Opening remarks

Opening remarks for Wayne Long, Secretary of State (Canada Revenue Agency and Financial Institutions)

Mr. Chair, thank you for this invitation. It gives me the opportunity to outline the Canada Revenue Agency’s efforts to improve its services, particularly in its contact centres.

I thank the Auditor General for her recent audit and accept her findings. Canadians deserve timely, accurate, and accessible service, and it is the Agency’s responsibility to deliver it.

In early September, Minister Champagne and I directed the Agency to implement a 100-Day Service Improvement Plan designed to strengthen services, improve access, and reduce delays.

The Agency responded immediately, demonstrating professionalism, backed by its highly qualified, trustworthy and dedicated staff.

The 100-Day Plan, running from September 2 to December 11, has already delivered meaningful progress. We commend CRA employees for meeting the challenge.

It is no surprise to say the Agency receives an exceptionally high volume of calls. Between April 2024 and March 2025, it received over 32 million calls, averaging 107,000 per day, with peaks exceeding 300,000 during tax season.

To better manage this volume, and in turn better serve Canadians, the Agency has developed a comprehensive plan that targets concrete actions:

• Increasing the number of contact centre representatives to help reduce wait times and better meet demand.
• Reducing call volumes by expanding digital self-service options, allowing Canadians to handle common inquiries online and freeing phone lines for complex cases or those less comfortable with digital services.
• Improving the overall client experience through streamlined processes and the use of advanced technologies.
• And accelerating service modernization—most notably through the implementation of a state-of-the-art telephone platform, in collaboration with Shared Services Canada.

Today, I’m pleased to report that this plan has yielded significant progress.

On staffing, the Agency extended term contracts and hired more employees starting September 8. Better meeting demand, the Agency now consistently responds to over 70% of Canadian callers and is committed to upholding this standard moving forward.

By adding features in My Account and expanding the GenAI-enabled chatbot beta, the Agency is significantly broadening its range of digital self-service options. To give you just a few examples:

• Existing Agency account users are now able to self-serve and register for a new credential if they are locked out of their account or they have forgotten their sign-in information.
• Taxpayers with debts of $1,000 or more can now independently set up payment arrangements directly through My Account.
• And the CRA’s GenAI chatbot beta is now able to answer a broader range of questions, from 6,000 Agency webpages of content to over 14,000 webpages—designed to provide Canadians tailored information that meets their needs.

Thanks to the full range of new digital self-service options, in October 2025, the Agency’s self-service portals recorded 9.8 million visits from 3.5 million unique users.

The Agency has also partnered with Shared Services Canada to deploy the new Contact Centre as a Service platform.

This cloud-based platform is more than a phone system—it will enable Canadians to move seamlessly across service channels in an environment designed for current and future needs. It will also equip contact centre representatives with modern tools to fulfill their mandate and deliver high-quality service.

I will conclude by clarifying a very important point for our government: accountability.

We will continue to closely monitor the accuracy of the responses provided to Canadians by contact centre representatives.

To significantly improve the Agency’s performance in this regard, we are basing our expectations on the Agency’s National Quality Monitoring Program — which reviews more than 100,000 call recordings annually.

This program found that approximately 80% of recorded calls related to specific taxpayer files achieved an accuracy rate of over 90%, a level of accuracy also reflected in the Auditor General’s review of calls regarding personal accounts.

However, everyone agrees that the remaining 20%— related to general inquiries—still require improvement, recognizing that general inquiries are complex and varied, and often require judgment rather than clear-cut answers.

That said, we can count on the Agency to address this issue and ensure responses are accurate, clear, and consistent through several measures.

This includes updated training materials, personalized coaching for service representatives, and, reflecting the Agency’s role as an AI leader, exploring GenAI to support contact centre agents.

Finally, we will also continue monitoring the Agency’s long-term progress in service delivery, focusing on client experience improvements. Key indicators also include lower call volumes, faster processing times, and the effectiveness of new solutions such as platforms and AI tools to ensure timely access for Canadians.

As a world-class tax and benefit administration, the Agency demonstrates a strong commitment to improve its service delivery to Canadians.

Our government is confident that the Agency will maintain this momentum well beyond the 100-day Plan, continually working to improve the overall performance of its services through targeted measures, including the use of advanced technologies.

Thank you.

Issue Notes

OAG Report-related

OAG Report (Overall)

Issue: Does the CRA agree with the OAG Report and its recommendations?

Key points

• The CRA accepts the findings of the OAG's audit and agrees with all the recommendations
• The report highlights ongoing service challenges at the CRA's call centres and emphasizes the need for improvement
• The CRA is actively working to address these issues
• The 100-day Service Improvement Plan is showing significant improvements
  
  The CRA remains committed to improving services, reducing delays, and delivering be results for Canadians

OAG Report (Performance assessment)

Issue: Is the CRA placing too much focus on scheduling and breaks, instead of accuracy, in evaluating its contact centre service representatives?

Key points

• The CRA agrees with the OAG's recommendation to prioritize the completeness and accuracy of responses when evaluating the performance of service representatives
• Between November 2025 and September 2026, the CRA will review and implement changes to ensure more focus on completeness and accuracy of responses, rather than other evaluation criteria
• The CRA will also:
  • Update quality evaluation checklists to better identify training and coaching needs for service representatives
  • Incorporate automation, where possible, into the quality review process, including preparing feedback for service representatives

OAG Report (Chatbot)

Issue: Is the CRA aware of its chatbot’s limitations? What are the CRA’s future plans for improving the chatbot?

Key points

• CRA is aware of the current limitations of the GenAI chatbot beta and is working to improve its performance and user experience
  
  Scope of Responses:
  • The chatbot attempts to answer all questions, even those outside the CRA’s mandate. Since it only uses content from the CRA’s section of Canada.ca, this can sometimes lead to incomplete responses

  
  Application of General Rules:

  • The chatbot may not always apply general rules, such as extending deadlines when they fall on weekends, to specific cases. The CRA is working to improve its accuracy in applying these rules
• Recent Improvements:
  • As of November 7, 2025 the chatbot’s capabilities have been expanded to include topics for businesses and trusts, in addition to individuals and charities
  • The chatbot’s knowledge base now includes an additional 14,661 CRA-sourced pages, validated through extensive testing by CRA subject matter experts
  • The testing process for the topic expansion was updated based on findings from the OAG audit report

Future Plans (for fiscal year, 2026-27)

Improved Interactivity

• CRA plans to make the GenAI chatbot more interactive by enabling it to ask users more contextual questions when user enquiries are vague. This will help the chatbot provide more accurate and personalized responses

Enhanced Feedback Collection

• CRA is reviewing its feedback and survey process to collect more detailed data on user activity. This will guide improvements in areas that are most important to users

Integration with Live Support

• CRA is working on integrating the chatbot with live online chat services. This will allow users to transition smoothly from automated responses to direct support from CRA service representatives when needed

OAG Report (Training)

Issue: Does the CRA provide enough training to its contact centre service representatives?

Key points

• The CRA ensures that contact centre service representatives across the country receive consistent and comprehensive training, which includes:
  • Learning CRA policies and procedures,
  • Developing client service skills,
  • Gradually building knowledge of more complex tax topics, and
  • Using regularly updated training materials

Training Process

• New service representatives complete classroom training lasting 2 to 13 weeks, depending on their role and skill level
• During training, service representatives also listen to live calls handled by experienced colleagues to observe real interactions
• After training, they start by handling simple enquiries with close support, allowing them to build confidence and gradually take on more complex calls

Ongoing Support and Learning

• Even after completing training, service representatives can get help from senior colleagues during calls
• Additional learning sessions are available to help service representatives review complex topics and continuously improve their skills

OAG Report (Improving Accuracy)

Issue: How is the CRA improving contact centre accuracy?

Key points

• The CRA agrees with the OAG's recommendation to improve the accuracy and completeness of responses
• Since the previous OAG report, the CRA has implemented structured quality assurance reviews and targeted training to enhance service quality
• This includes providing feedback and coaching to service representatives as needed and regularly updating procedures to ensure responses are accurate, clear, and consistent
• The CRA’s quality evaluation process helps identify knowledge gaps, allowing targeted training, coaching, and learning opportunities for those who need additional support
• As of this fiscal year, the CRA’s quality evaluators have completed over 100,000 quality reviews, achieving an accuracy rate of over 90%
• Account-specific calls, which make up about 80% of total calls, have higher quality and accuracy rates compared to non-account-specific or general calls, which make up around 20%.
• The CRA is also reviewing its overall evaluation framework to further improve call accuracy and completeness. This review will be completed by September 2026 and will align with the capabilities of the new Contact Centre as a Service (CCaaS) platform

OAG Report (Contact Centre Contracts)

Issue: What is the CRA doing to improve accountability with regards to contact centre contracts?

Key points

• The CRA will support Shared Services Canada (SSC) in improving processes and clarifying roles and responsibilities to strengthen oversight and cost management of contracts with a revised agreement to be finalized in January 2026
• Lessons learned from our current call system were applied during the procurement process for the new contract - Contact Centre as a Service Contract (CCaaS), such as:
  • Identifying current challenges and desired outcomes during procurement, aiming for a future-ready cloud-based contact centre solution
  • The contract was issued by Shared Services Canada to Bell Canada. SSC remains the contracting authority, while SSC and the CRA share responsibility for technical oversight.
  • Shifted from prescriptive requirements to outcome-based needs, emphasizing alignment with industry best practices and minimizing customization to deliver a modern, high-quality service

OAG Report (Shared Services Canada role)

Issue: What is Shared Services Canada (SSC) role in contracts for CRA’s contact centres? What role does the CRA have in them?

