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2007-08
Departmental Performance Report

Canada Border Services Agency

Supplementary Information (Tables)

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Table of Contents

• Sources of Respendable and Non-respendable Revenue
• User Fees/External Fees
• Details on Project Spending
• Status Report on Major Crown Projects
• Horizontal Initiatives
• Sustainable Development Strategy
• Response to Parliamentary Committees and External Audits
• Internal Audits and Evaluations

Sources of Respendable and Non-respendable Revenue

Table 3.5: Sources of the Canada Border Services Agency's (CBSA) Respendable Revenue

(Thousands of dollars)
Program Activity	2005–2006 Actual	2006–2007 Actual	2007–2008
			Main Estimates	Planned Revenue	Total Authorities	Actual
Access
Rights and privileges	1,440	1,867	814	814	1,520	1,520
Services of a regulatory nature	2,604	4,516	4,238	4,238	5,524	5,524
Services of a non-regulatory nature	10,894	14,125	12,355	12,355	13,070	13,070
Total Access	14,938	20,508	17,407	17,407	20,114	20,114
Science- and Technology-based Innovation
Rights and privileges [1]	389	390	303	303	620	620
Total Science- and Technology-based Innovation	389	390	303	303	620	620
Total Respendable Revenue	15,327	20,898	17,710	17,710	20,734	20,734

[1] The actual amounts for 2005–2006 and 2006–2007 were classified as non-respendable.

The major items accounting for the $3 million increase between the planned revenue and the actual are the following:

• NEXUS program: $1.7 million
• Contractual agreements and non-core services: $1.1 million

Table 3.6: Sources of the CBSA’s Non-respendable Revenue

(Thousands of dollars)
Program Activity	2005–2006 Actual	2006–2007 Actual	2007–2008
			Main Estimates	Planned Revenue	Total Authorities	Actual
Access
Sale of goods and services
Public building and property rental	363	296		297		337
Total Access	363	296		297		337
Security
Adjustments to previous year’s expenditures	4,689	4,200		1,745		2,605
Sale of goods and services
Services of a regulatory nature	2,783	1,926		2,177		1,863
Services of a non-regulatory nature	898
Sale of goods and services – total	3,681	1,926		2,177		1,863
Miscellaneous
Goods and services tax/ harmonized sales tax, customs import duties, excise and the Air Travellers Security Charge	3,251	2,824		2,845		2,899
Sundries
Court fines	1,717	1,037		709		1,212
Seizures	8,780	15,727		22,682		21,735
Interest and penalties	16,282	26,785		9,773		30,154
Other	5,230	1,859		1,991		1,822
Miscellaneous – total	35,260	48,232		38,000		57,822
Total Security	43,630	54,358		41,922		62,290
Total Non-respendable Revenue	43,993	54,654		42,219		62,627

User Fees/External Fees

Table 3.7: The User Fees Act

Broker Licence and Examination Fees
Fee Type	Fee-setting Authority	Date Last Modified
Regulatory	Customs Act	1992
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
375	412	753
Performance Standard
Results received 4–6 weeks from the date of exam.
Performance Results
Results were received within nine weeks from the date of exam. This is due to a change in how the exams are marked. Corrective action has been taken to ensure the performance standard is met.
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	400 400 400	750 750 750

 

Customs Sufferance Warehouse Licence Fees
Fee Type	Fee-setting Authority	Date Last Modified
Regulatory	Customs Act	1996
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
600	581	1,550
Performance Standard
Application processed in 60 business days.
Performance Results
95% of all applications that were fully completed according to the requirements of the Customs Sufferance Warehouses Regulations were processed within 60 business days.
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	600 600 600	1,550 1,550 1,550

 

Customs Bonded Warehouse Licence Fees
Fee Type	Fee-setting Authority	Date Last Modified
Regulatory	Customs Tariff	1996
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
500	475	1,600
Performance Standard
Operator to receive notice of determination within four weeks after an audit or examination.
Performance Results
Operator receives notice of determination 100% of the time within four weeks after an audit or examination.
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	500 500 500	1,600 1,600 1,600

