Part III - Report on Plans and Priorities

2013–14 Estimates

The Honourable Vic Toews, P.C., Q.C., M.P.
Minister of Public Safety

Table of Contents

• Message from the Minister
• Section I: Organizational Overview
  • Raison d'être
  • Responsibilities
  • Strategic Outcome and Program Alignment Architecture
  • Organizational Priorities
  • Risk Analysis
  • Planning Summary    
  • Expenditure Profile
  • Estimates by Vote
• Section II: Analysis of Programs by Strategic Outcome
  • Strategic Outcome
  • Program: Risk Assessment
  • Program: Secure and Trusted Partnerships
  • Program: Admissibility Determination
  • Program: Criminal Investigations
  • Program: Immigration Enforcement
  • Program: Recourse
  • Program: Revenue and Trade Management
  • Internal Services
• Section III: Supplementary Information
  • Financial Highlights
  • Future-oriented Financial Statements
  • Supplementary Information Tables
  • Taxes Expenditures and Evaluations Report
• Section IV: Other Items of Interest
  • Organizational Contact Information

Message from the Minister

The Honourable Vic Toews, P.C., Q.C., M.P.
Minister of Public Safety

As Minister of Public Safety, I am pleased to present to Parliament the 2013–14 Report on Plans and Priorities for the Canada Border Services Agency (CBSA).

In December 2013, the CBSA will celebrate its 10^th anniversary. With the Agency reaching this milestone, it can reflect on its many achievements, and how it has evolved into a fully integrated border services agency that is central to Canada's security and prosperity. From its beginnings, the CBSA has worked diligently to protect Canada from the entry of unlawful people and goods, while keeping our country open to legitimate travel and trade. In so doing, the CBSA has contributed to the safety and economic prosperity of Canada.

To respond to the ever-changing demands of international trade and travel, the future management of Canada's borders will be centred on protecting security while, at the same time, strengthening our economic competitiveness through secure international trade. To this end, in 2013–14 the CBSA will continue to implement the Beyond the Border Action Plan, a joint Canada-United States endeavour to enhance security around the perimeter while expediting legitimate cross-border trade and travel between our two countries. In addition, the CBSA will proceed to modernize its business, which will see greater use of technology and advance electronic reporting to identify threats before they arrive at our doorstep while facilitating the arrival of low-risk people and goods. Equipped with new legislative tools, the Agency will be in a stronger position to enforce our immigration laws, ensuring that those who are inadmissible to Canada are removed quickly and justly.

For 10 years, the CBSA has been the face of Canada at our ports of entry. This year, it will be my pleasure, as Minister of Public Safety, to join with the men and women of the CBSA to celebrate 10 years of success and to look forward with confidence to further distinction in the years to follow.

The Honourable Vic Toews, P.C., Q.C., M.P.
Minister of Public Safety

Section I: Organizational Overview

Raison d'être

The Canada Border Services Agency (CBSA) provides integrated border services that support national security priorities and facilitate the free flow of people and goods, including food, plants, animals and related products across the border.

Responsibilities

Created in 2003, the CBSA is an integral part of the Public Safety Portfolio, which is responsible for integrated national security, emergency management, law enforcement, corrections, crime prevention and border management operations. Specific responsibilities include the following:

• Administering legislation that governs legitimate trade and travel;
• Detaining people who may pose a threat to Canada;
• Identifying and removing people who are inadmissible to Canada, including those involved in terrorism, organized crime, war crimes or crimes against humanity;
• Interdicting illegal goods entering or leaving Canada;
• Protecting food safety, plant and animal health, and Canada's resource base;
• Promoting Canadian economic benefits by administering trade legislation and agreements, including the enforcement of trade remedies that protect Canadian industry from the injurious effects of dumped and subsidized imported goods;
• Administering a fair and impartial redress mechanism; and
• Collecting applicable duties and taxes on imported goods.

Strategic Outcome and Program Alignment Architecture

The CBSA's strategic outcome and Program Alignment Architecture for 2013–14 are shown below.

Organizational Priorities

In support of the CBSA's strategic outcome, “International trade and travel is facilitated across Canada's border and Canada's population is protected from border-related risks,” the Agency has established three priorities for 2013–14:

Priority	Type	Programs
Implement ‘Beyond the Border: A Shared Vision for Perimeter Security and Economic Competitiveness' with the United States.	Previously committed to	Risk Assessment Secure and Trusted Partnerships Admissibility Determination
Description
Why is this a priority? The Beyond the Border Action Plan focuses mainly on improving the facilitation of trade and travel across Canada's border with the United States. (U.S.), while at the same time, enhancing the CBSA's ability to protect Canada's population from border-related risks. More specifically, in partnership with the U.S., the CBSA will strengthen border security and promote economic competitiveness through developing, implementing, managing, and monitoring security initiatives, standards, and practices in four key areas: (1) addressing threats early; (2) trade facilitation, economic growth, and jobs; (3) integrated cross-border law enforcement; and (4) critical infrastructure protection. Plans for meeting the priority Continue to develop a harmonized approach to screening inbound cargo arriving from offshore that will result in increased security and the expedited movement of secure cargo across the Canada-U.S. border, under the principle of “cleared once, accepted twice”. Enhance the screening of travellers prior to their departure for Canada by using a common approach to screening. Implement preclearance and pre-inspection at key locations to facilitate cross-border trade and travel while preserving security. Enhance the benefits of programs that help trusted businesses and travellers move efficiently across the border. Enhance facilities to support trusted traveller programs. Accelerate implementation of the single window initiative and align it as much as possible to the U.S. single window equivalent. Establish an integrated entry and exit information system, in conjunction with a similar system in the U.S., which permits the record of an entry into one country to be used to establish an exit record from the other. Develop action plans for physical infrastructure upgrades at small and remote ports of entry. Implement radio frequency identification technology at appropriate crossings. Implement a border wait time measurement system at key border crossings.

Priority	Type	Programs
Modernize the Agency's business.	Previously committed to	Risk Assessment Secure and Trusted Partnerships Admissibility Determination Criminal Investigations Immigration Enforcement Recourse Revenue and Trade Management
Description
Why is this a priority? Modernizing the Agency's business will entail transforming its programs to further improve the facilitation of international trade and travel across Canada's border and enhance the security of Canada's population through better internal and external harmonization of systems and approaches. Plans for meeting the priority Advance the electronic reporting of cargo, conveyance, crew, and importer trade data to facilitate the risk assessment of shipments before arrival in Canada (eManifest). Modernize postal systems and processes and the Courier Low Value Shipment Program. Implement a new targeting business model. Develop engagement strategies and strengthen international relationships with border management agencies, administrations and organizations to promote facilitation and security for trade. Improve client service and the efficiency of processes for travellers by expanding the use of self-service kiosks (Automated Border Clearance). Strengthen the Criminal Investigations Program. Enhance the integration of the CBSA's intelligence, criminal investigation, and inland enforcement responsibilities to leverage commonalities and achieve greater efficiency and effectiveness. Continue to support the Government of Canada's commitment to reform immigration and refugee processing. Re-engineer and modernize recourse processes as well as develop and implement a recourse feedback mechanism. Modernize the assessment and collection of revenue from importers to improve accuracy and minimize time delays through the CBSA's Assessment and Revenue Management initiative.  Support the Government of Canada's Free Trade Agreement negotiations.

 

Priority	Type	Programs
Implement the Change Agenda.	Ongoing	Internal Services
Description
Why is this a priority? The Change Agenda was launched in 2009 as a transformative effort to accelerate the Agency's progress toward implementing the structure, capacity, processes and corporate culture needed to continue to improve on the delivery of the CBSA's mandate. Plans for meeting the priority Frontline Service Delivery – Entrenching service excellence across the spectrum of border services provided by the Agency. People Management – Creating a motivated, high-performing workforce capable of leading and adapting to change in pursuit of the Agency's objectives. Management Excellence – Realizing a forward-looking and horizontal approach to managing the business of the Agency.

