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2012-13
Report on Plans and Priorities



Canada Border Services Agency






Supplementary Information (Tables)






Table of Contents




Greening Government Operations (GGO)

Overview

The GGO supplementary table applies to departments and agencies bound by the Federal Sustainable Development Act, the Policy on Green Procurement, or the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.

Please note:

  • RPP refers to Reports on Plans and Priorities and represents planned / expected results.
  • DPR refers to Departmental Performance Reports and represents actual results.

Green Building Targets


8.1 As of April 1, 2012, and pursuant to the CBSA strategic framework, new construction and build-to-lease projects, and major renovation projects, will achieve an industry-recognized level of high environmental performance1.
Performance Measure RPP DPR
Target Status  
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per the CBSA strategic framework 5  
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per the CBSA strategic framework 5  
Existence of strategic framework. Yes:
Completed
March 2012
 

Strategies / Comments

  1. Minimum level of environmental performance: LEED NC Silver.
  2. Threshold: All buildings will be contracted to achieve LEED NC Silver.
  3. Industry-recognized assessment and verification tool used: LEED.
  4. Certification to be sought: Only on buildings over >2000m2.


8.2 As of April 1, 2012, and pursuant to the CBSA strategic framework, existing crown buildings over 1000m2 will be assessed for environmental performance using an industry-recognized assessment tool.2.
Performance Measure RPP DPR
Target Status  
Number of buildings over 1000m2, as per the CBSA strategic framework 13  
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per the CBSA strategic framework FY 2011-12 30%  
FY 2012-13 40%  
FY 2013-14    
Existence of strategic framework. Yes:
Completed
March 2012
 

Strategies / Comments

  1. Minimum level of assessment: BOMA BESt Level 1.
  2. Threshold: >1000m2.
  3. Applicable building types: All custodial buildings over 1000m2.
  4. Industry-recognized assessment tool used: BOMA BESt.
  5. Certification to be sought: Yes.


8.3 As of April 1, 2012, and pursuant to the CBSA strategic framework, new lease or lease renewal projects over 1000m2, where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool.3.
Performance Measure RPP DPR
Target Status  
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per the CBSA strategic framework N/A  
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per the CBSA strategic framework N/A  
Existence of strategic framework. N/A  

Strategies / Comments

  1. This target is not applicable to the CBSA as all new lease and lease renewal projects are negotiated through Public Works and Government Services Canada (PWGSC) on behalf of the Agency. As the client, the CBSA can request inclusion of this target in its lease requirements.
  2. The PWGSC will be renewing 11 leases over 1000m2 in 2012-2013 on behalf of the CBSA.


8.4 As of April 1, 2012, and pursuant to the CBSA strategic framework, fit-up and refit projects will achieve an industry-recognized level of high environmental performance.4.
Performance Measure RPP DPR
Target Status  
Number of completed fit-up and refit projects in the given fiscal year, as per the CBSA strategic framework 3  
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per the CBSA strategic framework 3  
Existence of strategic framework. Yes:
Completed
March 2012
 

Strategies / Comments

  1. Minimum level of environmental performance: Green Globes Fit-Up 3 Globes.
  2. Threshold: >$1 million and/or 1000m2.
  3. Applicable building types: All buildings.
  4. Industry-recognized verification tool used: Green Globes.
  5. Exemptions: Spaces provided to the CBSA under Section 6 of the Customs Act.

Greenhouse Gas Emissions Target


8.5 The federal government will take action now to reduce levels of greenhouse gas emissions (GHG) from its operations to match the national target of 17% below 2005 by 2020.
Performance Measure RPP DPR
Target Status  
The CBSA GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-2021, relative to fiscal year 2005-2006 11%  
The CBSA GHG emissions in fiscal year 2005-2006, in kilotonnes of CO2 equivalent 10.9  
The CBSA GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. FY 2011-12 10.8  
FY 2012-13 10.7  
FY 2013-14    
FY 2014-15    
FY 2015-16    
FY 2016-17    
FY 2017-18    
FY 2018-19    
FY 2019-20    
FY 2020-21 9.7  
Percent change in the CBSA GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year FY 2011-12 -1.1%  
FY 2012-13 -2.2%  
FY 2013-14    
FY 2014-15    
FY 2015-16    
FY 2016-17    
FY 2017-18    
FY 2018-19    
FY 2019-20    
FY 2020-21 -11%  
Existence of an implementation plan to reduce GHG emissions Yes:
Completed
March 2012
 

Strategies / Comments

  1. Scope: Targeted emissions sources included facilities and the CBSA fleet.
  2. Emissions sources excluded from GHG inventory: No exclusions.
  3. Change to the CBSA GHG reduction target: There have been no changes to the target since it was established in RPP 2011-2012.
  4. Base year adjustments: Base year emissions reported in RPP 2011-2012 have been recalculated based on newly available data.
  5. Anticipated increase of emissions: Emissions are expected to increase in the next year due to the acquisition of the Rigaud Learning Centre from PWGSC (+ 1130 t CO2e).
  6. GHG management strategy: The CBSA continues to maintain a GHG inventory and management strategy for custodial facilities, the fleet, leased space, employee commuting and emissions from idling vehicles at land border crossings. This inventory provides insight into the Agency’s energy consumption and cost trends and identifies where cost saving and GHG reduction measures can be implemented.
  7. Key components of GHG reduction plan:
    • Energy audits and retrofit implementation in selected facilities;
    • Development of a CBSA lighting guide for new construction and major renovation projects;
    • Completion of a fleet utilization review;
    • Increase the purchase of hybrid, electric and ultra-compact vehicles;
    • Address plug-load energy consumption through employee awareness and the purchase of energy-efficient equipment.
  8. Additional Information:
    • Overall GHG intensity of the CBSA facilities (in CO2e/m2) decreased by 11.5% from 2005-2006 through 2010-2011.
    • The reduction in GHG intensity from facilities can be attributed to the construction of new, more efficient buildings as well as a slight reduction in fuel use (i.e. diesel, heating oil) at existing facilities.
    • From 2005-2006 through 2010-2011, the GHG intensity of the CBSA fleet (in CO2e/km) has reduced by 15%.
    • The reduction in GHG intensity from the fleet is due to increased purchases of ethanol and biodiesel along with the replacement of old vehicles with new fuel-efficient models, including hybrid and ultra-compact vehicles.

