Our Change Objectives

Change Objective 4: To integrate transparent management for results into the CCRA's planning, decision-making, and accountability processes.

"Transparent management will help to build and sustain a more cohesive and inclusive management group."

This business plan reflects an integrated approach that links our business transformation agenda with efforts to strengthen comptrollership and management of our internal operations. The CCRA's Board of Management has guided the improvements we have made thus far, by introducing new approaches and perspectives into our management processes. With the Board's continued guidance, we will adopt management processes that are open, modern, and more business-like.

Our commitment is to create a management environment where goals and accountabilities are clearly communicated to staff. Transparency is important so that the people at the CCRA know what is expected of them and how they will account for these expectations. Also important is a strong focus on business results that demonstrates what we are achieving in our drive for the best possible outcomes for our clients.

In the coming three years, we will continue to streamline and integrate our management processes. Our business planning, decision-making, and accountability mechanisms will be strengthened in ways that ensure that they reinforce and complement each other. We will communicate these mechanisms clearly and in a transparent manner. At the same time, improved and integrated management processes will help put more decision-making responsibility in the hands of CCRA managers.

The Balanced Scorecard dimensions are: business results, human resources management, financial management, innovation and change management, and stakeholder satisfaction.

Financial planning and budgeting will be better integrated with program and service delivery. A performance measurement framework, linked to the priorities in our business plan, will provide a common basis for communicating expectations and tracking results. All this will help to build and sustain a more cohesive and inclusive management group that understands and applies common approaches.

The CCRA's Balanced Scorecard remains at the centre of our drive for results-based management. It will ensure that we consider five key dimensions of management, business results, human resources management, financial management, innovation and change management, and stakeholder satisfaction, on an ongoing basis. Our renewed service standards agenda will provide support to the Balanced Scorecard, by placing an even stronger focus on results-based management.

Transparent management for results will be achieved by:

• bringing the elements of our management model to full maturity and developing new elements that can be added, such as a strategic cost management capacity;
• integrating the elements of the management model to ensure the constituent parts operate effectively within the model;
• ensuring the availability of accurate and useful information, with the implementation of an agency-wide performance measurement framework based on the Balanced Scorecard;
• increasing our capacity of intelligence gathering and analysis in ways that help us to better identify risks and refine our management processes; and
• ensuring, through effective and ongoing communications, that managers fully understand and accept the management model and are involved in its implementation.

As part of these initiatives, we will deliver the following in the first year of our three year plan.

Key transparent management deliverables for 2001-2002

Balanced Scorecard, to provide performance information for all key programs and an action plan to eliminate gaps.

Service Standards, to establish action plans that will increase awareness and regularly report on related performance.

Executive Performance Agreement, to include a revised assessment and review process, expanded to a much broader management.

Performance Reporting, to provide fair, reliable performance information and produce our first Annual Report as an agency.

Risk Management, to have in place a fully operational organization-wide risk management program.

Date modified:

2002-01-04