CBSA questions and answers: Standing Committee on Public Accounts: Auditor General Report 5, Professional Services Contracts (December 11, 2025)

CBSA stats and facts

2025 Stats and Figures January 1 to October 31, 2025

Budget – A and B base (source of info: 2025–2026 Main Estimates)

2025–2026 CBSA budget:

• A-Base (Ongoing) funding: $1,983 million
• B-Base (Temporary) funding: $729 million
• Statutory (Employee Benefit Plan) $281 million
• Total Budget: $2,993 million

FTEs – uniformed, operational and support

Approximately 17,000 employees
over 8,500 front line
1,200 ports of entry and in 36 countries.

Ports of entry – air, land, marine

• 117 land-border crossings – 61 on a 24/7 basis
• 13 international airports – 10 on a 24/7 basis
• 27 rail sites
• 3 Major Ports (Halifax, Montréal and Vancouver) numerous marinas and reporting stations

IT Contracts – number and amount and decrease over past years (source of info: Q1 report to TBS)

36 IT consultants as of August 15, 2025, compared to 250 in June 2023.

The reduction in consultants reflects the CBSA's steady decline in overall contract use. The amount of active contracts has reduced by 55% between April 1st 2023 and April 1st 2025 from 2275 to 1027.

Executives

• 44% of VPs/RDGs have served on the frontline (8 out of 18)
• 35.7% of the Executive cadre (at all levels) worked on the frontline directly supporting the CBSA mandate at some point in their career (91 out of 255)
• 48.2% of the Executive cadre (at all levels) have either worked directly on the frontline and/or occupied a role that required supervision of frontline employees (123 out of 255)
• 66% of VPs and RDGs are women (12 out of 18)

Travellers in 2025 (to October 31, 2025)

• 70,445,632 travellers:
  • Air: 31,131,262
  • Highway: 35,871,858
    • including 4,691,210 truck drivers
  • Marine: 3,214,526
  • Rail: 226,590
• 29,038,273 travellers used Primary inspection kiosks
• 3,505,851 travellers used Advanced Declaration
• 17 additional primary inspection kiosks across Canada
• 2.1 million NEXUS members

Commercial goods imports in 2025 (to October 31, 2025)

• 24.8 million releases of goods into the commerce of Canada
• 127 million courier shipments
• $223.1 billion Trusted Trader value for duty imported
• $41.4 billion total duties and taxes assessed (customs duties, Special Import Measures Act [SIMA] duties, surtaxes, GST and excise taxes)
• Commercial by the numbers:
  • Highway: 4,267,922 trucks
  • Air: 3,191,036 shipments
  • Marine: 1,688,846 containers
  • Rail: 518,317 cars

Food, plant and animal 2025 (to October 31, 2025)

3,145 Agriculture and Agri-Food Administrative Monetary Penalties (AAAMP) issued for food, plant and animal import violations totaling $2,391,400 in penalties.

Enforcement in 2025 (to October 31, 2025)

44,486 seizures, coming in to Canada (from US and other countries), including:

• 585 seizures for a total of 742 firearms seized
• 6,948 seizures for a total of 13,576 weapons seized
• 27,320 illegal drugs seizures
  • Cocaine (including coca leaves, coca paste, cocaine and cocaine crack): 3,243 kilograms
  • Heroin: 87 kilograms
  • Fentanyl: 2.6 kilograms
  • Other opioids (including opium, methadone, morphine and morphine base): 922 kilograms
  • Methamphetamines: 693 kilograms
  • Other drugs, narcotics and chemicals: 26,497 kilograms (this number excludes cocaine, heroin, fentanyl, other opioids and cannabis)
• 13,421 cannabis seizures totaling 42,439 kilograms
• 2,874 tobacco seizures totaling 783,424 kilograms
• 81 child pornography seizures

Firearm seizures in 2025 (to October 31, 2025)

• Total firearms seized: 742
• Total firearms seizures: 585

Weapons seizures in 2025 (to October 31, 2025)

• Total weapons seized: 13,576
• Total weapon seizures: 6,948

Breakdown of LO-Intervened off-boards

Alternatives to Detention (ATDs) Statistics

Allowed to Leaves issued at POEs

• If an officer at a port of entry examines a foreign national and the person is believed to be inadmissible, the officer may in some circumstances allow the person to voluntarily withdraw their application to enter Canada and allow them to depart
• Each case will be assessed individually and a decision will be based on the specific facts of the case and whether the objectives of the IRPA would be best achieved without seeking a formal removal order

