2021 to 2022 Departmental Results Report: Canada Border Services Agency

Description

The CBSA assesses risk to identify threats, manages the free flow of admissible travellers and commercial goods into, through and out of Canada, and manages non-compliance.

Results

In 2021 to 2022, the CBSA achieved the following results under its core responsibility of Border management.

• The CBSA's intelligence, threat and risk assessment activities support CBSA programs in the identification and interception of high-risk people, goods and conveyances that pose a threat to the security of Canadians

  The CBSA contributed to the federal opioids initiative through training, intelligence, targeting and enforcement activities to interdict the movement of illicit drugs into Canada. The agency met its commitment to implement 70 Designated Safe Examination Areas in 2021 to 2022, while also expanding examination capacity through detector dog teams and advancing efforts to increase intelligence products for personnel and partnering agencies, including a focus on the seizure of precursor chemicals.

  To address the threat of African swine fever, the CBSA worked vigilantly with the CFIA to prevent the importation of high-risk food, plant and animal products from overseas. These efforts included an ongoing public awareness campaign aimed at travellers and stakeholders in Canada and abroad, along with the deployment of additional detector dog teams specializing in food, plant and animal products.

  The CBSA took action against gun and gang violence by enhancing its detection capabilities, including the expanded use of x-ray technology for risk assessment of mail items in the postal stream, and the continued use of detector dog teams at ports of entry. To improve detector dog training capabilities, the agency advanced the construction of an all-weather facility and canine centre of expertise at the CBSA College, Main Campus, which is expected to open in 2022 to 2023. The agency also deployed 60 handheld x-ray units and specialized examination vehicles at select major airports, with additional procurement efforts underway for large-scale imaging equipment, while also initiating efforts to deploy 40 handheld backscatter x-ray devices at high-risk ports of entry in the next fiscal year.

  To combat the illegal importation of firearms, the CBSA advanced its Firearms Strategy and established a Cross-Border Firearms Task Force focused on the development of a Joint Border Threat Assessment for the prevention of illicit firearms smuggling and the disruption and prosecution of organized crime. The agency also established a National Firearms Intelligence Desk to improve information sharing across all regions in order to increase firearm interdictions at ports of entry, with an increase of approximately 118% in firearms seizures in 2021 to 2022 relative to the previous fiscal year.

  The CBSA continued working with federal partners such as IRCC, the Royal Canadian Mounted Police (RCMP), and the Canadian Security Intelligence Service (CSIS) in order to implement processing efficiencies for security screening in the immigration context, including permanent residents, temporary residents and asylum claimants. Additionally, joint triaging activities were conducted with the Immigration and Refugee Board (IRB) to ensure timely screening of asylum cases. The agency also continued to develop the Security Screening Automation Project, which aims to automate the processing of low-risk cases and better enable CBSA screening officers to focus attention on more complex immigration cases involving persons who may pose a national security risk.

  To combat human trafficking, the CBSA continued to enhance intelligence collection and analysis, as well as information sharing with key partners, for the purposes of identifying vulnerable persons and leads for criminal investigations. The agency also continued to assess immigration enforcement processes to ensure that adequate safeguards are in place for victims of human trafficking and gender-based violence. Furthermore, the agency established a National Irregular Migration Desk in order to advance efforts to protect at-risk individuals due to human trafficking.

  To maintain targeting capacity in the air mode, the CBSA continued advocating at international forums to establish the International Civil Aviation Organization's (ICAO) Standards and Recommended Practices (SARP) on Passenger Name Record (PNR) data as the benchmark for PNR data use and future bilateral agreements. To that end, the CBSA continued working towards the conclusion of a legally and operationally acceptable PNR agreement between Canada and the European Union (EU). PNR data plays a key role in combatting serious transnational crime and terrorism, and an agreement with the EU would ensure that commercial air carriers departing from or transiting through the EU to Canada continue to submit PNR data to the CBSA.

  Additionally, in partnership with Public Safety Canada and Transport Canada, the CBSA advanced efforts to strengthen national aviation security through the implementation of an IT-enabled centralized screening compliance and reporting solution for the Passenger Protect Program.

• Admissible travellers are processed in an efficient manner

  To maintain safe and efficient traveller processing in the COVID-19 environment, while also supporting compliance with public health requirements and ensuring privacy safeguards for the proper handling of traveller information, the CBSA continued to leverage ArriveCAN (mobile app and web version) in collaboration with PHAC to expedite the arrival process for travellers, collect mandatory information for entry into Canada, and minimize wait times and points of contact with border services and public health officers. ArriveCAN requirements continue to evolve in accordance with border measures to support the phased re-opening of the border.

  The CBSA commenced the deployment of next-generation handheld devices in 2021 to 2022 to replace existing wireless devices for BSOs. The new handheld devices were developed in consultation with regional officers and will enable low-touch/no-touch traveller processing and enhanced capability to capture and risk-assess traveller and conveyance information in all modes.

  The CBSA further expanded its digital service offerings by deploying mobile technology allowing travellers to transmit their customs and immigration declarations to the agency in advance of arrival, thereby reducing processing times upon arrival at Canadian airports. Plans to deploy the CBSA Advance Declaration at Vancouver International Airport and Toronto Pearson International Airport were successfully advanced in 2021 to 2022, with implementation set to occur in 2022 to 2023.

