Executive Vice-President's Transition Binder 2019
Finance and Corporate Management Branch (FCMB)

Message from the Vice-President

2018-2019 was an excellent year and I am very proud of what we have been able to achieve working together as One Team. We are a Branch of professionals who cover a range of functions including governance, business planning, project management, finance, procurement, border renewal, recourse, real property and security.

My vision for the Finance and Corporate Management Branch (FCMB) is to be one of the best corporate services teams in the Public Service by providing excellent corporate policies, professional advice, assurance, systems and controls to help the Agency to deliver value for money functions and the modernization required to create the Border of the Future.

Some of our work may be considered “behind the scenes” however, it is the very foundation that allows the Agency to focus its efforts and resources, measure its performance, plan effectively and to mitigate risks and threats. In order to continue to build on the progress we have made over the past year, we must continue to work together as one team to deliver the services and improvements the Agency needs.

In 2019 to 2020, we welcome the addition of our colleagues in the Regions as part of Wave 1 of the Nationalization of Internal Services. I encourage everyone in the FCMB to get involved in your new communities by sharing your experience, knowledge and ideas with your colleagues and managers to help us all be the best we can be.

Thank you for your continued hard work and dedication to the Branch and helping to achieve our successes together.

Jonathan Moor
Vice-President, Finance and Corporate Management Branch

Rising to the challenge

In 2018-2019 FCMB employees collaborated across all Directorates and by working together the Branch was successful in achieving many milestones. With these achievements, the Branch is looking forward to tackling what’s to come in 2019 to 2020. Before looking ahead, let’s look back at what we have already accomplished.

Key figures (2018 to 2019)

• 97% reduction
  in personnel security screening backlog and launch of PSSS online
• $1.26 Million
  of annual savings by consolidating office space in NCR
• 189
  new vehicles purchased by HQ Fleet Management
• 3227 decisions rendered
  By Trade and Enforcement Appeals
• 78% success rate
  Before the Courts and Tribunals
• 4 completed designs
  for new POE types
• 215 resolved
  Pay Issues
• 82% completion
  of Mandatory Training
• 435 completed
  Staffing actions
• 18.5% planned reduction
  in Rigaud Campus greenhouse gas emissions
• $3.5 million
  in salary recovery
• $35.3 billion
  Collected in Tax Revenue

Key Accomplishments (2018 to 2019)

• Prepared a Procurement Renewal Strategy and implementation plan
• Implemented a new electronic Acquisition Card approval process
• Creation of a Litigation Business Management Unit
• Implementation of a new Departmental Results Framework aligned to the Agency’s key business
• PSSS won a Government of Canada Award in the Excellence in Security Management category
• Implementation of solutions to CAS, BPS and Business Warehouse to improve reporting and analytics functionality
• Creation of the new Finance and Corporate Management Branch (FCMB) to reflect the expansion of roles within the branch
• Establishment of the Efficiency Program to support the Agency’s sustainability
• Received an award from Canadian Institutes for Procurement and Material Management for responding to the asylum seeker influx

Introduction

The Finance and Corporate Management Branch delivers robust, agile corporate solutions and services critical to the CBSA’s success. We provide strategic, national support for financial management, procurement, real property, security, professional standards, executive governance, corporate planning, risk management, recourse, project management and other key corporate functions to help make the Agency a safe, accountable, efficient, and sustainable organization. We also lead transformational projects and business enhancement activities that are helping to modernize the CBSA and deliver the Border of the Future.

We are strategic partners and advisors, helping the Agency meet its operational and business needs. We value leadership, innovation, integrity, service excellence, and agility, and we work as one team to enable the Agency’s success.

Corporate Services – 5 Functional Roles

• Role 1 – Corporate Policy and Strategy
  To develop Agency wide policies (in line with the core TB policies) and the strategies required to implement them
• Role 2 – Systems and Processes
  To design standard business processes (Nationalized), implement key controls and develop / manage common systems
• Role 3 – Professional Advice and Support
  To provide professional advice to the business to help managers make the right decisions and manage risks across the Agency as whole
• Role 4 – Professional Assurance
  To provide the Agency’s governance bodies and the President / EVP with assurance on Branch / Regional compliance with our policies and processes
• Role 5 – Nationalized Common Services
  Deliver services for the Agency as a whole, where a single delivery team can achieve better value for money (economy, efficiency and effectiveness) and ensure greater consistency

Executive summary

Vision

1. Provide Corporate Policies and Professional Advice
2. Provide assurances, systems and controls
3. Deliver Value for Money
4. Deliver the Border of the Future

