Summary of the Corporate Business Plan 2015-2016 to 2017-2018

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Board of management strategic priorities

The Board will work with CRA management to ensure the CRA remains at the forefront of government-wide renewal. The Board will maintain its focus on the CRA's commitment to continually improve service to Canadians, aggressively reduce red tape, and implement key initiatives to enhance integrity and security, while optimizing resources.

Board goal for 2015-2016 to 2017-2018

The Board will ensure the CRA has the strategic framework and management practices to fulfil its mission, and will continue to streamline and simplify processes in support of service to Canadians and small businesses.

Board priorities for 2015-2016 to 2017-2018

The Board will oversee its areas of statutory responsibility, as stated in the Canada Revenue Agency Act. For the period 2015-2016 to 2017-2018, the Board will continue to support the reduction of red tape and the continual improvement of service to Canadians. The Board will also focus on ensuring the most productive use of resources, and the highest standards of integrity and security.

This planning period, the Board will pay special attention to measuring performance and communicating with CRA management to guide innovative and efficient management processes.

The Board's priorities are further described in the following sections.

Strategic direction

During the planning period, the Board will stress timely communication with the CRA's management teams at various levels to promote engagement and understand their challenges. The Board will also hold an annual consultation and directions meeting with senior management to discuss issues in the current corporate and fiscal environment.

The Board will monitor progress and performance. As part of its strategic direction to CRA management, it will support measuring performance consistently against planned targets. In addition, it will monitor the engagement of employees, as the CRA progresses in implementing Blueprint 2020 initiatives to create the public service of the future.

As a core statutory responsibility, the Board will guide development of the Corporate Business Plan. It will also review the Corporate Risk Profile and enterprise risk action plans, and use the Board of Management Oversight Framework, in conjunction with the government-wide Management Accountability Framework, to assess the administration of the CRA.

Service to Canadians

The Board will continue to focus on the continual improvement of service for individuals, businesses, and partners such as tax preparers. It will consider long-term improvements throughout the service and compliance areas and will support enhanced electronic delivery and aids to compliance.

Given technology's major role in improving service, the Board will monitor the CRA's strategic direction to encourage the use of electronic services, while paying particular attention to technology's impact on service. The Board will review the annual Information Technology Strategy and will monitor the CRA's relationship with Shared Services Canada (SSC).

The Board will pay close attention to the CRA's resolution of service complaints, and will also receive an annual report of accomplishments from the Taxpayers' Ombudsman. The Board will provide guidance on strategic plans and activities related to external and internal services offered by the CRA, and encourage timely, clear and accurate reporting on progress so that improvements are well managed and clearly communicated.

Red tape reduction

The Board will support the CRA in its commitment to reduce red tape for taxpayers and benefit recipients, making it easier for individuals and businesses to pay their share, and receive the benefits to which they are entitled.

Board members will continue to advocate reducing internal and external red tape. This means that they will encourage CRA management to further streamline and simplify internal processes and will challenge potential red tape created in the Board's own governance and procedures.

In addition, the Board will use red tape reduction, streamlining and simplifying as guiding principles in its review and approval of corporate policy and other corporate initiatives.

Integrity and security

As part of its oversight of the CRA's commitment to safe, secure, and reliable service to Canadians, the Board will obtain regular updates on security and integrity initiatives. It will focus on major issues related to confidentiality and privacy, requiring regular and timely briefings on the CRA's efforts to ensure the confidentiality of taxpayer information, enhance security processes, and curb potential fraudulent activity. It will also receive regular updates on the CRA's efforts to impose appropriate disciplinary measures in cases of misconduct and to address security concerns.

With regard to the increasing impact of technological issues on security, the Board will examine and approve the yearly update of the Information Technology Security Strategy, and will monitor security governance.

Resource optimization

The Board will continue to monitor the CRA's resource optimization measures. Board members will receive, review and provide comments on the CRA's Strategic Investment Plan, examine quarterly performance reports and financial results, and approve, then monitor, all major project expenditures. The Board will also review and approve the CRA's financial statements.

