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 Report[1] 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,
3b International Statistics and Operational Research
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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 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.
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 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 student-centred 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 its strengths and limitations, its opportunities and the threats to its future.
39 In session 2000-05, 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 2006 will differ as much from today's CIPCs as the present institution differs from that seen by CIPN in 1986.

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