Executive Vice-President's Transition Binder 2019
Strategic Policy Branch (SPB)

Vice-President Biography

Kathy Thompson joined the Canada Border Services Agency (CBSA) in May 2018, as Vice-President of the Strategic Policy Branch.

In her previous role, Ms. Thompson was Assistant Deputy Minister for the Community Safety and Countering Crime Branch, Public Safety Canada from June 2013. In this position, she was responsible for developing legislation, policies and national strategies focused on policing, crime prevention, law enforcement, border strategies, corrections and community safety. Ms. Thompson was also charged with providing policy advice to the Minister of Public Safety and Emergency Preparedness in carrying out his responsibilities and accountability for some of the Public Safety portfolio agencies, namely the Royal Canadian Mounted Police, CBSA, and Correctional Service Canada.

Prior to becoming Assistant Deputy Minister at Public Safety, Ms. Thompson was the Director General, Policy and Communications at Communications Security Establishment Canada (CSEC) from March 2008. Previously, she occupied several positions at CSEC since joining in 2004, including Director of the Industry Program in IT Security.

Prior to CSEC, Ms. Thompson was Director of Strategic and Operational Policy with the Financial Transactions and Reports Analysis Centre of Canada (FINTRAC).

Ms. Thompson spent over ten years in the non-governmental sector including with the Federation of Canadian Municipalities. She graduated from Carleton University in Ottawa with a Bachelor of Arts in law and psychology, with a concentration in Criminology.

Vision and mission statement

The Strategic Policy Branch (SPB) recently established the following Branch vision, mission and value statements, which will serve to guide SPB’s priorities and direction moving forward.

Vision

The Strategic Policy Branch ensures the Canada Border Services Agency (CBSA) is a leader in border management by providing evidence-based policy analysis, strategic foresight and collaborative relationships both domestically and internationally.

Mission

The Strategic Policy Branch will ensure the CBSA is a policy leader in border management by:

• leading the CBSA’s policy agenda and aligning it with GC priorities
• maintaining and building collaborative relationships with domestic and international partners
• providing leadership to establish the enterprise-wide data analytics vision to support decision-making across the Agency
• ensuring effective communication with Canadians, travellers, industry and partners
• managing the Agency’s international footprint
• overseeing information sharing, access and privacy activities and policies within the Agency

Value statement

The Strategic Policy Branch supports the CBSA in successfully delivering on the Agency’s mandate by providing:

• policy leadership and strategic advice on issues and relationships with international partners and key stakeholders
• services and guidance related to access to information, privacy and information sharing
• leadership to establish the enterprise-wide data analytics vision to support decision-making across the Agency
• strategic guidance and management of international engagement and operation
• communications advice and support

Overview

The Strategic Policy Branch (SPB) was created in 2018 to lead on all major Canada Border Services Agency (CBSA) policy proposals and to ensure that the Agency’s views and perspectives are represented in policy initiatives developed by other government departments. The branch is accountable for a number of corporate functions, as well as the Agency’s international efforts at home and abroad. It also supports the Cabinet and Parliamentary agendas for the Minister of Public Safety.

The SPB is responsible for proactively developing and advancing a strong policy agenda at the CBSA. The Vice-President of Strategic Policy has worked in co-operation with the CBSA's executive team to define a business model and establish the branch.

Additional changes were recently announced in addition to the implementation of the Functional Management Model (FMM) under CBSA Renewal. A number of policy teams have been consolidated in Strategic Policy Branch (SPB), to realign, strengthen and provide cohesion to our mandate.

Strategic Policy Branch directorates

The following 5 directorates report to the Vice-President, Strategic Policy Branch:

Chief Data Officer

The vision of the Data Analytics Initiative is to transform the Agency's capacity to drive better outcomes and decisions by moving from a siloed to an enterprise approach to data analytics.

The Data Analytics Division is responsible for:

• acting as the business lead for the Data Analytics Initiative
• improving data governance, quality and accessibility
• responding to requests for data extraction, validation, analysis and reporting on a number of CBSA datasets
• providing leadership in the management of Programs Branch performance measurement initiatives
• leading the development of the Agency's external service standards

Communications

The Communications Directorate is the authority for internal and external communications on behalf of the Agency.

The directorate actively supports all areas of the Agency in:

• developing an annual strategic framework to guide proactive, annual planning across the directorate, driving a sustained narrative focused on Government and Agency priorities
• building an evaluation plan to ensure planning is data-driven, focused squarely on results and built to constantly improve based on lessons learned
• maintaining seamless coordination with the Privy Council Office and Public Safety, contributing to a no-surprise environment Portfolio and Government-wide and helping ensure CBSA’s communications plans, products and messaging are consistent with the Government’s overall narrative
• developing and coordinating speeches for the President and Executive Vice-President, the Minister, the Parliamentary Secretary and their designates
• conducting the Agency’s media relations function, ensuring timely, accurate and strategically-sound responses to journalists’ inquiries about issues tied to CBSA’s mandate
• being responsible for the Agency’s crisis communications planning and providing strategic advice and support to the President, the Executive Vice-President, the Strategic Policy Branch and the Chief Transformation Officer Branch
• providing strategic communications support for the Commercial and Trade Branch, Finance and Corporate Management Branch, Human Resources Branch, Intelligence and Enforcement Branch and Travellers Branch along with all of CBSA’s regions
• developing and implementing communications plans and products to both proactively tell the Agency’s story and manage issues effectively to both Agency employees and Canadians
• leading in providing branding, publishing, language services, advertising, public opinion research, graphic design, video and photography production and editing
• supporings the Agency observing the Government’s “digital first” priority for communications by managing CBSA’s social media, web, and intranet presences
• managing correspondence prepared on behalf of the Minister

Strategic and Traveller Policy Directorate (STPD) (formerly Domestic Policy and Partnerships)

Strategic and Traveller Policy Directorate (STPD) provides policy leadership and strategic advice to CBSA senior management and the Agency on a range of cross-cutting and emerging issues, and on relationships with federal partners, in support of border management and enforcement priorities at the domestic level.

In addition, the directorate is the public policy, legislative, and regulatory development team serving programs and operations that fall under the functional authority of the Travellers Branch.

It does this by:

• providing policy leadership on strategic issues for the Agency, including leading or contributing to the development of evolving policy issues in the area of Travellers, and horizontal issues, in close collaboration with the associated directorates
• managing all Cabinet, Parliamentary and Regulatory Affairs for the Agency
• developing the agenda for the Agency’s Executive Policy Committee and the Director General Policy and Innovation Committee
• leading on prioritizing and coordinating the legislative agenda for the CBSA
• leading medium-term planning (MTP) transition processes for the CBSA and coordinating and engaging with stakeholders on cross-cutting issues
  • the goal is to provide compelling, evidence-based advice, so that the Agency is better positioned to deliver on its mandate
  • the Agency’s participation in other government departments MTP processes will ensure that border management and enforcement issues and concerns are integrated into the wider ecosystem of policy development, and the CBSA agenda is aligned with the broader Government of Canada (GC) agenda
• managing GC partnerships and bilateral engagement, including the strategic engagement of President and Executive Vice-President at Deputy-level meetings and committees

International Policy and Partnerships

The International Policy and Partnerships Directorate is the CBSA lead on international strategic engagement and international operations.

The directorate is responsible for the following:

• Oversees policy integration and multilateral international engagement
• Strategic guidance on international engagement and the promotion of Canadian interests abroad
• International engagement and collaborating horizontally through bilateral and multilateral fora, CBSA Headquarters staff as well as 29 countries around the world to advance and support CBSA operations and priorities, from abroad

Immigration Enforcement, Customs, and External Review Policy Directorate (IECERPD)

This new directorate includes:

• The External Review Division, led by Meda-Cristina Horacsek from Domestic Policy and Strategic Partnerships in SPB:
  • responsible for managing CBSA relations with external review bodies to support the Government’s commitment to transparency in relation to security and intelligence
• The Immigration Enforcement and Asylum Policy teams (excluding the Ministerial Relief Unit and the National Security and Horizontal Policy Unit), led by Richard St. Marseille from the Intelligence and Enforcement Branch
• The Customs Enforcement Policy team from Intelligence and Enforcement Branch and some members of the Commercial and Trade policy teams, which will come together to form the Customs Enforcement, Commercial and Trade Policy Division

The strategic policy function at the CBSA

The purpose of this paper is to define the scope and focus of the new strategic policy function at the Canada Border Services Agency (CBSA) in order to best support the Agency’s mandate.

The Strategic Policy Branch

The Strategic Policy Branch (SPB) was created on July 3, 2018, as part of the Renewal Initiative toward a more sustainable future for the CBSA. The objective of the organizational changes in support of Renewal are to improve our ability to make the critical, results-based decisions that keep Canadians safe and prosperous. Two third-party studies (Ernst & Young (2016) and McKinsey (2017)) outlining the vision of the future recommended that the Agency needed to play a larger role in cross-cutting and horizontal policy development. Furthermore, the Treasury Board Comprehensive Review observed opportunities for improvement in this area.

The organizational structure announced by the President and Executive Vice-President on the creation of a Strategic Policy Branch includes the following existing and newly created divisions:

• Cabinet, Parliamentary and Regulatory Affairs
• Global Border Management
• International Region
• Communications
• Information Sharing/Access to Information and Privacy
• Strategic Policy
• External Review
• Litigation Oversight
• Chief Data Officer and Data Analytics

On September 4, 2018, the SPB moved closer to its end state organizational structure when the following functions were transferred from the Corporate Affairs Branch to the SPB:

• External Review, responsible for functions such as the Agency’s dealings with National Security and Intelligence Committee of Parliamentarians and the proposed National Security and Intelligence Review Agency
• Litigation Oversight (excluding the Litigation Business Management Unit and other litigation management units housed in other branches)
• Domestic Partnership unit and the Public Safety (PS) liaison function
• Correspondence and Briefings Unit

SBP’s strategic corporate functions

The SPB is responsible for certain corporate functions and the strategic policy function. This means that the SPB assumes manages the overall correspondence, Cabinet, Parliamentary and regulatory, public service liaison functions for the Agency (corporate functions); as well as lead policy files that will include responding to correspondence, preparing material for ministerial briefings and developing Cabinet, Parliamentary and regulatory documents (described below under the strategic policy function). With the creation of SPB this corporate role will now be enhanced with a more robust strategic and challenge function, and to create/identify greater synergies between initiatives.

The CBSA’s overall strategic direction

While the Strategic Policy Branch leads a significant piece of the strategic direction of the CBSA, that responsibility is shared with other key leaders within the Agency:

• The Chief Transformation Officer (CTO) provides direction and oversight of the Renewal exercise through a dedicated and ongoing senior executive lead
  • CTO’s goal is to foster a culture of change and continuous innovation as part of our new operating model
• The Chief Financial Officer oversees the Agency’s strategic planning
• The Chief Information Officer oversees the Agency’s significant technology, science and innovation mandates to ensure that their future development aligns with strategic policy objectives

All the above, including the Strategic Policy Branch, need to be aligned.

