Innovation (cont'd)

Advancing Change Objective 4

To integrate transparent management for results into the CCRA's planning, decision-making,and accountability processes

A clear understanding of the performance of our programs, and the means by which that performance can be improved, is essential if we are to successfully transform our core business and become a leading-edge service organization. Better performance measurement and reporting also enable us to demonstrate to Parliamentarians and Canadians the value of our programs.

We will build on our planning and reporting accomplishments to ensure that we are clear on our priorities and open about our performance related to these priorities.

Work to date has focussed on developing a management model that reflects all of the requirements of modern comptrollership. Over the planning period, we will focus on integrating the current corporate management initiatives within a single process architecture based on our Corporate Business Plan, Annual Report, and Balanced Scorecard performance measurement framework. As this structure is installed throughout the organization, the emphasis will be on keeping corporate initiatives in step with our business objectives.

The Corporate Business Plan process now benefits from the full engagement of our Board of Management and increased horizontal discussion and analysis across business lines. Our first Annual Report set a new standard for reporting on performance and results, and presents a balanced view of our strengths and areas in which we need to improve. We will build on these accomplishments to ensure that we are clear about the CCRA's priorities and open about our performance in relation to these priorities.

We will advance our work on client-focussed service standards in areas such as accuracy, fairness, and accessibility.

The third essential component of the work being done in the context of transparent management for results is our Balanced Scorecard. As we move closer to 2005, the Balanced Scorecard will play an increasingly pivotal role, providing the platform for a strategic management system that improves understanding of the drivers of good performance, supports more effective strategic decisions and investments, and establishes a more direct relationship between performance measures and client and stakeholder satisfaction.

Over the planning period, we will intensify our work on integrating risk management into our overall management approach. Work in this area will be closely aligned with the government-wide drive toward modern comptrollership. We will also advance our work on client-focussed standards in areas such as accuracy, fairness, and accessibility. We will develop action plans to meet the targets for our existing service standards, work with our clients and employees to raise awareness of our standards, and improve the reliability of our performance-reporting information.

To ensure the CCRA's management model provides a useful tool to people across the organization, we will continue to develop communications tools, undertake outreach efforts, and further integrate key management processes.

Date modified:

2002-03-21