 

Storage Charges for Queen's and Frontier Warehouses
Fee Type	Fee-setting Authority	Date Last Modified
Regulatory	Customs Act	1992
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
250	115	415
Performance Standard
Goods to be handled with care and stored in a secure manner to safeguard against damage or loss.
Performance Results
One successful claim made against the Crown.
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	250 250 250	415 415 415

 

Customs Special Services Fees
Fee Type	Fee-setting Authority	Date Last Modified
Regulatory	Customs Act	1986
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
400	234	750
Performance Standard
The Special Services (Customs) Regulations are currently under review. Service standards are being developed as part of this review.
Performance Results
These fees are collected once services are rendered (e.g. verification of paperwork). There are no delays or waiting periods associated with the services in question. To date (since the CBSA took over the collection of these fees from the CFIA), the CBSA has not received any complaints from the public regarding the fees or the method used to collect the fees.
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	250 250 250	650 650 650

 

Canadian Food Inspection Agency (CFIA) Fees Notice
Fee Type	Fee-setting Authority	Date Last Modified
Regulatory	Canadian Food Inspection Agency Act	1997
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
2,300	2,213	6,583
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.
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	2,300 2,300 2,300	6,600 6,600 6,600

 

NEXUS Program
Fee Type	Fee-setting Authority	Date Last Modified
Regulatory	Customs Act	2002
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
3,900	2,708	5,750
Performance Standard
4–6 weeks
Performance Results
80% processed within 4–6 weeks.*
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	2,500 1,875 1,875	5,800 5,800 5,800

 

Free and Secure Trade (FAST) Program
Fee Type	Fee-setting Authority	Date Last Modified
Regulatory	Customs Act	2002
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
700	487	3,625
Performance Standard
4–6 weeks
Performance Results
4–6 weeks*
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	425 1,200   575	3,700 3,700 3,700

 

CANPASS Program
Fee Type	Fee-setting Authority	Date Last Modified
Regulatory	Customs Act	2006
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
500	693	3,658
Performance Standard
4–6 weeks
Performance Results
80% processed within 4–6 weeks.*
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	500 500 500	3,700 3,700 3,700

 

Sub-total: Regulatory
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
9,525	7,918	24,684
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	7,725 7,875 7,250	24,765 24,765 24,765

 

Fees Charged for Processing Access Requests Filed Under the Access to Information Act
Fee Type	Fee-setting Authority	Date Last Modified
Other products and services	Access to Information Act	1992
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
5	8	2,547
Performance Standard
Response provided within 30 days following 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
There were 1,197 access requests completed in 2007–2008: 45.2% were completed on time; 54.8% were completed late. The results reflect a significant effort to reduce the accumulated inventory of requests while managing a growing workload. Significant resources were expended to address workload (including the remaining inventory) and to otherwise support the function while permanent staffing and training activities are under way. Overall compliance with legislative time frames continues to improve as investments are made and elements of the CBSA’s three-year plan to strengthen and stabilize the access to information and privacy function are completed.
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	8 8 9	2,250 2,100 2,100

 

Sub-total: Other Products and Services
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
5	8	2,547
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	8 8 9	2,250 2,100 2,100

 

Total User Fees
2007–2008 (thousands of dollars)
Forecast Revenue	Actual Revenue	Full Cost
9,530	7,926	27,231
Planning Years (thousands of dollars)
Fiscal Year	Forecast Revenue	Estimated Full Cost
2008–2009 2009–2010 2010–2011	7,733 7,883 7,259	27,015 26,865 26,865

*  The performance results provided reflect the Canadian portion of the application process up to inviting applicants to attend an office to finalize their memberships. 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 (including the public) 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.