Risk Analysis

Operating Environment

The CBSA mandate is to provide integrated border services that support national security and facilitate the free flow of persons and goods. The Agency's ability to effectively ensure the safe and efficient flow of goods and travellers across Canada's border is influenced by numerous external and internal factors.

Despite resilience in its ability to recover from the 2008–09 recession, the Canadian economy remains vulnerable due to global interconnectedness and interdependencies. With cross-border trade being tied to economic recovery in the U.S., the fiscal direction being taken by the U.S. will continue to be closely monitored in the coming year. Signs of a firmer U.S. economy and rising consumer confidence should provide a boost to cross-border volumes of both Canadian exports and imports.

While the U.S. will continue to be Canada's most important partner, Canada is diversifying its trading partners and is actively negotiating investment and free trade agreements with countries like India, Ukraine, South Korea and Japan. Additionally, the successful completion of the Comprehensive Economic and Trade Agreement with the European Union and furthering trade negotiations with trading blocs such as the Trans-Pacific Partnership will secure access to new markets. The increase in countries participating in international trade and travel introduce new challenges in protecting Canadians and the supply chain from potential security threats.

Canada remains among the top three destinations for people looking to relocate.  The current economic and political instability in many parts of the world underscores the need to continue to protect the integrity of our immigration system.  The recent reforms to the in-Canada refugee system introduced with the Protecting Canada's Immigration System Act in June of 2012 include measures aimed to expedite the processing of failed refugee claimants. This, along with other measures within the Act, should ultimately have the effect of deterring those seeking to abuse Canada's generous refugee system.

As fraudulent immigration and other forms of criminal activity become more sophisticated, the Agency's targeting and intelligence capacity will need to keep pace. Increased collection and sharing of biometric data will serve to enhance identity verification and coordinated cargo screening, which both serve to ‘push the border out', ensuring that serious threats to Canada's health, safety and security are identified and intercepted before they approach or cross Canada's physical border.

The CBSA is a primary participant in the Beyond the Border Action Plan, which was announced in December 2011 by Prime Minister Harper and President Obama. This plan sets out the joint Canada–U.S. priorities for building upon a perimeter approach to security and economic competitiveness.  In the coming years, the CBSA will be responsible for ushering in a significant number of components of the joint Canada-U.S. perimeter approach. Taken as a whole, these initiatives aim to significantly enhance the way the CBSA conducts its business.

The Agency's ability to respond to the above drivers is affected by its internal management capabilities. With the Government of Canada intending to return to a balanced budget, operating budgets for the CBSA, along with all federal departments and agencies, will continue to be tightly managed. A combination of measures, such as ensuring closer alignment of resources to its core mandate and the continuing consolidation and streamlining of programs, will contribute to furthering efficiencies within the CBSA. Pressures associated with evolving business processes and programs within a period of government-wide fiscal restraint include keeping pace with border management practices internationally, responding to fluctuating volumes, and meeting increasing demand for speed and systems interoperability of rapidly-advancing technology.

To ensure that the CBSA will continue to deliver on its mandate in 2013–14, significant emphasis is being placed on managing and developing the Agency's existing workforce in line with the Clerk of the Privy Council's priorities for Public Service Renewal, namely, making sure that the federal Public Service preserves and strengthens its capacity to contribute to Canada's successes through the delivery of excellent services and policy advice. The CBSA's People Management pillar of the Change Agenda is focused on putting into place policies, procedures and standards that ensure the Agency develops the right people with the right skills to deliver on the Agency's mandate.  Maintaining the CBSA's standard of service excellence within existing resources will be even more essential in the increasingly-demanding work environment.

Enterprise Risks

In 2012 the Agency undertook an update to its 2011 Enterprise Risk Profile (ERP). The aim of the 2012 ERP Status Update was to provide information on changes to the Agency's risk environment, thereby allowing senior management an opportunity to determine if the Agency is still responding appropriately to the risks identified in 2011.

Table 1 below outlines, in order of risk exposure level, the business risks and enabling risks[ 1 ] identified in the ERP that are currently being mitigated through the improvement of existing controls or the addition of new controls. Based on the 2012 ERP Status Update, the table also identifies the current trends for each risk (for the definition of risk trends, see Table 2) and the linkages between the ERP risks and the Agency's 2013–14 strategic priorities.  The strategic priorities and supporting initiatives identified in the RPP are not the only mitigation measures the Agency has implemented in response to the ERP risks, but form part of the overall enterprise risk mitigation strategies.

Based on the results of the 2012 ERP Status, four of the 14 ERP risks currently being mitigated had slightly increased (IT Systems, Human Resources, Management of Border Programs, and Organizational Responsiveness), while effective implementation of mitigation activities had reduced the Agency's exposure to two of its risks (Information Management and Targeting). The remaining ERP risks remained at approximately the same level of severity as when they were assessed in 2011.

The increases in risk exposure for the four ERP risks identified above were not significant in nature, and were largely due to external challenges beyond the CBSA's immediate control. These external factors include the implementation of the Deficit Reduction Action Plan (DRAP) and the implementation of the Beyond the Border Action Plan.

Table 1: ERP “Business Risks” Currently Being Mitigated
Risk Name	2011 Risk Level*	Current Risk Trend	Priority Linkage**
Irregular Migration	High		Implement Beyond the Border
Terrorism	High		Implement Beyond the Border
Immigration Enforcement	High		Modernize the Agency's Business
Strategic Exports	Medium		Core Business***
Contraband	Medium		Implement Beyond the Border
ERP “Enabling Risks” Currently Being Mitigated
Information Management	High		Implement the Change Agenda
IT Systems	Medium		Modernize the Agency's Business
Targeting	Medium		Modernize the Agency's Business
Management of Border Programs	Medium		Implement the Change Agenda
Human Resources	Medium		Implement the Change Agenda
Information Security	Medium		Implement the Change Agenda
Resource Optimization	Medium		Implement the Change Agenda
Organizational Responsiveness	Medium		Implement the Change Agenda
Ethical Conduct	Low		Implement the Change Agenda

* The risk exposure level is based on the Executive Committee's evaluation of the likelihood and impact of each risk in the ERP.
** Some risks are aligned with more than one organizational priority. This table identifies the priority with the closest alignment to the risk.
*** While not directly linked to the Agency-level priorities and supporting initiatives, the mitigation measures for this risk are part of the Agency's core business.

Table 2: Risk Trend Definitions
	The risk is currently significantly more severe than when it was assessed in 2011
	The risk is currently slightly more severe than when it was assessed in 2011
	The risk is currently at approximately the same level of severity as when it was assessed in 2011
	The risk is currently slightly less severe than when it was assessed in 2011
	The risk is currently significantly less severe than when it was assessed in 2011

Planning Summary

The following tables provide summary data on the financial and human resources of the CBSA for the next three fiscal years.

Financial Resources (Planned Spending — $ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
1,680,153	1,680,153	1,539,192	1,510,947

*Planned spending will decrease by 9% from 2013-14 to 2014-15 and decrease by 2% from 2014-15 to 2015-16.

Human Resources (Full-Time Equivalents — FTE)

2013–14	2014–15	2015–16
13,794	13,245	13,168

*Human Resources will decrease by 4% from 2013-14 to 2014-15 and decrease by 1% from 2014-15 to 2015-16.

