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2009-10
Report on Plans and Priorities

Canada Border Services Agency

Supplementary Information (Tables)

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Table of Contents

• Green Procurement
• Sustainable Development Strategy
• Horizontal Initiatives
• Internal Audits
• Evaluations
• Sources of Respendable and Non-respendable Revenue
• Status Report on Major Crown Projects
• Summary of Capital Spending by Program Activity

Green Procurement

Summary

The Canada Border Services Agency (CBSA) is currently reviewing a green procurement policy that will be introduced to all CBSA branches and regions once it is approved. The policy will provide information that will be used to help reduce the environmental impacts of the CBSA's operations and promote environmental stewardship by integrating environmental performance considerations in the procurement process. The procurement of environmentally friendly products and services is an integral aspect of the CBSA's commitment to sustainable development and is one of the ways the CBSA ensures responsible procurement and best value for Canadians

The policy will be integrated into management processes and controls, and ongoing green procurement training will be offered and become mandatory and will be included in employee performance evaluations.

Green Procurement Targets and Benefits

Green procurement means changing what goods and services the CBSA buys and how it buys them in ways that reduce its environmental impacts. The environmental benefits of green procurement include reducing greenhouse gas emissions, air contaminants, ozone-depleting substances, solid waste and hazardous chemical use and waste. Greening improves energy and water efficiency, encourages reuse and recycling, and improves the indoor work environment.

Green procurement is set within the context of achieving best value for money (price, quality, availability, functionality). It integrates environmental performance considerations into the procurement process and addresses the full life cycle of the product or service to be acquired (i.e. throughout the planning, acquisition, in-service use and disposal phases). Green procurement also requires an understanding of the environmental aspects and potential impacts and costs associated with the life-cycle assessment of goods and services being acquired.

Purchasing environmentally responsible products or services may help reduce costs as environmentally preferable products and services are typically more resource-efficient and require less energy, water and other resources to produce, use and/or dispose of them.

Table 1: Status Report on Green Procurement Targets

Status Report on Green Procurement Targets

Target	Status
Develop a partnership strategy on horizontal sustainable development issues	Completed
Develop a 2007–12 greenhouse gas emissions reduction strategy	Completed
Apply Leadership in Energy and Environmental Design certification standards to new CBSA-owned border crossing facilities	Completed
Reduce by 15 percent (from 2002–03 levels) greenhouse gas emissions per vehicle kilometre	Completed
Purchase ethanol-blended fuel for vehicle fleet, where available	Completed
Undertake a pilot project that uses technology in boardrooms to reduce travel	Completed
Create a virtual sustainable development centre of expertise	Completed
Develop and implement a national green procurement program	In progress
Develop and implement a paper reduction policy	In progress

Sustainable Development Strategy

Summary

The CBSA continues to adopt new ways of thinking and acting that reflect economic, social and environmental dimensions of sustainable development. The CBSA's Sustainable Development Strategy 2007–2009 emphasizes the need to create systems that promote overall sustainable management of the CBSA's activities.

The CBSA's commitment to sustainable development supports efficient and effective border management that contributes to the security and prosperity of Canada. The CBSA's Sustainable Development Strategy 2007–2009 came into force on April 1, 2007. Progress in implementing the strategy will be reported in the CBSA's 2009–10 Departmental Performance Report.

The Sustainable Development Strategy 2007–2009 is available on the CBSA's Web site at http://www.cbsa.gc.ca/agency-agence/reports-rapports/sds-sdd/sds-sdd-07-09-eng.html.

Table 2: Sustainable Development Strategy 2007–2009: Targets for 2009–10

Sustainable Development Strategy Goal: The CBSA is a socially responsible organization.

Sustainable Development Strategy Target: Apply Leadership in Energy and Environmental Design certification standards to new CBSA-owned border crossing facilities.
Federal Sustainable Development Goal	Performance Measure	Expected Results
Reduce greenhouse gas emissions.	Number and percentage of new facilities with Leadership in Energy and Environmental Design certification.	Resources are used in a sustainable manner.
Sustainable Development Strategy Target: Reduce by 15 percent (from 2002–03 levels) greenhouse gas emissions per vehicle kilometre.
Federal Sustainable Development Goal	Performance Measure	Expected Results
Reduce greenhouse gas emissions.	Annual average of greenhouse gas emissions per vehicle kilometre.	Greenhouse gas emissions are reduced.
Sustainable Development Strategy Target: Purchase ethanol-blended fuel for vehicle fleet, where available.
Federal Sustainable Development Goal	Performance Measure	Expected Results
Reduce greenhouse gas emissions.	Percentage of ethanol-blended gasoline purchased.	Greenhouse gas emissions are reduced.
Sustainable Development Strategy Target: By March 31, 2010, develop and implement a life-cycle approach to asset management.
Federal Sustainable Development Goal	Performance Measure	Expected Results
Sustainable development and use of natural resources.	Number and percentage of asset categories identified and managed according to the life-cycle approach.	Sustainable planning and management of CBSA assets.
Sustainable Development Strategy Target: By March 31, 2010, train all procurement personnel on green procurement.
Federal Sustainable Development Goal	Performance Measure	Expected Results
Sustainable development and use of natural resources.	Number and percentage of procurement personnel trained.	Employees apply green procurement principles.

