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Corporate Management and Direction

The Corporate Management and Direction program activity provides the corporate direction, human resources (HR) services, comptrollership direction and legal services to support and manage the Canada Border Services Agency (CBSA). It is also responsible for implementing modern management processes and promoting organizational effectiveness.

The Corporate Management and Direction program activity consists of three program sub-activities: Corporate Direction, Human Resources and Comptrollership.

Program Sub-activity: Corporate Direction

The strategic direction and framework for the CBSA is provided through the Corporate Direction program sub-activity. This includes the overall direction and coordination for the CBSA, legal advice on the CBSA's operations and policies, strategic and operational communications, internal audits, strategic planning (including risk management), research and evaluation studies, advice and guidance, support for the governance structure and decision-making capacity, the management of intergovernmental and internal relations, and ensuring the national direction of program support services for the regions.
Internal audit

The CBSA's internal audit function supports positive changes and includes providing value-added quality services and reports to the President, the Audit Committee and CBSA senior management. By liaising between the Agency and the Office of the Auditor General of Canada (OAG) and other external review organizations, and by conducting internal audits on Agency programs and activities, the internal audit function demonstrates the CBSA's stewardship of public funds and assets, its management accountability and leadership, and how the CBSA achieves program results.

RPP Commitment

Although no commitment was stated in the CBSA's 2007–2008 Report on Plans and Priorities (RPP), the CBSA was to deliver nine internal audits based on its multi-year, risk-based plan. In addition, the Agency was to coordinate a major external audit to be conducted by the OAG; the resulting report was entitled the 2007 October Report of the Auditor General of Canada.

Performance Highlights and Results

In addition to conducting nine internal audits, the Agency coordinated a major external audit conducted by the OAG. The report can be found on the OAG's Web site. Chapter 5, “Keeping the Border Open and Secure,” examined whether the CBSA's approach to border management is based on threat and risk assessments and achieves the desired levels of border openness and security. Conducted between October 2006 and May 2007, the OAG audit made 14 recommendations that addressed five major areas:

  • strengthening the Agency's risk-management framework and practices;
  • improving controls and monitoring;
  • documenting referral decisions and examination results to enhance performance measurement;
  • developing and evaluating national training programs; and
  • implementing emergency response plans.

The Agency's response to the audit's recommendations is included in the report. The CBSA has developed a management action plan that sets out the key milestones for the ongoing implementation of the OAG's recommendations, some of which have already been implemented in the above-referenced areas. These recommendations are making a valuable contribution to the improvement of the CBSA's performance in terms of governance, accountability and controls.

Risk management

A key activity in the implementation of a modern management regime at the CBSA is the development and implementation of an Integrated Risk Management Framework (IRMF) that is consistent with related Treasury Board policies and best practices in other departments. The IRMF, which integrates existing risk-based strategies, processes and tools into a comprehensive, Agency-wide framework, will ensure there is a consistent approach, controls and indicators for identifying, managing and monitoring risks across all Agency programs, and serve to transparently integrate risk into management decision making and priority setting.

RPP Commitment

Although no RPP commitment was stated, the CBSA was to build on its early stages of integrated risk management and to develop an IRMF.

Performance Highlights and Results
  • The CBSA completed two of four milestones in the development of its IRMF: a gap analysis of risk-management practices and a needs-assessment report, as recommended in the 2007 October Report of the Auditor General of Canada. The implementation of the final IRMF is scheduled to begin in 2008–2009.
  • The Agency completed an Enterprise Risk Profile (ERP) with the following results:
    • The CBSA refined the 12 enterprise risks identified in 2006–2007 and focused on managing the top six risks: financial resources sufficiency, staff capability and capacity, system/technology sufficiency, transformation/change management, response capability, and errors and omissions.
    • The Executive Management Committee continually monitors and reviews progress in mitigating key corporate risks.
    • The CBSA's ERP and strategically aligned planning cycle is current, approved and open to potential new, higher level risks.
    • Corporate planning is more informed by risk management.
    • Accountabilities are assigned for the implementation of mitigation strategies.
    • Mitigation strategies are being implemented to address the Agency's organizational sustainability and operational effectiveness.
Implementing a strong performance measurement platform

The CBSA's performance measurement platform includes reports and tools that enable the Agency to track its progress towards meeting its vision and priorities and to concisely demonstrate results and the benefit of programs and activities to Canadians.

