Summary of 

Performance and 

Financial Information

Fiscal Year 2012

1

Table of Contents

About This Report

America’s Frontline

We guard the boundaries of freedom and stand between 

the good citizens of our Nation and those that want to 

do us harm.

About This Report

The U.S. Customs and Border Protection’s (CBP) Fiscal 

Year 2012 Summary of Performance and Financial 

Information Report is a comprehensive synopsis of our 

more detailed Performance and Accountability Report 

(PAR) and provides the highlights of CBP’s performance and financial information. As an organizational 

component of the Department of Homeland Security 

(DHS), CBP is not required to prepare a separate PAR 

or Summary of Performance and Financial Information 

Report. However, CBP is committed to provide transparency in its stewardship responsibilities as the second 

largest revenue collector in the Federal government.

When published, the aforementioned reports will be 

located at our public website at: www.cbp.gov

For more information, contact:

U.S. Customs and Border Protection

Office of Administration

1331 Pennsylvania Avenue, N.W.

Suite 950

Washington, DC 20229–1103

Message from the Chief Financial Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Overview of CBP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Fiscal Year 2012 Statistical Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Drug Seizure Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Lines of Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Financial Section . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Performance Section . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2 U.S. Customs and Border Protection • Summary of Performance and Financial Information

U.S. Customs and Border 

Protection (CBP) has been 

working diligently to provide citizens with timely, 

reliable, and useful financial management information that facilitates 

intelligent decision-making and effective stewardship of the resources 

entrusted to our organization. The Office of Administration stands with other 

offices in CBP to help accomplish the agency’s mission by 

providing the resources and facilities necessary to ensure 

mission success.

The purpose of this report is to provide a comprehensive 

assessment of our Agency’s financial performance, and to 

provide an accounting for our stewardship of resources 

entrusted to CBP to support our mission of securing the 

borders of the United States. These stewardship-related 

responsibilities continue to evolve in response to the 

changing fiscal environment and new strategic priorities, 

as well as the ever-present drive to improve our processes. 

To address these changes and more closely link budgeting with performance, CBP has begun transitioning to the 

Planning, Programming, Budgeting, and Accountability 

(PPBA) process, and has re-conceptualized its mission programs in terms of Lines of Business.

CBP has continued our efforts to achieve a balanced workforce, realize cost savings, and close critical workforce 

gaps. These programs promote efficiencies and savings 

across CBP that save taxpayer dollars and allow maximal 

use of CBP’s funds in support of our mission.

I can provide reasonable assurance that the objectives of 

Section 2 (Management Controls) and Section 4 (Financial 

Management Systems) of the Federal Managers’ Financial 

Integrity Act have been achieved. CBP still has room for 

improvement. We are correcting issues identified by 

internal management evaluations in support of CBP’s 

Management Assurance, as well as auditor-identified weakness in internal controls. CBP is committed to addressing 

all of our financial management challenges by continuing 

to implement corrective measures that improve our oversight and accountability.

CBP continues to correct issues identified by the Financial 

Statement Audit as well as other weaknesses identified through Governments Accountability Office (GAO), 

Department of Homeland Security Office of Inspector 

General (OIG) or internal management evaluations. CBP’s 

most challenging control deficiencies relate to issues 

involving custodial revenue and drawback. These issues 

cannot be resolved without legislative changes and/or 

system enhancements. However, CBP continues to develop 

and implement compensating controls in the areas where 

these limitations exist.

None of this could be accomplished without the diligent 

work of employees across CBP whose attention to detail 

and devotion to duty allow us to maintain our high standards of financial stewardship. Our goal remains to provide timely, reliable, and useful financial management 

information to Congress and the American public, and to 

enable the managers across CBP to make informed business decisions.

Deborah J. Schilling, Chief Financial Officer

U.S. Customs and Border Protection

Message from the CFO
3

Mission

We are the guardians of our Nation’s borders. We are 

America’s frontline. We safeguard the American homeland at and beyond our borders. We protect the American 

public against terrorists and the instrument of terror. We 

steadfastly enforce the laws of the United States while 

fostering our Nation’s economic security through lawful 

international trade and travel. We serve the American 

public with vigilance, integrity, and professionalism.

CBP’s 60,668 employees manage, control, and protect 

the Nation’s borders at, and between, the official ports of 

entry. CBP is responsible for protecting more than 5,000 

miles of border with Canada, 1,900 miles of border with 

Mexico, and 95,000 miles of shoreline.

