Corporate Management and Direction
Spending Profile
In 2004-2005, CMD's total expenditures were about $729 million, or about 24% of the CRA's total expenditures. As shown in Figure 36, Information Technology (IT) expenditures were the largest component in CMD's spending profile. Note that this represents all IT expenditures for the CRA, and includes systems development and support for the other business lines. In 2004-2005, the CRA spent about $410.1 million on IT ($258.8 million for IT and $151.3 million for IT Solutions), which accounts for about 56% of CMD's total expenditures. Excluding the $70.5 million in IT services provided and charged to CBSA, the CRA's IT increased spending by 10.8% in 2004-2005, over the $370 million spent in 2003-2004.
About $167.2 million, or 23% of CMD's expenditures, was spent on finance and administration; about $126.7 million or 17% was spent on human resources management; and the balance, about $24.7 million, or 3% was attributable to policy and planning, audit and evaluation, legal services, and agency management.
CMD has realized permanent savings through corporate support reviews and administrative renewals. These reviews have also generated funds to be reallocated to program areas which help to offset the impact created by growth in volume and workload.
Figure 36 Resource Spending by Programs
Staffing: processed about 8,900 staffing placements through internal selection processes, and about 4,300 placements through external selection processes
Information Technology (IT): supported over 300 IT applications and 200 databases in production
Information Requests: received over 1,800 requests under the
Access to Information Act, and over 2,800 requests under the
Privacy Act
Contracting : in calendar year 2004, CRA issued/managed contracts for close to $500 million of goods and services
Performance Report Card
- Internal services enable business lines to maximize performance and operations
|
|
|
|
|
|
Expected Result - Sound strategic direction, financial and treasury management
|
|
|
|
|
|
|
|
Performance against Expectations
|
|
|
|
Demonstrate excellence in oversight and management leadership
|
|
|
|
Reflecting modern comptrollership principles, demonstrate excellence in financial stewardship, including sound cash and financial and non-financial information management
|
|
|
|
Improve financial management controls and systems to be responsive to the needs of internal and external stakeholders
|
|
|
|
|
|
|
|
Expected Result - Enhanced human resources management, which contributes to a knowledgeable and skilled workforce in the right place at the right time
|
|
|
|
|
|
|
|
Performance against Expectations
|
|
|
|
The workforce is knowledgeable, skilled and representative
|
|
|
|
CRA workplace policies and practices support workforce well-being and sustainability
|
|
|
|
Continue to implement the HR Strategy, which includes the HR Reform and Renewal (HRR&R) initiative and the results of the “Taking Stock and Moving Forward” review
|
|
|
|
Deliver ongoing HR activities, and complete the implementation of competency-based staffing, competencies, classification, and compensation initiatives
|
|
|
|
|
|
|
|
Expected Result - Demonstrate excellence in the provision of internal services
|
|
|
|
|
|
|
|
Performance against Expectations
|
|
|
|
Deliver high standards of IT systems availability, reliability and sustainability
|
|
|
|
Meet current and future business needs using appropriate IT solutions
|
|
|
|
Enhance internal service standards for client-focused service
|
|
|
|
Protect confidentiality of client information, and strengthen key security policies and practices
|
|
|
|
Respond to requests for information within legislated time requirements
|
|
Met 
Mostly Met 
Not Met
- Date modified:
- 2005-10-26
