Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Canada Border Services Agency


Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

Appendix — CBSA Three-Year Strategic Plan 2008–2009 to 2010–2011


Strategic Priority 1
Effective delivery of programs and services
Expected result: The CBSA will increase its ability to identify and interdict people and goods of high and unknown risk while expediting the flow of low-risk travellers and trade.

Strategy 1: Build and maintain program expertise across the CBSA.
Expected Result: The CBSA's workforce is competent in all functions and has the attributes required to deliver the Agency's mandate and the capacity to innovate.
Activities Expected Results
  • Implement measures to effectively and expeditiously recruit and cross-train the number of border services officers needed to meet operational requirements
  • Continue to reduce gaps in areas of critical risk: immigration, and food, plant and animal imports and exports
  • Improve the national coordination, oversight and delivery of CBSA-wide training and learning to meet employee and management development needs, and to ensure that employee skills and competencies address organizational capacity gaps and further the CBSA's mandate
  • The CBSA's workforce is equipped with the required skills and knowledge to deliver corporate and operational services today and in the future
Strategy 2: Manage corporate and operational risks to ensure effective program delivery.
Expected Result: A robust risk-management approach guides the CBSA's ongoing management and daily operations.
Activities Expected Results
  • Develop and implement an Integrated Risk Management Framework (IRMF), including monitoring and reporting mechanisms
  • The IRMF guides the delivery of border services in support of the CBSA's mandate
  • Design and begin implementation of the compliance management plan
  • Deploy resources more effectively and integrate a comprehensive risk-assessment approach into program management and delivery
  • Focus on detaining and removing individuals of the highest risk from Canada's inventory
  • Ensure the security of Canada by detaining and removing individuals who pose a threat
  • Operationalize the governance structure and framework for a single functional authority to manage targeting activities
  • Enhance the CBSA's ability to achieve the desired levels of, and a balance between, border openness and security
  • Develop procedures and systems in a manner that will enable the CBSA to determine whether its performance exceeds, meets or falls short of expectations
  • The CBSA uses performance management procedures and information to monitor operations and help improve for the future
  • Standard operational procedures are revised, as required, and monitored to ensure consistency in their application
  • The CBSA has established operational standards and procedures to meet its desired balance between security and facilitation, and regularly evaluates and updates these standards
Strategy 3: Continue with the implementation of the Arming and Doubling-up initiatives.
Expected Result: Enhanced border security and officer safety by arming authorized CBSA officers and providing high-quality training, a sound policy foundation and a rigorous management framework.
Activities Expected Results
  • Continue with the existing training regime and design a re-certification regime for mandated annual re-qualification
  • Training is complete, professional and relevant
  • Comprehensive standards for firearms training, qualification and certification are in place and assessed annually to ensure safe and effective post-training performance
  • Establish monitoring mechanisms to assess programs, policies and operational processes
  • Program integrity is established through an effective compliance regime that includes an active monitoring component
  • Continue to evaluate CBSA training facilities to ensure that operational requirements are met
  • The CBSA’s facilities and infrastructure are modernized to meet operational requirements

 


Strategic Priority 2
Innovating for the border of the future
Expected result
: The CBSA develops and implements leading-edge border management processes and technologies that improve Canada's border security and economic prosperity.

Strategy 4: Improve service delivery through innovation.
Expected Result: Canada remains a world leader in effective integrated border management.
Activities Expected Results
  • Advance and develop commercial processing solutions such as eManifest, Harmonized Risk Scoring — Advance Trade Data, Other Government Departments Single Window Interface
  • Facilitate and coordinate the processing of goods while enhancing border security
  • Advance and develop traveller-processing solutions such as the Passenger Name Record Push initiative, the Primary Automated Lookout System replacement, biometrics, the Electronic Primary Inspection Line and enhanced driver's licences
  • Facilitate and coordinate the processing of people while enhancing border security
  • Advance and develop revenue collection solutions such as CBSA Assessment and Revenue Management
  • Facilitate the processing of revenues collected under the goods and peoples programs administered by the CBSA

 


Strategic Priority 3
Strong internal and external relationships
Expected result: The CBSA will improve its capacity to work effectively with all its partners, stakeholders, clients and employees.