Key points

• As per the Shared Services Canada Act, SSC is responsible for procuring goods and services related to the infrastructure and management of applications necessary for Government of Canada (GC) Contact Centre Services
• The current SSC contract with IBM serves a wide range of GC clients, including the CRA, and will expire on October 29, 2027

Bell Canada contract

• CRA worked closely with SSC on a new contract, awarded in July 2025 to Bell Canada, which is for the sole use of the CRA
• The Bell Canada new contract will:
  • address lessons learned from the IBM contract – for instance, bundling services for specific outcomes rather than issuing individual service orders, as is the case under the current IBM contract
  • be specifically tailored to meet the CRA's needs, accommodating various operational scales and complexities
  • provide the CRA with more detailed billing information, while simplifying the complexity of the invoicing, giving the CRA stronger oversight and improved visibility of contract costs

Background

• Under the Shared Services Canada Act, SSC is responsible for procuring the government-wide contact centre infrastructure and related services. As such, the CRA does not have procurement authority in this domain.
• Since 2015, the CRA has relied on SSC’s contract with IBM for Hosted Call Centre Services (HCCS). This contract was designed as a government-wide solution and therefore lacked tailored services for the CRA’s specific needs.
• Recognizing the limitations of HCCS, the CRA worked closely with SSC to define requirements for a new solution.
• Following a competitive process, SSC awarded a contract to Bell Canada for a Contact Centre as a Service (CCaaS) platform. Unlike the HCCS arrangement which was designed as a government-wide solution, the CCaaS model delivers integrated, outcome-based services that can be scaled and customized to the CRA’s unique operations.
• To support sound stewardship, SSC and the CRA are implementing a formal governance framework with clear roles, responsibilities, and oversight processes. Under the new Bell contract, the CRA will benefit from detailed billing information, allowing for improved oversight of the contract costs.

2017 OAG Report on Call Centres

Issue: Did the CRA implement the OAG’s 2017 recommendations to improve call centre performance?

Key points

• The CRA agreed with all the OAG’s 2017 recommendations and implemented several changes to address the identified issues
• Key improvements included:
  • Migrating to a new telephone platform in the 2018-19 fiscal year, which introduced features like estimated wait times, advanced call routing, and call recording
  • Expanding self-serve options for callers
  • Making changes to queue wait times
  • Updating training programs for service representatives
  • Launching a redesigned Quality Monitoring Program to enhance service delivery
• However, nearly a decade after that OAG report, new challenges have emerged. The CRA is actively working to address these evolving issues to continue improving its call centre performance.

100-Day Plan-related

100-Day Plan (high-level overview)

Issue: What is the CRA’s 100-Day Plan (‘the Plan’)?

Key points

• The CRA understands Canadians are waiting too long for support
• The 100-Day Service Improvement Plan is underway, focused on:
  • Increasing the ability to answer calls
  • Expanding digital self-service options
  • Addressing the root causes of service issues, and
  • Accelerating service modernization
• Specific efforts undertaken while implementing the Plan include:
  • Reallocating resources
  • Extending contracts for support staff
  • Implementing new tools to close the gap between calls received and answered, such as assisting Canadians through a web-based priority call back service for issues related to accessing their CRA account or Business Registration Online (BRO)
  • Launching a pilot to offer callback requests for specific Disability Tax Credit enquiries. Callbacks are completed within two business days.
  • Enhancing digital services, including:
    • Expanding the GenAI chatbot beta’s capabilities to address a broader range of topics, helping Canadians get answers faster
    • Extending CRA Online chat with a service representative to 8 am to 8 pm (Eastern time)
    • New self-serve option allowing existing CRA account users to register for a new credential if they are locked out of their account or they have forgotten their sign-in information
    • Launching the Manage Balance service within My Account, offering taxpayers with tax debts of $1,000 or more the ability to independently set up payment arrangements without needing to contact a service representative
    • Enhancing the online information on the Tax-Free Savings Account (TFSA) so individuals can self-serve with confidence. Updated web pages now feature improved scenarios and information on contribution limits, withdrawals, and resolving overcontributions – making the experience smoother and more efficient while reducing the need to call.
• Targeted teams addressing high-demand areas, like tax adjustments, Disability Tax Credit applications, and Canada child benefit claims, to reduce processing time and related call volumes
• Accelerating plans for a new contact centre platform

Pillar 1: Increase Ability to Answer Calls

Issue: How will the CRA answer more calls?

Key points

• The CRA receives 25-32 million calls annually, with around 16-17 million coming from unique callers. Unfortunately, the high demand means many people call repeatedly, making it harder for others to get through
• To address this issue, the CRA recognized the urgent need to increase its ability to answer more calls quickly and efficiently
• The CRA has increased contact centre capacity by adding approximately 1,250 service representatives. This was achieved through targeted resource reallocation, contract extensions, and rehiring efforts
• As a result, more callers are now able to speak with a service representative, and the number of answered calls has already increased under the 100-day Service Improvement Plan
• The CRA initially set a goal to answer 70% of unique callers by mid-October. This target has not only been met, but exceeded. Since the week ending October 3, the CRA has been answering between 70% and 90% of callers each week

Pillar 2: Expanding Digital Self-service Options

Issue: How is the CRA expanding digital / self-service options?

Key points

• The CRA will enhance its digital services through continuous improvements, including:
  • Expanding the GenAI chatbot beta
  • Optimizing the CRA website
  • Adding more self-serve options within My Account
• The goal of these digital enhancements is to:
  • Allow Canadians to independently find answers to common tax and benefit questions
  • Reduce call volumes
  • Improve accessibility

Specific example

GenAI chatbot beta

• On November 7, 2025, the CRA expanded the GenAI chatbot beta’s capabilities to address a broader range of topics. In addition to personal income tax, CRA account access, and charities, the chatbot now also covers business tax obligations, payroll deductions, and GST/HST returns

CRA account changes

• As of October 2025, locked-out CRA account users can fix this issue themselves online, and get same-day access to their account
• This could divert approximately 300K calls annually from the CRA’s contact centres
• This would mean shorter wait times for users with more complex issues

Extended CRA Online chat

• As of September 29, 2025, the CRA extended the CRA Online chat with service representatives in My Account by three hours, now available from 8 a.m. to 8 p.m. (Eastern time)

Click-to-Talk

• Taxpayers who are locked out of their CRA account are presented with an option for a prioritized connection through click-to-talk, to connect with a service representative for issue resolution. This is working in concert with the CRA account register again solution mentioned above
• Click-to-talk has also been implemented to prioritize taxpayers encountering issues using the business number registration service Business Registration Online (BRO)

Manage Balance service

• On October 20, 2025, the CRA launched the Manage Balance service within My Account
  • This could divert a significant number of calls annually about debts and payment arrangements
  • This will allow taxpayers with tax debts of $1,000 or more to:
    • Independently set up payment arrangements, eliminating the need to speak with the contact centre
    • Make full or partial payments
    • Schedule payment plans
    • Connect with a collections officer

Pillar 3: Addressing the Root cause of Service Issues

Issue: How is the CRA addressing the root causes of high-call volume and other service issues?

Key points

• The CRA is working to resolve underlying factors that lead to delays:

More efficient use of resources

• The CRA has launched targeted teams to improve processing times across programs where Canadians face service delays and have reallocated resources to areas needing the most support, like the Canada child benefit applications, and tax adjustment requests

Better use of technology

• The CRA is using new technology to better help Canadians
• For example, the CRA is developing robotic process automations to streamline routine tasks and speed up application handling

Analyzing and using experts

• The CRA is also looking closely at the reasons people call
• The CRA is working to understand ways to use technology and simpler processes to fix issues – with online and self-serve options – without the need to call
• The CRA is working with experts both internally and those outside government to find the best ways to solve these issues

Improving delivery for high-demand workloads (Pillar 3)

Issue: How is the CRA tackling areas of frequent, high-demand?

Key points

• The CRA is making things quicker by simplifying, modernizing, and targeting how work gets done in high-demand areas:

Simplifying

• The CRA has set up special teams to find ways to decrease processing times
• The focus is on high volume requests such as T1 tax return adjustments

Modernizing

• The CRA is using generative artificial intelligence (gen AI) / automation in numerous processing areas, including
• Disability Tax Credit (DTC) applications and Canada child benefit requests

Targeting

• The CRA temporarily moved 400 service representatives to accelerate processing times in high-demand areas – without affecting service levels elsewhere
• On October 6, 2025, the CRA implemented a system enhancement for T1 Adjustments to automatically process an additional 115,000 requests annually
• By using a mix of strategies, the CRA is aiming to make the experience better for Canadians who rely on its services

Pillar 4: Accelerating Service Modernization

Issue: How is the CRA speeding up service modernization?

