Canada Border Services Agency's 2024 to 2025 Departmental results report
Copyright information
© His Majesty the King in Right of Canada, represented by the Minister of Public Safety, 2025, ISSN: 2560-9998
At a glance
This Departmental Results Report details the CBSA's actual accomplishments against the plans, priorities and expected results outlined in its 2024 to 2025 Departmental Plan.
Key priorities
The CBSA identified the following key priorities for 2024 to 2025:
- Effective border operations: Continue providing facilitative and efficient border services for admissible persons and goods, focusing on identifying and interdicting high-priority contraband, human smuggling, and inadmissible persons, particularly firearms, opioids, and serious inadmissibility cases.
- Effective management of the Agency: Improve internal systems, controls and processes to support more effective management of the Agency's resources and people, including budgets and human resources, with a particular focus on procurement.
- CARM implementation: Deliver the CBSA Assessment and Revenue Management (CARM) project to help improve the efficiency and effectiveness of revenue collection at the border.
- Anti-racism, equity, diversity and inclusion: Continue efforts to improve diversity and inclusion, change behaviours and mindsets, and address potential barriers faced by employees and clients, in order to allow for their equal participation in the workplace and in our programs and services.
- Reconciliation with Indigenous Peoples: Continue efforts to reflect Indigenous culture, interests and issues in CBSA operations, while also addressing barriers facing Indigenous employees as articulated in the Many Voices, One Mind report.
- Traveller Modernization: Continue the planning and delivery of Traveller Modernization, working toward the border of the future.
- Immigration modernization and asylum sustainability: Advance immigration facilitation and enforcement reforms geared toward faster, fairer and more transparent processing, while protecting national security, supporting Canada's immigration levels plan, addressing irregular migration, and enhancing the sustainability of the in-Canada asylum system.
- Detention reform: Continue the implementation of the National Immigration Detention Framework through an updated approach to address current challenges, while using detention as a measure of last resort, for the shortest duration possible, and after all alternatives to detention are considered; maintaining the humane treatment of detainees; and supporting safety and consistency on a national basis.
Highlights for the CBSA in 2024 to 2025
- Total actual spending (including internal services): $3,008,932,959
- Total full-time equivalent staff (including internal services): 16,890
For complete information on the CBSA's total spending and human resources, refer to the 'Spending and human resources' section of the full report.
Summary of results
The following provides a summary of the results achieved by the CBSA in 2024 to 2025 under its main areas of activity, which are called "core responsibilities".
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Core responsibility 1: Border management
- Actual spending: $2,039,470,797
- Actual full-time equivalent staff: 11,404
Key achievements:
- The CBSA's intelligence, threat and risk assessment activities contribute to the identification, mitigation and neutralization of risks and threats to the safety, security and prosperity of Canadians and Canada
- Combatted the cross-border movement of illicit drugs and precursor chemicals, including synthetic opioids such as fentanyl, as well as the illegal importation of firearms and prohibited weapons, through collaboration with law enforcement partners and enhancements to detection capabilities, resulting in approximately 32,000 drug seizures and 7,000 firearm/weapon seizures in 2024 to 2025.
- Supported the Federal Action Plan on Combatting Auto Theft through collaboration with law enforcement partners and expanded detection tools, resulting in the recovery of 2,277 stolen vehicles in the 2024 calendar year, more than any other year on record.
- Continued enhancing the Immigration National Security Screening Program to conduct comprehensive screening of visa applicants and asylum claimants, and to strengthen the identification of inadmissible persons seeking entry into Canada.
- Admissible travellers are processed in an efficient manner
- Maintained effective border operations in the traveller stream, with a total of 92 million travellers processed in 2024 to 2025 across the land, air and marine modes.
- Advanced the Traveller Modernization initiative by completing planning and securing the requisite authorities to begin execution of Phase 1 of the Officer Experience project. This will deliver a new processing system for officers that is intended to improve the safety and security of the border while providing Canadians and visitors to Canada with a better travel experience.
- Travellers and their goods are compliant with applicable legislation
- Advanced plans for the CBSA's first land preclearance operation in a co-located facility in the United States. This operation is planned to be a two-year pilot that will launch in the fall of 2025 at the Covey Hill/Cannon Corners border crossing between Quebec and New York State.
- Admissible commercial goods and conveyances are processed in an efficient manner
- Maintained effective border operations in the commercial stream, resulting in approximately:
- 29.5 million commercial releases processed in 2024 to 2025 across the land, air and marine modes (compared to 25.3 million in 2023 to 2024), as well as 146.8 million courier low-value shipments processed. This amounts to a total value of goods of $879 billion in 2024 to 2025 (compared to $830 billion in 2023 to 2024).
- $42.7 billion in duties and taxes assessed in 2024 to 2025 (not including $443 million in surtaxes) compared to $40.5 billion in 2023 to 2024.
- Maintained effective border operations in the commercial stream, resulting in approximately:
- Traders are compliant with applicable legislation and requirements
- Continued efforts to equip the CBSA's marine container examination facilities with enhanced imaging technology to inspect marine containers and large conveyances targeted for examination.
- Importers comply with revenue requirements
- Delivered the external launch of the CBSA Assessment and Revenue Management (CARM) system in , making CARM the official system of record for importers and other trade chain partners to assess and pay duties and taxes.
- Canadian producers are protected from unfairly dumped and subsidized imports
- Conducted a total of 11 anti-dumping and countervailing investigations in 2024 to 2025 pursuant to the Special Import Measures Act to guard against unfair trade practices, defend domestic producers, and protect Canadian jobs.
- Trusted Traveller and Trader programs increase processing efficiency of low-risk, pre-approved travellers and traders
- Administered the bilateral NEXUS program between Canada and the United States, as well as the CBSA's Partners in Protection and Customs Self-Assessment programs, which support communities and economic interests on both sides of the border by expediting the crossing of pre-approved travellers and traders.
- Travellers and the business community have access to timely redress mechanisms
- Administered the CBSA's Recourse Program to provide individuals and businesses with an accessible mechanism to seek an impartial review of CBSA decisions taken under border legislation.
- Supported efforts to establish the Public Complaints and Review Commission, which will serve as an independent review body for the CBSA.
- Other key achievements
- Implemented reciprocal surtaxes on a range of industrial and manufactured goods in response to unilateral tariffs by the United States.
- Completed extensive preparations for the opening of the Canadian port of entry at the Gordie Howe International Bridge, including the installation of furniture, fixtures, specialized equipment and detection technology, as well as hiring most of the staff required to operate the port of entry.
- Continued to implement the CBSA's Indigenous Framework and Strategy to guide reconciliation efforts with Indigenous Peoples.
For more information on the CBSA's core responsibility of border management, refer to the 'Results – what we achieved' section of the full report.
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Core responsibility 2: Border enforcement
- Actual spending: $427,496,353
- Actual full-time equivalent staff: 2,170
Key achievements:
- Immigration investigations identify persons inadmissible to Canada
- Continued to focus inland investigative resources on high-risk immigration cases, with the highest priorities being national security, criminality, organized crime, and human and international rights violations. The CBSA concluded 47,014 immigration investigations in 2024 to 2025, with 75% of persons identified as inadmissible to Canada.
- Continued to enforce the designation of the Iranian regime and completed immigration enforcement investigations of 114 individuals who were suspected of serving in the regime, of which 20 individuals have been reported inadmissible.
- Persons are placed on alternatives to detention whenever possible, or placed in the most appropriate detention facility according to their risk profile
- Continued to use detention as a measure of last resort, only after CBSA officers considered all available alternatives to detention, the specific factors of the case, any potential impacts of release, and other relevant considerations. In 2024 to 2025, 40% of all persons detained were released on alternatives to detention and their risks were appropriately assessed and mitigated by the alternatives to detention program.
- The Minister's positions are appropriately represented in immigration and refugee decision-making processes
- Supported the efficient triage of refugee claims in collaboration with Immigration, Refugees and Citizenship Canada (IRCC) through the Integrated Claim Analysis Centre in the Greater Toronto Area. The CBSA triaged a total of 72,610 refugee claims in 2024 to 2025, representing an increase of approximately 50% compared to the previous fiscal year.
- Inadmissible foreign nationals are prioritized and removed expeditiously from Canada
- Effected a total of 18,084 removals in 2024 to 2025, representing an increase of approximately 10% compared to the previous fiscal year. The CBSA continued to prioritize removals for serious inadmissibility cases and irregular migrant failed refugee claimants, of which 92% were removed.
- People and businesses that are referred to Crown counsel for prosecution are convicted
- Supported the prosecution of numerous cases involving violations of border legislation in 2024 to 2025, with convictions secured in over 100 cases, including 33 cases involving firearms and weapons smuggling; 13 cases involving human smuggling; 6 cases involving fraudulent immigration consultants; and 8 cases involving trade fraud.
For more information on the CBSA's core responsibility of border enforcement, refer to the 'Results – what we achieved' section of the full report.
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Internal services
- Actual spending: $541,965,809
- Actual full-time equivalent staff: 3,316
Key achievements:
- Strengthened the CBSA's procurement practices through its Executive Procurement Review Committee to provide senior oversight of all its contracting activities with a focus on delivering value for money, while also taking steps to reduce its reliance on external consultants.
- Implemented the CBSA's 2024 to 2028 Wellness Strategy based on four strategic priorities: improving wellness on the front line; supporting managers to create healthy workplaces; adjusting to a continually evolving work reality; and implementing a wellness management system.
