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Supplementary Information (Tables)
Program Activity |
Actual 2006-07 |
Actual 2007-08 |
2008-09 | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Revenue |
Total Authorities |
Actual | |||
Access | ||||||
Rights and privileges | 1,867 | 1,520 | 867 | 867 | 1,422 | 1,422 |
Services of a regulatory nature | 4,516 | 5,524 | 5,522 | 5,522 | 5,275 | 5,275 |
Services of a non-regulatory nature | 14,125 | 13,070 | 11,007 | 11,007 | 12,883 | 12,883 |
Total – Access | 20,508 | 20,114 | 17,396 | 17,396 | 19,580 | 19,580 |
Science- and Technology-based Innovation | ||||||
Rights and privileges (see Note) | 390 | 620 | 314 | 314 | 181 | 181 |
Total – Science- and Technology-based Innovation | 390 | 620 | 314 | 314 | 181 | 181 |
Total Respendable Revenue | 20,898 | 20,734 | 17,710 | 17,710 | 19,761 | 19,761 |
Note: The actual amounts for 2006–07 were classified as non-respendable.
Explanation: Most of the $2 million increase between the planned and the actual respendable revenue is due to the collection of provincial sales tax/administration fees.
Program Activity |
Actual 2006-07 |
Actual 2007-08 |
2008-09 | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Revenue |
Total Authorities |
Actual | |||
Access | ||||||
Sale of goods and services | ||||||
Public building and property rental | 296 | 337 | 269 | 342 | ||
Total – Access | 296 | 337 | 269 | 342 | ||
Security | ||||||
Adjustments to previous year's expenditures | 4,200 | 2,605 | 1,344 | 930 | ||
Sale of goods and services | ||||||
Services of a regulatory nature | 1,926 | 1,863 | 1,938 | 3,894 | ||
Total – Sale of goods and services | 1,926 | 1,863 | 1,938 | 3,894 | ||
Miscellaneous | ||||||
Goods and services tax/harmonized sales tax, customs import duties, excise tax and Air Travellers Security Charge | 2,824 | 2,899 | 2,499 | 2,308 | ||
Court fines | 1,037 | 1,212 | 1,194 | 559 | ||
Seizures | 15,727 | 21,735 | 22,259 | 46,702 | ||
Interest and penalties | 26,785 | 30,154 | 15,955 | 23,204 | ||
Other | 1,859 | 1,822 | 550 | 1,841 | ||
Total – Miscellaneous | 48,232 | 57,822 | 42,457 | 74,614 | ||
Total – Security | 54,358 | 62,290 | 45,739 | 79,438 | ||
Total Non-respendable Revenue | 54,654 | 62,627 | 46,008 | 79,780 |
User Fee: Broker Licence and Examination Fees
Fee Type: Regulatory
Fee-setting Authority: Customs Act
Date Last Modified: 1992
Performance Standard: Results received four to six weeks from the date of examination; licences processed within four months.
Performance Results: Standards met 100 percent of the time.
2008-09 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
400 | 337 | 300 | 2009-10 | 377 | 300 |
2010-11 | 377 | 300 | |||
2011-12 | 377 | 300 |
User Fee: Canadian Food Inspection Agency Fees Notice
Fee Type: Regulatory
Fee-setting Authority: Canadian Food Inspection Agency Act
Date Last Modified: 1997
Performance Standard: Inspection activities are to be provided in accordance with corresponding federal regulations.
Performance Results: Inspection activities were provided in accordance with corresponding federal regulations.
2008-09 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
2,300 | 1,941 | 2,185 | 2009-10 | 2,150 | 2,185 |
2010-11 | 2,150 | 2,185 | |||
2011-12 | 2,150 | 2,185 |
User Fee: CANPASS Program
Fee Type: Regulatory
Fee-setting Authority: Customs Act
Date Last Modified: 2008
Performance Standard: The Canada Border Services Agency's (CBSA) facilitation programs offer a faster and more simplified passage for people and goods (personal and commercial) across the border while ensuring the security of Canada and the United States. User fees apply to people who wish to participate in these facilitated programs. There is a standard four- to six-week application processing time (see Note 2).
Performance Results: These facilitated programs offer participants ongoing benefits and facilitated border crossing into Canada, or into Canada and the United States. Approximately 80 percent of applications are processed within 4 to 6 weeks (see Note 2).
2008-09 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
500 | 553 | 3,700 | 2009-10 | 270 | 3,700 |
2010-11 | 270 | 3,700 | |||
2011-12 | 270 | 3,700 |
User Fee: Customs Bonded Warehouse Licence Fees
Fee Type: Regulatory
Fee-setting Authority: Customs Tariff
Date Last Modified: 1996
Performance Standard: Operator receives notice of determination 100 percent of the time within four weeks after an audit or examination.
Performance Results: Operator receives notice of determination 100 percent of the time within four weeks after an audit or examination.
2008-09 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
500 | 430 | 1,600 | 2009-10 | 500 | 1,600 |
2010-11 | 500 | 1,600 | |||
2011-12 | 500 | 1,600 |
User Fee: Customs Special Services Fee
Fee Type: Regulatory
Fee-setting Authority: Customs Act
Date Last Modified: 1986
Performance Standard: A service standard for customs special services has been established and will be implemented in 2009.
