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MEMORANDUM FOR: NOTE DE SERVICE AUX :

Vice-Presidents, Canada Border Services Agency (CBSA)

Vice-présidents de l’Agence des services frontaliers du Canada (ASFC)

SUBJECT: OBJET :

PERFORMANCE MANAGEMENT AGREEMENT 2006-07

ENTENTE DE GESTION DU RENDEMENT 2006-2007

Attached is the revised template that all EXs in CBSA should use to develop their Performance Management Agreement (PMA) for 2006-07. We are aiming to keep this process as simple as possible, while fully respecting the objectives of the program.

We ask Vice-Presidents to distribute this memo and the template to the EXs in their respective branches to ensure that all EX PMAs are in place and signed off by June 30. Vice-Presidents should ensure that the commitments of their respective management teams are cascaded appropriately from the VP’s PMA.

Please note that the Corporate Priorities for 2006-07 of the Clerk of the Privy Council’s have not yet been communicated. Appendix A will be re-issued, if required, once the Clerk’s

Vous trouverez ci-joint le nouveau gabarit que tous les EX de l’ASFC doivent utiliser pour élaborer leur entente de gestion du rendement (EGR) de 2006-2007. Nous voulons que le processus reste le plus simple possible, tout en respectant pleinement les objectifs du programme.

Nous demandons aux vice-présidents de communiquer la présente de même que le gabarit aux EX dans leur direction générale respective afin de s’assurer que toutes les EGR des EX sont en place et signées avant le 30 juin. Les vice-présidents doivent veiller à ce que les engagements de leur équipe de direction respective soient distribués en cascade de façon appropriée à partir de l’EGR du vice-président(e).

Veuillez noter que les priorités stratégiques du greffier du Conseil privé pour 2006-2007 non pas encore été communiquées. L’annexe A sera redistribuée, si nécessaire, lorsque ces priorités

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Priorities have been communicated. In some cases, EXs’ PMAs may need to be updated to ensure the commitments are cascaded down from VPs’ PMAs.

The offices of the Vice-Presidents are responsible for collecting the signed PMAs of their management team, and for keeping them current if revisions are required. This year we will have a mid-year review milestone in mid-Autumn to review progress in achieving the commitments. We have added a sign-off section to the template to be completed following the mid-year discussion between the EX and the supervisor.

We appreciate your support for the Agency’s performance management program, and trust that we can make it an effective tool for collectively achieving the Agency’s goals and developing the competencies of our executive cadre.

seront connues. Dans certains cas, les EGR des EX devront être mises à jour pour veiller à ce que les engagements découlent des EGR des vice-présidents.

Il incombe aux bureaux des vice-présidents de recueillir les EGR signées de leur équipe de direction et de les mettre à jour, s’il y a lieu.Cette année nous mènerons un examen de la mi-année au milieu de l’automne afin d’étudier les progrès réalisés à l’égard des engagements. Nous avons ajouté au gabarit une section de signature à remplir à la suite des discussions en milieu d’année entre le EX et son supérieur.

Nous vous remercions de l’appui que vous portez au programme de gestion du rendement de l’Agence. Nous croyons fermement que nous pouvons en faire un outil efficace et, ensemble, atteindre les buts de l’Agence et développer les compétences de notre effectif de la direction.

Vice-présidenteDirection générale de la stratégie et de la

coordination

Original signed by / Version originale signée par

Mary ZamparoVice-President

Strategy and Coordination Branch

Vice-présidentDirection générale des ressources humaines

Original signed by / Version originale signée par

Paul BurkholderVice-President

Human Resources Branch

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Attachments / Pièces-jointes: Instructions for completing the 2006-2007 Performance Management Agreement (PMA) Template / Instructions pour compléter le

gabarit de l’entente de gestion de rendement 2006-2007 CBSA Three-Year Strategic Plan (2006-07 – 2008-09) / Plan stratégique triennal de l’ASFC (2006-07 – 2008-09) 2006-2007 Executive Performance Management Agreement and Assessment Template / Gabarit de l’Entente et évaluation de

rendement des cadres 2006-2007

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CBSA Three-Year Strategic Plan (2006-07 – 2008-09)

Our Vision:A smart border, a smart organization

Our Mandate:The Agency is responsible for providing integrated border services that support national security and public safety priorities and facilitate the free flow of persons and goods, including animals and plants that meet all requirements under the program legislation.

