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Supplementary Information (Tables)
The Canada Border Services Agency (CBSA) is currently reviewing a green procurement policy that will be introduced to all CBSA branches and regions once it is approved. The policy will provide information that will be used to help reduce the environmental impacts of the CBSA's operations and promote environmental stewardship by integrating environmental performance considerations in the procurement process. The procurement of environmentally friendly products and services is an integral aspect of the CBSA's commitment to sustainable development and is one of the ways the CBSA ensures responsible procurement and best value for Canadians
The policy will be integrated into management processes and controls, and ongoing green procurement training will be offered and become mandatory and will be included in employee performance evaluations.
Green procurement means changing what goods and services the CBSA buys and how it buys them in ways that reduce its environmental impacts. The environmental benefits of green procurement include reducing greenhouse gas emissions, air contaminants, ozone-depleting substances, solid waste and hazardous chemical use and waste. Greening improves energy and water efficiency, encourages reuse and recycling, and improves the indoor work environment.
Green procurement is set within the context of achieving best value for money (price, quality, availability, functionality). It integrates environmental performance considerations into the procurement process and addresses the full life cycle of the product or service to be acquired (i.e. throughout the planning, acquisition, in-service use and disposal phases). Green procurement also requires an understanding of the environmental aspects and potential impacts and costs associated with the life-cycle assessment of goods and services being acquired.
Purchasing environmentally responsible products or services may help reduce costs as environmentally preferable products and services are typically more resource-efficient and require less energy, water and other resources to produce, use and/or dispose of them.
Table 1: Status Report on Green Procurement Targets
Target | Status |
---|---|
Develop a partnership strategy on horizontal sustainable development issues | Completed |
Develop a 2007–12 greenhouse gas emissions reduction strategy | Completed |
Apply Leadership in Energy and Environmental Design certification standards to new CBSA-owned border crossing facilities | Completed |
Reduce by 15 percent (from 2002–03 levels) greenhouse gas emissions per vehicle kilometre | Completed |
Purchase ethanol-blended fuel for vehicle fleet, where available | Completed |
Undertake a pilot project that uses technology in boardrooms to reduce travel | Completed |
Create a virtual sustainable development centre of expertise | Completed |
Develop and implement a national green procurement program | In progress |
Develop and implement a paper reduction policy | In progress |
The CBSA continues to adopt new ways of thinking and acting that reflect economic, social and environmental dimensions of sustainable development. The CBSA's Sustainable Development Strategy 2007–2009 emphasizes the need to create systems that promote overall sustainable management of the CBSA's activities.
The CBSA's commitment to sustainable development supports efficient and effective border management that contributes to the security and prosperity of Canada. The CBSA's Sustainable Development Strategy 2007–2009 came into force on April 1, 2007. Progress in implementing the strategy will be reported in the CBSA's 2009–10 Departmental Performance Report.
The Sustainable Development Strategy 2007–2009 is available on the CBSA's Web site at http://www.cbsa.gc.ca/agency-agence/reports-rapports/sds-sdd/sds-sdd-07-09-eng.html.
Table 2: Sustainable Development Strategy 2007–2009: Targets for 2009–10
Sustainable Development Strategy Target: Apply Leadership in Energy and Environmental Design certification standards to new CBSA-owned border crossing facilities. | ||
---|---|---|
Federal Sustainable Development Goal | Performance Measure | Expected Results |
Reduce greenhouse gas emissions. | Number and percentage of new facilities with Leadership in Energy and Environmental Design certification. | Resources are used in a sustainable manner. |
Sustainable Development Strategy Target: Reduce by 15 percent (from 2002–03 levels) greenhouse gas emissions per vehicle kilometre. | ||
Federal Sustainable Development Goal | Performance Measure | Expected Results |
Reduce greenhouse gas emissions. | Annual average of greenhouse gas emissions per vehicle kilometre. | Greenhouse gas emissions are reduced. |
Sustainable Development Strategy Target: Purchase ethanol-blended fuel for vehicle fleet, where available. | ||
Federal Sustainable Development Goal | Performance Measure | Expected Results |
Reduce greenhouse gas emissions. | Percentage of ethanol-blended gasoline purchased. | Greenhouse gas emissions are reduced. |
Sustainable Development Strategy Target: By March 31, 2010, develop and implement a life-cycle approach to asset management. | ||
Federal Sustainable Development Goal | Performance Measure | Expected Results |
Sustainable development and use of natural resources. | Number and percentage of asset categories identified and managed according to the life-cycle approach. | Sustainable planning and management of CBSA assets. |
Sustainable Development Strategy Target: By March 31, 2010, train all procurement personnel on green procurement. | ||
Federal Sustainable Development Goal | Performance Measure | Expected Results |
Sustainable development and use of natural resources. | Number and percentage of procurement personnel trained. | Employees apply green procurement principles. |
Sustainable Development Strategy Target: By March 31, 2010, develop and implement an environmental database. | ||
---|---|---|
Federal Sustainable Development Goal | Performance Measure | Expected Results |
n/a | Number of environmental aspects managed by the environmental database. | Reports for internal and external stakeholders are generated. |
Supplementary information on the CBSA's participation in horizontal initiatives can be found on the Treasury Board of Canada Secretariat's Web site at http://www.tbs-sct.gc.ca/rpp/2008-2009/info/info-eng.asp.