Classification Breakdown

• AS: 42%
• EC: 5%
• EX: 4%
• FB: 16%
• FI: 18%
• Other: 15%

175 FTEs planned for 2019 - 2020

• 84% planned to fill vacant position
• 16% planned for renewal initiatives

PSES Highlights

• 85% Believe their job is a good fit with their skills
• 85% Get the support to balance work and personal life
• 77% Said they can count on their supervisor

How we do things

How we do our work is just as important as what we deliver. Our vision for how we work is to help everyone be the best they can be by working together more efficiently. We can achieve this by the following key values

• Outcome Focus
  Building outcome-focused teams which value delivery and give staff flexibility to achieve results
• Have Fun Together
  Enjoying time with colleagues in a relaxed and fun environment encourages honest and open discussion and trust in one another
• Mental Health
  Promoting a respectful workplace that encourages psychological health and safety and creates an enabling environment with a safe space for open dialogue
• Inclusivity and Diversity
  Bringing our unique perspectives, experiences and expertise to our jobs and workplace; valuing and providing opportunity to all employees regardless of differences to achieve their maximum potential at work without discrimination
• Continuous Improvement
  Adopting a continuous improvement model focused on delivering excellent services through is an excellent and cost effective approaches to help tackle the organization's most difficult challenges
• Nationally Joined Up
  Renewal is putting in place a stronger foundation to held enable modernization of the Agency. Nationalization is key to renewal and is about building professional, national, service-oriented communities that work together to deliver and support the Agency and its operations
• Build Capability
  Ensuring that employees demonstrate sufficient expertise. Identifying skills and competency gaps, and recruiting and selecting new staff more effectively. Providing more customized training and professional development. Managing performance and planning for succession.

FCMB has a wide array of distinct business lines, spanning different professions and geographies in dispersed operations serving a variety of client needs. We rely on a culture of empowered people at all levels.

• We set the conditions for success by ensuring that staff at all levels understand the intent (the why?) of what we are doing
• We rely on each other for providing enterprise solutions to business need
• We foster intelligent risk management
• We develop leaders who can thrive in fast changing business environments
• We recognize that talent is everywhere and every one can contribute to the Agency’s success from anywhere in Canada

Executive structure

• Jonathan Moor - Vice-President
  • Jimmy Fecteau - DG, Agency Comptroller
    • Marc Segun - Revenue Management
    • Chris Lanoue - Finance and Administration Systems
    • France Vanier - Corporate Accounting
    • Josephine Dahan - Strategic Procurement and Contracting Operations
  • Pierre Lessard - DG, Agency Comptroller
    • Michel Lafleur - Personnel Security and Professional Standards
    • Rachida Benouattaf - Infrastructure and Information Security
    • Michael Lukca - Security and Integrity Programs
  • Charles Chenard - DG, Real Property and Accommodations
    • Lia Newton - Office Accommodations
    • Catherine Parker - Policy, Standards and Investments (Catherine Parker to transition to TBIR in June)
    • Yvette Lebrun - Western Portfolio (Transitional support while regional portfolio manager positions are classified and staffed)
    • Dave Berardi - Central Portfolio (Transitional support while regional portfolio manager positions are classified and staffed)
    • Rachel Auclair - Eastern Portfolio (Transitional support while regional portfolio manager positions are classified and staffed)
  • Scott Taymun - DG, Transformation and Renewal and Corporate Planning and Reporting
    • Carolyn Keeler - Nationalization
    • Dave Berardi - Major Infrastructure Projects and Section 6 Centre of Expertise
    • Catherine Parker - LBCP Project
    • Maria Romero - LBCP Project
    • Berdj Gerikyan - Corporate Planning and Risk Management
    • Grant Williams - Results-based Management and Strategy
  • Natasha Alimohamed - DG, Recourse
    • Stephen Fryer - Trade Appeals and Litigation
    • Sherri-Lynn Foran - Enforcement Appeals and Litigation
    • Cathy Maltais - Recourse Program Management
  • Andrew Francis - DG, Resource Management
    • Mike de Sa - Financial Management Advisory Services
    • Bradley Belanger - Strategic Finance and Costing/EPMO
    • Raffi Bedrossian - Budget and Reporting

