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SECTION I — DEPARTMENTAL OVERVIEW

Minister's Message

As Minister of Public Safety, I am pleased to present to Parliament the Canada Border Services Agency's Departmental Performance Report for 2007–2008.

A major commitment of this government is to protect Canadians from the threats of crime and terrorism even as we facilitate a prosperous economy. In 2007–2008, the Agency supported this commitment by emphasizing the important vision of a smart border, a smart organization. This vision requires the development and implementation of leading-edge border management processes and technologies that improve Canada's border security and economic prosperity.

To support these efforts, the Agency worked with the United States in expanding the highly successful NEXUS program at numerous ports of entry. Budget 2008 recognized the value of this important trusted traveller program and provided $14 million for the further development of NEXUS, as part of a $75 million investment over two years to maintain existing levels of border service.

The Agency also worked towards its commitment of ensuring that its officers at the front line are equipped to do their jobs, and exceeded its schedule for training and deploying armed officers. By the end of 2007–2008, 294 armed officers were deployed throughout the country and 99 officers were hired to eliminate work-alone situations at 48 locations across Canada. The arming of officers and the elimination of work-alone sites will provide greater protection to officers at the border and to those engaged in specialized enforcement activities within Canada.

In February 2008, this government introduced legislation in Parliament to amend the Customs Act. The Agency is continuing its work to advance these important amendments that will improve border security by allowing for the more efficient assessment and targeting of risks and by enhancing the ability of its officers to interdict criminal activity at the border. At the same time, these changes will make a valuable economic contribution to Canada by streamlining trade and expediting low-risk shipments across the border.

While security remains a priority, it is equally critical that the border allow Canada's economy to continue to flourish. Our partnership with the United States remains strong, which is why border initiatives and policies such as the U.S. Western Hemisphere Travel Initiative will be implemented as smoothly as possible with due respect for our unique relationship and our mutual desire for North American prosperity and security.

Canada is fundamentally a welcoming nation. The administration of the Canadian border must reconcile this cherished aspect of our identity with the security imperatives of the 21st century. A smart border requires a smart organization. Fortunately, we are blessed with knowledgeable and enthusiastic employees who effectively balance their service and enforcement roles. For this reason, I am confident of our continued success in defending the safety, freedom and prosperity of all Canadians.

The original version was signed by the Honourable Peter Van Loan, P.C., M.P., Minister of Public Safety.

President's Message

During 2007–2008, the Canada Border Services Agency continued to provide Canadians with responsive, flexible and effective border service, while progressing towards our vision of a smart border, a smart organization.

As the new President of the Agency, I'm proud to reflect on a year when our mandate was strengthened by progress on a number of opportunities and challenges.

The Agency has made significant progress on major priorities such as arming officers, eliminating work-alone situations for officers and coordinating Canada's response to the U.S. Western Hemisphere Travel Initiative.

The NEXUS and FAST programs were expanded and memberships in both programs increased. Progress on implementing new detection equipment, international intelligence networks and eManifest, a major Crown project, affirmed the Agency's commitment to managing risk through innovation, partnerships and sophisticated targeting systems.

A number of major enforcement actions during the year reinforced the Agency's determination to prevent drugs and guns from risking the safety of Canadian communities. We also effectively managed our immigration responsibilities, including detentions and removals. Over the past four years, removals of inadmissible persons have increased 10 percent to over 12,000 in 2007–2008.

The Agency also responded to the Auditor General of Canada's October 2007 report that expressed concerns about the quality of border threat and risk assessments. The Agency agreed with the Auditor General's recommendations and continues to take steps to address the issues identified.

Indeed, as we approach five years as an Agency in the face of global economic, demographic and technological change, the optimal alignment of our resources is essential to ensuring the integrity of border programs. Taking stock of our strategies for risk management, partnerships, service delivery and corporate support will ensure that we continue to meet our dual mandate of border security and facilitation.