Our Mission:To ensure the security and prosperity of Canada by managing the access of people and goods to and from Canada.

Our Values: Integrity Respect Professionalism

Our Strategic Outcome:Efficient and effective border management that contributes to the security and prosperity of Canada.

Our Three-Year Strategic Priorities:

1. Effective delivery of programs and services2. Innovating for the border of the future3. Strong internal and external relationships4. A modern management regime

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Strategic Priority 1 : Effective delivery of programs and services

Goals Objectives Accountability Relevant Program Activity

a. People and goods programs and processes yield positive results by:

i. Conducting a thorough review of trade programs

D. Satherstrom (A/Director General, Trade Programs Directorate), Admissibility

Access

ii. Appropriately applying civil and criminal sanctions

M. Tracy (Director General, Enforcement Programs), Enforcement

C. Melis (Director General, Intelligence), Enforcement

Access

Securityiii. Effectively monitoring processes to enhance quality and consistency of the services being delivered

C. Munroe (Director General, Operations)

Regional Directors General

Access

Security

iv. Completing the development of frameworks for the movement of people and goods and core services policy.

N. Houle (A/Director General, People Programs Directorate), Admissibility

M. Jordan (Director General, Border and Compliance Programs Directorate), Admissibility

Access

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a. People and goods programs and processes yield positive results by:

v. Strengthening and integrating legacy programs in support of a multiple border strategy

G. Goatbe, VP Admissibility

C. Deschênes, VP Enforcement

B. Hébert, VP Operations

Access

Security

vi. Implementing new and enhancing existing programs and systems that increase connectivity and the use of risk management tools

G. Bossenmaier, VP Innovation, Science and Technology

M. Tracy (Director General, Enforcement Programs), Enforcement

Science and Technology Based Innovation

Security

vii. Strengthening and integrating intelligence capacity

C. Melis (Director General, Intelligence), Enforcement

Security

viii. Developing and implementing a business continuity strategy

D. Schwartz (Director General, Corporate Administration & Security), Comptrollership

Corporate Management and Direction

ix. Enhancing fair and impartial recourse programs

S. Bennett (Director General, RecourseDirectorate), Admissibility

Access

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b. Enhanced border security and officer safety through the provision of sidearms and ending work-alone situations.

i. Implement the process to provide front-line border services officers with sidearms and the required training for their use.

B. Hébert, VP Operations Security

ii. Ending work-alone situations for front-line border services officers.

B. Hébert, VP Operations Security

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Strategic Priority 2 : Innovating for the border of the future


a. CBSA delivers on its funded innovative program initiatives, including the Security and Prosperity Partnership of North America:

i. Developing and implementing strategies and solutions for funded initiatives


G. Derouin, VP Comptrollership


G.Bossenmaier, VP Innovation, Science and Technology


M. Zamparo, VP Strategy and Coordination

Access

Security



ii. Working with Government of Canada and international partners to advance our common agendas



G.Bossenmaier, VP Innovation, Science and Technology




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Strategic Priority 2 : Innovating for the border of the future


b. Increased capacity to provide proactive, innovative and strategic analysis and advice on border issues by:

i. Strengthening our capacity for strategic, coordinated policy analysis and advice on domestic and international issues



ii. Enhancing our capacity to support evidence-based decision-making in an environment of innovation

G. Johnson (Director General,Corporate Planning, Research and Evaluation), Strategy and Coordination

D. Keller (Director General, Laboratory and Scientific Services), Innovation, Science and Technology



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Strategic Priority 3 : Strong internal and external relationships


a. Enhance relations with stakeholders, partners, clients and employees to increase level of awareness and understanding of CBSA’s work, encourage productive dialogue and build a stronger corporate culture.

i. Conducting meaningful consultation and outreach activities with stakeholder community

B. Trottier (Director General, Communications and Consultations), Strategy and Coordination


ii. Advancing our interests through cooperative partnerships with the United States and other strategic international partners



iii. Enhancing collaborative relationships with employees and their representatives