Inadmissibility (A44) Reports (serious inadmissibility grounds)

• The above represents A44 reports for the following IRPA inadmissibility grounds: security, human rights violations, serious criminality, criminality, organized crime, sanctions and transborder criminality
• A finding of inadmissibility begins with the officer making an allegation by preparing an inadmissibility (A44) report which is supported by evidence
• A44 is then reviewed by another official (Minister's Delegate) who may issue a prescribed removal order if the inadmissibility allegation is within their jurisdiction or refer the A44 report to the Immigration and Refugee Board for an admissibility hearing

Stolen vehicles

Anti-dumping (As of October 1, 2025)

As of October 1, 2025, the CBSA has conducted 31 anti-dumping and countervailing investigations across eight product groups, spanning the mineral oil, paper, plastic, and predominantly steel industries, involving 15 countries, primarily China. Of the 31 investigations, 24 are ongoing.

Active Investigations:

1. Thermoformed Molded Fibre Tableware
   • Plates, bowls, and take-out containers made from recycled paper pulp. They're pressed into shape (molded) and often used as eco-friendly disposable tableware
2. Oil Country Tubular Goods
   • Steel pipes used in the oil and gas industry to drill wells and bring resources to the surface. This includes casing, tubing, and drill pipe that must withstand extreme underground pressure
3. Cast Iron Soil Pipe
   • Heavy, durable iron pipes used to carry waste and water in buildings and underground systems. They're common in older plumbing and commercial construction because they reduce noise and last a long time
4. Thermal Paper Rolls
   • Paper used in cash register receipts and credit card machines that darkens when heated by the printer head
5. Steel Strapping
   • Strong, flat steel bands used to bundle and secure heavy products—like lumber, steel coils, or bricks—during shipping or storage
6. Carbon and Alloy Steel Wire
   • Long, thin strands of steel made by drawing carbon or alloy steel through dies. Used for making nails, fencing, springs, cables, and many industrial products
7. Polyethylene Terephthalate Resin
   • A type of plastic resin used to make clear beverage bottles, food containers, and synthetic fibres like polyester clothing. It's lightweight and recyclable
8. Renewable Diesel
   • A fuel made from animal fats, vegetable oils, or other organic materials. It's chemically similar to regular diesel and can be used in diesel engines without blending, but it produces fewer greenhouse gas emissions

Global data pack

Drugs

Key Takeaways (Overall Quantities in grams)

• Despite covering only January to October, the 2025 seizure total (73,190,672g) already exceeds the total reported for all of 2024 (52,056,505g). This represents a 41% increase
• Compared with 2023 (79,352,888g), seizure numbers in 2024 (52,056,505g) were lower, reflecting a downward trend. This is a decrease of about 34%
• 2020 recorded the lowest amount of seizures (30,150,272g). This is likely due to low traveller volumes during the COVID-19 Pandemic
• In 2022, 55,618,092g of seizures were recorded. This then surged to 79,352,888g seized in 2023. This represents approximately a 43% increase

Key Takeaways (Overall - Count of Seizure Actions)

• 2023 recorded the highest amount of seizure actions (39,057)
• Seizure activity decreased in 2024 (28,339), compared to the 2023 count (39,057). This is a decrease of about 27%
• Although 2025 is not yet complete, the year's seizure count (27,314), is already close to the full year total of 2024 (28,339)

The most drug seizures were made in X Region, the least in X Region

• From January 1, 2020 to October 31, 2025. GTAR recorded the highest amount of drug seizures (149,377,824g)
• From January 1, 2020 to October 31, 2025, NOR recorded the least amount of seizures (728,744g)

Specific commodities where import seizures are up are/Specific commodities where import seizures are down:

Specific commodities where export seizures are up/ Specific commodities where export seizures are down:

The five year trend for drug seizures is:

The five year trend for precursor seizures is:

Firearms

Firearms and Weapon Seizures

CBSA Criminal Investigation Prosecution Outcomes:

Charge/Prosecution Acceptance Rate:

Since April 1, 2024, over 95% of the charge recommendations made by the CSBA to the Crown following firearms and weapons investigations undertaken by the CBSA, have resulted in charges approved and prosecutions launched in court.