Our task is more than ever a 24/7, real-time responsibility with persistent and evolving challenges. Our dedicated and professional employees continue to meet these challenges head on as we position Canada as a leader in border management.

The original version was signed by Stephen Rigby, President, Canada Border Services Agency.

Management Representation Statement

I submit for tabling in Parliament, the 2007–2008 Departmental Performance Report for the Canada Border Services Agency.

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2007–2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• It adheres to the specific reporting requirements outlined in the Treasury Board of Canada Secretariat's guidelines;
• It is based on the Agency's Strategic Outcome and Program Activity Architecture that were approved by the Treasury Board;
• It presents consistent, comprehensive, balanced and reliable information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to the Agency; and
• It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

The original version was signed by Stephen Rigby, President, Canada Border Services Agency.

Summary Information

Reason for Existence

Who We Are

The Canada Border Services Agency (CBSA) contributes to the security and prosperity of Canada through the effective and efficient management of the border. The CBSA is an integral part of the Public Safety portfolio, which was established in December 2003 to protect Canadians and maintain a peaceful and safe society.

The Canada Border Services Agency Act gives the CBSA its mandate (see Table 1.1) to provide integrated border services that support national security and public safety priorities and facilitate the movement of persons and goods, including animals and plants, that meet all of the requirements under the program legislation.

Table 1.1: The CBSA's Vision, Mandate, Mission and Values

Vision A smart border, a smart organization
Mandate
The Agency is responsible for providing integrated border services that support national security and public safety priorities and facilitate the movement of persons and goods, including animals and plants, that meet all of the requirements under the program legislation.
Mission	Values
To ensure the security and prosperity of Canada by managing the access of people and goods to and from Canada.	Integrity Respect Professionalism

Benefits to Canadians

The CBSA is a key federal partner in ensuring the security and prosperity of Canada. As highlighted in the October 2007 Speech from the Throne, strengthening the security of Canadians, ensuring effective law enforcement and providing effective economic leadership for a prosperous future are key priorities of the Government of Canada. The mandate of the CBSA is aligned with these priorities, and the Agency delivers on its mandate by applying innovative approaches to border management, developing and maintaining strong partnerships at home and abroad, and actively monitoring and mitigating ongoing risks to ensure the security and prosperity of Canada. In carrying out its mandate, the CBSA benefits Canadians in five important ways, as outlined in the following table.

Table 1.2: The CBSA's Benefits to Canadians

CBSA Activities	Benefits to Canadians
The CBSA works cooperatively with its North American counterparts to implement a border strategy that relies on technology, information sharing and biometrics to create a smart and secure border.	The CBSA ensures that the border remains open to low-risk travellers and commerce and closed to crime and terrorism.
The CBSA dedicates significant efforts and resources to the development of leading-edge technological solutions to process travellers and commercial shipments in a more effective and efficient manner.	The CBSA facilitates the lawful flow of low-risk people and goods into Canada, which is essential to national economic vitality.
The CBSA applies a responsible enforcement program and an effective sanctions regime to persons and goods that contravene Canadian border laws.	The CBSA promotes compliance with border legislation and ensures a level playing field for all travellers and traders.
The CBSA collects import duties and taxes in excess of $24 billion a year.	The CBSA provides a critical component of revenues for the Government of Canada.
The CBSA implements sound comptrollership measures and conducts internal audits and program evaluations.	The CBSA demonstrates fiscal prudence and management accountability.

Strategic Outcome and Program Activity Architecture

The CBSA's Treasury-Board-approved Program Activity Architecture (PAA) for 2007–2008 consists of one strategic outcome, four program activities and 12 program sub-activities. The PAA groups related program activities and program sub-activities and links them to the CBSA's strategic outcome (see Table 1.3). Having been in place for two fiscal years (2006–2007 and 2007–2008), the CBSA's PAA was aligned with the Agency's operations. It also reflected the way in which the resources under the Agency's control were allocated and managed, and provided the context for understanding the CBSA's work and scope of activities in 2007–2008.