Sustainable Development Strategy Goal: The CBSA is an employer of choice.

Sustainable Development Strategy Target: By March 31, 2010, develop and implement an environmental database.
Federal Sustainable Development Goal	Performance Measure	Expected Results
n/a	Number of environmental aspects managed by the environmental database.	Reports for internal and external stakeholders are generated.

Horizontal Initiatives

Supplementary information on the CBSA's participation in horizontal initiatives can be found on the Treasury Board of Canada Secretariat's Web site at http://www.tbs-sct.gc.ca/rpp/2008-2009/info/info-eng.asp.

Internal Audits

Table 4: Upcoming Internal Audits (next three fiscal years)

Name of Internal Audit	Audit Type	Status	Expected Completion Date
Control and disposal of seized goods	Assurance	In progress	2009
Customs Self Assessment program	Assurance	In progress	2009
Section 33 of the Financial Administration Act	Assurance	In progress	2009
Governance and strategic direction	Assurance	In progress	2009
Values, ethics and professional standards	Assurance	In progress	2009
Revenue ledger	Assurance	In progress	2009
CBSA/Canadian Food Inspection Agency memorandum of understanding for food, plant and animal inspections	Assurance	In progress	2009
Administration of permits for commercial goods	Assurance	In progress	2009
System under development – eManifest	Assurance	In progress	2009
Occupational health and safety	Assurance	In progress	2009
Business continuity plan	Assurance	In progress	2009
Year-end cash cut-off procedures (2008–09)	Assurance	Planned	2009
Responsibilities and organization for financial management	Assurance	Planned	2009
Acquisition card control framework	Assurance	Planned	2009
Payroll controls	Assurance	In progress	2010
CBSA/Citizenship and Immigration Canada memorandum of understanding	Assurance	Planned	2010
Form K84 process and accounting	Assurance	Planned	2010
Asset management investment plan	Assurance	Planned	2010
Protection and privacy of personal information	Assurance	Planned	2010
Duties relief programs – drawbacks	Assurance	Planned	2010
Free and Secure Trade program	Assurance	Planned	2010
Employer-employee relationship – contractors	Assurance	Planned	2010
Harmonized Risk Scoring/Advance Trade Data	Assurance	Planned	2010
Advance Passenger Information/Passenger Name Record data from airlines	Assurance	Planned	2010
Postal operations	Assurance	Planned	2010
Accelerated Commercial Release Operations Support System controls	Assurance	Planned	2010
Management of information technology security	Assurance	Planned	2011
Container Security Initiative*	Assurance
Process to share intelligence information internally*	Assurance
Controls on seized identity documents (Immigration and Refugee Protection Act)*	Assurance
Arming Initiative (change management strategy)*	Assurance
Compliance verification programs*	Assurance
Customs-controlled forms*	Assurance
Process monitoring framework*	Assurance
Biometrics*	Assurance
Laboratory services*	Assurance
Management of overtime*	Assurance
Training and development*	Assurance
Accounts receivable*	Assurance
Procurement – service standards*	Assurance
Physical security of CBSA facilities*	Assurance
Security management framework*	Assurance
Policy on management of government information holdings*	Assurance

*The completion date of these audit projects will be determined in 2009–10.

Evaluations

Table 5: Upcoming Evaluations (next three fiscal years)

Name of Evaluation	Status	Expected Completion Date
Admissibility screening	In progress	2009
Examination processes – goods (including enforcement tools)	In progress	2009
Fleet management	In progress	2009
Remote border location programs	In progress	2009
Arming Initiative	Planned	2009
Container Security Initiative	Planned	2009
Duty-free shops	Planned	2010
Information technology infrastructure – shared services, applications and end-user environment	Planned	2010
Investigations program (prosecutions under the Immigration and Refugee Protection Act)	Planned	2010
Rigaud Learning Centre	Planned	2010
Sufferance warehouses	Planned	2010
Administrative Monetary Penalty System	Planned	2011
Compliance verification	Planned	2011
Corporate secretariat – access to information and privacy	Planned	2011
eManifest	Planned	2011
Facilities	Planned	2011
Detentions and removals	Planned	2011
Staffing function	Planned	2011
Western Hemisphere Travel Initiative	Planned	2011