The strategic policy function

Strategic policy sectors in federal government departments and agencies bring together a dedicated, centralized, core group of professional policy analysts to help create horizontality, foster synergies and linkages, and apply an informed strategic policy lens to complex and cross-cutting issues. Within a department or agency, the strategic policy function serves to establish the Agency’s strategic policy agenda as a whole and allows for strategic linkages between operational and program areas and strategic policy.

A similar and equally important role is played with external partners, both domestic and international, in order to manage policy development and to make appropriate linkages with the broader Government of Canada (GC) agenda and priorities. While some of this work will fall into traditional categories such as safety and security, migration and trade, the same connections should be sought in areas such as diversity and inclusion, innovation and growing the middle class. This goal is achieved by performing a range of functions which include:

• leading Medium Term Planning (MTP), transition, federal budget processes for the Agency
• supporting the President, EVP, and the VP of SPB in their policy committee participation
• leading MC development processes for the CBSA as well as those by other government departments (OGDs)
• assigning MC development to the three CBSA business branches when SPB determines there is a narrower focus on a specific program or programs
• overseeing the MC process, including a challenge function
• tracking how the Agency is working to support the Minister’s mandate
• leading the Agency’s strategic partnerships with key OGDs, civil society, as well as academics who do work aligned with the CBSA mandate
• maintaining awareness of other operational/programmatic relationships led by program/operations branches
• developing a broad strategic agenda, positioning and timing

There are permutations of strategic policy structures that support this function across the federal family; these variations can be related to the mandate of the organization (that is, policy, operational), or adapted to fit a particular organization’s mandate. Attached is an overview of policy functions in some federal departments and agencies (Annex A).

A strategic policy sector provides the department or agency, and ultimately the Deputy Minister(s) and the Minister responsible, with strategic policy advice on a broad range of domestic and international issues. It is responsible for the strategic policy continuum, the formal decision-making processes of the department, and “owns the agency’s story/vision.” This is achieved by providing leadership in the management and coordination of the policy process to ensure holistic, timely, evidence-based policies or responses that are consistent with the Government’s policy priorities. It also ensures that views and perspectives from across the Agency, domestic and international stakeholders, and other federal organizations, are taken into consideration at every step of the policy process from issue identification, to provision of advice for Agency or Government-wide initiatives or issues. Operational policy should be well aligned with the strategic policy intent.

The strategic policy function is more than one of coordination as it leads agenda development for the department or agency, both in terms of process and policy development itself. Fundamentally, a strategic policy function serves as a single window for policy initiatives, interfacing with central agencies even for files for which they assign the lead to another branch.

A policy file is often considered strategic when it:

• is in response to sensitive, priority/high profile, cross-cutting and emerging issues
• leads to major policy, legislative or programmatic changes and will have significant importance in terms of level of impact and high risk
• is focused on longer-term issues/visions and involves a number of internal and/or external partners
• seeks clarity or direction from cabinet, parliamentary, legislative or regulatory instruments, and ministerial directives

Strategic policy files may also:

• be connected to a judicial or litigation matter
• be in response to an audit or evaluation
• affect international relations

In contrast to strategic policy, operational policy, programs or instruments are more singularly focused, on a shorter horizon in application, more easily approved, and often require frequent changes or updates. Efforts to define an issue, elaborate an approach, philosophy or direction, and expand or change the agency’s mandate fall within the scope of strategic policy, while a procedure, or program elaboration in support of a policy, are generally of a more operational nature. All operational or program policy areas should ensure policies are consistent with the intent put forth in the strategic policy.

An effective governance process, clear policies and procedures, and well-defined roles and responsibilities are required to support the successful collaboration of these two essential functions.

Strategic policy function

• Policy files which are by nature horizontal (either internal to the Agency, internal to the Government of Canada, or with foreign partners)
• Strategic direction to program/operational policy areas
• Management and coordination of strategic policy development
• Strategic policy integration (both internal and external)

Program/operational policy areas

• Policy direction for specific programs
• Given the CBSA mandate, will likely have some level of horizontality (both internal and external)
• Direction to staff
• Direction to stakeholders (that is, industry)

Structuring the CBSA’S strategic policy function

Considerations

To be effective, the SPB must have a horizontal focus and act as a hub where information and stakeholders come together to identify and consider opportunities and risks and make linkages between issues, events and timing/sequencing to influence or identify opportunities to position the organization. In so doing, it will work to identify issues on the horizon and consult and advance policy, legal and regulatory and legislative priorities and options that are informed by data and research, best practices, government priorities and stakeholder input. The strategic policy function will ensure that the Agency is forward leaning, outcome driven, and not purposely initiative driven in order to meet longer term strategic objectives.

In order to succeed, the SPB must:

• have a clear mandate and focus on strategic policy
• gradually build up the function
• establish trust relationships and effective governance
• have the support of senior management

In order to avoid duplication, misalignment with external partners and central agencies, and potential confusion in the workplace, it will be important to communicate clearly and exercise authorities in a way that respects clear roles and responsibilities. The SPB will lead major policy efforts including cross-cutting Cabinet and legislative work that either presents a high level of risk for the Agency or that will have significant impact on our role and programs.

In order to ensure strategic policy capacity is available to advance priorities and remain forward focussed, to the extent possible, the strategic policy sector (not branch) should not be focused on issues management; these matters should be handled by Communications and/or the program areas in collaboration with regional operations.

Staffing positions with individuals who have the requisite competencies will help to ensure the success of the Branch’s strategic policy unit. Competencies required include: critical thinking, visioning/foresight, political acumen, strong writing abilities, knowledge of cabinet, regulatory/legislative, and parliamentary processes, experience in delivery experience and ability to collaborate, build and sustain networks. It would be important to ensure that other branches maintain operational policy capacity in order to support strategic policy initiatives. While the SPB will monitor all policy initiatives at the CBSA, importantly, the success of the strategic policy function will rest on its ability to leverage expertise and resources from the program areas as required.

Pure strategic policy initiatives currently led by Programs and Operations would need to gradually transition to the SPB before wave II changes take effect. Concurrently, it will be critical for the organizational structure of the Commercial and Trade, Travellers, and Intelligence and Enforcement Branches to complement and align with the SPB functions in order to eliminate any redundancies and duplication that currently exist in the Agency.

An effective governance structure that ensures that policy and relationship management is informed by operational business lines and the International Network at CBSA will be essential to inform the work of SPB. There are several models, and variations thereof, that were considered to define the scope of the Strategic Policy function. All options require close collaboration, information sharing and horizontality across the CBSA, specifically with the Travellers, Commercial and Trade, and Intelligence and Enforcement Branches.

Options: Scope of the strategic policy functions

Option 1: Centralized policy functions—Single window

This option proposes that SPB lead on all strategic policy initiatives, including cabinet, parliamentary, legislative, regulatory, operational and interdepartmental proposals as well as visioning, budget exercises.

Strategic priorities

SPB is the lead for the policy continuum, monitoring mandate letter priorities specifically, and more broadly in coordinating input and providing recommendations to the President and Executive Vice President with respect to the Agencies strategic policy priorities, both domestic and international.

Stakeholder engagement, agreements and relationship management: Bilateral, multilateral and federal/provincial/territorial

Establishing and maintaining external relationships is an enterprise-wide undertaking and responsibility. Recognizing that operational relationships are important in advancing the Agency’s objectives with key partners, other branches will lead on specific operational responses, and in furtherance of their operational mandate on specific issues.

SPB is the lead in the development of the Strategic Engagement Framework for the Agency in collaboration with other branches; this includes setting engagement priorities.

SPB is the lead on all forums with other government departments (OGDs), international and domestic stakeholders at the Vice-President level and supports all President/Executive Vice-President (EVP), such as joint the CBSA-RCMP Joint Executive forum and the B5 DHoDs, subject to other specific arrangements agreed to between Vice-Presidents and the President/EVP. This function includes logistics, priority setting and agenda management and preparation for each forum, in consultation with other areas of CBSA such as Commercial, Travellers, Intelligence and Enforcement, and Finance, as appropriate.

SPB is the lead for federal/provincial/territorial (FPT) relations of a strategic nature recognizing that other branches may be the lead on specific operational responses, and in furtherance of their operational mandate.

SPB is the lead on the prioritization and development of agreements (for example, MOU, MOA) and arrangements with domestic and international partners that have broad strategic implications for the Agency, in consultation with the Information Sharing and Collaborative Arrangements Policy Unit (recognizing that other branches may be the lead on specific agreements and arrangements operational in nature, and in furtherance of their operational mandate).

Ministerial, Cabinet, Parliamentary, Regulatory and Legislative Initiatives

SPB is the lead on providing strategic policy advice, in consultation and collaboration with operational business lines, to the President, EVP and Minister/Government for the preparation of all Memoranda to Cabinet; briefing notes; Cabinet decks and talking points, placemats; Government responses to standing, legislative, special, House/Senate committees, or Committee of the Whole.

SPB is the lead on developing legislative proposals, with the Department of Justice, that amends the Customs Act, the Canada Border Services Agency Act, IRPA or other acts that affect CBSA’s mandate such as the Preclearance Policy.

SPB is the lead in developing regulatory proposals, in consultation with the subject matter area within the Agency, including regulatory requirements (for example, RIAS), and development of an approach for regulatory instruments (regulations, orders-in-councils).

SPB is the lead on all technical briefings, ministerial briefings (including preparation of briefing material), preparation of question period (QP) notes, petitions, OPQs, and speeches for second and third reading legislation, in consultation with subject matter area within the Agency.

Treasury Board submissions

All TB submissions would be prepared by SPB, in consultation with the subject matter area within the Agency.

Broad strategic policy issues

SPB is the key interlocutor with PCO, MO and key stakeholder policy areas such as Public Safety, IRCC, RCMP and TC on strategic policy issues. (Note: This excludes operational responses/issues such as stays of removal; as well as TB or Finance on issues within Comptrollership’s purview). SPB is the lead on Agency-wide vision documents trend analysis, budget exercises, speech from the throne and development of ministerial directives.

SPB is the lead in identifying new and emerging issues for the Agency and providing strategic policy advice to senior management. Issues involving an evolving operational matter would be led by the respective branch.

Option 2: Centralized policy functions—Hybrid approach

As in Option 1, SPB would be the lead responsible for the policy continuum, but would assign certain policy functions to other branches.

In this option, SPB would lead on and advance only those policy and legislative initiatives and issues that would significantly alter or add to the Agency’s core mandate or current authorities or represent a significant shift in government policy, or that are related to litigation that could potentially affect these categories, or that are cross-cutting in the Agency affecting several branches.

For policy issues that are operational in nature, or propose an alternate process or procedure, seek funding for an established activity, or require a policy or legislative change where there is broad consensus at the outset, these would be tasked to another branch.

In this option, TB submissions would be prepared by the MC lead or by the office of primary interest (OPI) for those submissions seeking approval or funding for an operational capacity/response only, for example, funding for surge capacity on irregular migration.

SPB would also assign leads for OPQs and QP notes and petitions. SPB is responsible for preparing speeches for second and third reading legislation. SPB develops the broad approach for regulatory instruments (Regulations, orders-in-council) which could be led by SPB or the program/operational branches.

See summary of options at Annex B.

Recommendation

Option 2 is recommended in order to provide clarity of purpose to the Strategic Policy Branch and to confirm and staff the requisite positions, competencies, and identify the foundational elements required to support this new function.