Table 3.8: Policy on Service Standards for External Fees

Policy on Service Standards for External Fees
External Fee	Service Standard	Performance Result	Stakeholder Consultation
Broker licence and examination fees	Results received 4–6 weeks from date of exam.	Results were received within nine weeks from the date of exam. This is due to a change in how the exams are marked. Corrective action has been taken to ensure the performance standard is met.	Consultation undertaken through the Border Commercial Consultative Committee.
Customs sufferance warehouse licence fees	Application processed in 60 business days.	95% of all applications that were fully completed according to the requirements of the Customs Sufferance Warehouse Regulations were processed within 60 business days.
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% of the time within four weeks after an audit or examination.
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.	One successful claim made against the Crown.
NEXUS program	4–6 weeks*	80% processed within 4–6 weeks.*	*The performance results provided reflect the Canadian portion of the application process up to inviting applicants to attend an office to finalize their memberships. 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 (including the public) 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.
FAST program	4–6 weeks*	4–6 weeks*
CANPASS program (Private Boats, Private and Corporate Aircraft, Air)	4–6 weeks*	80% processed within 4–6 weeks.*
Customs special services fees	The Special Services (Customs) Regulations are currently under review. Service standards are being developed as part of this review.	These fees are collected once services are rendered (e.g. verification of paperwork). There are no delays or waiting periods associated with the services in question. To date (since the CBSA took over the collection of these fees from the CFIA), the CBSA has not received any complaints from the public regarding the fees or the method used to collect the fees.
Fees charged for processing access requests filed under the Access to Information Act	Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the Act. Notice of extension to be sent within 30 days after receipt of request. The Act provides more details.	There were 1,197 access requests completed in 2007–2008: 45.2% were completed on time, 54.8% were completed late. The results reflect a significant effort to reduce the accumulated inventory of requests while managing a growing workload. Significant resources were expended to address workload (including the remaining inventory) and to otherwise support the function while permanent staffing and training activities are under way. Overall compliance with legislative time frames continues to improve as investments are made and elements of the CBSA’s three-year plan to strengthen and stabilize the access to information and privacy function are completed.	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 for amendments made in 1986 and 1992.
CFIA fees notice	Inspection activities are to be provided in accordance with corresponding federal regulations.	Inspection activities were provided in accordance with corresponding federal regulations.

Details on Project Spending

Table 3.9: Details on the CBSA’s Project Spending

(Thousands of dollars)
Program Activity	Current Estimated Cost	2005–2006 Actual	2006–2007 Actual	2007–2008
				Main Estimates	Planned Spending [2]	Total Authorities [3]	Actual
Projects – Close-out
Clarenceville, Que.	1,385	125	12	80	80	80	79
Revenue ledger	2,232					2,700	2,232
Projects – Implementation
Andover, N.B.	6,445	264	4,208	820	820	953	953
Cascade, B.C.	2,980	227	2,043	167	167	148	148
Douglas, B.C.	44,000	4,209	12,765	19,243	19,243	15,253	14,761
Emerson West, Man.	12,658	5	3	5	5
Lacolle, Que.	1,586		440	1,305	1,305	2,004	2,004
Stanstead Route 55 (Rock Island), Que.	18,000	8,238	1,398	373	373	171	171
NEXUS Air expansion	58,448			13,095	13,095	13,095	12,793
Business resumption program	23,963			7,075	7,075	7,551	7,551
Projects – Initial Planning and Identification
St. Stephen, N.B.	21,509	66	535	1,520	1,520	5,160	4,865
Rigaud, Que.	54,000		318	2,412	2,412	861	861
Fraser, B.C.	1,400		144	1,040	1,040	953	949
Aldergrove, B.C	15,000	10	6	150	150
Enhancing road and rail cargo security – eManifest	396,001			98,532	123,267	98,532	36,353
Canada–U.S. Harmonized Risk Scoring/Advance Trade Data	30,996			6,222	6,222	6,222	2,206
Passenger Name Record Push initiative	53,157			13,835	13,835	13,835	6,716
Electronic Primary Inspection Line	2,724					2,518	518
Air Cargo Security	12,100			3,700	3,700	3,700	2,999
Total	758,584	13,144	21,872	169,574	194,309	173,736	96,159

[2] Planned spending comprises Main Estimates.

[3] Total authorities comprises Main Estimates, Supplementary Estimates and internal transfers.

Status Report on Major Crown Projects

Air Cargo Security

1. Description

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.