Key points

• The CRA is testing new technology and tools to make it easier to contact us and get what you need, whether through the CRA Account, the automated phone menu, or contact centre service representatives
• The CRA is piloting new ways to leverage existing artificial intelligence (AI) tools, piloting these tools with service representatives, and is working with stakeholders to maximize current technology
• The CRA has recently completed an enhancement to the automated telephone system, which allows callers to interact with the CRA's interactive voice response (IVR) system, and now automatically redirects payment enquiries to subject matter experts in the Agency, increasing resolution times for the caller
• The CRA is continuing its contact centre modernization project:
  • This will deliver a new contact centre platform to help support ongoing process and efficiency improvements
  • On July 24, 2025, Bell Canada was awarded a contract for cloud-based contact centre service
  • The CRA is working with Bell Canada to make sure the new technology provides maximum benefit for taxpayers – including ways to speed things up for Canadians and add new features (including AI) to further improve efficiency and the service experience

New call scheduling tools (Pillar 4)

Issue: How does the callback feature at the CRA work?

Key points

• CRA is currently experimenting with three callback methods to improve service delivery:

1. Click-to-talk (CTT)
   • Click-to-talk allows an individual to request a callback by clicking a “click-to-talk” link on specific CRA web pages. The request is topic-specific
   • Once a request is made, the system connects the caller to the CRA phone line. These calls are prioritized in the system’s queue, resulting in little to no wait time. However, the callback happens in real-time and cannot be delayed
   • The click-to-talk feature for locked out CRA Account users launched on September 9, 2025 and is also available on select web pages related to business registrations
   • Between September 9 and November 14, 2025, 53,607 Canadians used Click-to-Talk to resolve account access issues or complete business registrations
2. Web form
   • A web form is available on the disability tax credit (DTC) web page which allows individuals to request a callback
   • Callbacks from this option are provided within two business days
3. Call back request taken by the service representative
   • For certain specialized or technical questions related to compliance issues, a service representative will request a callback from , the subject matter experts for these topics at the CRA

These experiments will allow the CRA to:

• Test the concepts for further use cases as the CRA looks towards the new contact centre platform with Bell Canada
• Gather feedback from Canadians

Tracking Implementation

Issue: How has the Government tracked the implementation of the 100-day plan, and what were the results?

Key points

The Government has used a clear and thorough approach to track and evaluate the progress of the 100-day Service Improvement Plan. This ensures transparency, accountability, and real results. Key elements of this approach include:

1. Weekly Executive Dashboard:
A weekly executive dashboard is produced and shared with senior CRA officials and the Minister, providing an overview of key metrics and progress on the 100-day plan.

The dashboard allows for close monitoring of performance against the objectives for the four key pillars of the 100-day plan, as well as the overall program objective. This frequent tracking ensures timely adjustments and a focus on achieving tangible outcomes.

2. Clear Goals and Progress:
Specific performance targets were established for the four key pillars of the plan.

For example, by mid-October, the CRA set a goal of answering 70% of calls, a target that was successfully met.

These clear benchmarks ensure alignment with the plan’s objectives and allow for measurable progress across all initiatives.

3. Public Transparency:
Transparency remains a priority in tracking the progress of the 100-day plan.

Results are shared publicly on a weekly basis through various platforms, including:

• A ‘By the Numbers’ web page, which provides updates on key metrics such as the percentage of callers answered.
• Social media channels and a one-pager fact sheet to keep Canadians informed about the ongoing improvements.
• A dedicated “processing times” web page that shows how long it will take to process specific requests.
• The ‘Skip the Line’ web campaign, which highlights faster and easier digital options for completing tasks.

4. Using Data and Insights:
Data-driven decision-making underpins the CRA’s efforts. Metrics and data insights are being used to evaluate the effectiveness of new tools and services introduced as part of the plan, such as the Manage Balance feature, CRA Account register again feature, click-to-talk (CTT), as well as enhancements to services like the Disability Tax Credit (DTC) and Business Registration Online (BRO).

5. Final Reporting and Future Planning:
As the initiative approaches its conclusion, the CRA is preparing a project close-out report to summarize achievements and lessons learned.

• Additionally, a benefit realization report will be developed, leveraging data insights to assess the overall impact of the 100-day plan and identify opportunities for continued service improvements.
• CRA has adopted a robust strategy to monitor and report on the implementation of the 100-day service improvement plan. By combining regular performance tracking, clear goal setting, public transparency, and data-driven insights, the initiative has demonstrated measurable progress in improving services for Canadians. Ongoing reporting and evaluation will ensure that these improvements continue into the future.

100-Day Plan Staffing

Issue: How many more service representatives will the 100-day plan involve?

Key points

• The CRA regularly evaluates its contact centres to ensure they deliver quality service to Canadians while operating cost-effectively.
• As of November 2025, CRA contact centres employ over 2,750 service representatives, who play a key role in implementing the 100-day plan
• This includes:
  • 850 service representatives whose contracts were extended beyond the original end date of September 5.
  • 400 additional service representatives rehired in October by reallocating additional resources.

100-Day Plan Cost

Issue: How much will the 100-day plan cost?

Key points

• The CRA will be more flexible and adaptable – moving resources from different areas as call volumes fluctuate and as root causes are flagged
• While the plan will make effective use of current internal resources, the CRA is also developing long-term sustainable strategies
• Specifically, funding for the extension of 850 temporary employees and 400 agent rehires is being sourced through internal reallocation
• Additional measures are underway to redirect or reduce incoming enquiries, with resources being reallocated to support that work

Post 100-Day Plan

Issue: What happens after the Plan? Is this a permanent fix?

Key points

• The plan began on September 2, 2025, and will run until December 11, 2025
• The CRA recognizes that more is needed to provide high quality services to Canadians – not just for the next 100 days, but for the months and years to come
• The plan and other CRA efforts aim to deliver lasting improvements to how Canadians use CRA services, including:
  • Utilizing AI and technology to streamline services
  • Adding new features and tools to its digital services to enable self-service
  • accelerating the modernization of its contact centres with a secure, cloud-based platform used by leading organizations
• Many of the initiatives that the CRA has undertaken will have lasting impacts, in particular with regards to expanding digital services to enable self-service
• The CRA has expanded its plans, organized around the four pillars, to continue work beyond the 100-days and leading up to the tax filing season

Performance Issues

CRA Call Centre Quality & Accuracy

Issue: Are CRA service representatives providing accurate responses to Canadians?

Key points

• The CRA is committed to monitoring and improving its services, with a strong focus on ensuring the accuracy of responses provided to Canadians
• Service representatives receive comprehensive training to equip them with the skills needed to provide accurate and helpful information to taxpayers
• To enhance response accuracy, the CRA has implemented:
  • A structured quality assurance program
  • Targeted training initiatives
  • Technology-driven oversight tools

Quality Monitoring Program

• This program monitors and supports service representatives in delivering accurate and high-quality responses
• This fiscal year, the program has evaluated over 100,000 calls, achieving an accuracy rate of over 90%
• To improve quality, the internal scoring system of service representatives will be updated to better focus more on ensuring work is complete and accurate
• The CRA’s new telephony system will support a simplified process for team leaders to track progress and coach service representatives on gaps

Increased Call Duration

Issue: Why are calls to CRA service representatives longer recently?

Key points

1. Increased Tax Filers and More Benefits
   • The growing population of tax filers and the availability of more benefits and credits have increased demand for CRA services.
2. More Complex Issues
   • Many simple tasks are now resolved online through self-service options, leaving calls to service representatives focused on more complex issues.
3. Multiple Topics in One Call
   • Callers often address several issues during a single call, requiring service representatives to consult multiple sources to provide accurate responses.
4. Fraud Prevention Measures
   • With rising fraud attempts and identity theft, extra diligence is needed during calls to verify information and protect Canadians' accounts.
   • These additional verification steps can increase call durations.
5. Digital Support Needs
   • Some calls, like those about CRA Account lockouts, require service representatives to guide callers through processes step-by-step.
   • Many Canadians prefer real-time assistance to ensure they complete their tasks correctly, which can extend the length of calls.
   • The CRA is working to improve tools and processes so service representatives can assist Canadians more efficiently and reduce call times.

Example of Improvements

• Since February 2025, Canadians registered with My Account can use a one-time passcode sent to their phone for authentication, instead of answering multiple knowledge-based questions.
• The CRA is collaborating with partners to make the authentication process even more efficient.
• These changes aim to reduce call times and improve the overall experience for callers.

Use of AI Tools

Issue: How is the CRA using AI to better serve Canadians?

Key points

• Where possible, the CRA is improving and modernizing services safely and securely with AI.
• CRA is using AI tools to streamline routine interactions, reduce administrative delays, and support CRA employees in better managing workloads.

CRA’s AI Implementation Plan

• CRA has an internal plan that has identified five key areas for AI use to help solve problems that impact CRA’s work:

Service Enhancements

• Providing fast, reliable digital services that reduce complexity and make it easier for Canadians to comply

Fraud Prevention and Security

• Using AI to detect cyber threats and prevent financial abuse more quickly and precisely

Tax Debt Management

• Improving debt recovery using predictive analytics and machine learning

Compliance and Risk Detection

• Developing models to uncover complex non-compliance schemes and improve risk targeting

Operational Efficiency

• Improving internal processes, reducing manual effort, and optimizing workflows through AI-supported decision-making and streamlined operations.

Current AI tools at CRA

CRA GenAI chatbot beta

• From April to October 2025, the chatbot answered over 1.85 million questions across 1.3 million chat sessions—a 234% increase in chat volume compared to the same period last year
• Preliminary analysis suggests that increased chatbot usage has successfully diverted phone calls that might otherwise have been made to CRA contact centres, contributing to more efficient service delivery.

