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2009-10
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
• Status Report on Projects operating with specific Treasury Board Approval
• Status Report on Major Crown Projects
• Horizontal Initiatives
• Green Procurement
• Response to Parliamentary Committees and External Audits
• Internal Audits and Evaluations

Sources of Respendable and Non-Respendable Revenue

Respendable Revenue
($ thousands)

Program Activity	Actual 2007-081	Actual 2008-091	2009-10
			Main Estimates	Planned Revenue2	Total Authorities	Actual
Enforcement
Services of a non-regulatory nature3	208	205			226	226
Total – Enforcement	208	205			226	226
Facilitated Border
Services of a regulatory nature4	3,569	3,408	810	810	3,449	3,449
Services of a non-regulatory nature	399	393	102	102	433	433
Total – Facilitated Border	3,968	3,801	912	912	3,882	3,882
Conventional Border
Rights and privileges1	2,140	1,603	1,586	1,586	1,607	1,607
Services of a regulatory nature	1,955	1,867	1,865	1,865	1,890	1,890
Services of a non-regulatory nature	12,463	12,285	13,347	13,347	13,526	13,526
Total – Conventional Border	16,558	15,755	16,798	16,798	17,023	17,023
Total Respendable Revenue	20,734	19,761	17,710	17,710	21,131	21,131

¹ Actual revenues for 2007-08 and 2008-09 were restated to be comparable to 2009-10 actual revenues to reflect the changes made to the CBSA's Program Activity Architecture.
² The planned revenue of $314,000 published in the CBSA’s 2009–10 Report on Plans and Priorities (under Internal Services) is now reflected under the Conventional Border program activity.
³ Services of a non-regulatory nature include, for instance, detector dog training services, contractual arrangements for the provision of new and enhanced non-core border management services and the collection of taxes on behalf of the provinces.
⁴ Services of a regulatory nature (the fee is set by regulation for a service provided by or on behalf of Her Majesty in right of Canada to users of the service) include, for instance, revenues earned from enrolment in facilitated border programs such as NEXUS and Fast and Secure Trade, and from food inspection fees.

Non-Respendable Revenue
($ thousands)

Program Activity	Actual 2007-081	Actual 2008-091	2009-10
			Main Estimates	Planned Revenue	Total Authorities	Actual
Risk Assessment
Adjustments to prior year’s expenditures	147	52		188		50
Total – Risk Assessment	147	52		188		50
Enforcement
Services of a regulatory nature	1,379	2,882		-		2,098
Interest and penalties	405	312		507		311
Adjustments to prior year’s expenditures	86	31		111		29
Revenue from fines	1,212	559		1,551		1,099
Seizures	21,716	46,661		28,294		11,495
Other	2,554	2,243		2,991		1,718
Total – Enforcement	27,352	52,688		33,454		16,750
Facilitated Border
Adjustments to prior year’s expenditures	64	23		82		22
Total – Facilitated Border	64	23		82		22
Conventional Border
Services of a regulatory nature	484	1,012		-		737
Interest and penalties	29,749	22,892		37,261		22,859
Adjustments to prior year’s expenditures	352	126		451		120
Seizures	19	41		25		10
Other	1,599	1,405		1,873		1,076
Total – Conventional Border	32,203	25,476		39,610		24,802
Trade
Adjustments to prior year’s expenditures	33	1		43		11
Total – Trade	33	1		43		11
Recourse
Adjustments to prior year’s expenditures	2	1		3		1
Total – Recourse	2	1		3		1
Internal Services
Adjustments to prior year’s expenditures	1,920	685		2,458		653
Lease and use of public property	337	342		431		3
Other	569	500		667		383
Total – Internal Services	2,826	1,528		3,556		1,039
Total Non-Respendable Revenue	62,627	79,780		76,936		42,675

¹ Actual revenues for 2007-08 and 2008-09 were restated to be comparable to 2009-10 actual revenues to reflect the changes made to the CBSA's Program Activity Architecture.
² The 2009–10 planned revenue has been adjusted to better reflect the Agency's distribution of non-respendable revenue.

User Fees Reporting

A. User Fees

 

 

 

 

 

 

 

 

 

 

 

B. User Fees Totals

($ thousands)

	2009-10			Planning Years
	Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
Subtotal (R)	8,202	6,973	45,168	2010-11	7,404	38,774
				2011-12	7,626	38,774
				2012-13	8,726	38,729
Subtotal (O)	8	6	1,332	2010-11	7	2,000
				2011-12	7	2,190
				2012-13	8	2,230
Total	8,210	6,979	46,500	2010-11	7,411	40,774
				2011-12	7,633	40,964
				2012-13	8,734	40,959