2. Project Phase

Phase 1: completed by Transport Canada
Phases 2 and 3: project development and pilot testing; to be completed by March 31, 2009.

3. Leading and Participating Departments and Agencies

Table 3.10: Leading and Participating Departments and Agencies

Leading and Participating Departments and Agencies
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

4. Prime and Major Subcontractors

Table 3.11: Prime and Major Subcontractors

Prime and Major Subcontractors
Prime contractor	n/a
Major contractors	n/a

5. Major Milestones

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, 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 to ensure the project is progressing in an approved manner as per the approved project plan.

Table 3.12: Major Milestones

Major Milestones
Ref. #	Milestones	Target Date
1	Report to the Treasury Board of Canada Secretariat (TBS) on project management plans and controls submitted.	June 30, 2007
2	Design, development and evaluation security standards completed.	July 31, 2007
3	Definition of the operating environment, characteristics and screening models for “break bulk” air cargo screening completed.	August 31, 2007
4	Commercial off-the-shelf Secure Supply Chain Management System (SSCMS) prototype populated.	December 31, 2007
5	Initial evaluations of screening technologies in controlled environment completed.	January 31, 2008
6	Interim report on project progress submitted to the TBS.	March 31, 2008
7	Piloting of the SSCMS prototype completed.	September 30, 2008
8	Report on the Security and Prosperity Partnership of North America commitments for air cargo security completed.	June 30, 2008
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 SSCMS completed.	July 31, 2008
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 drafted.	December 31, 2008
14	Final recommendations for the Air Cargo Security initiative completed, including the memorandum to Cabinet and the TBS submission.	December 31, 2008
15	Close out of Phase 2 and Phase 3.	March 31, 2009

6. Progress Report and Explanations of Variances

• The CBSA is accountable for completing milestone 10.
• Transport Canada is responsible for milestones 1 through 15 except for milestone 10.
• Work continues on milestone 10; however, the CBSA requires information from Transport Canada that will not be available until February 2009.
• Therefore, milestone 10 will be delayed, but will be completed in this current phase, which coincides with the fiscal year ending March 31, 2009.

7. Industrial Benefits (Business Goals)

• 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 contributing to Canada’s economic prosperity.

eManifest

1. Description

One of the strategies that the 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 (ACI) initiative, the CBSA is now in Phase III of the ACI, 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 CBSA. eManifest will contribute to a key Agency strategy, to “push the border out,” and will position the CBSA to obtain the information necessary to identify and interdict threats before their arrival in Canada. This next phase of the ACI solidifies the Agency’s commitment to providing CBSA officers with electronic pre-arrival cargo information so that they are equipped with 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 (EDI);
• 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.

2. Project Phase

The eManifest initiative is currently in the analysis and design phase.

• The following eManifest readiness activities have been completed:
  • Information technology (IT) prerequisites; and
  • Synchronous Technology and Application Release (STAR) configuration and independent service delivery (ISD).
• Preliminary project approval was granted on October 5, 2006.
• Effective project approval (EPA) was granted on November 29, 2007.

3. Leading and Participating Departments and Agencies

Table 3.13: Leading and Participating Departments and Agencies

Leading and Participating Departments and Agencies
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

4. Prime and Major Subcontractors

Table 3.14: Prime and Major Subcontractors

Prime and Major Subcontractors
Prime contractor	n/a
Major contractors	n/a

5. Major Milestones

• Project start date: October 2006.
• Estimated date of completion: March 2012.
  • On October 5, 2006, eManifest received preliminary project approval.
  • In January 2007, the eManifest Stakeholder Partnership Network was launched to establish formal consultations with the trade community.
  • On November 29, 2007, eManifest received EPA.
  • In November 2007, the following eManifest readiness activities were implemented:
    • IT prerequisites; and
    • Phase I deployment of the STAR configuration and ISD.