Performance Results: The performance result will be published in the CBSA's 2009–10 Departmental Performance Report.
2008-09 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
250 | 224 | 716 | 2009-10 | 220 | 715 |
2010-11 | 220 | 715 | |||
2011-12 | 220 | 715 |
User Fee: Customs Sufferance Warehouse Licence Fees
Fee Type: Regulatory
Fee-setting Authority: Customs Act
Date Last Modified: 1996
Performance Standard: Applications processed within 60 business days.
Performance Results: 97 percent of all applications that were fully completed according to the requirements of the Customs Sufferance Warehouses Regulations were processed within 60 business days.
2008-09 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
600 | 572 | 930 | 2009-10 | 600 | 952 |
2010-11 | 600 | 952 | |||
2011-12 | 600 | 952 |
User Fee: Fees Charged for Processing Access Requests Filed Under the Access to Information Act
Fee Type: Other products and services
Fee-setting Authority: Access to Information Act
Date Last Modified: 1992
Performance Standard: Response provided within 30 days after receipt of request; the response time may be extended pursuant to section 9 of the Access to Information Act. Notice of extension to be sent within 30 days after receipt of request. The Act provides more details.
Performance Results: In 2008–09, the CBSA received 1,155 requests under the Access to Information Act. Although the Agency experienced a higher than anticipated volume of requests, it has significantly improved its response times: 95.1 percent of access requests were processed within the statutory time frames. The CBSA's three-year action plan to strengthen and stabilize the access to information and privacy function is largely complete. In addition, steps have been taken to address the eight report card recommendations that were recently made by the Information Commissioner of Canada.
2008-09 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
8 | 7 | 1,840 | 2009-10 | 8 | 1,991 |
2010-11 | 8 | 2,190 | |||
2011-12 | 8 | 2,400 |
User Fee: Free and Secure Trade (FAST) Program
Fee Type: Regulatory
Fee-setting Authority: Customs Act
Date Last Modified: 2007 (see Note 1)
Performance Standard: The CBSA's facilitation programs offer a faster and more simplified passage for people and goods (personal and commercial) across the border while ensuring the security of Canada and the United States. User fees apply to persons who wish to participate in these facilitated programs. There is a standard four- to six-week application processing time (see Note 2).
Performance Results: These facilitated programs offer participants ongoing benefits and facilitated border crossing into Canada, or into Canada and the United States. Approximately 80 percent of applications are processed within four to six weeks (see Note 2).
2008-09 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost* | Fiscal Year | Forecast Revenue | Estimated Full Cost* |
425 | 384 | 15,705 | 2009-10 | 425 | 15,705 |
2010-11 | 425 | 15,705 | |||
2011-12 | 425 | 15,705 |
* The full cost and estimated full cost figures include an estimate for other government departments; these figures represent the best available cost data. Participating other government departments in the FAST program from 2008 to 2012 are the RCMP and the Canadian Security Intelligence Service.
User Fee: NEXUS Program
Fee Type: Regulatory
Fee-setting Authority: Customs Act
Date Last Modified: 2007 (see Note 1)
Performance Standard: The CBSA's facilitation programs offer a faster and more simplified passage for people and goods (personal and commercial) across the border, while ensuring the security of Canada and the United States. User fees apply to people who wish to participate in these facilitated programs. There is a standard four- to six-week application processing time (see Note 2).
Performance Results: These facilitated programs offer participants ongoing benefits and facilitated border crossing into Canada, or into Canada and the United States. Approximately 80 percent of applications are processed within four to six weeks (see Note 2).
2008-09 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
2,500 | 2,876 | 26,609 | 2009-10 | 3,560 | 21,871 |
2010-11 | 2,850 | 16,351 | |||
2011-12 | 2,900 | 17,351 |
User Fee: Storage Charges for Queen's and Frontier Warehouses
Fee Type: Regulatory
Fee-setting Authority: Customs Act
Date Last Modified: 1992
Performance Standard: Goods to be handled with care and stored in a secure manner to safeguard against damage or loss.
Performance Results: 15 successful claims made against the Crown for damage or loss.
2008-09 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
250 | 74 | 415 | 2009-10 | 100 | 415 |
2010-11 | 100 | 415 | |||
2011-12 | 100 | 415 |
Notes:
The NEXUS and FAST fees were modified and the reduced fees were published in Customs Notice 07-034. A regulatory amendment to the Presentation of Persons (2003) Regulations is currently in progress.
The performance results provided reflect the Canadian portion of the application process up to inviting applicants to attend an in-office interview to finalize their enrolment. The CBSA will review the existing published performance standards for processing applications with its partner (U.S. Customs and Border Protection) and consult with stakeholders to clarify the processing standards and adjust time frames as required. Revised time frames will be made available to the public on the Internet and in program brochures and guides.