Results of CBSA search warrants away from the border (as part of criminal investigations):

Stolen vehicles

Stolen vehicle trend

Undeclared currency

Currency and Suspected Proceeds of Crime Seizures

Total value of currency and suspected of proceeds of crime seizures from January 1, 2020 to October 31, 2025

Asylum Statistics

Number of recommended offboards by CBSA ILOs

The number of asylum claims in the last 10 years are:

Percentage increase 2016–2025: As of November 17, 2025, the percentage difference for both agencies combined between 2016 and 2025 is an increase of 334%…that number will increase as we reach the end of the year. (CBSA: 177% increase; IRCC: 477% increase)

Percentage increase 2022–2025: As of November 17, 2025, the percentage difference for both agencies combined between 2022 and 2025 is an increase of 13% …that number will increase as we reach the end of the year. (CBSA: 51% decrease; IRCC: 162% increase)

The number of asylum claims at Lacolle are:

Number of IRB asylum hearings with CBSA representation

CBSA's annual removals:

CBSA's removal inventory (defined as removals in progress and wanted) is:

Projected removal inventory (including wanted and in progress) assuming at least 25,000 removals per year

Assumptions:

1. IRB maintains calendar year 2024 decision volume (approximately 73,000 decisions) and acceptance rate (63%). Although the new Asylum target for RPD is 80,000 to 85,000
2. The CBSA enforces 25,000 removals per year (Note that the CBSA is currently funded for 20,000 in fiscal year 2026–2027, and 16,000 for future years)
3. Impact of other other inadmissibility cases (e.g., overstays) is not included
4. The CBSA will enforce 20,000 removals in 2025
5. Bill C-12 impact on inventory is not included

Current top 5 recalcitrant countries:

CBSA's security screening inventory vs completed screens per year:

Intake:

Results:

CBSA's Detention Capacity is:

CBSA's detention rates:

CBSA's detention rate as a percentage of asylum claims

Trade Statistics

Anti dumping and subsidy investigations – opened and concluded

Sanctions Implementation – number of sanctions in place being enforced by CBSA

There are currently 12 countries against which there are import sanctions and 22 countries against which there are export sanctions. In recent years, the Government of Canada has increased its use of sanctions, currently imposing sanctions on 355 Harmonized System (HS) codes, as well as all goods being imported from North Korea and Syria. The CBSA's responsibility for exports is broader and requires ensuring compliance for all exports to North Korea, a wide range of industrial goods to Iran, and all exports to specific entities (people and businesses) in 19 other countries (e.g., Myanmar, Sudan, Iraq). The current sanctions against Russia are the most extensive with 935 different HS codes covering industrial and luxury goods.

Duties and Taxes Compliance Statistics

Duties and taxes collected

Number of Compliance Verification Audits Concluded(?) and Amounts Assessed

Additional Information:

Number of Compliance Interventions and Amount Assessed:

Strategic Export Enforcement - Sanctions and Counter-Proliferation Referrals for Enforcement by Counter-Proliferation Operations Section (CPOS), CBSA

What is the CBSA's plan to hire 1,000 officers

In response the Governments commitment to reinforce our borders, the CBSA will recruit, train and deploy 1,000 new CBSA officers across our country. We will bolster our capacity across the border continuum to address enforcement and oversight in the commercial, traveller and trade streams, strengthening the CBSA's ability to detect, disrupt and deter illegal activity.

There will be officers deployed to ports of entry, internationally and at inland offices where targeting, trade investigations, intelligence, inland enforcement and criminal investigations take place.

We expect that approximately 80% of new CBSA officers will be recruited as border services officers, trained by the CBSA College in Rigaud, Quebec, and deployed across the country to ports of entry. The CBSA College will begin the intake of new BSO Trainees to support this initiative in 2025–2026.

We also expect that approximately 20% of the 1,000 CBSA officers will carry out other operational roles. These include targeting centre officers, trade and recourse officers, inland enforcement officers, criminal investigators, intelligence officers, international liaison officers, chemists and engineers. Some will come from the border services officer ranks, others will come from other parts of the CBSA and from public safety partners in the federal government. We will also look to hire veterans of the Canadian Armed Forces as well as graduating students from universities.

If pressed: On training

The CBSA College will train most of the 1,000 officers. Through the Agency's Force Generation program, we are able to resource the frontline personnel required to carry out our mandate. The primary part of the program is the Officer Induction Model (OIM) which is comprised of three phases: Recruitment, the Officer Induction Training Program (OITP) and the Officer Induction Development Program (OIDP).

