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 and Beyond?
Improved timeliness of dispute processing	2001-2002	Marginal gains in timeliness were achieved in some programs; recommendations for further improvements across all programs have been identified and are being implemented. In addition: Targets for case completion times were established during 2001-2002, for all but two program areas. These targets will run until 2004-2005. Quality assurance and monitoring programs were successfully piloted, and implementation will begin in 2002-2003. A branch learning agent has been designated to assess training needs for staff. Due to Branch reorganization, the remaining elements of the training framework have been delayed until next year.	Yes See items 4 , 5 , 6 , 8 , and 9
Better information to identify areas for improvement	2002-2003	A survey of client satisfaction has been postponed until 2003-2004, so that some of the recommendations to improve timeliness can be implemented first.	Yes See item 2
Improved accessibility to the redress process	2001-2002	Internet filing of notices of objection for income tax and GST/HST/excise cases was studied, with positive results.	Yes See item 3
Enhanced quality of decisions	2001-2002	A risk management framework has been implemented. In addition, a follow-up manual on risk management has been developed and will be rolled-out in 2002-2003.	Yes See item 6
Enhanced quality of decisions	2001-2002	Quality assurance and monitoring programs were successfully piloted, and implementation will begin in 2002-2003	Yes See item 6
Better assurance that legislative provisions are applied consistently	2002-2003	A review of the Fairness Registry has been initiated, and results should become available in 2002-2003.	Yes See items 6 , 7
	2002-2003	Quality assurance and monitoring programs were successfully piloted, and implementation will begin in 2002-2003	Yes See items 6 , 7
Implement the CCRA's performance measurement framework	2001-2004	In step with the broader implementation of the Balanced Scorecard, work progressed on the development of Balanced Scorecard measures and indicators. However, at a corporate level, the Agency did not progress as expected, falling short in the overall phased-in implementation of the BSC (see ). We are now back on track in 2002-2003.	Yes See item 4

The Road Ahead – 2002 and Beyond

In light of the above discussion of our performance, we will pursue in 2002-2003 and beyond the following priorities to improve our performance:

1. Increase the target for our 30-day client contact service standard to 85% in 2002-2003, with a further review of the target in 2003-2004 (Anticipated Result 1).

2. Conduct a branch-wide survey of client satisfaction in 2003-2004. Results are expected to be at least as positive as the results of the 1998 survey (Anticipated Result 1).

3. Continue the planning, systems design, and technology acquisition necessary to offer clients the option of filing certain notices of objection via the Internet by 2003-2004 (Anticipated Result 1).

4. Implement selected timeliness improvement recommendations, including progressively more aggressive case completion targets, and continuing support for the ongoing implementation of the CCRA's performance measurement framework (Anticipated Result 2).

5. Conduct a pilot study of file complexity factors to better predict turnaround times and required resources (Anticipated Result 2 and 4).

6. Implement programs for quality assurance and for monitoring the application of the fairness provisions and the principles contained in the 7-Point Plan for Fairness (Anticipated Results 3 and 6).

7. Complete the review of the Fairness Registry (Anticipated Result 3).

8. Implement the remainder of the training framework (Anticipated Result 5).

9. Make additional progress in reducing the staffing shortfall (Anticipated Result 5).

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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