Division of policy responsibilities: Option 2

1. Issue identification

Strategic policy

a) Single window into central agencies except for CFO role with Finance and Treasury Board

• through its Cabinet, Parliamentary, and Regulatory Affairs division, provides strategic support to President/EVP and Minister on Cabinet and Parliamentary Affairs

b) Aligns Agency with all-of-government policy agenda and identifies issues early in the policy process through its Cabinet Affairs role and by developing strong partnerships with other strategic policy functions in key partner organizations and across government

c) Management of policy development related to budget process (in conjunction with FCMB)

d) Management of medium-term planning for the Agency

• Lead on horizontal initiatives (for example, Arctic; GBA+)
• Supports and coordinates all other initiatives

e) Management of transition processes for the Agency (“Sherpa” role)

f) B5/M5 lead, as prescribed, for strategic policy identification and development

g) Support for DM and ADM committees which have a policy focus

h) Liaison with CBSA program/operational policy areas in all of its work

Program/operational policy

a) Ongoing interaction with CBSA operations

b) Liaison with OGD program/operational areas

c) Liaison with CBSA Strategic Policy to proactively identify and engage on forthcoming strategic policy issues of a domestic or international nature

2. Policy development

Strategic policy

a) Leads and develops policy guidance, cabinet, legislative and regulatory changes, MCs, and TB Subs which are strategic or horizontal in nature and/or alter the Agency’s core mandate in cooperation with the affected operational areas

b) For more clarity: leads all new policy development and policy clarification for horizontal policy as well as policy related to CBSA’s 4 main program areas: enforcement and intelligence, traveller, commercial and trade policy. Includes:

• horizontal
  • privacy; information sharing
  • modernization (policy linked to)
  • Arctic
  • GBA+/diversity and inclusion
  • racism
• enforcement and intelligence
  • asylum, irregular migration
  • membership
  • detention
  • removals
  • trafficking
• travellers
  • preclearance
  • arming
  • express entry; ETA; Nexus
• commercial and trade
  • preclearance
  • port modernization
  • Canada-United States-Mexico Agreement; other trade negotiations

c) Policy development may take the form of policy papers, briefing notes, decks, memoranda to cabinet, and sometimes treasury board submissions if there is a high policy (new analytical) content for the agency in them

d) SPB would always consult with program areas to develop content

e) In cases where CBSA plays a major role or is leading an MC, SPB will be the lead branch for the MC. Where CBSA has a less significant and strictly operational role, it may delegate the lead to another branch

f) Cabinet Affairs Unit: Responsible for informing Agency senior management of Cabinet agenda; ensuring appropriate sequencing of CBSA items; providing high level, strategic guidance to policy leads on Cabinet Affairs issues during the MC development phase; liaising with central agencies and Cabinet Affairs units in OGDs; coordinating the delivery of high quality and timely Cabinet items to senior management and Ministers

g) Regulatory Affairs Unit: The RAU is responsible for:

• playing an objective challenge function by ensuring regulatory documents (triage, RIAS, CBA) meet Treasury Board requirements of the Cabinet Directive on Regulation
• assisting the program areas with the development of their policy for the regulatory proposal
• ensuring that regulatory documents are evidence based, have adequately assessed the expected impacts, and communicate in plain language the regulatory changes and expected impacts to Canadians
• leading the regulatory prioritization processes in the Agency (for example, regulatory plan; stock review; and others)
• final sign-off on all regulatory products for central agencies and Public Safety

h) Parliamentary Affairs: The PAU is responsible for:

• managing the Agency’s Parliamentary appearances and coordinating input from all parts of CBSA as required (for example, for Supps processes)
• monitoring and providing support on PMBs and other House matters
• providing expert strategic advice on parliamentary processes as needed
• managing and updating the QP process
• consulting with program areas and OGDs and maintaining open lines of communication on material developments on a file with affected areas
• communicating strategic policy direction to program areas
• playing a challenge function to ensure that Minister/President/EVP direction is reflected/advanced, as well as the Agency’s interests are met as part of the strategic policy agenda

Program/operational policy

a) Leads and develops operational policy guidance, legislative and regulatory changes, MCs and TB submissions which are delegated by SPB because of a narrow focus on a specific program or programs

• For those MCs led by SPB, it is expected that affected operational areas will work in a matrix approach to provide operational input and data including developing specific annexes to the MC, as required

b) Consults with other program areas and OGDs

c) Liaise with SPB to ensure alignment with strategic policy and objectives

• With regards to Regulatory Affairs specifically, the program areas are responsible for developing the policy to support regulatory amendments (for example, writing policy paper, policy analysis)
• Ensuring that all internal and external consultations have taken place in developing the regulatory proposal
• Obtaining legal opinions to determine the legal viability of the approach

3. Policy governance

Strategic policy

a) Leads and coordinates internal policy governance (policy committees, forward agenda) including identifying and approving items for Policy Committees and approving material to support the agenda to ensure a clear and considered discussion at committee

b) Identifies, engages and approves items for MO bilats to ensure its appropriate, timely, and well considered

c) Provides strategic support/guidance and agenda setting for Executive Policy Committee

d) Supports DG Policy and Innovation Committee (International DG co-chair until at least Sept 2019)

Program/operational policy

a) Participates in internal policy committee including identifying agenda items early, and preparing material and presenting the agenda item at committee

b) Helps to identify and prepare material as required for MO bilats and ensure VP representation wherever possible

4. Strategic partnership management

Strategic policy

SPB will manage key relationships for the Agency by providing secretariat services and agenda management for the following bodies:

• CBSA and IRCC, CSIS, RCMP, CFIA, TC, GAC DM/ADM meetings
• External review: SPB will be the key interlocutor with all External Review committees
• Memoranda of understanding
  • Where MOU’s have been developed with key domestic partners and have high policy content (for example, IRCC); DPPD will manage the MOU process
  • International manages all international MOUs and the GAC MOU
  • The Chief Data Analytics Officer for CBSA ensures that all MOUs in the Agency are retained in a database in the ATIP division to ensure: MOU maintenance; lack of duplication; quality control over information sharing provisions

Program/operational policy

a) Liaison with operational stakeholders, such as the Canadian Association of Chiefs of Police or the Canadian Airports Council

5. Policy outcome

Strategic policy

a) Coordinated strategic policy direction for the CBSA

b) New and emerging issues, opportunities and challenges for the CBSA have been identified earlier in the process

c) Legislative, regulatory and/or policy vehicles amended

d) Ensures outcomes of MO bilats and discussion with central agencies or key partners are communicated in a timely way to internal partners

Program/operational policy

a) Clear policy direction to program/operations

b) Legislative, regulatory and/or policy vehicles amended where program branch is identified as the lead to respond appropriately

Examples: Option 2

Here are some examples from the past year of how Option 2 would have applied at the CBSA had the strategic policy function been implemented at the time:

1. Asylum reform: SPB lead
Working with IRCC to propose reforms to Canada’s Asylum system. A broad reform which could include policy, legislative, regulatory and possible machinery of government changes would clearly be a strategic policy lead. There would be operational impacts for the CBSA and an operational/program perspective is not only useful but required in considering the options.

2. Cannabis policy development and legalization: SPB lead
Development of a cannabis legislative framework is a whole of government initiative co-led by three departments, and involving many other departments and agencies with potential international impacts. It would have been an SPB lead to cooperate with other departments to help shape the different options for the government’s consideration, in consultation with Travellers and I&E Branches. However, once the legislative framework was established and the focus shifted to implementation of the initiatives, then the lead would be transferred to Travellers and I&E branches to work in cooperation with other key departments and stakeholders on the Treasury Board submission, development of regulations, implement funded initiatives, and develop operational policies and training material.

3. Irregular migration: I&E/SPB lead
Initiatives that respond to operational pressures or requirements for streamlined processes with IRCC and the RCMP would be an Intelligence and Enforcement lead. However, the development of strategic options including policy and legislative options would be a strategic policy lead.

4. Border of the future: SPB lead
The development of a Five Eyes vision on the Border of the Future is a SPB lead which engages many different parts of the Agency including operational branches as well as the CTO and others.

5. Tobacco strategy: Other branches
The CBSA components in the MC describing the Agency’s enforcement activities did not seek any new authorities and therefore SPB would have deferred to I&E to lead.

6. Immigration levels MC: Ongoing would be other branches
Strategic Policy would have lead on the current multi-year levels MC while the new Travellers Branch would lead on future iterations of the annual MC.

Outcomes

As part of the Renewal Initiative, the creation of a new Strategic Policy Branch at the CBSA is not only intended to tackle the big cross-cutting, longer term policy issues but also to contribute to changing “how we work” to ensure a sustainable organization in the future, with clear goals and objectives.

The following key strategic outcomes are proposed for the strategic policy function at CBSA:

• Long term strategic vision and policy options and development are aligned with government policies and priorities, the public interest and respond to issues, input, data and evidence gathered
• Broad visibility on partners’ perspectives and priorities in Canada and abroad, resulting in additional strategic opportunities for CBSA
• Issues/trends are identified early and options/responses developed that minimize risk, operational impact and achieve cost avoidance, and is achievable
• One data owner ensures that data sets are managed with rigour to support evidence-based policy that helps to inform the strategic vision/responses/options
• Institutionalized horizontal strategic policy development and engagement in a way that supports the new culture of Renewal, creates horizontality, and helps reduce and prevent silos from forming
• Productive and collaborative relationships that engage partners (domestic and international) and stakeholders to co-create solutions and deliver results
• Fully tracked and implemented policy initiatives, fully aligned with the policy intent that deliver desired outcomes

Next steps

In order to support the successful implementation of the new Strategic Policy Branch, a multi-faceted action plan has been developed. This plan will provide for the development of a mandate, mission, and vision for the new Branch, as well as address the need for engagement, governance, recruitment, training, communications, tools, procedures and governance to support the new Branch and the identification of priorities. The consensus formed on the role of SPB as proposed in this paper will help form key elements of this forward plan.

Annex A: Overview of policy functions in select federal departments and agencies

Transport Canada

Role and responsibilities: policy development, Cabinet affairs, policy retreats, horizontal view, and other priorities such as the budget letter preparation. The Branch leads the development of most MCs. Strategic Policy develops the corresponding Treasury Board submissions for the MCs it leads on.

Limitations/shared responsibilities: For some specialized issues such as security and safety, those MCs are led by the Branch responsible for security and safety. For routine TB submissions for example, to seek additional funding for an existing program or area of responsibility, the business line affected will assume the lead.

Number of staff: 360

Department of National Defence

Role and responsibilities: policy development, for example, the development of its Defence Policy. The Branch is responsible for strategic analysis; trends; deep dives; research that supports policy development; policy coordination; parliamentary affairs including preparation of all Order Paper Questions, Questions Taken on Notice; Reporting out from Committees; and cabinet affairs including preparation of DECKs, scenario notes, TPs, Qs and As for the Minister; assessing and making recommendations on Auditor General reports affecting the department; outreach; and strategic coordination. The Branch is also responsible for economic security and Investment Canada Act policy support.

Royal Canadian Mounted Police

Role and responsibilities: preparation of performance metrics and reporting, budget letter and horizontal policy issues affecting the RCMP such as external review mechanisms.

