Standing Committee on Public Safety and National Security: 2019 to 2020 Supplementary Estimates (B) and 2020 to 2021 Main Estimates (February 26, 2020)
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CBSA statistics for the 43rd parliamentary session (December 5 to February 5, 2019)

Access to information requests

Key figures

• 5,277 ATIPs processed
• 5,152 ATIPs processed on time
• 668 ATIPs with an extension

Parliamentary environment

Numbers are based on the 43rd Parliamentary session starting December 5, 2019

Parliamentary returns

• 55 Order Paper Questions
• 2 Senate Questions

Committee appearances

• Committee of the Whole – Supplementary Estimates “A” on December 9, 2019
• HESA – Covid-19 on February 3, 2020

Questions in the House (55 questions received)

• Conditional release
• Gun control
• Human trafficking
• Illegal migrants
• Border control

At the border (annual numbers)

• 117 Land border crossing
• 264 Customs warehouses
• 27 Rail offices
• 233 Airports
• 800 Small vessel reporting sites
• 9 Ferry terminals
• 10 Cruise ship operations
• 3 Immigration holding centres
• 212 Commercial vessel clearance facilities
• 3 Mail processing centres
• 36 International offices

MP inquiries

34 of inquiries received. Topics being addressed were removals (8), border clearances (7), and immigration (6)

Strength and recruitment

Travellers

Commercial

Immigration

Detention and removals

Seizures

• Firearms: 100
• Prohibited Weapons: 2,350
• Tobacco: 270
• Drugs: 6,800
• total value: $115.8M
• Fentanyl: 4
• Currency: 442
• total value: $7.1M
• Suspected proceeds of crime: 50
• total value: $900,000
• Food, plant, and animal: 420
• Child pornography: 39

Fiscal year 2018 to 2019 agency statistics

Over the last seven years, the Agency has made many revisions to improve its data accuracy and integrity. In particular, the Operational Reporting Application (OsRA) implemented in April 2018 provided ports of entry with updated data definitions and standard methodology for manual counts. In addition to manual counts, the Agency currently leverages several automated data sources to provide more accurate data (e.g., ORA, CMRS-passage primary, telephone reporting centre system). These improvements have an impact on traveler volume and secondary examination counts.

Program policy changes have also impacted traveler volume, secondary examination, and program membership counts; for example, new cruise ship reporting delegations eliminated multiple clearances and the discontinuation of the CANPASS Air and CANPASS Private Boats programs in April 2018 reduced the number of CANPASS members in FY2018-19

Comparing seizure data from two separate years is not an accurate means of demonstrating trends as it overlooks the fluctuations in the intervening years. There are many variances within seizure details that could significantly skew the outcome: a single high value drug seizure could greatly increase the reported value; conversely, a single prohibited weapons seizure could contain many individual items that would be counted separately.

Highlights from the 2020 to 2021 departmental plan

The following are the key highlights from the CBSA’s 2020-2021 Departmental Plan. Key commitments from the Minister’s mandate letter (e.g., guns and gangs, opioids, cannabis, irregular migration, diversity and inclusion) are reflected.

Border management

Combatting the opioid crisis: Strengthen controls to reduce the supply of illicit drugs by equipping high-risk ports of entry with fume hoods and detection equipment, as well as by constructing Designated Safe Sampling Areas in three International Mail Centers.

Addressing the threat of African swine fever: Maintain vigilance in preventing the importation of high-risk products from overseas and proceed with the deployment of specialized detector dogs, as well as a significant public awareness campaign.

Combatting gun and gang violence: Enhance detection technology capabilities through innovative new technologies, as well as increased intelligence analysis and targeting capacity.

Streamlining traveller processing: Continue the deployment of Primary Inspection Kiosks (PIK) in remaining airport terminals and introduce PIK-enabled automated fingerprint verification.

Ensuring traveller compliance: Continue to implement measures to maintain and monitor border integrity with respect to the illegal cross-border movement of cannabis, while remaining vigilant in detecting signs of impaired driving at land ports of entry.

Streamlining commercial processing: Advance cargo preclearance by pursuing proofs of concept in the air courier stream and the rail mode, as well as postal modernization efforts and e-commerce processing solutions.

Ensuring trade compliance: Advance the CBSA Assessment and Revenue Management (CARM) project through initial releases of functionality for external clients, as well as plans for a new Marine Container Examination Facility (MCEF) to be located in Burrard Inlet, British Columbia.

