Continued implementation of the new Agency Performance Measurement Framework, supported by the development of better costing systems

CBP, Annual Report, and Balanced Scorecard (BSC) are now aligned and based on a common performance measurement framework. Although the BSC system continues to lag behind its target, positive progress was achieved in the first release of an automated BSC system and in-year performance monitoring report in February 2003.

Continue implementing the BSC and integrating clear performance targets into the performance measurement framework and accountability contracts with a view to completion within the next two years.

Implementation of a Human Resources (HR) vision that is being tailored to fit the evolving HR requirements of the Agency

Most of HRR&R's 14 initiatives are in place. We are somewhat behind schedule in the development of a competency-based human resources management system using the Pre-Qualification Process. More focus was placed on language of work and language training for all executives, resolving the CAS HR data integrity issues (2003-2004) and improving the timeliness of compensation processes (2002-2003) with implementation of the Compensation Service Delivery Model on schedule.

Implementation of our HR regime is largely complete. Work continues in the “Taking Stock and Moving Forward” review to facilitate prioritizing and evaluating remaining HR initiatives nearing closure.

Resource and Cost Management

Cost centres were reviewed to improve the ability of managers to analyze relationships between program spending and results. Information from activity-based costing pilot projects was evaluated with the possibility of widespread implementation.

Work continues on activity-based costing for wider implementation in the fall of 2003.

Building a Modern Comptrollership (MC) Capacity

Initiated the Agency's MC Capacity Assessment and developed both communications, training and learning strategies.

Finalize the Modern Comptrollership Capacity Assessment and complete an action plan; roll-out of communication products; complete design and implementation of MC related training.

Financial Accounting and Reporting

Implemented a monitoring framework for tax revenue reporting and continued progress on implementing the Financial Information Strategy.

Improve financial management controls and systems to meet internal and external stakeholders' needs.

Information Technology ongoing analysis of CCRA future business capacity

Advances in information technology require that the CCRA interact electronically with business, other governments, and individuals. Fundamental shifts are required away from paper flow based systems and toward a real-time world connected by the Internet and technology.

CCRA's IT function is establishing a Trends and Direction Forum to provide management with up-to-date information about trends in the public and private sectors.

On track

Mostly on track

Not on track