As the Agency is relatively new, it continues to validate, refine and improve its PAA with a view to the future. After holding consultations with the Treasury Board of Canada Secretariat (TBS) in 2007–2008, the CBSA will implement a new PAA in 2009–2010.

Table 1.3: The CBSA's Strategic Outcome and Program Activity Architecture for 2007–2008

Strategic Outcome: Efficient and effective border management that contributes to the security and prosperity of Canada.
Program Activity: Access
Ensure the lawful flow of people and goods while promoting compliance with border legislation.
Program Sub-Activities:
Trade Develop and deliver national programs and policies related to the administration of international trade agreements and domestic legislation with respect to the trade of commercial goods.	Goods Develop and deliver national programs and policies related to the admissibility and processing of goods.	People/Travellers Develop and deliver national programs and policies related to the admissibility and processing of people/travellers and their goods.	Recourse Develop and deliver the administrative review of CBSA decisions related to trade programs and enforcement sanctions.
Program Activity: Security
Within the context of the Government's security agenda, and through effective border management, ensure the safety and security of Canadians.
Program Sub-Activities:
Intelligence Collect, analyze, distribute and share intelligence on threats to national security. Guide and coordinate CBSA intelligence operations and provide direct support to CBSA front-line officers.		Enforcement Provide guidance on the enforcement of border legislation and ensure enhanced national security. Build key partnerships with domestic and international law-enforcement agencies.
Program Activity: Science- and Technology-Based Innovation
Use the CBSA's science and technology capacity to modernize border management and increase the effectiveness and efficiency of border operations.
Program Sub-Activities:
Business Solutions/Projects Interpret business requirements and translate them into technological and science-based solutions for effective border management. Design, develop and implement science and technology solutions to support the delivery of border services.	Information Technology Infrastructure and Operations Provide secure information technology infrastructure, maintain the quality of the performance of operational systems, and operate and maintain national systems for effective border management.	Laboratory and Scientific Services Provide laboratory and scientific services to CBSA programs, external partners and other government departments and agencies.
Program Activity: Corporate Management and Direction
Provide corporate direction, legal services, human resources services and comptrollership direction to support and manage the CBSA.
Program Sub-Activities:
Corporate Direction Provide strategic direction and the framework for the CBSA. Provide legal advice and strategic and operational communications services, conduct internal audits, support the CBSA's governance structure and ensure the national direction of program support services.	Human Resources Provide human resources (HR) services and advice to the CBSA. Develop and implement an integrated framework of HR strategies, policies and programs, and provide functional guidance and support for operations.	Comptrollership Develop policy and provide direction for the CBSA on financial management, resource allocation, expenditure and revenue accounting, real property, environmental operations, information management, asset management, contracting, procurement, corporate security, telephony, accommodation and mail and records room services.

Total Financial and Human Resources

The following tables provide summary data on the total financial and human resources (HR) of the CBSA for 2007–2008.

Table 1.4: Total Financial Resources

(Thousands of dollars)
2007–2008
Planned Spending	Total Authorities	Actual Spending
1,443,465	1,679,105	1,448,707

Planned spending comprises Main Estimates and additional funding earmarked for the CBSA in the 2007 Budget. Total authorities comprise Main Estimates, Supplementary Estimates and transfers from Treasury Board centrally financed votes. While funds were lapsed by the CBSA in 2007–2008, these funds were specifically approved by the Treasury Board for major projects such as the Arming Initiative and eManifest. These multi-year projects are complex, and the funds must remain earmarked for these projects.

Table 1.5: Total Human Resources

(Full-time equivalents)
2007–2008
Planned	Actual	Difference
13,023	13,802	(779)

Departmental Priorities

To help achieve its strategic outcome and program activities, the CBSA develops each year a strategic plan that identifies the Agency's priorities, goals and expected results for the following three years. Reviewed in the third quarter of each fiscal year, the strategic plan forms an integral part of the Agency's annual planning cycle. Table 1.6 outlines the CBSA's strategic (program and management) priorities and performance status for 2007–2008. It should be noted that these are multi-year priorities.