Core Values

Vigilance is how we ensure the safety of all Americans. 

We are continuously watchful and alert to deter, detect, 

and prevent threats to our Nation. We demonstrate courage and valor in the protection of our Nation.

Service to Country is embodied in the work we do. We are 

dedicated to defending and upholding the Constitution 

and the laws of the United States. The American 

people have entrusted us to protect the homeland and 

defend liberty.

Integrity is our cornerstone. We are guided by the highest 

ethical and moral principles. Our actions bring honor to 

ourselves and our Agency.

Fiscal Year 2012 

Statistical Highlights

•	 Ports of entry: 329

•	 Pre-clearance locations: 15

•	 Border Patrol sectors: 20

•	 Air units: 46 (1 Training location and 3 Radar/

Communications locations)

•	 Marine units: 71 (2 Training locations and 

1 Maintenance location)

•	 Trade entries processed: 30.4 million

•	 Total revenue: $39.4 billion (includes custodial and 

entity revenue)

•	 Illegal narcotics seized: 2.8 million pounds (represents 

narcotics held by CBP until disposal or destruction)

•	 Illegal alien apprehensions between the ports 

of entry: 364,768

•	 Inadmissible aliens interdicted at the ports 

of entry: 195,865

•	 Pedestrians and passengers processed: 351 million

•	 Conveyances processed: over 107 million

•	 Aircraft passengers processed: over 98 million

•	 Prohibited plant and animal materials seized at the 

ports of entry: 1,576,343

•	 Agricultural plant and pest intercepted at the ports 

of entry: 170,967

Drug Seizure Statistics

Note: The following amounts represent total CBP 

seizures, including amounts transferred to Other 

Government Agencies (OGA) for disposition.

•	 Number of pounds of cocaine seized: 206,246

•	 Number of pounds of heroin seized: 4,398

•	 Number of pounds of marijuana seized: 3,859,381

•	 Number of pounds of methamphetamine 

seized: 15,810

Overview of CBP

Overview of CBP
4 U.S. Customs and Border Protection • Summary of Performance and Financial Information

CBP Organization

Executive Director

Office of Policy 

and Planning

Executive Director

Office of Diversity 

and Civil Rights

Assistant 

Commissioner

Office of Field 

Operations

Chief

Office of Border Patrol

Assistant 

Commissioner

Office of Air and Marine

Assistant 

Commissioner

Office of Intelligence 

and Investigative Liaison

Commissioner

Deputy 

Commissioner

Senior Advisor

Office of

Trade Relations

Director

Office of the 

Executive Secretariat

Office of 

Chief Counsel

Chief of Staff

Deputy Chief 

of Staff

Assistant 

Commissioner

Office of International 

Affairs

Assistant 

Commissioner

Office of International 

Trade

Assistant 

Commissioner

Office of 

Congressional Affairs

Assistant 

Commissioner

Office of Administration

Assistant 

Commissioner

Office of Human 

Resources 

Management

Assistant 

Commissioner

Office of 

Internal Affairs

Assistant 

Commissioner

Office of Public Affairs

Assistant 

Commissioner

Office of Training 

and Development

Assistant Commissioner

Office of Technology 

Innovation and 

Acquisition

Assistant Commissioner

Office of Information and 

Technology

Executive Director

Joint Operations 

Directorate

Principal Executive

Office of 

Strategic Integration

Director

State, Local, and 

Tribal Liaison Office

Principal Executive

Office of Program 

Development

Overview of CBP
5

Overview of CBP

Overview of CBP
6 U.S. Customs and Border Protection • Summary of Performance and Financial Information

Overview of CBP

Lines of Business

Securing the Nation’s borders from illegal entry of 

aliens and contraband, including terrorist and weapons of mass destruction, while welcoming all legitimate 

travelers and trade continues to be a major challenge. 

As America’s frontline border security agency, CBP has 

established programs and strategies designed to enhance 

border security and other mission critical functions 

by operating as a fully integrated information-driven 

agency. CBP strives to maximize partnerships on the 

home front and abroad by promoting an effective management infrastructure that fosters the highest standards 

of integrity. CBP has built a layered strategy using riskbased approaches and performance management techniques that maximize CBP’s strengths.

Beginning in FY 2012, CBP moved forward with the 

process of implementing a Planning, Programming, 

Budgeting, and Accountability (PPBA) strategic framework to manage its financial and personnel resources. 