The CRA’s document verification service

• The CRA implemented a tool to validate a client’s identity online
• This allows Canadians to gain access to their online CRA account immediately without the need to wait for a mailed CRA security code
• To date, there have been 2.75 million successful document verification service transactions, leading to a 65% decrease in CRA security codes issued by mail

Self-serve options

Issue: How is the CRA providing / promoting self-serve options?

Key points

• The CRA continually looks to improve its digital services to give Canadians the online tools needed to confidently manage their taxes and benefits securely, independently, and on their own schedule
• Many common enquiries, such as checking refund status, updating personal information, or registering for a CRA account, can be done quickly and easily online, 21 hours a day, 7 days per week.
• Self-serve options allow Canadians to confidently manage their issues quickly online, while helping ensure phone support is available for those who need it most
• Understanding when to call and when to use self-serve tools is key to improving everyone’s experience
• To promote self-serve tools:
  • The CRA launched its “Skip the Line” online initiative to encourage more Canadians to use digital tools for faster, more convenient service
  • The CRA also launched a targeted social media campaign in Fall 2025

Private Sector Collaboration / Consultants (Contact Centres)

Issue: Will the CRA consult the private sector / consultants to improve service?

Key points

• The CRA is working with experts from many fields – including the private sector and unions – to find ways to improve service
• The CRA is also working with IBM and Bell Canada to adopt industry proven technology and processes to improve its contact centre operations and better position itself to take advantage of cloud technology and industry best practices
• The CRA has been using Bell Canada’s change management and training experts to speed-up adoption of cloud technology and AI within its contact centres, leveraging best practices

Bell Canada contract

• Bell Canada was awarded a 10-year contract (5-year fixed and 1 option period of 5 years) on July 4, 2025, to provide cloud-based contact centre services (following a public, competitive procurement process)
• Referred to as a “Contact Centre as a Service (CCaaS)”, this platform is a proven, modern, and secure cloud service used by leading public and private organizations globally
• The new platform will allow taxpayers to seamlessly move across service channels, improving the overall client experience
• By leveraging secure sign-in tools, the platform will simplify processes for taxpayers, allow employees to handle calls more efficiently and accurately, and empower Canadians to complete more tasks independently

A One Agency Perspective for 2028-29

Issue: What will guide the CRA’s efforts to improve service without the 100-day plan as a driver?

Key points

• The CRA is establishing a One Agency Perspective for 2028-29, a three-year plan that renews focus on delivering our core business, particularly improving user experience, and making it easier for clients to meet their tax obligations, and to get the benefits to which they are entitled.
• The three-year perspective charts a medium-term course toward a future where the CRA meets people where they are by embedding tax and benefit administration into systems they are already using, and making tax and benefits just happen by minimizing the need for interactions.
• The CRA will leverage emerging technology, like artificial intelligence, and maximize the use of data to improve efficiency.
• The plan establishes goals to prepare the Agency for the future.
  • Simplified and Secure Access goals contribute to evolving the client authentication ecosystem, and enabling more seamless digital services, while assuring Canadians with systems designed to detect and prevent fraud.
  • Streamlined Processes and Automation will include simplifying tax filing, and improving the efficiency of interactions with taxpayers, including fair and timely resolution when errors occur.
  • Through Enhanced Communication and Support, the CRA will improve services by making it easier for clients to track their file status, and optimize communication through tools like authenticated chats, call scheduling, and a modernized contact center platform.
• Developing this plan has involved active engagement within the CRA on foundational issues to tackle in the near term, and the transformative changes necessary to position the CRA for success in the medium term. We are identifying the actions necessary to effect those changes and achieve the goals.
• (Redacted).
• This plan will support the CRA in becoming a world-class tax and benefit administration that is trusted, fair and helpful, by putting people first.

Taxpayer Relief Provisions

Issue: Does the CRA waive penalties and interest if they resulted from an incorrect answer from a CRA contact centre service representative?

Key points

• The taxpayer relief provisions give the CRA discretion to cancel or waive penalties and interest when taxpayers cannot meet their tax obligations due to circumstances beyond their control
• These can include:
  • financial hardship
  • extraordinary circumstances such as illness, and other circumstances outside the taxpayer’s control
  • actions of the CRA such as delays or incorrect information provided to a taxpayer by the CRA
• Taxpayer relief requests are reviewed on a case-by-case basis
• When considering a request, CRA officials conduct a comprehensive review of the taxpayer's current and foreseeable situation

Background

The CRA administers legislation, commonly called the taxpayer relief provisions, which give the CRA discretion to cancel or waive penalties and interest when taxpayers cannot meet their tax obligations due to circumstances beyond their control

These can include:

• Financial Hardship,
• Actions of the CRA,
• Extraordinary circumstances,
• Other circumstances outside the taxpayer’s control

CRA actions may include:

• Processing delays that result in taxpayers not being informed, within a reasonable time, that an amount was owing;
• Errors in CRA material which led a taxpayer to file a return or make a payment based on incorrect information;
• Incorrect information provided to a taxpayer by the CRA;
• Errors in processing;
• Delays in providing information, resulting in taxpayers not being able to meet their tax obligations in a timely manner; and
• Undue delays in resolving an objection or an appeal, or in completing an audit.

Taxpayers or their authorized representative can make a request to cancel penalties and interest online using the CRA My Account, My Business Account or Represent a Client services by selecting “Request relief of penalties and interest”

The CRA has an online tool designed to help Canadians determine if they should apply for penalties and interest relief. The CRA’s self-evaluation and learning tool (SELT) is a valuable resource for assisting taxpayers and representatives in understanding how to support their request for relief

Problem Resolution Service

Issue: Were there delays with the problem resolution service used by MPs?

Key points

• The problem resolution service returned to meeting its service standard for processing cases on September 9, 2025
• The problem resolution service helps Canadians – via their MPs and contact centres – when issues cannot be resolved through normal channels
• This service is for cases, like financial hardship, sensitive situations, and cases where the CRA has made an error
• Transparent timelines for action through the problem resolution service are communicated to MP offices
• The service feedback program has significantly more (153%) cases in its inventory this year than at the same time in the previous year
• CRA understands that waiting longer than anticipated to have a complaint addressed or problem resolved can be frustrating

Background

The CRA’s Service Feedback Program encompasses:

• Problem Resolution service (service standard of actioning or updating cases within 15-business days
• Service Complaints workload (service standard of responding to complainants within 30-business days)
• The Problem Resolution service is the main point of contact between MP offices and the CRA for taxpayer-specific cases
• Cases can also be referred to the problem resolution service through the CRA’s contact centre.

Recent closed case volumes for both workloads are as follows:

Hard-to-Reach / Vulnerable Populations

Issue: How is the CRA improving outreach to vulnerable populations?

Key points

• The CRA works to ensure vulnerable populations are able to access tax benefits and credits in an easy and timely manner
• The CRA continues to collaborate with ESDC and other government departments to identify opportunities to improve the services provided to individuals requiring a high level of support to access benefits through collaboration and coordination of outreach activities
• The CRA continues to engage with community organizations to strengthen partnerships, with a particular focus on shelters and service providers supporting homeless individuals
• The CRA continues to build upon changes implemented in response to recommendations to address tax filing challenges faced by vulnerable Canadians, such as:
  • expanding the Client Assistance Referral and Enquiry Service (CARES)
  • in addition to connecting clients with Service Canada’s Outreach Support Centre, CRA employees can now refer clients directly to a CVITP volunteer for tax filing assistance through the CVITP Direct Referral initiative
• The CRA is also supporting ESDC’s development of a community resource page by ensuring the accuracy of CRA-related content included in the materials

Automatic Tax Filing

Issue: What is the status of the automatic tax filing plan?

Key points

Pre-filled tax returns

• Budget 2025 announced that the CRA will prepare a pre-filled income tax return for individuals with lower incomes and simple tax situations
• This will help about 1 million individuals starting in 2027 for the 2026 tax year, scaling up to about 5.5 million individuals by 2029 for the 2028 tax year
• Individuals will be able to access a pre-filled income tax return online in a CRA portal, and they must review and confirm or update the information on the pre-filled return to ensure that it is accurate and complete before they accept the return
• The returns will be pre-filled using the information that the CRA has available at the time that the individual accesses the return online
• The individual’s consent/acceptance is still required for the CRA to file the pre-filled return. Unlike traditional filing methods (e.g., paper, NETFILE, etc.), eligible individuals will not need to enter data and transmit the return themselves. Once the individual reviews and confirms/accepts the information on their pre-filled return, the CRA will automatically file the return for them
• This will ensure individuals receive their entitled benefits, like the GST/HST credit, the Canada child benefit, and more

Deemed filing

• Budget 2025 also proposed to amend the Income Tax Act to provide CRA the discretionary authority to file a tax return for a taxation year on behalf of an individual (other than a trust) who meets all the following eligibility criteria:
  • the individual’s taxable income for the taxation year is below the lower of either the federal basic personal amount or provincial equivalent (plus the age amount and/or disability amount, where applicable);
  • all income of the individual for the taxation year is from sources for which specified information returns have been filed with the CRA;
  • at least once in the preceding three taxation years, the individual has not filed a return;
  • the individual has otherwise not filed a return for the taxation year prior to, or within 90 days following, the tax filing deadline for the year

SimpleFile Services

• SimpleFile services are simplified tax filing methods offered by the CRA to eligible individuals with a lower income and a simple tax situation. These services are offered by invitation only.
• In the upcoming 2026 filing season, the CRA’s SimpleFile services will offer close to 3M individuals secure options to file a tax return quickly, easily, and for free by phone, paper, or digitally
• New in 2026, individuals who believe they may be eligible but did not receive a SimpleFile invitation can use the new eligibility questionnaire that will be available online to determine if they may qualify to use the digital service
• SimpleFile services will complement the new automatic tax filing measures recently announced in Budget 2025

Staffing Issues

CRA Workforce

Issue: Will the CRA still be letting employees go despite the plan?