External Fee | Service Standard | Performance Results | Stakeholder Consultation |
---|---|---|---|
Broker licence and examination fees | Results received four to six weeks from date of examination; licences issued within four months. | Performance standards have been met. | Consultation undertaken through the Border Commercial Consultative Committee. |
Canadian Food Inspection Agency fees notice | Inspection activities are to be provided in accordance with corresponding federal regulations. | Inspection activities were provided in accordance with corresponding federal regulations. | |
CANPASS program (Private Boats, Private Aircraft, Corporate Aircraft, Air) | Four to six weeks* | 80 percent of applications processed within four to six weeks.* | |
Customs bonded warehouse licence fees | Operator to receive notice of determination within four weeks after an audit or examination. | Operator receives notice of determination 100 percent of the time within four weeks after an audit or examination. | Consultation undertaken through the Border Commercial Consultative Committee. |
Customs special services fees | A service standard for customs special services has been established and will be implemented in 2009. | The performance results will be published in the CBSA's 2009–10 Departmental Performance Report. | Methods of stakeholder consultation are currently under assessment. |
Customs sufferance warehouse licence fees | Applications processed within 60 business days. | 97 percent of all applications that were fully completed according to the requirements of the Customs Sufferance Warehouses Regulations were processed within 60 business days. | Consultation undertaken through the Border Commercial Consultative Committee. |
FAST program | Four to six weeks* | 80 percent of applications processed within four to six weeks.* | |
Fees charged for processing access requests filed under the Access to Information Act | Response provided within 30 days after receipt of request; the response time may be extended pursuant to section 9 of the Access to Information Act. Notice of extension to be sent within 30 days after receipt of request. The Act provides more details. | In 2008–09, the CBSA received 1,155 requests under the Access to Information Act. Although the Agency experienced a higher than anticipated volume of requests, it has significantly improved its response times: 95.1 percent of access requests were processed within the statutory time frames. The CBSA's three-year action plan to strengthen and stabilize the access to information and privacy function is largely complete. In addition, steps have been taken to address the eight report card recommendations that were recently made by the Information Commissioner of Canada. | The service standard is established by the Act and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board of Canada Secretariat regarding amendments made in 1986 and 1993. |
NEXUS program | Four to six weeks* | 80 percent of applications processed within four to six weeks.* | |
Storage charges for Queen's and frontier warehouses | Goods to be handled with care and stored in a secure manner to safeguard against damage or loss. | 15 successful claims were made against the Crown for damage or loss. |
* The performance results reflect the Canadian portion of the application process up to inviting applicants to attend an in-office interview to finalize their enrolment. The CBSA will review the existing published performance standards for processing applications with its partner (U.S. Customs and Border Protection) and consult with stakeholders to clarify and adjust time frames as required. Revised time frames will be made public on the Internet and in program brochures and guides.
Program Activity | Current Estimated Total Cost |
Actual 2006-07 |
Actual 2007-08 |
2008-09 | |||
---|---|---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual | ||||
Projects – Close out | |||||||
Clarenceville, Que. | 1,385 | 12 | 79 | - | - | - | - |
Revenue ledger | 2,232 | - | 2,232 | - | - | - | - |
Emerson West, Man. | 12,658 | 3 | - | 4 | 4 | 4 | - |
Projects – Implementation | |||||||
Andover, N.B. | 6,445 | 4,208 | 953 | 83 | 83 | 90 | 90 |
Cascade, B.C. | 2,980 | 2,043 | 148 | 6 | 6 | 30 | 6 |
Douglas, B.C. | 45,630 | 12,765 | 14,761 | 8,404 | 8,404 | 7,672 | 7,672 |
Lacolle, Que. | 2,449 | 440 | 2,004 | 10 | 10 | 10 | 8 |
Stanstead Route 55 (Rock Island), Que. | 18,477 | 1,398 | 171 | 233 | 233 | 233 | 79 |
NEXUS Air expansion | 58,448 | - | 12,793 | 11,363 | 11,363 | 11,363 | 11,120 |
Business resumption program | 23,963 | 4,483 | 7,551 | 3,873 | 3,873 | 3,873 | 3,761 |
Projects – Initial Planning and Identification | |||||||
St. Stephen, N.B. | 21,509 | 535 | 4,865 | 16,191 | 16,191 | 15,886 | 15,886 |
Rigaud, Que. | 54,000 | 318 | 861 | 6,348 | 6,348 | 1,581 | 1,227 |
Fraser, B.C. | 2,096 | 144 | 949 | 1,638 | 1,638 | 1,619 | 1,619 |
Aldergrove, B.C. | 12,000 | 6 | - | 250 | 250 | 250 | - |
Enhancing road and rail cargo security – eManifest (see Note 4) | 396,001 | 10,870 | 36,353 | 95,127 | 95,127 | 111,775 | 58,243 |
Canada–U.S. Harmonized Risk Scoring/Advanced Trade Data (see notes 3 and 4) | 38,864 | 1,566 | 2,206 | 10,965 | 10,965 | 10,965 | 3,898 |
Passenger Name Record Push Initiative | 53,157 | - | 6,716 | 12,097 | 12,097 | 18,097 | 11,531 |
Automated Border Clearance | 2,724 | - | 518 | - | - | 2,206 | 2,168 |
Air Cargo Security | 12,100 | - | 2,999 | 4,200 | 4,200 | 4,200 | 2,992 |
U.S. Western Hemisphere Travel Initiative | 6,798 | - | - | 3,706 | 3,706 | 3,706 | 952 |
U.S. Western Hemisphere Travel Initiative – NEXUS | 20,955 | - | - | 12,560 | 12,560 | 12,560 | 9,749 |
Total | 794,871 | 38,791 | 96,159 | 187,057 | 187,057 | 206,119 | 130,999 |
Notes:
Planned spending comprises Main Estimates.