The PPBA process is a disciplined approach that ensures 

the Agency Head’s vision, goals, and objectives are 

clearly articulated; programs and activities are aligned to 

the goals and objectives; and resources are appropriately 

allocated to achieve the desired goals and objectives.

The planning aspect of CBP’s PPBA process provides the 

opportunity to assess our strategic direction, accommodate new trends, adapt to challenges inside and outside 

CBP, and adjusts our corporate priorities to ensure sustained progress toward our strategic goals. CBP’s vision 

and mission are global in scope and, therefore, require 

both domestic and international engagement to achieve 

the established priorities. CBP assesses its external trends 

and drivers, mission requirements, program capabilities and strategic imperatives facing each CBP Line of 

Business (LOB).

CBP’s LOBs reflect on alignment of programs and activities with designated capabilities that support a common 

mission area. CBP LOBs are described below.

Securing America’s Borders 

(Between the Ports)

CBP has a multifaceted and complex mission of protecting the Nation against a multitude of cross-border 

violations. CBP’s first priority is to prevent terrorist and 

terrorist weapons from entering the country. U.S. border 

security is challenged daily by criminals who engage 

in illegal activity ranging from the import or export of 

counterfeit goods and outgoing bulk cash movements to 

the smuggling of narcotics and people into the interior 

of the United States.

Following the realignment of the U.S. Border Patrol 

(USBP or Border Patrol) under its new parent organization in 2003, it developed the Border Patrol 2004 

National Strategy to carry out its new post-9/11 mission. Building on the capabilities realized under the 

2004 Strategy, and faced with a changed border and 

converging threats to national security, USBP was positioned in FY 2012 to introduce and transition to the 

2012-2016 Border Patrol Strategic Plan. The Border Patrol 

Strategic Plan uses a risk-based approach to securing the 

border, focusing enhanced capabilities against the highest threats and rapidly responding along the border. It 

involves a set of objectives, strategies, and programs that 

use Information, Integration, and Rapid Response to 

develop and deploy new and better tactics, techniques, 

and procedures to achieve the USBP strategic objectives.

The 2012-2016 Strategic Plan places risk management at 

the core of USBP’s strategic planning, an evolution from 

the 2004 National Strategy and from earlier risk-based 

strategic deployments. Through enhanced situational 

awareness and intelligence (Information); coordinated 

operations with our Federal, state, local, tribal, and 

international partners (Integration); and the ability to 
7

Overview of CBP

Overview of CBP

respond quickly to changing threats (Rapid Response); 

USBP will put the greatest capabilities in place to combat 

the greatest risks. Following is a snapshot of some 

important elements that fall under each of the three pillars of the Strategic Plan.

Border Patrol traffic checkpoint operations play a significant, strategic, and tactical role in the support of the 

National Border Patrol Strategy. USBP currently operates 

a combination of permanent and tactical traffic checkpoints nationwide as part of a three-tiered, defense-indepth strategy to secure our Nation’s border between 

POEs. This strategy involves the use of line-watch operations on the border, roving patrol operations near the 

border, and traffic checkpoints on highways leading 

away from the border.

Immigration violators are the primary target of an 

effective Border Patrol traffic checkpoint operation. 

USBP places specific operational emphasis on terrorists 

and their weapons, criminals, and smugglers of both 

humans and narcotics who have successfully evaded 

detection at or between the POEs. Traffic checkpoints 

deter criminal elements from using major traffic arteries 

as egress routes from the border. Smugglers use highway infrastructure to further the illegal entry of their 

smuggling operations into the United States. Highways 

provide a rapid and inexpensive means for transporting illicit cargo away from the majority of enforcement 

assets and to the intended destination. Border Patrol 

traffic checkpoints deny the criminal elements routes of 

egress and force them to take alternate avenues thereby 

leaving them more susceptible to detection.

Border Patrol agents at the checkpoint are highly trained 

to identify suspect vehicles and subjects through a combination of visual, auditory, olfactory, tactile, and logic 

cues during vehicle and interview inspection. USBP also 

employs specialized resources—such as canines trained 

to detect concealed humans and narcotics, radiation 

detection equipment, and Vehicle and Cargo Inspection 

Systems (VACIS)—that enhance agents’ ability to prevent illegal aliens and contraband from proceeding into 

the interior of the United States.