C. External Fees

External Fee	Service Standard1	Performance Results2	Stakeholder Consultation
Broker licensing and examination fees	Licences processed within four months and examination results received within six weeks.	Standards are met 100 percent of the time.	Standards are set in consultation with customs broker associations.
Customs sufferance warehouse licence fees	Application processed within 60 business days.	100 percent of all applications that were fully completed according to the requirements of the Customs Sufferance Warehouses Regulations are processed within 60 business days.	Consultation undertaken through the Border Commercial Consultative Committee.
Customs bonded warehouse licence fees	Operator receives notice of determination within four weeks after a verification or examination.	Operator receives notice of determination 100 percent of the time within four weeks after a verification or examination.	Consultation undertaken through the Border Commercial Consultative Committee.
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.	21 successful claims made against the Crown for damage or loss.
Customs special services fees	The CBSA will acknowledge a request for special services within one working day of receipt, and provide a likely time frame for service provision. Upon completion of the service, a detailed invoice will be provided that itemizes the completed special services and the associated fees for these services, ensuring transparency and consistency in the CBSA's billing process.	The CBSA acknowledged 94.08 percent of requests for special services within 24 hours and 99.14 percent of clients received a detailed invoice.	Given the uniqueness of these requests and that special services are mostly performed on an ad-hoc basis, stakeholder consultations are performed on a client-by-client basis when requests are submitted.
Canadian Food Inspection Agency Fees notice	Inspection activities are provided in accordance with corresponding federal regulations.	Inspection activities are provided in accordance with corresponding federal regulations.
NEXUS Program	Four to six weeks	The CBSA processed 80 percent within four to six weeks.	The performance results provided reflect the Canadian part of the application process up to inviting applicants to attend an in-office interview to finalize their enrolment. The CBSA will review the existing published performance standards for processing applications with its partner (U.S. Customs and Border Protection) and consult with stakeholders to clarify the processing standards and adjust the time frames as required. Revised time frames will be made public on the Internet and in program brochures and guides.
Free and Secure Trade (FAST) Program	Four to six weeks	The CBSA processed 80 percent within four to six weeks.	The performance results provided reflect the Canadian portion of the application process up to inviting applicants to attend an in-office interview to finalize their enrolment. The CBSA will review the existing published performance standards for processing applications with its partner (U.S. Customs and Border Protection) and consult with stakeholders to clarify the processing standards and adjust time frames as required. Revised time frames will be made public on the Internet and in program brochures and guides.
Fees charged for processing access requests filed under the Access to Information Act	Response is 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 initial 30 days after receipt of request. The Act provides more details.	In 2009–10, the CBSA received 1,257 requests under the Access to Information Act. The Agency continues to experience a higher than anticipated volume of requests. The CBSA processed 95.30 percent of requests within the statutory time frames.	The service standard is established by the Act and the Access to Information Regulations. The Department of Justice and the Treasury Board of Canada Secretariat undertook consultations with stakeholders regarding amendments made in 1986 and 1993.
CANPASS Program	Four to six weeks	The CBSA processed 80 percent within four to six weeks.	The performance results provided reflect the Canadian part of the application process up to inviting applicants to attend an in-office interview to finalize their enrolment. The CBSA will review the existing published performance standards for processing applications with its partner (U.S. Customs and Border Protection) and consult with stakeholders to clarify the processing standards and adjust time frames as required. Revised time frames will be made public on the Internet and in program brochures and guides.

¹ As established pursuant to the Policy on Service Standards for External Fees:

• service standards may not have received parliamentary review; and
• service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison, independent complaint address).

² Performance results are not legally subject to Section 5.1 of the User Fees Act regarding fee reductions for unachieved performance.

Status Report on Projects Operating with specific Treasury Board Approval

($ thousands)

Project	Original Estimated Total Cost1	Revised Estimated Total Cost2	Actual Cost Total3	2009-10
				Main Estimates	Planned Spending4	Total Authorities5	Actual	Expected Date of Close-out6
Risk Assessment
Initial Planning and Identification
eManifest	356,401	356,401	149,989	88,031	88,031	86,681	55,069	2013-14
Harmonized Risk Scoring / Advance Trade Data	33,289	33,289	11,160	6,364	6,364	9,362	4,590	2010-11
Western Hemisphere Travel Initiative	2,278	2,278	612			1,029	293	2011-12
Implementation
Business Resumption Planning	94	94	110	94	94	94	110	2009-10
Total – Risk Assessment	392,062	392,062	161,870	94,489	94,489	97,166	60,062
Facilitated Border
Implementation
Business Resumption Planning	225	225	219	225	225	225	219	2009-10
Air Cargo Security	2,900	2,900	2,345			2,900	2,345	2009-10
Western Hemisphere Travel Initiative – NEXUS	13,805	13,805	14,945			5,374	6,825	2009-10
Total – Facilitated Border	16,930	16,930	17,509	225	225	8,499	9,389
Conventional Border
Initial Planning and Identification
Western Hemisphere Travel Initiative	3,645	3,645	1,324			1,650	814	2012-13
eManifest	39,600	39,600	16,665	9,781	9,781	9,631	6,119	2013-14
Biometrics	4,198	4,198	3,053			4,198	3,053	2011-12
Total – Conventional Border	47,443	47,443	21,043	9,781	9,781	15,479	9,986
Internal Services
Initial Planning and Identification
Rigaud, Quebec	54,000	57,574	4,472			5,274	2,120	2012-13
Non-housing infrastructure	70,000	70,000	1,157			4,000	1,157	2011-12
Housing infrastructure	10,000	10,000	436			2,500	436	2010-11
Aldergrove, B.C	15,000	12,000	154	1,000	1,000	300	38	2011-12
Western Hemisphere Travel Initiative	875	875	218			397	95	2012-13
Harmonized Risk Scoring / Advance Trade Data	5,575	5,575	1,477	1,066	1,066	1,568	377	2010-11
Biometrics	747	747	327			747	327	2011-12
Implementation
Business Resumption Planning	23,644	23,644	19,483	3,527	3,527	3,527	3,688	2009-10
Andover, N.B.	6,445	6,445	7,902	500	500	500	464	2010-11
St. Stephen, N.B.	21,508	21,508	22,714	992	992	1,362	1,362	2010-11
Douglas, B.C	45,000	45,000	47,451	1,053	1,053	950	825	2011-12
Western Hemisphere Travel Initiative – NEXUS	7,150	7,150	2,727			3,021	1,098	2009-10
Close-out
Stanstead, Route 55 (Rock Island, Quebec)	18,000	18,000	17,878	174	174	178	178	2009-10
Cascade, B.C.	2,980	2,980	3,154	30	30	30	30	2009-10
Fraser, B.C.	1,400	2,046	2,852	28	28	40	40	2009-10
Total – Internal Services	282,324	283,544	132,422	8,370	8,370	24,394	12,235
TOTAL	738,759	739,979	332,844	112,865	112,865	145,538	91,672

