Comprehensive Discussion of Our Performance

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The Road Ahead

Progress Against the 2000-2001 Road Ahead

Targeted Areas for Improvement*	Targeted Completion Date*	Status	Roll Into Road Ahead 2002?
Continued implementation of the new Agency Performance Measurement Framework, supported by the development of better costing systems	2001-2004	Training and workshops on the Balanced Scorecard (BSC) were conducted and its focus was modified, but a good deal of work is still needed to make the BSC a reality. Agency-wide, we did not progress as expected, falling short in our phased-in implementation.	Yes See items 1 and 2 below
	2001-2004	A feasibility study on activity-based costing was conducted. The results lay the ground work for more detailed work and implementation starting in 2002-2003.	Yes See items 1 and 2 below
Full implementation of the new Human Resources (HR) Regime, with particular focus on learning and development	2004-2005	Significant progress was achieved in 2001-2002. Highlights include the new Management Group, successes in collective bargaining, and a stronger Performance Management Regime.	Yes See item 3 below
	2004-2005	Improvements in learning were also recorded, with continued strong investments in CCRA-wide learning activities and the development of 25,000 individual learning plans.	Yes See item 3 below
Improve the reliability of HR data in the Corporate Administration System (CAS)	2002-2003	Although 20 of the 42 CAS Data Integrity Audit Reports have been implemented, other issues have been identified. A good deal of work is needed to achieve reliability of HR data using this system.	No See item 3 below
Continued efforts in administrative reform and renewal	2004-2005	Benefits from the CCRA's administrative reform and renewal are now appearing. These include, for example, savings from streamlining certain programs such as Publishing, and improved administrative policies and processes. Also, action plans are now in place for further reform in 2002-2003 (warehousing, e-procurement, strategic sourcing, etc.).	Yes See item 7 below
Continued efforts to build our Information Technology (IT) capacities	Ongoing	Enhancements to various systems were carried out [e.g., Tax on Net Income (TONI), Standardized Accounting (SA/T2)]. There was ongoing maintenance of existing applications and the initiation of improvement plans (e.g., e-commerce platform, Business Intelligence/Decision Support). The final components of our IT Strategy were implemented ahead of schedule.	No
Developing effective performance information and establishing clear targets and service standards	2002-2003	Although some improvements have been made in establishing clear targets, more work is needed to provide a sound foundation for our results-based performance measurement system.	Yes See items 1 and 5 below
	2002-2003	Some improvements were made in the area of service standards, but more work is needed, including work in relation to standards for internal services.	Yes See items 1 and 5 below

On track

Mostly on track

Not on track

*Source: Prior-year Annual Report to Parliament (2000-2001)

The Road Ahead – 2002 and Beyond

1. Meet deliverables in 2002-2003 for the phased implementation of a high-level Corporate Balanced Scorecard, providing more integration between financial and non-financial elements and more consistent, high-quality information in support of decision making (Anticipated Result 4).

2. Strengthen our capacity for modern comptrollership by focusing on key areas of improvement, including:

quarterly budgeting and reporting;

increased use of activity-based costing to more closely link resources to activities and to better understand key cost drivers;

modernizing our financial and reporting systems;

integrated risk management; and

completing phase two of Financial Information Strategy (Anticipated Result 4).

3. Continue the full implementation of the Human Resources Reform and Renewal initiatives and strengthen some HR programs including focus on language of work and language training for executives, analyze the source of the increase in grievances, resolve the Corporate Administrative System (CAS) HR data integrity issues (2003-2004), and, especially, improve the timeliness of compensation processes (2002-2003) (Anticipated Result 3).

4. Implement a system that will provide effective information on the timeliness of the deposit of customs, GST/HST, and excise duties and taxes receipts (2004-2005) (Anticipated Result 7).

5. Establish needed internal service standards for key internal services that we provide to managers and employees (2002-2003) (Anticipated Result 4).

6. Maintain our momentum in implementing our sustainable development (SD) goals by increasing SD awareness and commitment, strengthening our capacity to deliver results-based reporting, and continuing environmental compliance and stewardship efforts in our operations (Anticipated Result 7).

7. Continue the full implementation of the initiatives under the Administrative Reform and Renewal initiative (Anticipated Result 7).

Attachment 1: Logic Model

This following logic model offers a roadmap showing the links between our inputs, activities and outputs that are essential to achieving our anticipated results in support of our expected outcome. It also shows how these fit into the Agency's overall strategic outcomes. This logic model is the foundation of our performance report card which summarizes our performance against each anticipated result.

Date modified:: 2002-11-07

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