Limitations/shared responsibilities: Policy development is decentralized, with each business line (federal policing, contract and aboriginal policing, and federal policing services) having their own policy capacity. A recent review by an external contractor has identified the need to review the current model noting the duplication of resources deployed in policy functions across the Force.

Public Safety

Role and responsibilities: Cabinet and parliamentary affairs, ATIP, communications, and international affairs, and strategic planning and reporting. Generally, SPB does not lead on any MCs (with two exceptions), DECKs for Cabinet or Parliament, relying on the other strategic policy branches in the Department to lead on such priorities.

Limitations/shared responsibilities: Public Safety is largely a policy department but it also administers a number of programs. In addition, it is a portfolio department and supports the Minister of Public Safety and Emergency Preparedness to discharge his accountabilities for Portfolio agencies. The Department has a number of policy branches including the Community Safety and Countering Crime Branch which is focused on a number of cross-cutting strategic policy issues.

Number of staff: approximately 190

Communications Security Establishment

Role and responsibilities: strategic policy advice to the Chief, and in turn, the Minister of National Defence. This Branch is responsible for the development of Memoranda to Cabinet and related Treasury Board Submissions, as well as ministerial authorities and directives and preparation of supporting deputy level meeting material; operational policy; liaison with the external review body for CSE; communications, ATIP and strategic planning.

Limitations/shared responsibilities: TB Submissions that are for the sole purpose of securing funds for existing programs or infrastructure are not led by the SPB. Preparation of supporting deputy level meeting material is co-led (for example, DM INT is SIGING, and PSMAC is Corporate Services).

Number of staff: approximately 150

Environment Canada

Role and responsibilities: policy development/advice including the development of the annual Budget Letter, lead on some MCs depending on the nature of the MC; economic analysis (including all RIAS), results and delivery work, data analytics under a Chief Data Officer; long term policy development; FPT; and DM retreats.

Limitations/shared responsibilities: EC operates under a new structural model established in 2017. As a result of the new model, Cabinet affairs and Communications are now part of Corporate Services.

Annex B: Summary of options

Option 1: Centralized functions—Single window

Strategic priorities

SPB leads on:

• monitoring mandate letters
• coordinating and providing recommendations on CBSA’s strategic policy priorities (domestic and international)
• identifying new and emerging issues for the Agency and providing strategic policy advice to senior management
  • Issues involving an evolving operational matter would be led by the respective branch

Stakeholder engagement, agreements and relationship management (bilateral, multilateral and FPT)

SPB leads on:

• Strategic Engagement Framework
• All fora with OGDs, international/domestic stakeholders at the VP level and supports all Pres/EVP fora (for example,, RCMP/CBSA, B5 DHoDs)
• All FPT relations of a strategic nature (Program, Policy and Operational Direction branches may lead on specific operation responses)
• Prioritizing and developing domestic and international agreements and arrangements (Program, Policy and Operational Direction branches may lead on specific ones that are operational in nature)

Cabinet/Parl/Reg/Leg initiatives

SPB leads on all:

• Memoranda to Cabinet (MC)
• Briefing notes
• Cabinet decks
• Talking points
• Placemats
• Government responses to Standing, Legislative, Special, House/Senate, or Committee of the Whole
• QP notes, OPQs, speeches for second and third reading
• Legislative proposals to be developed with DoJ that Amends (Customs act, CBSA Act, IRPA Act and others that affect CBSA)
• Regularity proposals
• Technical briefings
• Ministerial briefings

All of the above is developed in consultation with other branches.

TB Submissions

• TB submissions would be prepared by SPB, in consultation with the subject matter area within the Agency

Broad Policy Issues

SPB is:

• Key interlocutor with PCO, MO and key stakeholder policy areas such as Public Safety, IRCC, RCMP and TC on strategic policy issues^{Footnote 1}
• Lead on Agency-wide vision documents, trend analysis, Budget exercises, Speech from the Throne and development of Ministerial Directives
• Lead for Cabinet, Parliamentary or Ministerial issues and DM Committee support
• Lead on all Policy issues, in collaboration with other branches

Option 2: Centralized functions—Hybrid approach

Strategic priorities

Not applicable

Stakeholder engagement, agreements and relationship management (bilateral, multilateral and FPT)

Not applicable

Cabinet, Parliamentary, regulatory or legislative initiatives

SPB leads on:

• only those MCs that advance policy and legislative options that would significantly alter or add to the Agency’s core mandate/ authorities or represent a significant shift or related to litigation that could potentially affect these categories, or that are crosscutting in the Agency affecting several branches
• assigning leads for parliamentary committees, QP notes, OPQs, speeches for second and third reading and assigning leads for MCs not led by SPB

Other branches lead on:

• MCs that affect how the CBSA operates at the border/prescribe the level of resources for the CBSA
• developing QP notes, OPQs, speeches for second and third reading and regulatory proposals
• attending and developing material for technical and ministerial briefings (can be co-led with support from other branches)
• developing required material for parliamentary committees and brief the Minister (can be co-led with support from other branches)

TB Submissions

• TB submissions would be prepared by the MC lead or by the OPI if it was seeking approval or funding for an operational capacity/response only, for example, funding for surge capacity on irregular migration
• SPB would provide advice and guidance to ensure alignment with strategic policy agenda

Broad Policy Issues

Not applicable

Organizational chart: Strategic Policy Branch

Chief Data Office

• Data Analytics
• Information Sharing, Access to Information and Chief Privacy Office

Communications

• Communications Services
• Executive Director's Office
• Public Affairs and Strategic Communications

Strategic and Traveller Policy

• Cabinet, Parliamentary and Regulatory Affairs
• Strategic and Traveller Policy and Partnerships
• Research & Branch Planning and Coordination

International Policy and Partnerships

• Americas Region
• Asia/Australia Region
• Europe, Africa and Middle-East Region
• Global Border Management
• International Operations

Immigration Enforcement, Customs, and External Review Policy

• Immigration, Enforcement and Inadmissibility Policy
• External Review

Budget overview

The Branch’s initial a-base budget was determined prior to the Strategic Policy Functional Realignment and before most functions were defined or stood up. The budget does not currently include the reallocation of funds required to support new functions resulting from the May 2019 realignment.

SPB 2019 to 2020 Business Plan and other Key Documents

Message from the Vice President

The Strategic Policy Branch (SPB) has a unique and distinct role and mandate in the Agency. Being “strategic” means that we need to have a deep understanding of the Agency’s mandate and functional areas, its relationship with other government departments’ mandates and the Government of Canada’s priorities. As such, maintaining excellent relations within the Portfolio and with numerous departments, agencies, other levels of government, other countries and members of the Canadian public is crucial. The Branch will be taking advantage of the impressive amount of data gathered by the Agency to provide evidence-based advice and innovative solutions to both operational areas and decision-makers. In order to do our work, we need to be aware of broad environmental changes and their influence on our business lines, whether domestic or international.

SPB was created less than a year ago. Since then, I have had the opportunity to meet with many of you who came from different areas of the Agency and discuss how to maximize the numerous strengths we have and how to address gaps. I know I have yet to visit some of you in the International Region but I intend on making it a priority to come and see you over the year. As well, a number of you came from other Departments and are now starting to feel comfortable in your new organization. Our Branch will continue to grow. We need to build effective relationships and recruit, retain, and develop policy analysts, program managers, administrative staff and senior leaders capable of working in a dynamic, fast-paced, and often changing environment. To do this, we need to be guided by Public Service values in how we manage people, engage with others, and do our work. This Branch represents the opportunity to leverage the very real strengths in the Agency and provide a strong voice to government partners to sustain the border of the future.

As the Agency moves towards the second wave of Functional Management, we will be increasingly looked at to provide our unique expertise in the Agency, in policy, information and data, our network of partners and operators in the International region. This will enable us to be the comprehensive voice of the Agency from a horizontal perspective. This Business Plan supports advancement of this mandate, in support of the Agency’s key priorities. While this plan should be used in the preparation of your own work objectives for the year, I hope you will also use it to familiarize yourself with the wide range of activities our Branch leads or collaborates on, understand what your colleagues in other areas will be pursuing over the year, and use it in your discussions with colleagues from the other Branches.

In this new fiscal year, we will have several opportunities to work together and discuss the various objectives we have set in this plan; I will be monitoring our successes, and will be ready to support you if you encounter challenges in meeting these objectives. I look forward to work with everyone of you in what promises to be a very busy, but successful year.

Kathy Thompson
VP, Strategic Policy Branch

Branch mandate and structure

The Strategic Policy Branch (SPB) was created on July 3, 2018, as part of the Renewal Initiative toward a more sustainable future for the CBSA. The objective of the organizational changes in support of Renewal are to improve our ability to make the critical, results-based decisions that keep Canadians safe and prosperous.

The Branch is accountable for a number of corporate functions, as well as the Agency’s international efforts at home and abroad. It also supports the Cabinet and Parliamentary agendas for the Minister of Public Safety. This means that the SPB manages the overall Correspondence, Cabinet, Parliamentary and Regulatory, PS Liaison functions for the Agency (corporate functions), and leads policy development by working with experts and program leads across the Agency. SPB also administers and fulfills all legislative requirements of the Access to Information Act and the Privacy Act on behalf of the Agency and provides functional guidance to CBSA employees on the administration of ATIP requests and their responsibilities and obligations under Acts. SPB strengthens Agency policies, programs, services and initiatives by leveraging our network of dedicated staff around the globe. The Branch also has unique expertise in data analytics, research, privacy activities and policies, and provides communications planning, advice and services to promote the Agency’s activities for media and the general public, and to provide information for employees and target audiences in support of the delivery of services.

Structure

Please refer to the SPB organizational information.

Our people

Content to follow

2019 to 2020 Branch Priorities

Branch Priorities have been established in order to focus our efforts in advancing the SPB mandate. These will be complemented by priorities that are also developed at the directorate and unit levels. Management priorities identify elements we need to advance in order to strengthen our organization, while Program Priorities identify the elements of our business we want to focus on in the coming year, in order to advance our mandate.

The priorities that will guide our work in fiscal year 2019 to 2020 are as follows:

Management Priorities

Priority 1: Position SPB as the key enabler for Agency priorities, bringing additional value to policy discussions and Agency Direction

Why is this a priority? To achieve its mandate, SPB needs to demonstrate that it is a trusted partner in the agency and a resource to other Branches, leveraging its expertise to facilitate the achievement of Agency priorities.

Priority 2: Develop strong process for SPB financial stewardship and HR Management

Why is this a priority? Making sure the fundamentals of management will help the Branch meet its overall goals. We have several best practices already in the Branch; highlighting and formalizing these practices, Branch-wide will provide for sound resource management in the whole Branch.

Priority 3: Increase SPB agility through efficient governance and processes, manager and employee empowerment and supporting smart risk-taking

Why is this a priority? Having an agile Branch means that decisions required are made in a timely fashion, and all Branch members have a common understanding of what we are trying to achieve. Branch Mission, Vision and Values statement will create a shared understanding of what we are trying to achieve, and streamlining processes will allow for strategic use of the Agency’s resources.