- Strengthened cyber security defence mechanisms by increasing capacity and procuring new tools to bolster cyber capabilities, while reinforcing security consciousness across the organization.
For more information on the CBSA's internal services, refer to the 'Results – what we achieved' section of the full report.
From the Minister
On behalf of the Canada Border Services Agency (CBSA), I am pleased to present to Parliament our Departmental Results Report for the 2024 to 2025 fiscal year.
The CBSA has a mandate to provide integrated border services that support shared North American security and public safety priorities, while facilitating the free flow of legitimate trade and travel. The Agency is committed to protecting the safety and security of all individuals in Canada, as well as the stability and prosperity of our economy. To that end, the Agency works closely with domestic law enforcement partners, including the Royal Canadian Mounted Police, other Canadian police agencies, and provincial, territorial and Indigenous governments, as well as United States counterparts and international partners.
In 2024 to 2025, the Government announced Canada's Border Plan, supported by a $1.3 billion investment, with more than a quarter of that investment allocated to the CBSA to strengthen border security through additional personnel, new technology and equipment, and enhanced operational coordination. The Agency is fulfilling its central role in implementing the Border Plan by increasing efforts to prevent firearms and illicit drugs, including fentanyl and precursor chemicals, from entering Canada; combatting human trafficking, trade-based money laundering, and transnational organized crime; and conducting efficient security screening of individuals seeking to immigrate to Canada. The Agency also supported the Federal Action Plan on Combatting Auto Theft by collaborating with law enforcement partners and expanding tools for the detection of stolen vehicle exports.
At the same time, the CBSA took further steps toward its vision for the border of the future. Under its Traveller Modernization initiative, the Agency continued to invest in improvements to infrastructure and processes at Canada's ports of entry, with a view to providing a safe, modern and efficient travel experience for Canadians and visitors crossing our borders. In the commercial stream, the Agency continued to enhance its operations to manage large volumes of cross-border traffic and to keep pace with the continual rise in e-commerce imports.
Following extensive preparations throughout 2024 to 2025, the CBSA is on track for the opening of a new port of entry at the Gordie Howe International Bridge. This will be a vital new trade link between Canada and the United States, connecting Windsor, Ontario and Detroit, Michigan. Also in 2024 to 2025, the Agency successfully delivered the external release of the CBSA Assessment and Revenue Management (CARM) system, making CARM the official system of record for importers and other trade chain partners to assess and pay duties and taxes. This is a major accomplishment for the Agency in modernizing the processes required to assess, collect, manage and report revenue.
From an organizational perspective, the CBSA continued to improve its management practices so that its human resources, finances and information assets are managed effectively, while placing a particular focus on procurement and contract management. The Agency is maintaining senior oversight of all its contracting activities with a view to delivering value for money, while also reducing its reliance on external consultants. Additionally, following the Royal Assent of Bill C-20 in , which paved the way for the creation of an independent review body for the CBSA, the Agency is supporting efforts to establish the Public Complaints and Review Commission to strengthen law enforcement accountability, transparency and public trust.
I thank all CBSA staff for their work in protecting the health, safety and security of Canadians.
Results – what we achieved
Core responsibilities and internal services
Core responsibility 1: Border management
Description
The CBSA assesses risk to identify threats, manages the free flow of admissible travellers and commercial goods into, through and out of Canada, and manages non-compliance.
Quality of life impacts
This core responsibility contributes to the 'Good Governance' domain of the Quality of Life Framework for Canada, particularly the 'Safety and Security' and 'Justice and Human Rights' subdomains, by safeguarding Canada's borders and supporting the fair and equal application of Canada's border-related laws and requirements.
Progress on results
This section details the CBSA's performance against its targets for each departmental result under its core responsibility of border management.
Table 1: The CBSA's intelligence, threat and risk assessment activities contribute to the identification, mitigation and neutralization of risks and threats to the safety, security and prosperity of Canadians and Canada
Table 1 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "The CBSA's intelligence, threat and risk assessment activities contribute to the identification, mitigation and neutralization of risks and threats to the safety, security and prosperity of Canadians and Canada" in the last three fiscal years.
Departmental result indicator |
Target |
Date to achieve target |
Actual result |
|---|---|---|---|
Percentage of air travellers targeted for examination that led to an intended result |
At least 16% |
|
|
Percentage of marine and air cargo targeted for examination that led to an intended result |
At least 0.5% |
|
|
Percentage of recommendations for admissibility provided/completed within relevant service standards |
At least 80% |
|
|
Table 2: Admissible travellers are processed in an efficient manner
Table 2 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Admissible travellers are processed in an efficient manner" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Percentage of time the CBSA is meeting the Highway Border Wait Time Service Standard |
At least 95% |
|
|
Percentage of travellers using Primary Inspection Devices (PID) at PID-enabled airports |
At least 95% |
|
|
Actual availability of Primary Inspection Devices as a percentage of planned availability |
At least 99% |
|
Table 3: Travellers and their goods are compliant with applicable legislation
Table 3 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Travellers and their goods are compliant with applicable legislation" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target
|
Actual results |
|---|---|---|---|
Percentage of traveller immigration examinations that produced a result (enforcement or facilitation action) |
At least 40% |
|
|
Traveller goods selective examination resultant rate is 'X' times higher than the traveller goods random examination resultant rate |
At least 10 |
|
Table 4: Admissible commercial goods and conveyances are processed in an efficient manner
Table 4 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Admissible commercial goods and conveyances are processed in an efficient manner" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target
|
Actual results |
|---|---|---|---|
Percentage of time the CBSA met the commercial Highway Border Wait Time Service Standard |
At least 90% |
|
|
Percentage of eligible release decisions provided within established timeframes |
At least 95% |
|
|
Actual availability of Single Windows as a percentage of planned availability |
At least 99% |
|
|
Table 5: Traders are compliant with applicable legislation and requirements
Table 5 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Traders are compliant with applicable legislation and requirements" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Percentage of high-risk commercial goods targeted by the National Targeting Centre that are examined at the border |
At least 95% |
|
|
Percentage of random commercial examinations that produced a result |
At most 1% |
|
|
Percentage of commercial examinations that produce a result related to non-compliance against a trader |
At most 1.5% |
|
|
Percentage of penalties applied against traders representing continued non-compliance |
At most 5% |
|
|
Table 6: Importers comply with revenue requirements
Table 6 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Importers comply with revenue requirements" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Percentage of importers not compliant with revenue requirements |
At most 5% |
|
|
Return on investment (ROI) for compliance activities related to revenue requirements |
At least 15:1 |
|
|
Table 7: Canadian producers are protected from unfairly dumped and subsidized imports
Table 7 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Canadian producers are protected from unfairly dumped and subsidized imports" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Percentage of imports potentially subject to anti-dumping or countervailing duties verified to ensure compliance |
At least 80% |
|
|
Table 8: Trusted Traveller and Trader programs increase processing efficiency of low-risk, pre approved travellers and traders
Table 8 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Trusted Traveller and Trader programs increase processing efficiency of low-risk, pre approved travellers and traders" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Percentage of time the CBSA is meeting the NEXUS Highway Border Wait Time Service Standard |
At least 95% |
|
|
Percentage of kiosk processing time saving per trusted traveller passage at NEXUS air ports of entry |
At least 40% |
|
|
Percentage of active members who are compliant with program requirements and border legislation |
At least 99.9% |
|
|
Ratio of conventional traders and their goods that are examined at the border compared to Trusted Traders and their goods |
At least 3.5:1 |
|
|
Percentage of trade by value of goods imported into Canada by participants in the CBSA's Trusted Trader programs |
At least 25% |
|
|
Table 9: Travellers and the business community have access to timely redress mechanisms
Table 9 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Travellers and the business community have access to timely redress mechanisms" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Percentage of trade appeals received that are decided within established service standards |
At least 70% |
|
|
Percentage of enforcement appeals received that are decided within established service standards |
At least 70% |
|
|
The 'Results' section of the CBSA's Infographic on GC InfoBase provides additional information on results and performance related to its program inventory.
Details on results
The following section describes the results for the CBSA's core responsibility of border management in 2024 to 2025 compared with the planned results set out in its Departmental Plan for the year.
The CBSA's intelligence, threat and risk assessment activities contribute to the identification, mitigation and neutralization of risks and threats to the safety, security and prosperity of Canadians and Canada
In support of Canada's Border Plan, the CBSA combatted the cross-border movement of illicit drugs and precursor chemicals, with a particular focus on synthetic opioids such as fentanyl. The Agency used an array of measures to intercept illegal substances at ports of entry, including targeting and intelligence development, enhanced controls at ports of entry, and enforcement tools and technology for the safe examination of goods suspected to contain highly toxic substances. The Agency collaborated with law enforcement partners and international counterparts by sharing intelligence and information to identify and interdict illicit shipments.
In 2024 to 2025, the CBSA conducted approximately 32,000 seizures of illicit drugs, of which 27 import seizures and 128 export seizures were attributed to fentanyl.
For example, between February and , the CBSA conducted a month-long, cross-country surge operation called Operation Blizzard focusing on the potential movement of fentanyl across the Canada/United States border in postal shipments, air cargo, and marine containers. During this operation, the CBSA executed over 2,600 seizures of suspected narcotics and precursors, including 116 fentanyl export seizures amounting to 1.73 kg (1.44 kg exporting to the United States and 0.26 kg exporting to other countries).