All Branches(Vice Presidents)


iv. Developing stronger linkages within the CBSA, with our PSEP Portfolio partners and with other federal departments and agencies

All Branches(Vice-Presidents)


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Strategic Priority 4 : A modern management regime


a. Effective stewardship of CBSA's resources and processes is maintained by:

i. Developing and implementing human resource plans and strategies to ensure a skilled and representative workforce

P. Burkholder, VP Human Resources Corporate Management and Direction

ii. Solidifying governance and accountability frameworks

S. St-Laurent (Director General,Finance Directorate), Comptrollership

G. Johnson (Director General, Corporate Planning, Research & Evaluation)

D. Giasson (Director General, Corporate Secretariat)


iii. Developing an information management strategy

D. Schwartz (Director General, Corporate Administration and Security) Comptrollership

A. Malo, (Director General, Information Technology Strategy) Innovation, Science and Technology



iv. Developing a strategy for corporate systems

G. Lavergne (Director General, Planning and Architecture) Innovation, Science and Technology


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Strategic Priority 4 : A modern management regime


a. Effective stewardship of CBSA's resources and processes is maintained by:

v. Establishing and implementing a robust values and ethics regime

P. Burkholder, VP Human Resources



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Instructions for completing the 2006-2007 Executive Performance Management Agreement and Assessment Template

This template assists EXs to meet and fulfill their 2006-2007 Performance Management Agreement (PMA) responsibilities.

The template has been divided into the following components.1. Identification page;2. 2006-2007 Performance Management Agreement, comprised of:

Ongoing Commitments Key Commitments Signatures related to the commitments established and the mid-year review of performance Appendix A: Corporate Priorities of the Clerk of the Privy Council, and, Appendix B: Learning, Career and Succession Management Plans for 2006-07;

3. Appendix C: Executive Performance Assessment Overview 2006-2007.

Definitions and Instructions:

Ongoing Commitments:

There are three types of Ongoing Commitments: Commitments representing the principal ongoing functional or program results that the EX is expected to accomplish. These

reflect the continuing responsibilities of a position that do not normally change significantly from year to year. Up to 6 commitments are required for each PMA; generally, these ongoing commitments reflect the main elements of the position’s Accountability Profile

Mandatory commitments applicable to all CBSA EXs, in addition to the business-related responsibilities or accountabilities of the position. In 2006-07, these commitments are grouped under two headings:

o Corporate Priorities of the Clerk of the Privy Council for 2006-07, and o Demonstrates support for a solid corporate foundation (People Management and Stewardship); and,

One personal competency development commitment. In 2006-07, establishing a personal competency development commitment is optional; whether one will be included will be based on discussion between the EX and the supervisor.

The People Management ongoing commitment provides broad performance measures that all CBSA EXs will be assessed against. Individual EXs and their supervisors may find it useful to provide additional sub-measures that more specifically address the performance measures applicable to that EX. For example:

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Mandatory Performance Measure Specific sub-measures could include:

Actively promotes employment equity and takes action to address representation gaps.

Actively promotes employment equity, including special recruitment and staffing measures to address representation gaps, and management practices.

Support for special employment equity “days and events” and committees

Active promotion of values and ethics Active promotion of public service and agency values demonstrated by management practices and decision-making

Effective performance management, including timely completion of performance management agreements for staff

Completes all performance reviews and PMAs of own direct reports (EX) by June 30, and performance reviews and Performance Management Form of own direct reports (non-EX) by July 31.

Ensures that direct reports complete all performance reviews and PMAs of their direct reports (EX) by June 30, and performance reviews and Performance Management Forms of their direct report (non-EX) bu July 31st.

