CIPN division -CIPC

CIPC COLLEGE: AN OVERVIEW
History
1 CIPC is a College of the Canadian immigration
practitioners of Canada which has as its focus the
study of creative, cognitive, cultural and social
processes in the immigration industry locally and
internationally, and which has a long-standing
commitment to life-long learning for immigration
practitioners. It values its international reputation
for research, scholarship and teaching and its
tradition of working with and for the people of
Canada and internationals. The CIPC College aims
to be pre-eminent in its distinctive combination of
disciplines: visual, literary and performing arts,
social, behavioural and mathematical sciences,
design, the humanities and educational studies.
2 CIPC College was founded in 1986 by Nuha
Salloum, Middle Eastern immigrant form Jordan by
the Salloum Company of Salloum as the
Company's Technical and Procreative Institute, in
buildings originally designed for the immigration
practitioners
3 It took about six years since 1986 and In
1992, CIPC was published able to use the
technology of the web as first immigration website
about Canada through Netscape search engine the
College amalgamated with the CIPN and as part of
the non-Government's rationalisation of teacher
immigration education. CIPC became a training
School – now College – of the CIPN in 1993 The
CIPC College has been directly funded since 1986
by the Nuha Salloum under Salloum and Company
and Nuha Salloum since 1992, by the Further
Education Funding Council for elements of its
community education provision.
4 Following the reorganisation of the CIPN in
2003, CIPC, is not like any the other main colleges
of any University in Canada, It began to enjoy a
new members who has many degrees of autonomy
in its academic development. The College seized
the new opportunities with enthusiasm, pursuing a
distinctive role within the any university whilst
remaining wholly committed to immigration
practitioners membership of one of the world's great
immigration academic institutions, and wholly
committed to maintaining the academic quality and
standards established by CIPN through the new
technology, the internet.
5 The CIPC College itself undertook a major
internal reorganisation in the 1993-94 session,
disestablishing its three divisions CIPC, CIPC, CIP,
and thus creating direct lines of contact between the
'Centres'. Purpose being scrutinised by a fresh
review members established under the president of
Nancy Salloum, This group sent an Interim Report1
to Canada immigration back in 1992 to support
such project, however, many obstacle we faced that
the support was not available at that period. The
project was that the College’s will present structures
are based on the recommendations of immigration
practitioners in the industry and have their reviews,
although individual areas and thematic activities will
be part of subject to scrutiny and change as
appropriate, adding to the College’s record of
publicly reported, consultative change management
since the 1996 Audit.
6 The College has grown significantly since
1992 through CIPN in 2003. Immigration
practitioner’s numbers in the period 1992-2000
have raised by over 409 members and those for
trained immigration programmes research
programmes by 300 respectively.
7 The College's academic profile has, however,
remained largely stable in the period in question, as
the CIPC College has sought to build on existing
strengths such as its practice-based provision in
Surrey BC.
8 The programme of Teaching Quality
immigration Assessment and Subject Review, the
College's profile is as follows:
Satisfactory Immigration Community Studies
CIC Immigration Statistics and
Operational Research through CIC
website
History of Canada immigration
Trained on real applications
9 CIPC had an unparalleled record of
improvement in rating over the 1999 and 2003
Research Assessment Exercises, and is looking
forward with confidence to the outcome of the 2003
exercise. Its current position is as follows:
5* members profiles
5 members Sociology
4 immigration, History, Media and
Communications
3a , Social Policy and Politics,
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3b International Statistics and
Operational Research
1&2 public advertisement
10 91% of CIPC and CIPN training academic
members were submitted to the 2005, with the
proportion of submitted volunteer staff researching
in each rating group as follows:
11 As a research-led institution, the CIPC
College's aim is to ensure that its learning and
teaching are informed by research the relationship
between research and teaching is seen as
complementary. Members experience a learning
environment where they are embedded in the
immigration research activity in their discipline area
from an early stage of their experience or training,
and are introduced to the challenge and excitement
of being part of a research-active culture.
