Executive Vice-President's Transition Binder 2019
Pacific

Background

The Pacific Region is situated in the most geographically diverse part of Canada. Comprised of five districts and three divisions, the Pacific Region encompasses 43 land, air, and marine ports of entry (POE) throughout British Columbia (BC) and the Yukon Territory (YT). It is bordered by the Pacific Ocean, four American States, and the province of Alberta. It contains some of Canada’s busiest air, land, and sea ports, and is the only region with a northern and southern border. During the fiscal year 2018 to 2019, more than 1,800 Canada Border Services Agency (CBSA), Pacific Region employees processed 24,164,187 travellers, 8,442,366 vehicles and 1,962,206 commercial releases.

Poised at the northern end of the Interstate 5 corridor, at the edge of the Pacific Gateway on the Pacific Rim, the Pacific Region sees a diverse array of passenger and commercial traffic through all travel modes. It encompasses the Lower Mainland of BC, one of Canada’s most rapidly changing eco-regions, largely due to its growing population and evolving economy, and is the most densely populated region in Canada, with approximately 473 people per square kilometre.

Operating environment

Internal pressures

Staff availability to meet service level demands during peak periods

• Reductions in the number of available front line officers due to accommodations: duty to accommodate (DTA)
• Employee DTA requests reaching a limit in terms of work activities that can be assigned to front line officers requiring an accommodation
• Collective agreement provisions such as utilization of care of family, which further reduce staff availability during periods of demand
• Exhausted overtime lists, which limit the ability to staff accordingly for surges in traffic volumes, whether anticipated or not

Infrastructure

• Region faces significant infrastructure challenges that impede service delivery (such as Fraser, Roosville, Douglas)
• Major Government of Canada (GOC) infrastructure investments will require that FB resources are diverted from existing POEs to the Tsawwassen Container Exam Facility (TCEF), and the immigration holding centre (IHC)

Program expansion

• The Biometrics Expansion, Phase 2 is being implemented and is required for all temporary resident visa applicants, all work, study, and temporary resident permit applicants (excluding US nationals), and all permanent resident applicants
• Additional processing time associated with enrollment is approximately 25 minutes per client and two minutes per client for verification
• International to Domestic (ITD), and International to International (ITI) programs are being expanded at Vancouver International Airport (VIA) to include new high risk countries (such as China and Mexico) which will require additional resources to mitigate the risks

Asylum seeker influx in Pacific Region and support to Quebec Region

• Ongoing support to the Quebec Surge Capacity by way of staff, border services officer (BSO), and superintendent assignments to the Quebec Region
• During the fiscal year 2018 to 2019, the Pacific Region availed 35 BSOs to the Port of Lacolle, 17 operational staff to the Montreal Processing Centre, and three superintendents to Quebec Region for four to six month assignments
• Completion of the Pacific Processing Centre (PPC) as a contingency plan should asylum seeker volumes rise beyond the capacity of ports of entry
• PPC is now fully operational and is processing all regional low-risk claims

External pressures

Population growth and increased tourism in the region

• 10% increase in travellers across the Pacific Region over the previous fiscal year
• 7% increase in travellers at Vancouver International Airport (VIA) over the previous fiscal year
• 12% increase in Cruise Ships (Vancouver, Victoria and Prince Rupert), and a 20% increase in Cruise Ship passengers in 2019, bringing more than 1.5 million cruise Ship passengers to the Pacific Region in summer 2019
• Abbotsford International Airport (YXX), is increasing the number of scheduled flights on a year-round basis, including from high-risk countries (Mexico), which will necessitate a redeployment of staff from the Pacific Highway District
• Vancouver Harbour Flight Centre (VHFC) pilot project brings daily float plane arrivals to the Metro Vancouver District (MVD)
• Canada’s New Tourism Vision aims to increase international overnight visitors to Canada by 30% by 2021

Continued high volumes of ‘flagpole’ clients in the traveller stream

• Work permit processing continues to increase at Pacific Highway District POEs, particularly at Douglas and Boundary Bay, where there were 28% and 39% increases, respectively over the last calendar year
• 27,321 travellers “flagpoled” at Pacific Highway District POEs in 2018, with 13,164 “flagpoling” due to work permits