Table 4: Upcoming Internal Audits (next three fiscal years)
Name of Internal Audit | Audit Type | Status | Expected Completion Date |
---|---|---|---|
Control and disposal of seized goods | Assurance | In progress | 2009 |
Customs Self Assessment program | Assurance | In progress | 2009 |
Section 33 of the Financial Administration Act | Assurance | In progress | 2009 |
Governance and strategic direction | Assurance | In progress | 2009 |
Values, ethics and professional standards | Assurance | In progress | 2009 |
Revenue ledger | Assurance | In progress | 2009 |
CBSA/Canadian Food Inspection Agency memorandum of understanding for food, plant and animal inspections | Assurance | In progress | 2009 |
Administration of permits for commercial goods | Assurance | In progress | 2009 |
System under development – eManifest | Assurance | In progress | 2009 |
Occupational health and safety | Assurance | In progress | 2009 |
Business continuity plan | Assurance | In progress | 2009 |
Year-end cash cut-off procedures (2008–09) | Assurance | Planned | 2009 |
Responsibilities and organization for financial management | Assurance | Planned | 2009 |
Acquisition card control framework | Assurance | Planned | 2009 |
Payroll controls | Assurance | In progress | 2010 |
CBSA/Citizenship and Immigration Canada memorandum of understanding | Assurance | Planned | 2010 |
Form K84 process and accounting | Assurance | Planned | 2010 |
Asset management investment plan | Assurance | Planned | 2010 |
Protection and privacy of personal information | Assurance | Planned | 2010 |
Duties relief programs – drawbacks | Assurance | Planned | 2010 |
Free and Secure Trade program | Assurance | Planned | 2010 |
Employer-employee relationship – contractors | Assurance | Planned | 2010 |
Harmonized Risk Scoring/Advance Trade Data | Assurance | Planned | 2010 |
Advance Passenger Information/Passenger Name Record data from airlines | Assurance | Planned | 2010 |
Postal operations | Assurance | Planned | 2010 |
Accelerated Commercial Release Operations Support System controls | Assurance | Planned | 2010 |
Management of information technology security | Assurance | Planned | 2011 |
Container Security Initiative* | Assurance | ||
Process to share intelligence information internally* | Assurance | ||
Controls on seized identity documents (Immigration and Refugee Protection Act)* | Assurance | ||
Arming Initiative (change management strategy)* | Assurance | ||
Compliance verification programs* | Assurance | ||
Customs-controlled forms* | Assurance | ||
Process monitoring framework* | Assurance | ||
Biometrics* | Assurance | ||
Laboratory services* | Assurance | ||
Management of overtime* | Assurance | ||
Training and development* | Assurance | ||
Accounts receivable* | Assurance | ||
Procurement – service standards* | Assurance | ||
Physical security of CBSA facilities* | Assurance | ||
Security management framework* | Assurance | ||
Policy on management of government information holdings* | Assurance |
*The completion date of these audit projects will be determined in 2009–10.