During FY 2012, the following border enforcement successes were attributed to Border Patrol traffic checkpoint 

operations nationwide:

•	 Individuals arrested: 7,593 (2 percent of total 

Border Patrol apprehensions)

•	 Cases referred for prosecution: 1,809

•	 Narcotic seizure events and incidents: 4,905 (33 

percent of the total Border Patrol narcotic seizures)

Canine teams are assigned to POEs and Border Patrol 

sectors, and special operations groups throughout the 

United States. USBP has organized a canine horse patrol 

unit that allows the canine to work alongside the handler riding on horseback. To meet both new and growing threats, the CBP Canine Program has trained and 

deployed canine teams in an array of specialized capabilities, known as disciplines. CBP has two canine training facilities, located in Front Royal, Virginia, and El 

Paso, Texas. In FY 2012, CBP is projected to train approximately 371 canine teams at these training academies. Of 

the 371 dogs trained, 84 canine teams were trained for 

the GOM.

CBP’s Office of Air and Marine (OAM) secures the borders against terrorists, acts of terrorism, drug smuggling, and other illegal activity by operating air and 

marine branches at strategic locations along the borders. 

Multi-mission aircraft with advanced sensors and communication equipment provide powerful interdiction 

and mobile capabilities directly in support of detecting, 

identifying, and interdicting suspect conveyances, and 

apprehending suspect terrorists and smugglers. OAM 

maximizes the capabilities of air and marine assets 

through a cohesive joint air operations model for centralized command and control and a responsive and 

integrated control system for decentralized execution.
8 U.S. Customs and Border Protection • Summary of Performance and Financial Information

OAM works in partnership with numerous stakeholders 

in performing its missions throughout the continental 

United States and the Western Hemisphere. This includes 

domestic operations at the borders; source, transit, and 

arrival zone operations; interior law enforcement support; and, support to other agencies. Truly cross-cutting 

within DHS and the Federal Government as a whole, the 

unique capabilities of OAM serve as both a stand-alone 

entity and as a force multiplier. To fulfill the CBP mission of border protection, the focus has expanded from 

a concentration on the southern border to a broader initiative expanding to all of our Nation’s borders.

Securing and Expediting Trade

CBP employs a coordinated approach to balance security, risk, and efficiency in resolving compliance and 

security issues while facilitating legitimate trade. CBP 

utilizes three principles to prioritize its efforts:

•	 CBP identifies trade issues that cause significant revenue 

loss, pose economic risk to U.S. industry, or represent 

health and safety concerns to citizens.

•	 CBP investigates trade issues that are susceptible to noncompliance, have a history of problems, or are characterized by a lack of automation or complexity.

•	 CBP provides guidance to the trade community in the 

form of regulations, rulings, and directives that enable 

traders to meet their obligations.

CBP uses these three principles to analyze information 

and identify high-risk trade areas.

The CBP Trade Strategy is a framework for management 

of the agency’s trade mission. CBP implements its Trade 

Strategy by focusing on the management and enforcement of designated Priority Trade Issues (PTI), such as 

AD/CVD, IPR, and Textiles.

CBP plays an integral role in the implementation and 

enforcement of trade agreements, which provide dutyfree or reduced duty access to the U.S. market for 

qualifying merchandise. The United States currently has 

13 free trade agreements in force with 19 countries, as 

well as several preferential trade legislation programs. 

CBP is also strengthening trade agreement expertise 

in the field by providing training courses to its import 

specialists, auditors, and account managers. During 

FY 2012, the trade agreements verification pilot resulted 

in 566 negative determinations (invalid trade preference claims) with an associated revenue recovery of 

$1.2 million.

CBP continues to re-enforce its commitment to Import 

Safety by working in collaboration with the OGAs in 

order to prevent unsafe products from entering the U.S. 

commerce. CBP plays an essential role in the interagency 

import safety arena by promoting risk management strategies, such as partnership programs, increased information sharing, and coordinated enforcement efforts. CBP 

works in conjunction with the OGAs to develop uniform enforcement strategies, such as detention, seizure, 

and destruction policies, to control any potential import 

safety concerns.

Intellectual Property Rights (IPR) are a prominent 

enforcement priority for CBP, consistent with the mission to protect the economy, national security, and the 

health and safety of American citizens. CBP continued 

implementation of its ambitious and ground-breaking 

Five-Year IPR enforcement strategy that focuses on facilitation, enforcement, and deterrence. Integrated field 

training covering legal authorities, targeting, and policy 

were implemented at high-risk ports.

