Opinion
The repair job at Immigration

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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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Automotive
Auto giant shuts down foreign plants as Trump moves to protect U.S. industry

MxM News
Quick Hit:
Stellantis is pausing vehicle production at two North American facilities—one in Canada and another in Mexico—following President Donald Trump’s announcement of 25% tariffs on foreign-made cars. The move marks one of the first corporate responses to the administration’s push to bring back American manufacturing.
Key Details:
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In an email to workers Thursday, Stellantis North America chief Antonio Filosa directly tied the production pause to the new tariffs, writing that the company is “continuing to assess the medium- and long-term effects” but is “temporarily pausing production” at select assembly plants outside the U.S.
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Production at the Windsor Assembly Plant in Ontario will be paused for two weeks, while the Toluca Assembly Plant in Mexico will be offline for the entire month of April.
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These plants produce the Chrysler Pacifica minivan, the new Dodge Charger Daytona EV, the Jeep Compass SUV, and the Jeep Wagoneer S EV.
Diving Deeper:
On Wednesday afternoon in the White House Rose Garden, President Trump announced sweeping new tariffs aimed at revitalizing America’s auto manufacturing industry. The 25% tariffs on all imported cars are part of a broader “reciprocal tariffs” strategy, which Trump described as ending decades of globalist trade policies that hollowed out U.S. industry.
Just a day later, Stellantis became the first major automaker to act on the new policy, halting production at two of its international plants. According to an internal email obtained by CNBC, Stellantis North American COO Antonio Filosa said the company is “taking immediate actions” to respond to the tariff policy while continuing to evaluate the broader impact.
“These actions will impact some employees at several of our U.S. powertrain and stamping facilities that support those operations,” Filosa wrote.
The Windsor, Ontario plant, which builds the Chrysler Pacifica and the newly introduced Dodge Charger Daytona EV, will shut down for two weeks. The Toluca facility in Mexico, responsible for the Jeep Compass and Jeep Wagoneer S EV, will suspend operations for the entire month of April.
The move comes as Stellantis continues to face scrutiny for its reliance on low-wage labor in foreign markets. As reported by Breitbart News, the company has spent years shifting production and engineering jobs to countries like Brazil, India, Morocco, and Mexico—often at the expense of American workers. Last year alone, Stellantis cut around 400 U.S.-based engineering positions while ramping up operations overseas.
Meanwhile, General Motors appears to be responding differently. According to Reuters, GM told employees in a webcast Thursday that it will increase production of light-duty trucks at its Fort Wayne, Indiana plant—where it builds the Chevrolet Silverado and GMC Sierra. These models are also assembled in Mexico and Canada, but GM’s decision suggests a shift in production to the U.S. could be underway in light of the tariffs.
As Trump’s trade reset takes effect, more automakers are expected to recalibrate their production strategies—potentially signaling a long-awaited shift away from offshoring and toward rebuilding American industry.
Business
‘Time To Make The Patient Better’: JD Vance Says ‘Big Transition’ Coming To American Economic Policy

JD Vance on “Rob Schmitt Tonight” discussing tariff results
From the Daily Caller News Foundation
By Hailey Gomez
Vice President JD Vance said Thursday on Newsmax that he believes Americans will “reap the benefits” of the economy as the Trump administration makes a “big transition” on tariffs.
The Dow Jones Industrial Average dropped 1,679.39 points on Thursday, just a day after President Donald Trump announced reciprocal tariffs against nations charging imports from the U.S. On “Rob Schmitt Tonight,” Schmitt asked Vance about the stock market hit, asking how the White House felt about the “Liberation Day” move.
“We’re feeling good. Look, I frankly thought in some ways it could be worse in the markets, because this is a big transition. You saw what the President said earlier today. It’s like a patient who was very sick,” Vance said. “We did the operation, and now it’s time to make the patient better. That’s exactly what we’re doing. We have to remember that for 40 years, we’ve been doing this for 40 years.”
“American economic policy has rewarded people who ship jobs overseas. It’s taxed our workers. It’s made our supply chains more brittle, and it’s made our country less prosperous, less free and less secure,” Vance added.
Vance recalled that one of his children had been sick and needed antibiotics that were not made in the United States. The Vice President called it a “ridiculous thing” that some medicines invented in the country are no longer manufactured domestically.
“That’s fundamentally what this is about. The national security of manufacturing and making the things that we need, from steel to pharmaceuticals, antibiotics, and so forth, but also the good jobs that come along when you have economic policies that reward investing in America, rather than investing in foreign countries,” Vance said.
WATCH:
With a baseline 10% tariff placed on an estimated 60 countries, higher tariffs were applied to nations like China and Israel. For example, China, which has a 67% tariff on U.S. goods, will now face a 34% tariff from the U.S., while Israel, which has a 33% tariff, will face a 17% U.S. tariff.
“One bad day in the stock market, compared to what President Trump said earlier today, and I think he’s right about this. We’re going to have a booming stock market for a long time because we’re reinvesting in the United States of America. More importantly than that, of course, the people in Wall Street have done well,” Vance said.
“We want them to do well. But we care the most about American workers and about American small businesses, and they’re the ones who are really going to benefit from these policies,” Vance said.
The number of factories in the U.S., Vance said, has declined, adding that “millions of workers” have lost their jobs.
“My town [Middletown, Ohio], where you had 10,000 great American steel workers, and my town was one of the lucky ones, now probably has 1,500 steel workers in that factory because you had economic policies that rewarded shipping our jobs to China instead of investing in American workers,” Vance said. “President Trump ran on changing it. He promised he would change it, and now he has. I think Americans are going to reap the benefits.”
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