The CBSA also took steps to strengthen its regulatory framework by signing an agreement on the transfer and processing of Passenger Name Record data with the European Union. Once implemented, it will enhance traveller screening capabilities in order to better identify and interdict illicit goods and criminal activities, which will increase the Agency's ability to combat serious transnational crime in conjunction with security partners.
To combat the illegal importation of firearms, the CBSA collaborated with law enforcement partners through its National Firearms Intelligence Desk, National Targeting Centre, and specialized regional teams. These teams played a key role in sharing information with all regions and key partners in order to support firearm interdictions at ports of entry, some of which resulted in significant criminal enforcement outcomes as described in the border enforcement section of the report. The Agency also combatted gun and gang violence through enhancements to detection capabilities, including the expanded use of x-ray technology, as well as the continued operation of detector dog teams, specialized training, and increased availability of examination equipment.
In 2024 to 2025, the CBSA conducted approximately 7,000 seizures of firearms and prohibited weapons.
The CBSA supported Canada's Border Plan and the Federal Action Plan on Combatting Auto Theft by collaborating with port authorities, rail carriers and law enforcement partners to expand export examination capabilities, while also testing and evaluating technology options for the detection of stolen vehicles. The Agency is increasing its ability to develop and use intelligence products to identify containers of interest for stolen vehicles, while also enhancing intelligence sharing with law enforcement partners to help identify transnational organized crime groups and their members involved in stolen vehicle exports.
In the 2024 calendar year, the CBSA's efforts to combat auto theft resulted in the recovery of 2,277 stolen vehicles, more than any other year on record.
To address the threat of African swine fever, the CBSA continued working closely with the Canadian Food Inspection Agency to prevent the importation of high-risk food, plant and animal products. These efforts included an ongoing public awareness campaign aimed at travellers and stakeholders in Canada and abroad, along with the deployment of detector dog teams specializing in the detection of food, plant and animal products.
The CBSA took further steps to enhance its Immigration National Security Screening Program in order to conduct comprehensive screening of visa applicants and asylum claimants, and to strengthen the identification of inadmissible persons seeking entry into Canada. The Agency also made progress on implementing asylum processing efficiencies, enhancing coordination and oversight with immigration security screening partners, and developing an improved case management system.
To combat human trafficking and fraudulent immigration consultants, the CBSA used its intelligence and enforcement capabilities to identify vulnerable persons and leads for criminal investigations. In collaboration with federal and international partners, the Agency continued intelligence-led operational initiatives to identify and interdict national security threat actors, such as those suspected of engaging in terrorism or espionage, who may be inadmissible to Canada pursuant to section 34 of the Immigration and Refugee Protection Act.
To protect the integrity of Canada's participation in international trade, the CBSA continued efforts to detect potential abuse of the customs process for the movement of illicit financial flows to and from Canada. The CBSA triages intelligence leads from a variety of sources, resulting in a number of intelligence assessments produced that identify a range of threats related to trade-based illicit financial flows. The Agency also works with domestic and international partners to identify instances of trade-based financial crime, including money laundering, and to refer them to the appropriate law enforcement entities.
Admissible travellers are processed in an efficient manner
The CBSA maintained effective border operations in the traveller stream, with a total of 92 million travellers processed in 2024 to 2025 across the land, air and marine modes.
Under its Traveller Modernization initiative, the CBSA is advancing plans to improve the safety and security of the border while providing Canadians and visitors to Canada with a better travel experience. Traveller Modernization will provide a digital platform where travellers can voluntarily submit customs, immigration and biometric identity information prior to arrival in Canada. It will also provide CBSA officers with a comprehensive view of traveller information in a single system so that they can process travellers more efficiently.
With legislative amendments having received Royal Assent, the CBSA is working on a suite of regulatory amendments that will establish the policy foundation for the integration of these new legislative provisions and associated new technologies to modernize border processing while maintaining border security. Privacy is at the forefront of Traveller Modernization through the Agency's ongoing engagement with the Office of the Privacy Commissioner, along with work to amend legislation, regulations and policies to protect the privacy rights and freedoms of Canadians.
By facilitating the border experience for low-risk travellers using digital tools and biometric technologies, the CBSA will be better able to focus on higher-risk activities in keeping with its safety and security mandate.
Travellers and their goods are compliant with applicable legislation
The CBSA continued to use its Entry/Exit Program to collect exit data on outbound travellers, allowing the Agency to verify a more complete travel history to support decision-making and focus attention on individuals of higher or unknown risk.
The CBSA is developing its first land preclearance operation in a co-located facility in the United States through a low-risk, low-volume pilot to facilitate the flow of legitimate travellers and goods, and to identify inadmissible travellers prior to their arrival in Canada. This two-year pilot is planned to launch in the fall of 2025 at the Covey Hill/Cannon Corners border crossing between Quebec and New York State, and the findings of the pilot will inform Canada's preclearance expansion plans.
Admissible commercial goods and conveyances are processed in an efficient manner
The CBSA maintained effective border operations in the commercial stream, with approximately 29.5 million commercial releases processed in 2024 to 2025 across the land, air and marine modes, as well as 146.8 million courier low-value shipments processed and $42.7 billion in duties and taxes assessed.
The CBSA continued to use its eManifest applications, which support commercial processing by streamlining risk assessment, examination results and data reporting capabilities. The Agency is expanding eManifest functionality to enable targeting officers and border services officers to process commercial shipments using a modern, integrated and user-friendly interface, which will lead to more efficient processing in all modes.
As part of its efforts to keep pace with the continual rise in e-commerce importation volumes, the CBSA has developed the E-Commerce Low-Value Inspection System, which is progressing toward a limited production release in 2025 to 2026. This will enhance risk targeting in the courier low-value shipment stream by using automation and analytics to intercept contraband. In addition, the Agency continued to work with the Canada Post Corporation to strengthen operations at international mail centres in order to manage postal volumes on a daily basis and during peak periods. This work is key to limiting the misuse of the postal stream as a means of importing contraband.
In response to a decision by the Canadian International Trade Tribunal and in light of increases in the importation of e-commerce goods, the Budget Implementation Act, 2022, No. 1 passed an amendment to section 17 of the Customs Act to clarify liability for duties and taxes owing on such goods. Specifically, it clarifies that when commercial entities are identified as the importer of record through accounting documents, they share liability for duties and taxes owing with the importer or owner of those goods. The related Order in Council, which was published in , fixes as the date of implementation.
Traders are compliant with applicable legislation and requirements
To improve commercial examination capacity in the marine mode, the CBSA continued efforts to equip its marine container examination facilities with enhanced imaging technology to inspect marine containers and large conveyances targeted for examination.
In support of Canada's global human rights efforts, the CBSA kept working closely with the Labour Program within Employment and Social Development Canada to identify and interdict goods that may have been produced by forced labour.
Importers comply with revenue requirements
In , the CBSA Assessment and Revenue Management (CARM) became the official system of record for importers and other trade chain partners to assess and pay duties and taxes. The external launch of CARM is a major milestone for the CBSA in modernizing the processes required to assess, collect, manage and report revenue.
Canadian producers are protected from unfairly dumped and subsidized imports
To guard against unfair trade practices, defend domestic producers, and protect Canadian jobs, the CBSA conducted a total of 11 anti-dumping and countervailing investigations in 2024 to 2025 through its administration of the Special Import Measures Act. These investigations are conducted in conjunction with the Canadian International Trade Tribunal's investigations into injury to Canadian industry caused by dumping and subsidizing. The CBSA also updated trade remedy measures to maintain their relevance and effectiveness amid evolving global market conditions, and investigated potential circumvention of Canada's trade remedy measures to maintain a level playing field for Canadian industries.
In 2024 to 2025, the CBSA administered a total of 155 anti-dumping and countervailing measures pursuant to the Special Import Measures Act, which directly helped to protect approximately 45,000 Canadian jobs and $18.4 billion in Canadian production.
Trusted Traveller and Trader programs increase processing efficiency of low-risk, pre-approved travellers and traders
The bilateral NEXUS program between Canada and the United States supports communities and economic interests on both sides of the border by expediting the crossing of pre-screened travellers and allowing border officers to focus more attention on areas of higher risk. The CBSA has expanded application processing capacity to improve processing for current and prospective NEXUS members.
The CBSA's Trusted Trader programs simplify the border process for pre-approved, low-risk traders in order to facilitate the movement of cross-border trade. The Partners in Protection program allows the CBSA to work together with businesses to enhance border and trade chain security, while the Customs Self-Assessment program simplifies import requirements so that low-risk shipments can be processed quickly and efficiently at the border, saving businesses time and money.
Travellers and the business community have access to timely redress mechanisms
The Recourse Program provides individuals and businesses with an accessible mechanism to seek an impartial review of CBSA decisions taken under border legislation, including the Customs Act, the Proceeds of Crime (Money Laundering) and Terrorist Financing Act, the Agriculture and Agri-Food Monetary Penalties Act, and the Special Import Measures Act, as well as Trusted Traveller Program decisions.
The Recourse Program is also responsible for the management of the CBSA's public complaints mechanism. In , Bill C-20, An Act establishing the Public Complaints and Review Commission and amending certain Acts and statutory instruments, received Royal Assent. The Public Complaints and Review Commission will be the independent review body for both the CBSA and the Royal Canadian Mounted Police. The Commission will have the authority to investigate and review public complaints related to programs, policies and levels of service, as well as the conduct of CBSA employees. In addition, it will have the authority to initiate reviews of CBSA activities unrelated to national security and intelligence, and to review the Agency's responses to serious incidents. The CBSA's Public Complaints and External Reviews Division within its Recourse, Standards and Program Integrity Branch will support the new functions and responsibilities of the Commission.