Key points

• The CRA’s workforce expanded in recent years to deliver key temporary programs, including COVID-19 supports
• The CRA is now re-examining its workforce as many of these temporary programs have ended
• The CRA is moving forward with adjustments to align with the Government’s Comprehensive Expenditure Review
• Voluntary departure and retention measures are in place to support affected staff as well
• Budget 2025 includes a proposal to implement a voluntary early retirement incentive program.
• CRA’s priority remains clear: delivering quality and fiscally responsible services to Canadians

Term Contact Centre Employees

Issue: Why isn’t the CRA renewing some term contracts for service representatives?

Key points

• The CRA traditionally has a fluctuating workforce due to annual seasonal hiring for tax season
• The CRA may extend some term employees beyond filing season, balancing service needs and fiscal responsibility
• When needs increase, the CRA aims to rehire experienced, previously trained contact centre service representatives
• Many contact centre employees are hired on a term basis, and employment timelines are defined in their letter of offer
• Employees are clearly made aware of the duration of their contract
• Employees are also told their contract may be lengthened or shortened based on operational demands, for instance:
  • May 2025: 1,300 term employees in the contact centres had their contracts end on their pre-determined end of term date, to coincide with the end of tax-filing season
  • September 2025: 850 term employees had natural end of contracts planned, but were extended to support service demands

Comprehensive Expenditure Review

Issue: How will the CRA be impacted by the Comprehensive Expenditure Review (as announced in Budget 2025)?

Key points

• The Government announced the results of the government-wide Comprehensive Expenditure Review as part of Budget 2025.
• The CRA identified savings to be achieved by modernizing its administrative approach to enable greater productivity, and winding down certain business units that are no longer connected to government priorities.
• The CRA will also reinvest to improve services, strengthen compliance, and reduce tax debt, with an estimated positive fiscal impact of $1.1 billion annually from 2028-29 onwards.
• The CRA will continue to identify areas for further efficiencies by examining processes and opportunities to make greater use of new technologies.

Parliamentary Information

PACP Member Profiles

Standing Committee on Public Accounts (PACP) Committee Member Biographies – October 2025

About the Committee

• Pursuant to Standing Order 108(3)(g) of the House of Commons, PACP has a mandate to, among other matters: “review of and report on the Public Accounts of Canada and all reports of the Auditor General of Canada, which shall be severally deemed permanently referred to the Committee immediately after they are laid upon the table”
• As such, PACP is Parliament’s standing audit committee, and it reviews the work of the federal government’s external auditor, the Auditor General of Canada
• When the Speaker tables a report by the Auditor General in the House of Commons, it is automatically referred to PACP
• PACP selects the chapters of the report it wants to study and calls the Auditor General and senior public servants from the audited organizations to appear before it to respond to the Office of the Auditor General’s findings
• PACP also reviews the federal government’s consolidated financial statements – the Public Accounts of Canada – and examines financial and/or accounting shortcomings raised by the Auditor General
• At the conclusion of a study, PACP may present a report to the House of Commons that includes recommendations to the government for improvements in administrative and financial practices and controls of federal departments and agencies

Timing

As per a motion adopted on June 16, 2025, PACP conducts its meetings in the following manner with regards to timing:

• Opening Remarks
  • Maximum time (per witness) - 5 minutes
• Questions - Round 1
  • Conservative Party - 6 minutes
  • Liberal Party - 6 minutes
  • Bloc Québécois - 6 minutes
• Questions - Round 2 (then repeated for subsequent rounds for duration of the meeting)
  • Conservative Party - 5 minutes
  • Liberal Party - 5 minutes
  • Bloc Québécois - 2 1/2 minutes
  • Conservative Party - 5 minutes
  • Liberal Party - 5 minutes

Projected total time breakdown of questions for the October 28, 2025 PACP meeting:

• Conservative Party – 36 minutes
• Liberal Party – 36 minutes
• Bloc Québécois – 13 ½ minutes

PACP Member Profiles

John Williamson (Chair)

Conservative – Saint John—St. Croix (New Brunswick)

Biography

Prior to Williamson’s election to the House of Commons in 2011, he worked as Stephen Harper’s Director of Communications in the Office of the Prime Minister. Outside of elected office, Williamson established Canadians for Affordable Energy and held senior positions with the Canadian Taxpayers Federation, Atlantic Institute for Market Studies and the Manning Centre for Building Democracy. He was an editorial writer with the National Post at its inception in 1998 and founding member of the newspaper’s editorial board.

During his time in Parliament, Williamson has also served as a member of the House of Commons committee investigating all aspects of the Canada-China relationship.

Williamson has a master’s degree in economic history from the London School of Economics and a bachelor’s degree from McGill University.

CRA-related issues raised in Parliament

• As the PACP Chair since March 2022, Williamson has overseen significant CRA-related studies at the Committee (including on Report 1, Access to Benefits for Hard-to-Reach Populations, of the May 2022 Reports of the Auditor General of Canada, the Pierre Elliott Trudeau Foundation, and Report 10, Specific COVID-19 Benefits, of the 2022 Reports 9 and 10 of the Auditor General of Canada).
• During those studies, Williamson has often underlined his belief that CRA should more adequately address emerging concerns and report more regularly to Parliament.

Recent correspondence to CRA (May 2025-present)

(Redacted).

Ned Kuruc

Conservative – Hamilton East—Stoney Creek (Ontario)

Biography

Kuruc is a local entrepreneur and a former global sports entertainment executive. Ned has lived in Hamilton East-Stoney Creek his entire life, along with his wife Lisa and their three children, Vonn, Ilija, and Ivanna.

Recent correspondence to CRA (May 2025-present)

(Redacted).

Stephanie Kusie

Conservative – Calgary Midnapore (Alberta)

CPC Critic for Treasury Board and the King's Privy Council

Biography

Kusie was born and raised in the community of Calgary Midnapore and earned a degree in political science from the University of Calgary. Kusie went on to obtain her Masters in Business Administration from Rutgers University.

As a diplomat for the Canadian federal government, Kusie served in Argentina in 2006; was chargée d’affaires and Consul for Canada in El Salvador from 2006-2008; and Consul for Canada at the Consulate in Dallas, Texas from 2010-2013. She also served as policy advisor to the Minister of State for Foreign Affairs for the Americas in 2009. In 2018, Kusie was elected to the Executive Committee of the Canadian Section of ParlAmericas Interparliamentary Association. In March 2023, Kusie joined the Canadian Chapter of the Parliamentary Network on the World Bank and the IMF as an Executive Member. Kusie speaks English, French, and Spanish fluently.

CRA-related issues raised in Parliament

• In May 2024, Kusie participated in a House of Commons Standing Committee on Government Operations and Estimates (OGGO) meeting as part of its study of “Federal Regulatory Modernization Initiatives.” Kusie commented on the need for CRA to reduce its “negative” regulatory burden on small businesses.

Recent correspondence to CRA (May 2025-present)

(Redacted).

Gérard Deltell

Conservative –Louis-Saint-Laurent—Akiawenhrahk (Quebec)

CPC Critic for National Revenue

Biography

Deltell was born and raised in Quebec City. He held party membership in the Progressive Conservative Party of Canada in the 1980s. Deltell studied social science at Cégep de Sainte-Foy, graduating in 1984. He majored in history at Université Laval and graduated in 1989. He also received training as an announcer at the Collège des annonceurs radio télévision in 1982 and at École de radio et de télévision Promédia in 1993. He received a pilot’s license for ultralight aircraft in 2005.

Before he entered politics, Deltell worked as a TV correspondent with TQS. He also worked for TVA and Radio-Canada stations in Quebec City, as well as the CIRO-FM radio station as a radio show host. Overall, he worked as a journalist for a total of over 20 years.

Prior to entering federal politics, he represented Chauveau in the National Assembly of Quebec from 2008 to 2015 and was the leader of the Action démocratique du Québec (ADQ) from 2009 until it merged with the Coalition Avenir Québec (CAQ) in 2012.

CRA-related issues raised in Parliament

• During a September 16, 2025 PACP Committee Business meeting, Deltell spoke at length his concerns with CRA’s “inadequate service” to Canadians, especially that incorrect information was often being provided to seniors (see Tab D2: Relevant PACP Meeting Transcripts). Deltell repeated a truncated version of these same criticisms in the House of Commons on September 18, 2025 during ‘Statements by Members’.
• Additionally, Deltell participated in a November 2017 PACP meeting on Report 2, Call Centres—Canada Revenue Agency, of the Fall 2017 Reports of the Auditor General of Canada. Deltell was highly critical of CRA – calling on the Commissioner to “overhaul everything” given CRA’s poor service and that the organization needed to improve its culture writ-large. Deltell further remarked at the meeting that CRA’s attitude was “unacceptable” and that the CRA needed to acknowledge the reality of situation – underlying this was beyond an issue of technology, but culture. Deltell further asked what redress individuals provided incorrect information from a CRA call centre agent have available.

Recent correspondence to CRA (May 2025-present)

(Redacted).

