Increased examinations and detection of contraband

Advance Passenger Information/Passenger Name Record

Implement with 20 carriers by March 31, 2004

Expansion to 14 more carriers by March 31, 2005

CANPASS—Air

Implement pilot project at Vancouver and Toronto airports by March 31, 2004

NEXUS—Air

Implement at Ottawa and Dorval by March 31, 2004

Implement at six other international airports by March 31, 2005

200,000 NEXUS-Air or CANPASS-Air users within five years of operation

NEXUS—Highway

Implement proximity card technology by March 31, 2004

Free and Secure Trade

Implement FAST proximity card technology by March 31, 2004

Ferry Terminal/Marine Benchmarking Project

Fully implement by March 31, 2004

G7

Implement electronic service options by March 31, 2004

Customs Self Assessment

50% of imports accounted for under Customs Self Assessment by March 31, 2005

Integrated Customs System

Development of on-line facility for core infrastructure maintenance by March 31, 2004

G11

Extension to new Customs initiatives by March 31, 2004

Complete implementation by March 31, 2005

Timely implementation of Future Directions action plan for each client group

Implementation of a common e-commerce infrastructure to deliver all critical e-commerce services by 2006

Increase participation in electronic filing to 50% of T1 returns by 2003-2004 and build the capacity to process 75% electronically in the next few years

10% of corporations invited to participate will file their T2 returns over the Internet in 2003

Implementation of initiatives that support the Government's goal of providing Canadians with access to all information and key services at the time and place of their choosing by 2005

Effective exchanges of data and continued growth in the number of programs administered on behalf of provinces, territories, and other federal departments in a manner that reduces duplication of effort, thereby contributing to a lower overall cost of program delivery

Development of a model for demonstrating cost savings for select programs by 2004

Strengthened relationships with provinces, territories, and other government departments through new Service Management Framework agreements, and an accountability framework for the programs we administer on their behalf

The Citizens’ First Survey results demonstrate a positive trend in clients’ perception of the level of client service provided and of the overall competence of our employees

Improved service and cost efficiency resulting from implementation of a new compensation service delivery model

Improved cost efficiency of the staffing process where standardized competency assessments are used (e.g., reduction in management time)

The independent assessment of the recourse that the agency provides or administers recognizes the value and potential long-term benefits of the new approach

Operations of 11 warehouse/distribution centres are consolidated into three by the third quarter of 2003-2004

A Finance and Administration function that has migrated many processes to an electronic environment which significantly reduces paper consumption and administrative handling

A Finance and Administration function that is proportionally smaller, relative to other functions

Practical and accessible policies customized to CCRA needs such as Travel and Relocation, Environment, and Sustainable Development

Clearly defined service expectations and performance standards in place in all business areas ensuring affordable, competitive, and sustainable costs

Five-year Parliamentary Review and independent studies stating that flexibilities and authorities are used effectively to achieve the objectives of agency status

Assessment criteria (BSC indicators and measures) are in place to assess the progress of the agency and its governance regime in achieving the objectives of agency status

Strong internal audit and evaluation functions providing the right level of independent advice, impartiality, and assurance

The following are interlinked with some of the HR success criteria found in Compliance, our Core Operations.

Results-based management included in Corporate Business Plan and Annual Report

Use of CCRA Comptrollership Business Model raises managers’ awareness and understanding of inputs, activities, and outcomes of first-rate comptrollership

Further delegation of authorities in real property, finance, administration, and human resources across the management group

Goals and priorities set out in the Corporate Business Plan and the Annual Report are reflected in performance agreements for executives and managers

Employee survey results demonstrate that employees increasingly understand what the organization expects of them

Timely, accurate, and meaningful information on expenditures against budget provided on a quarterly basis and used by managers in decision-making

Satisfactory action plans are established and carried out in response to findings from internal and external reviews of CCRA assessing and accounting systems controls

Clean opinion on financial statements prepared on an accrual basis

Evaluation of Activity-Based Costing pilot projects and establishment of suitable plans for wider application of an Activity-Based Costing within the Agency

Production of Balanced Scorecard based on key Annual Report performance measures and launch of in-year reporting

Completion of Modern Comptrollership Capacity Check and formulation of appropriate action plan based on observations and recommendations