Updated from last year (see Exhibit 18 for more details):

Continue the implementation of the Balanced Scorecard (BSC) and the integration of clear performance targets into the performance measurement framework and accountability contracts with a view to completion within the next three years.

Improve the CCRA's overall performance against existing service standards. Also, review and, where appropriate, modify and expand existing service standards including the development of new ones to deal with aspects of our service delivery that go beyond timeliness (for example, accuracy, fairness and accessibility).

Prevent further deterioration in the level of accounts receivable as a percentage of gross revenue with a view to stabilizing the statistic. Continue the modernization of our accounts receivable program delivery systems, approaches, and mechanisms to improve overall account receivable performance and to better cope with ever increasing workloads.

Continue to develop and implement a more comprehensive compliance measurement strategy to identify major areas of compliance risk with an overall targeted completion of 2006. Implement associated programs such as audit protocol agreements and Underground Economy—Outreach, to address risks.

Implement recommended improvements to achieve the faster turnaround times reflected in our new multi-year targets for Appeals case completions.

Pursue options to reduce the need for clients to call. For those who continue to call, reduce wait times and improve accessibility for telephone enquiries in line with our internal performance targets.

Carry on with the rollout of the Customs Action Plan deliverables (including NEXUS and the Expedited Passenger Processing System), and accelerate implementation of key elements of the Compliance Improvement Plan. Also, within the context and timeframe for Balanced Scorecard, continue development of the customs performance measurement regime.

Having implemented the final components of our IT strategy ahead of schedule, next steps include building the capacity to process 75% of T1 returns electronically by 2005, among others.

Continue implementation of our new HR regime as per the Corporate Business Plan with a view to completion in 2004. Also, address other HR management issues such as HR data quality in Corporate Administrative Service, timeliness of internal compensation services, and improving our employees' language skills to facilitate the use of both official languages in the workplace.

New for this year:

Develop and implement an expanded integrated satisfaction survey for key client groups with reporting
thereon by 2004.

Advance further our modern comptrollership agenda (as per commitments in our Corporate Business Plan) through such improvements as quarterly budgeting and reporting, integrated risk management, accrual accounting for tax revenues, and activity-based costing.

As part of our overall solution addressing the T3 accounting error, modernize our financial systems and practices as necessary.