Total authorities comprises Main Estimates, Supplementary Estimates and internal transfers.
Current estimated costs were modified to reflect the real figures.
Actual spending figures for 2006–07 were modified to reflect the actual numbers.
One of the strategies that the Canada Border Services Agency (CBSA) employs in managing the border is the use of advance information to identify and stop high-risk people and goods before they arrive in Canada. Having successfully implemented the marine and air components of the Advance Commercial Information initiative, the CBSA is now in Phase III, which is known as eManifest.
eManifest is a key priority under the Security and Prosperity Partnership of North America. Under eManifest, carriers, freight forwarders and importers will transmit real-time and concurrent advance commercial and crew information to the Agency. eManifest will contribute to a key Agency strategy — to "push the border out" — and position the CBSA to obtain the information necessary to identify and interdict threats before their arrival in Canada. This next phase of the Advance Commercial Information initiative solidifies the Agency's commitment to provide CBSA officers with electronic pre-arrival cargo information so that they have the right information at the right time to identify health, safety and security threats related to commercial goods before the goods arrive in Canada.
eManifest will feature the following:
reporting using electronic data interchange;
an Internet portal;
automated risk assessment;
an enhanced client notification system;
a data warehouse and associated business intelligence tools; and
compliance management and management information reporting.
eManifest is currently in the analysis and design phase. The following eManifest readiness activities have been completed or are nearing completion:
information technology prerequisites; and
Synchronous Technology and Application Release configuration and independent service delivery.
Preliminary project approval was granted on October 5, 2006, and effective project approval was granted on November 29, 2007.
Lead department or agency | Canada Border Services Agency |
---|---|
Contracting authority | Canada Revenue Agency and Public Works and Government Services Canada |
Participating departments and agencies | n/a |
Prime contractor | n/a |
---|---|
Major subcontractor(s) | n/a |
Project start date: October 2006.
Estimated date of completion: Fall 2014. This date has been revised to take into account the requirement for full implementation by project stakeholders and the CBSA.
Ref. # | Major Milestone | Date |
---|---|---|
1 | eManifest readiness — Information technology prerequisites and Phase I deployment of the Synchronous Technology and Application Release configuration and independent service delivery. | Implemented November 2007 |
2 |
eManifest readiness — Automated in-transit pilot project (Phase I):
|
Implemented June 2008 |
3 | Electronic reporting for rail (Phase I) | Implemented March 2009 |
4 |
|
Spring 2010 |
5 | Electronic reporting for rail (Phase II) | Fall 2010 |
6 |
|
Summer 2011 |
7 |
|
Spring 2012 |
8 |
|
Summer 2012 |
9 |
|
Winter 2012 |
In 2008–09, the following eManifest activities were accomplished:
Progress was made in the development and deployment of various project components and readiness activities.
Investments in information technology infrastructure were made to enable the CBSA to simultaneously deliver on several initiatives. The level of systems integration within the CBSA has been reduced so that each line of business will be able to develop, test and implement new software and applications independently.
Two system releases occurred in 2008–09. These preparatory releases are foundational requirements for future builds. In addition, progress was made to develop the Internet portal to be used by the trade community and to plan and prepare for the future implementation of other infrastructure components, including the electronic reporting of highway information by carriers, a data warehouse and business intelligence tool sets.
eManifest readiness — automated in-transit pilot project (Phase I):
enhancements were implemented that support linkages between the CBSA's and U.S. Customs and Border Protection's existing commercial systems;
to accompany the system upgrades, the CBSA and U.S. Customs and Border Protection have agreed to work cooperatively to communicate information related to in-transit cargo shipments; and
upgrades were made to the CBSA's notification system that advises trade chain partners when information has been received.
As a result of the above-referenced activities, the CBSA will receive cargo and conveyance data related to Canadian goods moving in transit via the United States in electronic format from trade chain members and exit notifications from U.S. Customs and Border Protection.
The CBSA implemented Phase I of a two-phased approach to update the CBSA's business system to allow for multiple message standards from the rail importing community.
On March 30, 2009, Bill S-2, An Act to amend the Customs Act, was heard at the Senate Standing Committee on National Security and Defence. On March 31, 2009, the Committee's report was tabled in the Senate.
Given the size and scope of eManifest, a strong emphasis on professional project management and the use of appropriate tools for the project environment was deemed critical to ensure its success. The project schedule was officially approved and a baseline was established to help track and monitor the progress of key deliverables moving forward.
The Electronic Commerce Client Requirements Document for highway carriers was distributed to the trade community for discussion and finalization.
