Corporate Management and Direction

Expected Outcome

Performance Summary – We have met our Anticipated Result, as demonstrated by the following performance against expectations:

• implemented an effective modern governance/management framework integrated across the CCRA within a values-based environment
• Board of Management continued to expand to its full potential of legislated authorities and oversight flexibilities

At the end of the third year as an Agency, the CCRA's governance framework is positively influencing decision-making. Our Board of Management is providing strategic oversight and leadership in business and resource planning, risk management, financial and human resources management, and accountability.

The Public Policy Forum (PPF) was commissioned to conduct a review of the CCRA's unique governance regime. The review indicated that our governance structures are in line with the intended design and permit the realization of our objectives as an Alternative Service Delivery agency. Positive results such as faster and more responsive decision-making, observable changes in senior management culture, streamlined management policies, and improved planning and reporting documents were noted. However, the report suggests that the CCRA improve communication of its governance regime, authorities, and use of its full legislated flexibilities.

Our executive and senior management performance agreement regime, with approximately 700 accountability contracts, is having a positive impact on managers and employees through its emphasis on personal accountability for, and better alignment with Corporate Business Plan priorities and planned deliverables.

From the results of the 2002 CCRA Employee Survey, there is evidence of our cultural shift and an increased awareness of the CCRA's values. 70% of employees who responded agree they can explain the strategic direction, including the mission and strategic outcomes, of the CCRA. This is a 17% increase since 1999. In addition, 54% of employees who responded agree they are “encouraged to be innovative or to take initiative” in their work, up 15% from the 1999 survey.

The CCRA's corporate audit and evaluation function strives to provide independent and objective information, advice, and assurance to the CCRA's senior management. It also facilitates oversight by the Board of Management's Audit Committee. The reorganized function provides improved national oversight of regional core operations for better decision-making by senior management. In preparation for the five-year Agency review, required by the Canada Customs and Revenue Act, the function's plans include conducting a series of five evaluations (Governance, Human Resources, Partnerships, Administrative Reform and Renewal, and Business Transformation).

Feedback from our internal stakeholders indicates that Legal Services, which provides corporate counsel to the CCRA on governance issues and authorities, is integrated appropriately with the CCRA's business lines and has a significant level of influence in ensuring that legal aspects of CCRA operations and policies are meeting legislative requirements.

Date modified:

2003-10-29