Additional initiatives
The CBSA advanced its policy agenda across the commercial, trade and traveller streams, including through the development of budgetary, legislative and regulatory proposals to support the Agency's mandate. Key highlights for 2024 to 2025 include:
- Implementing reciprocal surtaxes on a range of industrial and manufactured goods in response to unilateral tariffs by the United States.
- Pursuing regulatory amendments allowing the CBSA to have consistent access to timely and accurate advance electronic data for goods imported through the Courier Low Value Shipment program in order to identify and address health, safety, security and revenue risks associated with goods arriving in courier shipments.
- Pursuing legislative amendments to the Customs Act to strengthen border enforcement by requiring appropriate facilities to be provided to CBSA officers for the purpose of conducting examinations of export goods.
- Pursuing legislative amendments to strengthen the CBSA's ability to further investigate and bring forward charges involving border-related drug offences in order to combat organized crime groups.
- Pursuing investments to enhance detection and examination capabilities across all modes and to increase the CBSA's capacity to examine and interdict synthetic illicit drugs, precursor chemicals, and illegal firearms.
- Pursuing legislative amendments to the Customs Act to address longstanding security risks and obstacles to efficient trade at Canada's major marine ports by requiring high-risk shipping containers targeted by the CBSA to be presented for examination in a timely and consistent manner.
- Pursuing regulatory amendments to clarify value for duty calculations on imported goods in order to address existing regulatory gaps that unduly benefit businesses located outside of Canada.
- Creating a dedicated Market Watch Unit to monitor and support the update of trade remedy measures, thereby protecting Canadian workers and businesses from unfair trade practices and supporting greater transparency and market predictability.
- Developing legislative and regulatory amendments under the Proceeds of Crime (Money Laundering) Terrorist Financing Act to introduce new authorities, in force as of , enhancing the CBSA's ability to detect and disrupt cross-border movements of illicit financial flows through international trade. The CBSA also took steps to operationalize those authorities by creating a new cadre of regulatory investigators and establishing a Trade Transparency Unit to address the threat posed by trade-based illicit financial flows, including proceeds of crime, terrorist financing, and sanctions evasion.
Additionally, the CBSA advanced initiatives in relation to the following:
- Frontline workforce: The CBSA took steps to improve frontline recruitment and retention efforts through a recruitment strategy in support of Agency priorities and workforce renewal. The Agency is focused on maintaining a high-performing, adaptable and diverse workforce that is representative of the population it serves, while also focusing frontline recruitment efforts on key groups such as veterans, student border services officers, and persons with a priority entitlement as per the Public Service Commission. The Agency is working to better align the placement of recruits with its operational needs and official language requirements.
- Border infrastructure: As part of ongoing efforts to strengthen border infrastructure, the CBSA significantly advanced preparations for the opening of the Canadian port of entry at the Gordie Howe International Bridge. This includes nearly completing the installation of furniture, fixtures, specialized equipment and detection technology, as well as hiring 80% of the staff required to operate the port of entry. Concurrently, the Agency advanced the Land Border Crossing Project, which seeks to rebuild multiple land ports of entry over several years, with the following achievements in 2024 to 2025:
- Fully delivered an additional two ports of entry at Bloomfield (New Brunswick) and Sainte-Aurélie (Quebec), and initiated major construction at the Saint-Bernard-de-Lacolle port of entry, which is Quebec's busiest land border crossing.
- Initiated planning and design procurements for Pacific Highway (British Columbia), St-Armand (Quebec), Pleasant Camp (British Columbia), Paterson (British Columbia), Wild Horse (Alberta), Regway (Manitoba), Sprague (Manitoba), and St-Léonard (New Brunswick).
- Indigenous reconciliation: Guided by its Indigenous Framework and Strategy, the CBSA continues to be a leading organization that engages, cooperates and partners with Indigenous Peoples in providing integrated border services that support national security and public safety priorities, while also facilitating the free flow of admissible people and goods. Key highlights for 2024 to 2025 include:
- Supporting the full implementation of the United Nations Declaration on the Rights of Indigenous Peoples Act and, more specifically, Action Plan Measure Shared Priority 52 to address complex border crossing and migration challenges faced by Indigenous Peoples divided by Canada's international borders.
- Working with Immigration, Refugees and Citizenship Canada (IRCC) to implement temporary measures to reunite families of Indigenous people separated by Canada's border. These efforts improve cross-border mobility and family reunification for Indigenous people separated by the Canada/United States border.
- Strengthening relationships with Indigenous partners by taking a Nation-to-Nation approach, including the establishment of a technical table focusing on safety and security, as part of the Jay Treaty Border Alliance Collaboration Initiative.
- Implementing the recommendations of the Minister's Special Representative's Report on First Nation Border Crossing Issues to uphold the honour of the Crown by respecting modern treaty obligations and rights under section 35 of the Constitution Act, 1982 through consultation and cooperation with Indigenous Peoples.
- Implementing the recommendations of the Many Voices, One Mind report, with monitoring and reporting on progress to address the barriers facing Indigenous employees. The CBSA has established working circles that are structured to provide insights between program areas and Indigenous employees in relation to the five pillars of Many Voices, One Mind: recruitment and retention; cultural competency; learning and development; talent management; and creating safe space.
- For example, in , the CBSA's National Officer Recruitment Program created an Indigenous Engagement Working Forum to aid in addressing barriers facing Indigenous people, encompassing outreach efforts, the officer trainee selection process, and the officer induction training and officer induction development programs.
- In addition, the CBSA continued to deliver its Indigenous Candidate Mentorship Program, which is designed to connect self-declared Indigenous candidates with Indigenous employee mentors offering personalized support and guidance throughout the officer trainee selection process, ultimately improving their hiring experience and overall success rate.
Key risks
Under its core responsibility of border management, the exponential rise in e-commerce imports has remained an operational challenge for the CBSA. As part of ongoing efforts to keep pace with this trend, the Agency has developed the E-Commerce Low-Value Inspection System, which is progressing toward a limited production release in 2025 to 2026 and is expected to enhance risk targeting in the courier low-value shipment stream by using automation and analytics to intercept contraband.
Resources required to achieve results
Table 10: Snapshot of resources required for border management
Table 10 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$1,776,503,392 |
$2,039,470,797 |
Full-time equivalents |
12,243 |
11,404 |
The 'Finances' section of the CBSA's Infographic on GC InfoBase and the 'People' section of the CBSA's Infographic on GC InfoBase provide complete financial and human resources information related to its program inventory.
Related government priorities
The CBSA's core responsibility of border management supports the following government priorities:
Gender-based Analysis Plus
For details on how the CBSA is implementing GBA Plus across the organization, please refer to our GBA Plus supplementary information table.
United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals
For details on how the CBSA is contributing to the 2030 Agenda and Sustainable Development Goals, please refer to our 2023 to 2027 Departmental Sustainable Development Strategy (DSDS) and our 2024 to 2025 DSDS Report.
Program inventory
The CBSA's core responsibility of border management is supported by the following programs:
- Targeting
- Intelligence Collection and Analysis
- Security Screening
- Traveller Facilitation and Compliance
- Commercial Facilitation and Compliance
- Trade Facilitation and Compliance
- Anti-dumping and Countervailing
- Trusted Traveller
- Trusted Trader
- Recourse
- Force Generation
- Buildings and Equipment
- Field Technology Support
Additional information related to the program inventory for border management is available On the 'Results' page of GC Infobase.
Core responsibility 2: Border enforcement
Description
The CBSA contributes to Canada's security by supporting the immigration and refugee system when determining a person's admissibility to Canada, taking the appropriate immigration enforcement actions when necessary, and supporting the prosecution of persons who violate our laws.
Quality of life impacts
This core responsibility contributes to the 'Good Governance' domain of the Quality of Life Framework for Canada, particularly the 'Safety and Security' and 'Justice and Human Rights' subdomains, by safeguarding Canada's borders and supporting the fair and equal application of Canada's border-related laws and requirements.
Progress on results
This section details the CBSA's performance against its targets for each departmental result under its core responsibility of border enforcement.
Table 11: Immigration investigations identify persons inadmissible to Canada
Table 11 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Immigration investigations identify persons inadmissible to Canada" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Percentage of immigration investigations concluded that result in a person being identified as inadmissible to Canada |
At least 55% |
|
Table 12: Persons are placed on alternatives to detention whenever possible, or placed in the most appropriate detention facility according to their risk profile
Table 12 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Persons are placed on alternatives to detention whenever possible, or placed in the most appropriate detention facility according to their risk profile" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Persons released from detention on alternatives to detention as a percentage of all persons detained |
At least 25% |
|
|
Percentage of individuals detained in appropriate facilities based on their assessed risk profile |
At least 85% |
|
Table 13: The Minister's positions are appropriately represented in immigration and refugee decision-making processes
Table 13 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "The Minister's positions are appropriately represented in immigration and refugee decision-making processes" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Percentage of admissibility hearings, detention reviews and appeals where the Minister's position is upheld by the Immigration Division and the Immigration Appeal Division |
At least 70% |
|
|
Percentage of refugee hearings where the Minister's position is upheld by the Refugee Protection Division and the Refugee Appeal Division |
At least 70% |
|
Table 14: Inadmissible foreign nationals are prioritized and removed expeditiously from Canada
Table 14 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "Inadmissible foreign nationals are prioritized and removed expeditiously from Canada" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Percentage of high-priority foreign nationals removed (in other words, on grounds of serious inadmissibility such as criminality, war crimes, security) |
At least 80% |
|
|
Percentage of removals with no known impediments |
At least 80% |
|
|
Table 15: People and businesses that are referred to Crown counsel for prosecution are convicted
Table 15 shows the target, the date to achieve the target, and the actual result for each indicator under the departmental result of "People and businesses that are referred to Crown counsel for prosecution are convicted" in the last three fiscal years.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Referrals for prosecution accepted by the Public Prosecution Service of Canada (PPSC) as a percentage of all referrals made to PPSC |
At least 85% |
|
|
Percentage of prosecutions concluded that result in a conviction |
At least 80% |
|
|
The 'Results' section of the CBSA's Infographic on GC InfoBase provides additional information on results and performance related to its program inventory.