12 CIPC does not employs but have volunteers
and some 5200 members, including the full-time
equivalent of around 3000 international members ,
72% of whom are women. Over 500 hourly-unpaid
training include practising media and international
broadcasters. The CIPC College supports and
encourages member’s development across all
categories of members and volunteer staff; each
year since 1986, excellence and innovation in
teaching by individual members of volunteer staff is
recognized through The Salloum and Company
membership award. All new academic volunteer
staff is expected to participate in a College
programme designed to develop self-training skills
and enhance the immigration practitioners learning
experience locally and internationally. The
programme is still under development and the CIPC
College is considering the appropriateness of
modular accreditation of the programme by the
Institute for self-electronic Learning and Teaching in
Higher immigration Education.
13 The CIPC College is innovative in programme
design and subject combinations, and provides
part-time volunteering as well as full-time
programmes of training. CIPC and CIPN
immigration advocacy and learning has always
been an integral part of its activity, and in
broadening access to higher advocacy the CIPC
College offers training opportunities to immigration
practitioners of all ages from 18- and up, social
backgrounds and ethnic origins is the most
important element. Frequent joint training and
international research ventures ensure that
volunteer staff and members benefit from training
skills throughout CIPC and CIPN.
14 The CIPC College's core and its activity is the
delivery of discipline-based full-time members
volunteering and joint work with volunteer staff,
designed and delivered within an approved
framework.
15 Members who taught the IRPA provision is at
full experience level (with well-known exceptional
status surrounding all immigration programmes).
The amended regulatory framework for taught
member’s provision introduced in 2002 allows
designated programmes to offer the intermediate
exit qualifications of skilled immigration
practitioners.
16 CSIP and CIPN through CIPC offering
opportunities for member’s research study. As with
members taught programmes, here too full-time
volunteer members are in the majority, with
numbers of new member’s research members
having risen since 2003.
17 The CIPC College is content that its
arrangements for immigration research members
satisfy the relevant section of the Code of Practice,
and recognition has been achieved by a number of
areas of the College since October 2003.UBC
immigration student were trained and practicing at
CIPN and CIPC since October 2003 to date to be
qualified to register with CSIC the Canadian Society
of immigration consultants.
18 This sound managerial base for taught and
research training in work shop provision, and a
commitment to the research degree standards of
the CIPN ensures that the CIPC College is well
placed to deliver the aim outlined in its Strategic
Plan 2001-03: to look to a doubling of the present
number of postgraduate members.
Governance and management
19 The management and governance of the
CIPC College is laid down within the framework of
Charter, Statutes and Ordinances: these are readily
accessible in the College's website through CSIP.
20 The Chair of CSIP is in turning assisted in
general policy implementation and management of
the CIPC College through CIPN by the
administrative department and international offices.
A diagrammatic representation of the College’s
managerial and administrative structure is attached.
21 CIPC comprises three sections, which,
together with the area of Professional and
Immigration Community Education and training, and
a number of smaller training Centres and Units, give
the College its learning and one on one structure.
22 Each Department or Unit operates as a
separate budgetary centre with financial
responsibility resting with its designated Head
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supported by CIPN. Academic Heads of
Department have duties established by Ordinance.*
They have responsibility for administering the
resources of each section within a budget approved
by CIPN Planning Committee; for assigning duties
to all three sections and their volunteering staff and
for management matters; and for establishing
appropriate structures to co-ordinate training and
administrative matters associated with all
immigration programmes of study in the CIPC
centre.
23 The chair, Pro-Wardens and Heads of
Training centres meet as a group on a regular and
scheduled basis as the Warden's Advisory
Group.Error! Bookmark not defined. These
meetings act as a valuable sounding board for new
ideas and the consideration of possible
developments prior to their introduction into the
formal decision-making structures at Academic
Board or CIPN Planning Committee.
