Executive Vice-President's Transition Binder 2019
Northern Ontario Region

Resource profile

The NOR has an FB FTE vacancy of 50 officers plus 30 permanently or long term temporary accommodated officers who perform approximately 20% of BSO duties. The effect is an overall deficit equivalent to 74 BSOs.

Mandate/Vision/Context

Mandate

To deliver the full range of CBSA services (less postal and trade) across Eastern and Northern Ontario, and the Eastern Arctic (Nunavut Territory).

Context

The NOR consists of three geographic domains linked by a common focus on CBSA service delivery in remote to medium size urban centres.

Key operational drivers in the NOR include

• The proximity to the national capital region drives a no-fail environment (MCIA, Cornwall)
• Responding to unique characteristics in the North and the Arctic (remoteness, community integration, Indigenous relations, etc)
• Reopening of the Immigration Refugee Board (IRB) office in Ottawa
• Pressure from international bridge and rail companies to increase service levels and not disrupt traffic
• A high number of duty to accommodate staff in Sault Ste. Marie and Fort Frances

The regional areas of focus for FY19/20 are

• Continue to grow leadership and use of data analytics at all levels to drive operational results and ensure the wellbeing of staff and the public
• Strengthening enforcement and intelligence across the region
• Meeting the assigned business and corporate branch assigned performance targets
• Influencing and delivering on national CBSA Renewal initiatives
• Leading the way in developing the CBSA future in the Arctic

Risks, mitigation strategies and key milestones

NOR may be unable to meet increased removal targets High risk

Description: Reopening of the Ottawa IRB Office has increased NOR caseload by over 120%. Most of the NOR's capacity was moved to Quebec Region when IRB office was closed in 2013.

Related improvement activity

• Increasing NOR hearings and removal capacity through minor increase in FTEs and the use of DTA officers and casual staff
• Streamline the triage process with Quebec Region

Milestones & expected completion date

• Staff augmentation throughout the year
• Revised processing arrangement with Quebec Region by end of Q2

POE unable to meet DTI expectations and commitments High risk

Description: Staff availability has slipped below 70% resulting in reduced service and increased friction with the community members.

Related improvement activity: [redacted] POE Get Well investment Proposal including FTEs, technology and relationship building to bridge to long term solution.

Milestones & expected completion date

• Business case approval – Q1
• Staffing augmentation – TBD
• Client question review – Q2
• Domestic Lane Pilot – TBC based upon staffing

[redacted] POE effectiveness and efficiency drops below CBSA performance standards Medium risk

Description: The ongoing lack of leadership stability at the Director, POE Chief and Superintendent levels will reduce effective oversight and leadership resulting in reduce performances and increases in LR cases.

Related improvement activity

• Appoint Director Ottawa District and St. Lawrence District
• Appoint POE Chiefs [redacted] and Superintendents
• Strengthen and fast-track talent management and leader development and capacity building

Milestones & expected completion date

• Director appts in Q2 and Q4
• Chief appts in Q2
• Superintendent appts underway.
• Talent Management Plan – completed

Operations become unsustainable at [redacted] Low risk

Description: Staff availability at [redacted] have slipped to below 50% eroding border integrity, levels of service and staff wellbeing.

Related Improvement Activity

• Implement VSSA realignment.
• Implement DTA strategies at [redacted]
• Increase officer staffing levels in [redacted] through special OITP allocations.

Milestones & expected completion date

• VSSA Realignment on hold.
• DTA Strategy to be implemented in Q3 and Q4 pending caretaker convention.

Additional improvement activities
Milestones and expected completion date

Implement Thunder Bay Core Service Request (CSR)

• Pending final approval by EVP/President expected June 2019
• Implementation complete 6 months from data of approval
• KPI is OT reduction and reduced sick days at Thunder Bay/Pigeon River

Improve trusted traveller service in Sault Ste. Marie and Lansdowne POEs

• Initial agreement with FBCL section 6 operator by June 30, 2019
• Implementation by end Q3 (Dec 2019)

Strengthen enforcement and intelligence across NOR

• Development and implementation of comprehensive Regional Enforcement Plan led by Director EIOD by end Q1
• Data integrity officers at major POEs
• Refocus NOR Intel towards enforcement priorities and support to POEs

Improve service consistency in the Arctic

• Implement risk based remote cruise ship pilot in Eastern Arctic to reduce cost and staff burden of low risk activities
• Lead the creation of an Arctic Community of Practice to provide domain awareness, coordinate activities and provide expert knowledge to the CBSA. Initial Operating Capability: Q2, Full Operating Capability by end FY 19/20

Implement akwesasne design thinking initiative

• Implementation of the CBSA Indigenous Affairs Strategy
• RDG NOR will lead the coordination of the regions through the EX level Indigenous Affairs Coordination Working Group

Staffing Plan
Priority areas as of 31 May, 2019

O&M plan

Efficiency Planning 1%-2% savings

• Overtime Tax represents a 0.5 % contribution towards efficiency
• The NOR is positioned to implement efficiency initiatives contained in Renewal projects
• Ongoing implementation of management principles

Bids Against FIMC Reserve

The NOR has no planned bids against the FIMC reserve for FY 2019-20.

Date modified:

2019-12-04