Surplus Electronic and Electrical Equipment Target


8.6 By March 31, 2014, the CBSA will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally-sound and secure manner.
Performance Measure RPP DPR
Target Status  
Existence of implementation plan for the disposal of all CBSA-generated EEE Yes:
Completed
March 2012
 
Total number of CBSA locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year FY 2011-12 100%*
(applies to
CBSA-owned
equipment)
 
FY 2012-13 100%*
(applies to
CBSA-owned
equipment)
 
FY 2013-14    

Strategies / Comments

  1. Scope: Electronic and electric waste is defined as all surplus electronic and electrical assets/materiel that have reached the end of its useful life. This includes all information technology, laboratory, security, telecommunication, audio-visual and office equipment as well as all other equipment powered by electricity.
  2. Definition and number of locations:
    • For the purposes of measurement, “CBSA locations” are all facilities with network connectivity. This represents 319 locations, including ports of entry, inland enforcement offices, headquarters and regional offices.
    • *Electronic equipment located within headquarters accounts for approximately 33 percent of all electronic equipment used within the CBSA. Regionally located electronic equipment is owned and managed by the Canada Revenue Agency on behalf of the Agency.
    • For the purposes of this target, “fully implemented” is defined by the presence of the CBSA Policy on Disposal of Surplus Materiel Assets, including electronic and electric waste, which is accessible to all employees.
  3. Security considerations: Information, Science and Technology Branch is arranging for sanitization of the information technology asset.
  4. Process to track EEE:
    • In headquarters, the Information Technology Asset Inventory tracks disposal records of headquarters electronic waste.
    • Each regional/district materiel manager maintains disposal records, and responds to reporting requests from headquarters.
  5. Streams used for reusing or recycling: The CBSA ensures that all surplus materiel assets are disposed in accordance with the Federal Electronic Waste Strategy and Treasury Board Secretariat Directive on Disposal of Surplus Materiel and makes use of the following mechanisms:
    • Computers for Schools;
    • Crown Assets Distribution Centres;
    • Donation or transfer to other qualifying organizations;
    • Provincial Extended Producer Responsibility Programs;
    • Other waste programs (e.g. Departmental Individual Standing Offer).

Printing Unit Reduction Target


8.7 By March 31, 2013, the CBSA will achieve an 8:1 average ratio of office employees to printing units. The CBSA will apply the target where building occupancy levels, security considerations, and space configuration allow.
Performance Measure RPP DPR
Target Status  
Ratio of CBSA office employees to printing units in fiscal year 2010-2011, where building occupancy levels, security considerations and space configuration allow 3:1  
Ratio of CBSA office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow FY 2011-12 3.5:1  
FY 2012-13 8:1  
FY 2013-14    

Strategies / Comments

  1. Definition: “Printing units” include all stand-alone and network printers (LAN printers), multifunctional devices, faxes, scanners and photocopiers.
  2. Scope: To reduce the reporting and simplify tracking of this target, the CBSA has scoped all buildings, space configurations and employees. While some buildings may have a smaller ratio due to building occupancy or security considerations, the CBSA will meet this target for all employees.
  3. Performance measurement:
    • The number of printers is determined by the Printing Unit Inventory;
    • The number of office employees is available in the Human Resource Staffing Reports;
    • All the office employees (i.e. headquarters and regions) are subjected to the target.
  4. Reporting requirements: Information Technology Asset Inventory will track the average ratio of office employees to printing units.
  5. Stakeholder roles and responsibilities:
    • Senior management ensures sustainable development guidelines are communicated and endorsed within the CBSA.
    • Information Technology Shared Services Management Division is leading the Device Rationalization Initiative;
      • Development of awareness material will outline efficiencies and opportunities to ensure that the target ratio is met and sustained, while enabling employees to have the appropriate tools for the job.
    • Managers ensure requests for new devices are accompanied with business rationale/justification, and ensure disposable items (such as paper and print cartridges) are recycled.
    • Information technology procurement officers ensure devices are purchased with environmentally-friendly considerations.
    • Information technology support ensures that devices are configured to take advantage of environmentally-friendly settings, and ensures end-of-life equipment is disposed of in a secure and environmentally-friendly manner.
  6. Plan for engagement:
    • Strategic Review of all information technology devices indicated an opportunity to reduce the number of devices in use within the CSBA. This reduction has begun in 2011–2012 and will be accomplished through a reduction in ever-greening (end-use renewal) of aging equipment. It is anticipated that the Agency will be able to reduce the number of printers within the organization by 3,100.
    • The Device Rationalization Initiative is targeting stand-alone and network printers as well as laptops in Phase I and faxes, scanners and photocopiers in Phase II.
    • Multifunctional devices are being considered as an option for printer, photocopier, scanner and fax replacement.
    • Approaches to greening information technology will be factored into asset management practices with an aim to reduce the overall environmental footprint.