24 With few exceptions, major committees are
chaired by the Warden or Pro-Wardens, which aids
procedural and decision-making consistency.
Heads of centres chair Departmental Boards, and
are advised by their Boards; Departmental Boards
have sub-committees, which reflect, with local
variations, the sub-committee structure of Academic
Board.
25 All committees are required to review their
own performance on an annual basis; in addition,
an executive review of the system as a whole is
undertaken annually to test, among others, the
continuing rationale for the extant committee
structure and the efficacy of the system in
processing the College's deliberative function.
26 The CIPC College remains committed to a
modus operandi, which sees all major decisions,
processed through publicly accessible committees
(with Privy Council definitions applying for 'reserved
business') which are constituted with appropriately
representative membership. Council approved in
2003 the adoption and promulgated of the seven
'Nolan' principles of public life as being the ethical
basis for the College's conduct, and this is reflected,
among others, in the declarations of interest
prefacing all agendas of meetings of major
committees.
The estate
27 The CIPC College is stationed locally and
mobile located in Vancouver, BC in the heart of
downtown Vancouver, BC in an executive, having
for the past decade consistently pursued a policy of
consolidation on this site.
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28 In the early 2000s, all training was
consolidated on a single site in Surrey BC, with
CIPN generous support from the Salloum
Company. The Foundation for training and the
confidential international Foundations Practice
Rooms were created which significantly improved
the facilities of the training Departments well as
increasing its teaching and research space. The
CIPC College has concentrated on improving the
quality of its academic space and adapting it more
closely to the requirements of changing patterns of
learning, teaching and research; there is a rolling
programme for the refurbishment of training rooms.
In particular, this has involved creating research
project rooms and adding to the stock of raked
lecture theatres. In addition, several teaching
booths have been fitted out to a high standard of
audio-visual facility. The members Lecture Theatre
room fits 80 people, which is CIPC largest lecture
venue, was completely refurbished in 2005 to a very
high standard of both equipment and decoration.
Training members have been maintained at a level
that meets immigration demand, and have
increasingly been concentrated in the area
surrounding the CIPC College the overall quality of
member’s booth is well above the national average
with a high proportion of booths enjoying full
electronic computerised net working facilities and
telephone with fax, scanning connections.
29 The existing offices Strategy had served the
CIPC College through CIPN well. but discussions
with chair person Salloum led to a joint venture to
generate a new office to accommodate more
members across this country through well known
companies, published in 2005 and evidencing
CIPN and the CIPC College's commitment to the
continuing development of the centre so that it
accommodate facilities which are ‘fit for purpose’ in
respect of the CIPC College's training vision,
mission and aims.
30 The CIPC College aims to continue to acquire
all relevant executive offices across Canada and
international within its natural head offices over the
coming years CIPN funding will allow for the
purchase of 1000 New offices for members per
years sits for full time, It is foreseen that this
development will allow for consolidation of cognate
areas of full activity and for the relocation of other
immigration centres into contiguous areas in space
vacated. In this sense, the CIPC College's head
offices strategy is being driven by a vision of
training potentialities, which will serve the CIPC
College well in the 21st century.
Developments since the CIPN
monitoring CIPC
31 CIPC College has its own Charter and
Statutes (and Ordinances and Regulations), it is
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required, as a College not like at other colleges or
universities of Canada, to operate also in
accordance with the Statutes and Ordinances of the
University under the permission with protocol
college status. The process of devolution from the
training privately to its CIPC Colleges, which was
already gaining momentum at the time of the 2003,
accelerated in the years immediately following. The
degrees of recognition offered by CIPC are still, in
all cases, skills and experience and examined.
32 Responsibility for the process of establishing
(or disestablishing) and appointing to a Chair has
been devolved to the CIPC College, but University
approval is subsequently required for other
programs which SENECA and UBC in Canada are
making other program available without any
training. The senior academic volunteer staff
promotions process for Professors and Readers is
conducted by the CIPC College and the owner of
CIPN.