Planning Summary Table ($ thousands)

Strategic Outcome	Program	Actual Spending 2010–11	Actual Spending 2011–12	Forecast Spending 2012–13	Planned Spending			Alignment to Government of Canada Outcomes[ 2 ]
					2013–14	2014–15	2015–16
International trade and travel is facilitated across Canada's border and Canada's population is protected from border-related risks	Risk Assessment	118,438	117,258	215,897	139,254	138,242	136,034	A safe and secure world through international engagement
	Secure and Trusted Partnerships	32,389	33,247	83,017	46,555	38,965	38,630	A safe and secure world through international engagement
	Admissibility Determination	662,156	582,713	733,605	630,829	608,458	584,411	A safe and secure Canada
	Criminal Investigations	19,983	27,185	24,158	23,620	23,578	23,578	A safe and secure Canada
	Immigration Enforcement	91,490	150,516	198,669	144,658	141,756	139,933	A safe and secure Canada
	Recourse	11,134	12,674	10,086	9,971	9,673	9,673	A fair and secure marketplace
	Revenue and Trade Management	68,385	75,965	78,905	74,836	63,918	63,918	A fair and secure marketplace
Sub-Total		1,003,974	999,558	1,344,337	1,069,723	1,024,590	996,177

Planning Summary Table for Internal Services ($ thousands)

Program	Actual Spending 2010–11	Actual Spending 2011–12	Forecast Spending 2012–13	Planned Spending
				2013–14	2014–15	2015–16
Internal Services	691,577	835,738	715,739	610,430	514,602	514,770
Sub-Total	691,577	835,738	715,739	610,430	514,602	514,770

Planning Summary Total ($ thousands)

Strategic Outcome(s) Program(s), and Internal Services	Actual Spending 2010–11	Actual Spending 2011–12	Forecast Spending 2012–13	Planned Spending
				2013–14	2014–15	2015–16
Total	1,695,552	1,835,297	2,060,076	1,680,153	1,539,192	1,510,947

Planned Summary Total – Planned spending changes from 2013–14 to 2014–15

The planned spending decrease of $141 million is the result of adjustments made to approved authorities in multi-year initiatives.

The most significant decreases stem from the following items:

• $70.6 million for the Deficit Reduction Action Plan;
• $19.5 million for the Shared Infrastructure Platform;
• $15.6 million for the Vehicle and Cargo Inspection System (VACIS) Detection Technology;
• $15.3 million for the CBSA Assessment and Revenue Management Initiative;
• $9.1 million for the Postal Modernization Initiative;
• $6.3 million for Detection Technology; and
• $3.1 million for the enhanced Trusted Trader and Traveller Programs.

Planned Summary Total – Planned spending changes from 2014–15 to 2015–16

The planned spending decrease of $28 million is the result of adjustments made to approved authorities in multi-year initiatives.

The most significant decreases stem from the following items:

• $24.1 million for Frontline Operations;
• $5.0 million for the Arming Initiative;
• $4.2 million for the security inadmissibility cases under section 34 of the Immigration and Refugee Protection Act;
• $3.7 million for the Postal Modernization Initiative; and
• $1.1 million for Immigration Information Sharing.

The most significant increases stem from the following items:

• $4.6 million for the Shared Infrastructure Platform;
• $3.7 million for Refugee Reform; and
• $1.8 million for the 2015 Pan-American Games.

Expenditure Profile

Departmental Spending Trend

The minor increase in spending from 2009–10 to 2010–11 resulted primarily from the continuation of infrastructure upgrades and replacements at border facilities, in line with Canada's Economic Action Plan. The larger increase from 2010–11 to 2011–12 is associated with the continuation of Canada's Economic Action Plan initiatives within the Agency. These include: realignment between fiscal years to improve spending projections; improvement of the CBSA's program integrity; implementation of amendments to the Immigration and Refugee Protection Act; arming of officers at the border and addressing work-alone situations; and the implementation of the Accounts Receivable Ledger project.

The CBSA will experience reductions in spending over the next couple of years as the Agency contributes to the federal government's commitment to deliver a balanced budget. In addition, the creation of Shared Services Canada has resulted in reduced spending for the Agency as of 2012–13. The Agency will receive funding for other Government of Canada priority projects such as the Beyond the Border Action Plan.

The Agency has undertaken a transformation agenda and will continue to focus on improving effectiveness in order to be more agile in responding to the changing economic climate. The CBSA will continue to manage program integrity challenges with a Cost Containment Strategy that comprises the use of strategic resource management, functional management and integrated planning. This strategy also involves putting in place a robust investment planning framework that incorporates three pillars: life-cycle asset management, technology investments and operational pressures. The framework will assist in addressing both technology and accommodations infrastructure more strategically. A strong and sustained framework for strategic resource management will enable the Agency to achieve a return on investment that will assist in managing operational and corporate pressures.

Estimates by Vote

For information on our organizational appropriations, please see the 2013–14 Main Estimates [ 3 ]publication.

Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada's commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets.  The government will be consulting the public in 2013-14 regarding the second three-year cycle of the FSDS (2013-16). The 2013-16 FSDS will be finalized in 2013-14.  It will be presented as part of year end performance reporting for 2013-14.

The CBSA ensures that consideration of these outcomes is an integral part of its decision-making processes. In particular, through the federal Strategic Environmental Assessment (SEA) process, any new policy, plan, or program initiative includes an analysis of its impact on attaining the FSDS goals and targets.  The results of SEAs are made public when an initiative is announced, demonstrating the Agency's commitment to achieving the FSDS goals and targets.

The CBSA contributes to Theme III - Protecting Nature and Theme IV - Shrinking the Environmental Footprint – Beginning with Government as denoted by the visual identifiers below.

These contributions are components of the following Programs and are further explained in Section II:

• Admissibility Determination Program; and
• Internal Services.

For additional details on the CBSA's activities to support sustainable development please see Section II of this RPP and the Agency's website. For complete details on the Strategy, please see the Federal Sustainable Development Strategy website[ 4 ].

Section II: Analysis of Programs by Strategic Outcome

The CBSA has one strategic outcome under its 2013–14 Program Alignment Architecture. The strategic outcome and seven supporting programs focus on the Agency's mandate and responsibility to support Canada's national security priorities and facilitate the movement of legitimate people and goods, including food, plants and animals, across the border.

Strategic Outcome

Strategic Outcome:	International trade and travel is facilitated across Canada's border and Canada's population is protected from border-related risks.
Description:	The strategic outcome focuses on the Agency's mandate and responsibility to support Canada's national security priorities, while facilitating the legitimate cross border movement of people and goods, including food, plants, animals and related products.
Supporting Programs:	Risk Assessment Secure and Trusted Partnerships Admissibility Determination Criminal Investigations Immigration Enforcement Recourse Revenue and Trade Management

Program: Risk Assessment

The Risk Assessment Program “pushes the border out” by seeking to identify high-risk people, goods and conveyances as early as possible in the travel and trade continuum to prevent inadmissible people and goods from entering Canada. This benefits the travelling public and the trade community by enabling the Agency to focus its examination and interdiction activities on high-risk people and goods, thereby facilitating the entry of low-risk travellers and goods. The Agency uses automated risk assessment systems and intelligence to identify potential risks to the security and safety of people and goods.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
139,254	139,254	138,242	136,034

Human Resources (Full-Time Equivalent — FTE)

2013–14	2014–15	2015–16
1,032	1,030	1,010

Program Expected Results	Performance Indicators	Targets
Potential threats to the safety and security of Canada, such as inadmissible goods and people, are identified, assessed and intercepted prior to arrival	Percentage of threats that led to a result	18%

Planning Highlights

Supporting Initiative: Continue to develop a harmonized approach to screening inbound cargo arriving from offshore that will result in increased security and the expedited movement of secure cargo across the Canada-U.S. border, under the principle of “cleared once, accepted twice.”

