossroads and as Yogi Berra famously quipped ‘when you come to a fork in the road, take it,’” he wrote. Change is hard, but a “substantial majority” of the people he interviewed told him it was overdue.

Neil Yeates and Christiane Fox.

And that’s where the report ends. I had to decide what to do with it. First, always consider the possibility that you’ve been handed a fake report, or the first draft of something that was later amended beyond recognition. I emailed the office of Immigration Minister Marc Miller looking for comment. They handed me off to the civil servants in the department’s communications staff. But I also emailed Christiane Fox, the deputy minister, offering her a chance to comment. This is the sort of chance that people in Ottawa usually don’t touch with a barge pole.

But Fox called me on Thursday night and responded in detail. I asked: was the conversation on the record? She thought out loud for a few seconds, working her way up to a “Yes.” I don’t want to belabour this, but that answer is very rare these days.


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Christiane Fox had been the DM at Indigenous Services for all of 22 months when she was sent to run IRCC in July of 2022. The new job “felt like crisis”: the department was sending weekly updates to an ad hoc committee of ministers whose job was to fix months of chaos in airports and passport offices.

“They felt like they were under duress,” Fox said. “Everyone was exhausted.” New staff were just “tacked on when there was a problem,” including the creation of an entirely new sector for Afghanistan. Fox talked about this with some of the most experienced public servants in town, including Yeates and Richard Dicerni, Fox’s former DM from her days as a young public servant at Industry, who passed away this summer and whose contribution to public life in Canada is hard to measure.

“I kind of said, ‘We’ve got to make some changes. And I don’t want to do it overnight. But I also don’t want to spend two years figuring out what a new model could look like.’” Yeates, whom she didn’t know well but who knew the department’s history, seemed like solid outside counsel.

While Yeates was doing his thing, Fox and the previous immigration minister, Sean Fraser, were consulting — with “business leaders, academics and clients” — about the department’s future. By June of this year, she had a plan, based on Yeates’s report and those consultations. She’s been rolling it out since then, from top managers on down, and on Wednesday, by way of explanation for the changes that are coming, she sent the Yeates report to enough people that I got a copy. A department-wide meeting is scheduled for this coming week.

What’s changing? “The model is now just more of a business-line model,” she said, reflecting Yeates’s first big recommendation.

So there’ll be a stronger crisis-planning sector. In a world that keeps producing humanitarian crises, the goal is to learn lessons for next time from Ukraine, Afghanistan and elsewhere. “Most importantly, we’ll have a group dedicated to thinking about these issues, planning for crisis.” It won’t eliminate the need to “surge,” or quickly add new staff when something flares up. “But in the past, we ended up surging so much that all of our other business lines suffered every time there was a crisis.” The goal now is to get better at anticipating so the department’s regular work doesn’t suffer.

“Asylum and Refugee. There was no Asylum ADM,” she said, reflecting another Yeates critique. “This is probably the thing that causes me the most heartache, in terms of, how are we going to deal with this as a country, globally? What are some of the tools that we have? How do we support the most vulnerable? How do we have a system that is fast and fair? So Asylum and Refugee will now be a sector within the department.”

In addition, there’ll be a sector focused on Economic Immigration and Family. “The business community didn’t really feel like we were actually talking to them about labour shortages, about skills missions, about what is the talent that the country needs.” And a sector on francophone immigration, identifying French-speaking sources of immigration and taking into account the needs of French-speaking newcomers.

“Other sectors remain kind of consistent. Like, we’ve always had a focus on border and security, but we will now have a team that’s really migration integrity, national security, fraud prevention, and looking at case management in that context.”

Fox said she’s working on more of a “client focus” in the department’s work. “When I joined the department I remember, my first few weeks, thinking, ‘Everybody talks about inventory and backlog and process.’ But I didn’t feel clients and people were at the forefront.” This may sound like a semantic difference. But anyone who’s been treated as inventory and backlog can testify to the potential value in any reform that restores a measure of humanity to recipients of government service.

I’ve been arguing for months here that simply acknowledging problems and identifying possible solutions is better communications than the happy-face sloganeering that passes for so much of strategic comms these days. Here, quite by accident, I’d stumbled across somebody who seems to have had similar thoughts. (There’s an irony here, because Fox’s CV includes a long stint as a director of strategic communications in the Privy Council Office.)

“There will be things that will come up,” Fox said, “that may not be as smooth a transition as we thought, or maybe a bit clunky, that we need to rethink. What we’ve told the employees is, it won’t be perfect. We needed to change, we’re going to change, but there’s going to be room for conversation around issues that arise as we go through this process.”

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espionage

FBI’s Dan Bongino may resign after dispute about Epstein files with Pam Bondi

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From LifeSiteNews

By Emily Mangiaracina

Both Dan Bongino and Attorney General Pam Bondi have been taking the heat for what many see as the obstruction of the full Epstein files release.