 

¹ Very first Treasury Board Expenditure Authority decision for total project cost.
² Most recent Treasury Board Expenditure Authority decision for total project cost.
³ All expenditures to date including the current year.
⁴ Planned Spending includes Main Estimates.
⁵ Includes Main Estimates, Supplementary Estimates and Internal Transfers.
⁶ Fiscal year: Final year before project enters ongoing maintenance phase.

Notes:

1. Due to the CBSA’s revised Program Activity Architecture structure, program activity information is not available for the fiscal years before 2009-10. As a result, total amounts are restated based on 2009-10 information.
2. Where costs for individual projects are attributable to many program activities, only the most significant ones have been identified.

Status Report on Major Crown/Transformational Projects

eManifest

1. Description

One of the strategies that the Canada Border Services Agency (CBSA) employs in managing the border is the use of advance information to identify and stop high-risk people and goods before they arrive in Canada. Having successfully implemented the marine and air components of the Advance Commercial Information initiative, the CBSA is now implementing Phase III, which is known as Electronic Manifest, or eManifest.

eManifest is the next critical step required to improve the ability of the CBSA to detect shipments that pose a high or unknown risk to the safety and security of Canadians. The objective of eManifest is to implement electronic processes based on advance electronic cargo information to effectively analyze risk, ensure efficient border procedures and secure the international trade supply chain. Under eManifest, highway and rail carriers, along with freight forwarders and importers in all modes, will transmit advance cargo, conveyance, crew and importer trade data before the arrival of the cargo at the border. eManifest will complement and build upon the risk management strategies currently employed in both the air and marine modes, by enhancing the risk assessment capacity and scoring methodologies for all modes. This initiative focuses on pushing the border out by getting the right information at the right time to protect Canadians from health, safety and security threats related to commercial goods before they arrive in Canada.

eManifest will feature the following:

• reporting using electronic data interchange,
• a Web 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

eManifest has multiple components in various project phases; some elements have been implemented and others are in the analysis and design and construction and development phases.

3. Leading and Participating Departments and Agencies

Lead Department	Canada Border Services Agency
Contracting Authority	Canada Revenue Agency and 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

Major Milestone	Date
Readiness activities – Information technology prerequisites and deployment of the Synchronous Technology and Application Release configuration	Implemented November 2007
Readiness activities – Automated in-transit pilot project (Phase I)	Implemented June 2008
Rail reporting (Phase I)	Implemented March 2009
Highway In-Transit Pilot (Phase II) Customs electronic commerce platform capacity upgrade	Implemented October 2009
Highway carrier reporting Client notification Passage (interim enhancements for highway) Infrastructure capacity upgrade (Phase I)	Summer 2010
Highway Web portal Infrastructure capacity upgrade (Phase II)	Winter 2011
Risk assessment (air) Rail reporting (Phase II) Passage (interim enhancements for rail) Commercial reporting	Spring 2011
Highway reporting – Secondary cargo Client notification (broker download) Passage (interim enhancements for freight forwarders) Business intelligence and data warehouse infrastructure (freight forwarders) Commercial reporting	Summer 2011
Highway Web portal (freight forwarders) Commercial reporting Infrastructure capacity upgrade (Phase III)	Winter 2011
Highway reporting – Importer advance trade data Client notification Highway Web portal (retrofit) Passage (interim enhancements for importer advance trade data)	Spring 2012
Highway Web portal (importer advance trade data) Upgrade for marine and air crew reporting Infrastructure capacity upgrade (Phase IV)	Spring 2013
Risk assessment – All modes (air, highway, marine and rail)	Winter 2013
Highway Web portal (reporting) Passage (final implementation)	Summer 2014
Highway Web portal (crew data) Highway crew reporting Risk assessment (marine) Business intelligence and data warehouse infrastructure (crew)	Winter 2014