Under the Beyond the Border Action Plan, Canada and the U.S. will develop an integrated, multi-mode customs and transportation security regime, which will reduce duplication and move activities away from the shared border. This regime will enhance the security supply chains, starting at the earliest possible point, ensuring the integrity of the screened cargo through to its destination. The initiative will include the mutual recognition of air cargo systems, the integration of advance data requirements for advance security screening and, finally, a joint strategy to address health, safety and security risks associated with inbound shipments from offshore.

In response to this commitment in 2012–13, the CBSA developed the Integrated Cargo Security Strategy. In 2013–14, the Agency will design and deliver various pilots to validate and shape the full implementation of this strategy. These include: the CBSA-Transport Canada Preload Air Cargo Targeting Initiative; testing and evaluation of tamper evident technology; and the implementation of perimeter screening pilots in British Columbia and Quebec.

Supporting Initiative: Advance the electronic reporting of cargo, conveyance, crew, and importer trade data to facilitate the risk assessment of shipments before arrival in Canada (eManifest)

The eManifest Program is designed to change the commercial import process to reflect the Agency's integrated risk management approach and keep pace with the changing global security environment. When fully implemented, carriers, freight forwarders, and importers in all modes of transportation will be required to provide the CBSA with advance trade data electronically, before the goods arrive in Canada, to enable advance screening. This will “push the border out” by initiating the screening process prior to the arrival of goods at the border. It will also facilitate the flow of goods across the border by reducing at-the-border controls.

In 2013–14 the process of transmitting cargo and conveyance data from highway and rail carriers will be fully implemented. The Agency will also put in place systems for freight forwarders to voluntarily transmit house bill cargo data in 2013–14. Finally, new and enhanced tools will be employed to facilitate the review and screening of commercial shipments in all modes of transportation. These tools will better allow the CBSA to rapidly identify and respond to emerging threats and measure performance.

Supporting Initiative: Enhance the screening of travellers prior to their departure for Canada by using a common approach to screening

• Implement advance passenger information systems

Last year, the CBSA began to develop, with Citizenship and Immigration Canada (CIC), an enhanced approach for identifying and intercepting inadmissible persons and security threats as early as 72 hours prior to boardinga plane destined for Canada. Over the next three years, two initiatives are being implemented: the Electronic Travel Authorization initiative under CIC's leadership and the Interactive Advance Passenger Information (IAPI) initiative under the CBSA.

Under the Agency's IAPI initiative, the air carrier will provide passenger data to the CBSA prior to flight departure. The CBSA's existing Advance Passenger Information (API) / Passenger Name Record program (PNR) data is collected by the CBSA to identify persons who may pose a threat to Canada's safety or security due to their involvement with terrorism or serious transnational crime. The IAPI program will build on the existing program and will allow the CBSA to mitigate risk and increase security while simultaneously facilitating access to Canada for legitimate travellers. These initiatives will enable enhanced screening of travellers prior to their departure for Canada and will allow “board/no board” decisions to be made before the departure of inbound transborder and international flights.

In 2013–14, an enhanced scenario-based passenger targeting methodology will be under development. This methodology will be consistent with that of the U.S. and with existing bilateral information-sharing agreements, such as the sharing of information provided by airlines to screen inbound flights for persons at high risk of being engaged in terrorism or serious criminal activity. This project will also redesign the Agency's passenger information system (PAXIS), as well as support the new targeting service delivery model and enhance enforcement systems.

• Modernize the Advance Passenger Information / Passenger Name Record program

In 2013–14, the CBSA, in partnership with the Department of Foreign Affairs and International Trade, will continue negotiations with the European Union for a new agreement on API /PNR data. A new agreement will allow the CBSA to modernize and improve the API/PNR program to better support the CBSA's mandate to secure and facilitate the movement of people through the border.

Supporting Initiative: Modernize postal systems and processes and the Courier Low Value Shipment Program

The CBSA and the Canada Post Corporation are collaborating to update the infrastructure and systems used to process international mail. This will lead to establishing an electronic information network to enhance risk management and revenue assessment, facilitating the movement of low-risk mail items, and creating an enhanced international mail infrastructure that ensures the secure and efficient movement of international mail. By leveraging the use of advance electronic information to support targeting and risk assessment practices, the CBSA will have the opportunity to pursue new and more effective ways of intercepting high-risk goods.

Moreover, as part of its Postal Transformation Project, Canada Post is updating its infrastructure and systems to better process domestic and international mail, including the electronic exchange of data on mail items with foreign postal administrations. This project presents an opportunity for the CBSA to collaboratively review and modernize its postal program and fully integrate its systems and processes with Canada Post's new mechanical infrastructure. In respect to the modernization of the Courier Low Value Shipment (CLVS) Program, in 2013–14, the CBSA will continue to develop and implement regulations and systems to meet the standards of the World Customs Organization and the World Trade Organization, as well as to become more aligned to the U.S. standards.

Under the modernized CLVS Program, participants will be required to electronically report their shipments to the CBSA via their own proprietary system. This will allow the CBSA to electronically review shipments that are being reported for release by the program's participants.  Furthermore, it will create a continuous electronic targeting environment within the program for risk assessment purposes and ensure that CLVS Program benefits are delivered in a secure environment while balancing national security and trade facilitation.

Supporting Initiative: Implement a new Targeting Business Model

The CBSA's targeting process distinguishes between high-risk and low-risk goods and travellers in order to enhance security while facilitating the flow of goods and people across the border. In 2012–13 the CBSA began delivering on its commitment to create a robust, effective and efficient targeting program.

In 2013–14 the Agency will continue to advance and refine the Targeting Program Functional Authority and complete the implementation of the new Targeting Business Model. This will be accomplished through developing performance measurement frameworks, conducting evaluations, and piloting new processes and procedures.

Supporting Initiative: Implement preclearance and pre-inspection at key locations to facilitate cross-border trade and travel while preserving security

In an effort to facilitate cross-border trade and travel, the governments of Canada and the U.S. are negotiating both the implementation of a truck cargo pre-inspection pilot and an agreement on preclearance that would govern operations in the land, rail and marine modes of travel.

The truck cargo pre-inspection pilot will test the concept of U.S. Customs and Border Protection (CBP) officers pre-inspecting commercial traffic in Canada at key locations in 2013–14.  The cargo pre-inspection pilot is expected to enhance truck cargo operations through streamlining the commercial process, resulting in a decrease in border wait times.

To enhance and expand upon existing preclearance initiatives, in 2013–14 the CBSA will continue to support negotiations with the U.S. to create a Land, Rail and Marine Agreement, which will aid in the enhancement of preclearance activities. In addition, the Agency will continue to negotiate, refine and advance preclearance and pre-inspection work in support of the commitments made under the Beyond the Border Action Plan. 

Program: Secure and Trusted Partnerships

Through the Secure and Trusted Partnerships program, the CBSA works closely with clients, other government departments and international border management partners to enhance trade chain and traveller security while providing pre-approved, low-risk travellers and traders with streamlined and efficient border processes. The CBSA develops and administers programs and cooperative agreements with its partners to ensure alignment with international standards (e.g. World Customs Organization SAFE Framework of Standards) and promote best practices in global border management. By increasing membership in trusted traveller and trader programs, the CBSA is able to improve its capacity to mitigate risk in advance and focus examination efforts on identifying travellers and traders of unknown or higher risk.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
46,555	46,555	38,965	38,630

Human Resources (Full-Time Equivalent — FTE)

2013–14	2014–15	2015–16
516	458	455

Program Expected Results	Performance Indicators	Targets
Capacity to focus on high-risk people and goods at ports of entry is increased	Percentage increase in trusted traveller programs membership from previous fiscal year	12%
	Percentage increase in trusted trader programs memberships from previous fiscal year	8%
Impact of border processing on trusted programs members is minimized	Average cost savings to industry from trusted trader program membership	Baseline to be established by April 2013
	Average time savings for trusted traders at ports of entry	Baseline to be established by April 2013
	Average time savings for NEXUS members at land ports of entry (average processing time in NEXUS lanes versus conventional lanes)	Baseline to be established by April 2013

Planning Highlights

Supporting Initiative: Enhance the benefits of programs that help trusted businesses and travellers move efficiently across the border

• Increase harmonized benefits to NEXUS members

The Trusted Traveller Programs are designed to expedite the border clearance process for pre-approved, low-risk travellers entering Canada. The NEXUS program streamlines the border clearance process and is a joint initiative with U.S. CBP in the air, land, and marine modes of transportation.