The Board will receive timely information on areas of concern as they are encountered and actions being taken to address them.

Human resources optimization

The Board will consider how productively and effectively the CRA manages human resources in the context of fiscal rebalancing. Its assessment of human resources performance will include comparisons with other government bodies using government-wide indicators.

The Board will be briefed on human resources trends and will monitor the planning and execution of the strategic activities it will approve in the annual Agency Workforce Plan. Among other issues, the Board will consider recruitment and retention, internal succession plans, and developing personnel, especially leadership personnel, to increase efficiency and productivity.

The Board will continue to ensure the CRA maintains productive, fair, healthy, and safe working conditions, and will emphasize productivity and fairness in its advice on labour relations and bargaining mandates.

Board membership

The Board of Management of the CRA consists of 15 members appointed by the Governor in Council. They include the Chair, the Commissioner and Chief Executive Officer, a director nominated by each province, one director nominated by the territories, and two directors nominated by the federal government. Members of the Board bring a diverse business and community perspective from the private, public, and not-for-profit sectors to the work of the CRA.

The Board is responsible for overseeing the organization and administration of the CRA and the management of its resources, services, property, personnel, and contracts. It undertakes its oversight role in cooperation with CRA management to ensure the CRA fosters sound management and service delivery.

The following are the Board members as of December 2014.

Richard (Rick) Thorpe, CPA, CMA, FCMA
Chair, Board of Management
Penticton, British Columbia

Myles Bourke, B.Comm., FCPA, FCA
Corporate Director
Lethbridge, Alberta

Rossana Buonpensiere, CMC, LL.B
Partner
MNP Consulting Services
Winnipeg, Manitoba

Richard J. Daw, FCA, CMC
Corporate Director
St. John's, Newfoundland and Labrador

Gerard J. Fitzpatrick, CPA, FCA, TEP
Partner
Fitzpatrick & Company Chartered Accountants
Charlottetown, Prince Edward Island

Gordon Gillis, B.A., LL.B.
Corporate Director
Eureka, Nova Scotia

Norman G. Halldorson, B.Comm., CA, FCPA, FCA
Corporate Director
Clavet, Saskatchewan

Fauzia Lalani, P.Eng.
Director, Logistics Services
Suncor Energy Services Inc.
Calgary, Alberta

Robert (Bob) Manning, B.B.A.
Associate
Owens MacFadyen Group
Saint John, New Brunswick

Margaret Melhorn, B.A., M.A.
Corporate Director
Yellowknife, Northwest Territories

Joyce Sumara, B.A.
Corporate Director
Haliburton, Ontario

Andrew Treusch, B.A., M.A.
Commissioner of Revenue and Chief Executive Officer of the CRA
Canada Revenue Agency
Ottawa, Ontario

****At the time of writing this report, processes were underway to appoint members from British Columbia, Ontario and Quebec.****

The Board is supported by four committees with mandates to assist the Board in fulfilling its oversight responsibilities; the role and membership of these committees are outlined below. In addition, the Board has delegated the responsibility for reviewing and approving the Board of Management Oversight Framework (BoMOF), and for conducting the annual assessment of the performance of the CRA against the BoMOF, to a specially-constituted subcommittee.