Sébastien Lemire

Bloc Québécois – Abitibi—Témiscamingue (Quebec)

PACP Vice-Chair
Bloc Québécois Critic for Public Accounts, Sports, and Indigenous and Northern Affairs Canada

Biography

With degrees in political communication, public leadership, and corporate governance, Sébastien Lemire is a specialist in public relations and citizen participation. Before being elected in 2019, he worked at the Fédération de l'UPA d'Abitibi-Témiscamingue, the Mercier—Hochelaga-Maisonneuve borough of the City of Montreal, the Juripop Legal Clinic, Octane Stratégies, and the Forum jeunesse de l'Île de Montréal of the Conférence régionale des élus de Montréal.

CRA-related issues raised in Parliament

• During a September 16, 2025 PACP Committee Business meeting, Lemire echoed concerns from CPC PACP Member Gérard Deltell about CRA’s perceived poor services to seniors.
• In 2022, Lemire additionally publicly commented on a plan by CRA to recruit 300 customer service agents to work in remote regions of Quebec, including Abitibi-Témiscamingue, as part of a two-year pilot project. Lemire noted that he would monitor the situation to ensure CRA’s ongoing commitment to the region.
• In 2024, Lemire also publicly complained about CRA’s treatment of recreational vehicles (RVs) under the Excise Tax Act’s place of supply rules – noting that CRA had been examining the issue for years, but failed to bring forward reasonable solutions.

Recent correspondence to CRA (May 2025-present)

(Redacted).

Jean Yip

Liberal – Scarborough—Agincourt (Ontario)

PACP Vice-Chair

Biography

Yip was born in Scarborough, and raised in Agincourt, and has deep roots in the community. After completing her degree at the University of Toronto, Yip pursued a career in insurance and underwriting, becoming a team leader in her field. Yip holds the Fellow Chartered Insurance Professional Designation.

Prior to becoming an MP, Yip has focused on her community and her family, stepping up to serve Scarborough—Agincourt. She has taught Sunday school at her church for over 13 years, and has been involved with the STEM Fellowship Board of Directors which promotes computer literacy and programming capacity among youth.

She also serves as Co-Chair of the Liberal Seniors Caucus. Yip is also a member of the Liberal Party’s Caucuses on Immigration, and Mental Health as well as Women’s and Scarborough Caucuses where she brings attention to the issues facing the people of Scarborough—Agincourt. Yip is a member of the Canada-China Legislative Association, as well as the Canada-Armenia, Canada-Philippines Parliamentary Friendship Group, and the Commonwealth Parliamentary Association.

CRA-related issues raised in Parliament

• As a member of PACP since January 2018, Yip has participated in significant CRA-related studies at the Committee (including on Report 6, Canada Emergency Response Benefit, of the 2021 Reports of the Auditor General of Canada, Report 4, Canada Child Benefit—Canada Revenue Agency, of the 2021 Reports of the Auditor General of Canada, Report 1, Access to Benefits for Hard-to-Reach Populations, of the May 2022 Reports of the Auditor General of Canada, the Pierre Elliott Trudeau Foundation, and Report 10, Specific COVID-19 Benefits, of the 2022 Reports 9 and 10 of the Auditor General of Canada).
• While Yip has been consistently appreciative of CRA’s work on benefit delivery and in other areas, she has frequently sought reassurance from CRA that it is working towards implementing the recommendations from the OAG in their various reports.

Recent correspondence to CRA (May 2025-present)

(Redacted).

Anthony Housefather

Liberal – Mount Royal (Quebec)

Parliamentary Secretary to the Minister of Emergency Management and Community Resilience

Biography

Housefather previously served as Parliamentary Secretary to the President of the Treasury Board, Parliamentary Secretary to the Minister of Public Services and Procurement, and Parliamentary Secretary to the Minister of Labour.

He also served as Special Advisor to the Prime Minister on Jewish Community Issues and Antisemitism and is co-chair of the Inter-Parliamentary Task Force on Online Antisemitism.

Prior to his election to the House of Commons, Anthony worked at Dialogic Corporation, a multinational technology company, where he rose through the ranks to become Executive Vice-President of Corporate Affairs and General Counsel. Anthony also served as a city councillor and then as Mayor of the City of Cote Saint-Luc for 10 years prior to being elected federally.

Housefather is active in his community, having served as a volunteer for many years with a number of community organizations. He is also a member of the local swim team. His performance in swimming earned him a total of twelve medals at the 2013 and 2017 Maccabiah Games, an international multi-sport competition held every four years in Israel.

Housefather holds a Bachelor of Civil Law and a Bachelor of Laws from McGill University, and a Master of Business Administration from Concordia University’s John Molson School of Business.

CRA-related issues raised in Parliament

• In November and December 2024, Housefather participated in the House of Commons Standing Committee on Access to Information, Privacy and Ethics (ETHI) hearings on ‘Privacy Breaches at the Canada Revenue Agency.’ During those meetings, Housefather asked factual questions about the frequency of privacy breaches at CRA, as well as confirmation of CRA’s use of multi-factor authentication.
• In September 2024, Housefather (and Liberal MP Ben Carr) wrote an open letter to the Jewish community in Canada about CRA’s decision to revoke the Jewish National Fund’s charitable status. The letter noted “we can deeply appreciate how this has left many of you feeling … We have heard your concerns related specifically to the JNF issue … We will stay closely attuned to the JNF court challenge as it proceeds.”

Recent correspondence to CRA (May 2025-present)

(Redacted).

Tom Osborne

Liberal – Cape Spear (Newfoundland and Labrador)

Parliamentary Secretary to the President of the Treasury Board

Biography

Prior to being elected, Osborne was the General Manager of the Dairy Farmers of Newfoundland and Labrador (DFNL).

Prior to being General Manager of DFNL, Osborne was a Member of the Newfoundland and Labrador Legislature.

Osborne holds the distinction as the longest serving member of the NL legislature in the history of the province. He has held several cabinet positions throughout his provincial political career, including Minister of Environment, Minister of Labour, Minister of Health, Minister of Justice, Minister of Finance and President of Treasury Board, Minister Responsible for the Human Resource Secretariat, the Public Service Commission, Office of the Chief Information Officer, Minister of Education and Minister of Service NL. Osborne was also elected as Speaker of the Legislature.

Recent correspondence to CRA (May 2025-present)

(Redacted).

Kristina Tesser Derksen

Liberal – Milton East—Halton Hills South (Ontario)

Biography

Tesser Derksen is a devoted community leader with an impressive record of community service. A two-term elected town councillor, local lawyer, wife, mother, and engaged community member, Tesser Derksen has shown her determination to make life better for families in the community.

Tesser Derksen volunteers her time with several organizations, having sat as a Director on the boards of the Townsend Smith Foundation, Conservation Halton, Milton Chamber of Commerce, Milton Downtown Business Improvement Area and Canadian Federation of Women (CFUW). She is also a committee member of the Nassagaweya Community Consultation Committee and the Milton Quarry Community Advisory Committee.

Tesser Derksen’s professional career has always been in providing service: after several years working in the funeral service profession caring for families in Georgetown and Milton, Kristina studied law at the University of Toronto and runs her own Main Street practice in downtown Milton.

Follow-ups to the Standing Committee on Public Accounts

October 23, 2025

What follows is the Canada Revenue Agency’s (CRA) follow up responses to questions posed by members of the Standing Committee on Public Accounts (PACP) as part of the October 23, 2025 meeting on ‘Report on the Canada Revenue Agency Contact Centres, of the 2025 Fall Reports of the Auditor General of Canada.’

For ease of reference, where applicable, the relevant excerpts of the Evidence have been included to provide additional context.

Question 1

During the meeting, CRA was questioned on how many contact centre agents work from home.

William Stevenson (Yellowhead, CPC):

Can you tell me how many of your callers from your call centres actually work at home?

Bob Hamilton (Commissioner of Revenue and Chief Executive Officer, Canada Revenue Agency):

I would have to see if we have a specific number on that. Our policy right now is that people have to spend three days in the office. There are some exceptions where we can't house them. Unless [Ms. Serjak] has a specific number, we may have to get back to you on that, but that's our policy.

CRA Response

Please note that CRA employees are expected to work on-site for a minimum of three days per week or 60% of their regular monthly schedule and executives are required to work on-site for a minimum of 4 days per week or 80% of their regular monthly schedule, subject to operational requirements.

A limited number of categories exist to seek an individual exception to the requirement for on-site presence. The CRA also maintains its commitment to its legal obligation related to the Duty to Accommodate, which may permit full-time telework as an accommodation solution.

As of October 14, 2025, 85% of contact centre agents work a hybrid model (a mix of telework and on-site work) and 15% telework full-time.

Question 2

During the meeting, CRA was asked for more details on the amount of training received by contact centre agents.

William Stevenson (Yellowhead, CPC):

You talked about having a bunch of training. I'm finding a bit of conflict in that. Paragraph 41 of the Auditor General's report states, “In 2024-25, the agency reported over 130,000 hours of coaching”, but it ended up working out to “under 30 minutes per agent annually.” That's not what you said before. I'll go to you, Ms. Serjak. How do you reconcile what the Auditor General has said about that in her report with what you're saying today?

Melanie Serjak (Assistant Commissioner, Assessment, Benefit, and Service Branch, Canada Revenue Agency):

I'm happy to take that question. Thank you very much. The information that was used in the Auditor General's report was sourced from one of our systems. That does not capture the entirety of the training that is offered to agents. Unfortunately, it does not give a comprehensive view.