RPP Commitment

In 2007–2008, the Agency committed to making its performance measurement platform more robust to better support decision making. Specifically, the CBSA was to revise and complete the development of the Program Activity Architecture (PAA), including results, indicators and accountabilities in accordance with Treasury Board of Canada Secretariat (TBS) guidelines.

Performance Highlights and Results
  • Following the amendment of its PAA in 2007–2008, the CBSA created a task force to develop a Performance Measurement Framework (PMF). By doing so, the Agency moved forward in establishing a comprehensive performance measurement platform. This platform uses existing tools and reports that include results statements, indicators and accountabilities as required by the TBS's Management, Resources, and Results Structure Policy. The new PAA and PMF were implemented on April 1, 2008.
Stabilizing and strengthening the access to information and privacy function

In accordance with the principles of open government and protecting the privacy of individuals, the CBSA must comply with the statutory requirements of the Access to Information Act and the Privacy Act. To that end, the Agency is further reducing access to information and privacy (ATIP) request backlogs, enabling the CBSA to meet legislative requirements for most requests. The Agency is also finalizing the organizational structure and developing a training and recruitment plan for the ATIP function to ensure future consistency with requirements.

RPP Commitment

In 2007–2008, the CBSA committed to further reducing its ATIP request backlogs, enabling the Agency to meet legislative requirements for the majority of requests. Also, the Agency was to finalize the organizational structure and develop a training and recruitment plan for the ATIP function to ensure future consistency with requirements.

Performance Highlights and Results
  • The Agency's backlog was reduced by more than 60 percent, from 752 requests to 284 requests carried forward into 2007–2008; 443 requests were carried forward from 2005–2006 into 2006–2007. In addition, most requests are now completed within legislated time frames. Table 4.1 shows the number of received and completed access to information requests and the significant improvement made in completing those requests on time over the past three fiscal years. The number of requests carried forward from one year to the next does not appear in the number of decisions received. 

Table 4.1: Access to Information Requests (2005–2006 to 2007–2008)

2005–2006 to 2007–2008
Fiscal Year Received Completed On Time
2005–2006 670 402 156
2006–2007 945 1,064 320
2007–2008 1,030 1,197 781

International affairs

Through its partnerships with new global players and regional leaders, the CBSA is identifying a number of priority partnerships through which to engage on issues related to national security and the international movement of goods and persons. Key partners include other government departments, primarily Citizenship and Immigration Canada, Foreign Affairs and International Trade Canada, the RCMP, the Canadian International Development Agency and Transport Canada; foreign border management administrations; multilateral organizations such as the World Customs Organization (WCO); and the private sector. The CBSA's participation in a number of international forums provides the Agency with the opportunity to influence the evolution of accepted rules and standards affecting the global movement of goods and persons.

RPP Commitment

Although no RPP commitment was stated, the CBSA was to continue to maintain and develop strong international partnerships and relationships, enhance bilateral cooperation and participate in key border management forums, including the WCO, the World Trade Organization, the G8, the Four Country Conference and Border Five, a new informal forum on customs and border management policy issues.