Strategy 5: Continue the development of an international strategy for the CBSA.
Expected Result: The CBSA's international engagement is reflective of an integrated border and supportive of the CBSA's strategic priorities and program delivery.
Activities Expected Results
  • Strengthen Canada's engagement with its U.S. counterparts
    • Enhance bilateral relationships with U.S. Customs and Border Protection, U.S. Immigration and Customs Enforcement and the U.S. Department of Homeland Security
    • Lead the efforts of the Government of Canada on the Western Hemisphere Travel Initiative file
  • Border management initiatives meet the security needs of both Canada and the United States while facilitating the flow of legitimate travellers and goods across the shared border
  • Negotiate and implement key agreements and arrangements with other international partners
    • Participate in international forums to advance Canada's objectives regarding border management
    • Advance global and economic security through capacity-building assistance to customs and border agencies
  • Border management evolves through the development and implementation of multilaterally accepted rules and standards
  • Assess the footprint of the CBSA's deployment of resources abroad
  • The deployment of the CBSA's resources abroad supports its integrated border management capacity
Strategy 6: Maintain and develop strong partnerships and relationships.
Expected Result: The CBSA's relationships with other federal departments and stakeholders support effective border management and other federal government objectives.
Activities Expected Results
  • Enhance the CBSA's working relationships with portfolio partners and other federal departments, including Citizenship and Immigration Canada and Foreign Affairs and International Trade Canada
  • The CBSA enhances its mandate through the development of common strategies in support of integrated border management
  • Strengthen relationships with stakeholders such as provinces, municipalities, Aboriginal organizations, airports and commercial stakeholders to enhance coordination and alignment
  • Dependable and timely interactions with partners and stakeholders to minimize risk and maximize economic advantage
  • Continue to work with interested provinces and territories to create the necessary enhanced driver's licence (EDL) program framework and further expand the EDL program
  • The EDL program is rolled out and accepted as being consistent with WHTI requirements

 


Strategic Priority 4
A modern management regime
Expected result: The CBSA will practice results-based management, deliver value for money and monitor progress through regular assessments.

Strategy 7: Continue to develop and implement the tools essential for managing a complex organization.
Expected Result: The CBSA's corporate infrastructure meets operational and Government of Canada requirements, and supports accountability and results-based management.
Activities Expected Results
  • Continue to develop the necessary framework to align the CBSA's resources with the Program Activity Architecture (PAA)
  • Informed decision making and sound stewardship
  • Continue to develop a strong performance measurement platform for the CBSA
  • Improved ability to monitor and report on performance, and the proactive allocation and reallocation of CBSA resources to priorities
  • Implementation of the Salary Management System
  • Managers will have the essential tools to manage budgets, enhance accountability and more effectively deliver their programs
  • Implement corporate management service standards, specifically around financial advice, staffing, classification, accommodation, procurement and contracts
  • Internal services are delivered in accordance with the Government of Canada's modern management agenda
Strategy 8: Continue efforts to ensure that the CBSA's workplace is fair, enabling, healthy and safe.
Expected Result: The CBSA's workplace supports its employees.
Activities Expected Results
  • Develop a comprehensive human resources strategic plan to address the complex challenges facing the CBSA's workforce
  • The CBSA's workforce is representative of the Canadian population and respectful of central agency policies
  • Reduce the complexity of the CBSA's current human resources processes and develop the CBSA's workforce capacity
  • The CBSA provides timely and efficient human resources services to managers and employees
  • The CBSA's human resources regime complies with central agency requirements
  • Implement the necessary development programs to address the CBSA's requirements to fulfill its key priority areas
  • The human resources strategic plan meets the workforce recruitment and capacity building requirements in key priority areas (BSOs, PEs, ESs, FBs, etc.)