William Stevenson:

Are you talking about CRA as a whole and saying that the audit is only on the call centres? Is that what you're trying to say is the differentiation?

Melanie Serjak:

No. It's just that the system that.... We can probably get you some more information after the fact to make sure that this is very precise, but there is a system that is used by agents, who enter the time during which they do training, and that system is not necessarily a comprehensive view of the training that is offered to the call centre agents.

CRA Response

All service representatives undergo between two (2) to 13 weeks of classroom training based on the subject matter and level of expertise, followed by two (2) to seven (7) weeks of hands-on practice with support from senior service representatives. This includes refresher sessions, learning circles, and a final exam to identify and address knowledge gaps.

‘Canada Revenue Agency Contact Centres, of the 2025 Fall Reports of the Auditor General of Canada’ makes reference to 130,000 hours of quality evaluations which “results in only 2,200 hours of coaching, feedback or training”.

The data in the Report includes a determination based on the use of timesheet data sourced from CRA’s Human Resources (HR) system. However, training hours tracked in the Hosted Contact Centre Service (HCCS) system, which records detailed training, coaching and quality evaluation activities, were not included.

For the six-month period between October 1, 2024 and March 28, 2025, CRA’s service representatives tracked a total of 93,800 hours of quality evaluation time, and 219,800 hours of training and coaching time.

Question 3

During the meeting, CRA was asked to provide more information on why it did not implement a workforce management module as part of its telephony system.

Kristina Tesser Derksen (Milton East—Halton Hills South, Lib.):

I just want to mention that the report noted there were some features of telephony that were not implemented, particularly a “workforce management module”. Can you explain to us the rationale for not implementing that particular tool? What's your plan for managing workforce management in the future?

Bob Hamilton (Commissioner of Revenue and Chief Executive Officer, Canada Revenue Agency):

I'm going to ask [Ms. Serjak] to comment on the telephony part of it, but I am—

The Chair:

Mr. Hamilton, I'm going to stop you and hear from Ms. Serjak, if that's okay. We're over the time. Who is the best person to hear from? Obviously, it's you, but—

Bob Hamilton:

Sure, or we can get back to you with that answer.

The Chair:

There are a few more questions here from the members, but go ahead, Ms. Serjak, please.

Melanie Serjak (Assistant Commissioner, Assessment, Benefit, and Service Branch, Canada Revenue Agency):

Just like any other technology or solution, there is functionality that comes out of the box, so to speak, that may not necessarily suit the business requirements or the outcomes that we're looking for as a service organization. While that functionality was perhaps available, the reason why we did not implement it per se is very likely related to the fact that the return on investment or the way that it actually served the purpose didn't quite meet our needs. What we are doing is accelerating our migration to the new telephony platform system with the new contract that was just delivered earlier this summer, to avail ourselves of that type of service and those types of functionalities when and where required. It is a cloud service, so we are going to be able to stay in line with industry standard and then pull on the functionalities when we need them and when they serve the business outcomes, workforce management being one of them. It's very exciting.

CRA Response

Workforce Management (WFM) is actively utilized in all CRA contact centres for essential functions such as scheduling and leave management (e.g., vacation and personal leave days) and generating reports. However, certain advanced features of WFM were not pursued due to limitations in the existing Hosted Contact Centre Service (HCCS) platform and alignment with CRA’s operational requirements.

Specifically, the CRA opted not to implement WFM advanced functionalities, such as shift optimization, shift trading, and advanced network-level forecasting, due to the incompatibility between the designed functionality and operational requirements. For example, shift bidding was not adopted due to the complexities of establishing ranking criteria for automatic shift assignment. Other features, such as multimedia contact centre capabilities (e.g., fax, email, social media, and webchat), were not implemented because, at the time of operationalization, the telephony system was designed solely for telephone-based interactions.

Enhanced analytics, including speech analytics and voice biometrics, were also not pursued as the available technology did not provide sufficient insight into caller behavior to justify the resource-intensive processes. Scheduled call-backs were not implemented due to the significant infrastructure modifications required to support this feature.

The new telephony system will better align with the CRA’s needs, which will address some of the current system’s limitations and enhancing service delivery.

Question 4

During the meeting, CRA committed to providing information on various annual costs (including consulting services) related to the Hosted Contact Centre Service (HCCS) since 2020 (please note that a clarifying e-mail received from the Clerk on October 28, 2025, amended the expected time frame to “since 2015”).

Sébastien Lemire (Abitibi—Témiscamingue, BQ):

Mr. Hamilton, with thanks in advance, can you provide the committee with the actual expenditures incurred, broken down by type of cost, including the cost of consulting services salaries, consulting services and travel fees, the cost of software and IT infrastructure, the cost of internal services, additional Shared Services Canada costs and the cost of the goods and services tax for hosted contact centre solutions for each year since 2020? You renewed that contract in 2025. Can you provide the committee with an estimate of the total costs and actual expenses incurred by type of cost, including the same information as my previous request?

[…]

The Chair:

I know that the committee has asked for some documents on working from home. Monsieur Lemire also asked for some documents. Perhaps you could endeavour to report those back to us. Normally, I like to get the witnesses to acknowledge the requests, but sometimes the members like to keep going. Would that be possible, do you think? Could you get back to us on some of those documents that Monsieur Lemire requested?

Bob Hamilton (Commissioner of Revenue and Chief Executive Officer, Canada Revenue Agency):

We can definitely get back to you. I don't see a problem with the request.

CRA Response

The CRA has paid a total of $51M from 2017-18 to present fiscal year (2025-26) for the Hosted Contact Centre Service (HCCS) platform, of which $4M is pending invoicing for the 2025-26 fiscal year. The HCCS platform was operational as of November 2018. Costs for 2017–2018 fiscal year and up to October 2018 are for migration costs. There were no costs for HCCS prior to fiscal year 2017-18.

The $51M is comprised solely of operating and maintenance costs, which include migration costs, usage fees and the cost of any system features added at the request of the CRA to deliver services to Canadian citizens.

According to records provided to the CRA by Shared Services Canada (SSC) for the purposes of answering this question, the SSC fees associated with HCCS total $29M from 2018-19 to 2024-2025. Information on SSC fees is not yet available for the 2025-26 fiscal year; the CRA was not responsible to pay these fees as they represent the amount paid by SSC for baseline usage per the contract provision.

CRA reporting is limited to planned expenditures and invoiced amounts.

Additional notes:

• The CRA does not maintain general ledger-level data for HCCS, as services are obtained through a supplier charged through SSC, and the granularity of the total cost of implementing and maintaining the HCCS, including any associated salary costs, is held by SSC.

Question 5

During the meeting, CRA was asked to provide details on the criteria used to evaluate the performance of the Commissioner and Assistant Commissioners (equivalent to the Assistant Deputy Minister level in the core public service, though styled below as “Deputy Commissioners”), including how such criteria is used to determine compensation.

Sébastien Lemire (Abitibi—Témiscamingue, BQ):

Now I have a quick question. You evaluate your agents according to certain criteria. To what extent are you and your team of deputy commissioners evaluated using the same criteria? Is your compensation or bonus related to your on-time performance or your ability to answer our questions in a timely manner? I know that this is your job and that you are responsible for it. However, if an employee takes too long to respond, they will receive training or perhaps their position will be in jeopardy. Why don't you feel the same obligation to be accountable for the quality of services? The Auditor General pointed this out in her highly riveting report released on Tuesday, but this fiasco has been going on since 2017.

[…]

The Chair:

I know that the committee has asked for some documents on working from home. Monsieur Lemire also asked for some documents. Perhaps you could endeavour to report those back to us. Normally, I like to get the witnesses to acknowledge the requests, but sometimes the members like to keep going. Would that be possible, do you think? Could you get back to us on some of those documents that Monsieur Lemire requested?

Bob Hamilton (Commissioner of Revenue and Chief Executive Officer, Canada Revenue Agency):

We can definitely get back to you. I don't see a problem with the request.

CRA Response

As a separate employer, the CRA (per section 51 of the CRA Act) has established a rigorous Performance Management Program for Executives, driven by a process that promotes individual excellence and improves organizational results. This program fosters a culture of high performance by:

• setting clear objectives aligned with government-wide and CRA priorities;
• conducting mid-year reviews and end-of-cycle assessments to evaluate progress and achievements;
• providing honest and respectful feedback on strengths, areas for development, and career aspirations;
• addressing unsatisfactory performance in a constructive and timely manner.

This program not only guides performance expectations, but also informs how executive compensation is determined. At the CRA, “bonuses for executives” are referred to as EX performance awards.

Employees in the EX group (EX-01 to EX-05) and those in HR/RH-07 positions (Assistant Directors) are eligible for an EX performance award if they have performed the duties of an EX or HR/RH-07 position for three (3) consecutive months or more during the review period. This allows sufficient time for a meaningful assessment.

Awards for CRA executives are based on the performance rating received, which reflects their achievements and contributions against the commitments outlined in their performance agreement, and are approved by the Commissioner of Revenue.

In regard to how Assistant Commissioners at the CRA are held accountable for the quality of services provided to Canadians (particularly in terms of responsiveness), it is important to highlight that each branch and region establishes its own performance commitments, aligned with government-wide and CRA priorities.