Performance Highlights and Results
  • The CBSA pursued more robust partnerships with the United States, the United Kingdom, Australia, the European Commission, France, Germany, Japan, New Zealand and the Netherlands. The Agency also forged effective partnerships with Chile, Mexico and South Africa. In addition, the CBSA hosted more than 30 high-level international delegations in Canada to discuss issues of mutual importance and held numerous working-level visits and meetings.
  • The CBSA and U.S. Customs and Border Protection (CBP) moved forward on key bilateral Security and Prosperity Partnership of North America initiatives, including NEXUS, the Free and Secure Trade program, the Container Security Initiative (CSI) and the Advance Passenger Information/Passenger Name Record (API/PNR) program. The CBSA, U.S. CBP and Mexico Customs and their respective sectors cooperated in promoting the implementation of the WCO Framework of Standards to Secure and Facilitate Global Trade (SAFE) and in providing capacity-building assistance in Argentina and El Salvador.
  • The Agency signed a customs mutual assistance agreement with the Netherlands and memoranda of cooperation on the CSI with South Africa and Panama, and began CSI negotiations with Japan; met with European Union officials on API/PNR data to discuss the need to initiate negotiations for a new agreement; enhanced bilateral cooperation through several non-binding arrangements; initiated a customs arrangement with Chile; and coordinated a mutual recognition arrangement between Canada and the United States under the Partners in Protection and Customs-Trade Partnership Against Terrorism programs.
  • The CBSA President continued for the second year as WCO Vice-Chair and regional representative of the Americas and the Caribbean region. This role enables the Agency to develop and strengthen its partnerships within that region.
  • Capacity-building programs and activities were initiated under the WCO (the most significant being the Columbus Programme — Aid for SAFE trade) and at the bilateral level. In support of the objectives outlined in the Agency's International Strategic Framework and to contribute to the Government of Canada's foreign, trade and aid policies, the CBSA participated in capacity-building projects to provide supply-chain security and trade-facilitation administration to assist a number of countries, including Costa Rica, El Salvador, Guatemala, Haiti, Mexico, Panama and St. Lucia in the Americas and the Caribbean; South Africa and Benin in Africa; and the Ukraine in Europe.
Values and ethics

The CBSA continues to implement its Values and Ethics Program Action Plan. This includes carrying out activities to help employees identify, assess and resolve ethical issues in keeping with the responsibilities outlined in the Values and Ethics Code for the Public Service and the CBSA Code of Conduct. The CBSA's national values and ethics advisors, working with an Agency-wide network, consult with other departments and agencies to benefit from their best practices and establish a robust values and ethics regime.

RPP Commitment

In 2007–2008, the CBSA committed to move forward with its Values and Ethics Program Action Plan and to measure and track the Plan's effectiveness.

Performance Highlights and Results
  • The CBSA focused on designing and delivering values and ethics training sessions for Port of Entry Recruit Training (POERT) recruits, providing ethics awareness sessions in the regions and at CBSA Headquarters (HQ), and designing and delivering information sessions to build awareness of the provisions of the Public Servants Disclosure Protection Act, which came into force in April 2007.
  • The Agency continued to consult with other departments and share best practices, many of which have been incorporated into the design of a core values and ethics training module for all employees, which will be piloted and implemented in 2008–2009.
Informal Conflict Management System

The CBSA's Informal Conflict Management System (ICMS), through a network of ICMS regional advisors, coordinators and trained volunteer mediators, continues to raise the profile and understanding of the ICMS as an alternative to a formal dispute.

RPP Commitment

In 2007–2008, the CBSA was to devote particular attention to including union representatives on committees and working groups, building consultation infrastructures and resolving issues of concern by way of both informal and formal processes.

Performance Highlights and Results
  • The CBSA and the unions signed a formal pledge of commitment to the principles of the ICMS and to effectively manage conflict at the Agency.
  • Awareness and understanding of the ICMS as an alternative to formal dispute resolution at the Agency increased. The ICMS policy framework was created, which provides information on the ICMS service, activity measures, roles of the regional ICMS advisors and a grievance abeyance process and related principles. Table 4.2 outlines the services provided and work undertaken by the ICMS team over the past fiscal year.