Branch Program Priorities

Priority 1: Establishing a data analytics vision that includes an agency wide governance to increase reliability and support the use of evidence-based decision-making

Why is this a priority? The Agency collects large amounts of data but should optimize its use in order to inform decision-making. The delivery model and business processes need to be reviewed and important work with agency partners will be required to advance this function.

Priority 2: Leverage Domestic and International Partnerships to advance Branch Mandate

Why is this a priority? Both within and outside CBSA, the Branch needs to nurture collaborative and positive relationships if it is to achieve its mandate, and advance the CBSA agenda. Developing conduits for those relationships to grow, and developing a network within and outside the Agency is one necessary step.

Branch Transition Activities

An Implementation Work Plan was created to provide an overview of the key activities required in the next 18 months to build the new Strategic Policy Branch (SPB) and have a comprehensive list of actions required to successfully implement the new SPB and manage change. The transition plan is focused on the first 18 months of implementing the SPB and does not look at the SPB specific business activities. It is an evergreen document which provides an opportunity to prioritise implementation activities based on current capacity.

Further to the official launch of the SPB on July 3, 2018, the Branch has integrated four directorates - the existing Communications Directorate, the redesigned International Partnerships and Policy Directorates, and the new Domestic Partnership and Policy and Chief Data Officer Directorates. In response, new organizational and governance structures were developed to reflect the change, and the EC endorsed a “strategic policy function” paper which defines the policy roles and responsibilities of the new Branch. An implementation strategy with milestones was created to build a strong foundation for our Branch. Consultations with staff are taking place on the development of the Branch’s interim vision and mission. This is the Branch’s first business plan, setting the priorities for the coming year and a Branch Transition Team, with SPB staff at all levels, has been formed to focus on people engagement. In addition, all executives have assumed a Champion role based on foundational priorities which were confirmed at the Branch Town Hall and which are key to successfully building up the Branch. These priorities include, for example, communication, security and IT requirements, official languages and diversity. Lastly, the nationalization of the communication function and the development of an agency-wide data analytics strategy were completed.

Desired Work Plan Outcomes

• Adequate capacity to deliver on clear mandate
• Engagement strategy and feedback loops/mechanisms to facilitate change within SPB
• Clarity of roles and responsibilities for the new Branch, and other branches
• Clear business plan (including an HR plan)

Key Success Factors to Enable Success

• Effective collaboration and coordination between VPs, senior management and staff
• Ongoing, open and transparent sharing of information
• Management support and engagement of the work plan
• Sufficient resources to support required effort

Completed Milestones for fiscal year 2018 to 2019

• Comprehensive action plan
• All-Staff Town Hall held in Fall 2018
• Executive strategic/planning meeting sessions
• Development of an interim vision, mission with strategic objectives to feed into the business plan
• Branch organizational and governance structures
• Communication plan to support implementation of the Branch
• Identification of Champions with key deliverables to support implementation plan

Key Milestones for fiscal year 2019 to 2020

First quarter (Q1)

• Fiscal year 2018 to 2019 priorities identified
• Hold Directorate-level all-staff meetings
• Hold a series of workshops on Branch business initiatives with staff to support work plan deliverables
• Branch Business Team to confirm transformation mandate and deliver on key activities
• Review and update organizational structure
• Track progress of Branch Champion’s work plan

Second Quarter (Q2)

• Develop a Branch-wide engagement strategy with an action plan to support the Branch transformation
• Develop a Branch information management structure

Third Quarter (Q3)

• Deliver the activities identified by the Champions and staff to support the transformation
• Increase HR capacity to meet short term Strategic Policy Directorate deliverables
• Hold a Branch all-staff meeting in the fall

Fourth Quarter (Q4)

• Continue the implementation of the communication plan to improve flow of information within the Branch – On going
• Evaluate success of Branch implementation and address potential gaps

Directorate Overview and 2019 to 2020 Plan

Chief Data Office

Role

The Chief Data Office (CDO) Directorate leads the development of the vision for the CBSA Data Analytics Strategy, and oversees access to information, privacy activities and policies within the Agency. The functions of the Directorate include:

• Strengthening data governance, stewardship and analytical capacity for the Agency
• Establishing policy frameworks and Privacy Impact Assessments to support data acquisition and use
• Ensuring compliance with the Access to Information Act and the Privacy Act, and the Access to Information and Privacy (ATIP) Regulations
• Developing policies, tools, and procedures to support ATIP Requirements within the CBSA
• Maintaining the policy framework for the CBSA’s information sharing and domestic written collaborative arrangements

Priorities

Resources

Budget for fiscal year 2018 to 2019: $8.242 million
Planned budget for fiscal year 2019 to 2020: $10.211 million

Organizational Structure

Luc Desjardins
Chief Data Officer

• Data Analytics
  Vacant, Director
• Information Sharing, Access to Information and Chief Privacy Office
  Dan Proulx, Executive Director

Communications

Role

The Communications Directorate leads internal and external communications for the Agency. We ensure that communications respect: the Government of Canada's (GC) Policy on Communications and Federal Identity;, and their associated Directives. It actively supports all areas of the Agency in communications planning, advice and services to promote and explain Agency policies, programs, services and initiatives.

The Directorate is led by the Director-General whose office in 2019-20 is newly responsible for the following communications functions:

• Developing an annual strategic framework to guide proactive, annual planning across the Directorate, driving a sustained narrative focused on Government and Agency priorities
• Building an evaluation plan to ensure planning is data-driven, focused squarely on results and built to constantly improve based on lessons learned
• Maintaining seamless coordination with the Privy Council Office and Public Safety, contributing to a no-surprise environment Portfolio and Government-wide and helping ensure CBSA’s communications plans, products and messaging are consistent with Government’s overall narrative

The Executive Director's Office is responsible for developing and coordinating speeches for the President and Executive Vice-President, the Minister, the Parliamentary Secretary and their designates. It also conducts the Agency’s media relations function, ensuring timely, accurate and strategically-sound responses to journalists’ inquiries about issues tied to CBSA’s mandate. On top of this EDO is also responsible for the Agency’s crisis communications planning and providing strategic advice and support to the President, the Executive Vice-President, the Strategic Policy Branch and the Chief Transformation Officer Branch.

The Public Affairs and Strategic Communications Division provides strategic communications support for all Branches in the Agency and CBSA’s Regions. The Division, comprised of employees within Headquarters and across the regions, develops and implements communications plans and products to both proactively tell the Agency’s story and manage issues effectively to both Agency employees and Canadians.

The Communications Services Division leads in providing branding, publishing, language services, advertising, public opinion research, graphic design, video and photography production and editing. As Canadians are increasingly connected, the Division supports the Agency observing the Government’s “digital first” priority for communications by managing CBSA’s social media, Web, and Intranet presences. The Division is also responsible for managing correspondence prepared on behalf of the Minister.

Priorities

Resources

Budget for fiscal year 2018 to 2019: $6.499 million
Planned budget for fiscal year 2019 to 2020: $10.421 million

Organizational Structure

Erika-Kirsten Easton
Director General

• Communications Services
  André Laframboise, Director
• Executive Director's Office
  Marc Raider, Executive Director
• Public Affairs and Strategic Communications
  Nancy Archipow, Director

International Policy and Partnerships Directorate

Role

The International Policy and Partnerships Directorate is the CBSA lead on international strategic engagement and international operations. We oversee policy integration, bilateral and multilateral international engagement as well as promote Canadian interests abroad. The Directorate houses all CBSA assets deployed internationally and acts as the operational front line, pushing the border outward so as to manage risks and threats at the earliest and farthest point from our physical border. We are responsible for the Agency's international operationswith a network of more than 50 overseas personnel in approximately 30 countries around the world.

The directorate is comprised of: Global Border Management Division, International Network Operations Division and the International Network (3 regions).

Core Activities include:

• Lead international policy development and integration
• Drive bilateral and multilateral engagement
• Provide specialized services including the negotiation, development and advice related to international arrangements and agreements
• Manage the International Network, providing liaison, information collection, interdiction and situational awareness
• Identify and interdict high-risk travellers and goods at the earliest point in the travel and trade continuum
• Provide support to the removals program
• Train airline and foreign government officials on Canadian entry and document requirements for both travellers and goods
• Provide an agile, rapid response capability to assist with the evacuation of Canadian citizens and Permanent Residents during international crises
• Support the development and implementation of major GOC initiatives (such as visa impositions/lifts, eTA/IAPI, in-transit facilitation, TWOV expansion etc.)
• Develop and manage the CBSA’s capacity building initiatives

Priorities

Resources

Budget for fiscal year 2018 to 2019: $17.365 million
Planned Budget for fiscal year 2019 to 2020: $15.6 million

Current FTEs:

• Headcount : 118
• FTEs: 110.08

Planned FTEs: 12 minimum (excluding rotation)

Organizational Structure

Talal Dakalbab
Director General

Caroline Jacques
Executive Director (a)

• Americas Region
  Benoit Chiquette, Regional Director
• Asia/Australia Region
  Megan Imrie, Regional Director
• Europe, Africa and Middle-East Region
  Brad Loynachan, Regional Director
• Global Border Management
  Charlene Larose, Director
• International Operations
  Jim Bissett, Director

Domestic Policy and Partnerships Directorate

Role

The Domestic Policy and Partnerships Directorate provides policy leadership and strategic advice to CBSA senior management and the Agency on a range of cross-cutting and emerging issues, and on relationships with federal partners, in support of border management and enforcement priorities at the domestic level. It does this by:

• Establishing and developing regular bilateral communication with counterparts throughout the Public Safety portfolio and with key partners, such as Immigration, Refugees and Citizenship Canada, Transport Canada, Canadian Food Inspection Agency, and identifying/leading on appropriate topics for discussion at these fora
• In close collaboration with the associated directorates, providing policy leadership on strategic issues for the Agency, including leading or contributing to the development of evolving policy issues in the area of Intelligence & Enforcement, Commercial & Trade, Travellers and horizontal issues
• Helping to coordinate CBSA’s policy prioritization exercise, ensuring that CBSA policy is aligned with key Government of Canada (GoC) partners priorities and all of Government priorities
• Supporting the strategic engagement of President and Executive Vice-President at Deputy-level meetings and committees
• Managing relationships with CBSA’s external review bodies

In all the above, DPPD supports the CBSA Renewal, ensuring work follows the Functional Management Model.

The directorate is comprised of 4 divisions:

• Domestic Policy and Strategic Partnerships
• Cabinet, Parliamentary and Regulatory Affairs
• External Review
• Research, Strategic Planning and Coordination Division

Priorities

Appendix 1: Information Technology Plan 2019 to 2020

This Appendix is based on the IT priorities process developed in December 2018. The priorities identified were presented to Information, Science and Technology Branch (ISTB), and the purpose of this annex is to chart the course to achieve the IT priorities identified by Strategic Policy Branch (SPB), in close collaboration with ISTB.

High-value short-term priorities

Medium to long-term priorities

Other priorities

Town hall priorities

Appendix 2: Staffing Plan 2019 to 2020

Under Development.

International Strategic Framework for Fiscal Year 2019 to 2022

Please visit the Strategic Policy Branch International Strategic Framework.