Paper Consumption Target


8.8 By March 31, 2014, the CBSA will reduce internal paper consumption per office employee by 20%. The CBSA will establish a baseline between 2005-2006 and 2011-2012, and applicable scope.
Performance Measure RPP DPR
Target Status  
Number of sheets of paper purchased or consumed per office employee in the baseline year selected, as per the CBSA scope 7639
Shts/OE in
2008-2009
 
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to the baseline year 2008-2009 FY 2011-12 -10%
6875
Shts/OE
 
FY 2012-13 -15%
6493
Shts/OE
 
FY 2013-14    

Strategies / Comments

  1. Scope: All the CBSA employees are included.
  2. Method used for determining paper consumption: Usage data based on PWGSC National Standing Offer.
  3. Method used for determining number of office employees: The CBSA Demographic Reports 2008-2013.
  4. Number of employees subject to the target: 14 706 employees.
  5. Reporting requirements: The CBSA collects PWGSC National Standing Offer information quarterly.
  6. Roles and responsibilities: The Infrastructure and Environmental Operations Directorate & Asset Management and Acquisition Directorate are target leads.
  7. Plans for engagement:
    • Implement a paper consumption directive, program and action plan;
      • All procurement personnel and acquisition cardholders will be required to purchase paper through the PWGSC National Standing Offer.
    • Develop a communication plan to educate all employees about the economic, social and environmental impacts of paper consumption.
    • Prepare an annual paper consumption report to ensure continuous improvement.

Green Meetings Target


8.9 By March 31, 2012, the CBSA will adopt a guide for greening meetings.
Performance Measure RPP DPR
Target Status  
Presence of a green meeting guide. Yes:
Adopted
March 2012
 

Strategies / Comments

  1. Scope: The green meeting guide is applicable to all meetings held within the CBSA premises.
  2. Evidence of adoption: The download rate of the green meeting guide from the Agency’s sustainable development intranet site and/or a post-implementation survey will be used as evidence.
  3. Reporting requirement to track the use of the guide: A new internal audit tool will be developed and implemented or tracking will be integrated into the Agency’s existing audit processes. The audit will be conducted on a yearly basis.
  4. Roles and responsibilities:
    • Environmental Programs Division will be responsible for reviewing the green meeting guide every three years to evaluate and update as required.
    • All CBSA employees are responsible for carrying out activities consistent with the green meeting guide.
  5. Key components of the guide:
    • Composed of environmental best practices and tools;
    • Raises awareness of green meetings and sustainable practices in the workplace, reducing the environmental footprint of Agency-hosted meetings, in particular, large meetings and events.
  6. Communication of the guide: The guide is easily accessible on the Agency’s sustainable development intranet site and will be communicated during selected national green events.

Green Procurement Targets

8.10 As of April 1, 2011, the CBSA will establish at least three SMART green procurement targets to reduce environmental impacts.


By March 31, 2014, 90 percent of vehicles purchased annually will be right-sized for operational needs and will be the most fuel-efficient vehicles in their class in the Government Motor Vehicle Ordering Guide and/or will be alternative fuel vehicles.
Performance Measure RPP DPR
Target Status  
Percentage of vehicle purchases that meet the target relative to total dollar value of all vehicle purchases in the given year 80%
in 2012–2013
 
Progress against measure in the given fiscal year. + 10%  

Strategies / Comments

  1. The target meets the SMART principle as described below:
    • Specific: The target is specific to the fleet and clearly identifies precise procurement objective.
    • Measurable: The CBSA vehicle matrix and Automotive Resources International management tool will guide right-sizing purchases of vehicles.
    • Achievable: The national fleet manager will develop and implement the CBSA fleet management framework to ensure the completion of this target.
    • Relevant: By right-sizing the fleet, fuel consumption and greenhouse gas emissions will be reduced, offering significant environmental benefits.
    • Time-bound: A firm date is established for target completion.


By March 31, 2014, five percent of the CBSA vehicles will be hybrid or ultra-compact.
Performance Measure RPP DPR
Target Status  
Percentage of vehicles bought in the given fiscal year relative to the total number of all hybrids or ultra-compacts that the CBSA has in its vehicle inventory 4%
in 2012–2013
 
Progress against measure in the given fiscal year. +1%  

Strategies / Comments

  1. The target meets the SMART principle as described below:
    • Specific: The target identifies a clear and quantifiable fleet objective.
    • Measurable: An accurate fleet inventory that tracks the required information will be used to measure target performance.
    • Achievable: Resources and responsibilities for target completion have been identified. The national fleet manager, in collaboration with regional fleet managers, will determine operational needs and feasibility of purchasing hybrid and/or ultra-compact vehicles.
    • Relevant: By purchasing hybrid and/or ultra-compact vehicles, fuel consumption and greenhouse gas emissions will be reduced, offering significant environmental benefits.
    • Time-bound: A firm date is established for target completion.
  2. Key actions to meet target:
    • Priority for vehicle replacement will be in place for clients requesting hybrid or ultra-compact vehicles.
    • In 2012-2013, the CBSA will purchase ten hybrid vehicles.