  More broadly, the CBSA laid the foundation for a wide-ranging, multi-year suite of Traveller Modernization initiatives to be undertaken in 2022 to 2023 and beyond as part of its vision for the border of the future. The agency will modernize infrastructure, applications and processes at Canada's ports of entry by introducing right-touch technology and self-service tools that leverage biometric verification in order to expedite the movement of travellers through the border clearance process.

• Travellers and their goods are compliant with applicable legislation

  The impact of COVID-19 has required the CBSA to reassess the delivery of border services in order to better align resources and volumes, allowing BSOs to maintain the flow of travel and trade while focusing on more complex and high-priority activities. The agency's Border Task Force and Border Operations Centre have provided centralized coordination of operational activities and have engaged regularly with federal partners to ensure timely awareness of events and proactive direction to the front line. In particular, the agency has worked closely with PHAC to support traveller compliance with COVID-19 border measures, including applicable testing, vaccination, quarantine, and enforcement requirements in the air and land modes.

  Through engagement with the air industry, the CBSA continued to expand the Air Exit Program through the systematic collection of exit data on outbound air travellers. This enhances the agency's ability to manage border security by closing the loop on an individual's travel history and focusing resources on higher-risk individuals. The collection of exit data is limited by law to basic biographic information that is already routinely collected from all travellers entering Canada, and privacy protections have been built into entry and exit information sharing with federal partners and US counterparts.

  The CBSA also advanced a proof-of-concept for the establishment of Canadian land border operations in a co-located facility in the US. This will provide an opportunity to test the feasibility of Canadian preclearance in the US and reduce future demands on the agency's land border infrastructure, while supporting facilitative border processes for legitimate travellers and preventing the entry of inadmissible persons into Canada as early as possible in the travel continuum.

  Under the 2017 Treasury Board Submission entitled New Federal Framework for the Legalization and Regulation of Cannabis, the CBSA received $40 million to implement various policy and operational procedures to prevent and interdict prohibited cross-border movement of cannabis, while maintaining the flow of legitimate travellers and goods. The agency met all commitments by March 31, 2022, including the implementation of a regime for cannabis-related administrative monetary penalties in the traveller stream.

• Admissible commercial goods and conveyances are processed (including the collection of revenues) in an efficient manner

  To address rising e-commerce volumes, the CBSA continued to advance its e-Commerce Customs Strategy, including ongoing work to mandate advance electronic data for the courier low-value shipment (CLVS) program, while also testing new technologies and analytics to enhance risk assessment capabilities. For example, the agency developed a successful proof-of-concept for a cloud-based solution called the e-Commerce Low-Value Inspection System, with prototype testing underway in preparation for a pilot in 2022 to 2023.

  Concurrently, in partnership with the Canada Post Corporation, the CBSA continued to strengthen its operations at international mail centres by managing postal volumes on a daily basis and during peak periods, while also remaining engaged on continued efforts to deliver improved results through the postal modernization initiative.

  To further streamline commercial processing, the CBSA continued to implement the e Longroom initiative across the country, minimizing in-person interactions by allowing clients to submit certain commercial documentation via email. Additionally, the agency advanced the development of proofs-of-concept in the air and rail modes to inform the potential future expansion of Canadian preclearance operations in the US, thereby facilitating the cross-border flow of legitimate cargo as early as possible in the trade chain.

• Trade partners are compliant with applicable legislation, requirements and measures

  The CBSA Assessment and Revenue Management (CARM) project aims to automate the processes required to assess, collect, manage and report on revenue, while better enabling importers to self-assess and comply with Canada's trade requirements. In 2021 to 2022, the agency implemented Release 1 of the CARM project, which introduced an online portal for trade chain partners to view their financial transaction history and accounting information in real time, while operationalizing the CARM Client Support Helpdesk. In parallel, the agency advanced business readiness activities for Release 2 (the final CARM release), which is expected to be implemented in 2023 to 2024.

  Return on investment for trade compliance activities

  In the context of its trade compliance activities, the CBSA measures return on investment by comparing the total duties assessed versus the total expenditures for such activities. In 2021 to 22, the agency achieved a return on investment ratio of 18:1, which is more than double its target of 8:1.

  The CBSA also advanced work to formalize its Trade Culpability Framework and ensure compatibility with CARM functionality, which will guide operational efforts to encourage or enforce compliance based on the relative level of risk posed by importers and their transactions.

  The CBSA continued to protect Canadian industry from unfair trade practices by administering the Special Import Measures Act (SIMA), while also administering trade requirements arising from free trade agreements. In particular, the agency continued to implement the Canada–United States–Mexico Agreement (CUSMA), including collaboration with federal partners to exercise authorities for the prevention of goods produced by forced labour from being admitted into the Canadian domestic marketplace. To that end, the agency worked closely with Employment and Social Development Canada, Global Affairs Canada, and Finance Canada to explore options to more effectively implement the forced labour import prohibition in the Customs Tariff, while also establishing a working group with US counterparts to exchange information and support the identification and interception of goods suspected to have been produced by forced labour.

  To further improve commercial examination capacity in the marine mode, the CBSA advanced plans to equip the Tsawwassen Container Examination Facility in Vancouver with enhanced imaging technology to inspect marine containers and large conveyances targeted for examination. The agency also worked with Transport Canada on the Marine Port Modernization initiative to further support security and facilitation priorities at Canada's marine ports.