6. Project Outcomes

eManifest will feature:

• implementation of prerequisites activities for critical information technology,
• advance electronic crew, cargo, conveyance and advance trade data information from highway and rail carriers, freight forwarders, importers and customs brokers,
• a Web portal for clients to facilitate compliance,
• automated risk assessment in advance of the arrival of goods to Canada's border,
• streamlined border processing through integration of systems for CBSA officers, and
• development of a data warehouse and supporting business intelligence software, which will include the centralization and integration of data from various CBSA systems to support intelligent risk assessment of eManifest pre-arrival information through pattern detection and trend analysis.

In addition, some of the products and features listed above will be retrofitted to the air and marine modes.

eManifest will enable:

• enhanced knowledge and capacity to risk assess pre-arrival data and for trade community compliance,
• enhanced cooperation 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 trade community with CBSA legislation,
• enhanced flow of low-risk people and goods, and
• improved stakeholder satisfaction.

7. Progress Report and Explanations of Variances

• eManifest received effective project approval from Treasury Board on November 29, 2007 as a major Crown project with an approved budget of $396 million (net of goods and services tax) over five years.
• Subsequent to effective project approval, the project completion date was revised to reflect a shift in project funding over two years, as part of the CBSA’s contribution in support of Canada’s Economic Action Plan. The impact of the funding realignment has extended the completion date and necessitated a realignment of project deliverables and implementation time frames.
• As a result of the extended time frame, eManifest’s funding profile required a reallocation of funds for 2012–14 where there was no Treasury Board funding originally allocated.
• Agency reference levels still reflect preliminary project approval funding amounts. This has resulted in annual internal carry-forwards to align funding to effective project approval plans.
• Expenditures were reduced in 2009–10 as a result of a re-profile of project funding to future years (2012–14). The realignment of funding is attributed to a delay in the implementation of business intelligence and data warehouse infrastructure technology, a delay in the deployment of the Passage system at first point of arrival and associated costs related to the uptake of highway carriers. Synergies of staffing among the CBSA’s major projects have also been realized.
• eManifest is to be completed by 2015.

In 2009–10, the eManifest project team made significant progress in carrying out various project activities. Highlights included:

• Bill S-2, an Act to amend the Customs Act, received Royal Assent on June 11, 2009. This Bill contains modifications to the requirements for advance commercial reporting that provide the Agency with the authority to mandate that carriers, importers and freight forwarders, in all modes of transportation, provide the CBSA with electronic shipment information before arrival in Canada.
• The eManifest Business Intelligence Strategy and road map were approved in July 2009. A data governance framework and a data stewardship group have been established, which will standardize the use of data and data definitions to ensure future data quality and linkages to business ownership.
• The Highway In-Transit Pilot was successfully tested and was implemented into CBSA production systems as of October 4, 2009. This enhancement supports linkages between the existing commercial systems of the CBSA and U.S. Customs and Border Protection. To accompany the system upgrades, the CBSA and U.S. Customs and Border Protection will work cooperatively to communicate information related to in-transit cargo shipments.

The 2009–10 reporting period also included significant stakeholder engagement activities related to the implementation of eManifest in the highway mode and the deployment of the Web portal in 2010–11. These activities included:

• the distribution of the electronic commerce client requirements document for highway carriers to the trade community for discussion and finalization, and
• the gathering of stakeholders and agency representatives through the eManifest Stakeholder Partnership Network and other consultative forums to discuss eManifest design, development, implementation and communication activities.

8. Industrial Benefits

As eManifest will help provide CBSA officers with the right information at the right time, Canadian industry will benefit from more certainty at the border and from streamlined release processes. This will enable both industry and the CBSA to manage commercial import volumes more effectively. In addition, eManifest functionality will enable the seamless movement of goods through secure, international trade-supply chains. With improved controls along the international trade-supply chains, the CBSA can more efficiently allocate resources to ensure that integrated border services further national security and safety priorities, while facilitating the free flow of low-risk people and goods.

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 that is in line with international partners and that will mitigate the risks associated with 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 to screen high-risk and targeted cargo will be identified.

Transport Canada is the lead for the Air Cargo Security Program; the CBSA is a participating department. Only CBSA information is provided below.

2. Project Phase

In 2009–10, priority initiatives of the Air Cargo Security Program were implemented.