By March 31, 2013, 90 percent of solicitation documentation, including requests for proposal, evaluation criteria and contracts, will incorporate environmental clauses.
Performance Measure RPP DPR
Target Status  
Percentage of solicitation documents that incorporated environmental clauses relative to the total number of solicitation documents 75%
in 2012–2013
 
Progress against measure in the given fiscal year. +5%  

Strategies / Comments

  1. The target meets the SMART principle as described below:
    • Specific: The target precisely defines the type and percentage of solicitation documents that will include environmental clauses.
    • Measurable: Information available from contracting system and various procurement templates will serve to measure performance.
    • Achievable: The national contracting and procurement manager will integrate environmental clauses in appropriate solicitation documents.
    • Relevant: The CBSA contracts a significant amount of goods and services. By including environmental clauses in solicitation documents, the CBSA can ensure the goods and services it contracts are made and/or delivered in an environmentally-friendly manner.
    • Time-bound: A firm date is established for target completion.

8.11 As of April 1, 2011, the CBSA will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision making.


Training for Select Employees.

By March 31, 2014, 90 percent of procurement personnel and acquisition cardholders will have successfully completed a recognized training course on green procurement offered by the Canada School of Public Service, or other federal government organization.
Performance Measure RPP DPR
Target Status  
Percentage of procurement personnel and new acquisition cardholders who have successfully completed training relative to the total number of procurement personnel and acquisitions cardholders 90%
in 2012–2013
 
Progress against measure in the given fiscal year. +5%  

Strategies / Comments

  1. The target meets the SMART principle as described below:
    • Specific: The target clearly states who will be required to complete green procurement training, and what types of courses are acceptable.
    • Measurable: Information from the Canada School of Public Service will measure the successful completion rate of the green procurement course. The CBSA Central Feedback Management System will measure the successful completion of the CBSA online acquisition card training.
    • Achievable: Both training courses are available online at no cost.
    • Relevant: The CBSA procurement personnel and acquisition cardholders will be better able to integrate environmental considerations into the goods and services that they procure.
    • Time-bound: A firm date is established for target completion.


Employee performance evaluations for managers and functional heads of procurement and materiel management.

By March 31, 2013, all procurement and materiel management functional specialists, associated managers and functional heads will have environmental clauses incorporated into their performance evaluations.
Performance Measure RPP DPR
Target Status  
Percentage of performance evaluations of targeted procurement personnel that have environmental clauses relative to the total of procurement personnel 80%
in 2012–2013
 
Progress against measure in the given fiscal year. 0%  

Strategies / Comments

  1. The target meets the SMART principle as described below:
    • Specific: The target precisely identifies the positions that should have environmental clauses incorporated into performance evaluations.
    • Measurable: The CBSA Contracting and Assets Division will track the percentage of performance evaluations with environmental clauses.
    • Achievable: A responsible authority has been identified to ensure that clauses are included in performance evaluations.
    • Relevant: By incorporating environmental clauses into targeted employee performance evaluations, clear accountability will enhance green purchasing.
    • Time-bound: A firm date is established for target completion.


Management processes and controls.

By March 31, 2013, the CBSA fleet management framework will be developed and implemented.
Performance Measure RPP DPR
Target Status  
Existence of the CBSA fleet management framework Yes:
Implemented
April 2013
 

Strategies / Comments

  1. The target meets the SMART principle as described below:
    • Specific: The target clearly identifies an output related to a specialized area of procurement.
    • Measurable: Measurement is based on the completion of the target.
    • Achievable: Resources and responsibilities for target completion have been identified. The national fleet manager, in collaboration with other stakeholders, will develop and implement appropriate policy, standards and guidelines to complete the framework.
    • Relevant: The CBSA has a significant vehicle fleet. Having a fleet management framework that combines traditional fleet practices with green procurement principles will ensure that the CBSA fleet is procured and managed in a manner that contributes to a sustainable Canada.
    • Time-bound: A firm date is established for target completion.


Notes:

  • 1 This would be demonstrated by achieving LEED NC Silver, Green Globes Design 3 Globes, or equivalent.

  • 2 Assessment tools include: BOMA BESt, Green Globes or equivalent.

  • 3 Assessment tools include: BOMA BESt, an appropriately tailored BOMA International Green Lease Standard, or equivalent.

  • 4 This would be demonstrated by achieving LEED CI Silver, Green Globes Fit-Up 3 Globes, or equivalent.



Sources of Respendable and Non-Respendable Revenue

Respendable Revenue


Program Activity ($ thousands)
Forecast
Revenue
2011-12
Planned
Revenue
2012-13
Planned
Revenue
2013-14
Planned
Revenue
2014-15
Revenue and Trade Management
Rights and privileges 1,278 1,278 1,278 1,278
Services of a regulatory nature 1,556 1,556 1,556 1,556
Services of a non-regulatory nature 3,555 3,555 3,555 3,555
Total Revenue and Trade Management 6,390 6,390 6,390 6,390
 
Secure and Trusted Partnerships
Services of a regulatory nature 3,047 3,047 3,047 3,047
Services of a non-regulatory nature 274 274 274 274
Total Secure and Trusted Partnerships 3,320 3,320 3,320 3,320
 