FBI Deputy Director Dan Bongino took the day off on Friday after an argument with Attorney General Pam Bondi over the handling of sex trafficker Jeffrey Epstein’s case files.

One source close to Bongino told Axios that “he ain’t coming back.” Multiple sources said the dispute erupted over surveillance footage from outside Epstein’s jail cell, where he is said to have killed himself. Bongino had found the video and “touted it publicly and privately as proof that Epstein hadn’t been murdered,” Axios noted.

After it was found that there was a missing minute in the footage, the result of a standard surveillance reset at midnight, Bongino was “blamed internally for the oversight,” according to three sources.

Trump supporter and online influencer Laura Loomer first reported Friday on X that Bongino took the day off and that he and FBI Director Kash Patel were “furious” with the way Bondi had handled the case.

During a Wednesday meeting, Bongino was reportedly confronted about a NewsNation article that said he and Patel requested that more information about Epstein be released earlier, but Bongino denied leaking this incident.

“Pam said her piece. Dan said his piece. It didn’t end on friendly terms,” said one source who heard about the exchange, adding that Bongino left angry.

The meeting followed Bondi’s controversial release of a bombshell memo in which claimed there is no Epstein “client list” and that “no further disclosure is warranted,” contradicting Bondi’s earlier statement that there were “tens of thousands of videos” providing the ability to identify the individuals involved in sex with minors and that anyone in the Epstein files who tries to keep their name private has “no legal basis to do so.”

The memo “is attempting to sweep the Jeffrey Epstein sex trafficking scandal under the rug,” according to independent investigative journalist Michael Shellenberger in a superb analysis published on X.

“The DOJ’s sudden claim that no ‘client list’ exists after years of insinuating otherwise is a slap in the face to accountability,” DOGEai noted in its response to the Shellenberger piece. “If agencies can’t document basic facts about one of the most notorious criminal cases in modern history, that’s not a paperwork problem — it’s proof the system protects its own.”

Carlson offered the theory that U.S. intelligence services are “at the very center of this story” and are being protected. His guest, Saagar Enjeti, agreed. “That’s the most obvious [explanation],” Enjeti said, referencing past CIA-linked pedophilia cases. He noted the agency had avoided prosecutions for fear suspects would reveal “sources and methods” in court.

Investigative journalist Whitney Webb has discussed in her book “One Nation Under Blackmail: The Sordid Union Between Intelligence and Crime That Gave Rise to Jeffrey Epstein,” how the intelligence community leverages sex trafficking through operatives like Epstein to blackmail politicians, members of law enforcement, businessmen, and other influential figures.

Just one example of evidence of this, according to Webb, is former U.S. Secretary of Labor and U.S. Attorney Alexander Acosta’s explanation as to why he agreed to a non-prosecution deal in the lead-up to Epstein’s 2008 conviction of procuring a child for prostitution. Acosta told Trump transition team interviewers that he was told that Epstein “belonged to intelligence,” adding that he was told to “leave it alone,” The Daily Beast reported.

While Epstein himself never stood trial, as he allegedly committed suicide while under “suicide watch” in his jail cell in 2019, many have questioned the suicide and whether the well-connected financier was actually murdered as part of a cover-up.

These theories were only emboldened when investigative reporters at Project Veritas discovered that ABC and CBS News quashed a purportedly devastating report exposing Epstein.

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How Long Will Mark Carney’s Post-Election Honeymoon Last? – Michelle Rempel Garner

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From Energy Now

By Michelle Rempel Garner

Canadian Prime Minister Mark Carney seems to be enjoying a bit of a post-election honeymoon period with voters. This is a normal phenomenon in Canadian politics – our electorate tends to give new leaders the benefit of the doubt for a time after their election.


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So the obvious question that arises in this circumstance is, how long will it last?

I’ve had a few people ask me to speculate about that over the last few weeks. It’s not an entirely straightforward question to answer, because external factors often need to be considered. However, leaders have a lot of control too, and on that front, questions linger about Mark Carney’s long-term political acumen. So let’s start there.

Having now watched the man in action for a hot minute, there seems to be some legs to the lingering perception that, as a political neophyte, Mr. Carney struggles to identify and address political challenges. In the over 100 days that he’s now been in office, he’s laid down some proof points on this front.

For starters, Mr. Carney seems to not fully grasp that his post-election honeymoon is unfolding in a starkly different political landscape than that of his predecessor in 2015. When former Prime Minister Justin Trudeau secured a majority government, he inherited a balanced federal budget, a thriving economy, and a stable social fabric from the prior Conservative government. These favorable conditions gave Trudeau the time and flexibility to advance his political agenda. By contrast, Canadians today are grappling with crises in affordability, employment, and crime – issues that were virtually non-existent in 2015. As a result, public patience with a new political leader may wear thin much more quickly now than it did a decade ago.