Branch breakdown

• Agency Comptroller Directorate
  Delivers robust, agile corporate finance solutions and services critical to the CBSA’s success. The Directorate provides strategic, national support for financial management and procurement, and ensures compliance with legislation, regulations and policies, to help make the Agency an accountable, efficient, and sustainable organization.
• Corporate Planning and Reporting Directorate*
  Provides strategic direction, leadership, oversight and support on Agency planning, reporting and governance activities, along with risk management, performance measurement and benefits management.
• National Real Property and Accommodations Directorate
  Plans and delivers the Building and Equipment Program including the provision of infrastructure, accommodation, material management and environment services for the Agency.
• Recourse Program
  Responsible for providing clients with a fair and impartial review of decisions and actions taken in support of border services legislation. It also provides instructions to the Department of Justice in legal cases.
• Resource Management Directorate
  Delivers professional financial, investment and project management services to ensure excellent fiscal stewardship of the CBSA resources.
• Security and Professional Standards Directorate
  Provides security services and solutions that protect personnel, assets, services and information under CBSA stewardship from compromise or harm in order to enable the Agency’s work.
• Transformation and Border Infrastructure Renewal Directorate^{Footnote 1}
  Responsible for leading transformation and renewal initiatives and major projects related to border infrastructure, the modernization of the Agency’s Ports of Entry and design standards, and nationalization of internal services.
• Vice-President’s Office
  Supports the delivery of strategic direction and the management of operational business within the Branch and manages Branch relations with internal and external stakeholders.

Directorate focus
Key commitments by Directorate 2019 to 2020

Agency Comptroller Directorate

• Stewardship role in directing the development and maintenance of the Agency’s financial policy, systems, processes and internal controls
• Provide expert advice and recommendations to senior management on financial management and contracting
• Direct continuous improvement of corporate accounting, accounts receivable ledger, procurement and financial systems
• Manage directorate resources with economy, probity and prudence and provide exemplary leadership in demonstrating the corporate values and ethics of the Government while recognizing the essential program goals

Corporate Planning and Reporting directorate

• Improving the CBSA’s planning cycle and reporting, while fulfilling the requirements to prepare key Parliamentary reports such as the Departmental Plan (DP) and the Departmental Results Report (DRR)
• Leadership and oversight of Agency performance measurement activities, including KPI Renewal to support functional management, and embedding benefits management into the project lifecycle
• Mature the Enterprise Risk Management program and framework to improve CBSA’s risk management practices and processes
• Planning and managing the Agency’s executive governance
• Advance employee engagement, including with internal and external stakeholders, to create a cohesive, team-oriented environment and continuous learning

National Real Property and Accommodations Directorate

• Development and Implementation of investment strategies for custodial and accommodation portfolios
• Delivery of Immigration Holding Centres and installation of temporary infrastructure at Lacolle for irregulation migration
• HR and Financial resource management strategies in support of workplace management excellence
• Nationalization of Real Property Internal Services and Renewal action on space optimization

Recourse Program

• Conduct reviews of appealed CBSA enforcement actions, Trusted Traveller, and trade decisions in accordance with established standards
• Conclude enforcement related litigation before the Courts and Tribunals in the most cost effective and efficient manner
• Provides functional guidance and litigation management expertise to the Agency, as well as provide the secretariat function for the Litigation Management Committee
• Task, coordinate and log CBSA’s service-related complaints, compliments and comments and prepare for the new Oversight Body

Resource Management Directorate

• Improve planning, monitoring and reporting of financial management
• Improve efficiency through the implementation of an Agency Wide Efficiency Program
• Improve project management through strengthened governance over projects and investment planning and further Integrating Performance Reporting within Quarterly Financial Reports (Branch and Agency)
• Complete Plan to Nationalize Finance and leverage financial resources in Regions
• Define Functional Management Model that articulates effective financial management activities at the professional and managerial level
• Develop the Revenue Generation Strategy for the Agency

Security and Professional Standards Directorate

• Deliver the CBSA Security Program which encompasses:
  • Personnel Security Screening
  • Physical Security
  • Business Continuity Management
  • Information Management Security
  • Communication Security
  • Security in Contracts and Other Arrangements
  • Security Event Management
  • Security Awareness and Training
• Lead the CBSA Fraud Prevention and Integrity Programs
• Manage the Centre of Expertise for Investigations, which encompasses:
  • Preliminary assessment and triage of all allegations of employee misconduct
  • Conduct of Professional Standards Investigations
  • Primary liaison with police force of jurisdiction for criminal and law enforcement activities regarding CBSA employees
• Clerk’s report on safe workspaces and harassment

Transformation and Border Infrastructure Renewal Directorate

• Section 6 strategy and manage compliance issues
• Implement organizational processes to ensure section 6 group engaged on all funding and TB submissions
• Develop a strategic, multi-year savings plan for Nationalization
• Convene / facilitate Wave 2 workshops
• Facilitate service models, budget and personnel transfers for Nationalization Wave 2 implementation
• Project management and oversight of the GHIB, ABEP and Land Border Crossing Project

Vice-President’s Office

• Deliver strategy and input to departmental and Branch planning and reporting documents
• Analyse risk and performance, provide strategic advice to the senior management team and develop and track implementation strategies
• Coordinate special projects or assignments related to Branch key priorities and deliverables
• Plan, coordinate and monitor delivery of the FCMB human resources, financial administration, procurement and accommodations