Total Respendable Revenue 9,710 9,710 9,710 9,710

Non-Respendable Revenue


Program Activity ($ thousands)
Forecast
Revenue
2011-12
Planned
Revenue
2012-13
Planned
Revenue
2013-14
Planned
Revenue
2014-15
Admissibility Determination
Refunds of previous years’ expenditures 98 101 104 106
Revenue from fines 748 769 790 810
Seizures 10,111 10,394 10,675 10,942
Total Admissibility Determination 10,957 11,264 11,568 11,857
Criminal Investigations
Refunds of previous years’ expenditures 3 4 4 4
Total Criminal Investigations 3 4 4 4
Immigration Enforcement
Refunds of previous years’ expenditures 3 4 4 4
Total Immigration Enforcement 3 4 4 4
Recourse
Refunds of previous years’ expenditures 3 3 3 3
Total Recourse 3 3 3 3
Revenue and Trade Management
Interest and penalties 7,899 8,120 8,339 8,547
Services of a regulatory nature 2,956 3,039 3,121 3,199
Refunds of previous years’ expenditures 6 6 7 7
Miscellaneous 2,956 3,039 3,121 3,199
Total Revenue and Trade Management 13,817 14,204 14,588 14,953
Risk Assessment
Refunds of previous years’ expenditures 1 1 1 1
Total Risk Assessment 1 1 1 1
Secure and Trusted Partnerships
Refunds of previous years’ expenditures - - - -
Total Secure and Trusted Partnerships - - - -
Internal Services
Lease and use of public property 2 2 2 2
Refunds of previous years’ expenditures 887 912 936 960
Total Internal Services 889 914 939 962
Total Non-respendable Revenue 25,675 26,393 27,106 27,784
Total Respendable and Non-respendable Revenue 35,385 36,103 36,816 37,494


Status Report on Transformational and Major Crown Projects


eManifest

1. Description:

eManifest represents Phase III of the Advance Commercial Information program, 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 Agency protect and secure Canadian frontiers by “pushing the border out.” It will accomplish this by requiring carriers to electronically submit all pre-arrival commercial information (including cargo, conveyance and crew data) in the highway and rail modes of transportation. It will also require freight forwarders and importers to electronically submit advance secondary cargo and advance trade data for all modes (marine, air, rail and highway). This will enable the CBSA to more effectively analyze risk, assist with ensuring that efficient border procedures are in place, and help secure the international trade supply chain.

2. Project Phase:

The CBSA is deploying eManifest in multiple phases, whereby deliverables are being implemented at various stages throughout the project, according to client group. During the life cycle of the project, the CBSA will undertake activities related to the electronic receipt and automated risk assessment of pre-arrival data including:

  • primary and secondary cargo information;
  • conveyance information;
  • crew/driver information; and
  • importer release / advance trade information.

The project will also see the development of the following:

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

In addition, some activities included in the list above will be implemented or retrofitted for the air and marine modes because the activities were not included as part of Phases I and II of the Advance Commercial Information program. These are:

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

3. Leading and Participating Departments and Agencies
Lead Department Canada Border Services Agency
Contracting Authority Canada Revenue Agency
Public Works and Government Services Canada
Participating Departments n/a


4. Prime and Major Subcontractor(s)
Prime Contractor n/a
Major Subcontractor(s) n/a


5. Major Milestones
List of Major Milestone Date
Rail carriers to transmit cargo and conveyance data will begin an 18-month implementation timeline 2012
Freight forwarders in all modes of transportation to transmit house bill / supplementary cargo data will begin an 18-month implementation timeline 2012
Importers begin transmission of importer data (beginning with the marine mode) 2013
Full implementation of eManifest in all modes of transportation expected 2014

6. Project Outcomes

eManifest has the following immediate outcomes:

  • enhanced knowledge and capacity to risk assess pre-arrival data and monitor trade community compliance;
  • enhanced co-operation with U.S. Customs and Border Protection through harmonized commercial processes;
  • enhanced innovative systems and technology to effectively and efficiently assess data;
  • increased success of detection activities to intercept high-risk goods and travellers;
  • increased compliance by the trade community with CBSA legislation;
  • enhanced flow of low-risk people and goods; and
  • improved stakeholder satisfaction.

eManifest has the following strategic outcomes:

  • International trade and travel are facilitated across Canada’s border and Canada’s population is protected from border-related risks.

7. Progress Report and Explanations of Variances:

The following eManifest project achievements were realized between 2007 and 2010:

  • completed successful consultation and communication activities with external stakeholders within the trade community through the eManifest Stakeholder Partnership Network and the Border Commercial Consultative Committee;
  • implemented the foundations for an automated border process with U.S. Customs and Border Protection to support the secure movement of commercial goods through Canada and/or the United States by land;
  • introduced the ability to extract U.S. marine cargo data on U.S.-destined cargo;
  • made changes to the Accelerated Commercial Release Operations Support System / Canadian Food Inspection Agency interface;
  • implemented a notification system (carriers are notified when primary cargo reports are matched with supplementary cargo reports);
  • improved TITAN/Accelerated Commercial Release Operations Support System linkages;
  • introduced the ability to validate appraisal quality data with the Harmonized System Code;
  • introduced the ability to perform an historical search to view all details of the cargo/container/conveyance;
  • Bill S-2, an Act to amend the Customs Act, received Royal Assent on June 11, 2009 (the Act contains modifications to the requirements for advance commercial reporting that provide the CBSA with the authority to mandate that carriers, importers and freight forwarders, in all modes of transportation, provide the CBSA with electronic shipment information prior to arrival in Canada);
  • implemented Phase I of the electronic data interchange for rail reporting, enabling facilitated electronic processes for use by rail carriers;
  • developed an interim solution to manage the CBSA's information technology infrastructure to support the future increase in the receipt of electronic data volumes and processes from trade-chain participants;
  • implemented electronic data interchange for highway carriers;
  • highway carriers began transmitting cargo and conveyance data to the CBSA through the electronic data interchange system in advance of their arrival at the border;
  • trained nearly 1,500 staff across Canada (border services officers, superintendents and clerks in the highway mode, and client services officers) through WebEx, a Web-based interactive learning environment, and conference calls. Other employees will be trained with an eLearning product;
  • developed and distributed multiple training products (manuals, quick reference guides); and
  • conducted multiple consultations with the eManifest Stakeholder Partnership Network.

