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Expenditure Management

Reports on Plans and Priorities

2008-09

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Appendix — CBSA Three-Year Strategic Plan 2008–2009 to 2010–2011


Strategic Priority 1
Effective delivery of programs and services
Expected result: The CBSA will increase its ability to identify and interdict people and goods of high and unknown risk while expediting the flow of low-risk travellers and trade.
Strategy 1: Build and maintain program expertise across the CBSA.
Expected Result: The CBSA's workforce is competent in all functions and has the attributes required to deliver the Agency's mandate and the capacity to innovate.
Activities Expected Results
  • Implement measures to effectively and expeditiously recruit and cross-train the number of border services officers needed to meet operational requirements
  • Continue to reduce gaps in areas of critical risk: immigration, and food, plant and animal imports and exports
  • Improve the national coordination, oversight and delivery of CBSA-wide training and learning to meet employee and management development needs, and to ensure that employee skills and competencies address organizational capacity gaps and further the CBSA's mandate
  • The CBSA's workforce is equipped with the required skills and knowledge to deliver corporate and operational services today and in the future
Strategy 2: Manage corporate and operational risks to ensure effective program delivery.
Expected Result: A robust risk-management approach guides the CBSA's ongoing management and daily operations.
Activities Expected Results
  • Develop and implement an Integrated Risk Management Framework (IRMF), including monitoring and reporting mechanisms
  • The IRMF guides the delivery of border services in support of the CBSA's mandate
  • Design and begin implementation of the compliance management plan
  • Deploy resources more effectively and integrate a comprehensive risk-assessment approach into program management and delivery
  • Focus on detaining and removing individuals of the highest risk from Canada's inventory
  • Ensure the security of Canada by detaining and removing individuals who pose a threat
  • Operationalize the governance structure and framework for a single functional authority to manage targeting activities
  • Enhance the CBSA's ability to achieve the desired levels of, and a balance between, border openness and security
  • Develop procedures and systems in a manner that will enable the CBSA to determine whether its performance exceeds, meets or falls short of expectations
  • The CBSA uses performance management procedures and information to monitor operations and help improve for the future
  • Standard operational procedures are revised, as required, and monitored to ensure consistency in their application
  • The CBSA has established operational standards and procedures to meet its desired balance between security and facilitation, and regularly evaluates and updates these standards
Strategy 3: Continue with the implementation of the Arming and Doubling-up initiatives.
Expected Result: Enhanced border security and officer safety by arming authorized CBSA officers and providing high-quality training, a sound policy foundation and a rigorous management framework.
Activities Expected Results
  • Continue with the existing training regime and design a re-certification regime for mandated annual re-qualification
  • Training is complete, professional and relevant
  • Comprehensive standards for firearms training, qualification and certification are in place and assessed annually to ensure safe and effective post-training performance
  • Establish monitoring mechanisms to assess programs, policies and operational processes
  • Program integrity is established through an effective compliance regime that includes an active monitoring component
  • Continue to evaluate CBSA training facilities to ensure that operational requirements are met
  • The CBSA’s facilities and infrastructure are modernized to meet operational requirements

 


Strategic Priority 2
Innovating for the border of the future
Expected result: The CBSA develops and implements leading-edge border management processes and technologies that improve Canada's border security and economic prosperity.
Strategy 4: Improve service delivery through innovation.
Expected Result: Canada remains a world leader in effective integrated border management.
Activities Expected Results
  • Advance and develop commercial processing solutions such as eManifest, Harmonized Risk Scoring — Advance Trade Data, Other Government Departments Single Window Interface
  • Facilitate and coordinate the processing of goods while enhancing border security
  • Advance and develop traveller-processing solutions such as the Passenger Name Record Push initiative, the Primary Automated Lookout System replacement, biometrics, the Electronic Primary Inspection Line and enhanced driver's licences
  • Facilitate and coordinate the processing of people while enhancing border security
  • Advance and develop revenue collection solutions such as CBSA Assessment and Revenue Management
  • Facilitate the processing of revenues collected under the goods and peoples programs administered by the CBSA

