Corporate Objectives

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Corporate Objective #
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To have in place an agency-wide service strategy that will guide service directions and long-term investments

We have made significant progress towards developing a client-centred approach to delivering quality customs and trade services with the launch of the Customs Blueprint in the fall of 1998. Similar work will be undertaken in revenue and benefits services so that the CCRA will have a corporate-wide, client-centred service strategy to guide future investments.

Strategies

• Benchmarking service performance and identifying best practices in service delivery
• Clustering service initiatives with a common client base to ensure greater consistency, accessibility, and efficiency
• Expanding the use of client feedback for service enhancements and quality assurance across all programs, including the Scientific Research and Experimental Development Tax Credit Program

To develop and strengthen partnerships, particularly with the provinces and territories

The Government of Canada is working to make the overall tax system more flexible for provincial and territorial governments. The provinces and territories have the option of having the federal government collect a broader range of their taxes. This could lead to a single tax collection agency and substantial cost savings for the provinces and territories from consolidating the administration of taxes.

Strategies

• Ensuring that the proper conditions are in place to earn further business with other levels of government
• Working together with the Canadian voluntary sector toward the achievement of mutual goals
• Increasing ongoing consultation and dialogue with our partners

To advance the use of electronic service delivery in areas of greatest potential for service improvement

New technologies offer significant opportunities to improve the efficiency and accuracy of CCRA business processes, as well as the responsiveness and convenience of our services for individuals, businesses, and organizations. While maintaining traditional forms of service provision, the CCRA is pursuing electronic service delivery to increase operational efficiencies, improve the convenience and accessibility of our services, and reduce the reporting burden and costs of compliance.

Strategies

• Assessing current and emerging developments in technology for their compatibility with our clients' service needs
• Facilitating the international movement of people and goods by making additional electronic service delivery options available to clients
• Expanding the use of the Internet as a service delivery vehicle

To align our activity and influence at an international level in support of Canada's tax, trade, and customs policy objectives

Facilitating trade and supporting the competitiveness of Canadian companies in the international marketplace demands that the CCRA play an active role internationally. As Canadian business becomes more dependent on international markets to generate wealth and create jobs for Canadians, the CCRA is working with its counterparts in other countries to promote international standards for customs procedures and revenue administration.

Strategies

• Simplifying and standardizing customs procedures among G7 countries
• Implementing the action plan developed in the context of the CCRA's International Relations Strategy
• Increasing our capacity to exchange knowledge and information among customs and revenue administrations

To refine our risk management approach and have in place comprehensive, balanced, and dynamic compliance strategies

Credible and responsible enforcement is crucial to maintain the integrity of the CCRA's customs and revenue services. In both areas we target our enforcement efforts towards those who willfully fail to comply, and we seek to minimize intrusion in the affairs of those who voluntarily abide by the laws we administer. Our capacity to do this depends on our ability to identify, assess, and manage risk. Modern risk management supported by technology is the most cost-effective approach to manage the increasing business volumes that we face as Canada's economy continues to grow.

Strategies

• Combining public awareness and education with enforcement efforts
• Improving our ability to analyze compliance trends and patterns, and profile and target risk by sector or geography
• Bridging enforcement gaps at the border by investing in high-risk areas and increasing our detection capacity

To enhance the fairness of our programs and demonstrate this commitment to our clients

Fairness is a quality for which we strive to be recognized and respected by our clients. In our application of the law and the way in which we interact with Canadians, fairness is pivotal if we are to sustain the level of voluntary compliance that currently exists. The creation of the CCRA provides an opportunity to renew and strengthen our commitment to fairness in all our dealings with our diverse clientele including individuals, businesses, and organizations.

Strategies

• Developing a comprehensive guide on the rights of our clients
• Publishing standards for the service we provide
• Doing a better job of communicating with our clients
• Equipping our employees to better respond to client needs
• Identifying credits, benefits, and overpayments for clients
• Giving clients an opportunity to correct any omissions in past dealings without penalty
• Doing a better job of applying the fairness provisions in the laws we administer

To systematically improve our business processes and achieve greater operating efficiency and reduced compliance costs

Encouraging and sustaining voluntary compliance means making our processes as simple, convenient, and efficient as possible. This demands that we pursue innovative measures to reduce the compliance burden. In doing so, we are guided by the Government of Canada's commitment to citizen-centred service delivery.

Strategies

• Re-engineering customs processes and eliminating import impediments
• Improving the efficiency of revenue processing
• Modernizing the administration of the excise duties program

To have in place a modern, world-class human resources system

Maintaining the public's trust and confidence and successfully pursuing innovation in service delivery demands that our employees have the knowledge, skills, and support they need to work effectively, and that they have a workplace that promotes and recognizes exemplary performance. To achieve this, we are committed to building a world-class human resources (HR) system that will marry public-service principles with private-sector efficiencies to ensure that we can attract and retain a specialized workforce, shift to meet changing needs, and increase our use of electronic service delivery.

Strategies

• Working towards a values-driven HR administration that enhances ability to attract and retain skilled employees, improves morale, and increases productivity
• Developing new partnerships between employees, managers, unions, and business clients
• Building on successes achieved to date in laying the necessary groundwork for the new system, including the HR policy framework

To equip employees to adapt to constant and profound change

Supporting employees in their work means enabling them to adapt to change both within and outside our organization. This requires a strong emphasis on communication and training. It demands leadership that promotes openness and dialogue, and that encourages the acquisition of knowledge-leadership that puts knowledge to good use, promotes on-the-job enthusiasm, and recognizes a job well done. It also demands an organizational commitment to building a learning culture that supports all employees at all levels, helping to make the CCRA a desirable place to work.

Strategies

• Emphasizing integration of continuous learning into the organization
• Using technology in developing more flexible and responsive learning and performance solutions
• Emphasizing communication between managers and employees to set goals and performance objectives, and establish career development expectations

To promote a corporate culture that establishes the CCRA as an employer of choice

To maintain the trust and confidence of Canadians and pursue innovation in service delivery we must pay attention to the way our organization functions. Our own internal policies, systems, and processes must be in line with our external commitments to quality service and innovation. We must deliver innovative services to our own employees that mirror the citizen-centred focus we bring to the services we provide Canadians.

Strategies

• Implementing policies and programs that provide recognition and support to employees
• Emphasizing the role of managers in effecting change
• Increasing the use of technology to market opportunities and share information, exchange ideas, and automate HR administrative procedures

To implement transparent and integrated management processes for more effective planning, decision-making, resource management, and accountability

To fully realize the potential of agency status, the corporate services and support programs of the CCRA have to leverage effective, timely, and strategic decision-making. Engaging the Board of Management in planning and decision-making processes is allowing us to capitalize on the management expertise that the Board members bring to the CCRA.

Strategies

• Integrating branch and corporate planning with performance agreements and performance measurement
• Building a greater capacity to assess the affordability of new programs together with the investments required to maintain existing programs
• Expanding the planning process to include the Board of Management

To invest in the CCRA's infrastructure in a manner that will sustain future operations

To support strategic and effective management decision-making and the delivery of high-quality services, we have to invest in existing infrastructure. We have to build and renew systems to accommodate future business needs to ensure that we can deliver high-quality, innovative services to Canadians.

Strategies

• Ensuring the maintenance of core programs and services
• Renewing infrastructure on a continuous basis to ensure reliable and robust technology-current systems

Date modified:

2002-01-04