Enhancing processing for trusted travellers and traders: Expand the NEXUS modernization initiative in airports across the country, as well as continue to operate the Secure Corridor lane for low-risk highway traffic at the Ambassador Bridge port of entry.

Strengthening the Agency’s workforce and infrastructure: Deliver over 300 new recruits to the frontline, continue the implementation of the National Outreach and Recruitment Strategy, advance the Gordie Howe International Bridge Project and the Ambassador Bridge Enhancement Project, and refine the Agency’s Real Property Investment Strategy.

Advancing Reconciliation efforts: Continue implementing the Agency’s Indigenous Framework and Strategy, and partnering with the Mohawks of Akwesasne First Nation to implement recommendations co-developed through the Design Thinking Initiative.

Planned budgetary financial resources for Border Management

• 2020–21 budgetary spending (as indicated in Main Estimates): 1,563,726,537
• 2020–21 planned spending: 1,563,726,537
• 2021–22 planned spending: 1,325,884,872
• 2022–23 planned spending: 1,271,084,183

Planned human resources for Border Management

• 2020–21 planned full-time equivalents: 10,959
• 2020–21 planned full-time equivalents: 10,625
• 2020–21 planned full-time equivalents: 10,524

Border enforcement

Maintaining immigration program integrity: Continue investigatory activities and ongoing work with federal partners to improve operational coordination with respect to the in-Canada refugee determination system and irregular migration.

Improving Canada’s immigration detention system: Support the continued use of Alternatives to Detention based on consistent, risk-based detention decisions, enabling the release into the community of individuals whose risk can be appropriately mitigated.

Ensuring removals of inadmissible persons: Continue prioritizing and strengthening efforts to remove foreign national criminals, failed refugee claimants and other inadmissible persons, while working with federal partners to achieve greater national coordination of removal activities.

Planned budgetary financial resources for Border Enforcement

• 2020–21 budgetary spending (as indicated in Main Estimates): 308,579,911
• 2020–21 planned spending: 308,579,911
• 2021–22 planned spending: 290,400,598
• 2022–23 planned spending: 229,163,479

Planned human resources for Border Management

• 2020–21 planned full-time equivalents: 1,980
• 2020–21 planned full-time equivalents: 1,887
• 2020–21 planned full-time equivalents: 1,733

Internal services

Supporting a healthy and diverse workforce: Continue to implement the Agency’s Mental Health Strategy, Physical Wellness Program, and Employment Equity, Diversity and Inclusion Action Plan.

Advancing modernization efforts: Enhance financial stewardship and program management through the ongoing implementation of the Agency’s results-based organizational structure as well as multi-year budgets and integrated business plans. Also, continue identifying ways to optimize the Agency’s information technology and address increasing technological demands.

Planned budgetary financial resources for Internal Services

• 2020–21 budgetary spending (as indicated in Main Estimates): 334,961,387
• 2020–21 planned spending: 334,961,387
• 2021–22 planned spending: 326,059,402
• 2022–23 planned spending: 316,925,457

Planned human resources for Border Management

• 2020–21 planned full-time equivalents: 2,096
• 2020–21 planned full-time equivalents: 2,116
• 2020–21 planned full-time equivalents: 2,091

New sections of the departmental plan introduced this year

Gender-based Analysis Plus (pages 10 and 19)

• Departments must describe how GBA+ is being incorporated within their programs and services.
• Input was provided by the GBA+ Champion who performs an oversight role of the Agency’s GBA+ activities.
• In past years, this information only appeared in the Supplementary Information Tables, which are published on the Agency’s website but not tabled in Parliament.

United Nations’ Sustainable Development Goals (pages 11-12)

• Departments must describe how they are contributing to the goals set out in the UN’s 2030 Agenda for Sustainable Development, which was adopted by all UN member states in 2015 as a blueprint for global sustainability.
• Input was provided by the Environmental Operations Division in alignment with the Agency’s Sustainable Development Strategy.
• In past years, this information only appeared in the Supplementary Information Tables, which are published on the Agency’s website but not tabled in Parliament.

Experimentation (pages 12-13 and 19-20)

• Departments must describe key innovative/experimental approaches being undertaken to achieve their planned results.
• Input was collected from all branches and condensed within the document.
• Examples include Secure Corridor Concept and Chain of Trust Prototype (Border Management) as well as innovative solutions under the Alternatives to Detention Program such as electronic monitoring and voice reporting (Border Enforcement).