Directorate objectives

Agency Comptroller Directorate

1. Deliver the Annual Accounts on time, with a clean Revenue Audit Opinion
2. Support the plan to migrate ARL to the CARM platform and deliver savings
3. Develop a Financial Security policy for post CARM implementation
4. Lead the One Finance implementation plan
5. Improve procurement processes and develop an EPS plan
6. Develop a SAP S/4Hana / Improvement Plan (including a revised CRA MoU)
7. Review financial plans / controls to more effectively deliver the desired outcomes
8. Contribute to Renewal through regular staff engagement

Corporate Planning and Reporting directorate

1. Coordinate the review of KPIs and get TBS approval for changes
2. Develop the Integrated Business Planning Process
3. Improve the delivery of benefits realization plans
4. Embed the risk management process across all Branches and Projects
5. Improve external reporting process to add greater value to readers
6. Develop the approach to integrated quarterly performance reports
7. Deliver the new governance principles and improve PMEC and CIMC
8. Contribute to Renewal through regular staff engagement

National Real Property and Accommodations Directorate

1. Effectively plan and deliver temporary accommodation for Asylum seekers
2. Deliver the Shuttle, manage the FSTII project and develop the NCR office strategy
3. Improve project and project management for real property renewals
4. Develop material management nationalization and Wave I savings
5. Develop and deliver the environmental and accessibility improvement plans
6. Complete Surrey IHC, design Lacolle POE and start the Laval IHC projects
7. Develop a fleet management strategy and delivery plan improvement
8. Contribute to Renewal through regular staff engagement

Recourse Program

1. Meet the KPI targets for appeals the Enhanced Complaint Mechanism
2. Prepare for the introduction of the external review body (PCRC)
3. Lead the project to migrate case management onto the GC Case system
4. Embed the new Recourse management team and deliver a One Team approach
5. Implement the recommendations from Recourse’s Trade Appeals Review
6. Deliver improvements in the Agency’s litigation management processes
7. Develop recommendations for Enforcement Appeals continuous improvement
8. Contribute to Renewal through regular staff engagement

Resource Management Directorate

1. Develop the 2020-23 multi-year budgets, aligned with the new FMM
2. Lead the Agency’s Efficiency Improvement Program
3. Develop a Cost Recovery/ Revenue Generation Plan
4. Lead the financial assurance of the Agency’s Budget 20 proposals
5. Help deliver the One Finance implementation plan
6. Develop the financial elements of the Integrated Business Planning improvements
7. Build capability and improve assurance on project and program management
8. Contribute to Renewal through regular staff engagement

Security and Professional Standards Directorate

1. Embed One Security Nationalization and deliver savings
2. Review, simplify and align security policies to the new TB Policy
3. More effectively integrate physical, personnel and cyber security processes
4. Develop a more risk-based, consistent and assured approach to investigations
5. Deliver improvements to help mitigate fraud and corruption risks
6. Develop a dashboard for security activities and action lessons learned
7. Lead the FCMB People Strategy to help deliver improvements
8. Contribute to Renewal through regular staff engagement

Transformation and Border Infrastructure Renewal Directorate

1. Develop the LBCP program plan (including procurement plan)
2. Lead Wave II of the Nationalization Program and Wave III savings plan
3. Deliver GHIB statement of requirements and prepare Ambassador Bridge Budget Request
4. Effectively manage Section 6 issues and develop S6 go forward strategy for consultation
5. Lead the 2019 to 2020 Integrated Business Planning Process
6. Coordinate the approval of new 2019 to 2020 KPIs with TBS
7. Contribute to Renewal through regular staff engagement

Vice-President’s Office

1. Secure the necessary ongoing funding through Budget 2020
2. Improve integrated business planning and agree revised KPIs with TBS
3. Improve management through more integrated performance reporting
4. Improve cost control and deliver efficiencies through the Efficiency Program
5. Effectively plan and deliver Wave II and Wave III of the Nationalization Program
6. Improve program and project management and develop capability
7. Help manage the transition to a new Government
8. Contribute to Renewal through regular staff engagement and regional visits