Table 3.15: Major Milestones

Major Milestones
Ref. #	Milestones	Target Date
1	eManifest readiness – IT prerequisites and Phase I deployment of STAR configuration and ISD	Implemented November 2007
2	eManifest readiness – Automated in-transit pilot project (Phase I): Enhancements to support linkages between the existing commercial systems. Enhancements to the notification system to advise trade chain partners when information has been received.	June 2008
3	Electronic reporting for rail.	November 2008
4	EDI reporting in highway mode. Internet portal for highway mode. Passage for highway mode (Phase I). Picture-in-booth technology. An eManifest compliance management and client support program. Ongoing enhancements to risk-assessment and business-intelligence systems.	July 2009
5	EDI reporting for secondary cargo. Internet portal for secondary cargo. Enhanced notification system. An eManifest compliance management and client support program. Ongoing enhancements to risk-assessment and business-intelligence systems.	December 2009
6	EDI reporting for importer admissibility data. An eManifest compliance management and client support program. Internet portal for importers/brokers. Enhanced notification system. Passage for all modes. Ongoing enhancements to risk-assessment and business-intelligence systems.	March 2010
7	Risk assessment for all modes.	August 2010
8	EDI reporting for marine/air crew. Risk assessment for marine/air retrofits. Passage for highway mode retrofit.	April 2011
9	Business intelligence data warehouse.	August 2011

6. Progress Report and Explanations of Variances

To date, eManifest has accomplished the following:

• the project was granted EPA by the Treasury Board on November 29, 2007;
• the legislative amendments required to support eManifest were tabled in the House of Commons on February 15, 2008;
• the eManifest readiness activities (Phase I IT prerequisites and TITAN online updates) were implemented;
• extensive external, internal and binational consultations on the design and development of eManifest were held;
• staffing and training of substantive employees took place for both the eManifest business and development areas; and
• revised target dates were set for certain major milestones following a delay in obtaining EPA.

7. Industrial Benefits (Business Goals)

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. eManifest functionality will allow for 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.

Horizontal Initiatives

Supplementary information on the CBSA’s participation in horizontal initiatives can be found on the TBS Web site.

Sustainable Development Strategy

Summary

The CBSA’s first Sustainable Development Strategy (SDS) has created a strong sustainable foundation at the Agency. This foundation supports efficient and effective border management that contributes to the security and prosperity of Canada. The CBSA’s three sustainable development goals represent interdependent spheres of activity, which are aimed at contributing to the achievement of the CBSA’s strategic priorities and strategic outcome.

To further improve upon its status as a socially responsible organization, the CBSA has established conservation goals that reflect Government of Canada objectives, including the following:

• reducing greenhouse gas emissions;
• applying energy and environmental conservation measures; and
• implementing a green procurement program.

Each of these objectives supports the CBSA strategic priority of innovating for the border of the future by working with the Government to advance common agendas. In addition, the Agency has committed to developing a sustainable development partnership strategy on which future collaborations can be built, which directly links to the CBSA’s strategic priority of developing strong internal and external relationships.

The CBSA’s SDS sets out the Agency’s goal of being an employer of choice. The CBSA’s objective to implement communications technologies increases interaction between staff and simultaneously minimizes the need for employee travel. In addition, the Agency’s objective to implement a paper reduction policy and promote electronic data management better aligns the CBSA with the values of its employees. These objectives support the Agency’s strategic priority to modernize the management regime through effective stewardship of its resources by promoting the integration of electronic data management and communication within the CBSA.

As part of the Agency’s efforts to encourage its employees to contribute to a sustainable Canada, the CBSA has committed to improving sustainable development awareness among its employees, which maximizes the impact of its SDS on a national scale. This objective is closely tied to the Agency’s strategic priority to develop strong internal and external relationships by increasing the level of awareness and understanding of the CBSA’s work, encouraging productive dialogue and building a stronger corporate culture.

The CBSA’s SDS for 2007–2009 can be found on the CBSA’s Web site.