CBSA financial quick reference

Lapses

The CBSA does not lapse funds as it operates on the basis of a two-year appropriation whereby any unused spending authority at the end of a fiscal year is available to be used the following year.

Vote 1 forecast lapse (based on Q2): $74.5M (or 3.4% of authorities):

• $32.9M for EBP, SSC, and PSPC (not CBSA funds)
• $23.3M in Asylum funding for FESS (not yet released by TB)

When above is taken into consideration, a more realistic picture of the lapse forecast is $18.3M or 0.8%

Vote 5 forecast lapse is $48.2m (or 20.4% of authorities):

• $8.3m on the PPP project
• $3.1m for Entry-Exit
• $2.1m for Biometric Expansion
• $2.1m for Nexus Modernization
• $14.5m for real property (North Portal, Lacolle, Rigaud, Detention Centres etc.)

For fiscal year 2020 to 2021 $2,207M chart data

Financial quick reference, fiscal year 2011 to 2019

Notes:

TB Vote 15: Compensation Adjustments (TB Vote 15) - Funding for adjustments made to terms and conditions of service or employment of the federal public administration as a result of collective bargaining

TB Vote 30: Paylist Requirements (TB Vote 30) - Funding to meet legal requirements of the employer such as parental and maternity leave, entitlements upon cessation of service or employment

TB Vote 40: Authority granted to the Treasury Board to supplement, in support of initiatives announced in the Budget of February 27, 2018, any appropriation for the fiscal year, including to allow for the provision of new grants or for any increase to the amount of a grant that is listed in any of the Estimates for the fiscal year, as long as the expenditures made possible are not otherwise provided for and are within the legal mandates of the departments or other organizations for which they are made.

Budget 2019: Budget 2019 funding received through the Budget Implementation Vote, in addition to the regular 2019-20 Main Estimates.

Other Adjustments: Government Wide Initiatives and Workload Migration and Budget 2019 Adjustments (EBP).

Statutory Adjustments: Adjustments for Contributions to employee benefit plans, Spending of proceeds from the disposal of surplus Crown assets and Refunds of amounts credited to revenues in previous years.

CBSA workforce diagnostic

Highlights

• Overall, the Agency has grown by 4.3% from 2015-2019. Without students, its growth is only at 1.2%.
• The number of students during the summer months has grown year over year (total of 63% since 2015).
• The shifts to other occupational groups are evident, notably with ECs, ASs, and PMs, which are aligned with the Agency’s efforts for Class Renewal and the creation of the Strategic Policy Branch (SPB).
• CBSA’s CS population has declined by 18% over the last 5 years.

Source: Corporate Administrative System (CAS) Agency Substantive Position Report, July 2, 2015 to June 28, 2019

A closer look at CBSA’s FB group

• Operational FBs have seen an increase of 2.8%, while program FBs have seen a decline of 7.3%.
• The growth rates of FB-07s (Chief of Operations) out-number the growth rates of FB-05s (Superintendent).
• There was a slight growth in FB-03s (Border Services Officers (BSO)), most likely in response to the increase of recruits in the Officer Induction Model (OIM) and to relieve pressures due to irregular migration.

Source: Corporate Administrative System (CAS) Agency Substantive Position Report, July 2, 2015 to June 28, 2019

CBSA’s substantive position growth from 2015 to 2019

Overall, CBSA had a 4.3% substantive position growth from 2015 to 2019. When breaking down the data to each fiscal year, CBSA had a 0.3% substantive position decline in 2015-2016, a 1.4% substantive position decline in 2016-2017, a 3.7% substantive position growth in 2017-2018, and a 2.3% substantive position growth in 2018-2019.

Source: Corporate Administrative System (CAS) Agency Substantive Position Report, July 2, 2015 to June 28, 2019

CBSA’s FB substantive position growth from 2015 to 2019

Regarding CBSA’s FB substantive position growth from July 2015 to July 2019, its FB-02 substantive positions had a 0.5% decline from 2015 to 2019, its FB-03 substantive positions had a 3.3% growth from 2015 to 2019, its FB-04 substantive positions had a 9.1% decline from 2015 to 2019, its FB-05 substantive positions had a 1.0% decline from 2015 to 2019, its FB-06 substantive positions had a 3.4% decline from 2015 to 2019, its FB-07 substantive positions had an 18.6% growth from 2015 to 2019, and its FB-08 substantive positions had a 30.6% decline from 2015 to 2019.