Increasing the harmonized benefits to NEXUS members is identified as part of the Beyond the Border Action Plan. In 2012–13, the Agency and the U.S. CBP developed a plan to incorporate third country trusted traveller programs in order to increase recognition and use of the existing NEXUS program.  In 2013–14, the CBSA will initiate discussions with foreign countries to mutually recognize their trusted traveller programs with Canada and the United States.

Also, in 2013–14, the CBSA will work with the Canadian Air Transport Security Authority (CATSA) to implement a biometric gate solution to process NEXUS members through the CATSA security lines.

• Increase benefits to participants of Partners in Protection and Customs Self Assessment Trusted Trader Programs

The Trusted Trader Programs simplify many of the border requirements for imports from pre-approved, low-risk participants so that shipments can be processed more quickly and efficiently. In 2013–14, under the Beyond the Border Action Plan with the U.S., the CBSA will continue to harmonize the Canadian Partners in Protection Program with the U.S. Customs-Trade Partnership Against Terrorism Program to enhance benefits and expand membership. In addition, the CBSA will develop an interoperable communication portal similar to the U.S.; the first phase of this initiative will be completed by December 2013.

The CBSA will also expand, as part of the Beyond the Border Action Plan, the Customs Self Assessment Program to support economic competitiveness and prosperity through extending new trade-related benefits to its members (such as allowing approved companies to conduct their own self-testing of trade program compliance) in 2013–14.

Additionally in 2013–14, the Agency will complete the FAST pilot project at the BlueWater Bridge port of entry in Sarnia, Ontario, which allows Partners in Protection members the use of FAST lanes/booths. Recommendations will be made on the possible future expansion of FAST benefits based on the results of the pilot.

Supporting Initiative: Enhance facilities to support Traveller Programs

As a result of the implementation of the Beyond the Border Action Plan, the CBSA and U.S. CBP will, wherever feasible, align the number of NEXUS lanes and/or booths at ports of entry to accommodate the expected increase in NEXUS membership. In 2013–14, the CBSA will proceed in expanding NEXUS lanes and/or booths to align with the existing U.S. investments. Additionally, in 2013–14 the Agency will replace the aging inventory of trusted travellers kiosks in order to sustain the Trusted Traveller commitments to program members, international partners, and Beyond the Border Action Plan initiatives.

Supporting Initiative: Develop engagement strategies and strengthen international relationships with border management agencies, administrations and organizations to promote facilitation and security for trade

The CBSA will continue to work with border management agencies, administrations and organizations to mitigate threats to Canada and promote trade. The Agency's continued collaboration with key fora/stakeholders (such as the World Customs Organization, Asia-Pacific Economic Cooperation, United Nations High Commissioner for Refugees, the Department of Foreign Affairs and International Trade and the Canadian International Development Agency) will support the advancement of Government of Canada priorities.

In 2013–14 the CBSA will develop and implement the CBSA International Strategic Framework to guide the Agency's engagement efforts with its international partners, both bilateral and multilateral. The bilateral and multilateral engagement strategies stemming from the Framework will focus on enhancing the Agency's ability to deliver on its mandate and advancing its strategic priorities. Specific regional engagement strategies that will be developed in 2013–14 include the Americas, the European Union, Africa and the Asia-Pacific. Engagement strategies will strengthen the CBSA's relationships with key partners and will facilitate and secure the traveller and trade continuum through the use of engagement efforts to harmonize, update and improve border processes.

Supporting Initiative: Accelerate implementation of the Single Window Initiative and align it as much as possible to the U.S. Single Window equivalent

The Single Window Initiative is a CBSA-led interdepartmental initiative to improve service to the trade community by providing a single Government of Canada window through which businesses can electronically submit all information required to comply with commercial import regulations. The initiative responds to calls for action by the trade community to simplify processes at the border, reduce the paper burden, and integrate Government of Canada information requirements into the import process.

Under the Beyond the Border Action Plan, Canada and the U.S. will align their respective single window programs for imports entering their territory. Each country will seek to integrate the requirements of all government partners into their Single Window systems using a common design based on World Customs Organization principles. The Single Window Initiative will leverage all the infrastructure improvements made through eManifest to not only streamline and improve the importation process for businesses but also to provide opportunities to develop Government of Canada coordinated risk assessment processes.

Building on the work completed in 2012, the Agency will fully convert the data requirements of other government departments and agencies to electronic form for imports entering Canada by December 2013. Throughout 2013–14, the CBSA will also work in collaboration with the import community to advance the implementation of the Single Window initiative including ensuring its alignment with eManifest.

Program: Admissibility Determination

Through the Admissibility Determination Program, the CBSA develops, maintains and administers the policies, regulations, procedures and partnerships that enable border services officers to intercept people and goods that are inadmissible to Canada and to process legitimate people and goods seeking entry into Canada within established service standards. In addition, the Agency develops, maintains and administers the policies, regulations, procedures and partnerships to control the export of goods from Canada.

In the traveller stream, border services officers question people upon arrival to determine if they and their personal goods meet the requirements of applicable legislation and regulations to enter Canada. Border services officers will then make a decision to grant entry or refer a person for further processing (e.g. payment of duties and taxes, issuance of a document), and/or for a physical examination.

In the commercial stream, carriers and importers are required to provide information to the CBSA at or prior to arrival in Canada. Border services officers review the status of pre-arrival decisions and/or the provided accompanying documentation to determine whether the goods meet the requirements of applicable legislation and regulations to enter Canada. Based on this determination, a border services officer may refer the goods for further processing, examination and/or scientific/engineering analysis. Upon further examination goods may be seized or penalties imposed.

With some exceptions, all goods being exported from Canada must be reported “in writing” to the CBSA.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
630,829	630,829	608,458	584,411

Human Resources (Full-Time Equivalent — FTE)

2013–14	2014–15	2015–16
6,536	6,402	6,319

Program Expected Results	Performance Indicators	Targets
People who are inadmissible to Canada are intercepted at ports of entry	Percentage of people examined who are refused entry	2.50%*
Goods that are non-compliant with legislation administered by the CBSA are intercepted at ports of entry	Percentage of people examined who are found to be in possession of goods that are non-compliant with legislation administered by the CBSA	1.40%*
	Percentage of imported commercial goods examined that result in an enforcement action in the marine, highway, air and rail modes of importation	Baseline to be established by April 2013
Legitimate people and goods entering Canada at a land port of entry are processed within established service standards	Percentage of people reaching the primary inspection booth within the service standard (10 minutes on weekdays; 20 minutes on weekends and holidays)	95%
	Percentage of goods reaching the primary inspection booth within the service standard (10 minutes on weekdays; 20 minutes on weekends or holidays)	95%

*Percentage is a forecast rather than a target. It has been established using historical data, which is vital for identifying trends in this area.

Planning Highlights

The CBSA contributes to the Federal Sustainable Development Strategy, Theme III – Protecting Nature by preventing the introduction and dispersa l of invasive species and disease into Canada. The Agency's Food, Plant and Animal Program implements measures to mitigate threats posed by invasive species and disease to ecosystems, economies, and society. For more information refer to the CBSA's Sustainable Development Strategy 2011–2013 [ 5 ].