During the recruitment phase, prospective candidates go through very rigorous pre-screening that can take between 9 to 12 months, before they are invited to attend the CBSA College through the Officer Induction Training Program (OITP). The OITP is an 18 week program inclusive of 4 weeks of online training and 14 weeks of in class training at the CBSA College in Rigaud Quebec. Upon graduation from training, BSO Trainees are deployed to the regions, and supervised by experienced officers through the Officer Induction Development Program (OIDP) for up to 12 to 18 months before being permanently appointed to the rank of a Border Services Officer.

Complementary to the OIM, training will be delivered to experienced CBSA officers in the other operational roles, in alignment with established National Training Standards for their position. The Standards outline the training expectations for various job communities such as inland enforcement officers and criminal investigators, enabling the development of officers into specialized functions, through skill enhancements beyond the scope of the OIM program. The CBSA College, through its many satellite campuses delivers most of the training to support these communities, alongside on the job training specific to certain roles (e.g international liaison officers will receive specific training from Global Affairs Canada before their deployment).

Our comprehensive training and development program ensures individuals have the skills and experience to do the jobs being asked of them. We do not compromise our qualification standards in the hiring process as many of these officers will continue their careers with the Agency, taking on many other operational roles.

If pressed: Where will these people work?

These CBSA officers will work across the country at our ports of entry, inland offices, national offices, and internationally. This investment is not going towards internal services, which will be absorbed by the CBSA.

Additional background:

The CBSA implementation plan will leverage the full capacity of the CBSA College annually at the Rigaud campuses and all satellite campuses across the country, allowing us to fulfill existing attrition requirements, as well as expedite the delivery of new officers to the operations.

Through ongoing recruiting efforts, we have a pool of 300 vetted and qualified candidates that we can invite to begin training at any given time in the next unfilled cohort.

We continue to hire students, 400 new and returning students per year, who have become an essential feeder group to our indeterminate officer core. They are a complementary component of our workforce, as they provide temporary relief to manage fluctuations in seasonal traveller and commercial volumes. They complete trained at the CBSA College or in regional satellite campuses.

36 border services officer recruits began their in-house training at the CBSA College in Rigaud on November 6, 2025. They are expected to graduate on ebruary 27, 2026. An additional 18 officer recruits began their distance learning in November 2025 and will begin their in-house training at the College on December 11, 2025. They are expected to graduate on April 2, 2026.

As of January 2026, the CBSA College will run up to 10 cohorts per year until 2028–2029, to fulfill the commitments made in Budget 2025, with a new cohort beginning training every 5 weeks.

Overview of BSO training

1. Officer Trainee Entrance Exam (OTEE)

The candidate must pass an online exam that assesses their reasoning skills, writing skills, analytical thinking and client orientation. They will have 135 minutes to complete 117 multiple-choice questions where 60% correct in each competency is required to be successful. If they have passed the OTEE in a previous selection process, they do not need to retake the exam.

Interview

If successful at the OTEE, the candidate will attend an MS Teams video interview that consists of situational questions and role-playing scenarios. Previous knowledge of the CBSA is not required. Proof of a valid full driver's license without restrictions will be requested and verified prior to the interview.

• Candidates are assessed on the competencies below and must demonstrate each of these to the level required in the assessment to be considered successful
  • dealing with difficult situations
  • decisiveness
  • effective interactive communication
  • judgment
  • personal integrity
  • values and ethics

2. Validation of Prerequisites

If successful at the interview, the candidate will be required to provide proof of the following before they can complete the psychological assessment (MMPI):

• Canadian citizenship or permanent residency
• High school diploma or employer-approved alternative (note: the CBSA does not consider an acceptable combination of education, training, and/or experience as an alternative. The NORP is currently using the GCT2 as the PSC approved testing equivalent)

3. Psychological Assessment (MMPI)

A psychologist will evaluate the candidate's ability to handle stress and suitability to carry a duty firearm.

• The MMPI will consist of two parts on separate days
  • First, a written exam (2-4 hours total)
  • followed by an in-person interview

If deemed unsuitable, the candidate is removed from the selection process. Only a determination of "suitable" or "not suitable" will be provided. A signed consent form before the assessment explains that beyond this result, no feedback, test scores, or other information can be provided.