Source: Corporate Administrative System (CAS) Agency Substantive Position Report, July 2, 2015 to June 28, 2019

CBSA’s substantive position growth by occupational group from 2015 to 2019

*Other: AU, CH, CO, DA-PRO, DM, ED-LAT, EG, EL, EN-ENG, ES, FS, GL-ELE, GL-ELE, GL-MDO, GS-SCY, GS-STS, GT, LS, OM, PC, PG, PL, and SE-RES

Regarding CBSA’s substantive position growth by occupational group from July 2015 to July 2019, its AS substantive positions had a 15.6% growth from 2015 to 2019, its CR substantive positions had a 5.7% growth from 2015 to 2019, its CS substantive positions had an 18.2% decline from 2015 to 2019, its EC substantive positions had a 27.1% growth from 2015 to 2019, its FB substantive positions had a 0.1% decline from 2015 to 2019, its FI substantive positions had an 11.3% growth from 2015 to 2019, its IS substantive positions had a 3.0% growth from 2015 to 2019, its PE substantive positions had a 1.3% growth from 2015 to 2019, its PM substantive positions had a 9.5% growth from 2015 to 2019, its SU substantive positions had a 63.2% growth from 2015 to 2019, and its other occupational groups (AU, CH, CO, DA-PRO, DM, ED-LAT, EG, EL, EN-ENG, ES, FS, GL-ELE, GL-ELE, GL-MDO, GS-SCY, GS-STS, GT, LS, OM, PC, PG, PL, and SE-RES) substantive positions had an 11.1% growth from 2015 to 2019. Overall, CBSA had a 4.3% substantive position growth from 2015 to 2019.

Source: Corporate Administrative System (CAS) Agency Substantive Position Report, July 2, 2015 to June 28, 2019

Key highlights

• 91.0% of CBSA’s workforce is comprised of the FB, AS, CR, CS and SU occupational groups.
• 39.5% of CBSA’s workforce is 45 years of age or older.
• 86.7% of CBSA’s workforce is comprised of indeterminate employees.
• 21.5% of CBSA’s indeterminate appointments are external or from other government departments.
• Please note that 682 (4.5%) employees are currently not in the Corporate Administrative System (CAS) due to delay in processing (e.g. deployment in).

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

CBSA’s workforce by tenure

Source: Salary Forecast System (SFS) Report, June 12, 2019

CBSA’s employee age distribution

The average age of all CBSA Employees is 41.

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

Quick demographic facts

• Regarding gender, 47.8% of CBSA’s workforce are women, whereas 52.2% are men.
• Regarding first official language, 76.4% of CBSA’s workforce has English as their first official language, whereas 23.6% has French as their first official language.

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

CBSA’s employee years of service

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

CBSA’s workforce by occupational group

*Other occupational groups include PM, IS, PG, CO, CH, GS, ED, EN, EG, GL, AU, EL, GT, PC, SE, MA, DM, OM, and PS.

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

Key highlights

• 43.9% of CBSA’s indeterminate departures from 2014 to 2019 are due to retirement.
• 40.8% of CBSA’s indeterminate departures from 2014 to 2019 are due to employees leaving for other government departments.
• 17.7% of CBSA’s indeterminate workforce is eligible to retire within the next five years.
• Between all three sectors, the attrition of internal services is more than double than the attrition of border management and border enforcement.

Source: Corporate Administrative System (CAS) Report, June 1, 2019

CBSA’s number of indeterminate departures

Regarding the total of departures across CBSA from 2015 to 2019, 761 CBSA indeterminate employees left the Agency during the 2015-2016 fiscal year, 871 CBSA indeterminate employees left the Agency during the 2016-2017 fiscal year, 854 CBSA indeterminate employees left the Agency during the 2017-2018 fiscal year, and 665 CBSA indeterminate employees left the Agency during the 2018-2019 fiscal year.

CBSA’s indeterminate departure rate by sectors

The dotted lines indicate that values for the 2018-2019 fiscal year are not finalized due to a data backlog in the Corporate Administrative System (CAS).

Source: Corporate Administrative System (CAS) Report, June 1, 2019

CBSA’s indeterminate employee reasons for departure

CBSA’s indeterminate CS attrition

The dotted lines indicate that values for the 2018-2019 fiscal year are not finalized due to a data backlog in the Corporate Administrative System (CAS).