Supporting Initiative: Establish an integrated entry and exit information system, in conjunction with a similar system in the U.S., which permits the record of an entry into one country to be used to establish an exit record from the other

As part of the Beyond the Border Action Plan, the CBSA and U.S. CBP will work to establish an integrated entry and exit information system, with particular focus on the land border environment, in which a record of an entry into one country will be used to establish a record of exit from the other. The new entry-exit system will record the biographical data on travellers, including citizens, permanent residents, and third-country nationals entering and exiting Canada.

In 2012–13, the Agency launched a pilot project to exchange data with the U.S. on third-country nationals, lawful permanent residents of the U.S., and permanent residents of Canada. Building on the success of the pilot, in 2013–14, the Agency will begin implementation of a program to exchange data on arrivals of third-country nationals, lawful permanent residents of the U.S., and permanent residents of Canada to all automated common land border ports of entry.

By 2014, the CBSA will also implement an exit information program in the air mode that is similar to the U.S. system that requires airlines to submit their passenger manifest information on outbound international flights. In addition, Canada and the U.S. will begin exploratory work regarding the future incorporation of other modes in an integrated entry and exit information system.

Supporting Initiative: Develop action plans for physical infrastructure upgrades at small and remote ports of entry

Port of entry facilities are integral to the CBSA's border operations. Physical capacity, systems and proper equipment are required to ensure that the CBSA can reliably process the volume of goods and people entering Canada within the Agency's border wait time standards. To meet both existing and future program needs, in 2013–14, the CBSA will continue to work with the U.S. CBP to develop joint action plans for small and remote ports of entry. Recommendations from these joint action plans will then be incorporated into the bilateral five-year Border Infrastructure Investment Plan on an annual basis. This approach will better coordinate joint port of entry investment and enhance client service.

Supporting Initiative: Improve client service and the efficiency of processes for travellers by expanding the use of self-service kiosks (Automated Border Clearance) at airports

The Automated Border Clearance program is designed to process increased volumes of travellers, and offers a secure and viable alternative for border processing through the use of self-service kiosk technology for eligible passengers travelling on valid Canadian passports or permanent resident cards. The self-service kiosks read the required information from Canadian passports or permanent resident cards as well as accept the electronic processing of declaration cards.

In 2013–14, the Agency will implement technology upgrades for kiosks and will continue to expand the use of self-service kiosks in Tier 1 airports. The expansion will continue through to 2015–16.

Supporting Initiative: Implement Radio Frequency Identification technology at appropriate crossings

To facilitate secure passage and expedite processing, the CBSA will determine the feasibility of implementing Radio Frequency Identification (RFID) technology at appropriate crossings as identified in the Beyond the Border Action Plan.  The RFID technology will leverage existing infrastructure and will have the ability to read RFID-enabled travel documents from a distance.  The embedded chip contains a unique identifier (and no personal information) that when read, simultaneously retrieves the traveller's data from a secure data source. The traveller's information is then matched, validated and sent to the officer at the Primary Inspection Line (PIL) automatically populating the screen prior to the vehicle's arrival at the PIL.

The Request for Proposal to procure RFID technology will begin in the spring of 2013, with deployment activities commencing in 2014.

Supporting Initiative: Implement a border wait time measurement system at key border crossings

As part of the Beyond the Border Action Plan, the CBSA, Transport Canada, U.S. CBP, U.S. Federal Highway Administration, and Canadian provincial ministries of transportation and U.S. state departments of transportation will work together to implement border wait time technology at the top 20 high- priority Canada-U.S. land border crossings, which will see real-time border wait time information made available on electronic media. This initiative will allow the CBSA to better manage its resources as well as allow drivers to make informed decisions about when and where to cross the border.

The implementation of this initiative will be completed in two phases: first, deploying the technology at each high priority crossing; and second, establishing a connection to the deployed technology to allow for the transfer of data to the CBSA. Building on the work completed in 2012–13, which included establishing and publishing services standards and deploying border wait time technology at the Queenston and Peace Bridge crossings, the Agency will move forward on implementing the initiative. More specifically, in 2013–14 the CBSA will deploy border wait time technology and establish connections at seven crossings.

Program: Criminal Investigations

Under the Criminal Investigations Program, the CBSA protects the integrity of border-related legislation and contributes to public safety and Canada's economic security by investigating and pursuing the prosecution of persons who commit criminal offences in contravention of Canada's border-related legislation.

CBSA investigators review potential border legislation violations and gather evidence using a variety of investigative techniques, including search warrants and production orders. These violations include criminal offences under the Customs Act, Immigration and Refugee Protection Act, various food/plant and animal legislation, and other border-related legislation. In conjunction with the Public Prosecution Service of Canada, the CBSA pursues the prosecution of individuals or business entities who violate Canada's border-related legislation.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
23,620	23,620	23,578	23,578

Human Resources (Full-Time Equivalent — FTE)

2013–14	2014–15	2015–16
279	279	279

Program Expected Results	Performance Indicators	Targets
Crown counsel accepts referrals for prosecution prepared by the CBSA	Percentage of referrals for prosecution accepted by Crown	95%
CBSA program (Intelligence, Port of Entry, Inland, Compliance Verification, etc.) referrals to Investigations that result in an opened case	Percentage of the CBSA program (Intelligence, Port of Entry, Inland, Compliance Verification, etc.) referrals to Criminal Investigations that result in an opened case	55%

Planning Highlights

Supporting Initiative: Strengthen the Criminal Investigations Program

In 2013–14, the Agency will concentrate efforts on investigating an increased number of complex immigration and import/export cases and strengthening efforts aimed at intercepting and enforcing the laws pertaining to undeclared firearms at ports of entry, while also improving computer forensic and intelligence analysis support capability. More specifically, the Agency will focus on four elements: ensuring results by targeting high-risk criminal non-compliance; improving intelligence support and linkages to the Criminal Investigations Program; supporting professionalism in implementing training standards and curriculum to improve the effectiveness of the criminal investigations community; and supporting investigative outcomes by ensuring availability of appropriate systems, tools and resources.

Supporting Initiative: Enhance the integration of the CBSA's intelligence, criminal investigations, and inland enforcement responsibilities to leverage commonalities and achieve greater efficiency and effectiveness

Last year, the CBSA integrated the intelligence, criminal investigations, and inland enforcement responsibilities in order to become more effective and efficient at delivering its mandate. In 2013–14, the Agency will focus on policy development, defining roles, leveraging commonalities, enhancing core training and officer career paths, identifying system requirements, and improving program outcomes.

Program: Immigration Enforcement

The Immigration Enforcement Program determines whether foreign nationals and permanent residents who are or may be inadmissible to Canada are identified and investigated, detained, monitored and/or removed from Canada.

Foreign nationals and permanent residents of Canada believed to be inadmissible are investigated and may have a report written against them by a CBSA inland enforcement officer. Depending on the type of inadmissibility, the merits of the report are reviewed by either a Minister's delegate or an independent decision maker at the Immigration and Refugee Board of Canada (IRB) where a CBSA hearings officer represents the Minister of Public Safety. Subsequent to this review, a removal order may be issued against the foreign national or permanent resident in question. Removal orders issued against refugee claimants are conditional and do not come into force until the claim is abandoned, withdrawn or denied by the IRB.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
144,658	144,658	141,756	139,933

Human Resources (Full-Time Equivalent — FTE)

2013–14	2014–15	2015–16
1,050	1,056	1,092

Program Expected Results	Performance Indicators	Targets
Immigration enforcement actions are focused on high priority foreign nationals and permanent residents who may pose a safety and/or security risk to Canada	Percentage of foreign nationals removed from Canada for reasons of serious inadmissibility as described under sections 34 to 37 of the IRPA and 1F of the Refugee Convention	12%
Timely removal of failed refugee claimants who are inadmissible to Canada	Percentage of failed refugee claimants removed from Canada within 12 months of a negative decision from the Refugee Processing Division or the Refugee Appeals Division	80%

Planning Highlights

Supporting Initiative: Continue to support the Government of Canada's commitment to reform immigration and refugee processing

• Transform the removal process

The CBSA will continue to support the Government's reform of the refugee determination system through initiatives that facilitate the timely removal of failed refugee claimants.  The Agency will focus its efforts on transforming the removal process, which will entail undertaking a number of key initiatives this fiscal year.