Table 4.2: ICMS Services Provided in 2007–2008

ICMS Services
ICMS Services Provided No. of Employees/Sessions
Employees who were provided with advice and program information 672
Employees who were provided with conflict coaching 403
Facilitated discussions 78
Mediations 28
Group sessions 18
Employees who attended a training or skill-building session 1,169
Employees who attended awareness sessions 2,578

Program Sub-activity: Human Resources

HR services and advice are provided through the Human Resources program sub-activity. This includes developing and implementing an integrated framework of HR strategies, policies and programs; providing functional guidance and support for operations; developing and delivering training and learning strategies and products; developing sound staffing and classification programs for the CBSA; providing labour relations strategies and advice; promoting occupational health and safety; and implementing collective agreements for the CBSA.
Developing an integrated HR plan

An integrated HR plan identifies current and future HR needs for the CBSA and optimal strategies and activities for HR management programs and services such as recruitment, retention, learning, employee development, employment equity, official languages, classification, wellness and succession management.

RPP Commitment

In 2007–2008, the Agency committed to developing a more detailed, integrated HR plan that would serve as a link between HR management and the Agency's overall strategic plan.

Performance Highlights and Results
  • A more detailed, integrated HR plan was developed based on six key priorities; the plan is expected to be finalized in 2008–2009.
  • An HR planning toolkit was developed to help managers prepare HR plans in a rigorous manner and to support consistency across the Agency.
  • HR plans and strategies were developed for eight regions.
  • HR planners were trained across the country to build HR planning capacity.
Developing a leadership framework that will include a support network

The Agency continues the development of its leadership framework in support of the CBSA's priority of a modern management regime. The framework focuses on the unique learning needs of the Agency's managers.

RPP Commitment

As part of the CBSA's HR planning in 2007–2008, the Agency committed to develop a leadership framework that would help it attract, develop and retain the best,brightest and most creative leaders; build a CBSA leadership capacity to develop sound policy; deliver excellent service; and meet evolving CBSA business goals.

Performance Highlights and Results
  • The CBSA's leadership strategy was launched to define the various avenues to build leadership capacity.
  • A CBSA-specific leadership course entitled “Gateway to Leadership…The Adventure Begins!” was piloted to address leadership knowledge and skills.
  • A standard meeting agenda and tool was developed and piloted within selected regions and branches to facilitate meetings with employees on the CBSA's vision, mission and mandate.
  • Nineteen CBSA employees participated in the Management Trainee Program and Career Assignment Program.
Implementing the CBSA learning framework

The CBSA began the phased-in implementation of its learning framework to help the Agency plan and report based on strong metrics, support government-wide priorities and initiatives, and create a learning organization.

RPP Commitment

In 2007–2008, the CBSA committed to launching its learning framework in phases to provide the support required to its high-performing employees. In recognizing the importance of continual learning in the workplace, the Agency would create a CBSA learning policy, develop an Agency-wide learning plan and design a trainer certification program by the end of the fiscal year.

Performance Highlights and Results
  • 171 CBSA managers attended the course “The Essentials of Managing in the Public Service” and validated their delegated authorities.
  • Training products were updated for the POERT program, which is designed for new border services officers; POERT in-service products were delivered in all regions; POERT online distance learning and CBSA employee orientation e-learning products were completed; and 1,243 officer recruits attended POERT in 2007–2008.
  • The CBSA's Training and Learning Policy was published, which articulates the Agency's accountabilities, roles and responsibilities under the training and learning function.
  • The CBSA Strategic Learning Direction 2008–2011 was introduced to identify training and learning priorities in alignment with the CBSA's business goals.
  • The trainer certification program was under way. By the end of the fiscal year, there were 18 certified trainers. In addition, trainers continued to be certified in specific courses such as the in-service portion of the POERT program and training related to the Immigration and Refugee Protection Act.
Implementing the CBSA national targeting training program

A recommendation was made in the 2007 October Report of the Auditor General of Canada to promote consistency and quality in the targeting process. As a result, the need for national targeting training products and improved processes was a priority for the CBSA in 2007–2008.

RPP Commitment

Although no RPP commitment was stated, the CBSA was to act on a key recommendation of the OAG report and take steps to design and develop national targeting training products and improved processes.

Performance Highlights and Results
  • The Agency developed an action plan to address the OAG recommendation. It included the design and development of national products that are as inclusive as possible to all relevant systems of each targeting mode.
  • A working group was organized in February 2008 and it determined that a single targeting training program, the “Foundations of Targeting,” would be required to include all elements common to targeting, regardless of the mode.
Labour relations

The Public Service Labour Relations Act specifically recognizes that harmonious labour-management relations are essential to a productive and effective public service.