Board Committees

Committee	Mandate	Membership
Audit Committee	The Audit Committee reviews the CRA's accounting framework, financial and performance information, internal controls and risk tolerance, and compliance with financial and environmental legislation.	Chair: Norman Halldorson Vice-chair: Richard Daw Members Myles Bourke Gerard Fitzpatrick Rick Thorpe
Governance Committee	The Governance Committee reviews all aspects of the Board's governance framework to ensure the Board functions in an effective and efficient manner that successfully supports the operations of the CRA.	Chair: Fauzia Lalani Vice-chair: Vacant Members: Myles Bourke Rossana Buonpensiere Gordon Gillis Joyce Sumara Andrew Treusch Rick Thorpe
Human Resources Committee	The Human Resources Committee reviews the management of human resources within the CRA and provides recommendations and advice on the CRA's human resources management strategies, initiatives, and policies.	Chair: Gordon Gillis Vice-chair: Richard Daw Members: Rossana Buonpensiere Margaret Melhorn Andrew Treusch Rick Thorpe
Resources Committee	The Resources Committee reviews the CRA's operating and capital budgets and oversees the development of administrative management frameworks, strategies, policies and practices for the management of funds, real property, contracts, equipment, information, information technology, and environmental obligations.	Chair: Bob Manning Vice-chair: Margaret Melhorn Members: Myles Bourke Gerard Fitzpatrick Fauzia Lalani Joyce Sumara Andrew Treusch Rick Thorpe

Financial tables

CRA spending trend

CRA spending trend graph

	2012-2013 actuals	2013-2014 actuals	2014-2015 forecast spending	2015-2016 planned spending	2016-2017 planned spending	2017-2018 planned spending
Statutory authorities	1,007,281,205	902,057,364	831,440,723	825,419,615	820,363,267	811,780,951
Voted	3,311,186,938	3,160,801,992	3,516,567,064	2,979,424,773	2,942,305,691	2,912,629,120
Total	4,318,468,143	4,062,859,356	4,348,007,787	3,804,844,388	3,762,668,958	3,724,410,071

Planned spending refers to amounts in Main Estimates, as well as any other additional funding for inclusion in the Agency's reference levels, approved by Treasury Board no later than February 1, 2015. In fiscal year 2015-2016 planned spending is identical to expenditure levels presented in the Main Estimates.

The planned spending trend figure shows all parliamentary appropriations (Main Estimates and Supplementary Estimates) and revenue sources provided to the Canada Revenue Agency for: policy and operational initiatives arising from various federal budgets and economic statements; transfers from the Department of Public Works and Government Services Canada for accommodations and real property services; disbursements under the Softwood Lumber Agreement; responsibilities related to the harmonization of sales tax in Ontario and British Columbia; the children's special allowance payments, as well as the implementation of initiatives to improve efficiency.

Total spending for fiscal years 2012-2013 to 2014-2015, also includes certain technical adjustments such as the CRA's carry forward adjustments from the previous year and funding for maternity and severance benefits. The 2014-2015 fiscal year further includes funding for the one-time transition payment resulting from the Government's move to pay in arrears.

Over the period 2012-2013 to 2017-2018, the CRA's appropriations show a decline, primarily as a result of the funding received for the upgrade of the individual income tax processing system and various wage settlements being more than offset by decreases due the following:

• the implementation of initiatives to improve efficiency;
• the fluctuation in the CRA's Statutory Authorities for the disbursements to the provinces under the Softwood Lumber Products Export Charge Act, 2006 and the rates of the contributions to employee benefit plans;
• the planned decrease in funding for: the implementation of the Harmonized Sales Tax for Ontario and British Columbia, and the Affordable Living Tax Credit for Nova Scotia; and the administration of the Softwood Lumber Agreement;
• other miscellaneous reductions such as: the transfer to Public Works and Government Services Canada for accommodation and real property services; adjustment to funding previously transferred to Shared Services Canada; the transfer to Canada School of Public Service.

CRA activities

Fiscal year	Total administered revevues	Federal and provincial benefits payments
2011-2012	334,731.50	22,264.60
2012-2013	346,838.30	21,819.90
2013-2014	359,867.40	21,520.40

As depicted in the CRA activities figure, over the same period, the CRA's work volumes, as measured by totalling administered revenues and value of benefit payments processed, have been trending upward. The Federal and Provincial Benefits payments decreased in 2013-2014 due to British Columbia returning to the provincial sales tax regime.