The CBSA regularly met with external stakeholders through the eManifest Stakeholder Partnership Network and other consultative forums on the design, development, implementation and communication of eManifest. The CBSA also held significant consultations with the trade community, through the eManifest Stakeholder Partnership Network, on eManifest design and development issues, including the following:
policy decisions;
importer admissibility data requirements;
shipment information requirements;
the Electronic Commerce Client Requirements Document for highway carriers; and
the eManifest portal prototype.
Explanation of variances:
Effective project approval was granted to the Agency in November 2007.
Agency reference levels still reflect preliminary project approval funding amounts. This has resulted in carry-forward variances to reflect effective project approval project plans.
Expenditures were less than expected in 2008–09 due to re-planning of certain activities of the project, which has resulted in a carry forward into 2009–10.
The project plan has been revised to align to available fiscal year budgets.
Because eManifest will help provide CBSA officers with the right information at the right time, Canadian industry will benefit from more certainty at the border and from streamlined release processes. This will enable both industry and the CBSA to manage commercial import volumes more effectively. In addition, eManifest functionality will enable the seamless movement of goods through secure international trade-supply chains. With improved controls along the international trade-supply chains, the CBSA can more efficiently allocate resources to ensure that integrated border services further national security and safety priorities, while continuing to facilitate the free flow of low-risk people and goods.
The primary objective of the Air Cargo Security initiative is to develop a comprehensive air cargo security regime in Canada that will mitigate the risks associated with the introduction of explosives in cargo or mail and the use of cargo aircraft as weapons. Through design and pilot testing, supply-chain programs to identify low-risk cargo will be developed and procedures will be identified to screen high-risk and targeted cargo.
Phase 1: completed by Transport Canada.
Phases 2 and 3: project development and pilot testing was completed on March 31, 2009.
Note: Some milestones have completion dates after March 31, 2009, due to delays in completing one or more constituent deliverables for a number of reasons. Members of the steering committee, including the Treasury Board of Canada Secretariat, were provided with updates on these delays as they were identified. All dates shown in the Major Milestones table are the most recent dates of completion and are extracted from the latest version of the baseline master schedule for the project.
Lead department or agency | Transport Canada |
---|---|
Contracting authority | Public Works and Government Services Canada and the Canada Revenue Agency |
Participating departments and agencies | Canada Border Services Agency |
Prime contractor | n/a |
---|---|
Major subcontractor(s) | n/a |
Start date: September 1, 2006.
Projected date of completion: March 31, 2009.
The project definition will lay the groundwork for future enhancements leading to a measured and balanced Canadian approach to align the Air Cargo Security initiative with international standards.
The project will explore ways to further protect aviation security and those working in the air cargo supply chain while ensuring the efficient flow of goods both domestically and internationally.
The milestones listed below are aimed at ensuring the project is progressing in an approved manner as per the approved project plan.
Ref. # | Major Milestone | Date |
---|---|---|
1 | Report to the Treasury Board of Canada Secretariat on project management plans and controls submitted. | July 7, 2007 |
2 | Design, development and evaluation security standards completed. | March 31, 2008 |
3 | Definition of the operating environment, characteristics and screening models for "break bulk" air cargo screening completed. | October 31, 2007 |
4 | Commercial off-the-shelf Secure Supply Chain Management System prototype populated. | December 31, 2007 |
5 | Initial evaluations of screening technologies in controlled environment completed. | February 29, 2008 |
6 | Interim report on project progress submitted to the Treasury Board of Canada Secretariat. | March 31, 2008 |
7 | Piloting of the Secure Supply Chain Management System prototype completed. | June 2, 2008 |
8 | Report on the Security and Prosperity Partnership of North America commitments for air cargo security completed. | June 30, 2009 |
9 | Evaluation of security assessments and plans for the project completed. | July 31, 2008 |
10 | Assessment of potential program enhancements for the CBSA that could be derived from the Secure Supply Chain Management System completed. | May 29, 2009 |
11 | Recommendations for air cargo screening for the Air Cargo Security initiative completed. | August 31, 2008 |
12 | Interoperability analysis between Transport Canada and the CBSA completed. | September 30, 2008 |
13 | Supply-chain system regulatory and compliance program requirements drafted. | May 31, 2009 |
14 | Final recommendations for the Air Cargo Security initiative completed. | June 18, 2009 |
15 | Close out of phases 2 and 3. | March 31, 2009 (some work has been carried into 2009–10) |
The CBSA is accountable for completing milestone 10.
The report has been written and is being reviewed for final approval.
Transport Canada is responsible for milestones 1 through 15 except for milestone 10.
Some milestones have completion dates after March 31, 2009, due to delays in completing one or more constituent deliverables for a number of reasons. Members of the steering committee, including the Treasury Board of Canada Secretariat, were provided with updates on these delays as they were identified. All dates shown in the Major Milestones table are the most recent dates of completion and are extracted from the latest version of the baseline master schedule for the project.
Protect the Canadian public and those working in the air cargo supply chain.
Streamline trade through risk management.
Promote the movement of goods both domestically and internationally through effective trade supply chains.
Improve the ability of the CBSA to detect high-risk cargo.