Securing and Expediting Travel

Another component of CBP’s mission is to prevent the 

illegal flow of people, weapons, drugs, contraband, and 

dangerous goods. In addition, CBP helps protect against 

cross-border threats to health, food, environment, and 

agriculture, while expediting the safe flow of lawful 

travel and commerce. CBP utilizes its capabilities to:

Overview of CBP
9

•	 Screen travelers against law enforcement databases and 

no-fly lists;

•	 Target for high-risk travelers;

•	 Monitor departing travelers; and

•	 Expedite the processing of legitimate travelers.

CBP uses a combination of technology, advance knowledge, intelligence, situational awareness, and personnel 

to screen and inspect travelers arriving at a Port of Entry 

(POE) according to assessed levels of risk and determination of potential threats.

CBP’s Trusted Traveler Program include: NEXUS (a bilateral program operated jointly by Canada Border Services 

Agency [CBSA] and CBP); the Secure Electronic Network 

for Travelers Rapid Inspection (SENTRI); the Free and 

Secure Trade program (FAST); and Global Entry (GE).

The NEXUS and SENTRI programs provide expedited 

CBP processing for pre-approved, low-risk travelers 

at the land borders. NEXUS provides expedited processing into the United States and Canada and offers 

expedited processing in Canadian airports and at the 

pre-clearance locations.

The FAST commercial driver program is the result of the 

United States, Canada and Mexico Border Partnership 

Action Plan (PAP). The FAST program provides expedited processing of participants’ qualifying merchandise 

in designated traffic lanes at select border sites. These 

designated FAST lanes allow FAST qualified shipments a 

nearly unencumbered approach up to and through the 

commercial facility.

GE was announced as a pilot program in June 2008, and 

the program is now available at 30 U.S. airports and 10 

pre-clearance locations. GE also expanded to airports 

based on passenger volume. GE was established as a permanent program with the February 6, 2012 publication 

of the Global Entry Final Rule.

Currently, there are more than 1.54 million members 

enrolled in the SENTRI, NEXUS, FAST, and GE programs. NEXUS, SENTRI, and GE are being integrated, 

and as part of this integration, United States Citizen and 

Lawful Permanent Resident SENTRI members and all 

NEXUS members have been extended GE benefits. This 

allows NEXUS, SENTRI, and FAST program members to 

utilize the GE kiosks and participate in the GE program.

CBP is capitalizing on the success of the Western 

Hemisphere Travel Initiative (WHTI) investment by 

expanding innovative technologies and processes to 

provide further efficiencies in both security and facilitation at the land border. The key to integration of the land 

border lies in the Triangle Strategy that aims to authenticate travelers entering the United States, those leaving 

the United States, and those who are being inspected at 

checkpoints away from the land POE. As such, CBP is 

focusing investments in outbound enforcement operations, inbound processing (vehicle and pedestrian), and 

border patrol checkpoint processing. Strategies include: 

automated/advanced information, active lane management, mobile technologies, traveler communication, 

and traffic flow optimizations.

Intelligence and Targeting

Intelligence and Targeting programs augment the physical inspection and patrol operation at the field level. CBP’s 

focus is to become an integrated, intelligence-driven 

organization. CBP’s objectives in this area include:

•	 Coordination of intelligence across agencies (to include 

foreign partners).

•	 Expand existing collection, analysis, and exploitation 

capabilities to support intelligence products and 

targeting capabilities.

•	 Addressing the need to leverage and link intelligence 

across all threat streams, activities, and environment.

CBP introduced the Predator B Unmanned Aircraft System 

(UAS) in 2005 as a long duration, remotely-piloted asset 

Overview of CBP

Overview of CBP
10 U.S. Customs and Border Protection • Summary of Performance and Financial Information

for border security. However, the advantages of the UAS 

over conventional aircraft, including surveillance and 

detection capabilities from 18 to 20 hours and access to 

environments that may be hazardous to traditional aircraft crews, persuaded CBP to increase the types of missions being performed by the UAS.

The UAS is now entering an entirely new phase of operations and employment. With the introduction of broad 

area sensors for use over land and water, and the potential for specialized sensors for unique national missions, 

the UAS is no longer just another tool for land border 

interdiction support.

CBP will continue its efforts to expand and maintain 

effective control of all air, land, and maritime borders at 

and between POEs through a layered, in-depth defense 

approach. Providing security along the northern, southern, and coastal borders requires effective coordination 

and integration of all of CBP’s operational components, 

along with the guidance and assistance of essential CBP 

mission support personnel.