• Trusted Traveller and Trader programs increase processing efficiency of low-risk, pre-approved travellers and trade partners

  From a Trusted Traveller perspective, the CBSA continued the NEXUS modernization initiative by leveraging facial biometric technology and deploying new devices for traveller verification at nine NEXUS airports. This initiative better aligns the NEXUS program with global trends and simplifies the reporting process for trusted travellers in the air mode.

  From a Trusted Trader perspective, the CBSA continued the Secure Corridor Pilot at the Ambassador Bridge to expedite border passage for trusted commercial entities in the highway mode. In particular, the agency deployed technologies and processes to streamline passage through the Secure Corridor lane, while laying the foundation for the potential future expansion of the pilot.

• Travellers and the business community have access to timely redress mechanisms

  The Recourse Program provides travellers and businesses with an accessible mechanism to seek an impartial review of CBSA decisions, as well as to voice any feedback or complaints, in accordance with legislation and policies administered by the agency. In 2021 to 2022, the agency continued to enhance its Recourse Program by initiating the development of a secure portal to enable more timely and effective communication with clients, while also refining service standards and key performance indicators to better reflect the program's ability to serve clients.

• Additional border management initiatives

  As part of ongoing efforts to strengthen its workforce, the CBSA continued taking steps to improve its Force Generation Program, which consolidates BSO recruitment, training and development, as well as specialized training for other frontline communities. In 2021 to 2022, the agency recommended over 93% of officer trainees for promotion to a BSO position through the Officer Induction Development Program. Additionally, the agency developed a three-year roadmap for the review and modernization of its Force Generation Program, including pathways for career mapping and talent development as part of the broader strategy to ensure program sustainability in meeting CBSA operational needs going forward.

  To ensure the continued effectiveness of the Force Generation Program during the COVID-19 pandemic, the agency shifted officer recruitment efforts onto virtual platforms, increased flexibility for candidates by harnessing virtual assessment methods, and implemented procedural efficiencies, such as extending the validity date and accepting equivalencies for certain CBSA officer trainees. Additionally, the agency redesigned program curriculums to incorporate online self-paced learning components, and facilitated virtual distance learning while implementing safety measures in situations where in-person training was necessary.

  As part of ongoing efforts to improve border infrastructure, the CBSA advanced the Gordie Howe International Bridge Project by completing a Treasury Board Submission to adjust the agency's reference levels in order to deliver on the procurement, fit-up and staffing of the Canadian port of entry, while also supporting the Windsor-Detroit Bridge Authority with efforts to secure a vendor for Fixed-Site Large-Scale Imaging equipment.

  In addition, the CBSA advanced the Land Border Crossing Project (LBCP) through the creation of a new Project Management Office, as well as optimized standards for environmental sustainability, accessibility, and flexibility in modernizing the agency's real property portfolio. Under the LBCP, the agency implemented a proactive approach for engaging over 250 stakeholders with interests in the project, including over 70 Indigenous communities, for which a budget of $2.9 million has been set aside to support Indigenous cultural representation at implicated ports of entry. The agency also signed a memorandum of understanding with the Taku River Tlingit First Nation for cultural representation at the Fraser port of entry.

  As part of ongoing efforts to improve relationships with Indigenous Peoples, the CBSA continued the implementation of its Indigenous Framework and Strategy, which guides the agency on its Reconciliation pathway. Key accomplishments in 2021 to 2022 include:

  • Facilitating the agency's first two repatriation events, including the return of 82 sacred Indigenous cultural items for the Siksika Nation and the Six Nations of the Grand River from the Smithsonian's Museum of the American Indian.
  • Leading the Government of Canada's first Border Crossing Issues Recognition of Indigenous Rights and Self-Determination Side Table with the White River First Nation, focusing on the unique challenges posed by the Beaver Creek, Yukon port of entry and its location 35 km removed from the physical border between Canada and the US.
  • Leading a Public Service-wide Indigenous Training and Development Community of Practice with over 700 members, which made progress in 2021 to 2022 by establishing terms of reference, holding the first election for executives, and supporting sub-working groups in engagement, recruitment and policy. In addition, four celebration gatherings were held to bring together Elders, Knowledge Keepers, Indigenous veterans, and Indigenous associate deputy ministers on variety of topics to advance Reconciliation.
  • Planning the installation of Indigenous Reflection Spaces, including an Elder's Room, to be launched in 2022 to 2023 at the CBSA College, Main Campus in order to increase Indigenous presence and welcoming spaces.
  • Expanding the Indigenous Sacred Bundles Learning Program and adding Inuit and Métis components to be delivered at the CBSA College, Main Campus and by regional Indigenous Affairs Advisors across the country.
  • Updating the Akwesasne Cultural Training Program that was co-developed and co-delivered with the Mohawk Council of Akwesasne.
  • Documenting the making of a Black Ash basket and an Algonquin birch bark canoe in partnership with Knowledge Keepers from the Mohawks of Akwesasne First Nation and the Kitigan Zibi Anishinabeg Nation. These items will be part of reflection displays at the CBSA College, Main Campus, and the teaching of these traditional skills has been recorded on video and shared back to the First Nations.

  Ensuring a modern and sustainable fleet

  In 2021 to 2022, the CBSA continued to support Canada's commitment to foster greater uptake of zero-emission vehicles, and proceeded with the fourth year of its seven-year strategy to modernize its fleet. In particular, the agency acquired 132 new vehicles, including 55 Hybrid Electric Vehicles and 16 Plug-in Hybrid Electric Vehicles.