RPP Commitment

In 2007–2008, the CBSA committed to continuing its collaborative efforts with labour unions through communication and sustained dialogue with the aim of achieving the fair, credible and efficient resolution of matters of concern. These efforts were expected to improve the Agency's efficiency and productivity, and to enhance the Agency's progress on its initiatives by increasing their acceptance by employees. Particular attention was to be given to including union representatives on committees and working groups, building consultation infrastructures and resolving issues of concern by way of both informal and formal processes.

Performance Highlights and Results
  • The Agency collaborated with the labour unions on a regular and ad hoc basis through labour-management discussions on key subjects such as the Employee Assistance Program, employment equity, health and safety policies, disability and accommodation case management, and doubling up work-alone situations.
  • The CBSA built consultation infrastructures by establishing regional and local labour-management consultation committees in addition to the existing National Labour-Management Consultation Committee, which meets twice a year.
Occupational health and safety

The CBSA is committed to protecting the health and safety of its employees by complying with all health and safety requirements, and by ensuring that employees have the necessary equipment, training, instruction and supervision to safely carry out their duties.

RPP Commitment

In 2007–2008, the CBSA committed to taking action on a number of fronts to promote and maintain an effective national health and safety program that protects the health and safety of all its employees in the workplace. Also, the Agency was to continue to work in concert with union representatives via the national Policy Health and Safety Committee to ensure that appropriate consultation takes place on all health and safety concerns affecting employees.

Key initiatives were to include the development and implementation of mandatory health and safety training and awareness programs; the development of preventative measures to eliminate or control, to the greatest extent possible, the occurrences of injuries in the future; and the provision of health and safety advice and guidance throughout the Agency to support the development and implementation of new programs.

Performance Highlights and Results
  • Ongoing consultation with the unions on national health and safety concerns took place through the quarterly meetings of the Policy Health and Safety Committee.
  • Union consultation on health and safety issues took place at the local level through more than 150 workplace health and safety committees.
  • An occupational health and safety section on the Agency's intranet provides employees with up-to-date information.
  • Health and safety advisories were issued in response to specific health and safety issues.
  • A mandatory e-learning awareness training package, launched in March 2008, provides employees with information on their health and safety roles and responsibilities in the workplace.
  • Over 75 mandatory training sessions were provided to approximately 1,200 managers and supervisors.
  • A Workplace Hazardous Materials Information System e-learning tool was implemented for employees who work in areas where hazardous products may be found.
  • In January 2007, the CBSA Hazard Prevention Program was launched to help managers identify and address site-specific health and safety hazards.
  • The critical incident statistics for 2007–2008 can be found on the CBSA's Web site.
Employment equity

The CBSA is committed to implementingrepresentative hiring practices to respond to the constantly changing fabric of Canadian society and eliminating barriers to employment for designated groups. The Agency seeks to implement programs intended to ensure that the CBSA is being inclusive and representative of the diversity of Canada.

RPP Commitment

In 2007–2008, the CBSA committed to continuing to build a representative workforce that reflects the diversity of the Canadian population, to undertake the development and communication of a policy on the duty to accommodate throughout the Agency, to undertake a targeted workforce analysis to identify the under-representation of designated groups for key occupations and to initiate an employment systems review to identify any barriers to employment.

Performance Highlights and Results

An employment equity network was created comprising a national champion and members representing the four designated groups to help build a strong employment equity program. Table 4.3 shows that the CBSA's representation rates significantly exceeded the workforce availability rates in all four designated groups in 2007–2008.

Table 4.3: CBSA Representation and Workforce Availability Rates for 2007–2008

CBSA Representation and Workforce Availability Rates
Designated Group CBSA Representation Rate (%) Workforce Availability Rate (%)
Aboriginal peoples 3.3 2.5
Women 52.7 41.3
Members of visible minorities 11.3 8.9
Persons with disabilities 6.6 3.4

Frontière/Border group

The CBSA anticipates moving forward with its Frontière/Border (FB) occupational group, a group that was built on the Agency's tailored classification standard and structure that applies to the core business functions of border operations, management and program support.

