2009-2010 to 2011-2012 Summary of the Corporate Business Plan - Board of Management Priorities

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Board of Management Priorities

The following is a summary of the Board of Management’s priorities for the period 2009-2010 to 2011-2012, grouped according to the Board’s statutory oversight responsibilities. The last category deals with the Board's priorities in terms of its governance.

These priorities form an integral part of the Board’s own three-year plan and inform both the work of the Board and its four Committees (Governance, Human Resources, Audit, and Resources) and the priorities in the CRA’s Corporate Business Plan.


Organization of the Agency

  • Work with senior management in reviewing plans, programs, projects, and achievements as a means of ensuring internal accountability strengths
  • Ensure that the Agency has an appropriate and robust accountability structure by continuing to set performance objectives and assess the Commissioner’s performance in areas of Board oversight
  • Provide input to the performance objectives and assessments of the Chief Financial Officer and the Director General of Corporate Audit and Evaluation


Administration of the Agency

  • Provide guidance and input into the development of the Agency’s long-term strategy and monitor the progress of its implementation
  • Following the Board’s first assessment of the Agency’s performance against the Board of Management Oversight Framework in early 2008, continue to evolve the Framework and annually assess the Agency using this tool
  • Play an active role in ensuring that Enterprise Risk Management is well managed and integrated in all aspects of Agency decision-making


Management of Resources

  • Provide oversight and guidance in key Agency initiatives aimed at strengthening financial accountability
  • Oversee the introduction of a formalized Agency-wide strategic investment plan to ensure the effective renewal of the Agency’s infrastructure, including Information Technology (IT), and continue to monitor major projects and initiatives
  • Ensure the Agency has a sound IT strategy and investment plan


Management of Services

  • Ensure the Agency has a sound framework for the services it delivers
  • Monitor the implementation of the Agency’s Service Strategy
  • Review reports from the Office of the Taxpayers’ Ombudsman and monitor management’s responses to service related complaints


Management of Personnel

  • Continue to provide oversight and guidance into the development of strategies and policies necessary to attract, develop, retain, and mobilize talented employees, including sound succession planning
  • Oversee, review, and approve the Agency’s negotiating mandate and collective agreement with the Professional Institute of the Public Service of Canada

Board Governance

The Board will continue to enhance its own governance towards becoming a best-practices Board. To this end, in 2009-2010, the Board will be conducting its third evaluation in as many years; this evaluation will be even more robust than in previous years and will include management input on the Board’s overall performance.



Date modified:
2009-04-03