3. Leading and Participating Departments and Agencies

Lead Department	Transport Canada
Contracting Authority	Public Works and Government Services Canada and the Canada Revenue Agency
Participating Departments	Canada Border Services Agency

4. Prime and Major Subcontractor(s)

Prime Contractor	n/a
Major Subcontractor(s)	n/a

5. Major Milestones

Major Milestone	Date
Privacy impact assessment	Ongoing
Interim technology standards released	July 31, 2009
Secure supply chain management system contract resolution	September 18, 2009
High-risk cargo defined	September 15, 2009
Air cargo security measures released	August 28, 2009
Economic analysis (initial)	August 31, 2009
Memorandum of Understanding completed	To be done after the privacy impact assessment is completed
Memorandum to Cabinet draft completed	December 3, 2009
Treasury Board submission draft (next phase)	Completed May 2010
Regulatory standards completed	January 31, 2010
Remote air sampling completed for canine olfaction test bed	May 7, 2010 (anticipated)
Costruzioni elettroniche industriali automatismi test bed completed	May 21, 2010 (anticipated)
Air cargo security measures effective	March 31, 2010

6. Project Outcomes

Air travellers will benefit from this program. 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

The current Treasury Board submission was signed in August 2009. Milestones such as the privacy impact assessment and the Memorandum of Understanding are expected to be completed in early 2010–11.

8. Industrial Benefits

• 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.

Temporary Resident Biometrics

1. Description

The Temporary Resident Biometrics Project is a Citizenship and Immigration Canada-led major Crown project, in partnership with the CBSA and RCMP. The objective of the project is to streamline identity management within the Government of Canada’s 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 Temporary Resident Biometrics Project is not aimed at a re-engineering of processes and systems, but rather an enhancement to existing visa, study and work permit applications and visitor entry processes, and leveraging the investment in existing systems of Citizenship and Immigration Canada, the CBSA and RCMP to the maximum extent possible.

Budget 2008 provided the CBSA with funding in the amount of $12.7 million. Using this funding, the CBSA will design and develop a photo verification solution at all ports of entry, as well as a solution for discretionary biometric verification in secondary inspection at selected ports of entry. The CBSA is currently on schedule to implement the above-noted work components by March 2013.

2. Project Phase

The Temporary Resident Biometrics Project is currently in the analysis and design phase.

3. Leading and Participating Departments and Agencies

Lead Department	Citizenship and Immigration Canada
Contracting Authority	Public Works and Government Services Canada
Participating Departments	CBSA and RCMP

4. Prime and Major Subcontractor(s)

Prime Contractor	n/a
Major Subcontractor(s)	n/a

5. Major Milestones

Major Milestone	Date
Business requirements for Phase 1 (re-scoped option)	April 2010
Business use cases for Phase 1 (re-scoped option)	Summer 2010
System requirements for Phase 1 (re-scoped option)	June 2010
System use cases for Phase 1 (re-scoped option)	Fall 2010
Memorandum to Cabinet	Fall 2010
Posting of the request for proposal	November 2010
Effective project approval submission	December 2010
Evaluating responses to the request for proposal	January 2011 to March 31, 2011

6. Project Outcomes

• Migration that significantly benefits Canada’s economic, social and cultural development, while protecting the health, safety and security of Canadians. Related program activities: the Immigration Program and the Temporary Resident Program.
• International recognition and acceptance of the principles of managed migration consistent with Canada’s broader foreign policy agenda, and protection of refugees in Canada. Related program activities: Canada’s role in international migration and protection, and the Refugee Program.
• Successful integration of newcomers into society and promotion of Canadian citizenship. Related program activities: the Integration Program and the Citizenship Program.
• Canada’s population is safe and secure from border-related risks. Related program activities: Port of entry operations (Conventional Border).
• Legitimate travellers and goods move freely and lawfully across the border. Related program activities: Port of entry operations (Conventional Border).

Beneficiaries

• The affected client groups are primarily applicants for temporary resident visas. In 2006, Citizenship and Immigration Canada received over 1.2 million applications abroad in the temporary immigration program. The volume of temporary applications has been increasing in recent years and is estimated to reach roughly 1.6 million by 2012.
• Canadian society will be the prime beneficiary of this initiative. Strengthened identity management will provide increased security and reduce the abuse of the Immigration Program. These are key elements of ensuring the safety, security and health of Canadian society and maximizing the economic benefits of immigration. A March 2007 survey by Ipsos Reid found that 88 percent of Canadians were supportive of the use of biometrics in verifying the identity of foreign nationals applying for visas, and 90 percent supported conducting background checks on foreign nationals seeking to enter Canada.

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 include only photo verification at all Canadian ports of entry, and discretionary fingerprint verification in secondary inspection at selected ports of entry.
• Amended preliminary project approval was received in April 2010.
• Various documents in support of overall project management have been prepared, such as a project charter. In addition, business requirements and business use cases to support the reduced scope are well underway.
• Due to delays in the request for proposal process, the CBSA did not procure any equipment in 2009–10.
• The CBSA is currently on schedule to design and develop photo verification at all Canadian ports of entry and discretionary biometric verification at secondary inspection at selected ports of entry.
• The CBSA is currently operating within budget, as allocated by the Department of Finance Canada, for the reduced scope project option.
• The CBSA will be ready to implement the reduced scope solution by March 31, 2013 as originally envisioned.

8. Industrial Benefits

Given the greater assurance of an individual’s identity due to the addition of biometrics, Canadian society will be the prime beneficiary of this initiative. Strengthened identity management will provide increased security and reduce the abuse of the Immigration Program. These are key elements of ensuring the safety, security and health of Canadian society and maximizing the economic benefits of immigration.