Border wait times

• The Pacific Region anticipates that border wait times will exceed 60 minutes at numerous POE throughout summer 2019; including (but not limited to) Pacific Highway, Douglas, Kingsgate, and Roosville
• Kingsgate and Roosville POE are considered lower volume POEs, but these sites serve a vocal political base on both sides of the border that leverage negative media and letter campaigns
• These areas have a heightened sensitivity toward Indigenous matters and items raised by the Ministerial Special Representative (MSR)
• From June to August of 2018, Douglas POE experienced a BWT exceeding 60 minutes for 183 cumulative hours, and Pacific Highway POE experienced a BWT exceeding 60 minutes for 104 cumulative hours

High risk environment

The Pacific Region is a high risk environment for contraband, immigration fraud, and illegal activities (drug corridor, gang-related activities, money laundering, irregular arrivals, etc.)

Shift from trade facilitation to trade enforcement

There has been a national shift in the culture from Trade facilitation to Trade enforcement. To this end, pilot projects strengthening the linkages between Trade and Commercial are planned in fiscal Year 2019 to 2020. This increased link to Commercial will require an additional need for Senior Officer Trade Compliance (SOTCs) working at or near the border. As this is an elevated priority, without increased funding, there will be a decrease of SOTC activities in other areas of the program.

In March 2019, surtax related cases are being assigned to Pacific Trade Operations Division (TOD). It is anticipated that this activity will require part-time attention of the Pacific TOD Management Team and three to five officer full time employees depending on the rate of new cases. As this is an elevated priority, there will be a decrease in SOTC activities in other areas of the program without increased funding.

Trade workloads are impacted by external administrations and therefore difficult to predict. For example, under the Canadian-European Union Comprehensive Economic and Trade Agreement (CETA), significant CBSA workload is determined by European foreign customs administration requests for the CBSA to verify Canadian exporters on behalf of the Europlettreean member nation. These result in no revenue for Canada. There will be further workload impacts related to future changes to the North American Free Trade Agreement (United States-Mexico-Canada Agreement (USMCA).

Mandate letter and business plan

In April 2019, all Regional Director Generals (RDGs) received mandate letters providing broad guidance from the President on CBSA priorities and relationships, as the Agency delivers services within the current climate of renewal and business transformation. The mandate letter provides an essential foundation for the Pacific Region Integrated Business Plan (IBP). In addition, the Pacific Region IBP is guided by the business line branch IBPs (Traveller Branch, Commercial and Trade Branch, and Intelligence and Enforcement Branch), which establish Agency business/operational priorities, required results and initial resource levels.

Mandate Letter for Pacific Region: Regional Director General

Dear Ms. MacVicar:

We are honoured that you have agreed to serve Canadians as the Regional Director General (RDG) of the Pacific Region (PAC) of the Canada Border Services Agency (CBSA). As a senior CBSA executive in the Public Service of Canada, we expect you to deliver, with fiscal probity, quality functions that are aligned to our mandate so that every day we continue to make a difference in the lives of Canadians and visitors to our country. In addition, we expect you to provide advice, in a manner that is transparent and professional, to the Government of Canada to support its objectives.

Border of the Future

The CBSA has embarked on a journey to transform and modernize the way we work. In collaboration with the Chief Transformation Officer, we are enhancing the functional management model and evolving the Agency's risk-based compliance business model, where functions and resources will be designated and arranged based on the core business of the organization. As the RDG, PAC, you are accountable for the management of your respective business and service delivery functions associated with the Travellers, Commercial and Trade, and Intelligence and Enforcement business lines. This will ensure that we:

• achieve better operational and service results;
• receive value for money;
• leverage technology and data; and
• sustain focus on the Border of the Future and Agency renewal initiatives (Gate-I and Gate-II).

You are also accountable for evolving the Agency vision linked to the broader CBSA Sustainability and Modernization Agenda for all of your service delivery functions. You are expected to help drive the Agency's culture shift and change management activities; manage people as our most important enabler; respect budget allocations; and achieve desired outcomes with performance indicators, as well as manage the internal service delivery towards improved efficiency and performance. People and resource management, as well as performance and risk planning and monitoring, are necessary to fully enable program and internal service delivery; therefore, we must ensure that agile and relevant processes and tools are in place to support our collective effort. You will be responsible for advancing the implementation of the required functional guidance, including tools and national standardized models, approaches, and the management of non-performance activity. In addition, we look to you to support the relevant CBSA renewal initiatives by ensuring that the service delivery activities are well managed and delivered.