RPP Commitment

Collective bargaining was expected to start in 2007–2008 for CBSA employees who will be classified in the FB group.

Performance Highlights and Results
  • The job classification elements of the FB group were implemented and all affected employees were informed of their new FB job classification.
  • Following the exchange of proposals by the parties in April 2007, collective bargaining began in May 2007 to negotiate the first collective agreement for the FB group.
Recruitment of border services officers

Border services officers are the feeder group for many of the Agency's positions, as well as the largest single contingent of the Agency. National recruitment for officers requires significant upfront planning with the eight CBSA regions and the CBSA Learning Centre in Rigaud, Quebec. Factors such as the wide variation in local labour markets, different needs at the local level and the capacity of the CBSA Learning Centre have challenged the effectiveness of recruiting practices.

As a result, the Agency implemented a national recruitment process that meets the Public Service Commission of Canada's policy on national area of selection and addresses ongoing recruitment needs.

RPP Commitment

The first national poster was to be ready in spring 2007. As individuals who are recruited through the national recruitment program complete their mandatory training and becoming available for placement, it will be easier to staff remote geographic areas and this will greatly increase the CBSA's flexibility.

Performance Highlights and Results
  • The national border services officer recruitment process was launched in May 2007; 40,000 applicants were processed to create a national pool of over 1,300 partially qualified recruits. From this pool, over 1,000 new border services officers were trained and hired.
  • The Agency partially addressed labour market challenges by attending regional job fairs, distributing marketing materials, promoting post-secondary recruitment and advertising in various recruitment venues.
  • Some challenges of the national process were addressed, such as dealing with large applicant volumes, attracting applicants for small/isolated ports of entry, competing with other law-enforcement employers and taking too long to recruit.
  • The Future of Recruitment Initiative was launched in early 2008 to focus on new strategies for marketing and outreach, recruitment, training and partnering with Canadian academic institutions. The initiative focuses on border services officer recruitment as a first phase priority and will expand to other key recruitment challenges.

Program Sub-activity: Comptrollership

Through the Comptrollership program sub-activity, policy development and direction for the CBSA is provided on financial management, resource allocation, expenditure and revenue accounting, real property, environmental operations, information management, asset management, contracting, procurement, corporate security, internal affairs, telephony, accommodation, and mail and records services.
Client-based accounts receivable, cash collection and refund payment processes and systems

The CBSA is establishing an integrated system and supporting processes for the collection of tax revenues, fees and penalties on a client-account basis to support the Agency's reporting of these revenues on an accrual basis and the issuance of audited financial statements. Some existing legacy systems either do not meet OAG requirements or have inadequate internal controls. The integrated system will result in quicker and more efficient accounts receivable collection, increased interest revenues from overdue accounts, a reduction in bad debts and more efficient overdue accounts processing.

RPP Commitment

In 2007–2008, the CBSA was to launch a multi-year project to modernize, re-engineer and integrate the business processes and supporting systems associated with client management, the reporting of tax-related revenues and receivables, and the provision of information to support the development of trade and fiscal policy.

Performance Highlights and Results
  • A new general ledger for the management of tax revenue and related amounts was successfully implemented. It provides greater flexibility in accounting and the reporting of financial information internally and to central agencies, and enables a more efficient year-end close process.
  • Given the size and complexity of the multi-year project, the revenue ledger was implemented separately and in advance of other elements. Although the ledger provided almost immediate benefits in recording and reporting revenues, it has delayed the progress of an overall project plan, which was originally scheduled for completion by March 31, 2008.
  • A feasibility study was started to identify business and government stakeholder requirements and explore viable solutions to achieve the identified future state of tax revenue management and reporting. An analysis of preliminary options was also completed. When completed in 2008–2009, the feasibility study will ensure that all valid solutions are identified and evaluated. It will also present a schedule of deliverables for the recommended solutions, including an implementation plan and a cost analysis for each solution.
Ensuring readiness to undergo financial statement audits

The CBSA's first financial statement audit will be conducted by the OAG on the
2008–2009 fiscal year. In late 2006, the CBSA completed an audit readiness assessment that reviewed the Agency's ability to sustain an efficient financial statement audit.