Details on results
The following section describes the results for the CBSA's core responsibility of border enforcement in 2024 to 2025 compared with the planned results set out in its Departmental Plan for the year.
Immigration investigations identify persons inadmissible to Canada
The CBSA continued to focus its inland investigative resources on high-risk immigration cases, with the highest priorities being national security, criminality, organized crime, and human and international rights violations. The Agency's immigration enforcement operations were supported by its warrant management strategy, with a focus on serious inadmissibility warrant cases.
In 2024 to 2025, the CBSA concluded 47,014 immigration investigations, with 75% of persons identified as inadmissible to Canada.
The CBSA continued to enforce the designation of the Iranian regime, whereby senior officials who have served in this regime are rendered inadmissible to Canada. The role of the Agency is to investigate individuals in Canada who have served in the Iranian regime and refer them to the Immigration and Refugee Board for admissibility hearings.
Under the designation of the Iranian regime, a total of 114 individuals have been subject to immigration enforcement investigations, of which 20 individuals have been reported inadmissible as a result of those investigations.
Persons are placed on alternatives to detention whenever possible, or placed in the most appropriate detention facility according to their risk profile
Building on its National Immigration Detention Framework, the CBSA continued to use detention as a measure of last resort, only after CBSA officers considered all available alternatives to detention, the specific factors of the case, any potential impacts of release, and other relevant considerations. Other considerations could include whether there are reasonable grounds to believe that a foreign national or permanent resident is a danger to the public or unlikely to appear for immigration proceedings. Founded on consistent, risk-based decisions, alternatives to detention are used for individuals whose risk can be appropriately mitigated while being released into the community. Additionally, the Agency's ongoing engagement with the Canadian Red Cross provides documented detention monitoring services in cases where detention is required. These initiatives strive to ensure that detainees who are not suitable for release into the community are housed in the CBSA's immigration holding centres or other appropriate facilities, and are treated in accordance with applicable domestic and international obligations.
In 2024 to 2025, 40% of all persons detained were released on alternatives to detention and their risks were appropriately assessed and mitigated by the alternatives to detention program.
The Minister's positions are appropriately represented in immigration and refugee decision-making processes
The CBSA continued to support the effective management of its hearings-related activities through the development of updated training materials and guidelines with regard to hearings before the Immigration and Refugee Board of Canada. The Agency also continued to support efficient triage of refugee claims in collaboration with Immigration, Refugees and Citizenship Canada through the Integrated Claim Analysis Centre in the Greater Toronto Area.
In 2024 to 2025, the CBSA triaged a total of 72,610 refugee claims, representing an increase of approximately 50% compared to the previous fiscal year.
Inadmissible foreign nationals are prioritized and removed expeditiously from Canada
The CBSA continued to effect removals based on a robust risk management regime. Serious inadmissibility cases (i.e., those involving national security, criminality, organized crime, and/or human rights violations) are considered the highest priority for the safety and security of Canada and its citizens, along with irregular migrant failed refugee claimants due to their impact on program integrity and Canada's asylum system. Failed refugee claimants that entered Canada through designated ports of entry are the next priority, followed by all other inadmissible persons. Cases are triaged based on priorities and assigned without delay to support timely removals.
The CBSA effected a total of 18,084 removals in 2024 to 2025, representing an increase of approximately 10% compared to the previous fiscal year. The CBSA continued to prioritize removals for serious inadmissibility cases and irregular migrant failed refugee claimants, of which 92% were removed.
The CBSA kept working with federal partners to address challenges in obtaining required travel documents from countries that may be uncooperative with removal operations, as this remains the most common impediment to removal. The Agency also continued to encourage voluntary removals and continued to operate its Removals Help Line allowing foreign nationals to call in with program-related questions or case-specific enquiries.
People and businesses that are referred to Crown counsel for prosecution are convicted
The CBSA maintained its focus on investigating and prosecuting people and businesses that violate Canada's border-related legislation, with an emphasis on complex cases of fraud involving individuals and organizations posing a threat to Canada's immigration system, economy and communities. In collaboration with Immigration, Refugees and Citizenship Canada (IRCC) and the College of Immigration and Citizenship Consultants, the CBSA is working to strengthen the governance and enforcement framework applicable to those who offer consultant services to persons seeking to enter or remain in Canada. Other operational priorities are primarily focused on cases of fraud by organizers and facilitators of serious immigration offences, including human smuggling, employment fraud, and offences involving immigration consultants, as well as serious customs offences, including trade fraud, trade-based money laundering, and firearms and weapons smuggling.
In 2024 to 2025, there were 109 cases that resulted in convictions of border offences following criminal investigations conducted by the CBSA, including convictions secured in the following:
- 33 cases involving firearms and weapons smuggling;
- 13 cases involving human smuggling;
- 6 cases involving fraudulent immigration consultants;
- 8 cases involving trade fraud.
Additionally, significant numbers of other cases remain in the investigative process or with charges laid and prosecutions still before the courts. Note that a case usually entails multiple charges and may involve more than one type of offence.
The CBSA's interdictions of contraband at the border are often informed by its Intelligence Program and regularly lead to criminal enforcement outcomes. For example, in , CBSA Intelligence referred an individual for a secondary examination where a loaded firearm magazine and a stolen AR-style rifle were found, resulting in weapons-related convictions. Another case in involved a firearms smuggling attempt by an individual where prohibited devices were seized and multiple charges were laid under the Customs Act and Criminal Code, leading to a three-year incarceration.
Additional initiatives
Under its policy agenda, the CBSA advanced an array of initiatives geared toward immigration facilitation and balanced enforcement through legislative, regulatory and policy work to support public safety, immigration facilitation, and program integrity objectives. Key highlights for 2024 to 2025 include:
- Publishing final regulatory amendments to allow a Minister's Delegate to issue a removal order directly at a port of entry for straightforward transborder criminal offences, such as carrying a concealed weapon, smuggling drugs, or the unauthorized possession of a firearm.
- Pursuing the expansion of officer authorities to issue removal orders for straightforward inadmissibility cases in order to minimize the need for referral of such cases into Canada for admissibility hearings, as this can be a relatively costly and time-consuming process.
- Supporting Bill C-70, An Act respecting countering foreign interference, which received Royal Assent in , thereby expanding the grounds upon which information used in immigration enforcement proceedings can be protected from disclosure.
- Publishing initial updates to the regulations governing Ministerial Relief requests related to serious inadmissibility grounds in order to improve the application process and better account for an applicant's compliance history with immigration laws.
- Revising the CBSA's cost recovery framework to realign various fees and charges with present-day operational costs, and to promote greater compliance with CBSA requirements.
In support of the National Strategy to Combat Human Trafficking, the CBSA continued efforts to assess the impacts of gender-based violence, including human trafficking, throughout its immigration enforcement and inadmissibility policy frameworks. Legislative and regulatory policy proposals are under development to address identified gaps, which will be subject to governmental and parliamentary approvals. The goal is to improve existing immigration enforcement and inadmissibility policies to account for specific considerations relating to people who have experienced human trafficking and gender-based violence, and to avoid inadvertently re-traumatizing victims and survivors.
The CBSA continued to support immigration measures for those affected by the Russian invasion of Ukraine, while also working with federal partners to enforce sanctions in response to the Russian invasion and commission of human rights violations.
Key risks
Under its core responsibility of border enforcement, the CBSA has maintained focus on geopolitical events impacting its immigration operations, such as the Russian invasion of Ukraine, the collapse of the former Government of the Islamic Republic of Afghanistan, and the conflict in Israel, the West Bank and the Gaza Strip. These events have had implications for border operations due to special immigration measures and resettlement initiatives for those affected, in addition to existing pressures on the asylum system posed by irregular migration.
Concurrently, removal processes for inadmissible persons have seen challenges due to the lack of cooperation from some foreign governments in the issuance of travel documents to repatriate their foreign nationals in a timely manner. The Agency has taken steps to upgrade its immigration holding centres to enable the secure detention of high-risk individuals, including increasing the tools, training and human resources dedicated to the safe and compassionate management of high-risk individuals. The Agency is working collaboratively with federal partners and is implementing strategies to strengthen its operations across the immigration continuum.
Resources required to achieve results
Table 16: Snapshot of resources required for border enforcement
Table 16 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$365,361,907 |
$427,496,353 |
Full-time equivalents |
2,011 |
2,170 |
The 'Finances' section of the CBSA's Infographic on GC InfoBase and the 'People' section of the CBSA's Infographic on GC InfoBase provide complete financial and human resources information related to its program inventory.