Looking forward
Milestones 2019 to 2020

2019

• Agency Comptroller Directorate
  • May: Delegated TA Process
  • August: Financial Statements to RG
  • November: Wave 2 One Finance Plan
  • Febuary: Financial Security Policy to EC
  • March: ARL migration to CARM
• DCFO
  • April: Multi-Year FIMC Budget Approval
  • June: [redacted]
  • June: EMC First meeting and draft plan
  • November: Wave 2 One Finance Plan
  • December: 2020-2021 Multi-Year Budget
  • January: Revenue Generation Strategy
  • March: 2020-21+ Investment Plan to FIMC
• Corporate Planning and Reporting Directorate
  • July: DRF KPI review to PMEC
  • October: 2018 to 2019 DRR Minister Approval
  • March: 2020 to 2021 DP Minister Approval
• National Real Property and Accommodations Directorate
  • April: Lacolle Camp 1 Opening
  • May: Launch of ATL and PAC Boat
  • June: Halifax Consolidation Project
    Award Laval IHC Contract
  • June: Award Laval IHC Contract
  • July: Opening of Surrey IHC
  • September: MCEF Robert Banks contract
  • October: 2020 to 2024 Sustainable Dvl. Strategy
    Office Accommodation and Accessibility Strategy
  • October: Office Accommodation and Accessibility Strategy
  • November: NCR Office Strategy to EC
  • March: Disposal of Sun Sea Vessel
• Recourse
  • November: Recourse GC Case - Live
  • Febuary: LBMU Annual Report to EC
• Security and Professional Standards Directorate
  • December: Keystone Security Policy
    Fraud Risk 8 Action Plan
  • Febuary: Prof. Standards Review to EC
• Transformation and Border Infrastructure Renewal Directorate
  • April: Wave 1 Implementation
  • July: Updated SoR on GHIB
  • August: LBCP Proc. Plan
  • September: LBCP Business Case
  • November: Wave 2 design approvals
    Transition note on s6 strategy
  • Febuary: [redacted]
    GHIB BSO #s to FIMC
  • March: Wave 2 Go Live
• Vice-President’s Office
  • April: Governance Review Complete
  • May: Branch IBP
  • July: Launch Central Agencies Committee
  • January: Implementation of Digital Policy
    Branch IBP

2020

• Agency Comptroller Directorate
  • July: Procurement Strategy
  • September: SAP 4HANA Roadmap
  • November: Financial Controls PlanM
    Wave 2 Procurement Plan
  • December: SFS Pilot Live
  • March: Implement new FM contract
• DCFO
  • June: Launch Investment Process
  • September: Multi-year financial Guidance
  • October: TBS Policy on IP Compliance
  • January: Budget ‘20 Proposals
• Corporate Planning and Reporting Directorate
  • June: 18/19 MAF Results to EC
  • Febuary: 2019/20 MAF Initial Results to EC
• National Real Property and Accommodations Directorate
  • June: Launch Shuttle Service
  • July: AOC Approval of Fleet Plan
  • November: Wave 2 MM Nationalization Plan
  • Febuary: Nationalization Year 1 Review
• Recourse
  • May: GC Case Project Plan
  • October: PCRC Implementation plan
  • January: Trade Litigation plan
  • March: Implement Enforcement Appeals Plan.
• Security and Professional Standards Directorate
  • June: DSP Dashboard
  • August: BCP Aligned with FMM
  • October: OITP Interviews Review
  • November: EC Table Top Exercise w/NBOC
  • Febuary: Year 1 Nationalization Review
• Transformation and Border Infrastructure Renewal Directorate
  • April: S6 policy approval and direction
• Vice-President’s Office
  • June: RDG Admin Workflow

Events

• FMM Sessions: May
• Town hall
  • Recourse: June
  • CPRD: August
  • FCMB: September
  • SPSD and ACD: October
  • CPRD and TBIR: December
• International Colloquium on Financial Management: September
• GC Security Summit: May
• Nationalization Workshops: May, June, July, August, September and December
• Deliver six sigma courses: May, September, November and Febuary
• BPC and BOBJ System Training: June
• FMI Conference: November
• ACFO Spring Tune up: June
• APEX: May
• Next Gen DCFO: May
• Real Proper Strategic Planning Session: June and October
• National Water and Wastewater Conference: November
• Understanding Environmental Regulations Conference: November
• International Air-Conditioning, Heating, Refrigerating Exposition: January

Key performance indicators

• Agency Comptroller Directorate: % of call-ups against a SO for goods within 4 days
• Corporate Planning and Reporting Directorate: % of time governance committee service standards are met
• National Real Property and Accommodations Directorate
  • % of crown-owned buildings in Critical condition
  • % of custodial buildings in Poor or Critical condition
  • % of assets with building conditions rated fair to excellent
• Recourse
  • % Enforcement and Trade Appeals service standard – 70%
  • % 40 day response to complaints – 90%
• RMD
  • [redacted]
  • Budget # of days to allocate initial budget
• Security and Professional Standards Directorate
  • Reliability service standard 80%
  • Secret service standard 70%
  • Investigation Narrow 60days 80%
  • Investigation Medium 90days 80%
  • Investigation Broad 120days 80%
  • % of DSP Activities Completed
  • % of BCP Tested last 2 years
• Transformation and Border Infrastructure Renewal Directorate: All Major Projects to Hit 2019 to 2020 Targets
• Vice-President’s Office: Staff Turnover

Travel plan

Please consult Annex A for a financial breakdown and additional information for Travel.

