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Internal Services is the fourth program activity in the CBSA's Program Activity Architecture (PAA). The focus of Internal Services is the ongoing implementation of a modern management regime that is results-based, delivers value for money and, through a regular process of monitoring, allocates or reallocates resources to CBSA priorities. Key activities to implement a modern management regime within the CBSA include the development and implementation of an Integrated Risk Management Framework (IRMF) that includes a monitoring and reporting mechanism; further refinement and the redevelopment of the PAA to represent the Agency's priorities and mandate more effectively; and the refinement of a comprehensive human resources plan to address the complex challenges faced by the CBSA and its workforce.
The following section presents the strategies and activities that will be undertaken by one or more of the Internal Services groups over the next year to respond to the CBSA's strategic priorities and to support the implementation and delivery of programs and services that the Agency provides and manages.
Table 4.1: Allocation of 2008–2009 Internal Services Resources to Other Program Activities
|(Thousands of dollars)|
Science- and Technology-based Innovation
1 Annual Reference Level Update (ARLU)
The CBSA strives to ensure that its human resources regime meets the business needs of the CBSA, complies with central agency requirements and provides timely and efficient human resources services to its employees. In 2008–2009, the human resources strategic plan will be updated to address the challenges identified to ensure that the CBSA's workforce is representative of the Canadian population. The human resources plan will be posted on the CBSA's intranet site during the first quarter of the 2008–2009 fiscal year.
The CBSA places a high value on individual and organizational well-being. With a view to ensuring ethical and values-based behaviour in the workplace, the CBSA will monitor the application of its policies. It will solidify its regime by ensuring the proper distribution of the CBSA Code of Conduct and the Treasury Board of Canada Secretariat's (TBS) Policy on the Prevention and Resolution of Harassment in the Workplace and the provision of related training. The CBSA will foster cooperation, communication and problem solving though robust joint consultation processes with bargaining agents, and the results of these consultation processes will be closely monitored. In addition, once collective bargaining is completed for the new Frontière/Border (FB) occupational group, it will be fully implemented.
The CBSA will conduct a workforce analysis and employment systems review to identify the gaps, barriers and obstacles faced by designated groups in the Agency. The CBSA will implement the Professional Education Development and Apprenticeship Program. The objective of the Program is to recruit, develop and retain human resources professionals to fulfill the changing requirements of human resources within the public service and, more specifically, within the CBSA. The program is designed to accelerate the development of highly motivated university graduates and current human resources advisors who have the potential to excel as intermediate-level professionals.
In 2008–2009, measures will be implemented to recruit and cross-train the number of border services officers needed to meet operational requirements. Officer recruitment is a CBSA priority and an ongoing staffing process with a national area of selection is currently in place to recruit over 1,000 new officers. Recruitment teams have been set up across the country to support the high level of staffing that will be required. The CBSA aims to have 1,300 new recruits in training at the Rigaud training facility in 2008–2009.
In 2008–2009, the CBSA will work toward the improved alignment of its training and learning with its business priorities and creating an environment that is conducive to learning. It will continue to meet central agency and government-wide requirements and obligations related to training and learning. The national coordination, oversight and delivery of CBSA-wide training and learning will be improved upon to meet employee and management development needs, and to ensure that employee skills and competencies address organizational capacity gaps and further the CBSA's mandate. An action plan will be implemented in support of the strategic learning plan and work will continue to achieve greater horizontal coordination and partnerships with internal and external stakeholders.
The CBSA will work to promote a leadership capacity that develops sound policy, delivers excellent service and meets evolving CBSA business goals. It will develop leadership learning products and tools for CBSA managers, as part of the Leadership Learning Framework initiative, and will explore new ways to recruit and train.
The CBSA will expand its learning centre facility in Rigaud, Quebec, and explore the option of developing a learning centre in Western Canada. With the goal of managers and employees working together to create an environment that effectively reacts to and sustains change, the CBSA will develop support tools and products for employees and managers in the transition to an armed workforce.
The CBSA will continue to invest in language training to increase its bilingual capacity. Since earning an “exemplary” mark for the management of its official languages program in the 2006–2007 Annual Report of the Office of the Commissioner of Official Languages, significant steps have been taken to further solidify this program at the CBSA. The CBSA will continue this important work in 2008–2009 by translating plans into tangible results through the rigorous application of its official language policies.
In 2008–2009, the Informal Conflict Management System (ICMS) team will continue its collaborative efforts to promote the fair and effective resolution of conflict at the CBSA through strengthening its connectivity and partnerships with the labour relations and human resources branches, the unions and management, and by continuing to provide advice, guidance and tools to all employees at headquarters and in the regions.
The primary focus for the ICMS in the upcoming year will be on program and policy development, including increased mediation capacity and improved performance measurement and reporting.
In 2008–2009, the values and ethics team will continue to design, develop and deliver values and ethics awareness sessions that are appropriate and tailored to all staff at all levels and work locations. Particular emphasis will be placed on increasing opportunities for meaningful dialogue on values and ethics throughout the CBSA.
The CBSA will continue to work toward the effective implementation of the Public Servants Disclosure Protection Act (PSDPA) and to support the Senior Officer for Internal Disclosure at the CBSA. Information and training sessions, specifically designed for managers and employees on the PSDPA and on the internal disclosure process for the CBSA, are currently being developed and will be delivered as part of the values and ethics awareness sessions. They will also be presented as stand-alone training modules.
Risk mitigation has been made a more explicit part of corporate strategic planning in the 2008–2009 to 2010–2011 strategic plan. The plan includes a goal to reduce enterprise and operational risks while ensuring effective program delivery.