Horizontal Initiatives

Supplementary information on the CBSA's participation in horizontal initiatives can be found on the Treasury Board of Canada Secretariat's Web site at http://www.tbs-sct.gc.ca/hidb-bdih/home-accueil-eng.aspx.

Green Procurement

Meeting Policy Requirements

1. Has the department incorporated environmental performance considerations in its procurement decision-making processes?
Yes, and processes are updated as needed.

2. Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

Implementation of green procurement options into the Canada Border Services Agency’s Procurement Process Checklist to track the contracting process and to include the three pillars of sustainable development when contracting.  Increase in the use of green standing offers for the procurement of goods and services. Increase in green procurement awareness through training, conferences and activities. Integration of green procurement in performance management agreements. Development of policies and guidelines on green procurement, life-cycle asset management and the disposal of surplus materiel assets.

3. Results achieved:

The CBSA’s Procurement Process Checklist includes:  using green standing offers; dealing with vendors who are environmentally responsible, e.g., the International Organization of Standardization ISO14000; and developing and implementing environmental clauses in all contracting documents. Headquarters procurement officers have successfully completed the online Canada School of Public Service C215 green procurement course. There is heightened awareness of best practices related to green procurement through increased attendance at and participation in governmental greening conferences. During Environment Week 2010, procurement staff received daily e-mails which resulted in increased awareness of greening opportunities. The Agency included green procurement training in its acquisition card training for new card holders. The CBSA’s contracting officers used double-sided printing and recycled paper for all printing. The Agency initiated the inclusion of green procurement commitments in the performance management agreements of the Manager of Contracting, Manager of Assets, Manager of Telecommunications and Manager of Policy. The Agency developed packaging policies aimed at reducing waste, such as returning packaging and any recyclable materials, and has included these policies in contracts when requisitioning the delivery of goods. The CBSA encouraged vendors to offer products and services that are environmentally-friendly by including environmental requirements in the evaluation criteria.  The CBSA is developing a Centralized Total Asset Management Framework that consolidates policies and procedures; it now includes the disposal stage of the life-cycle approach. The planning, acquisition and use stages of the approach are in development. The Agency has completed the policy and guidelines for managing the disposal of surplus materiel assets such as e-waste disposal methods.

4. Contributions to facilitate government-wide implementation of green procurement:
Creation of CBSA-specific documents such as the Procurement Process Checklist, the Centralized Total Asset Management Framework, and various policies, to support the Government of Canada’s Green Procurement Policy. Participation in the federal and CBSA Sustainable Development Strategy dialogue, as well as related planning and reporting processes.

Green Procurement Targets

5. Has the department established green procurement targets?
Yes.

6. Summary of green procurement targets:

Maximize the purchase of goods and services using green consolidated procurement instruments (as designated by Public Works and Government Services Canada). Increase employee awareness of and train procurement personnel on green procurement policies and procedures. Develop and implement a life-cycle approach to asset management. Ensure the purchase of goods and services are aligned with the Government of Canada’s Green Procurement Policy.

7. Results achieved:

The CBSA integrates the following criteria within goods and services contracts to reduce: greenhouse gas emissions and air contaminants; ozone-depleting substances; waste and supporting reuse and recycling; hazardous waste; and toxic and hazardous chemicals and substances. The CBSA uses Public Works and Government Services Canada standing offers to purchase vehicles and environmentally-friendly assets. The CBSA increased the number of smart cars and/or hybrids owned as part of an initiative to reduce greenhouse gases. The Agency now has 21 hybrid cars and two smart cars. Headquarters procurement officers successfully completed the online Canada School of Public Service C215 green procurement course. The Agency regularly communicated with employees through articles published in the national employee information bulletin (INSight) which detailed how the CBSA is working to become more environmentally-friendly. Examples of information provided include: printing on paper containing recycled content; dealing with suppliers who have a certification or registration (ISO) number; working with contractors using the Environmental Management System; recycling used batteries; and buying environmentally-friendly vehicles. The CBSA initiated a Centralized Total Asset Management Framework in 2009 that incorporates environmental factors into the planning, acquisition, use and disposal of goods and services.  The Agency developed policies and guidelines related to life-cycle asset management. The CBSA is adhering to the requirements of the Government of Canada’s Policy on Green Procurement by: using Public Works and Government Services Canada standing offers, where available; consulting the green procurement guidelines on the Web site of the Office of Greening Government Operation; and utilizing the CBSA’s Report on Plans and Priorities, Departmental Performance Report, and Sustainable Development Strategy to plan for and report on green procurement performance.

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees

The Standing Committee on Public Accounts conducted a review of Chapter 5 (“Keeping the Border Open and Secure”) of the October 2007 Report of the Auditor General of Canada. The Committee tabled its report on February 25, 2009 and made four recommendations:

1. The Canada Border Services Agency (CBSA) should provide a status report on the implementation of the audit recommendations.
2. The CBSA should include its risk management strategies in the 2008–09 Departmental Performance Report.
3. The CBSA should include the status of its training models in the 2008–09 Departmental Performance Report.
4. The CBSA should review the fees process to ensure no additional charges are levied for random inspections.