Table 5: Upcoming Evaluations (next three fiscal years)
Name of Evaluation | Status | Expected Completion Date |
---|---|---|
Admissibility screening | In progress | 2009 |
Examination processes – goods (including enforcement tools) | In progress | 2009 |
Fleet management | In progress | 2009 |
Remote border location programs | In progress | 2009 |
Arming Initiative | Planned | 2009 |
Container Security Initiative | Planned | 2009 |
Duty-free shops | Planned | 2010 |
Information technology infrastructure – shared services, applications and end-user environment | Planned | 2010 |
Investigations program (prosecutions under the Immigration and Refugee Protection Act) | Planned | 2010 |
Rigaud Learning Centre | Planned | 2010 |
Sufferance warehouses | Planned | 2010 |
Administrative Monetary Penalty System | Planned | 2011 |
Compliance verification | Planned | 2011 |
Corporate secretariat – access to information and privacy | Planned | 2011 |
eManifest | Planned | 2011 |
Facilities | Planned | 2011 |
Detentions and removals | Planned | 2011 |
Staffing function | Planned | 2011 |
Western Hemisphere Travel Initiative | Planned | 2011 |
Table 6.1: Sources of the CBSA's Respendable Revenue
Program Activity | Forecast Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Planned Revenue 2010-2011 |
Planned Revenue 2011-2012 |
---|---|---|---|---|
Conventional Border | ||||
Rights and privilèges | 867 | 867 | 867 | 867 |
Services of a regulatory nature | 8,022 | 7,397 | 5,522 | 5,522 |
Services of a non-regulatory nature | 11,007 | 11,007 | 11,007 | 11,007 |
Total – Conventional Border | 19,896 | 19,271 | 17,396 | 17,396 |
Internal Services | ||||
Rights and privileges | 314 | 314 | 314 | 314 |
Total – Internal Services | 314 | 314 | 314 | 314 |
Total Respendable Revenue | 20,210 | 19,585 | 17,710 | 17,710 |
Table 6.2: Sources of the CBSA's Non-respendable Revenue
Program Activity | Forecast Revenue 2008-09 |
Planned Revenue 2009-10 |
Planned Revenue 2010-11 |
Planned Revenue 2011-12 |
---|---|---|---|---|
Conventional Border | ||||
Sale of goods and services | ||||
Public building and property rental | 334 | 431 | 430 | 457 |
Total – Conventional Border | 334 | 431 | 430 | 457 |
Risk Assessment | ||||
Adjustments to prior year's payables | 417 | 537 | 537 | 570 |
Sale of goods and services | 19 | 24 | 24 | 26 |
Miscellaneous | ||||
Court fines | 194 | 250 | 250 | 265 |
Seizures | 3,539 | 4,562 | 4,558 | 4,845 |
Sale of unclaimed goods | 2 | 2 | 2 | 2 |
Interest and penalties | 4,720 | 6,085 | 6,078 | 6,461 |
Other | 671 | 865 | 864 | 918 |
Total – Miscellaneous | 9,126 | 11,764 | 11,752 | 12,491 |
Total – Risk Assessment | 9,562 | 12,325 | 12,313 | 13,087 |
Enforcement | ||||
Adjustments to prior year's payables | 2,170 | 2,798 | 2,795 | 2,971 |
Sale of goods and services | 97 | 126 | 125 | 133 |
Miscellaneous | ||||
Court fines | 1,010 | 1,301 | 1,300 | 1,382 |
Seizures | 18,431 | 23,757 | 23,733 | 25,228 |
Sale of unclaimed goods | 8 | 11 | 11 | 11 |
Interest and penalties | 24,580 | 31,684 | 31,653 | 33,647 |
Other | 3,493 | 4,503 | 4,498 | 4,782 |
Total – Miscellaneous | 47,522 | 61,256 | 61,195 | 65,050 |
Total – Enforcement | 49,789 | 64,180 | 64,115 | 68,154 |
Total Non-respendable Revenue | 59,685 | 76,936 | 76,858 | 81,698 |
Total Respendable and Non-respendable Revenue | 79,895 | 96,521 | 94,568 | 99,408 |
eManifest represents Phase III of the Advance Commercial Information initiative, which is aimed at improving the CBSA's ability to detect shipments that pose a high or unknown risk to the safety and security of Canadians. eManifest will help the CBSA protect and secure Canadian frontiers by “pushing the border out” because it will require carriers to electronically submit all pre-arrival commercial information (including all cargo, conveyance and crew data) in the highway and rail modes of transportation and to electronically submit all advance secondary cargo and importer admissibility data for all modes (marine, air, rail and highway). This will enable the CBSA to more effectively analyze risk, ensure efficient border procedures and secure the international trade supply chain.