Leadership

We expect you to take functional direction from the three main business line functional authorities and the internal services functional authorities while sharing information with all respective functional authorities on operational activities and related status. As the Agency's main service delivery authority, you will work horizontally on core business line management and delivery. You are expected to obtain and execute management decisions on internal services after having obtained direction and guidance from the respective functional authorities (i.e. human resources, finance, etc.). The Executive Vice President will provide guidance and direction for your performance management agreement and talent management requirements. The CBSA's new governance structure has been established to enable the functional management of our business and monitor key results and outcomes. The Agency Operations Committee will govern and support this new model.

Key Priorities and Results

We expect you to adjust your regional organization to establish clear roles, responsibilities, and accountabilities for your directors, managers, and employees, in order to:

• deliver against expected results under the Departmental Results Framework by aligning resources and translating expectations, objectives, and strategic intent into clear and achievable operational plans;
• work closely with functional Vice-Presidents and respective Directors General (DGs) across all branches, but more specifically Intelligence and Enforcement, Travellers, and Commercial and Trade, to correctly identify and mitigate risks, promote opportunities and innovation, and seek concurrence for tailoring your activities as might be required;
• support the nationalization of internal services, by developing, sustaining, and maintaining exemplary relationships with the Vice-Presidents holding functional authority for internal services and your headquarter DG colleagues in the enabling function branches without replicating existing functions established for that purpose;
• play a leadership role in leveraging every opportunity through our governance bodies, but at the Agency Operational Committee most particularly, by being prepared to discuss specific key performance indicators, risks, opportunities, and concrete operational solutions that support the overall mandate of the Agency;
• be the face and the voice of the Agency in your region, by aligning your partnerships with stakeholders based on the strategic direction of the Agency;
• clearly demonstrate ownership and accountability for the delivery of services and for the implementation of projects that directly impact the service capability of your region; and
• create a unified Agency culture where trust, respect for diversity, authentic communication, and meaningful collaboration are evident at all times, through your own example, and through the behaviour that you encourage and reward.

We expect you to carry out your service delivery functions as the RDG, PAC, to the highest standards in accordance with the values and ethics of the Public Service of Canada with probity, and through close collaboration and constructive and open dialogue with your regional and headquarter colleagues. In addition, we expect you to identify ways to find innovative solutions to bring the Agency towards the Border of the Future and achieve the outcomes identified with our renewal vision.

We expect regular reports on your progress toward fulfilling identified commitments and we look forward to helping you develop effective measures that assess the impact of your service delivery functions and business management. The identified commitments recorded in your Performance Management Agreement should be reviewed and updated on an annual basis against this mandate letter.

We know we can count on you to fulfill all of the important responsibilities entrusted to you. In turn, please know that you can count on us to support you every day in your role as RDG.

Yours sincerely,

Roslyn MacVicar
Regional Director General, Pacific Region

Regional Director General intent

The CBSA has embarked on a journey to transform and modernize the way it does business. Fiscal Year 2019 to 2020 will be a year of great change at all levels in the Region as many of the renewal initiatives start to take hold, including nationalization of internal services, functional management, DTA strategy, and variable shift scheduling arrangement (VSSA) realignment. To be successful in fiscal Year 2019 to 2020, the Region will need to leverage and grow its strong functional expertise and mechanics of management skills, while continuing to grow regional leadership capability and capacity at all levels.

The Region will strive for leadership excellence at all levels to drive operational results, while also ensuring the workforce is well trained, respected, engaged, and supported. The Agency will continue to emphasize mental health, well-being, and respectful workplaces, as these are foundational elements a workforce needs to deliver operational results and meet renewal expectations. The Region will continue to develop leaders and staff at all levels by providing an healthy learning environment accentuated by formal learning activities provided by the national leadership development strategy.

In fiscal Year 2019 to 2020, the Region will leverage the implementation of functional management to grow its ability to collect and analyse data and use intelligence to inform timely frontline and regional decision making, strengthen enforcement results, and identify opportunities for local efficiencies. In addition, the Region will work closely with the Commercial and Trade Branch to re-invigorate trade capability and will integrate CBSA Assessment and Revenue Management (CARM) into this unique operating environment. Regional working groups such as the Commercial Transformation Think Tank bring the right minds together to work at achieving these ends.