RPP Commitment

In response to the audit readiness review, the CBSA committed to putting in place policies and procedures to control financial reporting and develop internal control frameworks for revenue and salary processes, as well as work towards supporting system and process solution options.

Performance Highlights and Results
  • The Agency completed and posted on its intranet all of the policies and procedures required to control its financial reporting.
  • Documentation began on key control processes, and a high-level salary control framework was developed.
  • Process and documentation improvements for the information technology (IT) control environment were also addressed. This work positions the CBSA to successfully sustain an audit of its 2008–2009 financial statements.
Implementing key components of an information management program

The CBSA is putting in place key components of an information management (IM) program, including a vision, governance structure, implementation plan, policy framework and training and awareness components.

RPP Commitment

In 2007–2008, the CBSA committed to start implementing the recommendations of the Information Management Capacity Check (IMCC) commissioned by the Agency to establish an IM program that is compliant with and responsive to Government of Canada requirements, including applicable legislation. This was to include developing an IM framework, a policy framework to manage information throughout the life cycle (including audit, evaluation and compliance), and training and awareness for both the regions and HQ.

Performance Highlights and Results
  • Limited progress was made on the IMCC recommendations. The CBSA continued to work with the TBS, which only recently completed a high-level IM framework and strategy for the Government of Canada.
  • The CBSA IM strategy, which focuses on practical, concrete and achievable deliverables, was developed to advance the state of IM at the Agency and is being updated for presentation to the CBSA's Executive Management Committee in early fall 2008. The CBSA believes that its strategy is realistic in that it takes into account the limited resources available in the current environment both internally within the Agency and externally from central agencies.
  • The CBSA faced resource pressures that prevented it from establishing a complete IM program in 2007–2008. The Agency continues to review its strategy based on available resources. A key component of the strategy is the acquisition of an electronic document management system that will require a significant investment in resources and three years for implementation.
Long-term accommodations strategy

The Agency seeks to meet its immediate and future accommodation needs and anticipates significant growth in its full-time-equivalent base over the next three years in the regions and at HQ.

RPP Commitment

In 2007–2008, the CBSA committed to undertake a review of its long-term accommodations strategy and develop a plan to ensure that the Agency has sufficient space to accommodate existing staff and its planned workforce growth for the next three years. This renewed strategy takes into consideration the Agency's initiatives and special projects.

The CBSA will also continue negotiations with Public Works and Government Services Canada (PWGSC) to ensure that the Agency's accommodation requirements are met. In addition, measures will be taken to expand the CBSA Learning Centre in Rigaud, Quebec, to accommodate training for officers on the use of duty firearms; to explore options for the relocation of the CBSA laboratory; and to formalize the PWGSC long-term accommodations strategy for the CBSA.

Performance Highlights and Results
  • A long-term accommodations strategy, which has the support of PWGSC, is currently under development.
  • Approximately 11,000 square metres of new space (for about 500 full-time equivalents) was acquired through PWGSC to accommodate immediate growth requirements.
  • The HQ consolidation project for the National Capital Region was launched and the statement of requirement was signed by the Agency.
  • The CBSA secured a facility in the National Capital Region to accommodate officer training on the use of duty firearms.
  • An options analysis was completed for the relocation of the CBSA laboratory. A business case for the Treasury Board management reserve and submission was completed and submitted.
Construction of new border infrastructure facilities

The CBSA seeks to have appropriate facilities and operational space to support effective program delivery for travellers and provide commercial and enforcement functions at ports of entry. The CBSA formulates strategies to provide the infrastructure solutions necessary to support essential operational requirements at the appropriate level of serviceability and at minimum life-cycle costs. In addition, the Agency coordinates with owners and operators who are obligated under various legislation to provide adequate port-of-entry facilities in all modes of transportation and ensure that the CBSA's operational requirements are addressed at these ports of entry.