Sources of Respendable and Non-respendable Revenue

Table 6.1: Sources of the CBSA's Respendable Revenue

($ thousands)

Program Activity	Forecast Revenue 2008-2009	Planned Revenue 2009-2010	Planned Revenue 2010-2011	Planned Revenue 2011-2012
Conventional Border
Rights and privilèges	867	867	867	867
Services of a regulatory nature	8,022	7,397	5,522	5,522
Services of a non-regulatory nature	11,007	11,007	11,007	11,007
Total – Conventional Border	19,896	19,271	17,396	17,396
Internal Services
Rights and privileges	314	314	314	314
Total – Internal Services	314	314	314	314
Total Respendable Revenue	20,210	19,585	17,710	17,710

Table 6.2: Sources of the CBSA's Non-respendable Revenue

($ thousands)

Program Activity	Forecast Revenue 2008-09	Planned Revenue 2009-10	Planned Revenue 2010-11	Planned Revenue 2011-12
Conventional Border
Sale of goods and services
Public building and property rental	334	431	430	457
Total – Conventional Border	334	431	430	457
Risk Assessment
Adjustments to prior year's payables	417	537	537	570
Sale of goods and services	19	24	24	26
Miscellaneous
Court fines	194	250	250	265
Seizures	3,539	4,562	4,558	4,845
Sale of unclaimed goods	2	2	2	2
Interest and penalties	4,720	6,085	6,078	6,461
Other	671	865	864	918
Total – Miscellaneous	9,126	11,764	11,752	12,491
Total – Risk Assessment	9,562	12,325	12,313	13,087
Enforcement
Adjustments to prior year's payables	2,170	2,798	2,795	2,971
Sale of goods and services	97	126	125	133
Miscellaneous
Court fines	1,010	1,301	1,300	1,382
Seizures	18,431	23,757	23,733	25,228
Sale of unclaimed goods	8	11	11	11
Interest and penalties	24,580	31,684	31,653	33,647
Other	3,493	4,503	4,498	4,782
Total – Miscellaneous	47,522	61,256	61,195	65,050
Total – Enforcement	49,789	64,180	64,115	68,154
Total Non-respendable Revenue	59,685	76,936	76,858	81,698
Total Respendable and Non-respendable Revenue	79,895	96,521	94,568	99,408

Status Report on Major Crown Projects

eManifest

Description

eManifest represents Phase III of the Advance Commercial Information initiative, which is aimed at improving the CBSA's ability to detect shipments that pose a high or unknown risk to the safety and security of Canadians. eManifest will help the CBSA protect and secure Canadian frontiers by “pushing the border out” because it will require carriers to electronically submit all pre-arrival commercial information (including all cargo, conveyance and crew data) in the highway and rail modes of transportation and to electronically submit all advance secondary cargo and importer admissibility data for all modes (marine, air, rail and highway). This will enable the CBSA to more effectively analyze risk, ensure efficient border procedures and secure the international trade supply chain.

Project Phase

eManifest is currently in the analysis and design phase. During this phase, the following activities will be undertaken:

• Electronic receipt and automated risk assessment of pre-arrival data, including
  • primary and secondary cargo information;
  • conveyance information;
  • crew/driver information; and
  • importer release/admissibility information.

• Development of
  • alternative methods of communication (Internet portal);
  • cargo messaging or notification system;
  • linkages between cargo, importer admissibility and release information (including arrival status);
  • a multi-modal manifest suitable for all modes of transportation;
  • improved information for border services officers at the primary inspection line;
  • integrated examination results;
  • a mechanism for risk assessors to make pre-arrival admissibility recommendations;
  • trend analysis and pattern detection (supported by business intelligence and a data warehouse);
  • compliance management and data quality review;
  • management information reporting; and
  • sufficient capacity and infrastructure to meet established pre-arrival reporting time frames and volumes.

In addition, some of the activities listed above will be implemented or retrofitted for the air and marine modes because the activities were not included as part of Phase I and II of the Advance Commercial Information initiative. In particular:

• electronic receipt and automated risk assessment of pre-arrival data, including secondary cargo, crew and importer release/admissibility information;
• development of trend analysis and pattern detection;
• linkages between cargo, importer admissibility and release information (including arrival status); and
• a multi-modal manifest suitable for all modes of transportation.