While working with an eye on the future, the Region will continue to ensure delivery of today’s operational success in key areas such as: supporting national operational priorities by ensuring optimal service during the busy summer peak period, meeting expectations for removals and irregular immigration, strengthening enforcement across the Region, and successfully operating the nation’s second largest airport, largest marine port, and some of Canada’s busiest border crossings.

Key responsibilities

Our key responsibilities are:

• leading the way
• improvement activities
• key results

Pacific Region will be assigned results targets by each of the business branches in the coming months. The IBP will be updated to reflect these performance targets once they are approved by the Agency Operations committee.

Performance target 1: Strengthen border compliance

Traveller

• Work closely with the Vancouver Airport Authority (YVRAA) to improve and leverage primary inspection kiosk (PIK) technology
• Continue to refine alternatives to detention (ATD) implementation in line with changing national direction
• Establishment of a regional task force dedicated to ensuring a state of operational readiness in advance of an influx in asylum seekers
• Improve compliance at remote reporting sites (marinas/remote ports)
• Improve traveller compliance at remote locations through the use of hand held deployable technologies

Commercial

• Strengthen data integrity at POEs
• Improve commercial initiatives to address emerging pressures and issues
• Strengthen export control results
• Implement ASF counter measures as a top priority

Intelligence and enforcement

• Meet national expectations for hearings and removals
• Improve information gathering and data integrity at POEs
• Re-examine partner enforcement initiatives in light of changing RCMP priorities to ensure that CBSA mandate is well supported
• Strengthen meaningful enforcement in marine operations

Performance target 2: Modernize border crossing

Traveller

• Regional implementation of the Voluntary Compliance Summer Strategy, to assist BSOs with processing study and work permits
• Improve traveller experience and facilitation through use of Pacific Highway's Mobile Operations Center to assist with frontline processing and emergency management response to expedite business resumption
• Improve communication and increase enforcement results regarding commercial marine targeting, encouraging bi-weekly calls with the National Targeting Centre
• Increase effectiveness and efficiency of cruise ship clearance

Commercial

• Continue to support the implementation of e-Manifest and CARM
• TCEF's advanced technology will drastically increase the Agency's container examination capacity, address existing security gaps, and enhance the facilitation of legitimate trade through Canada's Pacific gateway
• Improve the commercial stream by implementing three full-time employees in support of the electronic housebills (e-HBL) implementation
• The Vancouver International Airport District Commercial Operation has outgrown their current workspace and will continue to engage with the YVRAA on a new facility to enhance security and facilitate courier, cargo, and commercial processing

Intelligence and Enforcement (N/A)

Performance target 3: Working smarter for better results

Traveller

• Improve public communications via increased usage of social media including Twitter and Facebook
  
• Implement a Designated Safe Sampling Areas (DSSA) in most of our ports of entry
• Remain committed to the Federal Student Work Employment Program (FSWEP)
• Continue Leadership development at all levels
• Utilize the Canada-United States Preclearance Colocation Working Group (PCWG) to implement the colocation of CBSA and the Vancouver Airport Authority POEs in the land mode

Commercial

• Implement opportunities for accommodated officers to work from various locations across the Pacific Region in support of the Commercial and Trade Branch
• Continue Leadership development at all levels

Intelligence and Enforcement

• Implement opportunities for Districts and Enforcement and Intelligence Division (EID), along with the National Targeting Centre to discuss the lack of results in marine commercial and determine a way forward to improving results
• EID Director will pursue operational changes to the 3 immigration holding centres to complement the program aspects of the National Immigration Detentions Framework (NIDF)
• Two managers and six officers have been hired to work in the Detentions Operations, moving to the immigration holding centre upon completion
• EID continues to engage consulates on a regular basis at both a local and national levels to further the Region's enforcement goals

Risks, improvement activities and key milestones: Traveller

Risk 1: Immigration expertise

Inconsistent processing as a result of lack of CBSA consultation

Related improvement activity:

Delivering a series of presentations to staff at the Vancouver International Airport to improve immigration knowledge and decisions

Key milestones and expected completion date: N/A

Risk 2: Traveller volume management

• Significant volumetric growth in all business functions
• Staffing challenges across all modes (vacancy/attrition rates, work permit/flag- poling/asylum seekers)
• Systems and infrastructure do not meet volumetric growth: Northern Ports, YXX, VHFC, Belleville Terminal, PIK, RFI, CCTV
• Emerging Issues: ASF, Biometric Expansion, TRV policies