Improve controls and make better and more efficient allocations of CBSA resources.
Ensure the efficient flow of goods that contributes to Canada's economic prosperity.
Supplementary information on the CBSA's participation in horizontal initiatives can be found on the Treasury Board of Canada Secretariat's Web site.
The Canada Border Services Agency (CBSA) has made challenging sustainable development commitments with the aim of making significant progress towards achieving its vision of sustainable development. The Agency has demonstrated its commitment to sustainable development and has shown leadership in this field and this is reflected by an overall increase in sustainable development awareness among its employees.
The CBSA has completed the first two years of its Sustainable Development Strategy 2007–2009, and it has made significant gains towards integrating sustainable development into its decision-making processes and culture as a whole. To improve the continuity of and ensure the success of its long-term goals, the Agency based its 2008–09 commitments on those of the previous fiscal year. In 2007–08, the CBSA's emphasis was on linking sustainable development to existing policies and programs; in 2008–09, targets were focused on integrating sustainable development practices into program delivery.
More information can be found in the CBSA's Sustainable Development Strategy 2007–2009, which is available on the CBSA's Web site.
Sustainable Development Strategy Departmental Goals:
1. The CBSA is a socially responsible organization.
Sustainable Development Strategy Departmental Objective:
1.1. Forge strategic partnerships to leverage the strengths of the CBSA's mandate.
Sustainable Development Strategy Departmental Target:
1.1.1. By March 31, 2008, develop a partnership strategy on sustainable development horizontal issues.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
The CBSA's mandate is maximized. | Partnership strategy on sustainable development horizontal issues developed. | Results reported in 2008. |
Sustainable Development Strategy Departmental Target:
1.1.2. By March 31, 2009, forge three internal and/or external strategic partnerships.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
The CBSA's mandate is maximized. | Number and percentage of partnership agreements. |
The CBSA forged three strategic partnerships:
Note: Many internal strategic partnerships were also forged among branches and regions. |
Sustainable Development Strategy Departmental Objective:
1.2. Endorse the Federal House in Order initiative to reduce greenhouse gas emissions.
Sustainable Development Strategy Departmental Target:
1.2.1. By March 31, 2008, develop a 2007–12 greenhouse gas emissions reduction strategy.
Federal Goal: Reduce greenhouse gas emissions.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Greenhouse gas emissions are reduced. | Greenhouse gas emissions reduction strategy completed. | Results reported in 2008. |
Sustainable Development Strategy Departmental Target:
1.2.2. By March 31, 2009, implement phase 1 of the 2007–12 greenhouse gas emissions reduction plan.
Federal Goal: Reduce greenhouse gas emissions.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Greenhouse gas emissions are reduced. | Percentage of reduction of greenhouse gas emissions. |
The CBSA implemented phase 1 of the 2007–12 greenhouse gas emissions reduction plan:
|
Sustainable Development Strategy Departmental Target:
1.2.3. Annually apply Leadership in Energy and Environmental Design certification standards for new CBSA-owned border crossing facilities.
Federal Goal: Reduce greenhouse gas emissions.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Resources are used in a sustainable manner. | Number and percentage of new Leadership in Energy and Environmental Design-certified facilities. |
No new facilities were Leadership in Energy and Environmental Design-certified; however, four facilities are currently in the certification process:
|
Sustainable Development Strategy Departmental Target:
1.2.4. Annually reduce by 15 percent (from 2002–03 levels) greenhouse gas emissions per vehicle kilometre.
Federal Goal: Reduce greenhouse gas emissions.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Greenhouse gas emissions are reduced. | Annual average of greenhouse gas emissions per vehicle kilometre. |
The target, to read as intended and to be compatible with the equivalent Government of Canada target, should be "By March 31, 2010, reduce by 15 percent (from 2002–03 levels) greenhouse gas emissions per vehicle kilometre." Results not reported until 2010. |
Sustainable Development Strategy Departmental Target:
1.2.5. Annually purchase ethanol-blended fuel for vehicle fleet, where available.
Federal Goal: Reduce greenhouse gas emissions.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Greenhouse gas emissions are reduced. | Percentage of ethanol-blended gasoline purchased. | The CBSA purchased 84,717 litres of ethanol or ethanol-blended gasoline in 2008–09, which represents 4.5 percent of all vehicle fuel purchased. |
Sustainable Development Strategy Departmental Objective:
1.3. Utilize green procurement to advance the government-wide sustainable development objectives.
Sustainable Development Strategy Departmental Target:
1.3.1. By March 31, 2008, develop and implement a national green procurement program.
Federal Goal: Strengthen federal governance and decision making to support sustainable development.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Agency procurement is sustainably planned and managed. | Dollar value and percentage of green assets purchased (goods and services). | Results reported in 2008. |
Sustainable Development Strategy Departmental Target:
1.3.2. By March 31, 2010, develop and implement a life-cycle approach to asset management.
Federal Goal: Strengthen federal governance and decision making to support sustainable development.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Assets are sustainably planned and managed. | Number and percentage of asset categories identified and managed according to the life-cycle approach. | Results not reported until 2010. |
Sustainable Development Strategy Departmental Target:
1.3.3. By March 31, 2010, train all procurement personnel on green procurement.
Federal Goal: Strengthen federal governance and decision making to support sustainable development.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Employees apply green procurement principles. | Number and percentage of procurement personnel trained. | Results not reported until 2010. |
Sustainable Development Strategy Departmental Goal:
2. The CBSA is an employer of choice.
Sustainable Development Strategy Departmental Objective:
2.1. Enhance environmental performance of the CBSA's operations.
Sustainable Development Strategy Departmental Target:
2.1.1. By March 31, 2009, develop and implement an environmental management system.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Environmental impacts are minimized and environmental performance is continually improved. | Number of significant environmental aspects that are identified and managed by the environmental management system. |
The CBSA identified and managed six significant environmental aspects:
|
Sustainable Development Strategy Departmental Target:
2.1.2. By March 31, 2010, develop and implement an environmental database.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Reports for internal and external stakeholders are generated. | Number of environmental aspects that are managed by the environmental database. | Results not reported until 2010. |
Sustainable Development Strategy Departmental Objective:
2.2. Utilize technology to make effective and efficient use of resources.
Sustainable Development Strategy Departmental Target:
2.2.1. By March 31, 2012, develop and implement an electronic information management system.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Information is sustainably managed. | Number and percentage of electronic information management system components developed and implemented. | Results not reported until 2012. |
Sustainable Development Strategy Departmental Target:
2.2.2. By March 31, 2008, develop and implement a paper reduction policy.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Consumption of paper is reduced. | Volume of paper purchased (office paper and forms). | Results reported in 2008. |
Sustainable Development Strategy Departmental Target:
2.2.3. By March 31, 2008, undertake a pilot project that uses technology in boardrooms to reduce travel.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Travelling and associated costs are reduced. | Number of electronic components installed in boardrooms. | Results reported in 2008. |
Sustainable Development Strategy Departmental Goal:
3. The employees of the CBSA contribute to a sustainable Canada.
Sustainable Development Strategy Departmental Objective:
3.1. Build capacity and enhance sustainable development awareness.
Sustainable Development Strategy Departmental Target:
3.1.1. By March 31, 2009, develop and implement a national sustainable development awareness program.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Knowledge and understanding of sustainable development is increased. | Number and percentage of sustainable development awareness initiatives that have been identified and implemented. |
The CBSA informed employees of Public Works and Government Services Canada's online compensation tool that helps to alleviate the paper burden. On its intranet site, the CBSA launched an online course, Sustainable Development Principles and Practices, and promoted Earth Hour, Earth Day and Canadian Environment Week. Note: Sustainable development initiatives also took place in the branches and regions. |
Sustainable Development Strategy Departmental Target:
3.1.2. By March 31, 2009, develop and implement a national sustainable development recognition program.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Employees have contributed to sustainable development. | Number and percentage of recognized employees who have contributed to sustainable development initiatives. |
The CBSA developed and implemented a national sustainable development recognition program. This program is currently under revision. As a result, candidates were not nominated in 2008–09. |
Sustainable Development Strategy Departmental Target:
3.1.3. By March 31, 2008, create a virtual sustainable development centre of expertise.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Knowledge and understanding of sustainable development is increased. | Number of click-through rates on the virtual sustainable development centre of expertise. | Results reported in 2008. |
Has the department incorporated environmental performance considerations in its procurement decision-making processes?
Yes |
Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:
The Canada Border Services Agency (CBSA) used Public Works and Government Services Canada standing offers (for example, for vehicles) to purchase CBSA assets.
The CBSA encouraged the use of double-sided printing for requests for proposals and the use of recycled paper for bids.
The CBSA communicated the availability of green procurement training to CBSA personnel.
The CBSA initiated a centralized asset management framework in 2009 that will incorporate environmental factors into the planning, acquisition, use and disposal of goods and services, as well as into policies and guidelines.
Results achieved:
The CBSA met the requirements of the Policy on Green Procurement by using Public Works and Government Services Canada standing offers.
CBSA contracting officers used double-sided printing and recycled paper for bids.
Has the department established green procurement targets?
Yes |
Are these green procurement targets the same as those identified in your Sustainable Development Strategy?
Yes |
Summary of green procurement targets:
Develop and implement a national green procurement program.
Train all procurement personnel on green procurement.
Develop and implement a life-cycle approach to asset management.
Develop and implement a paper reduction policy.
Results achieved:
Results will not be reported on until 2010.