Table 1.6: The CBSA's Strategic Priorities

Strategic Outcome: Efficient and effective border management that contributes to the security and prosperity of Canada.
Strategic Priorities 2007–2008	Type	Performance Status
1. Effective delivery of programs and services	Ongoing	Successfully met*
2. Innovating for the border of the future	Ongoing	Successfully met*
3. Strong internal and external relationships	Ongoing	Successfully met*
4. A modern management regime	Ongoing	Successfully met*

Program Activities by Strategic Outcome

Table 1.7 sets out the CBSA's program activities by strategic outcome, expected results, performance status and spending. The Corporate Management and Direction program activity is reported on separately (as per TBS guidelines) and is provided in Section IV. Performance reporting on the Access, Security and Science- and Technology-based Innovation program activities is provided in Section II.

Table 1.7: The CBSA's Program Activities by Strategic Outcome

(Thousands of dollars)
Program Activity	Expected Results*	Performance Status	2007–2008		Contributes to the following CBSA strategic priorities
			Planned Spending	Actual Spending
Strategic Outcome: Efficient and effective border management that contributes to the security and prosperity of Canada.
Access	The flow of lawful people and goods is facilitated.	Successfully met*	661,688	687,378	Priorities 1, 2 and 3
Security	The border is protected against potential threats to Canada's safety and security.	Successfully met*	402,529	383,530	Priorities 1, 2 and 3
Science- and Technology-based Innovation	Innovative solutions contribute to the safety and security of Canada and facilitate the flow of persons and goods.	Successfully met*	379,248	377,799	Priorities 1, 2, 3 and 4

*These are ongoing, multi-year expected results.

Summary of Departmental Performance

Performance Overview

During 2007–2008, the CBSA made strides in achieving its strategic priorities and the expected results for each program activity.

Under the Access program activity, the Agency successfully facilitated secure and convenient border crossings by coordinating a Government of Canada response to the U.S. Western Hemisphere Travel Initiative and negotiating the acceptance of alternative identification documents at U.S. land-border crossings. After holding consultations with industry and other government departments, the CBSA addressed commercial border issues by implementing a strategy to launch a Commercial Vision exercise that will result in a 10-year vision for commercial processes at the border. Resource shortfalls were a key challenge in achieving results under the Core Services Review that will define core and non-core inspection services at ports of entry and develop economic models to quantitatively assess the economic benefits of new services. In response to this challenge, options are being developed for ministerial consideration in preparation for Budget 2009.

Under the Security program activity, the CBSA was successful in meeting or exceeding a number of its expected results. In particular, the Agency trained and equipped 294 CBSA officers with duty firearms, which exceeded the Agency's commitment of 250 officers trained by March 31, 2008. To reduce the incidence of illegal border crossings, the Agency installed new security devices (barriers, gates and camera systems) at 17 land-border locations most affected by this illegal activity. The Agency also took measures to eliminate work-alone situations at 48 of the 138 affected locations by hiring 99 new officers, exceeding the Agency's commitment of hiring 50 new officers by March 31, 2008. However, the Agency still faced staffing challenges at some remote locations due to the difficulty in attracting officers to these ports. The Agency also advanced its border emergency response capacity through the approval of a joint Canada–U.S. business resumption communication and coordination plan. This plan formalizes the communication process between Canada and the United States and industry in the event of disruptions to normal business at ports of entry.

In addition, the CBSA removed over 12,000 inadmissible people for the second consecutive year. Further, 14 percent of the removals were high-priority individuals including those involved in criminality, organized crime, war crimes or terrorism. Currently, 8 percent of the removals inventory consists of high-priority individuals.

The CBSA also deployed officers for the Container Security Initiative (CSI) in South Africa, signed a CSI agreement with Panama and opened negotiations with several other countries.