4. Physical Abilities Test (PAT)

The PAT replaces the PARE from previous selection processes and is performed during the Officer Induction Training Program (OITP) in-residence training.
Candidates will be invited to a mandatory PAT information session once they have been found suitable at the psychological assessment.

5. Firearms Safety Courses

To ensure candidates can safely handle a firearm during training and on the job, they must complete the Canadian Firearms Safety Course (CFSC) and the Canadian Restricted Firearms Safety Course (CRFSC).

Once the candidate reaches this step in the selection process, they are given 3 months to complete both courses. Failure to do so may result in their removal from the selection process.
Although a Possession and Acquisition License (PAL) is not required, it is accepted as proof that both courses have been completed.

6. Medical Exam (Category III)

Candidates will receive an invitation from CBSA with a form to complete which will be provided to Health Canada (HC). HC will then contact the candidate directly to schedule the appointment to determine if the candidate is medically fit to train and work as a BSO through the completion of a confidential health questionnaire and medical exam by a doctor.

7. Second Language Evaluations (SLE)

If the candidate applied for a bilingual position (English and French only), they must complete the SLEs and achieve the intermediate level (BBB).
The CBSA only accepts results for SLEs administered by the PSC.

8. Security Clearance

Candidates need an Enhanced Reliability Status plus Secret Clearance to train and work as a BSO. CBSA Security relies on external partners to complete the security screening.
The CBSA will email the candidate results after they complete the telephone integrity interview.
All candidates must go through this process, even if they have security clearance from another government department or law enforcement agency.

If the candidate is successful at the CBSA Officer trainee selection process, they placed in our pre-qualified pool of OITP ready candidates and can be invited om the next unfilled cohort.

OITP Phase 1 – Online Training

When candidates are selected for OITP, they will receive an invitation and will be assigned to their work location/POE. While the CBSA does our best to post candidates in their preferred region (1st, 2nd, 3rd choices), they may be posted elsewhere based on POE staffing vacancies and the Agency's needs.

• The 3 to 9 month waiting  period to be invited to participate at OITP is dependent on cohort availability
• Invitations are sent:
  • approximately 6 to 12 months after they complete all the required assessments; and
  • about 5 weeks before Phase 1 starts

They will complete four weeks of online training at home. Which is a mix of self-learning and instructor-led video sessions. It includes quizzes, activities, assignments, collaborative discussions, and forum postings.

OITP Phase 2 – Canada Border Services College

The candidate will then complete 14 weeks of training at the Canada Border Services College in Rigaud, Quebec.

They will learn about:

• the primary inspection process
• the secondary inspection process
• customs
• immigration
• food, plant and animal
• policies, procedures and laws that we administer and enforce
• seizures, detentions, personal searches and arrests
• how to determine the admissibility of persons and goods
• defensive tactics
• duty firearms

Overview of the BSO recruitment process

Figure 1 - Text version

Journey to the frontline

Here's what the Officer Trainee Development Program selection process looks like, including wait times for receiving assessment results
The order of some assessments arranged by the CBSA may slightly vary.
Selection process duration approx. 12 to 18 months (Stages 1 to 9)

Stages:

1. Officer Trainee Entrance Exam (OTEE)
2. Interview
3. Validation of Prerequisites
4. Psychological Assessment (MMPI)
5. Physical Abilities Test (PAT) information Session
6. Firearms Safety Courses Results: vary by provider
7. Medical Exam (Category III)
8. Second Language Evaluations (SLE)
9. Security Clearance
10. Officer Induction Training Program (OTIP)
    • Recruit – No salary, weekly allowance plus paid accommodations and meals
      • Online Training – 4 weeks
      • Canada Border Service College – 14 weeks
11. Officer Induction Development Program (OID Program)
    1. Unpaid - OITP graduation to OID Program – 2 weeks
    2. FB-02 Officer Trainee Salary - Development at port of entry – Approx. 12 to 18 months
12. Graduate - FB-03 BSO Salary

What is CBSA's duty to accommodate

In 2016, the Canada Border Services Agency (CBSA) completed arming its workforce at ports of entry and in intelligence and enforcement functions. CBSA officers perform a range of duties in support of the safety and security of Canada, and in most modes, carrying a duty firearm is a condition of their employment.

As a member of the core public administration, the CBSA addresses workplace issues in adherence to the Public Service Employment Act, the Federal Public Sector Labour Relations Act, and other relevant legislation. It develops related policies in alignment with collective agreements, jurisprudence, and Treasury Board Secretariat of Canada directives that apply across departments.