The CBSA’s response to the Standing Committee on Public Accounts was tabled in August 2009 and is found at http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4017698&Language=E&Mode=1&Parl=40&Ses=2

The Standing Committee on Public Accounts also conducted a review of the Office of the Auditor General’s audit of the CBSA’s management of the detentions and removals programs. The Committee tabled its report in May 2009 and made nine recommendations:

1. The CBSA should develop a detailed action plan to implement the recommendations of the May 2008 audit by the Office of the Auditor General, along with the recommendations in the 2003 audit that remain unresolved. This action plan should be provided to the Committee by June 30, 2009.
2. The CBSA should provide an interim status report to the Committee on its progress in implementing the Office of the Auditor General’s and the Committee’s recommendations by June 30, 2010.
3. The CBSA should continue to develop its national training and monitoring framework to ensure that temporary resident permits are properly documented, and report to the Committee by September 30, 2009 on the implementation of the framework.
4. The CBSA should develop regional detention capacity to ensure that decisions on detention are being made consistent with the risks posed to the public, and provide the Committee with a detailed plan on how to address the regional detention capacity issue by December 31, 2009.
5. The CBSA should provide an interim status report to the Committee by December 31, 2009 on its ongoing negotiations with the provinces on the use of provincial detention facilities, including timelines for when it anticipates that the agreements will be concluded, and provide the Committee with a final report on negotiated agreements by December 31, 2011.
6. The CBSA should take immediate steps to ensure that detainees are held in adequate facilities in the event of overcapacity, and allow the Canadian Red Cross to monitor conditions at a national level.
7. The CBSA should undertake a broad review of the extent to which individuals are complying with the conditions of their release and whether non-compliance is resulting in undue risk to the public, and report back to the Committee with a summary of its findings and a remedial action plan by March 31, 2010.
8. The CBSA should study the feasibility of using reciprocal information-sharing agreements with foreign governments, or an exit tracking system, to ascertain whether foreign nationals have left Canada.
9. The CBSA and Citizenship and Immigration Canada should report to the Committee by September 30, 2009 on the current status of the Global Case Management System and the implementation of the required upgrades to the National Case Management System, including when the National Case Management System is expected to be fully operational.

The CBSA’s response to the Standing Committee on Public Accounts was tabled in September 2009 and is found at http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4097637&Language=E&Mode=1&Parl=40&Ses=2

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)

N/A

External Audits

The Public Service Commission of Canada conducted an Audit on the Canada Border Services Agency that was made public in October 2009. The Audit made the following six recommendations:

1. The President of the CBSA should ensure that its integrated human resources plan provides direction to managers and human resources professionals on how to make decisions concerning their staffing activities by:
   1. outlining staffing priorities that are strategically linked to organizational risks and business plans;
   2. providing staffing strategies to guide decisions on when and how to staff positions, based on the Public Service Employment Act; and
   3. providing measurable expected results for staffing.
2. The President of the CBSA should ensure that the Agency’s resourcing monitoring framework is fully implemented. This will assist the Agency in assessing its staffing management practices, performance and controls, and making adjustments, as required, to achieve the Agency’s human resource objectives.
3. The President of the CBSA should provide the Public Service Commission with the Agency’s action plan resulting from its appointment file review. This action plan should describe the actions to be taken including corrective measures, accountabilities, timelines and how the progress of the implementation of the action plan will be monitored.
4. The President of the CBSA should establish an evaluation process to help identify training requirements for sub-delegated managers to ensure that those who are sub-delegated are and remain competent to exercise their appointment and appointment-related authorities.
5. The President of the CBSA should clarify roles and responsibilities for appointment and appointment-related activities between the Agency’s branch management services units and the Human Resources Branch to help ensure that sub-delegated managers have timely access to appropriate human resources advice.
6. The President of the CBSA should require the successful completion of the Public Service Commission’s Appointment Framework Knowledge Test, within the Personnel Administration Development and Apprenticeship Program, to support sub-delegated managers having access to a CBSA human resources specialist whose expertise in the Appointment Framework has been validated by the Public Service Commission.

The audit report and the CBSA response to each recommendation are found at http://www.psc-cfp.gc.ca/adt-vrf/rprt/2009/acbsa-vasfc/index-eng.htm.