CBP created the National Targeting Center - Passenger 

(NTC-P) to be the single point of reference for CBP antiterrorism efforts. NTC-P plays a vital role in the identification of individuals who pose a national security 

concern at POEs and Border Patrol checkpoints. While 

the vast majority of travelers and goods are legitimate, 

NTC-P is designed to carefully identify and examine the 

small minority of those persons who may be involved 

in terrorism or its attendant concerns (e.g. money laundering, facilitation of travel, etc). NTC-P is staffed with 

permanent and Temporary Duty (TDY) analysts, as well 

as several inter-agency liaisons to provide 24 hours, 

7 days a week (24/7) tactical targeting and analytical 

research support for CBP anti-terrorism efforts. NTC-P 

uses numerous automated enforcement data processing systems that are focused on detecting and preventing terrorist access to the United States including the 

Automated Targeting System - Passenger (ATS-P) and 

the Targeting Framework. These systems allow NTC-P 

to screen passenger manifests and related information 

prior to arrival in the United States.

The National Targeting Center - Cargo (NTC-C) supports 

CBP cargo-related activities by proactively targeting and 

coordinating examinations of high-risk cargo in all 

modes of transportation; provides high-quality research 

to the CSI, Secure Freight Initiative (SFI), domestic analytical units, and OGA; and implements new proactive 

targeting methodologies. NTC-C provides advance cargo 

targeting, research, and coordination in support of the 

CBP anti-terrorism mission on a 24/7 basis.

Integrated Operation

Integrated Operations describe mission-direct, crosscutting enabling functions and the coordination with 

Other Government Agencies designed to protect key 

assets and special events of national interests. This also 

encompasses the provisions of:

•	 International/partner technical and training assistance 

to improve global border security and the socioeconomic vitality of border towns;

•	 Responding to natural or man-made occurrences; and

•	 Managing end-to-end logistical needs within CBP.

CBP’s Joint Operations Directorate (JOD) Incident 

Management Division ensures CBP’s emergency preparedness, establishes incident management protocols 

and oversees CBP response efforts to events beyond 

the scope of steady state operations. CBP’s emergency 

preparedness and response efforts are in collaboration 

with inter/intra-agency partners to ensure and support 

an integrated, whole of government approach to recover 

from any natural or manmade disaster.

CBP has established a COOP program to ensure that 

appropriate planning policies and procedures are in 

place to make certain that Mission Essential Functions 

Overview of CBP
11

(MEF) can be continued regardless of the availability or 

accessibility of any one specific facility or even our main 

national Headquarter buildings within the National 

Capital Region.

CBP’s network infrastructure and associated data center 

capabilities are the Information and Technology (IT) 

backbone that supports all CBP systems. All CBP systems 

depend on the CBP infrastructure to ensure delivery of 

critical information; any disruption in service can result 

in an inability for CBP to effectively perform its mission. 

The systems supported by CBP infrastructure allow for 

a unified border presence and provide for more efficient 

and effective information sharing among trade and law 

enforcement agencies. CBP infrastructure serves a variety of Federal, state, local, and international government 

agencies. These agencies have varying missions and strategic goals but collectively their purpose is to minimize 

threats to the American people.

CBP’s international capacity building efforts are focused 

on the following areas: international narcotics and crime 

control; non-proliferation; export control and related 

border security; commercial enforcement operations; 

and private sector partnership programs. Each program 

begins with a border security assessment designed to 

determine the type of training and/or equipment 

needed to improve operations within the host foreign 

country. Additionally, the assessments provide the host 

government with a better understanding of its border 

control vulnerabilities.

Enterprise Business Services

Enterprise Business Services focus on the efficient and 

effective management of infrastructure that supports all 

CBP mission areas. Support areas include:

•	 Assets and logistics;

•	 Real property;

•	 Finances;

•	 Security and clearances;

•	 Human resources;

•	 Information technology;

•	 Executive office support;

•	 Workforce development; and

•	 Policy, planning, and governance.

CBP’s Office of Administration (OA) is the sole provider 

of asset management for CBP. In this role OA acquires, 

implements, and controls all asset related programs, 

including personal property, fleet, uniforms, seized and 

forfeited property, mail, and the CBP printing program. 

OA provides CBP’s essential financial management services including budgeting, accounting, processing of 

vendor payments, procurement of products and services, investment analysis, and collection of over $39.4 

billion in revenue annually.

CBP’s Office of Human Resource Management (HRM) 

provides centralized human resources support to more 

than 60,000 CBP employees, both nationwide and overseas. HRM recognizes that its first priority is to support 

the CBP mission, and HRM is committed to being a 

strategic and tactical partner in achieving the Agency’s 

mission. HRM provides human resources and personnel management services that support CBP leadership, 

as well as law enforcement officers, revenue collectors, 

agricultural specialists, and support personnel.