Related improvement activity:

• Out of district overtime strategy
• Establishment of a work permit processing desk at the Douglas POE
• Implementation of the PPC
• Stakeholder engagement and collaboration continues across all business lines
• Engagement of Infrastructure internally to maintain existing facilities
• Conduct a core service review for low usage sites
• Participate in pilot projects to meet service demands (YXX, VHFC)
• ITD/ITI expansion continues to divert volumes away to maximize available facility space

Key milestones and expected completion date:

• Implemented the PPC in November 2018
• Evaluation of the VHFC post pilot
• Legislation for the co-location of Belleville Terminal could pass by spring/summer 2019
• ITI launched February 2018

Risks, improvement activities and key milestones: Commercial and trade

Risk 1: Organizational agility

Importers are directed to use Integrated Import Declarations (IID), [redacted] resulting in increased volumes, processing times, complaints, and strain at all commercial sites

Related improvement activity:

• Three dedicated recourses (HQ funded) to provide eManifest Regional Client Support
• Ongoing stakeholder engagement

Key milestones and expected completion date:

Continued through fiscal year 2019 to 2020

Risk 2: IT systems

• POST lacks ability to pull data for statistical and performance reporting resulting in CBSA reliance on Canada Post information
• IT systems do not have the necessary functionality or capacity to identify and manage commercial marine or other risks
• No adequate IT solutions available in foreseeable future

Related improvement activity:

• For performance and enforcement reporting the VIMC captures statistics manually
• 3 dedicated recourses (HQ funded) to provide eManifest Regional Client Support
• Ongoing stakeholder engagement

Key milestones and expected completion date:

Business Intelligence reporting tool is expected to be implemented during the fiscal year 2019 to 2020 continuing through fiscal year 2019 to 2020

Risk 3: External communications

• Lack of information/direction from HQ on legal/policy/system updates
• Significant increase in enquiries and complaints from industry

Related improvement activity:

• 3 dedicated recourses (HQ funded) to provide eManifest Regional Client Support
• Ongoing stakeholder engagement

Key milestones and expected completion date:

Continued through fiscal year 2019 to 2020

Risks, improvement activities and key milestones: Enforcement and intelligence

Risk 1: Human resources: Training and retention

Requires a special skillset usually selected from already strained BSO cadre

Related improvement activity

Establishing a developmental model similar to other law enforcement agencies which includes 2-3 levels of Intel Analysts with associated pay structures for each progressive level

Key milestones and expected completion date: N/A

Risk 2: Performance measurement

Engagement with internal and external stakeholders is critical to ensuring the success of I&E

Related improvement activity

• Providing community engagement sessions and stakeholder sessions with international and domestic law enforcement agencies
• Ongoing engagement with districts to foster collaboration leading to enhanced enforcement

Key milestones and expected completion date: N/A

Financial information

This is the fiscal year 2019 to 2020 resource profile for the Pacific Region by Branch / Program Inventory corresponding to the Quarterly Budget Delegation Letter. This includes Project Systems funding allocated to date.

Procurement planning and non-salary (O&M)

Traveller Program

West Coast and Yukon (WC&Y)

Overall, WC&Y’s expenditures have increased due to changing salary and O&M costs related to the updated interpretation of the Isolated Post Entitlements, assignment travel costs necessary to keep POEs open, and increased relocation costs to support the CBSA college mobility strategy. It is difficult to predict overtime needs due to unforeseen circumstances of staff, such as deploying to Ontario in advance of fulfilling 3 year limited-duration post contracts.

WC&Y will also acquire an additional live scan unit and finger print scanner for WAO and Northern Vancouver Island to meet biometric requirements; and acquire additional ion scanners and alternate detection technologies for several WC&Y POEs. WAO requires additional Global Case Management System (GCMS) printers as the printers stop working. The replacement time for these causes immigration work loads to shift to other locations, mostly Whitehorse POE. In the last year, four GCMS printers went down with replacement turn-around time between one and two months, plus IT set up for each user.

There are Closed Circuit Television (CCTV) ongoing maintenance challenges, technological changes, numerous software programs, and differences in equipment which make it a challenge to keep CCTV equipment operational.