  Through its Buildings and Equipment Program, the CBSA continued undertaking efforts to strengthen its border management assets. In 2021 to 2022, the agency oversaw the delivery of 233 real property projects covering repairs, recapitalization, equipment, and environmental compliancy across its infrastructure portfolio, while also deploying its Real Property Portfolio Strategy to further strengthen governance of real property lifecycle management. In particular, the agency opened a new port of entry facility in Fraser, British Columbia, while making significant progress on several new facilities that are expected to be completed next fiscal year, including:

  • Immigration Holding Centre in Laval, Quebec
  • Irregular Migration Processing Centre in Lacolle, Quebec
  • All-Weather Facility at the CBSA College, Main Campus

• United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

  In 2021 to 2022, the CBSA advanced efforts to ensure economic, social and environmental sustainability through its Departmental Sustainable Development Strategy (DSDS), which supports the Sustainable Development Goals (SDGs) outlined in the United Nations 2030 Agenda for Sustainable Development, including the following:

  • Greening Government: supporting SDGs such as Affordable Clean Energy; Industry, Innovation and Infrastructure; Sustainable Cities and Communities; Responsible Consumption and Procurement; and Climate Action.
  • Healthy Wildlife Populations and Sustainable Food: supporting SDGs such as Zero Hunger; Life Below Water; and Life on Land.
  • Safe and Healthy Communities: supporting SDGs such as Good Health and Well Being; and Responsible Consumption and Production.

  Details on results achieved will be made available in the DSDS progress report to be posted on the agency's website in the Corporate documents section in the fall of 2022.

• Gender-based analysis plus (GBA+) in Border management

  The CBSA continued to refine its GBA+ governance and data collection practices, applying the GBA+ lens where feasible, to inform policy and program decisions impacting service delivery, along with ongoing efforts to mature organizational data literacy in order to facilitate improved GBA+ going forward.

  For example, the agency's Chief Data Office is exploring various dimensions of disaggregated data with the objective of measuring the impact of decisions and policies, while leveraging data to be more inclusive and representative in identifying possible instances of discrimination or bias. Additionally, several initiatives were advanced in the human resources context, including the Equity, Diversity and Inclusion Action Plan, Respectful Workplace Framework, unconscious bias and anti-racism training, leadership commitments for all executives and managers, mentorship opportunities for employment-equity and equity-deserving groups, and staffing aimed at addressing representation gaps and barriers.

  The agency also continued to implement the Policy Direction to Modernize the Government of Canada's Sex and Gender Information Practices to ensure that its services are designed and delivered to be inclusive of all genders, and positive space training was implemented for all border services officers.

  Further details on GBA+ activities will be made available in the supplementary information table to be posted on the agency's website in the Corporate documents section.

• Innovation and Experimentation in Border management

  Under its core responsibility of Border management, the CBSA pursued an array of solutions involving innovation and experimentation in 2021 to 2022, including:

  • Biometrics Framework: The CBSA established an Office of Biometrics and Identity Management to coordinate its investment in biometric capabilities and implementation of biometric technology in support of Traveller Modernization, with a focus on the development and application of a Technical Biometrics Framework to determine the level of enterprise-wide functionality needed to realize its vision for the border of the future.
  • Chain of Trust: The CBSA tested mobile technology in a live environment to facilitate touchless traveller experience through a Chain of Trust pilot with volunteer participants. This enabled travellers to create a digital credential replacing the need for physical exchange of documents like paper receipts and passports, thereby reducing congestion in customs processing. Lessons learned will inform Traveller Modernization initiatives.
  • Dynamic Risking: The CBSA is pursuing a risk-based compliance model through its Dynamic Risking project, with a view to generating a compliance indicator for travellers entering Canada. This will serve as a key tool for frontline officers to strengthen the quality and consistency of selective referrals for secondary examination, thereby decreasing non-resultant referrals and increasing operational flexibility to reallocate resources to higher-return activities. In 2021 to 2022, the CBSA implemented the first of three releases to build the IT solution that will generate the compliance indicator.
  • Blockchain Technology: In partnership with key industry stakeholders, the CBSA is supporting an industry-led initiative that proposes to improve the efficiency and effectiveness of marine container processing by means of blockchain-enabled solutions for data records and task automation. This initiative intends to address industry feedback regarding marine examinations, with a particular focus on reducing the potential for delays in container transfers at marine terminals and the related costs to industry.
  • Firearm Detection: The CBSA is experimenting with automated solutions coupling artificial intelligence with live x-ray images in order to assess potential application for the detection of firearms and firearm parts in the postal stream.
  • Training Simulations: As part of the Officer Induction Training Program, the CBSA piloted border-related simulations for officer recruits at the CBSA College, Main Campus leveraging virtual reality (VR) technology. Going forward, the agency will build upon this pilot by expanding the use of VR technology for scenario-based training in a variety of operational contexts.