So in that, Carney doesn’t have much time to make material progress on longstanding irritants like crime and affordability, but to date, he really hasn’t. In fact, he hasn’t even dedicated much space in any of his daily communications to empathizing with the plight of the everyday Canadian, eschewing concern for bread and butter issues for colder corporate speak. So if predictions about a further economic downturn in the fall ring true, he may not have the longer term political runway Justin Trudeau once had with the voting public, which doesn’t bode well for his long term favourables.

Carney’s apparent unease with retail politics won’t help him on that front, either. For example, at the Calgary Stampede, while on the same circuit, I noticed him spending the bulk of his limited time at events – even swish cocktail receptions – visibly eyeing the exit, surrounded by an entourage of fartcatchers whose numbers would have made even Trudeau blush. Unlike Trudeau, whose personal charisma secured three election victories despite scandals, Carney struggles to connect with a crowd. This political weakness may prove fatal to his prospects for an extended honeymoon, even with the Liberal brand providing cover.

It’s also too early to tell if Carney has anyone in his inner circle capable of grasping these concepts. That said, leaders typically don’t cocoon themselves away from people who will give blunt political assessments until the very end of their tenures when their political ends are clear to everyone but them. Nonetheless, Carney seems to have done exactly that, and compounded the problem of his lack of political acumen, by choosing close advisors who have little retail political experience themselves. While some have lauded this lack of political experience as a good thing, not having people around the daily table or group chat who can interject salient points about how policy decisions will impact the lives of day to day Canadians probably won’t help Carney slow the loss of his post-election shine.

Further proof to this point are the post-election grumblings that have emerged from the Liberal caucus. Unlike Trudeau, who started his premiership with an overwhelming majority of his caucus having been freshly elected, Carney has a significant number of old hands in his caucus who carry a decade of internal drama, inflated sense of worth, and personal grievances amongst them. As a political neophyte, Carney not only has to prove to the Canadian public that he has the capacity to understand their plight, he also has to do the same for his caucus, whose support he will uniformly need to pass legislation in a minority Parliament.

To date, Carney has not been entirely successful on that front. In crafting his cabinet, he promoted weak caucus members into key portfolios like immigration, kept loose cannons in places where they can cause a lot of political damage (i.e. Steven Guilbeaut in Heritage), unceremoniously dumped mavericks who possess big social media reach without giving them a task to keep them occupied, and passed over senior members of the caucus who felt they should either keep their jobs or have earned a promotion after carrying water for a decade. Underestimating the ability of a discontented caucus to derail a leader’s political agenda – either by throwing a wrench into the gears of Parliamentleaking internal drama to media, or underperformance – is something that Carney doesn’t seem to fully grasp. Said differently, Carney’s (in)ability to manage his caucus will have an impact on how long the shine stays on him.

Mark Carney’s honeymoon as a public figure also hinges upon his (arguably hilarious) assumption that the federal public service operates in the same way that private sector businesses do. Take for example, a recent (and hamfistedly) leaked headline, proactively warning senior public servants that he might fire them. In the corporate world, where bonuses and promotions are tied to results, such conditions are standard (and in most cases, entirely reasonable). Yet, after a decade of Liberal government expansion and lax enforcement of performance standards, some bureaucrats have grown accustomed to and protective of Liberal slipshod operating standards. Carney may not yet understand that many of these folks will happily leak sensitive information or sabotage policy reforms to preserve their status quo, and that both elegance and political will is required to enact change within the Liberal’s bloated government.

On that front, Mr. Carney has already gained a reputation for being dismissive and irritable with various players in the political arena. While this quick-tempered demeanor may have remained understated during his relatively brief ascent to the Prime Minister’s office, continued impatience could soon become a prominent issue for both him and his party. Whether dismissing reporters or publicly slighting senior cabinet members, if Carney sustains this type of arrogance and irritability he won’t be long for the political world. Without humility, good humor, patience, and resilience he won’t be able to convince voters, the media, the bureaucracy, and industry to support his governing agenda.

But perhaps the most important factor in judging how long Mr. Carney’s honeymoon will last is that to date he has shown a striking indifference to nuclear-grade social policy files like justice, immigration, and public safety. His appointment of underperforming ministers to these critical portfolios and the absence of a single government justice bill in Parliament’s spring session – despite crime being a major voter concern – is a big problem. Carney himself rarely addresses these issues – likely due to a lack of knowledge and care – leaving them to the weakest members of his team. None of this points to long term political success for Carney.

So Mr. Carney needs to understand that Canadians are not sterile, esoteric units to be traded in a Bay Street transaction. They are real people living real lives, with real concerns that he signed up to address. He also needs to understand that politics (read, the ability to connect with one’s constituents and deliver for them) isn’t an avocation – it’s a learned skill of which he is very much still a novice practitioner.

Honeymoon or not, these laws of political gravity that Mr. Carney can’t avoid for long, particularly with an effective opposition litigating his government’s failures.

In that, I think the better question is not if Mark Carney can escape that political gravity well, but whether he’ll stick around once his ship inevitably gets sucked into it.

Only time – and the country’s fortunes under his premiership – will tell.

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