Leading and Participating Departments and Agencies

Table 7.1: Leading and Participating Departments and Agencies

Leading and Participating Departments and Agencies

Lead department or agency	Canada Border Services Agency
Contracting Authority	Canada Revenue Agency Public Works and Government Services Canada
Participating Departments	n/a

Prime and Major Subcontractors

Table 7.2: Prime and Major Subcontractors

Prime and Major Subcontractors

Prime Contractor	n/a
Major contractors	n/a

Major Milestones

Table 7.3: Major Milestones

Major Milestones

Milestones	Date
Implementation release	June 2008
Implementation release	February 2009
Implementation build 2	December 2009
Implementation build 3	April 2010

Progress Report and Explanations of Variances

The Treasury Board granted effective project approval on November 29, 2007. The implementation of the in-transit pilot project was completed in June 2008. The following eManifest readiness deliverables were also released in June 2008:

• ability to extract U.S. marine cargo data on U.S.-destined cargo;
• Accelerated Commercial Release Operations Support System/Canadian Food Inspection Agency interface;
• notification system (carriers are notified when primary cargo reports are matched with secondary cargo reports);
• TITAN/Accelerated Commercial Release Operations Support System linkages;
• ability to validate appraisal quality data with the Harmonized System code; and
• ability to perform a historical search to view all details of the cargo/container/conveyance.

The following eManifest readiness deliverables are scheduled as part of the implementation release to be completed in February 2009:

• additional risk indicators for TITAN (marine mode);
• TITAN online updates (Phase II); and
• electronic data interchange rail reporting (Phase I).

Table 7.4: Progress Report and Explanation of Variances

($ thousands)

CBSA Branch	2006-07		2007-08
	Budget	Actual	Budget	Actual
Innovation, Science and Technology	4,660	4,660	46,169	30,656
Admissibility	296	296	708	368
Operations			392	1,087
Enforcement	302	302	723	140
Comptrollership	1,821	1,821	158	623
Human Resources	369	369	240	138
Strategy and Coordination	760	760	488	67
Total	8,208	8,208	48,878	33,079
Carry Forward				12,749

($ thousands)

CBSA Branch	2008-09		2009-10
	Budget	Forecast	Budget
Innovation, Science and Technology	90,019	56,771	81,356
Admissibility	584	1,325	584
Operations	2,733	1,251	6,555
Enforcement	584	335	584
Comptrollership	1,025	2,281	2,078
Human Resources	371	705	566
Strategy and Coordination	786	1,901	1,319
Carry forward for 2007-08	12,749
Total	108,851	64,569	93,042
Carry Forward		44,282

The spending profile was adjusted to reflect the figures in the effective project approval submission. The total amount spent during 2006–07 was on activities within the initiation, feasibility and planning phases of the project life cycle. Significant work on building and confirming the project scope and identifying high-level requirements for development are attributed to this expenditure.

Approximately 50 percent of expenditures are attributed to the implementation release of June 2008. An additional 30 percent will be used to complete the implementation release scheduled for February 2009 and part of the implementation build 2. The remaining 20 percent will be carried forward and distributed among the remaining implementation builds.

The carry-forward amount is attributed to a shift in the time required for the critical work of project planning activities, which necessitated the movement of procurement activities for infrastructure and hardware into future years. A large portion of these funds is associated with the procurement of a data warehouse.

Industrial Benefits (Business Goals)

• Enhanced prosperity: eManifest will contribute to a strong economy by facilitating the flow of low-risk trade in the high-volume, time-sensitive transborder environment.
• Enhanced security: Canadian society will be better protected from health, safety, security and terrorist threats as eManifest will “push the border out” in order to obtain the necessary data at the right time. eManifest uses sophisticated tools and technology and rigorous risk-assessment systems to interdict threats before goods arrive in Canada.
• Streamlined border processing: Obtaining and risk-assessing commercial information from trade-chain participants prior to the arrival of goods in Canada will minimize the processing required at the physical border, streamline the clearance process and reduce border congestion.
• Consistency of application: As eManifest will expand the existing requirements of marine and air carriers to those in the highway and rail environments, there will be a consistent application of risk assessment across all modes of transportation relative to CBSA requirements.
• Reduced costs of compliance: Members of the trade community will be able to leverage the investment they are making to comply with U.S. requirements since the program and systems requirements of eManifest will be harmonized with those of the United States to the greatest extent possible.
• Enhanced systems performance: Given the high volumes and compressed time frames associated with transborder trade, the CBSA will make enhancements to its information technology infrastructure, which will enhance system performance and reliability.

Details on the CBSA's Project Spending

($ thousands)

Program Activity	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2012-12
Risk Assessment	5,712	1,057	575	67
Enforcement	51,280	31,687	11,936	104
Facilitated Border	222		18
Conventional Border	3,201	1,861	3,423	2,027
Trade	243		12
Recourse	59
Internal Services	69,582	29,958	60,916	59,398
Total	130,299	64,563	76,880	61,596