Related government priorities
The CBSA's core responsibility of border enforcement supports the following government priorities:
Gender-based Analysis Plus
For details on how the CBSA is implementing GBA Plus across the organization, please refer to our GBA Plus supplementary information table.
Program inventory
The CBSA's core responsibility of border enforcement is supported by the following programs:
- Immigration Investigations
- Detentions
- Hearings
- Removals
- Criminal Investigations
Additional information related to the program inventory for border enforcement is available in the "Results" page of GC Infobase.
Internal services
Description
Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- Management and oversight services
- Communications services
- Legal services
- Human resources management services
- Financial management services
- Information management services
- Information technology services
- Real property management services
- Materiel management services
- Acquisition management services
Progress on results
This section presents details on how the CBSA performed to achieve results for its internal services.
Improving the CBSA's management practices
The CBSA continued to strengthen its procurement practices through its Executive Procurement Review Committee to provide senior oversight of all contracting activities with a focus on delivering value for money, while also taking steps to reduce its reliance on external consultants. This will benefit the Agency by strengthening its stewardship of public resources, while also providing greater assurance to Parliament and Canadians.
The CBSA is taking further steps to support the Clerk of the Privy Council's priority on values and ethics. The CBSA Code of Conduct sets out the expected behaviours for employees at all levels and serves as a guide for interacting with others, making sound decisions, and working in a professional, values-based environment. Additionally, the Agency is fostering greater awareness of values and ethics through ongoing dialogue at all levels. For example, a Management Excellence Campaign has been launched, featuring a series of concise videos that explore key topics grounded in values, ethics and core principles of effective management. This initiative enhances accessibility and engagement for all employees, particularly for those who may be unable to attend in-person sessions due to operational demands. Furthermore, the Agency has implemented annual conflict of interest affirmations, complementing the regular reminders to comply with values and ethics instruments that have been integrated into the performance management cycle.
Supporting a modern and healthy workplace
The CBSA continued efforts to support a modern, healthy and supportive workplace where employees are valued and engaged, as well as a diverse and inclusive workforce that reflects Canada's population. Key highlights for 2024 to 2025 include:
- People Management Strategy: The Agency is committed to excellence in people management based on strong people management planning; thoughtfully designed organizational structures; successful and targeted recruitment and retention efforts; meaningful employee training, development and feedback; the promotion of healthy and respectful workplaces; and the sound stewardship of human resources management. The Agency plays a pivotal role in enabling the success of its frontline operations and corporate services by providing high-quality human resources management programs and services, while also serving as a strategic business partner and business accelerator.
- Wellness Strategy: The Agency is implementing its 2024 to 2028 Wellness Strategy based on four strategic priorities: improving wellness on the front line; supporting managers to create healthy workplaces; adjusting to a continually evolving work reality; and implementing a wellness management system.
- National Officer Recruitment and Outreach Strategy: The Agency is implementing its multi-year National Officer Recruitment Outreach Strategy and Action Plan to recruit individuals from diverse backgrounds who show potential for developing the skills and character required to uphold the Agency's values. The strategy and accompanying action plan aim to bring about more effective and efficient screening processes, targeting known gaps in employment equity representation, operational language requirements, and staffing of small, remote or difficult-to-staff ports of entry. The four key prongs of the strategy are Indigenous Peoples, women, bilingual candidates, and persons with disabilities, while also being inclusive of the 2SLGBTQI+ community and factoring in the distinct lived realities of Black employees.
- Anti-Racism, Equity, Diversity and Inclusion Action Plan: The Agency is implementing its 2024 to 2027 Anti Racism, Equity, Diversity and Inclusion Action Plan, which aims to build an inclusive and representative organization where everyone feels valued and respected. This Action Plan focuses on three priorities: closing representation gaps and supporting employee career development and retention; fostering inclusion and belonging; and improving communication and demonstrating leadership accountability.
- Accessibility Plan: The Agency is implementing its multi-year Accessibility Plan to remove accessibility barriers for persons with disabilities and to enable everyone to participate equally across the organization. The Agency continues to engage persons with disabilities in the development and implementation of its policies and programs.
- Official Languages Action Plan: The Agency is implementing its 2024 to 2028 Official Languages Action Plan, which has been updated to reflect the reforms found in the modernized Official Languages Act. Through this Action Plan, the Agency will be better positioned to provide members of the public with services in the official language of their choice. The CBSA is a representative organization with a workforce that represents the population it serves.
Supporting an effective organization through information technology, cyber security and data analytics
The CBSA continually evolves its applications, software and hardware to support border operations and to enable a modern and secure IT environment where national systems and related business processes are cost-effectively managed; innovation can be easily introduced to increase business value; and rationalization occurs as needed to address technical debt.
The CBSA has strengthened its cyber security posture through the creation of a Cyber Security Directorate in April 2024, with a view to collaborating with internal and external partners to develop and deliver a first-rate security program and to provide safe and secure solutions to protect Canadian borders. The Agency has strengthened cyber security defence mechanisms by increasing capacity and procuring new tools to bolster cyber capabilities, while reinforcing security consciousness across the organization and fostering a culture shift toward a security-by-design mindset.
Key solutions for cyber and information technology security are underway, such as maturing the CBSA's identity, credential and access management capabilities; maturing and modernizing risk assessment practices with a business-focused approach; and stabilizing and maturing end-point protection. Additionally, the Agency is taking steps to strengthen its internal and boundary protection measures; augment its threat detection and response; and leverage enterprise solutions provided by Shared Services Canada aligning to the Government of Canada Enterprise Cyber Security Strategy.
The CBSA is enhancing the maturity of its data, analytics and artificial intelligence capabilities through the implementation of its Data Strategy 2.0. As part of this strategy, the Agency is consolidating all priority data into a single, cloud-based integrated platform to serve as the authoritative source for enterprise reporting. This unified data environment supports a hub-and-spoke model that allows for consistency and governance, while granting autonomy to business lines and enabling them to independently explore and analyze data through self-service analytics. A Centre of Excellence for analytics further supports this model by providing expert guidance and fostering best practices to maximize the value of data-driven insights. Together, these initiatives are designed to strengthen evidence-based decision-making across the organization. Early results have already been positive, with the Agency rapidly leveraging its enhanced analytics capabilities and newly consolidated data environment to support operational efforts on several key files.
Supporting CBSA activities through effective communications and information sharing
Many stakeholders rely on the CBSA for clear and complete information, including travellers, businesses, parliamentarians, media, and the Canadian public. To meet this need, the CBSA provides proactive, transparent and accessible communications to support Canada's national security and public safety priorities, and to facilitate trade and economic development.
To reach audiences in Canada and abroad, the CBSA employs a variety of communications tactics, including proactive outreach to media outlets, timely responses to media and parliamentary enquiries and public information requests, and social media outreach through a variety of national and regional platforms. Internally, the CBSA uses compelling and proactive communications to share information, build community, and engage with its diverse workforce located across the country and around the world.
Resources required to achieve results
Table 17: Snapshot of resources required for internal services
Table 17 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$507,741,063 |
$541,965,809 |
Full-time equivalents |
2,118 |
3,316 |
The 'Finances' section of the CBSA's Infographic on GC InfoBase and the 'People' section of the CBSA's Infographic on GC InfoBase provide complete financial and human resources information related to its program inventory.
Contracts awarded to Indigenous businesses
Government of Canada departments are required to award at least 5% of the total value of contracts to Indigenous businesses every year.
CBSA results for 2024 to 2025:
Table 18: Total value of contracts awarded to Indigenous businesses
As shown in Table 18 below, the CBSA awarded 4.87% of the total value of all contracts to Indigenous businesses for the fiscal year.
| Contracting performance indicators | 2024 to 2025 Results |
|---|---|
| Total value of contractsTablenote 1 awarded to Indigenous businessesTablenote 2 (A) | $8,834,007.85 |
| Total value of contracts awarded to Indigenous and non‑Indigenous businesses (B) | $181,540,618.80 |
| Value of exceptions approved by deputy head (C) | $0 |
| Proportion of contracts awarded to Indigenous businesses [A / (B − C) × 100] | 4.87% |
In its most recent Departmental Plan, the CBSA estimated that it would award 5.88% of the total value of its contracts to Indigenous businesses by the end of 2024 to 2025. The actual result of 4.87% is slightly lower than anticipated as the Agency is responding to the directives on reducing governmental spending, including reductions to IT procurement in particular, which is an area that has historically made significant contributions to Indigenous procurement targets.
As the CBSA is reducing its spending overall, and particularly in its IT services, efforts are being made to diversify the types of Indigenous procurements with which the Agency is engaged; however, the decision by Indigenous Services Canada in to remove 1,100 registrants from the Indigenous Business Directory has posed some challenges to these efforts.
The CBSA remains committed to reaching or exceeding Indigenous procurement targets in the future. The Agency continues to identify and diversify opportunities that support Indigenous communities and economic reconciliation in meaningful and sustainable ways.
Additionally, the CBSA made further efforts in 2024 to 2025 to support Indigenous participation in federal procurement. For example:
- The Agency used Indigenous Participation Plans in some larger contracts, whereby bidders were required to identify ways in which their companies support Indigenous businesses, people and communities.
- The Agency published a Request for Information on the CanadaBuys website regarding the Next Generation of Detention Guard Services, which included several questions around Indigenous capacity in the industry to help shape the future of this requirement.