One of HRM’s mission priorities is recruiting, hiring, 

and retaining a mission-ready workforce. The timely 

and efficient hiring of highly qualified people is one of 

the most important factors in maintaining a successful 

organization.

In FY 2012, HRM, in coordination with several program 

offices, began a review of CBP processes used to attract, 

evaluate, and hire candidates for frontline entry-level 

law enforcement positions. The objectives of this review 

were to identify opportunities to reduce hiring costs 

Overview of CBP

Overview of CBP
12 U.S. Customs and Border Protection • Summary of Performance and Financial Information

and achieve operational efficiencies while continuing to 

ensure the quality of applicants hired. The HRM-led collaborative effort resulted in the successful implementation of hiring process improvements that allowed CBP 

to realize substantial cost avoidance and savings during 

FY 2012. CBP also met the requirements of the AntiBorder Corruption Act (ABCA) of 2010 three months in 

advance of the January 1, 2013 start-date required by the 

legislation.

The Office of Training and Development (OTD) is 

responsible for the centralized leadership and direction 

of all training programs for the CBP workforce. OTD 

manages CBP’s National Training Plan (NTP), which 

prepares employees to carry out the core missions of 

CBP by providing basic and advanced training based on 

identified agency and organizational requirements.

OTD establishes and upholds standards for designing, developing, delivering, and evaluating training to 

ensure the agency’s training programs are transparent, 

accountable, and legally defensible. OTD has also developed and maintains a robust distance learning program 

(the Virtual Learning Center) that enables CBP to deliver 

hundreds of training courses to CBP personnel in an 

efficient and cost effective manner.

Overview of CBP
13

Overview of the 

Financial Statements

Financial Statement Snapshot

Clean Opinion on 

Financial Statements Yes

Material Weaknesses 1

Significant Deficiencies 3

Total Assets $15.9 Billion

Total Liabilities $6.1 Billion

Net Cost of Operations $12.3 Billion

The financial statements and footnotes appear in the 

“Financial Section” of the CBP PAR.

The financial statements have been audited by our 

independent auditor, KPMG LLP, and have been 

found to present fairly, in all material respects, CBP’s 

financial position.

Consolidated Balance Sheet

The Consolidated Balance Sheet presents the property 

owned by CBP (assets), amounts owed by CBP (liabilities), and the amounts of the difference (net position). 

As of September 30, 2012, total assets were $15.9 billion, 

a 2 percent decrease from FY 2011.

Fund Balance with Treasury

39%

Other

4%

Duties & Trade 

Receivables

17%

Property, Plant & Equipment

40%

2012 Assets

2012 Liabilities

Accounts Payable

8%

Injured Domestic 

Industries

2%

Payroll & Benefits

27%

Due to the General Fund

46%

Other

14%

Refunds Payable

3%

As of September 30, 2012, total liabilities were $6.1 billion, a decrease of 6 percent over FY 2011. The assets 

and liabilities charts present a comparison of the major 

categories as a percentage of the totals for FY 2012 and 

FY 2011.

Financial Section

Financial Section
14 U.S. Customs and Border Protection • Summary of Performance and Financial Information

Consolidated Statement of Net Cost

The Consolidated Statement of Net Cost presents the 

net cost of the major CBP programs as they relate to the 

goals of the 2009–2014 Strategic Plan. The gross cost less 

any offsetting revenue for each program equals net cost 

of operations. Net cost of operations was $12.3 billion.

Facilitation at the Ports of Entry

52%

Border Security 

& Control

37%

Air & Marine Operations

6%

2012 Net Program Costs

Border Security Fencing, 

Infrastructure & Technology

3%

Automation 

Modernization

2%

Consolidated Statement of Changes 

in Net Position

The Consolidated Statement of Changes in Net Position 

represents those accounting transactions that caused 

the net position of the balance sheet to change from 

the beginning to the end of the reporting period. CBP’s 

net cost of operations serves to reduce the net position. 

Appropriations used totaled $8.4 billion, representing 

66 percent of CBP’s total financing sources. CBP collected and retained $3.5 billion of non-exchange revenue, amounting to 27 percent of total financing sources, 

which was used to fund CBP operations.

Combined Statement of 

Budgetary Resources

The Combined Statement of Budgetary Resources illustrates how budgetary resources were made available, as 

well as their status at the end of FY 2012. CBP had $17.2 

billion in budgetary resources, of which $1.3 billion 

were unobligated. CBP incurred obligations of $15.9 billion and recorded $16.1 billion in gross outlays by the 

end of the Fiscal Year.

Consolidated Statement of 

Custodial Activity

The Consolidated Statement of Custodial Activity presents non-entity (financial activity conducted by CBP on 

behalf of others) revenue and refunds using a modified 

cash basis. This method reports revenue from cash collections separately from receivable accruals, and cash 

disbursements are reported separately from payable 

accruals. The custodial revenue, using the modified cash 

basis, for FY 2012 was $35.6 billion.

Duties

86%

User Fees

4%

2012 Custodial Cash Collections

Excise Taxes

9%

Other

1%

Financial Section
15

Performance Summary

The charts below highlight CBP’s success in achieving Fiscal Year 2012 performance goals. The performance measures 

are established as an integral part of CBP’s Missions, Goals, and Priorities, FY 2011–2013 document, the Quadrennial 

Homeland Security Review, and the DHS Future Years Homeland Security Program (FYHSP). The measurement data 

is collected through various systems and methods and then entered into the FYHSP System for tracking and compiling 

for management decision-making and year-end reporting.

CBP FY 2012 GPRA Measures Status

Target Not Met

80%

Target Met

20%

Security, threat, and risk analyses often necessitate changes in the agency’s focus. CBP performance measures continue 

to evolve to better reflect operational functions and alignment with critical missions.

For Fiscal Year 2012, CBP has 10 GPRA performance measures that support CBP’s Missions, Goals, and Priorities, 

FY 2011–2013 document. Of the 10 performance measures, 2 were met and 8 were not met. The performance data presented in this report is in accordance with the guidance provided by OMB. CBP is committed to providing quality and 

timely performance information to increase its value to CBP management and interested parties. CBP managers routinely use this data to improve the quality of program management and demonstrate accountability of program results.

Performance Section

Performance Section
16 U.S. Customs and Border Protection • Summary of Performance and Financial Information

CBP Performance Recap

Mission Set Performance Measure

FY 2011 Recap FY 2012 Recap

Target Result Target Result Target Status

Securing 

America’s 

Borders

Number of apprehensions on the Southwest 

Border between the ports of entry.

< = 

390,000 327,577 < = 371,000 356,873 l

Number of weapons seized on exit from 

the U.S. 2,200 1,987 2,100 649 l

Amount of currency seized on exit from 

the U.S. 40M 47M 35M 31.9M l

Percent of detected conventional aircraft 

incursions resolved along all U.S. borders. 100% 95.30% 100% 96% l

Securing and 

Expediting the 

Movement of 

People and the 

Flow of Goods

Compliance rate for C-TPAT1

members with the established C-TPAT1

security Guidelines.

100% 95.10% 100% 94.50% l

Percent of inbound high-risk cargo 

transported by air, land, or sea that has been 

screened and entry status is resolved prior to 

or during processing at a U.S. port of entry. 

(S) [FOUO]

N/A N/A 100% FOUO l

Percent of requested cargo examinations 

conducted at foreign ports of origin in 

cooperation with host nations under CSI2

.

100% 96% 100% 98% l

Percent of revenue directed by trade 

laws, regulations, and agreements 

successfully collected.

100% 99.12% 100% 98.88% l

Percent of cargo by value imported to 

the U.S. by participants in CBP trade 

partnership programs.

45% 55.07% 45% 54.66% l

Percent of imports compliant with 

applicable U.S. trade laws. 98% 97.67% 98% 96.46% l

Sustaining 

Investment in 

People and 

Capabilities

GPRA or Strategic measures do not exist 

within this Mission Set. Operational 

measures exist wihin this Mission Set 

and are used in internal decisionmaking processes.

(1) Customs-Trade Partnership Against Terrorism

(2) Container Security Initiative

l = Target Achieved

l = Target Missed

Summary

CBP will continue to integrate state-of-the-art technologies and traditional security infrastructures at United States POEs 

and along our Nation’s borders and to work in collaboration and partnership with the trade community and foreign 

governments to secure the United States from terrorists and terrorist weapons while facilitating world commerce.

Performance Section / Summary

Office of Administration

1331 Pennsylvania Avenue

Room 950, National Place

Washington, DC 20229

Please visit the U.S. Customs and Border Protection website at

www.cbp.gov

To report suspicious activity, call

1–800–BE ALERT

April 2013