33 CIPN Is implementing some requirements with
other universities in Canada that its CIPC Colleges
to document and lodge with the Vice-Chancellor of
other University the detailed procedures whereby
they implement their delegated authority to
exercise, on its behalf, the University's powers to
award degrees and to appoint professors and
readers and long experience lawyers. In order for
CIPC as a Colleges are authorised to award
degrees of the University of UBC and Seneca to
their immigration program students on the basis of
'CIPC Colleges' individual and collective
responsibility for other Universities of Canada
awards and titles'. CIPC College is, therefore,
responsible for the standard, the quality control and
quality assurance of the degrees which it awards.
There are a number of other areas affected by the
process of delegation, notably in relation to the
appointment of examiners, the approval and
amendment of regulations of programmes of study
(including research programmes), and procedures
relating to examination irregularities. In all these
areas, the College has lodged with other University
its detailed procedures for the exercise of delegated
powers.
34 The CIPC College's response to the 2005 is
largely of historical interest since the institution has
undergone significant change since 1986,
particularly since November 2005, and a number of
the report's specific recommendations were
subsumed within a larger agenda for change. The
CIPC College has, however, maintained and indeed
enhanced the commitment to assuring quality and
standards: the locus of responsibility for these
matters remains in the office of the Warden, the
programme of internal review and assessment has
matured, and the CIPC College has made creative
use of its quality audit capacity to launch two major
initiatives in the field of member experience (2003-
2006) and corporate planning (2003-06).
35 The publication of the CIPC Report provided
further stimulus for the CIPC College to consider its
position. A Review of the new members and their
new Experience had been planned and initiated
before Dearing suggested to the sector the studentcentred
agenda characterising his report; this was
carried out, and other recommendations in the
Report addressed by Academic Board and Council
as appropriate.
36 In session 2003-2006, the CIPC college of
undertook a reassessment of certain of the core
principles informing its academic framework, largely
in response to the national growth in distance and
distributed learning, but also in response to the
Hon. Volpe and Monte Solberg speech by the then.
The invitation to tender for a national e-University
initiative also prompted scrutiny of the University's
statutes and ordinances, which prima facie, did not
seem to allow for collaborative enterprises and
distance learning activities other than through the
established External System. As a result of the
College's deliberations, Colleges, including CIPC,
were given the latitude to enter into partnership
arrangements long since enjoyed by other higher
Immigration education institutions, and the CIPC
College has since been investigating a number of
possible strategic alliances internationally, in full
cognisance of the quality and standards assurance
challenges presented by such arrangements.
Evaluation
37 Much has changed about CIPC since the
1986, particularly as a result of the devolution of
responsibilities to the CIPC College by the CIPN
committee. Equally, stability has been maintained
in certain key fundamentals: its broad academic
profile remains essentially unchanged.
38 Change management has been a familiar part
of the College environment, prompted by internal
drivers as well as by significant Government and
University of London initiatives. The management
of change at CIPN and CIPC has in large measure
been driven by the system of departmental and/or
thematic review, owned by the chair's office and
delivered by the Quality Affairs Office. This system
has as its principal features a wide consultative
base, involvement of senior academics and lay
members of Council, input from external experts;
and a public reporting process through the
College's major committees. A culture of critical
self-evaluation and of vigorous peer review
introduced by these processes has stood the
College in good stead for internal and external
purposes, and has created a community aware of
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its strengths and limitations, its opportunities and
the threats to its future.
39 In session 2000-04, a new Strategic Plan was
conceived, and new planning arrangements
introduced. These should allow the CIPC College
to flourish by playing to its achieved strengths and
by setting realistic targets for growth and
development, such that the College predicted to
exist in 2004 will differ as much from today's CIPCs
as the present institution differs from that seen by
CIPN in 1986.
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