• Key risks in Border management

  In 2021 to 2022, the CBSA continued to face risks brought about by the COVID-19 pandemic under its core responsibility of Border management. In particular, the gradual easing of border restrictions following the introduction of mass vaccination against COVID-19 in early 2021, along with the reopening of the land border between Canada and the US, entailed a new set of challenges for the agency in administering changes to entry requirements and managing the resumption of traveller volumes. In response, the agency deployed multiple measures to ensure effective border management, including:

  • Leveraging the ArriveCAN platform to collect proof of vaccination and pre-entry test results from travellers.
  • Ensuring that internal services were adjusted in line with evolving and emerging operational demands through the agency's Internal Task Force.
  • Coordinating job shadowing and refresher training for BSOs who were on leave or stationed at closed ports of entry in order to ensure operational readiness.
  • Ongoing discussions with airport authorities to manage increasing traveller flows and mitigate capacity issues related to physical distancing requirements and increased border processing times due to COVID-19 measures.

  On the trade front, shifting cross-border trade patterns and rising volumes of postal traffic continued to be observed in 2021 to 2022. The agency's Border Task Force oversaw a coordinated and sustained response to the recovery of agency operations in order to provide national guidance, share best practices, and support regional planning. For example, a National Postal Strategy was developed to introduce efficiencies on a national basis to support operations and better manage increasing postal volumes.

Results achieved

Financial, human resources and performance information for the CBSA's Program Inventory is available in the GC InfoBase.

Description

The CBSA contributes to Canada's security by supporting the immigration and refugee system when determining a person's admissibility to Canada, taking the appropriate immigration enforcement actions when necessary, and supporting the prosecution of persons who violate our laws.

Results

In 2021 to 2022, the CBSA continued to improve the efficiency, effectiveness and integrity of its border enforcement activities. In response to the COVID-19 pandemic, the agency consistently enforced border restrictions in accordance with public health requirements and the Government's direction, while continuing to investigate and proceed with inland cases throughout the immigration enforcement continuum.

As part of its strategic policy agenda, the CBSA continued to advance initiatives geared towards immigration facilitation and balanced enforcement through legislative, regulatory and policy work in support of public safety and program integrity objectives. In particular, the agency advanced efforts to:

• streamline inadmissibility determination for cases involving organized crime convictions in Canada
• expand officer authorities to issue removal orders for relatively straightforward inadmissibility cases
• streamline the cancellation of certain immigration documents in cases where a removal order has been issued
• further strengthen the application process for Ministerial Relief
• modernize the transborder criminal inadmissibility framework, the stay of removal framework, and the recovery of removal costs framework

Concurrently, the CBSA advanced efforts on other key aspects of border enforcement, including joint work with IRCC to secure investments through Budget 2022 for the long-term sustainability of the in-Canada asylum system, while also supporting the Government's resettlement commitments for refugees from Afghanistan as well as immigration measures to support those affected by the conflict in Ukraine. The agency also continued to uphold commitments under the National Strategy to Combat Human Trafficking through efforts to review and refine existing legislative and regulatory frameworks, with a view to ensuring that sufficient protections are in place for victims and minimizing the risk of further inadvertent victimization of people who have experienced gender-based violence.

In addition to the progress made on its strategic policy agenda, the CBSA achieved the following results under its core responsibility of Border enforcement in 2021 to 2022.

• Immigration investigations identify persons inadmissible to Canada

  Investigating and identifying inadmissible persons

  In 2021 to 2022, the CBSA concluded 34,840 immigration investigations, with 84% of persons identified as inadmissible to Canada.

  In 2021 to 2022, the CBSA continued to focus inland investigative resources on high-risk cases, with criminality and national security being the highest priorities, while also conducting investigatory activities and ongoing work with IRCC and the RCMP to improve operational coordination with regard to irregular migration and the in-Canada refugee determination system. The agency also took steps to improve the management of immigration warrants in line with the Auditor General's Spring 2020 Report on Immigration Removals, with a focus on supporting administrative removals, while also implementing an improved warrant management strategy to further immigration enforcement operations.

• CBSA detention decisions are risk-based and detention is used as a measure of last resort

  Expanding alternatives to detention

  In 2021 to 2022, of the total 3,056 persons detained, the CBSA released 1,264 (41%) individuals on alternatives to detention (ATD), representing an increase of 21% in ATD releases compared to last fiscal year.

  The CBSA advanced efforts to improve Canada's immigration detention system in line with the National Immigration Detention Framework, with a focus on ensuring that detention is used as a measure of last resort and that ATD are always considered. In particular, the agency supported the continued use of ATD founded on consistent, risk-based detention decisions, enabling individuals whose risk can be appropriately mitigated to be released into the community. Additionally, the agency advanced efforts to complete a new Immigration Holding Centre (IHC) in Laval, Quebec, in line with similar IHC investments already made in the Greater Toronto Area and Pacific Region, while also taking steps to ensure the consistent treatment of immigration detainees by providing equal access to programs and services within IHCs across Canada. The Laval IHC is expected to open in the fall of 2022.

• CBSA admissibility recommendations and appeals are upheld at the Immigration and Refugee Board of Canada

  The CBSA continued to improve the management of its hearings-related activities in collaboration with the IRB, including the use of remote hearings prompted by the COVID-19 pandemic, along with the implementation of updated guidelines for conducting detention reviews in respect of the Immigration and Refugee Protection Act and the Canadian Charter of Rights and Freedoms. Additionally, the agency continued to pilot the Integrated Claims Analysis Centre in the Greater Toronto Area to support efficient processing of asylum cases and improved communication channels with IRCC and the IRB.