The following eManifest project achievements were realized in 2011:

  • Implementation of highway carrier reporting. Electronic Data Interchange (EDI) systems are now available to highway carriers who have completed registration and testing of their systems with the CBSA to begin transmitting their pre-arrival cargo and conveyance data before arriving at the border. The CBSA continues the registration of new carriers clients;
  • Passage enhancements to the existing system now provide border services officers with the ability to retrieve, view, update data online and through reports, log arrival of the conveyances in highway mode, make decisions and retrieve trip information by alternative keys;
  • Phase I of infrastructure upgrades support an expected increase in eManifest volumes and process requirements for highway carriers;
  • The first iteration of development of the Agency’s first Internet-based service window, the eManifest Portal, was delivered to the business community in the summer of 2011.  This secure data option was developed primarily for small to medium sized enterprises to facilitate their compliance and make the transition from paper to electronic reporting more manageable.
  • The distribution of the Electronic Commerce Client Requirements Document for highway carriers to the trade community was completed; and
  • Consultations took place with stakeholders on the design, development, implementation and communication activities of eManifest.

The spending profile was adjusted to reflect figures in the effective project approval submission dated November 2007. The total amount spent during 2008-09 was primarily related to the design and development of components towards the implementation of electronic reporting in the highway mode. Such components include electronic reporting interchange, the Internet portal, and improved systems integration for border services officers at the primary inspection line. Additional spending was to carry out the further development and implementation of capacity and infrastructure enhancements to support future electronic reporting time frames and volumes.

The 2008-09 carry-forward amounts are attributed to a further refinement of the project schedule and associated implementation dates. Rollout of systems functionality has been aligned to meet the requirements of specific client groups, which necessitated the realignment of project spending. Furthermore, in response to the economic environment, the Government of Canada requested a temporary rollback of $85 million (to be repaid over two years commencing in 2011-12) to support other government pressures. This rollback necessitated a complete review of project spending profiles and the project deployment strategy. As such, project components were realigned to account for yearly pressures related to this budget reduction, which included moving procurement activities for infrastructure and hardware to future years. A significant number of yearly carry-forwards are associated with procuring a data warehouse and associated tools. As a result of this realignment of project funds, the last project release is now scheduled for 2013-14, a delay of two years from previous reports.

Starting in 2011-12, the eManifest major project will only receive maintenance funds as detailed in the Preliminary Project Approval (PPA). As previously planned, the funds used for development in fiscal year 2011-12 are derived from carry-forward amounts from previous years and from the first installment ($50 million) of the $85 million temporary rollback by the Government of Canada.

8. Industrial Benefits:

eManifest will provide the following industrial benefits:

  • Enhanced prosperity: eManifest will contribute to a strong economy by facilitating the flow of low-risk trade in a high-volume, time-sensitive, trans-border environment.
  • Enhanced security: Canadian society will be better protected from health, safety, security and terrorist threats as eManifest will “push the border out” as a means to obtain the right data at the right time. eManifest will use sophisticated tools and technology and rigorous risk assessment systems to interdict threats prior to their arrival at the border.
  • Streamlined border processing: Obtaining and risk assessing commercial information from trade-chain participants before the arrival of goods in Canada will minimize the processing required at the border, streamline the clearance process and reduce border congestion.
  • Consistent application: As eManifest will expand the existing requirements for marine and air carriers to those in the highway and rail environments, there will be a consistent application of risk assessment across all modes of transportation in line with CBSA requirements.
  • Reduced costs of compliance: Members of the trade community will be able to leverage the investment they are making to comply with both international and U.S. requirements. To the greatest extent possible, eManifest will develop system requirements using recognized international and North American standards.
  • Enhanced systems performance: Given the high volumes and compressed time frames associated with trans-border trade, the CBSA will make enhancements to its information technology infrastructure that will improve system performance and reliability.


Temporary Resident Biometrics Project

1. Description:

The Temporary Resident Biometrics Project (TRBP) is a major crown project led by Citizenship and Immigration Canada (CIC) in partnership with the Canada Border Services Agency (CBSA) and the Royal Canadian Mounted Police (RCMP).  The business objective of TRBP is to streamline identity management within the Government of Canada temporary resident program. Against the backdrop of the rise of identity fraud globally and the use of ever more sophisticated means to evade detection, a key challenge in Canada’s immigration program is identifying applicants and managing their identity with confidence.  The TRBP is not aimed at a re-engineering of processes and systems, but rather an enhancement to existing processes for visa/study and work permit applications and visitor entry and leveraging of investment in existing CIC, CBSA and  RCMP systems to the maximum extent possible.

Budget 2008 provided the CBSA with funding of $12.7 million. With this funding, the CBSA will design and develop a photo verification solution on Primary and Secondary Inspection at all Ports of Entry (POE), as well as a discretionary biometric verification solution in Secondary at select POEs.  The CBSA is currently on schedule to implement the above-noted work components by March 2013.