Jonathan Moor

• ATL May 7-9
• SOR May 22-23
• GTA May 23-24
• NOR May 29
• QUE May 31
• PAC June 12-14
• PAC July 29-31
• PRA October 2-4

Pierre Lessard

• PAC June 10-14
• PRA June 10-14
• SOR June 27
• QUE October 19
• NOR November 19
• ATL February 20
• GTA March 20

Natasha Alimohamed

• GTA May 2019
• SOR May 2019
• SOR September 2019
• NOR September 2019 (x3)
• QUE October 2019
• GTA November 2019
• PRA November 2019
• PAC March 2020

Charles Chenard

• QUE June 2019
• GTA and NOR June 2019
• QUE August 2019
• SOR September 2019
• ATL October 2019
• PRA November 2019
• PAC November 2019

Scott Taymun

• Vermont June 17-19
• SOR July or October 2019
• Montreal September 2019
• Toronto September 2019
• Washington October 2019

Jimmy Fecteau

• Montebello May 14-15
• QUE TBD
• USA TBD

Budget
December 2018 budget allocation

[redacted]

Note: Direct cost amounts exclude Corporate costs

Administrative spending

A-Base Vote 1 Non-Salary breakdown. Standard planned spending vs. non-standard business improvements.

• Vice-President’s Office
  • Travel: $85,000
  • Training: $17,000
  • Branch Training: $200,000
  • Awards: $6,500
  • Hospitality: $10,000
  • Supplies: $4,760
  • Shred It: $1,500
  • Translation: $5,000
  • Hardware Software: $7,440
• Agency Comptroller Directorate
  • Travel: $142,051
  • Training: $161,500
  • Licenses: $94,000
  • Supplies: $119,440
  • Translation: $65,500
  • Membership Dues: $25,000
• Resource Management Directorate
  • Translation: $60,000
  • Travel: $43,308
  • Training: $121,550
  • Awards: $2,000
  • Membership Dues: $59,940
  • Supplies: $48,406
  • Admin Support: $25,000
  • Hardware: $8,000
  • Other: $36,870
• Corporate Planning and Reporting Directorate
  • Translation: $74,000
  • Supplies: $75,142
  • Training: $35,500
  • Hardware: $28,500
  • Travel: $5,000
• National Real Property and Accommodations Directorate
  • Office Supplies: $44,000
  • Postage and Freight: $356,500
  • Translation: $81,000
  • Training: $141,075
  • IT Equipment / Software: $65,000
  • Winter Tires: $65,000
• Recourse
  • Travel: $63,500
  • Hardware/Software: $17,100
  • Training: $75,700
  • Translation: $200,000
  • Prof. Memb. Fees: $3,250
  • Legal: $12,704
  • Postage: $1,500
  • Rentals: $7,000
  • Supplies: $15,000
• Security and Professional Standards Directorate
  • Training: $131,000
  • Translation: $47,337
  • Travel: $86,500
  • Office supplies: $62,723
  • IT Supplies: $95,000
  • Supported work: $18,000
  • Professional fees: $15,000
• Transformation and Border Infrastructure Renewal Directorate
  • Training: $39,000
  • Translation: $73,000
  • Supplies: $13,000
  • Other: $1,000
  • Travel and Hospitality: $245,600

Supporting our business

• Vice-President’s Office
  • Professional Services: $105,000
  • Town Hall: $10,000
• Agency Comptroller Directorate
  • Update CBSA Financial Policy: $295,000
  • WebEx financial delegation training: $55,000
  • MOU for ARL w/ISTB: $499,100
  • Develop Nationalization Model: $140,000
  • Execution of Internal Controls projects: $280,000
  • Armoured Car Service: $18,000
  • Fit-up Cost for Cash room: $20,000
  • PSPC MOUs: $1,448,000
  • TBS Collective Staffing Process: $70,000
  • CRA CESD CAS Development: $886,810
  • Development and Maintenance (SAP/FI/FM/CO): $80,000
  • Business Case for Real Property, Asset Lifecycle: $400,000
  • SAP Client Support Services: $18,700
  • Procurement Modernization: $260,000
• Resource Management Directorate: Professional Services: $1,062,107
• National Real Property and Accommodations Directorate
  • Lacolle Settlement: $10,000
  • Professional Services: $1,047,543
  • Functional Program Update: $125,000
  • Design Concept Security Cluster: $50,000
  • Movers: $100,000
  • Rigaud Learning Centre: $80,000
  • BCR’s: $50,000
• Security and Professional Standards Directorate
  • Physical Protection Services: $1,864,558
  • Screening: $385,549
  • Information Security: $619,500
  • Investigations: $172,500
  • Emergency Management: $17,376
  • Fraud Prevention: $19,000
  • Nationalization: $35,000
  • Controlled Assets: $149,139
• Transformation and Border Infrastructure Renewal Directorate: Procurement: $414,900