International Policy and Partnerships: Role of the Liaison Officer

The Canada Border Services Agency’s (CBSA) international network of Liaison Officers, International Network Managers and Regional Directors have the mandate to protect the integrity and security of the Canadian border through a range of reporting, interdiction, investigative and liaison activities related in support of the CBSA's mandate. The network builds relationships, shares best practices with priority partners and supports capacity building initiatives. Currently, the CBSA has officials posted in 32 countries and 37 locations.

Liaison Officer (LO) mandate

To protect the integrity and security of the Canadian border through a range of strategic, operational and tactical activities related to:

• combating irregular migration
• interdiction and airline support
• facilitation of Canadian citizens
• bilateral cooperation
• cooperation with B5 and like-minded
• removals
• supporting investigations
• customs and FPA
• information sharing
• national security
• crisis response

Key objectives

• Develop and maintain effective strategic and operational relationships
• Gather usable information
• Assist with the coordination of removal operations
• Work collaboratively with internal partners to support interdiction efforts
• Provide training and advice
• Support and educate various CBSA programs
• Support during emergency crises

[redacted]

Content to follow

CDO vision deck

A foundational data strategy to advance CBSA’s mission to 2025 and beyond.

CDO role at CBSA

Agency lead to navigate today’s disruptive, dynamic and data-intensive world.

• Primary goal – deliver on data analytics strategy, including capabilities, etc.
• Models (IBM)
  • Data integrator
  • Business optimizer
  • Market innovator
• Other fundamentals

The case for data

…The use of data is more important to the agency and our front line than any other tool, from dogs to guns, from intuition to targeting, and from biometrics to x-rays. Data analytics is what will weave the agency’s disparate and disconnected "aging" infrastructure and tools, and be the linchpin to transform it from a reactive agency to one with the foresight and power to deliver on the Border of the Future vision, and equip the Border Services Officer of the Future…

The state of things: A reductionist’s view

1. Exceptionally low knowledge and conversancy on data collection/ acquisition authorities
2. Scarce and scattered resources currently able to do advanced analytics
3. Constrained and unwieldy IT services and business processes

Disrupt to innovate and deliver – the plan

Spending money on this isn’t the only solution. Make some realignment decisions will be required. The Plan focuses on 3 pillars:

1. People
2. Environment
3. Data - acquire and integrate

1. Build the people

• Co-locate the few resources we have to form a data analytic core (from NTC and ISTB/Lab and CDO)
• HR plan for attracting, building a core of data analysts and other required enablers into the agency
• Training and career track/development
  • Includes training for literacy/authorities
  • Data science

2. The Environment - DevOps for analytics

• Build a DevOps organization to deliver on data analytics
  • In its simplest form DevOps is the idea that teams who produce applications should be responsible for deploying, running and maintaining them.
• Data science brings additional responsibilities to DevOps including Data engineering. For CBSA’s model we must include the following to support analytic operations: IT DevOps stack, and matrixed/dedicated resources some core enablers including HR, Finance.

"…Implement structure to encourage innovation and hasten delivery of advanced analytics, automation…"

3. Data - aquire and integrate

• Build an Analytic Centre of Expertise
  • Centre of gravity for the agency to build critical mass of analytic knowledge and a capacity to experiment
    • In out years the ACoE will work in a hub and spoke model with each branch and region
• CBSA’s Data "Switzerland"
  • Live Dev environment will be built to develop and test algorithms and conduct advanced data science projects to enable agency priorities
  • Build in privacy and other core essentials to outputs of data, including ethics into automated decision making

[redacted]

Plan for Enterprise Data Analytics

Description: Enterprise Data Analytics will develop a common Agency-wide risk framework that consistently identifies and prioritize threats to better inform risk-based targeting and admissibility decisions; will strengthen the Agency's ability to acquire and analyze data to assess the level of threat posed by travellers and traders; and will help focus resources to higher risk interdiction functions, leading to increased efficiency of resource allocations.

2019 to 2020 Budget: $9,813,936 (direct costs)

Branch: Strategic Policy Branch

Directorate: Chief Data Office

Date: May 5, 2019

Prepared by: Luc Desjardins

Endorsed by: Kathy Thompson

Desired goal and business outcomes

The Canada Border Services Agency produces vast amounts of data in carrying out its legislative, regulatory and partnership responsibilities, including administering more than 90 acts, regulations and international agreements that govern the admissibility of people and goods, plants and animals into and out of Canada. The Agency needs to be better at using data to be more responsive to new threats and issues and better at assessing and managing risk.

Enterprise Data Analytics will enable the Agency's transformation from a reactive model to one with the foresight and power to deliver on the border of the future. To modernize, the Agency requires a fundamental shift towards new behaviours and mindsets as well as dedicated change management efforts to support the adoption of new processes, as a data driven organization with advanced analytics and technology. An agile, innovative approach is needed to help the Agency iteratively test and deploy more advanced data analytics to accelerate targeting decisions and inform admissibility determinations. The Agency needs rapid advancement to keep pace with Border 5 partners whereby primary inspection decisions are driven first by data analytics and maximum low-risk automation with intelligence capacity.

Enterprise Data Analytics will deliver enabling capabilities to support the following modernization outcomes: Reduced Border Wait Times; Improved Efficiency; Increased Revenues; Reduced Costs for Governments; and Enabled Economic Growth.

Benefits

Enterprise Data Analytics will be a catalyst to transform the Agency's current business model (transaction based) to a more sustainable and effective Risk-based Compliance Model and achieve maximum resiliency of volume fluctuations.

Enterprise Data Analytics results will largely fall within the border management core responsibility, and will further enable border enforcement results through data-driven decision-making. To improve resultant rates of secondary examinations, investments are required in data analytics capabilities to help identify persons and shipments posing higher risk levels.

The following targets are based on the Canada Border Services Agency Border Modernization Performance Logic Model which supports the Canada Border Services Agency modernization outcomes:

Result 1: Reduced Border Wait Times

Indicator: Improved Agency data quality

Target: Increased # data sets analyzed for quality
Increased # data quality issues resolved

Result 2: Reduced Border Wait Times

Indicator: Agency access to data sets for improved risk assessment

Target: Increased # data sets available for targeting / risk assessment

Result 3: Improved Efficiency

Indicator: Improved advanced analytics capabilities

Target: Increased # of advanced analytics solutions available for targeting and risk assessment
10-15% improvement in resultant exam rate potential to redeploy
approximately 200 Border Service Officer Full Time Employees

Result 4: Reduced Costs for Governments

Indicator: Agency data sharing capabilities

Target: Increase # data sets shared with and obtained from other Government of Canada departments/agencies

Result 5: Increased Revenue

Indicator: Expanded use of analytical tools

Target: Increased revenue uplift from postal automation and analytics

Approach

The Chief Data Office will drive the Agency's vision and provide strategic direction to support delivery of data analytics capabilities. The Chief Data Office's foundational data strategy will enable Canada Border Services Agency's modernization and the border of the future under three key pillars:

1. People
   • Co-locate current scarce resources to form a data analytics core (from National Targeting Centre and Information, Science and Technology Branch/Lab and Chief Data Office
   • Develop an Human Resources plan for attracting and building a core of data analysts and other required enablers within the Agency
   • Deliver training and support development opportunities, including the Regions and B5 community
2. Environment
   • Build a DevOps organization to deliver on data analytics
   • Build data engineering expertise
   • Build support for analytic operations, including: Information Technology DevOps stack, and matrixed/dedicated resources including some core enablers, such as Human Resources and Finance
   • Deliver proofs of concept for priority data projects:
     • Security Screening Automation
     • Dynamic Risking support
     • E-Commerce/Postal
     • National Targeting Centre uses cases/operational support
     • Business Intelligence/Corporate support (Human Resources/Finance/Scheduling)
3. Data – Acquire and integrate
   • Build an Analytics Centre of Expertise – a centre of gravity for the agency to build critical mass of analytics knowledge and a capacity to experiment
     • In out years the analytics centre of expertise will work in a hub and spoke model with each branch and region
   • Build a Live Dev environment to develop and test algorithms and conduct advanced data science projects to enable agency priorities
   • Build in privacy and other core essentials to outputs of data, including ethics into automated decision making

Scope definition

Key activities in scope for Enterprise Data Analytics:

• People – Build and retain a workforce with multidisciplinary skillsets to enable data analytics; includes building the Chief Data Office.
• Environment – Build an environment to support innovation and hasten delivery of high-value analytics use cases; includes an advanced analytics platform and cloud based services.
• Data – Acquire and integrate data; includes privacy impact assessments and data stewardship.

Out of scope: Process reengineering, application development and service management for onboarding onto the advanced analytics platform

Key Milestones 2019 to 2020

1. Core team member/skills identification

Recruit data analytics talent:

• Identify skills required vs available (inventory)
• Intake identification: internal, external, students, contractors, secondments/ integrations from other departments, etc.
• Posters, advertising (if required), social media (LinkedIn, Stack Overflow, etc.)

Expected completion date: second quarter of fiscal year 2019 to 2020

2. Health assessments completed

Identify data acquisition priorities:

• Assess readiness of datasets / acquisitions (from IT planning to quality)
• Privacy Impact Assessment tracking with Office of the Privacy Commissioner on setting up protocol environment
• Policy/stewardship – based on acquisition priorities and scoped projects

Expected completion date: second quarter of fiscal year 2019 to 2020

3. Org design and IT stack identification and governance

Establish protocol environment for analytics:

• Identify resource requirements with Information, Science and Technology Branch
• Identify Protected B Cloud critical path with Information, Science and Technology Branch and Shared Services Canada
• Establish analytics platform; assess options for trial

Expected completion date: third quarter of fiscal year 2019 to 2020

4. Training/prepping of team

Deliver analytics training:

• Training model – phased over time (for example basic, intermediate, advanced)
• Identify onboarding requirements and critical gaps where curriculum may not exist (for example legal/policy 101 for Canada Border Services Agency analysts)
• Identify source of training: identify online training (for example SANS with standing offers), acquire expertise or develop curriculum

Expected completion date: third quarter of fiscal year 2019 to 2020

5. Data projects initiated

Initiate data projects in protocol environment (Protected B cloud)

Expected completion date: fourth quarter of fiscal year 2019 to 2020

Financial details for fiscal year 2019 to 2020

Risks

Risk 1: Procurement
Lengthy procurement processes will impact the Agency's ability to deliver high-value analytics use cases.

Impact (Consequence): High

Probability (Likelihood): Medium

Mitigation strategy: The Chief Data Office is seeking to leverage use of the Agency's National Security Exemption for analytics procurement. The Chief Data Office met with Strategic Procurement in Finance and will be meeting with Public Services and Procurement Canada to discuss procurement strategies for the advanced analytics platform and protected B cloud services.

Risk 2: IT services
Constrained and unwieldy Information Technology services will impact delivery of data analytics capabilities.

Impact (Consequence): High

Probability (Likelihood): Medium

Mitigation strategy: The Chief Data Office is fully engaged with Information, Science and Technology Branch partners to implement a delivery model to support an agile, innovative analytics environment (DevOps).

Risk 3: Organizational readiness
The CBSA will be unable to adapt to change needed to support innovation and a renewed business model for data analytics.