eManifest is currently in the analysis and design phase. During this phase, the following activities will be undertaken:
In addition, some of the activities listed above will be implemented or retrofitted for the air and marine modes because the activities were not included as part of Phase I and II of the Advance Commercial Information initiative. In particular:
Table 7.1: Leading and Participating Departments and Agencies
Lead department or agency | Canada Border Services Agency |
---|---|
Contracting Authority | Canada Revenue Agency Public Works and Government Services Canada |
Participating Departments | n/a |
Table 7.2: Prime and Major Subcontractors
Prime Contractor | n/a |
---|---|
Major contractors | n/a |
Table 7.3: Major Milestones
Milestones | Date |
---|---|
Implementation release | June 2008 |
Implementation release | February 2009 |
Implementation build 2 | December 2009 |
Implementation build 3 | April 2010 |
The Treasury Board granted effective project approval on November 29, 2007. The implementation of the in-transit pilot project was completed in June 2008. The following eManifest readiness deliverables were also released in June 2008:
The following eManifest readiness deliverables are scheduled as part of the implementation release to be completed in February 2009:
Table 7.4: Progress Report and Explanation of Variances
CBSA Branch | 2006-07 | 2007-08 | ||
---|---|---|---|---|
Budget | Actual | Budget | Actual | |
Innovation, Science and Technology | 4,660 | 4,660 | 46,169 | 30,656 |
Admissibility | 296 | 296 | 708 | 368 |
Operations | 392 | 1,087 | ||
Enforcement | 302 | 302 | 723 | 140 |
Comptrollership | 1,821 | 1,821 | 158 | 623 |
Human Resources | 369 | 369 | 240 | 138 |
Strategy and Coordination | 760 | 760 | 488 | 67 |
Total | 8,208 | 8,208 | 48,878 | 33,079 |
Carry Forward | 12,749 |
CBSA Branch | 2008-09 | 2009-10 | |
---|---|---|---|
Budget | Forecast | Budget | |
Innovation, Science and Technology | 90,019 | 56,771 | 81,356 |
Admissibility | 584 | 1,325 | 584 |
Operations | 2,733 | 1,251 | 6,555 |
Enforcement | 584 | 335 | 584 |
Comptrollership | 1,025 | 2,281 | 2,078 |
Human Resources | 371 | 705 | 566 |
Strategy and Coordination | 786 | 1,901 | 1,319 |
Carry forward for 2007-08 | 12,749 | ||
Total | 108,851 | 64,569 | 93,042 |
Carry Forward | 44,282 |
The spending profile was adjusted to reflect the figures in the effective project approval submission. The total amount spent during 2006–07 was on activities within the initiation, feasibility and planning phases of the project life cycle. Significant work on building and confirming the project scope and identifying high-level requirements for development are attributed to this expenditure.
Approximately 50 percent of expenditures are attributed to the implementation release of June 2008. An additional 30 percent will be used to complete the implementation release scheduled for February 2009 and part of the implementation build 2. The remaining 20 percent will be carried forward and distributed among the remaining implementation builds.
The carry-forward amount is attributed to a shift in the time required for the critical work of project planning activities, which necessitated the movement of procurement activities for infrastructure and hardware into future years. A large portion of these funds is associated with the procurement of a data warehouse.
Program Activity | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2012-12 |
---|---|---|---|---|
Risk Assessment | 5,712 | 1,057 | 575 | 67 |
Enforcement | 51,280 | 31,687 | 11,936 | 104 |
Facilitated Border | 222 | 18 | ||
Conventional Border | 3,201 | 1,861 | 3,423 | 2,027 |
Trade | 243 | 12 | ||
Recourse | 59 | |||
Internal Services | 69,582 | 29,958 | 60,916 | 59,398 |
Total | 130,299 | 64,563 | 76,880 | 61,596 |