The Agency takes its responsibilities and obligations stemming from the Canadian Human Rights Act (CHRA), the Employment Equity Act, and the Accessible Canada Act very seriously. When someone can no longer be fully armed or meet the requirements of related job functions, the CBSA has a duty to accommodate them. The Agency also has a duty to spend taxpayer money wisely and to ensure that employees meet the essential requirements for positions which are classified, allocated, and funded on the assumption that they will be occupied by an armed officer supporting enforcement activities.

The duty to accommodate is a legal obligation to prevent or remove discriminatory impacts on employees based on protected grounds such as disability. It requires the CBSA to provide reasonable accommodations, which might include employment in a non-armed position.

The employer's obligation to accommodate stops when it becomes undue hardship, a threshold determined by factors including health, safety, and cost. The CBSA is not required to permanently exempt an employee from doing the essential duties of their position or create work that is not necessary. Additionally, accommodation measures are subject to periodic review.

An employee must cooperate with their employer's attempt to accommodate their needs, and rejecting a reasonable accommodation offer can bring employment to an end.

We are committed to working with employees requiring accommodations. The Accommodation page on Canada.ca provides additional information.

Please note that injury-on-duty leave is granted to border services officers in accordance with Article 37 of the Border Services (FB) Collective Agreement and the Treasury Board of Canada Secretariat's Injury-on-duty Leave Policy.

What is the status of implementation of the border plan

• We have hired 30 Enforcement Case Officers to support removals
• The Border Action Plan includes 75 frontline resources:
  • 33 frontline Border Services Officers (BSOs)
  • 3 Detector Dog Services teams
  • 12 regional laboratory chemists
  • 7 Intelligence Officers
  • 7 Criminal Investigators
  • 6 Targeting Officers
  • 7 engineers
• 33 Border Services Officers began their in-house training at the CBSA College in Rigaud on November 6, 2025. They are expected to graduate February 27, 2026. The 3 dog handlers are currently in training at the CBSA College and are expected to graduate on February 27, 2026
• 2 engineers were hired this fiscal year and are currently supporting operations. The other 5 engineers, for a total of 7, will be hired in 2026–2027
• 4 chemists were hired this fiscal year and are currently supporting operations. The other 8 chemists, for a total of 12, will be hired in 2026–2027
• The remaining frontline resources will be deployed in future years as follows:
  • 2026–2027:
    • 7 intelligence officers
    • 7 criminal investigators
    • 6 targeting officers

The investment plan has five pillars for specific action

All Border Action Plan commitments with respect to CTB

• In 2025–2026, the CBSA is deploying:
  • 15 Raman devices
  • 1 Regional Satellite Laboratory
  • 3 Mobile Large-Scale Imaging devices
  • 1 Pallet Large-Scale Imaging device
  • 1 Fixed Large-Scale Imaging device
  • 1 Small-Scale Imaging X-ray
  • 33 Border Services Officers
• In 2026–2027, the CBSA plans to deploy:
  • 30 Raman devices
  • 2 Regional Satellite Laboratories
  • 25 Ion Mobility Spectrometers
  • 6 Mobile Large-Scale Imaging devices
  • 3 Pallet Large-Scale Imaging devices
  • Up to 6 Mobile Backscatter Imaging devices
  • 10 Small-Scale Imaging X-rays
  • 3 Detector Dog Services teams
  • 12 chemists
• In fiscal year 2027–2028, the CBSA plans to deploy:
  • 30 Raman devices
  • 25 Ion Mobility Spectrometers
  • 2 Pallet Large-Scale Imaging devices
  • 14 Intelligence resources
  • 6 Targeting Officers
  • 3 Detector Dog Services teams
• In fiscal year 2028–2029, the CBSA plans to deploy:
  • 25 Raman devices
  • 3 Detector Dog Services teams

Planned Detection Technology deployments (all sources of funds) – multi-year table

What happened with the IT outages

Beginning on September 28, 2025, the CBSA experienced multiple outages to major IT systems that resulted in delays in travellers and commercial processing.

The CBSA works hard with its partners to ensure any IT systems outages are restored quickly.

A joint report of the findings was submitted, key causes were identified and a plan was put forward to better-prevent and mitigate future outages.

Budget 2025 has committed to reducing the cost of using and maintaining CBSA equipment and IT assets by decommissioning legacy software applications.