Table 3.16: Sustainable Development Strategy (2007–2009): 2007–2008 Results

Sustainable Development Strategy (SDS) Goal: The CBSA is a socially responsible organization.
1.1: Forge strategic partnerships to leverage the strengths of the CBSA mandate
Agency’s Expected Results for 2007–2008	Supporting Performance Measure(s)	Achieved SDS Results for 2007–2008
1.1.1 By March 31, 2008, develop a partnership strategy on sustainable development horizontal issues.	Partnership strategy on sustainable development issues developed.	The partnership strategy on sustainable development horizontal issues is completed.
1.1.2 By March 31, 2009, forge three internal and/or external strategic partnerships.	Number and percentage of partnerships formed.	Results not reported until 2009.
1.2 Federal sustainable development goals, including Greening Government Operations (GGO) goals: Endorse the Federal House in Order initiative to reduce greenhouse gas emissions
Agency’s Expected Results for 2007–2008	Supporting Performance Measure(s)	Achieved SDS Results for 2007–2008
1.2.1 By March 31, 2008, develop a 2007–2012 greenhouse gas emissions reduction strategy.	Greenhouse gas emissions reduction strategy completed.	The greenhouse gas emissions reduction strategy is completed.
1.2.2 By March 31, 2009, implement phase 1 of the 2007–2012 greenhouse gas emissions reduction plan.	Percentage of reduction of greenhouse gas emissions.	Results not reported until 2009.
1.2.3 Annually apply Leadership in Energy and Environmental Design (LEED) certification standards for new CBSA-owned border crossing facilities, where feasible.	Number and percentage of new LEED-certified facilities.	No new facilities were LEED-certified; however, three facilities are currently in the LEED-certification process.
1.2.4 Annually reduce by 15% (from 2002–2003 levels) greenhouse gas emissions per vehicle kilometre.	Annual average of greenhouse gas emissions per vehicle kilometre. The target, to read as intended and be compatible with the equivalent Government of Canada target, should be “reduce greenhouse gas emissions by 15% per vehicle by 2010.”	Between 2004–2005 and 2007–2008, greenhouse gas emissions were reduced by 10%.
1.2.5 Annually purchase ethanol-blended fuel for vehicle fleet, where available.	Percentage of ethanol-blended gasoline purchased.	In 2007–2008, a total of 38,800 litres of ethanol or ethanol-blended gasoline was purchased by the Agency, representing 2% of all vehicle fuel purchased.
1.3 Federal sustainable development goals, including GGO goals: Utilize green procurement to advance government-wide sustainable development objectives
Agency’s Expected Results for 2007–2008	Supporting Performance Measure(s)	Achieved SDS Results for 2007–2008
1.3.1 By March 31, 2008, develop and implement a national green procurement program.	Dollar value and percentage of green assets purchased (goods and services).	A national green procurement program was not completed. A lack of resources prevented the completion of this target.
1.3.2 By March 31, 2010, develop and implement a life-cycle approach to asset management.	Number and percentage of asset categories identified and managed according to the life-cycle approach.	Results not reported until 2010.
1.3.3 By March 31, 2010, train all procurement personnel on green procurement.	Number and percentage of procurement personnel trained.	Results not reported until 2010.

 

SDS Goal: The CBSA is an employer of choice
2.1: Enhance environmental performance of the CBSA operations
Agency’s Expected Results for 2007–2008	Supporting Performance Measure(s)	Achieved SDS Results for 2007–2008
2.1.1 By March 31, 2009, develop and implement an environmental management system.	Number of significant environmental aspects that are identified and managed by the environmental management system.	Results not reported until 2009.
2.1.2 By March 31, 2010, develop and implement an environmental database.	Number of environmental aspects managed by the environmental database.	Results not reported until 2010.
2.2 Utilize technology to make effective and efficient use of resources
Agency’s Expected Results for 2007–2008	Supporting Performance Measure(s)	Achieved SDS Results for 2007–2008
2.2.1 By March 31, 2012, develop and implement an electronic information management system.	Number and percentage of electronic information management system components developed and implemented.	Results not reported until 2012.
2.2.2 By March 31, 2008, develop and implement a paper reduction policy.	Volume of paper purchased (office paper and forms).	A paper reduction policy was not implemented. A lack of resources prevented the completion of this target.
2.2.3 By March 31, 2008, undertake a pilot project that uses technology in boardrooms to reduce travel.	Number of electronic components installed in boardrooms.	Boardrooms at five office buildings were outfitted with teleconferencing and videoconferencing systems.