• Inadmissible persons subject to removal depart from Canada (i.e., escorted or unescorted)

  Ensuring the removal of inadmissible persons

  In 2021 to 2022, the CBSA enforced the removal of 7,453 inadmissible persons. The CBSA continues to prioritize removals with serious inadmissibilities such as national security, organized crime, human rights violations, and criminality, as well as failed irregular migrant asylum seekers.

  To ensure the timely departure from Canada of inadmissible persons subject to removal, such as foreign national criminals, failed refugee claimants, and other inadmissible persons, the CBSA continued taking steps to enhance its removal operations in line with the recommendations of the Auditor General's Spring 2020 Report on Immigration Removals, while also addressing operational challenges posed by COVID-19 travel restrictions. These efforts included utilizing a national triage model, prioritizing high-priority removals, increasing travel document applications, and operating the agency's Removals Help Line to encourage more voluntary removals. The agency also continued strategic activities with federal partners to address challenges in obtaining required travel documents from countries that may be uncooperative with removal operations.

• People and businesses that are referred to Crown counsel for prosecution are convicted

  Prosecution for violating border legislation

  In 2021 to 2022, the CBSA supported the prosecution of multiple cases involving violations of border legislation, with convictions secured in:

  • 8 cases involving human smuggling
  • 17 cases involving firearms and weapons smuggling
  • 5 cases involving trade fraud
  • 16 cases involving fraudulent activities by immigration consultants
  • 11 cases involving immigration employment fraud

  Note that a case usually entails multiple charges and may involve more than one type of offence.

  The CBSA continued to build capacity to investigate and prosecute people and business entities that violate Canada's border-related legislation, with a focus on complex cases of fraud involving individuals and organizations posing a threat to Canada's immigration system, economy, and the safety and security of Canadians. Operational priorities are primarily focused on cases of fraudulent activity by organizers and facilitators of serious immigration offences, including human smuggling, employment fraud, and offences involving immigration consultants, as well as serious customs offences, including firearms and weapons smuggling, trade fraud, and trade-based money laundering.

  In collaboration with IRCC and the College of Immigration and Citizenship Consultants, the CBSA continued to strengthen the governance and enforcement framework applicable to those who offer consultant services to persons seeking to enter or remain in Canada. To better protect applicants and newcomers from fraudulent consultants, the agency is working to augment its criminal investigative capacity, while supporting the implementation of enhanced compliance, enforcement and disciplinary measures within the revised framework.

• Gender-based analysis plus (GBA+) in Border enforcement

  The CBSA continued to refine its GBA+ governance and data collection practices, applying the GBA+ lens where feasible, to inform policy and program decisions impacting service delivery, along with ongoing efforts to mature organizational data literacy in order to facilitate improved GBA+ going forward.

  For example, the agency's Chief Data Office is exploring various dimensions of disaggregated data with the objective of measuring the impact of decisions and policies, while leveraging data to be more inclusive and representative in identifying possible instances of discrimination or bias. Additionally, several initiatives were advanced in the human resources context, including the Equity, Diversity and Inclusion Action Plan, Respectful Workplace Framework, unconscious bias and anti-racism training, leadership commitments for all executives and managers, mentorship opportunities for employment-equity and equity-deserving groups, and staffing aimed at addressing representation gaps and barriers.

  The agency also continued to implement the Policy Direction to Modernize the Government of Canada's Sex and Gender Information Practices to ensure that its services are designed and delivered to be inclusive of all genders, and positive space training was implemented for all border services officers.

  Further details on GBA+ activities will be made available in the supplementary information table to be posted on the agency's website in the Corporate documents section.

• Innovation and Experimentation in Border enforcement

  Under its core responsibility of Border enforcement, the CBSA pursued an array of solutions involving innovation and experimentation in 2021 to 2022, including:

  • Facilitated Removals: The CBSA fully implemented the Removals Help Line to support voluntary departures from Canada among persons subject to removal through an innovative approach to increase compliance with immigration legislation.
  • Alternatives to Detention: The CBSA continued the implementation of its Electronic Monitoring Pilot and Voice Reporting Pilot to support the release of individuals in cases where detention may be mitigated through effective community support and innovative solutions for monitoring and reporting.
  • Asylum Modernization: The CBSA continued to pilot the Integrated Claims Analysis Centre in the Greater Toronto Area, as well as the Integrated Case Tracking and Prioritization Unit, in order to support efficient processing of asylum cases and improved communication channels with IRCC and the IRB.
  • Client Reporting Mobile Application: The CBSA continued working to develop an application that will allow immigration clients with reporting obligations to communicate with the agency using a mobile device, thereby reducing in-person touch-points and supporting compliance and monitoring efforts.

• Key risks in Border enforcement

  Under its core responsibility of Border enforcement, the CBSA faced a rapidly-evolving risk landscape due to the COVID-19 pandemic and the current geopolitical environment in terms of shifting trade patterns and unexpected surges in the immigration context, compounded by challenges in attracting and retaining a skilled workforce to meet current and future operational demands in a difficult labour market.

  To mitigate risks associated with increased volumes of asylum and refugee applications (especially Afghan and Ukrainian refugees), the agency collaborated with federal partners and implemented a Surge Contingency Plan, learning from previous experience with similar events (such as Syrian refugees), while also prioritizing essential positions to maintain immigration processing operations and remaining vigilant in identifying and interdicting inadmissible persons at the border. Furthermore, workforce capacity risks were mitigated through updated recruitment tools and training programs, along with the updated collective agreement for the Border Services (FB) group that was signed in December 2021.