Source: Corporate Administrative System (CAS) Report, June 1, 2019

CBSA’s indeterminate PG attrition

The dotted lines indicate that values for the 2018-2019 fiscal year are not finalized due to a data backlog in the Corporate Administrative System (CAS).

Source: Corporate Administrative System (CAS) Report, June 1, 2019

CBSA’s Indeterminate FI Attrition

The dotted lines indicate that values for the 2018-2019 fiscal year are not finalized due to a data backlog in the Corporate Administrative System (CAS).

Source: Corporate Administrative System (CAS) Report, June 1, 2019

CBSA’s indeterminate PE attrition

The dotted lines indicate that values for the 2018-2019 fiscal year are not finalized due to a data backlog in the Corporate Administrative System (CAS).

Source: Corporate Administrative System (CAS) Report, June 1, 2019

CBSA’s indeterminate EC attrition

The dotted lines indicate that values for the 2018-2019 fiscal year are not finalized due to a data backlog in the Corporate Administrative System (CAS).

Source: Corporate Administrative System (CAS) Report, June 1, 2019

Key highlights

• The majority of CBSA’s employees meet their position language requirements.
• Official languages complaints regarding Section 91 of the Official Languages Act are on the downtrend.
• The majority of official languages complaints regarding Section 91 of the Official Languages Act are made against the language requirements of CS and EC positions relating to the establishment of CBC positions vs BBB positions.
• The recruitment of bilingual Border Services Officer (BSO) continues to be a big challenge for CBSA as all positions in the Quebec Region are bilingual. As a result, 34% of bilingual recruits are sent there.
• To fulfil the Agency’s linguistic obligations, an additional 509 bilingual officers are needed.
• Official languages complaints regarding Part IV of the Official Languages Act have increased at Toronto Pearson Airport.

CBSA’s official languages complaints by type

Source: 2018-2019 Q3/Q4 CBSA Agency Performance Summary

CBSA’s official languages complaints by type per fiscal year

Source: 2018-2019 Q3/Q4 CBSA Agency Performance Summary

CBSA’s Official Languages Capacity

Regarding CBSA’s official languages capacity, 61.8% of CBSA’s workforce has no Second Language Evaluation (SLE) results or have incomplete Second Language Evaluation (SLE) results, whereas 38.2% of CBSA’s workforce is comprised of bilingual employees. Within those bilingual employees, 15.7% of CBSA’s workforce has at least a Second Language Evaluation (SLE) result of BBB, 14.4% of CBSA’s workforce has at least a Second Language Evaluation (SLE) result of CBC, and 8.1% of CBSA’s workforce has at a Second Language Evaluation (SLE) result of EEE.

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

CBSA’s second language evaluation (SLE) results by EX equivalencies

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

Key highlights

• Overall, the Agency is meeting its respective Workforce Availability (WFA) for women and visible minorities.
• However, a deeper dive shows that work needs to be focused in certain areas for women, such as women in leadership positions and women on the frontline.
• The Agency falls short on Indigenous Peoples and persons with disabilities compared to their respective Workforce Availability (WFA).
• It should be noted that Workforce Availabilities (WFA) for Indigenous Peoples and persons with disabilities are marginally higher (0.5%) within the FB group compared to CBSA as a whole.

CBSA’s occupational groups by gender

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

CBSA’s women representation

The purpose of this table is to compare CBSA’s representation of women to its FB representation of women. In addition, these two sets of data are compared with their respective workforce availability (WFA) to see whether or not they meet it.

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

CBSA’s indigenous peoples representation

The purpose of this table is to compare CBSA’s representation of Indigenous Peoples to its FB representation of Indigenous Peoples. In addition, these two sets of data are compared with their respective workforce availability (WFA) to see whether or not they meet it.

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

CBSA’s persons with disabilities representation

The purpose of this table is to compare CBSA’s representation of persons with disabilities to its FB representation of persons with disabilities. In addition, these two sets of data are compared with their respective workforce availability (WFA) to see whether or not they meet it.

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

CBSA’s visible minorities representation

The purpose of this table is to compare CBSA’s representation of visible minorities to its FB representation of visible minorities. In addition, these two sets of data are compared with their respective workforce availability (WFA) to see whether or not they meet it.

Source: Salary Forecast System (SFS) Report with an overlay from the Corporate Administrative System (CAS), June 12, 2019

Document navigation for "SECU: 2019 to 2020 Supplementary Estimates (B) and 2020 to 2021 Main Estimates (February 26, 2020)"

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Date modified:

2020-06-27