 

SDS Goal: The employees of the CBSA contribute to a sustainable Canada
3.1: Build capacity and enhance sustainable development awareness
Agency’s Expected Results for 2007–2008	Supporting Performance Measure(s)	Achieved SDS Results for 2007–2008
3.1.1 By March 31, 2009, develop and implement a national sustainable development awareness program.	Number and percentage of sustainable development awareness initiatives that have been identified and implemented.	Results not reported until 2009.
3.1.2 By March 31, 2009, develop and implement a national sustainable development recognition program.	Number and percentage of recognized employees who have contributed to sustainable development initiatives.	Results not reported until 2009.
3.1.3 By March 31, 2008, create a virtual sustainable development centre of expertise.	The click-through rate on the virtual sustainable development centre of expertise.	A virtual sustainable development centre of expertise was created; however, the click-through rate of the site is indeterminable.

Response to Parliamentary Committees and External Audits

Table 3.17: The CBSA’s Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees

Report of the Standing Committee on Public Accounts

The Standing Committee on Public Accounts (PAC) conducted a review of Chapter 5 (“Keeping the Border Open and Secure”) of the 2007 October Report of the Auditor General of Canada. In February 2008, the PAC held a meeting to examine Chapter 5, which focused on the CBSA. The PAC met with the Assistant Auditor General and CBSA senior officials before tabling its report in May 2008. The report made four recommendations: The CBSA should provide the PAC with a status report on the implementation of the audit recommendations made by the Office of the Auditor General of Canada (OAG) by December 31, 2008; The CBSA’s risk-management strategies should be reported in its Departmental Performance Report (DPR); The CBSA should include a status report on the implementation of the Agency’s training models in its 2008-2009 DPR; and The CBSA should review the examination fees process to ensure there are no additional charges levied for random inspections. In addition, the PAC stated it was concerned with the CBSA’s ability to assign the needed resources to best manage the risks inherent in its mandate. At the end of 2007–2008, the CBSA was working on its response to the PAC’s report, which it subsequently completed in early 2008–2009.

 

Response to the Auditor General of Canada (including to the Commissioner of the Environment and Sustainable Development)
“Keeping the Border Open and Secure”
The OAG conducted an audit of CBSA operations between October 2006 and May 2007 that examined the extent to which the Agency’s approach to border management is based on threat and risk assessments and achieves the desired levels of border openness and security (2007 October Report of the Auditor General of Canada, Chapter 5, “Keeping the Border Open and Secure”).  The audit covered the following: strategic planning and risk management; pre-arrival targeting of high-risk people and goods; facilitation of low-risk people and goods; and operations at the border. The audit made 14 recommendations and was tabled in October 2007. The Agency’s response is included in the audit report.
“Detention and Removal of Individuals”
Between October 2007 and February 2008, the OAG conducted an audit of the CBSA’s management of the detentions and removals programs (2008 May Report of the Auditor General of Canada, Chapter 7, “Detention and Removal of Individuals”). The audit examined the following: Whether the CBSA and Citizenship and Immigration Canada (CIC) have clearly articulated their respective accountabilities for administering the Immigration and Refugee Protection Act;  Whether the CBSA manages and reports on the detention of individuals consistently, in compliance with its policies and standards and with due regard to economy; and Whether the CBSA removes individuals from Canada consistently based on the risks they present and whether it does so cost-effectively. The audit made three recommendations: The CBSA, in conjunction with CIC, should develop and implement processes to ensure the quality of the temporary resident permits program; The CBSA should develop suitable policies and procedures for detentions and removals to ensure risks, situations and individuals are treated in a consistent manner; and The CBSA should improve the data and level of analysis to better manage detentions and removals. The audit was tabled in May 2008. The Agency’s response is included in the audit report.
Commissioner of the Environment and Sustainable Development (CESD) Petition 223 – Green Procurement of Paper for Publications and Internal Use by Federal Departments
The CESD forwarded petition 223 to the CBSA in November 2007. The petition was from a Canadian resident who requested information from 27 departments and agencies on their commitment to implementing the Government of Canada’s green procurement policy. Specifically, the petitioner requested information concerning departmental and agency use of recycled paper for publications and internal documents. The Agency’s response, which was included in the Minister of Public Safety’s response, was provided in March 2008.

