CCRA Annual Report to Parliament 2003-2004

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http://www.cra-arc.gc.ca/gncy/nnnl/2003-2004/prfrmnc-e/bl_cmd2-eng.html

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Spending Profile

In 2003-2004, total CMD expenditures were about $680.7 million, or about 23% of total CCRA expenditures. As shown in Exhibit 11, Information Technology (IT) expenditures comprised the largest component in the spending profile of CMD. In 2003-2004, CCRA spent about $370.2 million on IT ($239.2 million for IT and $131.0 million for IT Solutions), which represents 55% of CMD total expenditures. Note that this represents all IT expenditures for the CCRA, and includes systems development and support for the other business lines. In previous years, IT expenditures for the business lines were included in the spending for those business lines.

About $163.5 million, or 24% of CMD expenditures, were attributable to Finance and Administration; about $123.3 million, or 18%, to Human Resources management; and the balance, about $23.7 million, or 3% was attributable to Corporate Audit and Evaluation, Legal Services, Policy and Planning and Agency Management.

Exhibit 11 Resource Spending by Programs ($ million) 1



Exhibit 12 Performance Report Card

Expected Outcome:

  • Internal Services enable business lines to maximize performance and operations

Performance rating

Data
quality

Anticipated Result – Sound strategic direction, financial and treasury management

2003-2004
Mostly Met
Good
2002-2003
Mostly Met
Reasonable

Performance Against Expectations
Page

Demonstrate excellence in oversight and management leadership.

Demonstrate excellence in financial stewardship.

Ensure sound cash management, and improved financial and non-financial information for enhanced risk management through Modern Comptrollership principles.

Improve financial management controls and systems to be responsive to the needs of internal and external stakeholders.

Performance rating

Data
quality

Anticipated Result – Enhanced HR management, which contributes to a knowledgeable and skilled workforce in the right place at the right time

2003-2004
Met
Good
2002-2003
Met
Good

Performance Against Expectations
Page

Continue to implement the HR Strategy which includes the HR Reform and Renewal (HRR&R) initiative and the “Taking Stock and Moving Forward” review.

Exceed the targets for Official Languages and Employment Equity and Diversity programs, and emphasize learning.

Continue to deliver ongoing HR activities, and complete the implementation of competency-based Staffing, Competencies, Classification, and Compensation initiatives.

Performance rating

Data
quality

Anticipated Result – Excellence in the provision of internal services

2003-2004
Met
Good
2002-2003
Met
Reasonable

Performance Against Expectations
Page

Protect confidentiality of client information and strengthened key security policies and practices.

Respond to requests for information within legislated time requirements.

Continue to deliver high standards of IT systems availability, reliability and response times.

Manage a Data Centre Recoverability strategy and program.

Meet current and future business needs using appropriate business and e-commerce solutions.

Increase administrative capacity and savings to meet target levels.

Enhance internal service standards for client-focused service.

Met

Mostly Met

Not Met

1 Spending for parliamentary appropriations is calculated on a modified cash accounting basis. See CCRA's 2003-2004 Financial Statements for spending calculated using accrual accounting.



Date modified:
2004-10-28