Note: Additional information on the CBSA Performance Management Program can be found on the CBSA Intranet at:

http://infozone/cbsa-asfc/hrb-dgrh/pm-gr/index_e.asp

Active promotion of learning, including timely completion of learning plans for staff

Adheres to the Treasury Board’s Policy on Learning, Training and Development

Supports the development of the CBSA learning framework

Completes individual learning plans for direct reports

All PMAs (EXs) and all Performance Management Forms (non-EXs) for direct reports include a Learning Plan

Supports and promotes integrated HR and business planning within the Region/Branch

Participation in generic selection processes where possible

Supports and promotes integrated HR and business planning within the Region/Branch

Fosters enhanced relationships between management and union representatives

Fostering, promoting or enhancing relationships between management and union representatives

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Mandatory Performance Measure Specific sub-measures could include:

Demonstrates support for the informal conflict management system through proactive management of workplace conflicts and complaints

Active participation to support bilingualism in the CBSA Active participation to support bilingualism in the CBSA, including the ongoing monitoring and management of official languages within the Branch/Region

Ensures active offer is provided in person, by telephone and through signage to the public at all designated bilingual locations and by employees providing central services

Ensures that all communications to the public and to staff are provided in both official languages simultaneously and are of equal quality

Increases bilingual capacity through a combination of imperative staffing and statutory, retention and career development language training

Takes action to address the 2005 PSES findings Active participation in development and/or implementation of action plans based on issues raised in the Public Service Employee Survey

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Key commitments:

Each PMA requires one to three Key Commitments. In 2006-07, Key Commitments will be linked the CBSA’s four Strategic Priorities for 2006-07. The CBSA Three-year Strategic Plan (2006-07– 2008-09) is embedded below for your reference.

For each Key Commitment established, check one box to identify the strategic priority and then insert a specific objective or activity from the Branch Operational Plan for 2006-07 approved by your Vice-President.

Note that Key Commitments are intended to be challenging but are achievable with effort (“stretch” commitments). Ordinarily, an EX’s key commitments cascade from those of his or her supervisor.

In rating both the ongoing and the key commitments at the end of the review period, how results were achieved will be taken into consideration by the Review Committee. When the assessment is completed at year-end, there is an explicit expectation that managers will have: treated employees with respect; practiced exemplary ethical behaviour; encouraged learning; respected the principles and practices of modern comptrollership; and, created a positive, healthy workplace.

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PROTECTED when completed

2006-2007 EXECUTIVE PERFORMANCE MANAGEMENT AGREEMENT AND ASSESSMENT

EMPLOYEE Name: PRI:

Office Mailing Address:

SUBSTANTIVE POSITION Title: Level:

Appointed to level on: DD / MM / YYYY In this position since: DD / MM / YYYY

Supervisor’s Name: Supervisor’s Title:

Position for which performance agreement is being written and against which performance will be assessed:

Substantive position OR Position indicated below (Acting or assignment)

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Title: Level:

Start Date: DD / MM / YYYY End Date: DD / MM / YYYY

Supervisor’s Name: Supervisor’s Title:

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Ongoing Commitments Performance MeasuresYear End Review Results Achieved

State results for each measure and commitment

Fulfils the program/functional requirements of the position:(1-6 elements required)

Element #1

Element #2

Element #3

Element #4

Element #5

Element #6

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Corporate Priorities of the Clerk of the Privy Council for 2006-07 1:

Refer to Appendix A Refer to Appendix A

Demonstrates support for a solid corporate foundation:

People Management See footnote 2

Stewardship

OPTIONAL: One personal competency development commitment (chosen by the EX, in consultation with the supervisor)

1 If required, Appendix A will be updated and reissued to all EXs in the CBSA when the 2006-07 Corporate Priorities of the Clerk of the Privy Council are issued.2 Supervisors may select more detailed performance measures in addition to the mandatory performance measures identified. Refer to Instructions.

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CBSA Strategic Priorities Three-Year Strategic Plan

(2006-07 – 2008-09))

Key Commitments

(1 to 3 Key Commitments related to one or more of the four Strategic Priorities in the CBSA Three-Year Strategic

Plan (2006-07 – 2008-09))

Performance Measures Year End ReviewResults AchievedState results for each measure and commitment

Select one of the following Strategic Priorities:

Effective delivery of programs and services

Innovating for a border of the future

Strong internal and external relationships A modern management regime

Insert here: one objective or activity from the Branch Operational Plan approved by the Vice-President

Insert here: Commitment(s) associated with the objective or activity identified

Insert here: Performance measure(s) associated with the objective or activity identified

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(2006-07 – 2008-09))

Key Commitments


Plan (2006-07 – 2008-09))


Select one of the following Strategic Priorities (if applicable):







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(2006-07 – 2008-09))

Key Commitments


Plan (2006-07 – 2008-09))


Select one of the following Strategic Priorities (if applicable):







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2006-07 PERFORMANCE MANAGEMENT AGREEMENT

I agree that the Performance Management Assessment for 2006-07 will be based upon the commitments in this Performance Management Agreement, including those commitments identified in Appendix A and Appendix B:

SIGNATURES

SUPERVISOR DATE

EMPLOYEE DATE

Note: This document must be updated each time functions/commitments are modified. It then must be re-signed by both the employee and the supervisor and re-sent to the relevant VP’s office, with a dated “Amended Version” header.