 


Strategic Priority 3
Strong internal and external relationships
Expected result: The CBSA will improve its capacity to work effectively with all its partners, stakeholders, clients and employees.
Strategy 5: Continue the development of an international strategy for the CBSA.
Expected Result: The CBSA's international engagement is reflective of an integrated border and supportive of the CBSA's strategic priorities and program delivery.
Activities Expected Results
  • Strengthen Canada's engagement with its U.S. counterparts
    • Enhance bilateral relationships with U.S. Customs and Border Protection, U.S. Immigration and Customs Enforcement and the U.S. Department of Homeland Security
    • Lead the efforts of the Government of Canada on the Western Hemisphere Travel Initiative file
  • Border management initiatives meet the security needs of both Canada and the United States while facilitating the flow of legitimate travellers and goods across the shared border
  • Negotiate and implement key agreements and arrangements with other international partners
    • Participate in international forums to advance Canada's objectives regarding border management
    • Advance global and economic security through capacity-building assistance to customs and border agencies
  • Border management evolves through the development and implementation of multilaterally accepted rules and standards
  • Assess the footprint of the CBSA's deployment of resources abroad
  • The deployment of the CBSA's resources abroad supports its integrated border management capacity
Strategy 6: Maintain and develop strong partnerships and relationships.
Expected Result: The CBSA's relationships with other federal departments and stakeholders support effective border management and other federal government objectives.
Activities Expected Results
  • Enhance the CBSA's working relationships with portfolio partners and other federal departments, including Citizenship and Immigration Canada and Foreign Affairs and International Trade Canada
  • The CBSA enhances its mandate through the development of common strategies in support of integrated border management
  • Strengthen relationships with stakeholders such as provinces, municipalities, Aboriginal organizations, airports and commercial stakeholders to enhance coordination and alignment
  • Dependable and timely interactions with partners and stakeholders to minimize risk and maximize economic advantage
  • Continue to work with interested provinces and territories to create the necessary enhanced driver's licence (EDL) program framework and further expand the EDL program
  • The EDL program is rolled out and accepted as being consistent with WHTI requirements

 


Strategic Priority 4
A modern management regime
Expected result: The CBSA will practice results-based management, deliver value for money and monitor progress through regular assessments.
Strategy 7: Continue to develop and implement the tools essential for managing a complex organization.
Expected Result: The CBSA's corporate infrastructure meets operational and Government of Canada requirements, and supports accountability and results-based management.
Activities Expected Results
  • Continue to develop the necessary framework to align the CBSA's resources with the Program Activity Architecture (PAA)
  • Informed decision making and sound stewardship
  • Continue to develop a strong performance measurement platform for the CBSA
  • Improved ability to monitor and report on performance, and the proactive allocation and reallocation of CBSA resources to priorities
  • Implementation of the Salary Management System
  • Managers will have the essential tools to manage budgets, enhance accountability and more effectively deliver their programs
  • Implement corporate management service standards, specifically around financial advice, staffing, classification, accommodation, procurement and contracts
  • Internal services are delivered in accordance with the Government of Canada's modern management agenda
Strategy 8: Continue efforts to ensure that the CBSA's workplace is fair, enabling, healthy and safe.
Expected Result: The CBSA's workplace supports its employees.
Activities Expected Results
  • Develop a comprehensive human resources strategic plan to address the complex challenges facing the CBSA's workforce
  • The CBSA's workforce is representative of the Canadian population and respectful of central agency policies
  • Reduce the complexity of the CBSA's current human resources processes and develop the CBSA's workforce capacity
  • The CBSA provides timely and efficient human resources services to managers and employees
  • The CBSA's human resources regime complies with central agency requirements
  • Implement the necessary development programs to address the CBSA's requirements to fulfill its key priority areas
  • The human resources strategic plan meets the workforce recruitment and capacity building requirements in key priority areas (BSOs, PEs, ESs, FBs, etc.)



Date Modified: 2008-02-12
 
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