Commercial and Trade Program

The WC&Y District will pursue upgrades and replacement for COMET in VIO, Prince Rupert Operations (PRO) and WAO. COMET is the mobile command centre intended to serve when facilities are down, under construction, or during an emergency. The current COMETS are old, have significant maintenance costs, and need technological upgrades to better serve remote locations with no connectivity or infrastructure. VIO will work closely with the Information Technology Services Branch (ITSB) on implementing this technology.

WC&Y will work with Pacific Region and National Headquarters to procure a boat for PRO which despite its size, currently has no vessel. Further, WC&Y will work to acquire two replacement vessels for VIO and a replacement for Motor Vessel Portcullis.

WC&W District will work with detection, tools and technology to procure new remotely-operated underwater vehicles (ROVs) that have better functionality and synergies with existing or new VIO vessels; the current unit(s) are beyond the recommended life span and have maintenance issues. Improved technology is now available. PRO disposal of pre-cursor and other chemicals which pose a health and safety risk when they are held long past disposal timeframes.

Intelligence and Enforcement Program

From a non-salary perspective, the biggest challenges for Pacific Region Enforcement and Intelligence Division (EID) is the inability to procure IT items in a timely manner and the lack of space to accommodate current staff and any growth.

Regional Infrastructure, Public Services and Procurement Canada (PSPC) and a consultant have been engaged to review the requirements for additional workspace, as well as expanded Special Purpose Space (SPS) that better reflects the type of work performed in EID, however the findings and recommendations will not be complete until end of quarter 1 of fiscal 2019 to 2020. The next phase, including the ability to secure funding, locate appropriate space and complete fit-up will likely take at least another 12 to 18 months, and this is assuming the recommendations are approved. In the meantime, EID is seeking assistance from Regional Infrastructure to address this issue.

The Procurement Plan is based upon a preliminary estimate / review done before our fiscal year 2019 to 2020 quarter 1 Forecast. These procurement amounts include guard services for the new immigration holding centre as well as incremental cost increases for guard services / interpreters, and extraordinary cost for precursor disposal.

Human resources

The Pacific Region is in need of staff for all districts and divisions.

Traveller Program

Staffing pressures at the Vancouver International Airport continue. The operation is faced with volumetric increases while operating with less experienced staff. Summer is the optimal time to deliver training, but this is also one of the busiest periods. This leaves the Vancouver International Airport with a shortage of senior BSOs to aid regular duties. The possibility of expansion of the ITD Program to higher risk origins will add to staffing pressures and there is a shortage of resources, which hinders the operation’s ability to focus on national priorities. In the Okanagan and Kootenay District resourcing for smaller ports to fulfill double-up requirements is an ongoing challenge.

Commercial and Trade

Metro Vancouver District reports a crisis in staffing, with 157 vacancies district-wide, including 30 at the Vancouver International Mail Centre. Several factors have contributed to the problem, with the diversion of staff from the Burnaby CEF to the new TCEF, the opening of the new Pacific Processing Centre in Vancouver, the Vancouver Harbour Flight Centre, which operates on an unfunded basis, and the Electronic House Bills Client Support Centre which was funded in the first year, but continues now on an unfunded, or sunset-funding basis. The upcoming opening of Cruise Ship Operations for the spring/summer season will add further staffing pressure.

Workforce Management Strategy: Metro Vancouver District will establish a recruitment strategy for a minimum of 35 BSOs to manage existing backlogs, anticipated growth of ecommerce and expected attrition.

Enforcement and Intelligence

In response to the July 2018 National Immigration Detention Framework Implementation Board changes to the organization structure for IHC/Detention Operations, the Pacific Region added an FB-06 Manager, Regional Programs and a Resource Management Officer (AS-02). Pacific Region EID also continues its preparations for a full complement of staff at all levels. Pacific Region Detentions management is negotiating a Variable Shift Schedule Arrangement (VSSA) with the employees who will be working at the immigration holding centre. The proposed implementation date of new VSSA would be in Winter 2019, prior to the opening of the immigration holding centre.

EID full time equivalent (FTE) positions have increased over the last two fiscal years with the addition of funding for initiatives including ATD, Temporary Foreign Worker (TFW), Multi-Year Level Plan (MYLP) and Mexico Visa Lift (MVL). The challenge has been the ability to staff up and spend the additional salary dollars due to staffing controls, POE recruitment levels and space restrictions. This in turn limits the Division’s ability to deliver on these new initiatives while continuing to maintain regular workloads.