In 2013–14, the Agency will evaluate the effectiveness of the Assisted Voluntary Return and Reintegration (AVRR) pilot program, consider expanding the program and identify next steps. Launched in mid-2012, the AVRR pilot program supports both humanitarian and enforcement objectives by encouraging timely, voluntary removals and allowing failed low-risk claimants to return to their countries of origin with increased anonymity. The AVRR program is designed to enhance the integrity of the refugee protection program and the effectiveness and efficiency of the removals program.

The Agency in 2013–14 will also complete the development of a business case for implementation and evaluation of an escorted removal pilot project, which will inform the development of a go-forward strategy to further strengthen the efficiency and effectiveness of the removals program.

Finally, in 2013–14 the CBSA will continue negotiations of law enforcement cooperation and removals agreements with key countries in order to facilitate removals on a timely basis.

• Monitor and assess the effectiveness of the implementation of the  Protecting Canada's Immigration System Act

In June and December 2012, major reforms to Canada's immigration system were introduced under the Protecting Canada's Immigration System Act. These changes included: enhancements to the refugee status determination system to deliver faster decisions, deter abuse, and quickly remove failed refugee claimants; new measures to strengthen the immigration system by reducing identity fraud through the use of biometric data (e.g. fingerprints and photos); and new measures to address human smuggling and irregular arrivals.

In 2013–14, the CBSA will monitor and assess the effectiveness of the Protecting Canada's Immigration System Act through an assessment of results of Agency programs that are impacted by this Act. In addition, in 2013–14 the CBSA will also develop guidelines and continue to deliver tailor-made training strategies to ensure the full implementation of these reforms.

• Conduct legislative and regulatory development to support policy changes

The CBSA will continue to enhance Canada's immigration system through legislative and regulatory development in support of policy changes related to the faster removal of foreign criminals.

The Faster Removal of Foreign Criminals Act was tabled in Parliament in June 2012. The Act will facilitate the removal of dangerous foreign criminals from Canada, prevent those who pose a risk from entering Canada, and remove barriers for genuine visitors. In preparation of this Actcoming into force, in 2013–14, the CBSA will develop associated regulations as well as guidelines to support seamless implementation. The Agency will also conduct ongoing monitoring to ensure the new Actis being implemented with consistency and is achieving its intended results.

Program: Recourse

The Recourse Program provides the business community and individuals with an accessible mechanism to seek an impartial review of service-related complaints, program decisions and enforcement actions taken by the CBSA. This program ensures that its decisions are fair, transparent and accurately reflect the Agency's policies and the Acts administered by the CBSA.

Individuals can complete a written submission if they disagree with an enforcement action or a program decision made by the CBSA or wish to submit a complaint or compliment about services. Clients are provided with a timely acknowledgement of their correspondence, before CBSA officials conduct a thorough review, taking into consideration the legislation administered by the Agency, CBSA policies, the client's point of view and, where necessary, technical opinions from CBSA experts or legal advice from the Department of Justice. Individuals who are not satisfied with the CBSA's review can appeal to the appropriate court, tribunal or external review body.

The Recourse Program also facilitates the review of external complaints of discrimination filed with the Canadian Human Rights Commission and assists the Department of Justice representing the Agency on appeals to the Federal Court, various tribunals and other external bodies.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
9,971	9,971	9,673	9,673

Human Resources (Full-Time Equivalent — FTE)

2013–14	2014–15	2015–16
100	100	100

Program Expected Results	Performance Indicators	Targets
Initial contact with the appellant is timely	Percentage of Trade and Enforcement appeals acknowledged within 15 days	85%
Timely decisions made in support of border services legislation	Percentage of undecided appeals over 18 months of age	15%
Decisions rendered by Recourse are consistent with border-related legislation	Percentage of Recourse Enforcement appeal decisions upheld by the courts	85%

Planning Highlights

Supporting Initiative: Re-engineer and modernize recourse processes

In 2013–14, the CBSA will modernize the Recourse Program to ensure that it is flexible and adaptive and is operating with efficient and effective practices to perform the redress function. The Agency will focus on improving existing services by adopting best practices as well as making enhancements to current processes. In addition, the recommendations arising from the recently completed internal program evaluation will be examined for integration into the Recourse Program.

In 2013–14, the Agency will also commence the migration of recourse information systems to a centrally managed platform, which is expected to be completed in May 2014. This systems migration will increase the capacity to capture and report information (including information related to incoming complaints and compliments) and provide accessibility to the regions. Furthermore, the platform will enhance compatibility with the upcoming portal, reporting and enterprise content management initiatives. Moving these systems into the centrally managed platform will allow the CBSA to report on information combined from multiple systems, thereby supporting the improvement of programs and frontline training.

Supporting Initiative: Develop and implement a recourse feedback mechanism

In 2013–14, the CBSA will develop and implement a feedback process to improve the efficiency and effectiveness of the Recourse Program and enhance service delivery. The Agency will produce high-level analysis and detailed statistical reports concerning complaints and overturned appeals on a monthly and quarterly basis. This information will then be assessed to establish formal performance measures and service standards. Approved targets for overturn rates will be established and a management action plan to address any gaps will be implemented. A quality assurance process will also be implemented by the fall 2013 to assess the overall quality and validity of decisions.

Program: Revenue and Trade Management

The Revenue and Trade Management Program ensures that duties and taxes owed to the Government of Canada are collected in compliance with Canadian trade and imports reporting requirements. For the purposes of this program description, “duties” means any duties or taxes levied or imposed on imported goods under certain Acts that the CBSA is responsible for administering. The program administers international and regional trade agreements and domestic legislation and regulations governing trade in commercial goods. Through its work on free trade negotiations, the program helps to strengthen international rules related to trade and open new markets for Canadians.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
74,836	74,836	63,918	63,918

Human Resources (Full-Time Equivalent — FTE)

2013–14	2014–15	2015–16
870	792	792

Program Expected Results	Performance Indicators	Targets
Duties and taxes owed to the Government of Canada are collected in accordance with trade policies	% of compliance of importers with Canada's trade laws and importing requirements	85%

Planning Highlight

Supporting Initiative: Modernize the assessment and collection of revenue from importers to improve accuracy and minimize time delays through the CBSA's Assessment and Revenue Management initiative

Every year the CBSA collects more than $23 billion in duties, taxes and fees. To account for this massive flow of cash, and to properly serve Canadians, the CBSA needs an efficient and effective revenue management system to replace the current outdated one. The CBSA Assessment and Revenue Management (CARM) initiative,  a multi-year transformational project enabled by information technology, will allow the Agency to streamline its procedures and automate the many labour-intensive processes required to collect, assess, manage and report on revenues effectively. The CARM initiative will address concerns raised by the Office of the Auditor General regarding the need to modernize revenue collection by replacing antiquated systems, reducing the use of paper forms and manual processes, and providing an e-commerce solution for clients.

In 2013–14, the Agency will continue to implement the first component of the CARM initiative, which is expected to be completed in 2014. The first component of this initiative includes modernizing the management of accounts receivable and introducing the ability to identify commercial clients.