Efficiency

The efficiency reserve is approximately 1.5% savings ($1,012,112) of the A Base budget. The savings were mainly identified from the salary budgets of each directorate. The efficiency reserve was split as follows $ 959,918 Salary and $ 52,194 Non-salary prior to any conversion. Following the conversion the efficiency reserve stands at $114,918 Salary and $1,112,344 Non-salary to equal a total of $1,240,262.

Security and Professional Standards Directorate
Funding of CTSN transition to a CSE-supported model

Issue

The CBSA has an opportunity to transition from a self-supported Agency to a CSE-supported Agency for the Canadian Top Secret Network (CTSN).

Benefits

• CSE would assume responsibility for life-cycle management of the system
• Assured compliance with all mandatory security requirements
• Reduced reporting burden to CSE
• Access to new services and web features as they become available on CTSN
• Avoid $.3M annual cost to comply

Plan

The six month transition would commence in Q3, during which CSA would take over support of CTSN at the CBSA and migrate users to the new equipment, with minimal impact on operations.

Cost

• One time (FY 2019/20) = CSE Transition Cost of $610K + Annual Core Cost of $260K
• Ongoing (starting FY 2020/21) = Existing ISTB expenses of ~$240K + Existing FCMB expenses for Annual Core cost of $260K

Recourse Directorate
GC CASE

Issue

The current case management system is dependent on Adobe Flash Player which will no longer be supported by 2020.

Additionally, the system (RCMS) does not meet the program requirements or business needs.

Benefits

• GC Case will consolidate in one single authoritative system of record and reference, and will integrate all of Recourse business lines and activities into a single application
• The need for operating multiple standalone systems will be eliminated as well as the risk of downtime due to end of life of Adobe Flash Player

Plan

• Project Initiation: February 2019
• Project Implementation: June 2019
• Go Live: August / September 2019

Cost

• One time licensing fee = $181/user
• Ongoing annual maintenance fee = $525/user
• Total licensing and maintenance costs, O & M, for FY 2019/20 for GC Case = $388, 300

Procurement

Please consult Annex B for further details on FCMB’s procurement plan

Procurement A-Base
(no-existing contract)

• Vice-President’s Office: $115K
• Agency Comptroller Directorate: $115K
• Resource Management Directorate: $25K
• National Real Property and Accommodations Directorate: $496,514
• Security and Professional Standards Directorate: $131K
• Transformation and Border Infrastructure Renewal Directorate: $50K

Procurement A-Base
(existing contracts)

• Agency Comptroller Directorate: $4,363K
• Resource Management Directorate: $62K
• National Real Property and Accommodations Directorate: $210K
• Security and Professional Standards Directorate: $3,105K
• Transformation and Border Infrastructure Renewal Directorate: $356K

Controlled Funds
(no-existing contract)

• [redacted]
• National Real Property and Accommodations Directorate: Vote 1 - 68.46%

Controlled Funds
(existing contracts)

• [redacted]
• National Real Property and Accommodations Directorate: Vote 1 - 41.04%

Branch risks

The list below identifies the risks faced by the Branch as well as the mitigation strategies set in place to minimize the impact on day to day business. The FCMB meets quarterly to discuss current and emerging risks and conducts a rating exercise in order to reassess the likelihood and impact of the risks.

High Risk

Performance Information

What we’re Doing

• Improving volume outputs, financial data and collection of performance data
• Implementing an effective planning process

Procurement

What we’re Doing

• Updating the Procurement process
• Lessening review process
• Increase staffing of the PG specialization
• Effective Procurement planning

Compensation

What we’re Doing

• Pay and compensation taskforce established
• Continued monitoring and reporting of results

Credibility

What we’re Doing: Increase collaboration with stakeholders and Central Agencies

Internal Controls

What we’re Doing

• Increased support from senior management on funding management
• Closer monitoring from Audit Committee
• Maintain ongoing three year plan

Medium risk

Funding Sustainability and Modernization

What we’re Doing: Reserve funds through budget allocation, conduct efficiency reviews

Business Planning

What we’re Doing: Establish a more robust business planning exercise

GC Case

What we’re Doing: Establish project plan with ISTB

Health and Safety

What we’re Doing

• Develop asbestos remediation strategy
• Set aside funding for emergency repairs and ensure rapid response capabilities

Insufficient Funds to maintain Infrastructure

What we’re Doing

• Implement Real Property strategy
• Direct Phase 1 of Rebuild

Accommodations

What we’re Doing

• Launch Vanier shuttle
• Implement Vanier improvement plan
• Update NCR accommodations strategy

Environmental Compliance

What we’re Doing: Strengthen and maintain compliance monitoring and adaptive management programs to ensure that the CBSA adheres to regulations, laws, and expectations put in place by the federal government, the general public and employees.