However, a complex litigation environment is a continuing challenge and has required dedicated resources. Specifically, the drafting and implementation of Bill C-3 (An Act to amend the Immigration and Refugee Protection Act (certificate and special advocate) and to make a consequential amendment to another Act) and associated litigation required considerable focus for 2007–2008. The increased workload arising from the Agency's additional responsibilities for criminal investigations and prosecutions related to offences under the Immigration and Refugee Protection Act will continue to cause resource pressures.

Under the Science- and Technology-based Innovation program activity, the Agency successfully completed the expansion of the NEXUS program in the air mode to eight international airports six months ahead of schedule, and in the land mode to 14 land-border locations across Canada. The Agency also completed the implementation of all information technology (IT) prerequisites that will allow the Agency to fulfill its responsibilities under the Security and Prosperity Partnership of North America. Key challenges under this program activity concern the fast pace of technological change and the pressures these changes place on the CBSA's legacy systems, as well as increased expectations on the part of the Agency's stakeholders, partners and industry with respect to the performance (response times) of today's automated systems.

Under the Corporate Management and Direction program activity, the capacity for recording and reporting $24 billion in import duties and taxes was improved through the implementation of a new, stand-alone revenue ledger. The Agency also completed a controlled asset monitoring framework that will be used to monitor and evaluate the security controls on duty firearms and ammunition. Further progress under this program activity was delayed by challenges in recruiting technically qualified staff in the security field to support the delivery of security priorities and the expansion of the Security program activity. In addition, the delivery of CBSA-mandated services and stewardship functions remained challenging due to the need to continually re-examine the CBSA's service model within the Agency's existing resource allocation base.

There were also several HR successes under this program activity. A national border services officer recuitment process was launched in March 2007, which resulted in the processing of over 40,000 applications and the hiring of over 1,000 new officers. The Agency also improved its capacity to train recruits through the implementation of a three-phase Port of Entry Recruit Training program that prepares officers to perform their duties in an efficient, effective and professional manner. A blended learning approach that includes e-learning, classroom study and in-service training has increased the CBSA's training capacity from 700 to 1,200 officers per year. HR program areas continued to manage some key challenges for the organization, notably the implementation of the new Frontière/Border occupational group, the negotiation of a first collective agreement and new occupational health and safety issues arising from the implementation of the Arming Initiative.

Operating Environment

Providing Integrated Border Management

In 2007–2008, the CBSA addressed the key challenge of continuing to build the Agency into an integrated risk-based border management organization, balancing its dual mandate of securing the border while facilitating trade and travel. The Agency administers more than 90 acts and regulations and international agreements, many on behalf of other federal departments and agencies, the provinces and the territories. In 2007–2008, the CBSA carried out its responsibilities with a workforce of approximately 14,000 employees, including more than 6,400 uniformed border services officers who provided services at approximately 1,200 points across Canada.

The CBSA manages 119 land-border crossings and operates at 14 international airports. In 2007–2008, the CBSA processed an average of 264,000 travellers entering Canada each day. The Agency operates on a 24/7 basis at 61 land-border crossings and 10 international airports. Border services officers perform marine operations at three major ports (Halifax, Montréal and Vancouver) and at numerous marinas and reporting stations. CBSA officers also perform operations at 27 rail sites. The CBSA processes and examines international mail at three mail centres located in Montréal, Toronto and Vancouver.

In 2007–2008, the CBSA collected $10.7 million in customs duties and $53.4 million in the goods and services tax (GST)/harmonized sales tax (HST) each day. An average of almost 17,000 trucks arrived from the United States every day, of which nearly 11,000 were processed through southwestern Ontario border crossings. The Agency processed an average of 88,000 courier shipments daily and handled more than 13 million clearance releases for commercial goods.

Furthermore, the CBSA operates one of the largest, most complex and business-critical IT functions in the Government of Canada. The Agency's capacity in this area is being stretched due to an ever-evolving security environment, a demanding strategic agenda, an increased volume of transactions, and rising maintenance and service costs.