Spending and human resources
-
In this section
Spending
This section presents an overview of the CBSA's actual and planned expenditures from 2022 to 2023 to 2027 to 2028.
Refocusing Government Spending
In Budget 2023, the government committed to reducing spending by $14.1 billion over five years, starting in 2023 to 2024, and by $4.1 billion annually after that.
As part of meeting this commitment, the CBSA is to reduce its spending as follows:
- 2023 to 2024: $14,100
- 2024 to 2025: $66,106,000
- 2025 to 2026: $87,144,000
- 2026 to 2027 and ongoing: $115,941,000
The CBSA met its 2024 to 2025 commitment by reducing its travel, professional services and general operating expenditures. The Agency continues to focus on achieving its targeted savings while avoiding impacts to service.
Budgetary performance summary
Table 19: Actual three-year spending on core responsibilities and internal services (dollars)
Table 19 shows the money that the CBSA spent in each of the past three years on its core responsibilities and internal services.
Core responsibilities and internal services |
2024 to 2025 Main Estimates |
2024 to 2025 total authorities available for use |
Actual spending over three years (authorities used) |
|---|---|---|---|
Border management |
1,776,503,392 |
2,239,784,418 |
|
Border enforcement |
365,361,907 |
450,248,015 |
|
Subtotal |
2,141,865,299 |
2,690,032,433 |
|
Internal services |
507,741,063 |
564,648,350 |
|
Total |
2,649,606,362 |
3,254,680,783 |
|
Analysis of past three years of spending
The CBSA's total authorities available for use in 2024 to 2025 were greater than the Main Estimates by $605.1 million due to incremental funding approved during 2024 to 2025 (mostly through the Supplementary Estimates process), unused authorities carried forward from the previous fiscal year, and collective bargaining agreements settled in 2024 to 2025. Examples of additional funding for 2024 to 2025 include:
- Funding to advance the Land Border Crossing Project
- Funding to combat vehicle theft in Canada
- Funding to establish the Market Watch Unit for trade remedy
The CBSA's actual spending for 2024 to 2025 was $245.7 million less than the total authorities available for use, which is mainly attributable to changes in completion dates for capital projects and initiatives such as:
- Gordie Howe International Bridge
- Asylum Irregular Migration/Security Screening Automation
- Marine Container Examination Facility
- Replacement of Large-Scale Imaging Equipment
The 'Finances' section of the CBSA's Infographic on GC InfoBase offers more financial information from previous years.
Table 20: Planned three-year spending on core responsibilities and internal services (dollars)
Table 20 shows the CBSA's planned spending for each of the next three years on its core responsibilities and internal services.
Core responsibilities and internal services |
2025 to 2026 planned spending |
2026 to 2027 planned spending |
2027 to 2028 planned spending |
|---|---|---|---|
Border management |
1,998,495,608 |
1,990,643,274 |
1,912,210,045 |
Border enforcement |
513,244,952 |
482,608,584 |
464,788,450 |
Subtotal |
2,511,740,560 |
2,473,251,858 |
2,376,998,495 |
Internal services |
481,231,389 |
431,176,365 |
455,785,967 |
Total |
2,992,971,949 |
2,904,428,223 |
2,832,784,462 |
Analysis of the next three years of spending
Over the next three years, the CBSA will continue its funding through initiatives such as:
- Advancing Canada's Border Plan
- Strengthening frontline capacity at Canada's borders
- Advancing the Land Border Crossing Project
- Supporting the Immigration Levels Plan
- Upgrading border infrastructure at Lacolle
Examples of initiatives with temporary funding that will be sunsetting over the next three years include:
- Canada's 2025 G7 Presidency
- Security Screening Automation Project
- Improving processing times and reducing inventory backlogs for Temporary Resident applications
- Immigration response to the crisis in Afghanistan
- Measures to combat vehicle theft
The 'Finances' section of the CBSA's Infographic on GC InfoBase offers more detailed financial information related to future years.
Table 21: Budgetary actual gross spending summary (dollars)
Table 21 reconciles gross planned spending with net spending for 2024 to 2025.
Core responsibilities and internal services |
2024 to 2025 actual gross spending |
2024 to 2025 actual revenues netted against expenditures |
2024 to 2025 actual net spending (authorities used) |
|---|---|---|---|
Border management |
2,077,170,996 |
(37,700,199) |
2,039,470,797 |
Border enforcement |
427,496,353 |
0 |
427,496,353 |
Subtotal |
2,504,667,349 |
(37,700,199) |
2,466,967,150 |
Internal services |
541,965,809 |
0 |
541,965,809 |
Total |
3,046,633,158 |
(37,700,199) |
3,008,932,959 |
Analysis of budgetary actual gross spending summary
The purpose of this table is to help present the full scope of the CBSA's operations that are materially funded through revenues or special purpose accounts.
The 'Finances' section of the CBSA's Infographic on GC InfoBase offers information on the alignment of the CBSA's spending with Government of Canada's spending and activities.
Funding
This section provides an overview of the CBSA's voted and statutory funding for its core responsibilities and internal services. Consult the Government of Canada budgets and expenditures for further information on funding authorities.
Graph 1 summarizes the CBSA's approved voted and statutory funding from 2022 to 2023 to 2027 to 2028.
Text description of graph 1
Fiscal year |
Statutory |
Voted |
Total |
|---|---|---|---|
2022 to 2023 |
241,287,521 |
2,353,254,931 |
2,594,542,452 |
2023 to 2024 |
262,629,524 |
2,431,281,627 |
2,693,911,151 |
2024 to 2025 |
309,338,076 |
2,699,594,883 |
3,008,932,959 |
2025 to 2026 |
281,217,025 |
2,711,754,924 |
2,992,971,949 |
2026 to 2027 |
274,193,473 |
2,630,234,750 |
2,904,428,223 |
2027 to 2028 |
270,825,831 |
2,561,958,631 |
2,832,784,462 |
Analysis of statutory and voted funding over a six-year period
Please refer to the earlier explanations provided for Table 19 (actual spending over the past three years) and Table 20 (planned spending over the next three years).
Consult the Public Accounts of Canada for further information on the CBSA's departmental voted and statutory expenditures.
Financial statement highlights
The CBSA's financial statements (unaudited) for the year ended are available online.
For financial reporting purposes, the CBSA's activities are divided into two sets of financial statements:
- Agency Activities, comprising the operational revenues and expenses that are managed by the CBSA and utilized in operating the organization.
- Administered Activities, comprising tax and non-tax revenues, assets and liabilities administered on behalf of federal, provincial and territorial governments.
One reason for the distinction between Agency Activities and Administered Activities is to facilitate the assessment of the CBSA's administrative efficiency in achieving its mandate.
The Departmental Financial Statements are prepared on an accrual accounting basis in accordance with the Treasury Board Directive on Accounting Standards: GC 4500 Departmental Financial Statements, and include non-cash transactions. Financial information provided in other sections of this report is cash-based (planned and actual spending) and is tied to annual parliamentary appropriations (authorities).
Table 22: Agency Activities – Condensed Statement of Operations (unaudited) for the year ended (dollars)
Table 22 summarizes the expenses and revenues for 2024 to 2025, which net to the cost of operations before government funding and transfers.
Financial information |
2024 to 2025 actual results |
2024 to 2025 planned results |
Difference (actual results minus planned) |
|---|---|---|---|
Total expenses |
3,273,380,000 |
2,752,821,000 |
520,559,000 |
Total revenues |
37,700,000 |
24,030,000 |
13,670,000 |
Net cost of operations before government funding and transfers |
3,235,680,000 |
2,728,791,000 |
506,889,000 |
Analysis of expenses and revenues for 2024 to 2025
Total actual expenses in 2024 to 2025 were $520.6 million (18.9%) more than planned as a result of additional funding provided to the CBSA for the continued delivery of its mandate. Total actual revenues in 2024 to 2025 were $13.7 million (56.9%) more than planned mainly due to an increase in NEXUS program revenues.
The 2024 to 2025 planned results information is provided in the CBSA's Future-Oriented Statement of Operations for 2024 to 2025.
Table 23: Agency Activities – Condensed Statement of Operations (unaudited) for 2023 to 2024 and 2024 to 2025 (dollars)
Table 23 summarizes actual expenses and revenues and shows the net cost of operations before government funding and transfers.
Financial information |
2024 to 2025 actual results |
2023 to 2024 actual results |
Difference (2024 to 2025 minus 2023 to 2024) |
|---|---|---|---|
Total expenses |
3,273,380,000 |
2,935,661,000 |
337,719,000 |
Total revenues |
37,700,000 |
32,371,000 |
5,329,000 |
Net cost of operations before government funding and transfers |
3,235,680,000 |
2,903,290,000 |
332,390,000 |
Analysis of differences in expenses and revenues between 2023 to 2024 and 2024 to 2025
Total actual expenses in 2024 to 2025 are $337.7 million (12%) higher than in 2023 to 2024, which is mainly due to an increase of $388.6 million in salaries and employee future benefits, along with a decrease of $38.4 million in professional and special services:
- The increase of $388.6 million in salaries and employee future benefits is the result of collective agreements signed in 2024 to 2025 and the consequent retro pay and increase in wages, as well as an increase of 419 full-time equivalents from 2023 to 2024 to 2024 to 2025.
- The decrease of $38.4 million in professional and special services is the result of a $39.6 million decrease in the CBSA's use of information technology consultants.