Results achieved

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refer to the activities and resources of the 10 distinct service categories that support program delivery in the organization, regardless of the delivery model in the organization. The 10 service categories are:

• Acquisition Management Services
• Communication Services
• Financial Management Services
• Human Resources Management Services
• Information Management Services
• Information Technology Services
• Legal Services
• Material Management Services
• Management and Oversight Services
• Real Property Management Services

Results

• Supporting a healthy, diverse and inclusive workforce

  To ensure the health and productivity of its workforce during the COVID-19 pandemic, the CBSA continued to leverage its Internal Task Force to coordinate all internal matters related to the pandemic response, including the distribution of information capsules to employees and the implementation of safety measures for on-site work areas, while also managing the agency's inventory and distribution of personal protective equipment and self-testing kits. Concurrently, the Internal Task Force ensured regular upward reporting to CBSA governance committees in order to maintain oversight of workforce capacity and enable the realignment of resources as needed to support high-priority work across the agency.

  To steer the CBSA's transition to new ways of working that will outlast the pandemic, the agency implemented a strategy for gradually and safely returning to the workplace in accordance with public health guidelines, along with a hybrid work model to establish a long-term framework for the agency's workforce to achieve an effective balance of on-site and off-site work. Additionally, to promote resilience among its workforce and further strengthen its workplace culture, the agency continued its Caring for Employees during COVID-19 Strategy, including employee pulse checks on a regular basis, engagement sessions with senior leaders, and frequent opportunities for employee feedback to ensure a well-supported and high-performing workforce.

  Alongside the COVID-19 response, the CBSA advanced ongoing efforts to build a healthy and respectful workforce through its Mental Health Strategy, Physical Wellness Program, and Respectful Workplace Framework, including a wide array of resources for employees to support physical and mental wellbeing. The agency continued to offer virtual counselling services through its Employee Assistance Program, as well as virtual training sessions on various topics such as mental wellness, stress management, grief, work-life balance, resiliency, and coping techniques. Additionally, in March 2022, a town hall was held for all executives on the topic of Healthy Leaders: Taking Action to Safeguard our Wellbeing with a strong emphasis on exploring leader character and wellbeing at the individual, team and organizational levels.

  To ensure a diverse and inclusive workforce that reflects Canada's population, the CBSA advanced its Equity, Diversity and Inclusion Action Plan, Officer Recruitment and Outreach Strategy, Indigenous Workforce Strategy, Official Languages Action Plan, Anti-Racism Strategy, and Accessibility Strategy, while also ensuring guidelines to support transgender, non-binary, and two-spirit employees. These efforts serve to foster a climate of equality and inclusion in which all employees can reach their full potential. The agency further prioritized diversity and inclusion by making leaders accountable for their individual and team efforts by establishing a set of mandatory leadership commitments to complement and reinforce government-wide priorities in the coming fiscal year.

  Moreover, the CBSA launched its new Leadership and Management Induction Program combining both virtual and in-class learning for people managers. This program strives for a national approach in leadership and management, ensuring that managers have clear expectations of leadership behaviours and management accountabilities, while developing leader character across the agency to reinforce a positive culture and respectful workplace.

• Advancing the CBSA's modernization agenda

  In 2021 to 2022, the CBSA continued to advance its modernization agenda to ensure a strong and sustainable foundation, build its vision for the border of the future, and ensure continued operational agility and effectiveness. The forward momentum of the agency's modernization activities continues to be essential in keeping pace with a rapidly changing operating environment, global trends in travel and trade, and public health requirements coming out of the COVID-19 pandemic.

  To that end, the agency is seeking to implement a new risk-based approach to compliance and admissibility in order to effectively manage increasing volumes and evolving threats, while improving services and management practices. In particular, the CBSA initiated the development of a Target Operating Model to provide an integrated view of the border of the future, including work to outline the desired end-state through ongoing and upcoming modernization activities, along with efforts to integrate the model within the business fabric of the agency. In addition, recognizing that organizational culture is the lynchpin of modernization, Culture Ambassadors were established in every branch and region of the agency.

  From an information, science and technology perspective, the agency continued its transition to a digital workplace, including increased bandwidth and additional collaboration tools to enhance remote working ability and security, efforts to reduce the administration of landline telephones, and systematic upgrades at key office locations to support hybrid work capability and employee productivity. Additionally, the agency continued to mature its information technology ecosystem through ongoing efforts to optimize systems and applications, strengthen cyber security defence mechanisms, and advance the agency's Cloud Strategy to modernize the handling of information assets.

  The CBSA also advanced its Enterprise Data and Analytics Strategy by further integrating analytics within business intelligence functions, developing tools and techniques, and promoting data fluency and evidence-based decision-making at all levels of the organization. In particular, the Enterprise Analytics and Data Committee was established in 2021 to 2022 to serve as the key decision-making body regarding data and analytics initiatives across the agency, and the CBSA Data Frame was implemented to centralize guidance for all initiatives. The agency also supported data literacy by promoting available training courses for staff across the organization, embedding data literacy into BSO training curriculums, and developing learning paths for various data user personas.