Ongoing Resource Pressures

Ensuring that the CBSA has an adequate resource base to meet demands and fulfill its strategic outcome is essential. In 2007–2008, the CBSA faced resource pressures in all four program activities as it continued to respond to increased demands for integrated border services, solidify its corporate infrastructure, accelerate border innovations and modernize its management regime through the development of an Integrated Risk Management Framework (IRMF) and an integrated HR plan.

Risk Management

No nation, including Canada, can guarantee absolute safety against threats at the border. In processing millions of travellers every year and approving the entry of imported goods valued at billions of dollars, it is impossible to stop and check every individual and every piece of merchandise. As a risk-based organization, CBSA employees, supported by multiple risk-assessment tools, systems and techniques, make thousands of decisions that directly affect the security and prosperity of Canada. Therefore, the Agency's focus is on the continual improvement of its risk-management strategies and the development of a multi-layered approach to risk assessment and mitigation across the organization.

In the 2007 October Report of the Auditor General of Canada, the Auditor General made a number of recommendations on the CBSA's activities in Chapter 5, “Keeping the Border Open and Secure.” These included the recommendation that the Agency complete its development of an IRMF to guide the delivery of border services in support of the CBSA's mandate. The Agency concurred with the report's findings and took immediate action by increasing efforts and resources dedicated to risk management to ensure that the Auditor General's recommendations are implemented. To that end, the CBSA completed in 2007–2008 two of four key milestones in the development of the IRMF, leading to the launch of the implementation of the IRMF in 2008–2009. The Agency also refined its Enterprise Risk Profile and focused its action plan on the top six risks identified. Detailed information on these two initiatives is provided in Section IV.

Management Accountability and Modernization Initiatives

Addressing the demand for accountability is an ongoing priority for the CBSA. With the enactment of the Federal Accountability Act in December 2006, the Agency is responding in three key areas:

• implementing modern management practices (e.g. risk-management processes);
• strengthening management accountability as a result of its participation in the TBS Management Accountability Framework assessments; and
• implementing the Government of Canada's Management, Resources, and Results Structure Policy and strengthening the Agency's PAA, governance structure and performance measurement framework.

The CBSA also continued to modernize its HR management practices, which included the development of an integrated HR plan. The plan supports the Agency's efforts to build the requisite organizational capacity and infrastructure that will sustain not only its current but future operations.

Portfolio Partners

The CBSA collaborates with its portfolio partners on an ongoing basis in order to provide border services that balance the need to support national security and public safety while facilitating the cross-border movement of legitimate trade and travellers. Coordinated by Public Safety Canada, the Public Safety portfolio encompasses five agencies (the CBSA, the Royal Canadian Mounted Police, Correctional Service Canada, the National Parole Board and the Canadian Security Intelligence Service) and three review bodies (the Commission for Public Complaints Against the RCMP, the Office of the Correctional Investigator and the RCMP External Review Committee). These agencies and review bodies collaborate on public safety matters (national security, emergency management, law enforcement, corrections, crime prevention and borders) and contribute to the security and prosperity of Canada while respecting each other's distinct mandates.

Strategic Partners and Stakeholders

Given the nature of its work, the CBSA also works with many other governmental and non-governmental organizations to minimize risk and maximize security and economic advantages for Canada.

Government organizations

The CBSA works with a number of government organizations and manages legislation on their behalf, including Citizenship and Immigration Canada, the Canadian Food Inspection Agency, the Department of Finance Canada and the Canada Revenue Agency.

Citizenship and Immigration Canada (CIC): The CBSA supports CIC in the delivery of Canada's immigration program. This collaborative working relationship ensures that the objectives of the Immigration and Refugee Protection Act and associated regulations are met. In doing so, the CBSA provides immigration services at ports of entry and enforcement and intelligence services to CIC to ensure that persons wishing to enter Canada are admissible and pose no security risk to Canada and its citizens.