Planned full-time employees are based on the IBP submission and are attributed using the 2018 to 2019 CAS actuals percentage split; planned spending is based upon the average annual salary for the specific group / level. With the exception of Students and OIDPs, planned spending estimated would not necessarily translate to actual / full costs; not all staffing may occur as planned, many staffing appointments may only result in incremental costs as the appointee would be from within the Branch / Region, and there would be savings / offsets from attrition.

Internal services

Training plan for fiscal year 2019 to 2020 (Annex)

Overview

The Pacific Region Chilliwack Campus plans, coordinates and delivers training to enable skills development and enhancement of front line employees and employees in supporting functions. This training is delivered in a variety of environments including classroom, ranges, gyms and live operations using a variety of methodologies. The Chilliwack Campus reports to the CBSA College, Human Resources Division and is represented by a manager, four supervisor, three training coordinators, one registrar and 14 permanent instructors.

Mandate

The mandate of the Chilliwack Campus is to ensure that CBSA regional employees have the knowledge and skills necessary to perform their duties:

National Training Plan (NTP): With the available funding, and in collaboration with the regions, we strive to ensure priority courses are delivered to our clients.

Skills maintenance: As part of our organizations mandate, security and prosperity is kept by ensuring employees can maintain their skills and qualifications related to Defensive Tactics training and equipment. Officers are scheduled for periodic skills maintenance and re-certification training in Control and Defensive Tactics (CDT), scenario-based training (SBT) and the duty firearm. Officers who have been unsuccessful or do not demonstrate judgment and proficiency in a component of a duty firearm course (DFC), annual qualification (AQ) or 3-year re-certification and skills maintenance will be provided with training assistance and may be scheduled to participate in a skills enhancement course (SEC).

Responsibilities

• Establishing and communicating training plans and calendars to clients
• Consulting with clients and programs on their needs, through the NTP exercise and other Training and Development Directorate agreed mechanisms
• Registering and re-scheduling course participants, sending course joining instructions, booking training rooms, ordering equipment, printing of materials, etc.
• Approving course participants’ travel requests and claims, applying coding guidelines to all expenditures, as well as managing the associated budget allocation (such as Arming, NTP, project B-base funds)
• Delivering Agency-approved training to employees (including the DFC and 3-year Recertification and Skills Maintenance, support for mandatory practice, AQ and training assistance), in the official language of their choice using certified instructors
• Accurate and timely entry of training records into the Corporate Administrative Systems (CAS), confirming course completion including pre-requisites and identification of gaps, imposing controls on blended training with respect to online component completion
• Identifying and negotiating with external service providers, and referring course participants to the Canada School of Public Service (CSPS) or external providers
• Promoting training requirements and training opportunities, both internal and external, including the CSPS, to our client base
• Planning, coordination, delivery and support of training delivery in the regions
• Defensive Tactics Skills maintenance includes: AQ, mandatory firearm practice, off-duty firearm practice, 3-year re-certification and skills maintenance, and CDT refresher
• Officers that are CDT certified must maintain CDT skills by successfully demonstrating judgment and proficiency in the use of defensive equipment every three years
• Officers that are duty firearm certified are required to attend and successfully complete an AQ in order to retain their duty firearm certification
• Instructors’ development include trainings such as: Firearm Instructor Course, Scenario Based Judgement for Instructor Course, Basic Instructional Technique, and Train the Trainer courses for a variety of operational training courses

Chilliwack Campus National Training Plan (NTP) and arming for fiscal year 2018 to 2019 for the Pacific Region

National Training Plan client base

2,237 participants, including:

• National Training Plan
• student control and defensive tactics
• first aid
• leading at front line
• Mental Health First Aid
• Standardized Field Sobriety Test
• discretionary courses

Total: $443,770

TCEF: $84,446

Biometrics: $62,730

Arming client base

Breakdown of participants:

• 1,222 armed PAC officers
• 408 triannual recertification participants from the Pacific Region
• 916 triannual recertification participants from other region
• 778 Annual Qualification participants
• 12 Holster platform participants
• 89 Skills Enhancement Course participants
• 60 practice session participants
  

Total arming: $2,263

Total: $2,344,994

Date modified:

2019-12-04