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MID-YEAR REVIEW OF PERFORMANCE

To be completed following discussion between the EX and the Supervisor at mid-year.

COMMENTS ON PERFORMANCE TO MID-YEAR AND/OR ON THE NEED TO CHANGE THE COMMITMENTS ESTABLISHED.

Select one of the following:

This EX’s performance-to-date has been discussed with him/her, and

no change is required to the previously established commitments.

change is required to the previously established commitments. An amended Performance Management Agreement will be prepared.

SIGNATURES

SUPERVISOR DATE

EMPLOYEE DATE

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APPENDIX A: CORPORATE PRIORITIES OF THE CLERK OF THE PRIVY COUNCIL FOR 2006-07

NOTES

This Appendix forms part of the 2006-2007 Performance Management Agreement between the parties above.

The Corporate Priorities of Clerk of the Privy Council for 2006-07 have not yet been communicated. Appendix A will be re-issued, if required, once the Clerk’s Priorities have been communicated.

More specific performance measures related to the global measures identified for the Clerk’s Corporate Priorities may be established, based on discussion between the individual EX and his or her supervisor.



Corporate Priorities of the Clerk of the Privy Council for 2006-07:

These are mandatory Ongoing Commitments applicable to all EXs in the Public Service.

The Performance Measures associated with the Corporate Priorities of the Clerk of the Privy Council apply to all EXs in the Public Service.

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APPENDIX B: LEARNING, CAREER AND SUCCESSION MANAGEMENT PLANS FOR 2006-07

NOTES

This Appendix forms part of the 2006-2007 Performance Management Agreement between the parties above.

Attach the signed Learning, Career and Succession Management Plans page from the “EXECUTIVE PERFORMANCE ASSESSMENT OVERVIEW 2005-2006”, which was completed at the end of the 2005-06 Performance Management process.

If no Learning, Career and Succession Management Plans were completed for the EX at the end of the 2005-06 Performance Management Process, please complete the Plans below:

LEARNING, CAREER AND SUCCESSION MANAGEMENT PLANS

IDENTIFY DEVELOPMENTAL TRAINING AND ASSIGNMENTS IN 2006-2007 THAT WOULD SUPPORT THE EMPLOYEE’S CAREER PLAN AND THE AGENCY’S SUCCESSION MANAGEMENT PLAN.

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APPENDIX C: EXECUTIVE PERFORMANCE ASSESSMENT OVERVIEW 2006-2007

NOTES:

To be completed by the Supervisor. Detailed instructions relating to completion of this Appendix will be provided in Winter 2007.

The Supervisor SHALL NOT fill in the rating boxes for the on-going and key commitments prior to the meeting of the Review Committee and subsequent instruction from the Vice-President.

Absence of more than six consecutive months during the review period

Start Date: DD / MM / YYYY End Date: DD / MM / YYYYReason for Absence:

RATING FOR ONGOING COMMITMENTS:

Unable to Assess

Did not meet most

Met Most Met All Surpassed

RATING FOR KEY COMMITMENTS:

Unable to Assess

Did not meet most

Met Most Met All Surpassed

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Comments on Assessment for 2006-2007, including the Learning, Career and Succession Management Plans for 2006-07

ADDITIONAL COMMENTS BY THE SUPERVISING MANAGER, THE REVIEW OFFICER, OR THE EMPLOYEE ON ASSESSMENT.

SIGNATURES

REVIEW OFFICER

VICE-PRESIDENT

BRANCH

DATE

SUPERVISOR’S NAME

SUPERVISOR’S TITLE

DATE

EMPLOYEE DATE

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