RPP Commitment

In 2007–2008, the CBSA committed to completing the construction and most of the work leading up to the commissioning in 2008 of a new port of entry at Douglas, British Columbia. It will be the highest-volume land port of entry for passenger vehicles in the Pacific Region. Also, the Agency was to seek Treasury Board approval to begin a new major construction project at St. Stephen, New Brunswick, including the design, construction and commissioning of the new port of entry.

Performance Highlights and Results
  • Most of the work to complete the new CBSA port facilities at Douglas took place in 2007–2008; these new facilities are expected to be operational in September 2008.
  • Construction began on the new CBSA port of entry facilities at St. Stephen in 2007–2008; these new facilities are expected to be completed in December 2008. The new port of entry will provide a direct highway link between St. Stephen and Calais, Maine, and will alleviate traffic congestion in St. Stephen.

Organizational Information

The CBSA Organization

The CBSA is organized into seven branches and each one is led by a vice-president who reports directly to the President (see Figure 4.1 and Table 4.4). Operations are delivered in eight regions: Atlantic, Quebec, Northern Ontario, Greater Toronto Area, Windsor–St. Clair, Niagara–Fort Erie, Prairie and Pacific.

Figure 4.1: The CBSA's Organizational Chart

Figure 4.1: The CBSA's Organizational Chart

Table 4.4: The Functions of the CBSA's Branches and General Counsel

Functions of the CBSA's Branches and General Counsel
Admissibility Branch
  • Develops programs and policies.
Enforcement Branch
  • Develops programs and policies.
Operations Branch
  • Delivers programs and policies with the support of the other branches.
Innovation, Science and Technology Branch
  • Works with the other branches to develop technological solutions to support effective and efficient operations and manage the Agency's IT relationship with the Canada Revenue Agency.
Human Resources, Comptrollership, and Strategy and Coordination Branches
  • Perform strategic and enabling functions.
General Counsel
  • Ensures that the CBSA's operations, service delivery, policy development, corporate direction and management are legally supportable.

Round V of the Management Accountability Framework Assessment

The CBSAparticipated in Round V of the Treasury Board Portfolio's (TBP) Management Accountability Framework (MAF) assessments in 2007–2008. The MAF is aimed at reinforcing sound management practices, promoting results-based management and strengthening accountability in public service organizations.

The TBP's observations in Round V on the CBSA's management accountability performance were generally positive. For the 20 areas of management against which the Agency was assessed, it received one strong rating, thirteen acceptable ratings, five opportunities for improvement and one attention required. The TBP also recognized the CBSA's work to improve management in a number of areas:

  • values-based leadership and organizational culture;
  • the utility of the corporate performance framework;
  • the effectiveness of corporate risk management;
  • the extent to which the workplace is fair, enabling, healthy and safe;
  • the extent to which the workforce is productive, principled, sustainable and adaptable; and
  • the effectiveness of financial management and control.

In addition, the Agency was commended for its key actions against management priorities identified in last year's MAF assessment, including the following:

  • Work on its funding levels, which resulted in new funding resources identified in Budget 2008 to maintain current levels of operations.
  • Work on two initiatives (the revenue ledger split and the CBSA feasibility study on tax revenue assessment, accounting and reporting management) that will enable the Agency to move towards greater independence, control and reliability over its financial information, and modernize its financial management programs and IT systems.

In Round V, the TBP identified two management improvement priorities for the CBSA in 2008–2009: management security and business continuity, and investment planning and management. The TBP also recommended that the CBSA make further progress in the following areas:

  • the effectiveness of the corporate management structure;
  • quality reporting to Parliament;
  • the effectiveness of information management;
  • the effectiveness of asset management; and
  • the effectiveness of the internal audit function.

Information and Contacts

To contact the CBSA and for more information on its activities, please visit the CBSA's Web site.

Other Web sites of interest: