Main Points – Corporate Management and Direction

Corporate Management and Direction provides strategic direction and executive oversight in support of all CCRA programs and services. It guides the establishment and maintenance of systems and practices that support effective governance and the effective management of people, financial resources, information technology, and administration.

This business line also provides a broad range of internal services to employees and managers, from strategic planning, performance reporting, human resources management, and financial and systems management, to security and procurement, real property management, and telephony systems and networks. Over the past two years, considerable emphasis has been placed on guiding and supporting the implementation of the CCRA's far-reaching change agenda designed to take advantage of our new status as an Agency.

In concert with the other business lines, Corporate Management and Direction also deals with access to information matters to ensure proper transparency to Canadians, and the adherence to privacy legislation to ensure the safeguarding of sensitive information.

Our independent Board of Management, required by our agency status, has brought insights and experience from provincial, private, and other sectors—providing the stretch that helps ensure we implement the best possible approaches and business practices. This added contribution also supports the change in our culture from department to agency. As we transform our way of doing business, we seek to learn from other organizations and share our lessons learned with our partners within the federal government and other jurisdictions.

We Have One Expected Outcome

Performance of our business services and operations is maximized through modern and innovative management approaches – An effective governance and management regime positions the CCRA to achieve substantial gains in client-focused service delivery in line with our unique agenda. To achieve these gains, we must communicate the strategic agenda, empower our employees to deliver it, and be transparent about our results. As a public organization, we also owe it to Canadians to ensure that our financial management information systems and practices are sound and respect their rights. Together, these elements provide the platform for maximizing the performance potential of our business lines.

Now that we are an agency, Canadians expect us to realize greater advances than we could as a department. This means leveraging our newfound flexibility as a separate employer and custodian of our financial management policies, among others, to develop customized administration in support of better, faster, more affordable service to Canadians. We continue to put in place the tools and systems we need to achieve significant changes: human resources reform and renewal, administrative reform and renewal, and transparent management for results. At the same time, we are striving for further enhancements in our core programs, where appropriate. Our platform for change is found in the CCRA's Summary of the Corporate Business Plan.

High-level Success Criteria

In broader terms, we will have met our expected outcome if:

Conclusions Against Expected Outcome

On balance, we believe that we generally met expectations and are on track toward meeting our expected outcome in the context of the new flexibilities of our agency status. The year was marked by significant achievements, but also by some setbacks.

We have successfully put in place our governance and senior management committee structure. However, we need to continue to improve both the quality of information that is used and how it is integrated for decision-making. The achievements in our human resources reform and renewal agenda were especially noteworthy—for example, the creation of our Management Group (MG), comprising some 3,200 managers. This will strengthen the coherent management presence at the front line, which will drive the CCRA's business transformation initiatives. The creation of the MG group has already attracted interest from outside the agency as an example of human resources (HR) innovation. We also achieved some advances in our administrative reform and renewal agenda. Building on our transparent management for results agenda, our Corporate Business Plan (including its Summary) now reflects both our core operations and our innovation agenda, and establishes the link to our annual reporting framework. The tabling of our first Annual Report was a further illustration of our commitment to reporting transparently on our program results.

However, the CCRA's reputation for sound financial management was seriously damaged by the discovery of an error in the application of the capital gains refunds earned by mutual fund trusts (the T3 issue). This error resulted in overpayments to a number of provinces totalling about $3.4 billion for the 1993 to 1999 tax years. We recognized the gravity of the error, and dealt with it transparently with the Office of the Auditor General of Canada, the Department of Finance, and the affected provincial partners to respond to this issue and its root cause. We also did not make as much progress as we expected in implementing our Balanced Scorecard project for performance measurement, thereby delaying the availability of consistent, high-quality information to facilitate results-based management.

Performance Context

Innovation is at the heart of CCRA's change agenda and is being pursued through four change objectives. The number-one objective, business transformation, is about providing the best possible service to Canadians. The three other objectives are the enablers—human resources reform and renewal, administrative reform and renewal, and transparent management for results—designed to strengthen our internal capacities to deliver on this service commitment.

As we work towards achieving the CCRA's innovation agenda in this business line, our challenge in Corporate Management and Direction is to support the design, implementation, communication, and monitoring of the enabling objectives, while also ensuring that the CCRA delivers its ongoing programs effectively through its business lines.

We also need to be able to react quickly and adapt our plans when faced with unexpected circumstances, such as ensuring the safety of our employees following the events of September 11.

After two and half years as an agency, we have put in place the key enablers to facilitate the achievement of the CCRA's overall innovation objectives. Changes to date have focused on operationalizing the unique governance and accountability structures that make the CCRA much more answerable for the results it achieves. We have also developed a new management policy framework and implemented new agency flexibilities in the following areas: human resources (for example, staffing, staffing recourse, classification and bargaining), real property (for example, leasing and facility management), financial management, and administrative policies. These drive our performance efforts in Corporate Management and Direction and support the Government's broader agenda for change.

Similarly, we are continuing our efforts to reform our measurement culture in the Agency—a significant challenge for an organization of this size and complexity.

While much has been accomplished to date, more is needed to get the job fully done. In particular, Corporate Management and Direction will continue to play a pivotal role in the ongoing maturing of the Agency's governance and strategic oversight processes to ensure that together all business lines provide the best possible service to Canadians. Through the successful implementation of the CCRA's innovation agenda, we expect to be well positioned to support the parliamentary review of the Canada Customs and Revenue Act that could happen as early as 2004.

Key Volumetrics

Logic Model

We have prepared a Corporate Management and Direction logic model (see http://www.cra-arc.gc.ca/agency/annual/menu-e.html ) which offers a roadmap showing the links between our inputs, activities, and outputs that are essential to achieving our eight anticipated results in support of our one expected outcome. It also shows how these fit into the Agency's overall strategic outcomes. This logic model is the foundation of the CCRA overall performance report card (see ) which summarizes our performance against each anticipated result.

Contributions of Others

The achievement of our expected outcome is not solely attributable to the CCRA. Ongoing support from the Government is essential to the successful implementation of our change agenda.

We have partnered with common service providers such as Public Works and Government Services Canada for the management of our pay system, accommodations, and contracts.

Corporate Management and Direction further benefits from independent reviews conducted by outside organizations, including the Office of the Auditor General of Canada, Treasury Board (Resource and Management Review), Privacy Commissioner, Information Commissioner, and Office of the Commissioner of Official Languages.

The CCRA aims to be an effective, knowledge-based organization. Our participation in other national and international organizations is to the mutual benefit of the CCRA and those organizations. For example, in 2001-2002, we co-ordinated 57 international technical assistance projects and hosted a major international e-commerce conference on behalf of five international organizations: the Organization for Economic Cooperation and Development, Inter-American Centre of Tax Administrators, Canadian Advanced Technology Alliance, Intra-European Organization of Tax Administrations, and le Centre de rencontres et d'études des dirigeants des administrations fiscales (CRÉDAF).

The CCRA is uniquely served and supported by its Legal Services personnel. They provide corporate legal counsel and advisory services. Under a long-standing arrangement with the federal Department of Justice, Legal Services are managed by the CCRA Chief Counsel, who acts as the Commissioner's delegate for the legal aspects of CCRA operations and policies on behalf of the Deputy Attorney General of Canada.

Spending Profile

In 2001-2002, 21% ($767 million) of the CCRA's overall budget was devoted to the Corporate Management and Direction business line. Of this, we spent $730 million.

The largest share of Corporate Management and Direction's resources (approximately 43%) was spent on information technology (IT). The CCRA has the largest IT workforce in the Public Service which supports some 50,000 Agency employees (at peak periods) in over 750 locations across Canada. In the future, we will allocate some of these IT investments to other business line budgets in instances where implementation or staged implementation of alternative programs or service delivery arrangements is completed.

The second largest share of Corporate Management and Direction's resources (about 36%) was spent on finance and administration, including corporate and executive services. Approximately 18% was devoted to the human resources function. The remaining 3% was spent on a number of areas including corporate audit and evaluation.

Through the administrative reform and renewal initiative, we will seek to achieve greater operational efficiency and ensure that we have the right balance of spending between our program and corporate support areas.

Exhibit 17 provides the distribution of resources across the compliance continuum for the Corporate Management and Direction business line—from facilitating voluntary compliance to assisted compliance and enforcement. The distribution is based on the breakdown of actual spending of the four operational business lines.

Exhibit 17: Total Corporate Management and Direction Resources Allocated to the Compliance Continuum for 2001-2002 ($million)

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Note: The percentages above are based upon management's best estimate of actual business line spending on compliance continuum activities.

Performance Highlights

The next section (beginning on ) presents a detailed report card for Corporate Management and Direction. It summarizes our performance over the reporting period against our eight anticipated results in support of our expected outcome—performance of our business services and operations is maximized through modern and innovative management approaches.

Performance Highlights Against Anticipated Results

	Expected outcome: Performance of our business services and operations is maximized through modern and innovative management approaches
	Anticipated results
Innovating for the future	1. Effective governance regime that provides management oversight and leadership				Current-Year Performance (Year 2 of 5): Since becoming an agency, we have been building a sound governance regime to support modern and innovative management, while respecting Parliament's expectations for transparency and accountability (see Fig. 1-1). Two pillars support our governance regime: effective decision-making and control through our senior committees—the Board of Management (BoM) and the Agency Management Committee (AMC); and appropriate accountability through our Corporate Business Plan, the Annual Report , and the Balanced Scorecard (BSC), backed by enhanced internal audit and accountability contracts with all managers. Our new governance model provides for an oversight that is more disciplined and more demanding. This is due in large part to the BoM, which brings Canadians' interests and business-like approaches directly into the CCRA's management processes, and challenges us on our progress against our commitments. While the governance model is sound, it requires further maturing and integration. Similarly, we must better integrate the financial and non-financial components of our business into our oversight and governance practices. At present, our systems are not able to easily provide all the information needed to respond to the requirements of the new BoM and the AMC. The Balanced Scorecard will address this need, and although we did not progress as expected last year, we are now on track for 2002-2003. These changes in our governance framework are also guiding other important initiatives, for example: the transformation of our financial operations; tighter links between project proposals and their fiscal implications; the move toward activity-based costing; and an innovation investment strategy and quarterly budgeting. Our key accountability instruments are the Corporate Business Plan which lays out the plan to achieve our objectives, and the Annual Report, which reports in plain terms on the results we have achieved. The inaugural Annual Report, tabled in November 2001, received a generally positive overall assessment from the Auditor General, who noted that it represented an “impressive start.” We also enhanced our internal audit function in terms of risk control, assurance and corrective actions.
		This year's rating (Year 2 of 5)	Last year's rating	Year-to-year change

Anticipated results met Rating is based on good data quality

Anticipated results mostly met Rating is based on reasonable data quality

Anticipated results not met Rating is based on weak data quality

	Expected outcome: Performance of our business services and operations is maximized through modern and innovative management approaches
	Anticipated results
Innovating for the future	1. (Continued) Effective governance regime that provides management oversight and leadership				Year-to-Year Change: Overall, we are on track for the implementation of a mature and fully integrated governance regime. In 2001-2002, we continued to enhance links between the BoM and AMC; we refined the direction of the BSC, and exploited lessons of the first Annual Report. Our internal audit and program evaluation function now reports directly to the Commissioner to better serve the CCRA's need for independent advice and impartiality. Success Criteria: Appropriate links between and integration of all elements of the governance regime, resulting in effective oversight. Effective decision-making supported by appropriate information.
	2. A cultural shift under way and growing that puts decision-making in the hands of managers				Current-Year Performance (Year 2 of 5): Since becoming an agency, we have been working toward shifting our corporate culture to one that increasingly relies on values instead of rules, and on empowerment through greater delegation of authorities and accountability. In 2001-2002 we made major strides toward this objective, including: the creation of a Management Group (MG) of some 3,200 front-line managers who will power the cultural change. Decision-making authority has been put more squarely in the hands of managers who know their clients and business processes best, equipping them to more effectively deliver the CCRA's mission and promote an environment of trust, dialogue, and responsiveness; greater delegation of authorities in the areas of human resources, real property, financial management and administrative policies; and results-based management through clearer goals and accountabilities, which are communicated in the Corporate Business Plan and the Annual Report , respectively. These are embedded in performance agreements for almost 600 executive and for over 3,000 MG members. These agreements form the basis for assessing and rewarding good job performance and effective people management. While we believe that the cultural shift is well under way at the overall corporate level, we have not yet been able to thoroughly entrench this shift at all levels of the organization. This remains a key challenge. Staff training has not kept pace with the scope and momentum of this cultural change and is a high priority for 2002-2003 and beyond. Year-to-Year Change: On balance, we believe that we met or exceeded our expectations at this stage in our five-year agenda, particularly because of the successful establishment of the MG group backed by accountability contracts in support of results-based management. Success Criteria: Annual performance agreements and reviews are completed for all staff. More delegated authorities and related accountability mechanisms. Effective training and communications, promoting agency values and expected competencies.
		This year's rating (Year 2 of 5)	Last year's rating	Year-to-year change

Year-over-year performance change with respect to compliance agenda Performance unchanged year-over-year with respect to compliance agenda

Performance exceeded or did not meet year 2 of 5 expectations with respect to innovation Performance on track with year 2 of 5 expectations with respect to innovation

	Expected outcome: Performance of our business services and operations is maximized through modern and innovative management approaches
	Anticipated results
Innovating for the future	3. Leadership in human resources reform that is in tune with business objectives				Current-Year Performance (Year 2 of 5): With more than 50,000 workers at peak times, human resources are a critical determinant of CCRA performance. Our employees deliver our business results in a highly complex and dynamic work environment, and they should expect a Human Resources (HR) system that is responsive, flexible, integrated with other corporate services, and strategic (see Fig. 3-1). When we became an agency, it was evident that our HR system, designed for a public service environment, had many significant shortcomings. For example, the classification system was too complex, with 35 different standards that created inefficiencies and delays; the staffing system took on average five months for external recruitment; the recourse process was lengthy and adversarial; the performance management process often ignored poor performance and failed to reward excellence; and managers were not sufficiently empowered to take responsibility for managing people. As a separate employer we now have responsibilities for staffing, classification, and labour relations, with the flexibility and discretion to customize our processes to fit our business needs. These new responsibilities underpin our HR change agenda. In becoming an agency, we launched a comprehensive, five-year, Human Resources Reform and Renewal plan with 14 major initiatives that address the key aspects of effective people management. During year one, we addressed the elements required by our new separate employer status, in particular, putting in place staffing, classification, and dispute resolution systems. This year, we have further developed these systems. We also achieved breakthroughs in key areas, which have already attracted interest from outside the Agency as potential HR innovations. They include: The creation of a new MG group of some 3,200 managers previously managed through 20 different classification standards, simplifying our management process and enhancing our links to front-line employees. This is a Public Service first. The MG is supported by negotiated pay plans that include unique performance rewards for effective people management. Connecting the commitments in the Corporate Business Plan from executive cadre performance agreements to employee performance expectations allowing us to better recognize achievement and address cases of under performance. Employees developing 25,000 individual learning plans, as part of the foundation for a continuous learning organization. We have also focused on other enablers that are critical to achieving continuous performance improvements across the Agency. For example, during the last year we: concluded settlements with our two unions without labour disruptions; piloted pre-qualified pools of candidates in high demand areas such as customs inspectors, revenue collectors, tax and GST auditors; hired some 4,500 new permanent employees, 44% from outside the CCRA and the remainder from our temporary workforce; and achieved a national representation rate for the four designated employment equity groups at or above the most recent labour market availability rate. For example, we succeeded in increasing our representation of visible minorities from 8.4% to 8.7%. There are, however, a number of areas where improvement is needed. The development of the Agency Classification System for groups within the organization other than the MG was deferred, and now needs to be addressed to advance the Agency's classification efforts. Our bilingual capacity in the workplace lags behind the average in the federal public service—expectations for official languages are now embedded in executive accountability contracts. We also need to address the significant delays many employees face in receiving acting and overtime payments, among others. Finally, after two years of implementation, the Corporate Administrative System (CAS), which is meant to provide the CCRA with meaningful, accurate, relevant employee data and performance information, is still not performing to the degree required. We therefore need to enhance our measurement capacity and also develop further measures to better report on our HR performance. For further discussion on HR, please see .
		This year's rating (Year 2 of 5)	Last year's rating	Year-to-year change

Anticipated results met Rating is based on good data quality

Anticipated results mostly met Rating is based on reasonable data quality

Anticipated results not met Rating is based on weak data quality

Results highlights
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Year-over-year performance change with respect to compliance agenda Performance unchanged year-over-year with respect to compliance agenda

Performance exceeded or did not meet year 2 of 5 expectations with respect to innovation Performance on track with year 2 of 5 expectations with respect to innovation

	Expected outcome: Performance of our business services and operations is maximized through modern and innovative management approaches
	Anticipated results
Innovating for the future	3. (Continued) Leadership in human resources reform that is in tune with business objectives				Year-to-Year Change: During the first two years of our five-year renewal plan, we met all key project deliverables, and we expect to complete the plan on time. In 2001-2002, we continued to implement our agency flexibilities in classification, staffing, labour relations and dispute management. We believe the increased dialogue and trust the Alternative Dispute Resolution System has fostered between employees and management contributed to a decrease in the number of harassment cases. This year however, grievances have increased significantly from last year, and we are analyzing the statistics to ascertain their source. Overall, due largely to our breakthroughs, we feel that this year's performance exceeded last year's, but the overall job is far from done. Success criteria: Meeting the year-to-year deliverables identified in the Summary of the Corporate Business Plan; HR core operations keep pace with business requirements.
	4. Modern comptrollership regime that fosters management and service excellence				Current-Year Performance (Year 2 of 5): The CCRA has advanced in establishing transparent and results-based planning, control, and accountability mechanisms that underpin modern comptrollership. Management believes that the elements (strategic leadership, motivated people, shared values and ethics, integrated performance information, mature risk management, rigorous stewardship, and improved accountability) exist at the corporate level. However, some of these elements are more developed than others, and they are not sufficiently integrated to provide the holistic approach to management decision-making that modern comptrollership demands. In 2001-2002, we made advances in planning and accountability reporting by issuing an improved Corporate Business Plan with an emphasis on results, and our first Annual Report, which set a standard for the CCRA in balanced performance reporting. However, as our experience with the T3 accounting error showed us, we had not invested enough in past years to modernize some of our financial systems and practices. Our performance also fell short in our phased-in implementation of the CCRA's Balanced Scorecard. This will delay the availability of consistent, high-quality information to facilitate results-based management. A Deputy Assistant Commissioner/Agency Comptroller was appointed and the Modern Comptrollership Office established to strengthen our capacity for modern comptrollership. We will continue our efforts towards activity-based costing, quarterly budgeting and reporting, and enhanced links between the Corporate Business Plan , the Balanced Scorecard, and the Annual Report . Planning is also in progress to advance the Financial Information Strategy, in particular the move to accrual accounting for tax revenues, and establishment of the revenue ledger. Next steps include the establishment of internal service standards for key activities within the Corporate Management and Direction business line to better report on our performance. Year-to-Year Change: We progressed on all elements of the transparent management for results regime, and the emphasis shifted to integrating all elements. However, our delay in implementing the Balanced Scorecard and our insufficient investment in modernizing our financial systems and practices represents a significant performance shortfall. Success Criteria: All staff have a clear understanding of the performance of our programs, and the means by which performance can be improved. There is a shared set of values and ethics guiding our management approach and daily decision-making. Financial and non-financial performance information is integrated.
		This year's rating (Year 2 of 5)	Last year's rating	Year-to-year change

Anticipated results met Rating is based on good data quality

Anticipated results mostly met Rating is based on reasonable data quality

Anticipated results not met Rating is based on weak data quality

	Expected outcome: Performance of our business services and operations is maximized through modern and innovative management approaches
	Anticipated results
Managing the Compliance Continuum	5. Confidentiality of client information is protected 6. Canadians' desire for transparency in public administration is addressed				Current-Year Performance: We protect client information and treat it with the confidentiality it requires under legislation. To further safeguard confidentiality, we continued work on the Authentication Management Services project to enhance security for Internet-based information exchanges. With respect to processing privacy requests, we achieved a 98.4% compliance level with statutory turnaround times, up from 89.5% in 2000-2001. Similarly, despite a substantial increase in the number of access to information requests over the prior year, we improved our turnaround time for processing them—achieving a 93.7% compliance level, significantly up from 84.5% last year. Our commitment to provide Canadians with more information of better quality was also demonstrated by our transparency about our performance. Our first Annual Report represented a step forward in this regard. We believe the report presented a balanced and holistic view of our performance by discussing not only our major successes but also our areas for improvement. The Auditor General stated that this report “provides a considerably better and more transparent performance story” than our previous departmental performance reports. Our management of the T3 accounting error also showed that the CCRA was open about both its errors and its solutions, and willing to learn from its mistakes. Year-to-Year Change: During 2001-2002, the Information Commissioner recognized our improvement in responding to access to information requests by granting the CCRA a grade B up from the previous year's grade C. The publication of our first Annual Report enhanced our transparency about our performance. Success Criteria: Adherence to standards for access to information and privacy. Continued demonstration of transparency in our communications with Canadians, Parliament, and other levels of government.
		This year's rating	Last year's rating	Year-to-year change
	7. Sound financial and treasury management				Current-Year Performance : In most respects, we were successful in our ongoing financial management, and exercised prudent fiscal management, staying within budget. However, the CCRA's reputation was seriously damaged by an error in the allocation of capital gains refunds earned by mutual fund trusts. This resulted in overpayments totalling about $3.4 billion to certain provinces for the 1993 to 1999 tax years. In response, the CCRA studied and launched a comprehensive financial management improvement initiative to address the root cause. As well, we initiated Phase II of the Financial Information Strategy to improve internal and external financial reporting, and are on track for implementing accrual accounting for tax revenues. Overall, we demonstrated sound cash management of our $301 billion in annual receipts—and average daily collections of $1.2 billion. We have reliable data for $239 billion of these receipts which indicate the prompt deposit of 98% within 24 hours (up from 97% last year), excluding the $6.4 billion collected during the April peak tax-filing period. Improvements are still needed in our monitoring and financial management systems that cover $62 billion in customs duties, GST/HST, and excise duties and tax receipts. Similarly, legacy costing systems limit our capacity to precisely measure the cost of our operations and productivity gains within business lines. We made considerable strides toward achieving better long-range strategic resource management through the implementation of a rolling three-year Investment Plan currently set at approximately $110 million a year, which funds some strategic investments required to achieve the Agency's change agenda. The establishment of an ongoing Asset Management Plan of over $130 million a year helps ensure the sustained delivery of our customs and tax administration programs within our existing funding levels.
		This year's rating	Last year's rating	Year-to-year change

Year-over-year performance change with respect to compliance agenda Performance unchanged year-over-year with respect to compliance agenda

Performance exceeded or did not meet year 2 of 5 expectations with respect to innovation Performance on track with year 2 of 5 expectations with respect to innovation

	Expected outcome: Performance of our business services and operations is maximized through modern and innovative management approaches
	Anticipated results
Managing the Compliance Continuum	7. (Continued) Sound financial and treasury management				We expect to save about $50 million from 2002-2006, due to administrative reform and renewal efforts. This year we completed 19 of 54 initiatives, including in the area of real property and facilities management. We also achieved 75% of our commitments for sustainable development (SD), including finalizing the SD Policy and Environment Policy and launching the SD Toolkit to support learning and champion best practices. During the year, we assessed 80 custodial properties for real or potential contamination, 29 of which require follow-up. We also remediated one previously identified contaminated site. Year-to-Year Change: On balance, our performance has remained unchanged compared with last year. Year-over-year improvements in financial and treasury management were offset by our continuing need for more effective cash management monitoring systems for certain categories of receipts, and better costing systems overall. The T3 accounting error was a serious setback, but the Agency responded transparently and promptly by undertaking a comprehensive financial management improvement initiative. Success Criteria : Sound financial, treasury, and facilities management. Meet commitments for sustainable development and administrative reform and renewal. Timely deposit of all cash receipts.
	8. Operational excellence and solutions leadership in information technology				Current-Year Performance: Information technology (IT) accounts for about 43% of the Corporate Management and Direction budget. In this anticipated result we report only on our performance in support of the other business lines. Our IT performance for financial, comptrollership and human resources systems are discussed under Corporate Management and Direction Anticipated Results 3, 4 and 7. We have demonstrated operational excellence and solutions leadership in our support of the other four operational business lines. We provided high levels of operational performance for approximately 200 IT applications that are part of the systems critical to the delivery of services to Canadians. Following the extraordinary circumstances of September 11, we ensured that the key systems required to support the operations of Canada's border points remained fully available. We also delivered complex new business applications to help meet tax and customs client needs and expectations for accessible, fast, error-free, and confidential tax and customs services. For example, we implemented: the Tax on Income (TONI) system, which provides the provinces and territories with greater flexibilities in tailoring their tax rate structures; the Business Number (BN) registration system, available to the general public over the Internet; the change of address on the Web option for individual clients; and the Intelligence Management System which provides automated support to combat contraband activities. Last year, we implemented the final components of our 2000-2003 IT Strategic Framework, intended to better define and align our IT priorities and resources. However, we must improve IT performance measurement. Year-to-Year Change: We have met our anticipated result. Our aggressive IT effort continued during 2001-2002 and we made considerable progress. Our exceptional performance was recognized again this year at the Government Technology Exhibition and Conference (GTEC): four gold awards and one silver award for innovation. Success Criteria: Operational excellence and solutions leadership in information technology.
		This year's rating	Last year's rating	Year-to-year change

Anticipated results met Rating is based on good data quality

Anticipated results mostly met Rating is based on reasonable data quality

Anticipated results not met Rating is based on weak data quality

Year-over-year Performance change with respect to compliance agenda Performance unchanged year-over-year with respect to compliance agenda

Progress Against the 2000-2001 Road Ahead

Targeted Areas for Improvement*	Targeted Completion Date*	Status	On Track During 2001-2002?	Roll Into Road Ahead 2002 and Beyond?
Continued implementation of the new Agency Performance Measurement Framework, supported by the development of better costing systems	2001-2004	Training and workshops on the Balanced Scorecard (BSC) were conducted and its focus was modified, but a good deal of work is still needed to make the BSC a reality (see ) . Agency-wide, we did not progress as expected, falling short in our phased-in implementation.		Yes See items 1 and 2 below
		A feasibility study on activity-based costing was conducted. The results lay the ground work for more detailed work and implementation starting in 2002-2003.
Full implementation of the new Human Resources (HR) Regime, with particular focus on learning and development	2004-2005	Significant progress was achieved in 2001-2002. Highlights include the new MG group, successes in collective bargaining, and a stronger Performance Management Regime.		Yes See item 3 below
		Improvements in learning were also recorded, with continued strong investments in CCRA-wide learning activities and the development of 25,000 individual learning plans.
Improve the reliability of HR data in the Corporate Administration System (CAS)	2002-2003	Although 20 of the 42 CAS Data Integrity Audit Reports have been implemented, other issues have been identified. A good deal of work is needed to achieve reliability of HR data using this system.		No See item 3 below
Continued efforts in administrative reform and renewal	2004-2005	Benefits from the CCRA's administrative reform and renewal are now appearing. These include, for example, savings from streamlining certain programs such as Publishing, and improved administrative policies and processes. Also, action plans are now in place for further reform in 2002-2003 (warehousing, e-procurement, strategic sourcing, etc.).		Yes See item 7 below
Continued efforts to build our Information Technology (IT) capacities	Ongoing	Enhancements to various systems were carried out [e.g., Tax on Net Income (TONI), Standardized Accounting (SA/T2)]. There was ongoing maintenance of existing applications and the initiation of improvement plans (e.g., e-commerce platform, Business Intelligence/Decision Support). The final components of our IT were implemented ahead of schedule. IT resources were stabilized somewhat.		No
Developing effective performance information and establishing clear targets and service standards	2002-2003	Although some improvements have been made in establishing clear targets, more work is needed to provide a sound foundation for our results-based performance measurement system.		Yes See items 1 and 5 below
		Some improvements were made in the area of service standards, but more work is needed, including work in relation to standards for internal services.

On track

Mostly on track

Not on track

*Source: Prior year Annual Report to Parliament (2000-2001)

Date modified:

2003-04-25