2. Project Phase:

The TRBP is currently in its analysis and design phase and will begin the construction and implementation phases in late fiscal 2011–12. During the analysis and design phase, CIC, the CBSA and the RCMP are working collaboratively to define and develop the solution, as well as the approaches and plans for implementing the TRBP. Partners have developed business and supporting infrastructure requirements, and these will be used to define the business solution and how it will work (functional design), how technology will enable the solution (technical design), and how all the pieces will fit and work together (supporting architectures).

During the construction and implementation phases, the project will focus on developing, monitoring and controlling deliverables (as defined by the business requirements), while meeting schedule commitments.


3. Leading and Participating Departments and Agencies
Lead Department CIC
Contracting Authority Public Works and Government Services Canada (PWGSC)
Participating Departments CBSA and RCMP


4. Prime and Major Subcontractor(s)
Prime Contractor N/A
Major Subcontractor(s) N/A


5. Major Milestones
List of Major Milestone Date
Building of the technical solution Fall 2012
Completion of the Memorandum of Understanding between the CBSA and the RCMP Fall 2012
Finalization of training manuals and standard operating procedures Fall 2012
Deployment of the solution to the regions Fall 2012
Provision of training Winter 2013

6. Project Outcomes

The objectives of the TRBP are to:

  • Strengthen identity management: Ensure that the Government of Canada is using accurate and robust tools to store and safeguard client identity information so that only legitimate holders of Temporary Resident Visas / Study Permits / Work Permits and Temporary Resident Permits gain entry to Canada;
  • Enhance security: Reduce the likelihood that known criminals or immigration violators will gain access to Canada through the temporary resident visa program;
  • Improve program integrity: Introduce additional tools that make it more difficult for illegal migrants, previous deportees and people smugglers and traffickers to exploit identity loopholes for economic benefit by assuming different identities.  Identity and nationality information of refugee claimants, gained through biometric checks, will support decision making at the Immigration and Refugee Board; and
  • Facilitate processing of legitimate clients: For returning clients, biometric identifiers will improve operational efficiency by reducing the burden on paper and the time taken at POEs to re-establish identity.  More efficient and effective identity management is one of a number of key enablers in support of ongoing processing improvements that will enable CIC to increasingly automate service delivery — and help guide CIC service delivery.

7. Progress Report and Explanations of Variances:

  • With the $12.7 million that the CBSA received in Budget 2008, the project has been re-scoped to complete only photo verification at Primary and in Secondary Inspection at all Canadian POEs with immigration processing capabilities, and discretionary biometric verification in Secondary Inspection at selected POEs.
  • The effort required to conduct the cost analysis, the uncertainties in terms of project scope, and the need to revisit project plans have delayed the Effective Project Approval submission, which had been planned for fiscal 2009–10.  The Effective Project Approval was granted in February 2011.
  • Business Use Cases have been developed and approved and system use case development is currently underway. 
  • Partners are holding ongoing discussions on how to operationalize the business requirements through the development of an implementation plan.
  • Due to delays in the Request for Proposal process, it is unlikely that the CBSA will procure any equipment in Fiscal Year 2011–2012.  Funding required for the purchase of the equipment and software development kit will be carried forward to Fiscal Year 2012–2013.
  • Pending no further delays with the Request for Proposal, the CBSA will be ready to implement the Temporary Resident Biometrics reduced scope solution by March 31, 2013 as originally envisioned.

8. Industrial Benefits

This major Crown project does not directly benefit Canadian industry; it is a project to improve the safety of Canadian citizens. Immigration and the granting of Canadian citizenship are vital to the continued growth and prosperity of Canada. To support the Government of Canada outcomes of strong economic growth and a safe and secure world, a balance must be maintained between the desire to welcome newcomers to Canada and the obligation to protect the health, safety and security of Canadian society. Criminals, terrorists and other known inadmissible persons must not be allowed to enter or stay in Canada.



Air Cargo Security

1. Description:

The primary objective of the Air Cargo Security Program is to develop a comprehensive air cargo security regime in Canada. The program will align Canada's approach with the regimes of international partners, and will ensure that it mitigates the risks associated with both the introduction of explosives in cargo or mail and the use of cargo aircraft as weapons. Supply-chain programs to identify low-risk cargo will be developed and procedures identified to screen high-risk and targeted cargo.

2. Project Phase:

The priority initiatives of the Canadian Air Cargo Security Program major Crown project to be implemented in 2012-13 are as follows:


3. Leading and Participating Departments and Agencies
Lead Department Transport Canada
Contracting Authority Public Works and Government Services Canada
Participating Departments Canada Border Services Agency


4. Prime and Major Subcontractor(s)
Prime Contractor N/A
Major Subcontractor(s) N/A


5. Major Milestones
List of Major Milestone Date
Agreement on the risk assessment process for Transport Canada participants 2012
Interoperability between CBSA and other Government departments 2012-2013
Evaluate areas of harmonization and international approach for mitigating risk 2012-2013

6. Project Outcomes

The beneficiaries of this program are air travellers. Benefits include:

  • Enhanced regulatory regime;
  • Oversight, training and compliance;
  • Screening technologies and processes;
  • Mutual recognition and interoperability;
  • Support for risk assessments undertaken by Transport Canada; and
  • Screening of air cargo items at small and remote class II and class “other” airports.