Internal Audits

Name of Internal Audit	Audit Type	Status	Completion Date
Customs Self Assessment Program	Assurance	Completed	April 2009
Section 33 – Financial Administration Act procedures	Assurance	Completed	April 2009
Business continuity plans	Assurance	Completed	November 2009
CBSA / Canadian Food Inspection Agency memorandum of understanding for food, animal and plant inspections	Assurance	Completed	June 2009
Commercial permit enforcement	Assurance	Completed	November 2009
Audit of information technology services contracts	Assurance	Completed	November 2009
Governance and strategic direction	Assurance	Cancelled
Occupational health and safety	Assurance	Completed	September 2009
Financial Management Framework	Assurance	Completed	April 2010
System under development – eManifest	Assurance	Completed	September 2009
Year-end cash cut-off procedures for 2008–09	Assurance	Completed	September 2009
Values and Ethics program	Assurance	Cancelled
Revenue ledger	Assurance	Completed	June 2009
Acquisition card control framework	Assurance	Completed	January 2010
Payroll controls	Assurance	Completed	January 2010
CBSA / Citizenship and Immigration Canada Memorandum of Understanding	Assurance	In progress	2010
Form K84 process and accounting	Assurance	In progress	2010
Asset management investment plan	Assurance	Cancelled
Protection and privacy of personal information	Assurance	Deferred
Training and development	Assurance	Planned	2011
Duties Relief Program – Drawbacks	Assurance	In progress	2010
Free and Secure Trade	Assurance	Deferred
Employer-employee relationship – contractors	Assurance	In progress	2010
Harmonized Risk Scoring / Advance Trade Data	Assurance	In progress	2011
Advance Passenger Information / Passenger Name Record data from airlines	Assurance	In progress	2010
Postal operations	Assurance	Cancelled
Controls on seized identity documents (Immigration and Refugee Protection Act)	Assurance	In progress	2010
Accelerated Commercial Release Operations Support System controls	Assurance	In progress	2010
Laboratory services	Assurance	In progress	2010
eManifest Phase II	Assurance	In progress	2010
Year-end cash cut-off procedures for 2009–10	Assurance	In progress	2010
Management of information technology security	Assurance	In progress	2011
Container Security Initiative	Assurance	Cancelled
Process to share intelligence information internally	Assurance	Planned*
Arming Initiative (change management strategy)	Assurance	Planned*
Compliance verification programs	Assurance	Deferred
Customs-controlled forms	Assurance	Cancelled
Process Monitoring Framework	Assurance	Planned*
Biometrics	Assurance	Planned*
Management of overtime	Assurance	Planned*
Accounts receivable	Assurance	Planned*
Procurement – service standards	Assurance	Planned*
Physical security of CBSA facilities	Assurance	Cancelled
Security management framework	Assurance	Planned*
Policy on management of government information holdings	Assurance	Planned*

*The completion dates of these audits will be determined in 2010–11.

Internal Evaluations

Name of Evaluation	Program Activity	Evaluation Type	Status	Completion Date
Admissibility screening and supporting intelligence activities	Risk Assessment	Summative	Completed	July 2009
Remote border location programs: CANPASS Remote Area Border Crossing, CANPASS Remote Ports, CANPASS Private Boats Plus and CANPASS Q19	Facilitated Border	Summative	Completed	July 2009
Arming Initiative	Enforcement	Implementation/ Impact	Completed	November 2009
Relevance and operation of the CBSA fleet	Internal Services	Summative	Completed	November 2009
CBSA-licensed warehouse programs: sufferance and customs bonded warehouses	Trade / Conventional Border	Summative	Completed	February 2010
2010 Olympic and Paralympic Winter Games (The CBSA is participating in this evaluation, which is led by the RCMP.)	Conventional Border	Implementation	Completed	March 2010
National Anti-Drug Strategy (The CBSA is participating in this evaluation, which is led by the Department of Justice.)	Enforcement / Internal Services	Implementation	Completed	March 2010
Security certificates initiative (The CBSA is participating in this evaluation, which is led by Public Safety Canada.)	Enforcement	Implementation/ Impact	Completed	March 2010
Cross-border currency reporting (The CBSA is participating in this evaluation, which is led by the Department of Finance under the Proceeds of Crime (Money Laundering) and Terrorist Financing Act.)	Enforcement	Summative	In progress	December 2010
Criminal investigations (Immigration and Refugee Protection Act)	Enforcement	Summative	In progress	August 2010
Information technology desktop services for CBSA end users	Internal Services	Summative	In progress	August 2010
Clearance of commercial passenger vessels	Conventional Border / Risk Assessment	Summative	In progress	October 2010
Detention and removals programs	Enforcement	Summative	In progress	October 2010
Western Hemisphere Travel Initiative	Conventional Border	Summative	In progress	December 2010
Partners in Protection	Enforcement	Summative	In progress	December 2010
Integrated Proceeds of Crime initiative (The CBSA is participating in this evaluation, which is led by Public Safety Canada.)	Enforcement	Summative	In progress	December 2010
Investments to Combat the Criminal Use of Firearms initiative (The CBSA is participating in this evaluation, which is led by Public Safety Canada.)	Enforcement	Summative	In progress	December 2010
2010 Olympic and Paralympic Winter Games (The CBSA is participating in this evaluation, which is led by the RCMP.)	Conventional Border	Summative	In progress	March 2011
G-8 and G-20 summits (The CBSA is participating in this evaluation, which is led by the RCMP.)	Conventional Border	Summative	In progress	March 2011
Temporary Foreign Worker Program (The CBSA is participating in this evaluation, which is co-led by Citizenship and Immigration Canada / Human Resources and Skills Development Canada.)	Enforcement	Summative	In progress	March 2011