Table 24: Agency Activities – Condensed Statement of Financial Position (unaudited) as at (dollars)
Table 24 provides a brief snapshot of the amounts that the CBSA owes or must spend (liabilities) and its available resources (assets), which helps to indicate its ability to carry out programs and services.
Financial information |
Actual fiscal year 2024 to 2025 |
Previous fiscal year 2023 to 2024 |
Difference (2024 to 2025 minus 2023 to 2024) |
|---|---|---|---|
Total net liabilities |
513,519,000 |
427,197,000 |
86,322,000 |
Total net financial assets |
322,414,000 |
254,617,000 |
67,797,000 |
Departmental net debt |
191,105,000 |
172,580,000 |
18,525,000 |
Total non-financial assets |
1,169,045,000 |
1,139,868,000 |
29,177,000 |
Departmental net financial position |
977,940,000 |
967,288,000 |
10,652,000 |
Analysis of departmental liabilities and assets since last fiscal year
The increase of $86.3 million (20.2%) in total net liabilities is attributable to a $66.4 million increase in accounts payable.
The increase of $67.8 million (26.6%) in total net financial assets is attributable to an increase of $71.1 million due from the Consolidated Revenue Fund, which is mainly because of timing differences between the charging of authorities and the disbursement or receipt of funds.
The increase of $18.5 million (10.7%) in departmental net debt can be explained by a $24.5 million decrease in amortization of tangible capital assets.
The increase of $29.2 million (2.6%) in total non-financial assets is mainly due to a $29.6 million increase in assets under construction.
The increase of $10.7 million (1.1%) in net financial position reflects the changes in assets and liabilities.
Table 25: Administered Activities – Condensed Statement of Administered Revenues (unaudited) for the year ended (dollars)
Table 25 provides a brief snapshot of the CBSA's administered revenues for the actual fiscal year compared to the previous fiscal year.
Financial information |
Actual fiscal year 2024 to 2025 |
Previous fiscal year 2023 to 2024 |
Difference (2024 to 2025 minus 2023 to 2024) |
|---|---|---|---|
Tax revenues |
41,696,912,000 |
39,909,183,000 |
1,787,729,000 |
Non-tax revenues |
117,831,000 |
186,741,000 |
(68,910,000) |
Bad debt expense |
(398,000) |
298,129,000 |
298,527,000 |
Net results |
41,815,141,000 |
39,797,795,000 |
2,017,346,000 |
Analysis of administered revenues compared to last fiscal year
Note that, unlike the Condensed Statement of Operations (Agency Activities), the Condensed Statement of Administered Revenues (Administered Activities) does not include planned results as it is not subject to the Treasury Board Directive on Accounting Standards: GC 4500 Departmental Financial Statements.
Total revenues reported within the Administered Activities financial statements were $41.8 billion for 2024 to 2025, representing an increase of $2 billion (5%) compared to the total revenues of $39.8 billion for 2023 to 2024. The increase in tax revenues recorded for 2024 to 2025 compared to the previous fiscal year is in line with Statistics Canada data showing an average increase in Canadian importations of approximately 5% for 2024 to 2025.
Table 26: Administered Activities – Condensed Statement of Administered Assets and Liabilities (unaudited) as at (dollars)
Table 26 provides a brief snapshot of the CBSA's administered assets and liabilities for the actual fiscal year compared to the previous fiscal year.
Financial information |
Actual fiscal year 2024 to 2025 |
Previous fiscal year 2023 to 2024 |
Difference (2024 to 2025 minus 2023 to 2024) |
|---|---|---|---|
Total administered assets |
6,060,540,000 |
4,613,934,000 |
1,446,606,000 |
Total administered liabilities |
627,264,000 |
572,629,000 |
54,635,000 |
Net amount due to the Consolidated Revenue Fund |
5,433,276,000 |
4,041,305,000 |
1,391,971,000 |
Total administered liabilities and net amount due to the Consolidated Revenue Fund |
6,060,540,000 |
4,613,934,000 |
1,446,606,000 |
Analysis of administered assets and liabilities compared to last fiscal year
The total administered assets for 2024 to 2025 have shown an increase of 31.4% compared to the previous fiscal year, which is attributable to a combination of increased economic activity as well as the timing of the collection of accounts receivable from external parties and related deposits to the Consolidated Revenue Fund.
The total administered liabilities for 2024 to 2025 have shown an increase of 9.5% compared to the previous fiscal year, which is mainly attributable to an increase in the accounts payable to other government departments, as well as cash and securities received from importers to guarantee payment of excise taxes and customs duties on imported goods.
Human resources
This section presents an overview of the CBSA's actual and planned human resources from 2022 to 2023 to 2027 to 2028.
Table 27: Actual human resources for core responsibilities and internal services
Table 27 shows a summary in full-time equivalents of human resources for the CBSA's core responsibilities and internal services for the previous three fiscal years.
Core responsibilities and internal services |
2022 to 2023 actual full-time equivalents |
2023 to 2024 actual full-time equivalents |
2024 to 2025 actual full-time equivalents |
|---|---|---|---|
Border management |
10,591 |
11,075 |
11,404 |
Border enforcement |
1,984 |
2,150 |
2,170 |
Subtotal |
12,575 |
13,225 |
13,574 |
Internal services |
3,142 |
3,245 |
3,316 |
Total |
15,717 |
16,470 |
16,890 |
Analysis of human resources for the last three years
The CBSA has increased its full-time equivalents over the past three years through the Supplementary Estimates and Budget process in order to support initiatives such as the Land Border Crossing Project, combatting vehicle theft in Canada, and establishing the Market Watch Unit for trade remedy.
Table 28: Human resources planning summary for core responsibilities and internal services
Table 28 shows the planned full-time equivalents for the CBSA's core responsibilities and internal services for the next three years. Human resources for the current fiscal year are forecasted based on year to date.
Core responsibilities and internal services |
2025 to 2026 planned full-time equivalents |
2026 to 2027 planned full-time equivalents |
2027 to 2028 planned full-time equivalents |
|---|---|---|---|
Border management |
12,277 |
11,978 |
11,878 |
Border enforcement |
2,335 |
2,225 |
2,134 |
Subtotal |
14,612 |
14,203 |
14,012 |
Internal services |
2,677 |
2,612 |
2,603 |
Total |
17,289 |
16,815 |
16,615 |
Analysis of human resources for the next three years
The CBSA's planned full-time equivalents (FTEs) are expected to decline after 2025 to 2026. This is mainly attributable to initiatives that will be sunsetting or moving from the development phase to the operational phase, leading to a reduced need for FTEs, such as:
- Irregular Migration and Incremental Asylum
- Addressing the removals backlog
- Immigration response to the crisis in Afghanistan
- Measures to combat vehicle theft
- Establishing the Market Watch Unit for trade remedy
Supplementary information tables
The following supplementary information tables are available on CBSA's website:
Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs, as well as evaluations and GBA Plus of tax expenditures.
Corporate information
Departmental profile
Appropriate minister(s):
The Honourable Gary Anandasangaree, P.C., M.P.
Institutional head:
Erin O'Gorman
Ministerial portfolio:
Public Safety
Enabling instrument(s):
Canada Border Services Agency Act
Department of Public Safety and Emergency Preparedness Act
Year of incorporation / commencement:
2003
Departmental contact information
The CBSA's contact information is available on its website.
Definitions
List of terms
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires)
- Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle)
- An enduring function or role of a department. The departmental results listed for a core responsibility reflect the outcomes that the department seeks to influence or achieve.
- Departmental Plan (plan ministériel)
- A report that outlines the anticipated activities and expected performance of an appropriated department over a three-year period. Departmental Plans are usually tabled in Parliament in the spring.
- departmental priority (priorité)
- A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.
- departmental result (résultat ministériel)
- A high-level outcome related to the core responsibilities of a department.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative or qualitative measure that assesses progress toward a departmental result.
- Departmental Results Framework (cadre ministériel des résultats)
- A framework that connects the department's core responsibilities to its departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report outlining a department's accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- Full-time equivalent (équivalent temps plein)
- Measures the person years in a departmental budget. An employee's scheduled hours per week divided by the employer's hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.
- Gender-based Analysis Plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
- An analytical tool that helps to understand the ways diverse individuals experience policies, programs and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
- government priorities (priorités pangouvernementales)
- For the purpose of the 2024 to 2025 Departmental Results Report, government priorities are the high-level themes outlining the government's agenda as announced in the 2021 Speech from the Throne.
- horizontal initiative (initiative horizontale)
- A program, project or other initiative where two or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.
- Indigenous business (entreprise autochtones)
- For the purposes of a Departmental Result Report, this includes any entity that meets the Indigenous Services Canada's criteria of being owned and operated by Elders, band and tribal councils, registered in the Indigenous Business Directory or registered on a modern treaty beneficiary business list.
- non‑budgetary expenditures (dépenses non budgétaires)
- Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
- performance (rendement)
- What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative measure that assesses progress toward a departmental-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.
- plan (plan)
- The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
- planned spending (dépenses prévues)
- For Departmental Plans and Departmental Results Reports, planned spending refers to the amounts presented in Main Estimates. Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.
- program (programme)
- An Individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- A listing that identifies all the department's programs and the resources that contribute to delivering on the department's core responsibilities and achieving its results.
- result (résultat)
- An outcome or output related to the activities of a department, policy, program or initiative.
- statutory expenditures (dépenses législatives)
- Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditures.
- target (cible)
- A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.
- voted expenditures (dépenses votées)
- Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.
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