7. Progress Report and Explanations of Variances

  • Work on this initiative commenced in May 2010 and was approved by Treasury Board;
  • Continuing the work on the agreement on the risk assessment for Transport Canada participants;
  • Participating in the Interoperability Working Group; focusing on interoperability opportunities between the CBSA and other Canadian Government departments; and
  • Participating in the World Customs Organization Technical Experts Group on Air Cargo Security focusing on areas where harmonization could be perused and discussing an integrated international approach for mitigating risks posed by ACS.

8. Industrial Benefits

The industrial benefits include:

  • Protection of the Canadian public and those working in the air cargo supply chain;
  • Streamlining of trade through risk management;
  • Promotion of the movement of goods, both domestically and internationally, through effective trade supply chains;
  • Improvement in the ability of the CBSA to detect high-risk cargo;
  • Improvement in the controls and the ability to make better, more efficient allocations of CBSA resources; and
  • Assurance of the efficient flow of goods contributing to Canada's economic prosperity.


Summary of Capital Spending by Program Activity


Program Activity ($ thousands)
Forecast
Spending
2011-12
Planned
Spending
2012-13
Planned
Spending
2013-14
Planned
Spending
2014-15
Risk Assessment 2,299 302 284 284
Secure and Trusted Partnerships 87 - - -
Admissibility Determination 8,660 - - -
Criminal Investigations - - - -
Immigration Enforcement 5,351 2,339 852 852
Recourse - - - -
Revenue & Trade Management 2,884 - - -
Internal Services 219,911 102,065 66,420 42,469
Total 239,192 104,706 67,556 43,605


Upcoming Internal Audits and Evaluations over the next three fiscal years

All upcoming Internal Audits over the next three fiscal years


Audit reports expected before March 31, 2012
Name of Internal Audit Internal Audit Type Status Expected Completion Date
Process Monitoring Framework Audit In progress 2011-12
Management of IT Security Standards (MITS) – Phase I Audit In progress 2011-12

Audit reports expected in 2012-13
Name of Internal Audit Internal Audit Type Status Expected Completion Date
Training and Learning Audit In progress 2012-13
HR Staffing      Audit In progress 2012-13
Compliance Audit of Staffing Audit In progress 2012-13
Management of Overtime   Control Focus In progress 2012-13
National Targeting Implementation Project Status In progress 2012-13
Trusted Traveller   Control Focus  In progress 2012-13
Refugee Reform Initiative Project Status Planned 2012-13
Marine (Commercial) Control Focus In progress 2012-13
Trade Compliance Preliminary Survey  Planned 2012-13
IT Architecture Audit/Management Planned 2012-13
IT Services Audit/Management Planned 2012-13
Control and Disposal of Goods Seized Under the Customs Act  Follow-up Planned 2012-13

Audit reports expected in 2013-14
Name of Internal Audit Internal Audit Type Status Expected Completion Date
Processes to Share Intelligence Information Internally Audit/Management Planned 2013-14
International Officer Network    Audit/Management Planned 2013-14
Lookout Procedures Control Focus  Planned 2013-14
Courier Programs Audit/Management Planned 2013-14
Immigration Enforcement –Hearings Audit/Management Planned 2013-14
Project Management Audit/Management Planned 2013-14
Arming Initiative Project Status Planned 2013-14
Organization and Classification Control Focus Planned 2013-14
Financial Budgeting, Forecasting and Resource Allocation  Audit/Management Planned 2013-14
Information Technology Pre-requisites Post-Implementation Planned 2013-14
Security Management Framework  Audit/Management Planned 2013-14
eManifest – Phase III   Project Status Planned 2013-14
Ports of Entry Capacity Check Capacity Check Planned 2013-14

Audit reports expected in 2014-15
Name of Internal Audit Internal Audit Type Status Expected Completion Date
Advance Passenger Information Control Focus Planned 2014-15
Traveller Telephone Reporting Control Focus Planned 2014-15
Air Cargo Control Focus Planned 2014-15
Criminal Investigations Audit/Management Planned 2014-15
Values and Ethics Audit/Management Planned 2014-15
HR Systems Information Planned 2014-15
Implementation of Official Languages Action Plan  Follow-up Planned 2014-15
Expenditure Management Compliance Planned 2014-15
Protection and Privacy of Personal Information       Compliance Planned 2014-15
MITS – Phase II            Audit Planned 2014-15
Procurement Service Standards Audit/Management Planned 2014-15
Other Government Departments Single Window Project Status Planned 2014-15
Ports of Entry Capacity Check Capacity Check Planned 2014-15

All upcoming Evaluations over the next three fiscal years


Name of Evaluation Program Activity Status Expected Completion Date
Trade Compliance, Tariffs, Origin and Valuation 1.7.2 In progress November 2012
Traveller Processing (Highway and Rail) 1.3 In Progress December 2012
Traveller Processing (Air) 1.3 In Progress December 2012
Doubling Up (Addressing Work Alone Situations) Internal Services Planned March 2013
Trusted Traders 1.2.2 Planned December 2013
Intelligence 1.1.1 Planned December 2013
Postal Program 1.3.5 Planned March 2014
Trade Incentives, Licensing and Registration 1.7.2 Planned March 2014
Assisted Voluntary Returns Pilot 1.5.4 Planned June 2014
Targeting: Traveller 1.1.2 Planned December 2014
Targeting: Commercial 1.1.2 Planned December 2014
Security Screening 1.1.3 Planned December 2014
Export Programs 1.3 Planned December 2014
International and Partnerships Internal Services Planned March 2015
Courier Low-Value Shipments Program 1.3.6 Planned March 2015
Commercial Processing (Air and Marine Modes) 1.3 Planned March 2015