Impact (Consequence): High

Probability (Likelihood): Medium

Mitigation strategy: The Chief Data Office will work with the Chief Transformation Officer Branch to develop a change management strategy/plan – the Chief Transformation Officer Branch will be costing this requirement as part of its own Finance and Investment Management Committee business case. The Canada Border Services Agency will train employees with necessary skills to fully leverage the benefits of analytics for Border Management and Border Enforcement.

Risk 4: Legislation
CBSA current legislation needs revisions to enable the use of data analytics.

Impact (Consequence): High

Probability (Likelihood): Medium

Mitigation strategy: The Chief Data Office will conduct a review of current legislation and, benefiting from work undertaken by Treasury Board of Canada Secretariat over privacy rules to enable the use of data analytics, identify areas which may need further analysis to determine if revisions are needed. Should the need for changes be identified, the Canada Border Services Agency will engage with Central Agencies and work with other departments and agencies to coordinate efforts. Collaborative work with Treasury Board of Canada Secretariat and insight from other departments with past experience in similar areas is expected to help mitigate risks.

Risk 5: People
The Canada Border Services Agency will be unable to attract the necessary skill sets to support advanced analytics.

Impact (Consequence): High

Probability (Likelihood): Medium

Mitigation strategy: The Chief Data Office will develop a skills inventory and intake process to support recruitment for data analytics: internal, external, students, contractors, secondments/integrations from other departments, etc. The Chief Data Office will also engage with Human Resources, Central Agencies and other departments and agencies to identify/leverage recruitment strategies.

Next steps

Immediate next steps are focused on establishing the protocol environment to enable rapid development of high-value analytics use cases:

• Continue consultations with Information, Science and Technology Branch on way forward to build/govern DevOps stack for analysis
• Meet with Public Services and Procurement Canada to discuss options for expediting procurement using the National Security Exemption
• Develop an integrated plan with data projects

[redacted]

Content to follow

Participants and lead branches for external Deputy Minister (DM) and Assistant Deputy Minister (ADM)/Vice-President committees

Global Trends, Foreign Affairs and Defence Issues

DM level committee examines global trends and geopolitical dynamics (including the future of Canada-US relations), and their implications from Canada's perspective. Examines the impacts of, and formulates advice on, foreign and defence policy issues, including with respect to diplomatic and military efforts as well as capacity building, international development assistance, and support for conflict resolution, human rights, democracy and global institutions.

Participant pre-April 1, 2019: Executive Vice-President

Lead branch pre-April 1, 2019: SPB

Proposed participant post-April 1, 2019: Executive Vice-President

Proposed lead branch post-April 1, 2019: SPB

Frequency: Ad-hoc

Litigation Management

DM level committee provides a forum for discussion of the policy, financial and legal implications of litigation involving the Government of Canada in order to provide strategic advice to the Government.

Participant pre-April 1, 2019: President

Lead branch pre-April 1, 2019: Finance and Corporate Management Branch (FCMB)/Legal

Proposed participant post-April 1, 2019: President

Proposed lead branch post-April 1, 2019: FCMB/Legal

Frequency: Quarterly

DM National Security

DM level committee considers a wide range of current and emerging issues affecting Canada's national security, including their potential implications for Canada's economy. Facilitates information sharing across the security and intelligence community and coordinates policy and operational responses by government departments and agencies with shared responsibility for national security. Oversees the development and implementation of relevant national security-related strategies and policies. Monitors progress and implementation of national security and intelligence priorities.

Participant pre-April 1, 2019: President

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: President

Proposed lead branch post-April 1, 2019: SPB

Frequency: Monthly

Public Service Management Advisory Committee

DM level committee provides a forum for discussion of the public service management agenda.

Participant pre-April 1, 2019: Executive Vice-President

Lead branch pre-April 1, 2019: FCMB

Proposed participant post-April 1, 2019: Executive Vice-President

Proposed lead branch post-April 1, 2019: FCMB

Frequency: Monthly

Note: FCMB is the lead for tasking out agenda items to other Branches.

Task Force on Diversity and Inclusion

DM level committee examines and formulates advice on how to promote inclusion, to ensure Canada fully benefits from the participation of all Canadians in our economic, social, cultural and civic life.

Participant pre-April 1, 2019: Executive Vice-President

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: Executive Vice-President

Proposed lead branch post-April 1, 2019: SPB, with support from Human Resources Branch, CTO and Champion of Indigenous People

Frequency: Ad-hoc

Note: SPB is the lead for tasking out agenda items to other Branches.

Agency Revenue Management Advisory Board (ARMAB)

DM level committee, the Agency Revenue Management Advisory Board (ARMAB) will provide oversight and advice on the overall direction and progress of the CBSA Assessment and Revenue Management (CARM) project and ensure alignment with Government of Canada (GoC) priorities and policies.

Participant pre-April 1, 2019: Executive Vice-President

Lead branch pre-April 1, 2019: CARM

Proposed participant post-April 1, 2019: President

Proposed lead branch post-April 1, 2019: CARM

Frequency: Ad-hoc

DM Steering Committee on First Nations Border Crossing Issues

DM level committee, mandate to arrive at potential solutions as a result of the Minister’s Special Representative who will engage with First Nations and explore their views regarding the border crossing challenges they face.

Participant pre-April 1, 2019: Executive Vice-President

Lead branch pre-April 1, 2019: Programs Brach (Indigenous Affairs Secretariat (IAS))

Proposed participant post-April 1, 2019: Executive Vice-President

Proposed lead branch post-April 1, 2019: Commercial and Trade Branch (IAS) in consultation with SPB and TB

Frequency: Ad-hoc

DM Task Force on Opioids

DM level committee responding to the national opioid crisis is a priority for the government. Since June, the Opioid Response Team has been working with colleagues from across the federal government to deliver a whole-of-government approach to the file. This regular meeting is to discuss progress on the federal response to the opioid crisis and is supported by ADM Working Group on Opioids.

Participant pre-April 1, 2019: DM

Lead branch pre-April 1, 2019: Commercial and Trade Branch

Proposed participant post-April 1, 2019: DM

Proposed lead branch post-April 1, 2019: Commercial and Trade Branch

Frequency: Ad-hoc

Asylum System Management Board

DM level committee, the Asylum System Management Board (ASMB) is the senior level coordinating body for the asylum system. This body is established to conduct system-wide joint priority setting, trends analysis, performance management and monitoring of interdepartmental goals, and better horizontal coordination between partners involved in the delivery of the asylum system.

Participant pre-April 1, 2019: President

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: President

Proposed lead branch post-April 1, 2019: Intelligence and Enforcement Branch (IEB)

Frequency: Ad-hoc

DM Policy and Engagement Committee

DM level committee: DM forum to discuss items related to Cabinet/legislative/regulatory changes with respect to the Asylum program.

Participant pre-April 1, 2019: President

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: President

Proposed lead branch post-April 1, 2019: SPB

Frequency: Ad-hoc

Deputy Ministers Intelligence Assessment Committee (DMIAC)

DM level committee brings together representatives of domestic departments and agencies that are involved in gathering or assessing intelligence and are major users of assessed intelligence. The Committee produces papers that take a longer-range view of foreign developments, but are still of immediate interest to decision-makers.

Participant pre-April 1, 2019: President

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: President

Proposed lead branch post-April 1, 2019: SPB with support from IEB

Frequency: Ad-hoc

Trade Chain Partner (TCP) Working Group (WG)

VP level committee: The TCP WG will provide updates on the CARM project and ensure alignment with the TCP community.

Participant pre-April 1, 2019: Vice-President (VP) CARM

Lead branch pre-April 1, 2019: CARM

Proposed participant post-April 1, 2019: VP CARM

Proposed lead branch post-April 1, 2019: CARM

Frequency: Ad-hoc

EPS Assistant Deputy Minister Committee meeting

ADM level committee provides advice to Public Works regarding procurement modernization initiatives.

Participant pre-April 1, 2019: VP FCMB

Lead branch pre-April 1, 2019: FCMB

Proposed participant post-April 1, 2019: VP FCMB

Proposed lead branch post-April 1, 2019: FCMB

Frequency: Ad-hoc

Greening Government ADM Steering Committee

ADM level committee to ensure that the Government of Canada continues to deliver on greening government commitments.

Participant pre-April 1, 2019: VP FCMB

Lead branch pre-April 1, 2019: FCMB

Proposed participant post-April 1, 2019: VP FCMB

Proposed lead branch post-April 1, 2019: FCMB

Frequency: Ad-hoc

ADM Security Committee

ADM level committee: This committee is co-chaired by the PCO Assistant Secretary to the Cabinet for Security Operations and the TBS Assistant Secretary, Digital Policy and Services.

Participant pre-April 1, 2019: DSO

Lead branch pre-April 1, 2019: FCMB

Proposed participant post-April 1, 2019: VP FCMB

Proposed lead branch post-April 1, 2019: FCMB

Frequency: Ad-hoc

ADM – Senior Project Advisory Committee – National Guard

ADM level committee: The purpose of this SPAC is to provide an interdepartmental senior-level forum to advise on and guide the CBSA’s project plan and investment strategy and Public Services and Procurement Canada’s (PSPC) procurement strategy, for nationally contracted guard services. The SPAC will reflect on relevant national procurement objectives, and review the CBSA’s and PSPC’s key outputs prior to, during and after the request for proposal phase.

Participant pre-April 1, 2019: VP IEB and VP FCMB

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: VP FCMB

Proposed lead branch post-April 1, 2019: FCMB

Frequency: Ad-hoc

Human Resources Council

ADM level council: The HR Council is comprised of all Heads of HR from the core public administration as well as separate agencies and crown corporations. As senior managers in their own departments, HRC members contribute to the achievement of the people management agenda by ensuring that the needs of their organization are met and that their Deputy Head is positioned to fulfill all of his or her responsibilities for people management.

Participant pre-April 1, 2019: VP Human Resources Branch

Lead branch pre-April 1, 2019: Human Resources Branch

Proposed participant post-April 1, 2019: VP Human Resources Branch

Proposed lead branch post-April 1, 2019: Human Resources Branch

Frequency: Ad-hoc

Chief Information Officer Council

TBC level council: The CIOC is a forum for consultation and information exchange on matters relating to the effective management and use of information and technology in support of program and service delivery in the Government of Canada. As senior officials responsible for IM/IT in their respective departments, CIOC members will advise the CIO of the Government of Canada on initiatives impacting IM/IT and provide recommendations as appropriate. The CIOC will identify the key opportunities and challenges in managing IM/IT within departments including development and sustenance of IM/IT communities of practice and make recommendations on strategies and policies to address these opportunities and challenges.

Participant pre-April 1, 2019: VP Information, Science and Technology Branch (ISTB)

Lead branch pre-April 1, 2019: ISTB

Proposed participant post-April 1, 2019: VP ISTB

Proposed lead branch post-April 1, 2019: ISTB

Frequency: Ad-hoc

ADM Committee on Enterprise Priorities and Planning (CEPP)

ADM level committee through principles-based prioritization and a risk-based approach to balancing capacity and demand, these committees drive the alignment of IT and IT-enabled initiatives to enterprise-wide business priorities. The expected outcomes of this governance model include increased value from the Government of Canada’s (GC) IT portfolio and improved program and service delivery.