In the event of an outage, the CBSA makes every effort to ensure an adequate number of primary inspection lines are open, while at the same time maintaining normal operations such as customs and immigration services, secondary examinations, enforcement activities, and commercial processing.

Throughout an outage, the CBSA collaborates closely with airport and bridge authorities to facilitate the flow of travellers and commercial goods.

Safety and security standards are upheld at all times, with border services officers working to verify travellers' identities, receive their declarations, and conduct any additional screening warranted by each traveller's individual circumstances. The CBSA works closely with airport management to expedite traveller processing, minimize delays, and complete verifications as required.

The CBSA has a System Outage Contingency Plan that was developed in partnership with industry. The plan outlines requirements for reporting commercial transactions during an outage. It also provides guidance on the electronic submission of data once the system is back online. The CBSA accepts paper documentation during an outage and waives Administrative Monetary Penalties for Advance Commercial Information related infractions resulting from the outage.

In the event of an outage of airport Primary Inspection Kiosks, travellers are re-directed to the primary inspection lines for manual processing.

As requested by the Minister of Public Safety, the CBSA and SSC provided a report to their respective Ministers within 30 days of the late September outages. The CBSA and SSC closely examined the key causes of the outages and have developed a plan to prevent and mitigate future outages.

CBSA/SSC Plan includes:

• quality controls related to key IT changes
• collaboration between CBSA, SSC and air industry and trade chain partners in planning I changes
• communications with industry partners
• awareness of real world business impacts resulting from a an outage of CBSA systems
• integration of IT change and incident management among government and industry partners
• operational protocols used at ports of entry when an system outage occurs

10 point plan

1. Complete root cause analyses of all three incidents and apply recommendations and lessons learned
   • Shared Services Canada (SSC) and the CBSA have completed a joint investigation
2. Establish joint IT change management committee with CBSA, SSC and air industry partners
   • Launch weekly change planning meetings with industry partners, starting the week of Oct. 20 with all airport authority CIO teams. Expand subsequently to domestic airlines, and then establish same with trade chain partners
   • Publish weekly forward schedule of changes to our industry partners
   • Strengthen existing CIO-level engagement with air industry partners
   • Establish CIO-level engagement with commercial and trade partners
3. Improve CBSA and SSC change and incident management
   • Integrate incident change and management processes between the CBSA and SSC (immediately)
   • Establish CIO approval of all changes impacting the CBSA (immediately) and inform CBSA President and Shared Services Canada Deputy Head in advance of all changes
   • Ensure that all CBSA services, systems and applications, and their infrastructure dependencies are well-documented and understood (including certificate expiry dates)
4. Conduct joint audit of IT Change Management and Incident Management by CBSA and SSC Chief Audit Executives, to evaluate effectiveness and make recommendations for improvement
5. Improve industry partner communications and engagement channels and protocols
   • Document and enhance all industry partner communication processes and protocols regarding IT changes and incidents within the CBSA and between the CBSA and its industry partners
   • Review and strengthen the quality of messages to industry partners
   • Review and adjust active (live) communications tools such as MS Teams to ensure operational effectiveness during incidents
6. Review and bolster the CBSA's IT systems and IT infrastructure hosted by SSC
   • SSC with CBSA to review the IT infrastructure that supports the CBSA's systems and applications and develop a plan to strengthen it, improve resiliency to changes and incidents
   • SSC and CBSA to improve automated monitoring of key systems and alerting of issues
   • CBSA and SSC to thoroughly review the CBSA's IT systems and applications that underpin key services and inter-operations with industry partners to determine ways to improve resiliency to changes and incidents
7. Adjust the Agency's Investment Plan to prioritise technical debt reduction
   • Ensure that areas of aging systems and technologies are clearly identified for renewal in the CBSA's IT Investment Plan
8. Adjust the Agency's crisis/emergency management plan and procedures based on recent events
   • Review CBSA and IT branch crisis management plans and procedures to ensure that experiences and lessons from these incidents are incorporated
   • Conduct table-top exercises to test the Agency's readiness for future major IT outages
9. Improve the Agency's outage protocols and business continuity plans to better prepare for digital disruption
   • Review Travellers program outage protocols to:
     • Reinforce best practices for CBSA operations and airports to manage during PIK outages and ensure consistency across regions, airlines to manage during Interactive Advance Passenger Information/Passenger Protect Program outages
     • Revisit and update outage protocols procedures to continue traveller processing during IT outages
     • Revisit and update airport/airline procedures for to ensure alignment with CBSA processes/requirements
     • Ensure that all BCP documentation is up-to-date and available
   • Review Commercial program outage protocols and business continuity plans to incorporate best practices and innovations found during these incidents and harmonise across regions
   • Review intelligence business continuity plans and adjust for any gaps found related to IT system outages, if required
10. Review federal government stakeholder communication protocols to increase broad awareness
    • Building on recent updates to the communication protocols, examine means of engaging and updating GC partners regarding significant CBSA incidents, outages and events, and revise or strengthen where required