 

External Audits (Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages.)
None

Internal Audits and Evaluations

Table 3.18: The CBSA’s Internal Audits

Internal Audits
Name of Internal Audit	Audit Type	Status	Completion Date	Electronic Link to Report
Audit of the NEXUS Application Process	Compliance	Completed	April 2007	Audit of the NEXUS Application Process – Internal Audit Report
Travel and Hospitality Audit	Compliance	Completed	April 2007	Travel and Hospitality Audit – Internal Audit Report
IT Systems Under Development – Phase 2 – Advance Commercial Information – Electronic Data Interface	Information Technology	Completed	October 2007	Internal Audit Report of IT Systems under Development - Phase 2 – Advance Commercial Information - Electronic Data Interface Reporting for Air
IT Systems Under Development – Phase 3 – Advance Passenger Information/Passenger Name Record Risk Scoring	Information Technology	Completed	October 2007	Internal Audit Report of IT Systems under Development - Phase 3 –Advance Passenger Information/Passenger Name Record Risk Scoring
Audit of Warehouse Security	Compliance	Completed	December 2007	Audit of Sufferance Warehouse Security – Internal Audit Report
Internal Audit Report of Fiscal 2006–2007 Year-End Cash Cut-Off Procedures	Financial	Completed	December 2007	Internal Audit Report of Fiscal 2006–2007 Year-End Cash Cut-Off Procedures
Audit of CBSA IT Infrastructure Service Delivery Agreements	Information Technology	Completed	February 2008	Audit of CBSA IT Infrastructure Service Delivery Agreements – Internal Audit Report
Audit of Fleet Management	Financial and Compliance	Completed	February 2008	Audit of Fleet Management – Internal Audit Report
Audit of Immigration Controlled Forms Managed by the CBSA	Compliance	Completed	February 2008	Audit of Immigration Controlled Forms Managed by the CBSA – Internal Audit Report
Human Resources Planning (became the Staffing Management Accountability Framework)	Human Resources	Completed	May 2008
Asset Management – Detection Technology Equipment	Financial and Compliance	Completed	May 2008
Emergency Preparedness	Compliance	In progress	October 2008
IT Infrastructure and General Controls	Information Technology	In progress	October 2008
Control and Disposal of Seized Goods	Compliance	In progress	December 2008
Financial Signing Authorities – Section 34	Financial and Compliance	In progress	December 2008
Arming	Compliance	In progress	October 2008
Program Integrity of Commercial Operations		Cancelled
Risk Assessment of Detention and Removals		Cancelled		This audit was cancelled. The OAG completed an audit in May 2008: “Chapter 7: Detention and Removal of Individuals — Canada Border Services Agency”

Table 3.19: The CBSA’s Evaluations

Evaluations
Name of Evaluation	Program Activity	Evaluation Type	Status	Completion Date	Electronic Link to Report
The National Rail Export Verification Unit Pilot Project	Security	Summative	Completed	May 2007	The National Rail Export Verification Unit Pilot Project – Evaluation Study
Customs Self Assessment Program	Access	Summative	Completed	November 2007	Customs Self Assessment Program – Evaluation Study
Pre-Arrival Targeting	Security	Summative	Completed	January 2008	Pre-Arrival Targeting – Evaluation Study
NEXUS Highway/Free and Secure Trade (FAST)	Science- and Technology-based Innovation	Summative	Pending approval	May 2008
Export Programs	Security	Summative	In progress	September 2008
War Crimes (Horizontal evaluation led by Department of Justice)	Security	Summative	In progress	September 2008
Examination Processes – Commercial Goods	Security	Summative	In progress	January 2009
Remote Border Locations	Security	Summative	In progress	May 2009
Intelligence Program/ Migration Integrity Officer Network	Security	Summative	In progress	May 2009