Response to Parliamentary Committees |
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The Standing Committee on Public Accounts conducted a review of Chapter 5 ("Keeping the Border Open and Secure") of the 2007 October Report of the Auditor General of Canada. The Committee tabled its report on February 25, 2009, and made four recommendations:
The CBSA's response to the Standing Committee on Public Accounts report will be tabled in 2009–10. |
Response to the Auditor General of Canada (including to the Commissioner of the Environment and Sustainable Development) |
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The Office of the Auditor General of Canada conducted an audit of the CBSA's management of the detentions and removals programs. Chapter 7 ("Detention and Removal of Individuals") of the 2008 May Report of the Auditor General of Canada examines the management of detentions and removals by the CBSA and the actions taken since the 2003 audit of Citizenship and Immigration Canada's control and enforcement program. The specific audit objectives were the following:
The audit was tabled in May 2008 and it made three recommendations. The Agency's response is included in the audit report. The Office of the Auditor General of Canada also conducted an audit on national security. Chapter 1, "National Security: Intelligence and Information Sharing," of its 2009 March status report examines whether the Government of Canada has made satisfactory progress in implementing the recommendation from the 2003 November Report of the Auditor General of Canada, Chapter 10, "Other Audit Observations," ("Independent reviews of security and intelligence agencies"), and in implementing the selected recommendations from the 2004 March Report of the Auditor General of Canada, Chapter 3, "National Security in Canada—The 2001 Anti-Terrorism Initiative." The audit was tabled in March 2009 and made one recommendation. The Agency's response is included in the audit report. |
External Audits |
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None. |
Name of Internal Audit | Audit Type | Status | Completion Date | Electronic Link to Report |
---|---|---|---|---|
Asset management — detection technology equipment | Assurance | Completed | May 2008 | Audit of Asset Management – Detection Technology Equipment |
Staffing management accountability framework | Assurance | Completed | May 2008 | Audit of the Staffing Management Accountability Framework |
Arming Initiative | Assurance | Completed | October 2008 | Audit of the Arming Initiative |
Emergency preparedness | Assurance | Completed | October 2008 | Audit of Emergency Preparedness |
Information technology infrastructure — general controls | Assurance | Completed | October 2008 | Audit of Information Technology Infrastructure – General Controls |
Year-end cash cut-off procedures for the 2007–08 fiscal year | Assurance | Completed | October 2008 | Audit of Fiscal 2007–08 Year-end Cash Cut-off Procedures |
Section 34 — Financial Administration Act procedures | Assurance | Completed | December 2008 | Audit of Delegated Authority Under Section 34 of the Financial Administration Act |
Control and disposal of goods seized under the Customs Act | Assurance | Completed | February 2009 | Audit of the Control and Disposal of Goods Seized Under the Customs Act |
Customs Self Assessment Program | Assurance | Completed | April 2009 | Customs Self Assessment Program |
Section 33 — Financial Administration Act procedures | Assurance | Completed | April 2009 | Audit of Delegated Authorities Under Section 33 of the Financial Administration Act |
Business continuity plans | Assurance | In progress | 2009 | |
Canada Border Services Agency (CBSA)/Canadian Food Inspection Agency memorandum of understanding for food, animal and plant inspections | Assurance | In progress | 2009 | |
Commercial permit enforcement | Assurance | In progress | 2009 | |
Governance and strategic directions | Assurance | In progress | 2009 | |
Occupational health and safety | Assurance | In progress | 2009 | |
Responsibility for and organization of financial management | Assurance | In progress | 2009 | |
System under development — eManifest | Assurance | In progress | 2009 | |
Year-end cash cut-off procedures for the 2008–09 fiscal year | Assurance | In progress | 2009 | |
Training and development | Assurance | Deferred | ||
Values and ethics program | Assurance | Cancelled |
Name of Evaluation | Program Activity | Evaluation Type | Status | Completion Date | Electronic Link to Report |
---|---|---|---|---|---|
Trusted travellers — NEXUS Highway and Free and Secure Trade (FAST) programs | Science- and Technology- based Innovation | Summative | Completed | May 2008 | NEXUS Highway and FAST Programs (Trusted Travellers) |
War crimes (The CBSA participated in this evaluation that was led by the Department of Justice) | Security | Summative | Completed | October 2008 | Crimes Against Humanity and War Crimes Program, Summative Evaluation |
Export programs | Security | Summative | Completed | November 2008 | CBSA Export Programs Evaluation Study |
Commercial examination processes and detection technology | Security | Summative | Completed | May 2009 | CBSA Commercial Examination Processes and Detection Technology |
Admissibility screening and supporting intelligence activities | Security | Summative | In progress | July 2009 | |
Remote border location programs: CANPASS Remote Area Border Crossing, CANPASS Remote Ports, CANPASS Private Boats Plus and CANPASS Q19 | Security | Summative | In progress | July 2009 | |
2010 Olympic and Paralympic Winter Games (The CBSA is participating in this evaluation that is being led by the RCMP) | Security | Implementation | In progress | September 2009 | |
Arming Initiative | Security | Implementation /impact |
In progress | October 2009 | |
Fleet management | Internal Services | Summative | In progress | October 2009 | |
National Anti-Drug Strategy (The CBSA is participating in this evaluation that is led by the Department of Justice) | Security | Implementation | In progress | October 2009 | |
Security certificates initiative (The CBSA is participating in this evaluation that is being led by Public Safety Canada) | Security | Implementation /impact |
In progress | October 2009 | |
Cross-border currency reporting (The CBSA is participating in this evaluation that is being led by the Department of Finance under the Proceeds of Crime (Money Laundering) and Terrorist Financing Act) | Security | Summative | In progress | November 2009 | |
CBSA licensed warehouses (sufferance warehouses and customs bonded warehouses) | Access | Summative | In progress | December 2009 |