Program directory · Canada Border Services Agency
Force Generation
- Department
- Canada Border Services Agency
- Program code
- BUF10 (CBSA)
- Core responsibility
- Border Management
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Force Generation program addresses Border Services Officer (BSO) attrition and project requirements for new BSOs at the frontline. Training and development is in place to ensure BSOs have access to the required knowledge and skills in order to continually supply border services and deliver border-related operational programs. This is accomplished through the officer induction model delivered through the CBSA College, established national training standards and various training and development activities identified as business requirements throughout the career of a BSO. Induction involves the recruitment, training and development of future frontline BSOs. Training includes addressing identified specialized skill requirements for frontline BSOs, the design, development and maintenance of training products, the development and maintenance of related standards, planning, management, coordination and delivery of training, and evaluation of training. Development is done through on-the-job opportunities, which allow employees to put into practice the skills and abilities learned during training as they work towards becoming BSOs.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Force Generation | This program | 2018-19 – 2028-29 | $470M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2022-23 | Indicators added: CBSA officer trainees appointed to a Border Services Officer (BSO) position as a percentage of all officer trainees entering the Officer Induction Development Program (OIDP) | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Indicators dropped: CBSA officer trainees appointed to the BSO position as a percentage of all officer trainees entering the OIDP | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Planned spending $93.8M, against $73.4M in 2025-26 (+28%). | Latest Departmental Plan |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2022-23 | ≥ 84% | 2023 | 97.7% | Met |
| 2023-24 | ≥ 84% | 2024 | 89% | Met |
| 2024-25 | ≥ 84% | 2025 | 95.8% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | 84% – 90% | 2019 | 96.1% The result surpasses the target. | Not met |
| 2019-20 | ≥ 84% | 2020 | 96.1% | Met |
| 2020-21 | ≥ 84% | 2021 | 95.7% Although the result met the target, it should be noted that the number of officer graduates was lower than originally expected, given that the CBSA College, Main Campus was temporarily closed in 2020–21 due to COVID-19 restrictions. | Met |
| 2021-22 | ≥ 84% | 2022 | 93% | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 84% | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $42.7M | $62.3M |
| 2019-20 | $55.9M | $65M |
| 2020-21 | $67.8M | $51.8M |
| 2021-22 | $52.3M | $63.5M |
| 2022-23 | $59.1M | $73.3M |
| 2023-24 | $67.4M | $76.2M |
| 2024-25 | $61.9M | $77.4M |
| 2025-26 | $73.4M | — |
| 2026-27 | $93.8M | — |
| 2027-28 | $104M* | — |
| 2028-29 | $94.7M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 308 | 376 |
| 2019-20 | 358 | 417 |
| 2020-21 | 410 | 375 |
| 2021-22 | 367 | 417 |
| 2022-23 | 362 | 457 |
| 2023-24 | 353 | 454 |
| 2024-25 | 357 | 424 |
| 2025-26 | 391 | — |
| 2026-27 | 411 | — |
| 2027-28 | 413* | — |
| 2028-29 | 396* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $42,655,450 | $42,235,277 | $42,242,238 | ||||||||
| 2019-20 plan | $55,861,931 | $50,935,788 | $48,157,647 | ||||||||
| 2020-21 plan | $67,764,577 | $59,632,013 | $55,379,612 | ||||||||
| 2021-22 plan | $52,345,115 | $45,032,428 | $44,867,622 | ||||||||
| 2022-23 plan | $59,142,747 | $56,550,168 | $49,341,717 | ||||||||
| 2023-24 plan | $67,371,665 | $60,297,948 | $57,293,498 | ||||||||
| 2024-25 plan | $61,925,465 | $57,168,698 | $51,727,794 | ||||||||
| 2025-26 plan | $73,403,247 | $65,301,176 | $64,949,092 | ||||||||
| 2026-27 plan | $93,791,350 | $104,059,955 | $94,719,367 | ||||||||
| Actual | $62,284,640 | $65,048,094 | $51,775,765 | $63,519,658 | $73,338,793 | $76,197,602 | $77,380,706 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.