The Department of Finance Canada and the Canada Revenue Agency (CRA): The CBSA has strong partnerships with these organizations on matters related to the collection and reporting of the GST/HST and other revenues. The CRA is also one of the CBSA's major service providers with respect to the revenue and IT infrastructure systems that support the CBSA's operations. The CBSA maintains a close working relationship with the Department of Finance Canada on the administration of trade legislation such as the Customs Tariff and the Special Import Measures Act.

Partners in border protection

The CBSA also works in partnership with the RCMP to protect the border between ports of entry.

The Royal Canadian Mounted Police (RCMP): The RCMP enforces Canadian laws, prevents crime and maintains peace, order and security. This includes preventing, detecting and investigating offences against federal statutes; maintaining law and order and preventing, detecting and investigating crime in provinces, territories and municipalities where the RCMP has a policing contract; providing investigative and protective services to other federal departments and agencies; and providing Canadian and international law-enforcement agencies with specialized police training and research, forensic laboratory services, identification services and informatics technology.

In addition, the CBSA works closely with the Canadian Security Intelligence Service; federal, provincial and municipal police forces; and foreign border and enforcement agencies, particularly U.S. Customs and Border Protection (CBP) and U.S. Immigration and Customs Enforcement to share best practices and help mitigate risks before the arrival of people and goods at the Canadian border.

Stakeholder committees

The Canada Border Services Advisory Committee (CBSAC): This committee provides independent advice and serves as a sounding board on major trends and developments that may affect the management of Canada's border, as well as on the priorities, business and operations of the Agency. The CBSAC, which meets annually, comprises some 22 stakeholders representing the private sector, the immigration community, travellers, academia and the general public.

The Border Commercial Consultative Committee (BCCC): This committee provides CBSA officials and commercial stakeholders with a forum for dialogue on Canada's border operations. The BCCC meets three times a year and its members represent 27 of the CBSA's major private-sector stakeholder organizations. The Agency is committed to consulting Canadian commercial stakeholders on the strategies, policies, operational programs and administrative procedures that govern and affect Canada's commercial trade.

The eManifest Stakeholder Partnership Network (eSPN): With representation from more than 30 trade associations, the eSPN provides a forum for external stakeholders and industry experts to share input and advice on the design and implementation of the eManifest initiative with the CBSA. Participants in the eSPN represent various industry stakeholders, including freight forwarders, importers and carriers. Ongoing consultations are being held throughout the eManifest phases to provide a forum for dialogue, input and advice, and to implement solutions that work for both the CBSA and the industry.

International Relations

The CBSA pursues its priorities and objectives and those of the Government of Canada in the broader international arena, both bilaterally with key partners and multilaterally through participation in institutions such as the World Customs Organization, the World Trade Organization and the G8. Challenges facing the Agency can be more effectively managed through cooperation with foreign governments and strong bilateral relationships with key partners, and through a concerted approach to collaborate with the greater border management community via key multilateral and regional forums.

On the multilateral front, such international engagement positions the Agency so that it can influence the development of international rules, standards and systems to reflect and advance Canadian values and interests.

Bilaterally, the CBSA establishes and maintains networks and undertakes cooperative arrangements with border management agencies in key partner countries. Over the past fiscal year, the Agency further strengthened its long-standing and unique cooperative relationship with its U.S. counterparts (i.e. U.S. CBP, U.S. Immigration and Customs Enforcement and the U.S. Department of Homeland Security). Reflecting Canada's growing and enriched relationship with Mexico, the CBSA is building much broader cooperation with Mexican customs and immigration authorities. Beyond North America, the Agency has signed a number of cooperative agreements with its counterparts in South Africa, the Netherlands and Panama to increase the efficiency of its border management activities.

The Agency also actively contributes to the Government of Canada's broad international priorities in, for example, Haiti and throughout the Americas, by providing technical assistance and sharing best practices with the CBSA's counterpart agencies. In addition, such cooperation benefits the Agency and Canadians because by working closely with Canadian counterparts abroad, risks can be addressed at their source rather than when travellers and goods arrive in Canada.

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