Why are you making small businesses get a CARM account

The CBSA Assessment and Revenue Management (CARM) is a new system for importers, designed to facilitate the collection of duties and taxes for commercial goods imported into Canada, which successfully came on line last year. With its launch, CARM became the official system of record for the collection of duties and taxes for commercial goods imported into Canada.

Those who seek to import goods into Canada need to register in CARM. When they do, they are able to use an online self-service tool to see their account, register for various CBSA programs, receive notifications, provide the CBSA with supporting documents, view account statements, make payments, and perform other activities.

Importers are also provided the opportunity to either pay their duties and taxes at the time of release when their goods enter the country or enroll in the release prior to payment (RPP) program and post financial security, which allows them to defer payment of duties and taxes.

When CARM was launched, the CBSA also implemented regulatory amendments to require all importers (regardless of size) to post financial security rather than the broker posting security on their behalf, which was the previous practice. Once importers are enrolled in CARM, they can delegate day-to-day business to their customs broker. Small businesses still have the option to pay duties and taxes upon entry into Canada, but if they want the privilege to defer payment of duties and taxes, they are required to enroll in the release prior to payment program and post financial security.

The rationale for this is simple. With the broker-based security model, the CBSA had difficulty collecting on delinquent accounts and as such, had to write off debts for duties owing and in many cases, had limited to no recourse to collect on broker bonds. The regulatory changes to the Release Prior to Payment model that were introduced with CARM are designed to clarify and strengthen the accountability for the payment of duties and taxes owing. The intent is to reduce bad debt write-off by holding the importer and not the third party agent or customs broker responsible for any outstanding debt.

Currently, over 191,000 importers have enrolled in the CARM client portal and the volume of RPP enrollment represents 98.52% of the total release volume.

Infrequent importers, who import only a few times per year, represent a slower enrollment rate as these importers may be seasonal or may never import again and will have no need to register in CARM or release prior to payment. A portion of these infrequent importers are also non resident importers, based in other countries, and may be less aware of CARM and the release prior to payment program, which is why we are amplifying our outreach to spread awareness. Nonetheless, the CBSA continues to see a trend of small businesses enrollment increasing daily.

We understand that for some small businesses that import a few times a year, it may be more challenging to transition to CARM and post financial security. As such, we have worked with them to provide flexibility:

• Provided a 210-day transition period that gave importers the time to post their financial security
• Offered specific transition measures for a one year period, which have just been extended until December 31, 2025 or longer, to allow for the use of a broker's financial security for first time and one time importers and those who are in the process of registering in CARM and for release prior to payment
• Offered contingency measures that allowed brokers to use their financial security for time-sensitive and perishable products, as well as goods that contribute to an individual's health and well being
• Increased engagement efforts with a focus on small importers
• Offered help-desk services by phone and by webform to help clients enroll in CARM and a dedicated line for brokers who are helping their client register in CARM

Traveller Modernization

Key messages

• Budget 2025 committed to investments such as hiring 1,000 new Canada Border Services Agency officers, modernising border technology, and strengthening intelligence-sharing to stop illegal guns, drugs, and human smuggling before they reach our streets
• Travellers will benefit from optional digital tools to share information in advance of their arrival
• Border Service Officers will be better equipped with tools to not only inform their decisions, but to also allow them to focus on higher risk and higher value activities as demands at the border increase
• CBSA received $47.9 million of new funding in the 2024-2025 Main Estimates (excluding EBP, PSPC accommodation Costs and SSC Costs) to support the Traveller Modernization initiative
• Consultant spending in 2024–2025 has decreased by approximately 78% compared to 2022–2023, when the project was launched
• OE and DTE launched in February 2022, and are scheduled to be fully implemented by March 2029