Recruitment Capacity

What we’re Doing

• Establish Talent Management Plans and HR Plan
• Prioritize processes and engage in innovative recruitment

Retention

What we’re Doing

• Use of Branch People Strategy
• Invest in training

Low risk

Business Continuity

What we’re Doing: Business Impact Analysis and Business Continuity Plan approved and updated biannually and exercised every 6 months.

PSS Backlog

What we’re Doing

• Strengthen collaboration with HR staffing, simplify process
• Implementation of electronic system to reduce screening backlog

Nationalization

What we’re Doing: Staff Engagement, increase communication and transparency

Classification Renewal

What we’re Doing: Professionalize communities

Internal Fraud

What we’re Doing: Fraud Prevention Program

People strategy improvement initiatives

The Branch’s People Strategy outlines the following core objectives; energize staff, reinforce a positive and healthy workplace; set teams up for success; support professional development and enable career growth and capabilities and celebrate achievements. Since its conception and through continued employee consultation the Branch has successfully implemented improvement initiatives as well as established multi-year plans, targeting employee morale and retention.

• Training
  Training organized for the Branch targeting specific skills and allocation of $1000 annually per employee to participate in training
• Professional Community Development
  Lié à la nationalisation de la création de communautés professionnelles et au développement de la formation axée sur les compétences
• Pay and Compensation SWAT Team
  3 FTEs dedicated to support Pay and Compensation and provide support to Branch employees with pay issues
• Town Hall
  Increase communications, transparency and community
• Mental Health Awareness and Support
  Events organized for World Mental Health Day, along with available training seminars throughout the year
• Vanier Improvement Plan
  Multi-Year Plan established after employee consultation, Shuttle service, Picnic tables and Bike Racks ready for Spring 2019
• Awards and Recognition
  Branch Awards included in Town Hall, use of Instant Awards has increased
• Official Language Training
  Funding set aside for OL training aligned to talent Management

Training budget

The Aim of the Personal Learning Plan (PLP) is to help you be the best you can be and continue to grow and develop.

• Level 4: Career Management (Branch budget: $100,000)
  Assist employee career growth and support succession
  Ex: Official language training, EX feeder group training
• Level 3: Professional Development (Branch budget: $50,000)
  Enhance and maintain employee professional skills for now and in the future
  Ex: People Strategy Training
• Level 2: Personal Development (Directorate Budget: 1,000 per FTE)
  Assist employees to be more effective in carrying out their current role
  Ex: Individual Training
• Level 1: Organisational Development (Branch cost: Time per FTE)
  Support employees in being a more effective team member
  Ex: Mandatory Training

Nous avons tous besoin de PAP afin d'être justes envers tous en priorisant et en concentrant efficacement nos rares ressources de perfectionnement et en nous assurant de favoriser l'apprentissage continu pour développer et améliorer nos capacités individuelles.

Demographics profile

Employee types

• Indeterminate: 611 (88%)
• Term: 21 (3%)
• Casual: 45 (6%)
• Student: 18 (3%)

* 65 Inactive employees (LWP, Secondment out, Assignment out)

New Employees 2018 to 2019

• Indeterminate: 155
• Term: 13
• Casual: 52
• Student: 25

Classification Breakdown

• EX: 26
• FI: 145
• EC: 35
• FB: 136
• AS/PM: 224
• CR: 50
• PG: 37
• Other: 42

The following data is pulled from CAS, due to delays with inputting up to date information in the pay system the following data will show discrepancies. The following information reflects 660 employees that are currently in CAS as of April 1, 2019.

• Average Age of Employees: 47
  • Female: 59%
  • Male: 41%
• First Official Language
  • French: 38%
  • English: 62%
• Bilingual Bonus
  • Yes: 53%
  • No: 37%
  • N/A: 10%
• Average Years of Service: 12.2
• Employees are eligible to retire in 2019 to 2020: 29

Our staff across canada

Numbers below include employees added to the Branch through Wave 1 of Nationalization. With Wave 2 set to occur later in the year, FCMB anticipates an increase in number of employees who will report to Headquarters.

Staffing plan

To follow

Annex A – Travel plan

To Follow

Annex B – Procurement plan

To Follow

Date modified:

2019-12-06