• Ensuring effective communications to support CBSA activities

  The CBSA's communications activities have been essential in keeping employees, stakeholders, and the travelling public well-informed throughout the pandemic, particularly as border measures began to ease in 2022. For example, in 2021 to 2022, the agency responded in a timely manner to over 1,000 media calls on COVID-19 border measures, organized many proactive media interviews, and leveraged its social media platforms to provide up-to-date information to the public. The agency issued over 60 news releases to announce key CBSA initiatives and highlight significant enforcement activities, including a year-in-review campaign. The agency also worked closely with PHAC and Global Affairs Canada to ensure that information on the Canada.ca website remained up to date and easy to find.

  The CBSA's communications activities have also been essential in celebrating its work ethic and team spirit. For example, the People of the CBSA social media campaign featured video testimonials of employees on the job and showcased the various roles and responsibilities of its diverse workforce. Moreover, the agency's communications activities have continually helped employees adjust to changing work conditions, remain connected with one another, and deal with other professional and personal challenges resulting from the pandemic.

Departmental spending trend

The following graph shows trends in the CBSA's actual spending (2019 to 2020 through 2021 to 2022) and planned spending (2022 to 2023 through 2024 to 2025). Note that amounts may not exactly add up due to rounding.

In 2021 to 2022, the agency's appropriation throughout the fiscal year increased by $785 million. Of this amount, $208.7 million increased by way of the Supplementary Estimates, which is mainly attributable to the following initiatives:

• Funding for critical operating requirements
• Vaccination credentials
• 2021 to 2023 Immigration Levels Plan
• Resettlement of Afghan nationals
• Temporary resident visas for workers, students and visitors
• Canada's firearm control framework
• Gordie Howe International Bridge Project
• Land Border Crossing Project

In addition to this increase, the agency received transfers of $227.6 million from Tresury Board Secretariat (TBS) central votes for the reimbursement of costs related to severance payments, parental benefits, vacation credits and collective agreements. The agency also received $345.5 million of the previous year's unused authorities for projects as per the agency's two-year appropriation. Over the next three years, the agency's spending will fluctuate due to the realignment of funding to meet revised project timelines, as well as changes in funding for government-wide initiatives.

In 2021 to 2022, the agency's actual spending was $370.7 million less than the total authorities available, of which $192.1 million is deemed lapsed and the remaining balance of $178.5 million is available for use in 2022 to 2023:

• Of the $192.1 million lapsed amount:
  • $182.5 million has been re-profiled into future fiscal years
• Of the $178.5 million carry-forward amount:
  • $119.5 million is encumbered for projects, initiatives and controlled funds as a result of revisions to their implementation timelines
  • $36.6 million has been provisioned in 2022 to 2023 through the agency's financial management governance for in-year priorities
  • $22.4 million is frozen pending conditions for release
• The vote breakdown of the $178.5 million carry-forward amount is:
  • $134.8 million in operating expenditures (Vote 1)
  • $43.7 million in capital expenditures (Vote 5)

In 2019 to 2020, through the Supplementary Estimates and Budget 2019 process, the agency was directed to take on new initiatives, which led to an increase in the agency's actual and planned FTEs for 2019 to 2020 due to staffing requirements in support of following initiatives:

• Helping travellers visit Canada
• Addressing the challenges of African swine fever
• Implementation and ongoing management of the CARM project
• Enhancing the Passenger Protect Program
• Enhancing the Duties Relief Program and Duty Drawback Program
• Supporting the National Strategy to Combat Human Trafficking
• Supporting the 2019 to 2021 Immigration Levels Plan
• Enhancing the integrity of Canada's borders and asylum system

In 2020 to 2021, through the Supplementary Estimates and Budget 2020 process, the agency expected to continue increasing its FTEs over the next few years to support initiatives such as:

• Enhancing the integrity of Canada's borders and asylum system (IT Systems Interoperability and Security Screening Automation)
• Protecting people from unscrupulous or fraudulent immigration and citizenship consultants
• Supporting the 2020 to 2022 Immigration Levels Plan

However, actual FTEs decreased in 2020 to 2021 due to the shifting of priorities and resources in response to the COVID-19 pandemic.

In 2021 to 2022, through the Supplementary Estimates and Budget 2020 process, the agency expects to continue increasing its FTEs over the next few years to support initiatives such as:

• Funding for critical operating requirements
• Vaccination credentials
• 2021 to 2023 Immigration Levels Plan
• Resettlement of Afghan nationals
• Temporary resident visas for workers, students and visitors
• Canada's firearm control framework
• Gordie Howe International Bridge Project
• Land Border Crossing Project

Financial statements

The CBSA's financial statements (unaudited) for the year ended March 31, 2022 are available on the agency's website. For financial reporting purposes, the agency's activities have been divided into two sets of financial statements:

• agency Activities: comprising the operational revenues and expenses that are managed by the CBSA and utilized in operating the organization
• Administered Activities: comprising tax and non-tax revenues, assets and liabilities administered on behalf of the federal, provincial and territorial governments

One reason for the distinction between agency Activities and Administered Activities is to facilitate the assessment of the CBSA's administrative efficiency in delivering on its mandate.

Financial statements highlights

The Departmental Financial Statements are prepared on an accrual accounting basis in accordance with the Treasury Board Directive on Accounting Standards: GC 4500 Departmental Financial Statements, and include non-cash transactions. Financial information provided in other sections of this report is cash-based (planned and actual spending) and is tied to annual parliamentary appropriations (authorities).