The CBSA is working to integrate its existing strategies, processes and tools into a comprehensive framework that is consistent with the TBS policy on an Integrated Risk Management Framework (IRMF). The CBSA will develop an IRMF that builds on its enterprise risk profile. The IRMF will include controls and indicators for risk identification, classification, monitoring and mitigation that will be used for informed decision making and priority setting, as well as for providing continual improvement.
In addition, the IRMF will include a compliance management plan to be phased in at the beginning of the 2008–2009 fiscal year. This plan will be expanded from existing processes and will support and link strategic planning and performance, governance and risk management to operational plans.
The CBSA is moving forward with the government-wide initiative to have its financial statements audited by the Office of the Auditor General of Canada. The weaknesses identified in a completed audit readiness assessment are being addressed to ensure that the necessary controls are in place to achieve a successful audit.
In accordance with the requirements of the TBS's Management, Resources and Results Structure Policy, the CBSA continues to develop its performance measurement platform. In December 2007, the Agency submitted its performance management framework to the TBS. Work will continue on the framework in 2008–2009 as it is not yet complete. By 2009–2010, the CBSA will be in a better position to implement the framework more fully.
In addition, the CBSA's new PAA will take effect on April 1, 2008. A better-aligned PAA supported by a robust performance measurement framework will allow senior management to make more informed decisions on program performance and resource allocation.
In accordance with the principles of open government and the protection of the privacy of the individual, the CBSA will comply with the statutory requirements of the Access to Information Act and the Privacy Act.
In 2008–2009, the CBSA will further reduce access to information and privacy (ATIP) request backlogs thereby allowing the CBSA to meet legislative requirements for the majority of requests.
The CBSA also intends to finalize the organizational structure and develop a training and recruitment plan for ATIP functions to ensure compliance with legislative requirements. The CBSA will require additional funding in order to respond to the present request backlog, and it forecasts a 12% to 15% annual rate of increase in the demand of ATIP requests and services.
The CBSA will have a dual focus: the timely completion of ATIP requests to ensure that the Agency meets legislative requirements and the development of a policy framework to ensure that officials understand their respective roles and responsibilities with respect to the access, use and disclosure of program information.
To meet both the immediate accommodation needs of the CBSA and its future needs, the CBSA will undertake a review of its long-term accommodation strategy and develop a plan to ensure that it has sufficient space to accommodate existing staff and its planned workforce for the next three years. This renewed strategy will take into consideration the CBSA's initiatives and special projects, including those discussed elsewhere in this report. Options to be explored include the relocation of the CBSA laboratory and the formalization of Public Works and Government Services Canada's long-term accommodations strategy for the CBSA.
The CBSA's infrastructure projects in 2008–2009 include the port redevelopment project at Douglas, British Columbia, scheduled for completion in summer or fall 2008, and the construction of new port of entry facilities in St. Stephen, New Brunswick, with completion anticipated in December 2008.
The arming of CBSA officers will affect training facility requirements and make facility changes necessary. The CBSA national training facility in Rigaud, Quebec, will be expanded to accommodate the training of armed officers: use-of-force training facilities, firing ranges, additional academic training facilities and residence rooms will be built. Secure lock-up and storage space, lock boxes for transportation and clearing devices will also be required in the regions. Construction is expected to begin in late summer 2008, with completion anticipated by July 2010.
In 2008–2009, the CBSA will focus on implementing facility infrastructure enhancements required to support the development of the smaller ports in the CBSA's portfolio that require upgrades to support the Doubling-up Initiative. Upgrades to and the construction of residential facilities will be required for the new officers who will be posted to remote ports of entry. It is expected that this initiative will take three years before the required facility upgrades/replacements are completed at all targeted ports.
|ACI||Advance Commercial Information|
|ACS||Air Cargo Security|
|API||Advance Passenger Information|
|API/PNR||Advance Passenger Information/Passenger Name Record|
|ARLU||Annual Reference Level Update|
|ATIP||access to information and privacy|
|BCCC||Border Commercial Consultative Committee|
|CANPASS||Canadian Passenger System|
|CBSA||Canada Border Services Agency|
|CBSAC||Canada Border Services Advisory Committee|
|CCA||customs controlled area|
|CIC||Citizenship and Immigration Canada|
|CMP||compliance management plan|
|CRA||Canada Revenue Agency|
|CSA||Customs Self Assessment|
|CSI||Container Security Initiative|
|C-TPAT||Customs-Trade Partnership Against Terrorism|
|EDL||enhanced driver's licence|
|E-PIL||Electronic Primary Inspection Line|
|FAST||Free and Secure Trade|
|GST||goods and services tax|
|HST||harmonized sales tax|
|ICMS||Informal Conflict Management System|
|IRMF||Integrated Risk Management Framework|
|LEED||Leadership in Energy and Environmental Design|
|MIO||migration integrity officer|
|NEXUS||Joint Canada/U.S. customs and immigration program (pre-approval entry system for frequent travellers)|
|PAA||Program Activity Architecture|
|PALS||Primary Automated Lookout System|
|PIP||Partners in Protection|
|PNR||Passenger Name Record|
|PSDPA||Public Servants Disclosure Protection Act|
|SDS||Sustainable Development Strategy|
|SPP||Security and Prosperity Partnership of North America|
|TBC||Treasury Board of Canada|
|WHTI||Western Hemisphere Travel Initiative|
For more information, visit the CBSA's Web site at http://www.cbsa-asfc.gc.ca/contact/menu-eng.html.