Supporting Initiative: Support the Government of Canada's Free Trade Agreement negotiations

Through its work on free trade negotiations, the Agency helps to strengthen international rules related to trade and to open new markets for Canadians by increasing the opportunities for, and the predictability of, export sales. This work contributes to the creation of jobs and boosts Canadian profits which, in turn, stimulate the economy. These agreements also help to increase imports, making more products available at more affordable prices.

In 2013–14, the CBSA will continue to participate in the current ongoing Free Trade Agreement negotiations involving the following international partners: India, Ukraine, Morocco, Japan, South Korea, the European Union and the Trans-Pacific Partnership.  The Agency will also contribute to the discussions that are currently underway with Thailand and Turkey in order to examine the possibility of entering into new Free Trade Agreement negotiations.

Finally, the Agency remains committed to supporting any other new endeavours undertaken by the Government of Canada with respect to Free Trade Agreement negotiations during the 2013–14 fiscal year, and to implementing the provisions of those agreements that are finalized and entered into force.

Internal Services

Internal Services is a group of related activities and resources that is administered to support the needs of programs and other corporate obligations of an organization. The main activities are governance and management support (management and oversight, communications, legal services), resource management services (human resources management, financial management, information management, information technology, travel, and other administration services) and asset management services (real property, materiel, acquisitions). The CBSA's Internal Services supports the achievement of the Agency's strategic outcome.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
610,430	610,430	514,602	514,770

Human Resources (Full-Time Equivalent — FTE)

2013–14	2014–15	2015–16
3,411	3,128	3,121

Planning Highlights

Internal Services plays a significant role in the implementation of Sustainable Development in the Agency and ensures its commitments to Theme IV of the Federal Sustainable Development Strategy – Shrinking the Environmental Footprint – Beginning with Government are achieved. The Agency is responsible for targets in the following areas: greenhouse gas emissions, green buildings, green procurement, electronic and electrical waste, paper consumption, printing units and green meetings. For details on the Agency's activities related to these targets areas refer to the Greening Government Operations table[ 6 ] in Section III of this report.

Implementing the Change Agenda

The Change Agenda was launched in 2009 as the CBSA's change roadmap that would guide its transformation to become more dynamic, responsive and service-oriented.   In 2010-11, the Agency established three foundational pillars to steer the CBSA's Change Agenda efforts: Front-Line Service delivery, People Management and Management Excellence.  Throughout 2012, initiatives were undertaken in support of these pillars including: strengthening the Agency's culture of service excellence; launching a realigned organizational structure to increase efficiencies and effectiveness; launching a new officer induction, recruitment and training program; and, implementing the Functional Management Model to better enable national consistency in program development and horizontal collaboration.   Building on the progress made over the past year, the CBSA in 2013-14 will continue to carryout initiatives in support of the three pillars to further position the Agency for continued success.

Reflecting on the Change Agenda's accomplishments to-date, the Agency recognizes that the key component of its success is the utilization of the strengths and skills of all employees at every level, which has directed the CBSA for long-term cultural and business transformation. In 2013-14, the CBSA will capitalize on its achievements, take stock of areas for further refinement, and consider the requirements necessary to successfully deliver on the Agency's key business priorities, including the Beyond the Border Action Plan, in order to further evolve the CBSA's transformational agenda moving forward.

Supporting Initiative: Frontline Service Delivery – Entrenching service excellence across the spectrum of border services provided by the Agency

Building on the Agency's success over the past few years to enhance frontline service delivery, the CBSA will continue to entrench service excellence across its programs. To deliver on this commitment, in 2013–14, the Agency will increase operational efficiencies through modernized business practices and the use of innovative tools, optimized officer performance, and advances to the branding initiative to increase border integrity. In addition, the CBSA will implement key service standards and new mechanisms for client feedback.

Supporting Initiative: People Management – Creating a motivated, high-performing workforce capable of leading and adapting to change in pursuit of the Agency's objectives

In 2013–14, the CBSA will continue to strengthen and engage its workforce. This will be achieved through targeted recruitment and development programs, providing core management training to CBSA managers, strengthening bilingualism on the front line, and implementing the renewed CBSA Code of Conduct to reinforce Public Service and Agency values. The Agency will also accelerate the implementation strategy for the arming of frontline officers in preparation for its completion by 2016.

Supporting Initiative: Management Excellence – Realizing a forward-looking and horizontal approach to managing the business of the Agency

In 2013–14, the Agency will strengthen its management practices in order to continue to be a leader in border management. More specifically, it will continue to functionalize Agency programs, advance strategic resource management, enhance risk management practices, and improve performance measurement, monitoring and reporting mechanisms as well as overall project management. The Agency will also take steps to strengthen information technology and information management systems and capacity.

Section III: Supplementary Information

Financial Highlights

Future-Oriented Condensed Statement of Operations and Departmental Net Financial Position
For the Year (ended March 31)
($ millions)

	$ Change	Forecast 2013-14	Estimated Results 2012-13
Total expenses	(66)	1,814	1,880
Total revenues	0	14	14
Net cost of operations before government funding and transfers	(66)	1,800	1,866
Departmental net financial position	16	277	261

Future-Oriented Condensed Statement of Financial Position
For the Year (ended March 31)
($ millions)

	$ Change	Forecast 2013-14	Estimated Results 2012-13
Total net liabilities	13	460	447
Total net financial assets	0	95	95
Departmental net debt	13	365	352
Total non-financial assets	29	642	613
Departmental net financial position	16	277	261

Future-oriented Financial Statements

The Agency's future-oriented financial statements are available on the CBSA's website[ 7 ].

Supplementary Information Tables

All electronic supplementary information tables listed in the 2013-14 Reports on Plans and Priorities can be found on the CBSA website[ 8 ].

Greening Government Operations
Upcoming Internal Audits and Evaluations
Sources of Respendable and Non-respendable Revenue
Status Report on Transformational and Major Crown Projects
Summary of Capital Spending by Program

Taxes Expenditures and Evaluations Report

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits.  The Department of Finance publishes cost estimates and projections for these measures annually in the Tax Expenditures and Evaluations[ 9 ] publication.  The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.

Section IV: Other Items of Interest

Organizational Contact Information

For more information on the CBSA and its activities, please visit the CBSA's website at http://www.cbsa-asfc.gc.ca. Links to other websites of interest are provided below.

• Canada Revenue Agency
• Canadian Food Inspection Agency
• Canadian Security Intelligence Service
• Citizenship and Immigration Canada
• Department of Finance Canada
• Foreign Affairs and International Trade Canada
• Health Canada
• Immigration and Refugee Board of Canada
• Public Safety Canada
• Royal Canadian Mounted Police
• Transport Canada

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1. Business risks are defined as those risks that the Agency is mandated to address on behalf of Canada, while enabling risks are defined as those risks to the Agency's ability to deliver on its mandate. [Return to text]
2. Information on departmental alignment to Government of Canada outcomes is available on the Secretariat's website at http://www.tbs-sct.gc.ca/ppg-cpr/frame-cadre-eng.aspx. [Return to text]
3. http://www.tbs-sct.gc.ca/ems-sgd/esp-pbc/me-bpd-eng.asp [Return to text]
4. http://www.ec.gc.ca/dd-sd/ [Return to text]
5. http://www.cbsa-asfc.gc.ca/agency-agence/reports-rapports/sds-sdd/sds-sdd-11-13-eng.html [Return to text]
6. http://www.cbsa-asfc.gc.ca/agency-agence/reports-rapports/rpp/2013-2014/index-eng.html [Return to text]
7. http://www.cbsa-asfc.gc.ca/agency-agence/reports-rapports/menu-eng.html#fs-ef [Return to text]
8. http://www.cbsa-asfc.gc.ca/agency-agence/reports-rapports/rpp/2013-2014/index-eng.html [Return to text]
9. http://www.fin.gc.ca/purl/taxexp-eng.asp [Return to text]