Participant pre-April 1, 2019: VP ISTB

Lead branch pre-April 1, 2019: ISTB

Proposed participant post-April 1, 2019: VP ISTB

Proposed lead branch post-April 1, 2019: ISTB

Frequency: Ad-hoc

GC Enterprise Architecture Review Board (GC EARB)

TBC level committee established to further the "whole of government as one enterprise" vision. It is integrated into the larger GC governance structure and looks at alignment of initiatives, system and solution gaps and overlaps, development of new digital capabilities and innovation opportunities, setting technology standards and providing IM-IT investment direction.

Participant pre-April 1, 2019: VP ISTB

Lead branch pre-April 1, 2019: ISTB

Proposed participant post-April 1, 2019: VP ISTB

Proposed lead branch post-April 1, 2019: ISTB

Frequency: Ad-hoc

Permanent Body Senior Officials

ADM level committee: Interdepartmental group that has the task of identifying, discussing, and addressing systemic issues related to Canada's immigration admissibility policy that negatively impact, or have the potential to impact, Canadian interests. The body is chaired by IRCC and CBSA, and is comprised of the CSIS, PS, the Department of Justice, the RCMP and Global Affairs Canada.

Participant pre-April 1, 2019: Associate Vice-President Operations Branch

Lead branch pre-April 1, 2019: Operations Branch

Proposed participant post-April 1, 2019: VP IEB

Proposed lead branch post-April 1, 2019: SPB/IEB

Frequency: Ad-hoc

Associate Deputy Minister National Security Policy Committee

ADM level committee: The Assistant Deputy Minister National Security Policy Committee (ADM NS Policy) serves as a strategic-level table to prioritise, coordinate and collaborate amongst its members on the development and implementation of policy proposals related to national security, including:

• Identification of emerging policy issues
• Providing strategic-level advice to policy proposals
• Ensuring collaboration between relevant departments and agencies
• Supporting the decision-making process
• Monitoring implementation and results in line with Deputy Minister and Minister-level direction

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: VP SPB

Proposed lead branch post-April 1, 2019: SPB

Frequency: Monthly

Associate Deputy Minister National Security Operations Committee

ADM level committee, operational counterpart to the ADM NS Policy Committee.

Participant pre-April 1, 2019: Associate Vice-President Operations Branch

Lead branch pre-April 1, 2019: Operations Branch

Proposed participant post-April 1, 2019: VP IEB

Proposed lead branch post-April 1, 2019: IEB

Frequency: Ad-hoc

ADM Intelligence Assessment Committee (ADMIAC)

ADM Level committee supporting the work of the DMIAC.

Participant pre-April 1, 2019: Associate Vice-President Programs Brach

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: VP SPB

Proposed lead branch post-April 1, 2019: SPB with support from IEB

Frequency: Ad-hoc

ADM Intelligence Committee

ADM Level committee consider national intelligence collection and assessment programs and priorities; provide recommendations for DMs on intelligence matters.

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: VP IEB

Proposed lead branch post-April 1, 2019: IEB

Frequency: Ad-hoc

ADM Cannabis Committee

ADM level committee serves as the main forum for government-wide coordination of policy and implementation activities, and information sharing. Committee membership extends beyond Health Canada, Justice and Public Safety to include federal departments and agencies that have a key role to play in implementation planning and execution. The Committee meets every three weeks (and more often as circumstances warrant). The ADMs of the three lead departments (Health, Public Safety, and Justice) will continue to meet as required to discuss strategic issues as needed.

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: VP SPB

Proposed lead branch post-April 1, 2019: SPB

Frequency: Ad-hoc

ADM Marine Security Operations Centers Steering Committee

ADM level committee: Transport Canada is leading a review of Canada’s MSOCs to support the Oceans Protection Plan announced in 2016. The Coastal Strategy 2016 resulted in a commitment to return to Cabinet with recommendations to address longstanding constraints faced by the MSOCs (ie. lack of a clear governance structure).

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: VP IEB

Proposed lead branch post-April 1, 2019: IEB

Frequency: Ad-hoc

ADM Working Group on Opioids

ADM level committee responding to the national opioid crisis is a priority for the government. Since June, the Opioid Response Team has been working with colleagues from across the federal government to deliver a whole-of-government approach to the file. This regular meeting is to discuss progress on the federal response to the opioid crisis and support the Deputy Minister Task Force on the Opioid Crisis.

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: VP Commercial and Trade Branch

Proposed lead branch post-April 1, 2019: Commercial and Trade Branch

Frequency: Ad-hoc

ADM Steering Committee on Money Laundering and Terrorist Financing (ML/TF) Risk Assessment Committee

ADM level committee: The Committee will work to continue to systematically identify, assess, and understand inherent ML/TF risks in Canada to inform the development of AML/ATF policy and to support operational efforts to effectively mitigate these risks. In doing so, the Committee and its working group will utilize and build upon the work and findings of the original ML/TF inherent risk assessment and Canada’s self-assessment of its technical and effectiveness compliance against the FATF Recommendations.

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: VP IEB

Proposed lead branch post-April 1, 2019: IEB

Frequency: Ad-hoc

Note: IEB should engage SPB when discussions are policy focused.

Committee of Assistant Deputy Ministers on Official Languages (CADMOL)

ADM level committee: The CADMOL mandate is to support and monitor the development of official-language policies and programs. CADMOL contributes to fostering coordinated government action official languages and the related outcomes of Canadians.

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: Official Languages Champion

Proposed lead branch post-April 1, 2019: Champion of Official Languages with support from Human Resources Branch

Frequency: Ad-hoc

Note: 2019 to 2020: Jacques Cloutier

Assistant Deputy Minister Economic Security Committee

ADM level committee: The ADM Economic Security Committee (ADM ESMC) brings together relevant departments to discuss issues of economic security and provide a platform for information-sharing across implicated programs/files such as the Investment Canada Act, Export Controls and Controlled Goods Program. In some cases, transactions based in the Bank Act or the Insurance Companies Act are also discussed at this committee along with economic security policy issues.

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: VP IEB

Proposed lead branch post-April 1, 2019: IEB

Frequency: Ad-hoc

Preclearance Consultative Group (PCG)

ADM level committee:

• PCG facilitates timely cooperation, communication and coordination on performance and implementation issues related to Canadian and U.S. preclearance activities in all modes of transportation. (held at least annually)
• Chaired by Public Safety, co-chaired by Transport Canada, attended by CBSA, Global Affairs Canada, Department of Justice, and other Canadian departments and agencies as required
• Jointly chaired in U.S. by Department of Homeland Security, co-chaired by Department of State, attended by U.S. Customs and Border Protection (CBP), Transportation Security Administration (TSA), and U.S. Immigration and Customs Enforcement (ICE), and other U.S. federal departments and agencies as needed

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: Programs Brach

Proposed participant post-April 1, 2019: VP TB and VP Commercial and Trade Branch

Proposed lead branch post-April 1, 2019: TB and Commercial and Trade Branch

Frequency: Ad-hoc

Assistant Deputy Minister Access to Information and Privacy Committee (ADM ATIP Committee)

ADM level committee: Government of Canada committee on matters relating to access to information and privacy (ATIP). This includes addressing policy and operational issues and providing strategic and collaborative leadership to facilitate effective, well-coordinated, and proactive management of the ATIP program across the Government of Canada.

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: SPB

Proposed participant post-April 1, 2019: VP SPB

Proposed lead branch post-April 1, 2019: SPB

Frequency: Ad-hoc

ADM Strategic Privacy Policy Steering Committee

ADM level committee: Provide all-of-government strategic advice on law reform of the Privacy Act, taking into account the major functions of Government that involve the collection, use, retention or disclosure of personal information and the need to protect personal information. The Committee will work in parallel with the Assistant Deputy Minister Access to Information and Privacy Committee.

Participant pre-April 1, 2019: VP SPB

Lead branch pre-April 1, 2019: SPB

Proposed participant post-April 1, 2019: VP SPB

Proposed lead branch post-April 1, 2019: SPB

Frequency: Ad-hoc

Assistant Deputy Minister Committee on Service and Federating Identity

ADM level committee originally mandated to shepherd the creation of a unique digital identity that Canadians could use whether they were accessing provincial/territorial or federal services. This table also oversees the commitments of its members in delivering 10 initiatives under the GC Service Strategy. ADM-SFI is also a conduit to inform senior officials about the impact of the GC Data Strategy Roadmap on the TB Policy on Service and on service management. The committee is not a feeder group, but does vet products destined for DM-CEPP, PSMAC and other DM tables. For the CBSA, the ADM-SFI provides an opportunity to exchange with central agencies and other federal counterparts on service, digital transformation, and data analytics, all of which are key federal priorities.

Participant pre-April 1, 2019: VP Programs Brach

Lead branch pre-April 1, 2019: SPB

Proposed participant post-April 1, 2019: VP FCMB

Proposed lead branch post-April 1, 2019: FCMB

Frequency: Ad-hoc

ADM-Level Removals Working Group

ADM level committee: The primary focus of the group is to examine how departments and agencies can work together to increase the cooperation and speed by which foreign governments produce the travel documents.

Participant pre-April 1, 2019: VP SPB (co-chair) and VP Ops

Lead branch pre-April 1, 2019: SPB

Proposed participant post-April 1, 2019: VP SPB / VP IEB

Proposed lead branch post-April 1, 2019: IEB

Frequency: Ad-hoc

ADM Council on Representation Abroad

ADM level council:

• Global Affairs Canada (GAC) provides a network of infrastructure and common services to a variety of clients including the Canada Border Services Agency (CBSA) at missions abroad
• The Interdepartmental ADM Council on Representation Abroad provides advice to the GAC Deputy Minister on mechanisms to implement Canadian foreign policy through the Government of Canada’s international platform
• The ADM Council reviews operational resources allocation plans provided by partners and promotes resource allocation alternatives for more cost-effective delivery of common services

Participant pre-April 1, 2019: VP SPB

Lead branch pre-April 1, 2019: SPB

Proposed Participant post-April 1, 2019: VP SPB

Proposed lead branch post-April 1, 2019: SPB

Frequency: Ad-hoc

Canadian Committee on National Security Systems (CCNSS)

ADM level committee established by and reporting to DMNS for the governance and development of national standards and enterprise approaches to Government of Canada national security systems and chaired by CSE.

Pre April 1, 2019: not applicable

Proposed Participant post-April 1, 2019: VP ISTB

Proposed lead branch post-April 1, 2019: ISTB

Frequency: Ad-hoc

ADM-level interdepartmental on New Tourism Strategy

ADM level committee established to support the development of a new federal Tourism Strategy, its core objective being the creation of new opportunities and jobs for the middle class in the tourism sector across Canada.

Pre-April 1, 2019: not applicable

Proposed participant post-April 1, 2019: VP SPB

Proposed lead branch post-April 1, 2019: SPB

Frequency: Ad-hoc

ADM Champions’ Network: Building Gender Inclusive Services

ADM level committee established to support a whole-of-government approach to being inclusive of people of all genders and embed gender diversity in service design and delivery.

Pre April 1, 2019: not applicable

Proposed participant post-April 1, 2019: DG DPP

Proposed lead branch post-April 1, 2019: Champion

Frequency: Ad-hoc

Date modified:

2020-01-09