Planned spending and full-time equivalents

Main Estimates and planned spending and full-time equivalents

(in dollars)

	2014-2015 forecast spending	2015-2016 planned spending	2016-2017 planned spending	2017-2018 planned spending
Total Main Estimates	3,861,256,109	3,804,844,388	3,762,668,958	3,724,410,071
Taxpayers' Ombudsman included in Main Estimates above	(3,167,366)	(3,198,657)	(3,191,343)	(3,192,181)
Supplementary Estimates
2013 Federal Budget	15,540,213
2014 Federal Budget	6,465,063
Enhancements to non-audit compliance programs	31,180,754
Transfer from Public Works and Government Services Canada for accommodation and real property services	13,932,776
Adjustment to the statutory forecast for disbursements to the provinces under the Softwood Lumber Products Export Charge Act, 2006	(80,000,000)
Other Adjustments:
Adjustment to the respendable non-tax revenues	(8,636,401)	-	-	-
CPP/EI adjustment	965,589
Funding for salary increases	2,946,592
Planned base spending	3,840,483,329	3,801,645,731	3,759,477,615	3,721,217,890
Taxpayers' Ombudsman	3,167,366	3,198,657	3,191,343	3,192,181
Items not yet included in outer years' planned spending
Carry Forward from 2013-2014	339,225,074	-	-	-
Maternity and severance payments	78,000,000	-	-	-
Pay in arrears	87,132,018	-	-	-
Total planned spendingFootnote 1	4,348,007,787	3,804,844,388	3,762,668,958	3,724,410,071
Respendable non-tax revenues pursuant to the Canada Revenue Agency Act	(170,672,128)	(169,466,255)	(170,452,033)	(165,316,231)
Cost of services received without charge	451,208,073	436,284,460	432,998,415	431,091,231
Total CRA Spending	4,628,543,732	4,071,662,593	4,025,215,340	3,990,185,071
Human resources (full-time equivalents)
Canada Revenue Agency	39,661	38,385	37,876	37,315
Taxpayers' Ombudsman	31	31	31	31
Total full-time equivalents	39,692	38,416	37,907	37,346

Planned spending by program and full-time equivalents

(in dollars)

	2014-2015 forecast spending	2015-2016 planned spending	2016-2017 planned spending	2017-2018 planned spending
Taxpayer and business assistance	289,691,298	280,181,661	281,567,318	277,088,894
Assessment of returns and payment processing	702,008,721	614,590,330	605,246,609	596,586,054
Reporting compliance	1,134,056,062	1,045,193,249	1,031,278,872	1,032,337,340
Collections and returns compliance	505,312,451	469,453,195	469,262,938	443,295,719
Appeals	226,377,376	179,658,662	177,823,494	175,576,460
Benefit programs	395,447,959	375,217,640	377,704,372	378,000,658
Internal services	1,091,774,957	837,350,994	816,594,012	818,332,765
Taxpayers' Ombudsman	3,338,963	3,198,657	3,191,343	3,192,181
Total planned spendingFootnote 1	4,348,007,787	3,804,844,388	3,762,668,958	3,724,410,071
Respendable non-tax revenue pursuant to Canada Revenue Agency Act	(170,672,128)	(169,466,255)	(170,452,033)	(165,316,231)
Cost of services received without charge	451,208,073	436,284,460	432,998,415	431,091,231
Total CRA spending	4,628,543,732	4,071,662,593	4,025,215,340	3,990,185,071
Human resources (Full-time equivalents)	39,692	38,416	37,907	37,346

Footnotes

Footnote 1

The reduction in forecast/planned spending over the planning period (from $4.348 billion in 2014-2015 to $3.724 billion in 2017-2018) is primarily attributable to:

1. certain technical adjustments that are reflected only in 2014-2015 including: a carry-forward from 2013-2014, funding for the one-time transition payment resulting from the Government's move to pay in arrears, and funding for maternity and severance benefits;
2. the conclusion of funding received for special projects and the softwood lumber administration costs as well as adjustments for accommodation and real property services, the Canada School of Public Service, and funding for the Government advertising program; and
3. the implementation of initiatives to improve efficiency.

Return to footnote 1 referrer

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Date modified:

2015-04-01