In their 2025-2026 performance agreements, Assistant Commissioners whose branches or regions deliver services to Canadians have established commitments and performance measures aimed at improving the accessibility and quality of those services. These commitments are cascaded to the performance agreements of their EX-level subordinates to ensure consistency in expectations across all levels of senior leadership and to foster shared accountability for results.

Question 6

During the meeting, CRA was asked to clarify if contact centre agents had limited access to certain types of information when working from home.

The Chair:

Is there information that your agents cannot access when they work from home? One thing I've heard from my constituents is that they'll be calling your line looking for information, and your employees will say, “I can only go so far. I'm not at the office. I can't access some tax information, so you'll have to call back.” Is it correct that agents who work from home might not have access to certain sensitive information on tax returns, and could that be leading to some of the slow responses?

Bob Hamilton (Commissioner of Revenue and Chief Executive Officer, Canada Revenue Agency):

Do you want to go ahead, [Ms. Serjak]?

Melanie Serjak (Assistant Commissioner, Assessment, Benefit, and Service Branch, Canada Revenue Agency):

That's something we'd like to get back to the committee on. That requires a level of precision.

CRA Response

Service representatives have the same access to procedures, general information, and account-specific taxpayer information regardless of their work location. The CRA follows Government of Canada standards for privacy and security to ensure taxpayer information is managed safely and securely.

Question 7

During the meeting, CRA was asked to clarify if Canadians calling a contact centre had to wait 30 minutes before being deflected to an automated system.

Anthony Housefather (Mount Royal, Lib.):

I want to come back to Ms. Serjak. In my last round of questions, you talked about deflection. I believe you said that if you're on the line for 30 minutes, you could then be deflected to an automated system. There have been concerns, of course, that have been raised since then about seniors and others who cannot use automated systems very well. Ms. Serjak, why would people be required to wait 30 minutes only to be deflected to this system? Why would you not, on the system, already know when somebody calls that there is a surplus of calls that the agents won't be able to triage within 30 minutes and immediately direct them to this automated system? How could you possibly have a system that makes them wait 30 minutes and then does that?

Melanie Serjak (Assistant Commissioner, Assessment, Benefit, and Service Branch, Canada Revenue Agency):

Currently, there is a wait time of only one to two minutes if you call our main phone lines today, and we're answering approximately 90% of our phone calls. When the volume does surpass the capacity that we have on the phones, we have what we call a national traffic team—it's the phone traffic—that manages the volume and the average wait time. If we know in advance that the average wait time for a Canadian will exceed 30 minutes, then we will deflect them to the automated system so that there is a better experience for them. They may not reach an agent—they may not get to a human—on the other end of the line, but there is a chance that they may be able to self-serve through the phone menu. I don't know if that answers your question, but that is a change—

Anthony Housefather:

I just want a better understanding. I understand that, with this 100-day plan, phones are being answered more quickly today and fewer people are waiting, which is good; it's excellent. However, I want to understand.... I thought you said that when somebody is on the line for 30 minutes, they are then, at that point, automatically deflected to this system. It would be very different if it's what you now are saying, which is that as soon as you call, you are deflected. I think that makes sense, if you're told immediately when you call in, “Right now there is a high call volume. Your wait time is more than 30 minutes. As such, we invite you to call back later, to leave us a phone number and we will call you back, or to go to this automated system.” However, I thought that what you said was that I would be waiting on hold for 30 minutes and then I would be deflected.

Melanie Serjak:

If you don't mind, I'm going to have to get back to you on that, just to make sure that I'm answering you correctly.

CRA Response

When average wait times exceed 30 minutes, the CRA temporarily redirects callers to automated self-service options to help manage high call volumes and reduce wait times.

During these periods, callers are informed immediately after the initial automated greeting, and before being let into the service representative queue, that all service representatives are currently assisting other callers and that only automated services are available at that time. The message also advises that those wishing to speak to a service representative should call back later.

To ensure full transparency, the CRA publishes live wait times for most telephone lines on its Contact the Canada Revenue Agency (CRA) - Canada.ca webpage. This page includes a clear disclaimer stating that when average wait times exceed 30 minutes, calls are redirected to automated services. When this occurs, the live wait time display is replaced with “not available,” accompanied by an explanatory note indicating that calls are currently being redirected to automated services.

Through both our telephone messaging and online updates, the CRA aims to provide Canadians with clear, accurate, and timely information about service availability, ensuring they can make informed choices about how and when to contact the CRA.

October 28, 2025

What follows is the Canada Revenue Agency’s (CRA) follow up responses to questions posed by members of the Standing Committee on Public Accounts (PACP) as part of the October 28, 2025 meeting on ‘Report on the Canada Revenue Agency Contact Centres, of the 2025 Fall Reports of the Auditor General of Canada.’

For ease of reference, where applicable, the relevant excerpts of the Evidence have been included to provide additional context.

Question 1

During the meeting, CRA was asked how many business-related contact centre enquiries it reviews for accuracy and what were the results of such reviews.

Jean Yip (Scarborough—Agincourt, Lib.):

Ms. Serjak, the audit looked at 167 calls. How many calls does the CRA look at in terms of accuracy and assessment?

Melanie Serjak (Assistant Commissioner, Assessment, Benefit, and Service Branch, Canada Revenue Agency):

On a yearly basis, it's just over 130,000 phone calls.

Jean Yip:

That's a lot. What's the accuracy rate for inquiries related to taxpayer files and small business?

Melanie Serjak:

It's just over 90%. I believe it's as high as 94%.

Jean Yip:

What is it for business?

Melanie Serjak:

That's actually a global number that encompasses both our general inquiries line and our business inquiries line. With regard to the specifics, I would probably have to get back to you on the specific accuracy rates for both.

CRA Response

Please find below accuracy rate and quality rate results for CRA contact centre service representatives – including broken down by ‘Individual Tax Enquiries’, ‘Benefits’, and ‘Business Enquiries’ – for the period of April 1, 2025 to
October 31, 2025:

Question 2

During the meeting, CRA was questioned about potential modifications to the GST/HST filing threshold for small businesses, as well as how many small businesses with income between $30,000 and $100,000 have outstanding tax debt.

Sébastien Lemire (Abitibi—Témiscamingue, BQ):

I've had numerous discussions with a well-known tax expert in Rouyn‑Noranda, David Poulin, and he's been asking me the same question for years. Why is the threshold to register for and start charging the GST/HST still $30,000? Why hasn't it been indexed since the GST/HST was introduced in the 1990s? If the threshold were raised, would it reduce the processing burden associated with many small businesses? How would indexing the threshold affect human resources? Obviously, the fact that the threshold hasn't changed means that 80% of the workload of many tax experts in Quebec and Canada is a waste of time. If we look at suppliers in the $30,000 to $100,000 range, how many small files have gone to collections for fines and interest stemming from the GST/HST? I'm sure you would agree that these are people who need every dollar they have to keep their businesses running. If you can't answer the question now, please get back to us with a written answer.

Hugo Pagé (Assistant Commissioner and Chief Financial Officer, Finance and Administration Branch, Canada Revenue Agency):

We will get back to you in writing, because it's a multi-faceted question. We also need to consult with our colleagues at the Finance department, because parts of your question relate more to tax law than to how that tax law is administered.

CRA Response

Matters of tax policy, including modifications to the legislation the CRA administers, fall under the purview of the Department of Finance. As such, please note that the question concerning modifications to the GST/HST filing threshold for small business has been referred to the Department of Finance to provide a response for the Committee.

However, the CRA can confirm that due to system limitations, the CRA does not track balances owing against business size or type. As a result, CRA does not have information to provide with respect to the number of small businesses with income between $30,000 and $100,000 that have outstanding tax debt.

Question 3

During the meeting, CRA was questioned about how manual verifications are employed prior to issuing refunds, including potential monetary threshold triggering such verifications.

Anthony Housefather (Mount Royal, Lib.):

Was consideration given to having a certain amount of money that a human being would need to verify or refund, regardless of the level of risk assessed, if it was over a certain threshold? Was that part of the overall evaluation that you came to?

Hugo Pagé (Assistant Commissioner and Chief Financial Officer, Finance and Administration Branch, Canada Revenue Agency):

When we have instances of fraud, we look at all the—

Anthony Housefather:

I understand, but you're before a parliamentary committee. You're not before the media now. When we ask a question, you're actually supposed to answer the question. Did you look seriously at the question of whether—even if an assessment found a very low risk in a profile of a refund of $4.9 million, for example—there should be a level of a lesser amount that an agent, a human being, would look at before a refund was processed if it was over that amount, regardless of the threshold of risk?

Hugo Pagé:

We would have to get back to you, because I would not be the one personally involved in making that assessment.

CRA Response

Even though it has robust security controls, the CRA, like many large organizations, is not immune to fraud. The CRA is continually enhancing its security measures and over the past few years, has evolved existing security measures, processes, controls, and technologies in lockstep with global advances and trends in this space, as well as introduced a number of additional measures.

In the determination of whether a particular transaction will receive extra scrutiny, a series of risk factors are examined both to detect non-compliance and fraudulent activity. The CRA uses tools, such as enhanced business intelligence, advanced data analytics, and risk assessments of individuals and businesses, which enable us to identify high-risk transactions. As such, not all high-risk transactions are based on the dollar amounts involved, but encompass other parameters including taxpayer history and emerging trends. When these signals emerge, measures outside of our automated processes are leveraged to investigate further.

Fraud against the public sector is a global problem, and the CRA is working with global partners to understand and prevent fraud, for example through its participation in the International Public Sector Fraud Forum.