The CRA Board of Management

Members’ names listed from left to right, bottom to top rows.

Fauzia Lalani, André Gingras, Connie I. Roveto, William V. Baker, Sylvie Tessier, Camille Belliveau, Robert J. (Bob) Healey, Myles Bourke, James R. Nininger, Gordon Gillis, James J. Hewitt, Patricia J. Mella, Rod Malcolm, Raymond Desrochers (missing - Norman Halldorson)

Overview

The Canada Revenue Agency Act provides for the establishment of a Board of Management of the CRA consisting of fifteen directors appointed by the Governor in Council. Under the provisions of the Act, the Board is responsible for overseeing the organization and administration of the CRA and the management of its resources, services, property, personnel, and contracts. In fulfilling its oversight role, the Board brings a forward-looking, strategic perspective to the CRA’s operations, and fosters sound management and service delivery.

The development and ongoing enhancement of the Board of Management Oversight Framework (BoMOF) has helped to ensure that the Board is able to meticulously and effectively monitor CRA’s performance. In doing so, the Board has helped the CRA earn recognition as a responsive, effective, and trusted tax and benefit administration.

Information about Board and committee membership is presented in Schedule A.

Priorities and Results for 2008-2009

Listed below are the Board’s most significant priorities for 2008-2009, along with its accomplishments. Additional information regarding the CRA’s accomplishments in many of these priority areas can be found in the Management Results chapter.

Organization of the CRA / Management Accountability

For the past three years, the Board’s Governance Committee has assessed the Commissioner’s performance in those areas that fall under the Board’s oversight responsibilities. The assessment is based on the performance objectives established by the Board at the beginning of the year, and complements the federal government’s performance assessment process for Deputy Heads. The Board firmly believes that setting performance objectives for the Commissioner and evaluating his performance are fundamental elements to fulfilling the Board’s mandate.

In 2008-2009, the Board’s key objectives for the Commissioner included: to continue to evolve the BoMOF to include management performance measures and results; the introduction of a more rigorous approach to strategic planning; to continue strengthening the CRA’s Enterprise Risk Management regime; to further improve its financial management processes; and to build and sustain a highly skilled and dedicated CRA management team.

In March of 2009, the Board assessed the Commissioner’s performance and the Chair provided a report of his achievements to the Clerk of the Privy Council for consideration in the overall assessment of the Commissioner’s performance for 2008-2009.

The Board also continued to provide input into the performance objectives and assessments of both the CRA’s Chief Financial Officer and the CRA’s Chief Audit Executive and Director General Program Evaluation.

Administration of the CRA

Strategic Planning

During the period, the Board continued to play an important oversight role in the development of the CRA’s long-term strategy, including overseeing the development of its Corporate Business Plan 2009-2010 to 2011-2012 and individual strategy approval and implementation. To this end, the Board held a strategic planning meeting with CRA senior officials to provide Board insight in the Agency’s own strategic planning exercise, and define the Board’s role in the development and review of strategy in the CRA. The Board also approved the CRA’s Strategy Development Template, crafted at the Board’s request to introduce a disciplined approach to the development of strategies that set long-term direction that enable the CRA to fulfil its mission and achieve its objectives.

Board of Management Oversight Framework (BoMOF)

In 2007-2008, the Board and CRA senior management had developed and introduced the Board of Management Oversight Framework (BoMOF) as a complement to the Treasury Board of Canada Secretariat’s Management Accountability Framework. Both of these tools ensure that the CRA is effectively meeting its responsibilities in a rigorous and evidence-based way. More specifically, the BoMOF enables the Board to measure and monitor CRA’s performance in areas that fall under the Board’s purview.

For 2008-2009, the Board had asked the Commissioner to evolve the BoMOF to include management performance measures and results to assess the effectiveness of management processes in place. This past year, there were significant improvements to the BoMOF and the tool now includes management measures and results. The Board is proud to report that the assessment of the CRA revealed very positive results for 2008-2009; of the 21 expectations assessed, the CRA was rated strong for 17 expectations and acceptable for four.

Enterprise Risk Management

During the year, the Board continued to monitor the implementation of the CRA’s Enterprise Risk Management program with the aim to ensure that CRA risks are mitigated and fully integrated in decision-making processes. The Board’s early involvement in the exercise undertaken by the CRA to update its 2007 Corporate Risk Inventory, and the Board’s work to strengthen its own role in overseeing CRA risks, is evidence of its interest in a robust risk management regime.

Management of Resources

Each year, the Board fulfils its fiduciary oversight responsibilities by reviewing and monitoring the CRA’s planned allocation of resources, performance and spending, including the approval of the financial statements and major investment projects.

In 2008-2009, the Board provided oversight on initiatives to strengthen the integrity of the CRA’s financial statements, most particularly on the effectiveness of internal controls in place to ensure the reliability of financial reporting. Emphasis placed in this area responds to the more stringent audit and reporting requirements under federal-provincial Tax Collection Agreements, as well as the Treasury Board of Canada Secretariat’s new Policy on Financial Management Governance.

Information Technology (IT)

Because information technology is a key enabler of everything the CRA undertakes, it remained an important area of Board oversight. The Board closely monitored the initiatives surrounding the CRA’s data centre move and carefully reviewed its IT architecture roadmaps to ensure the long-term sustainability of the CRA’s IT systems and architecture.

Management of Services

In 2008, the Board reviewed and approved the CRA’s new Service Strategy. The CRA’s Service Strategy articulates the CRA-wide approach and direction for the delivery of service to its clients. In the coming years, the Board will oversee the implementation of this Strategy and monitor how it meets its set objectives.

This past year, the Board reviewed the first-ever CRA Service Complaints Annual Report. This function was implemented in May 2007 to strengthen the CRA’s ability to identify, resolve, and respond to service-related issues in a more efficient and timely manner. The Board also reviewed the Taxpayers’ Ombudsman first Interim Report and, as need arises, will monitor the CRA’s response to recommendations formulated by the Taxpayers’ Ombudsman.

Management of Personnel

Integrated Human Resources Planning and Succession Planning

The Board reviewed initiatives undertaken in relation to the integration of the CRA’s Human Resources Planning and Business Planning (including the Agency Workforce Plan (AWP) 2008-2009 to 2010-2011) with a view to ensuring the CRA would meet its strategic business objectives over the long term.

The Board continued to stress the importance of succession planning and closely monitored the CRA’s progress in the area of succession planning for members of the Executive Cadre. The Board also reviewed and approved the CRA’s new Talent Management and Learning policies, and received regular updates on enhancements put in place to improve management development programs.

Labour Negotiations

The Board closely tracked labour negotiations with the Professional Institute of the Public Service of Canada (PIPSC) and, in order to expedite the negotiations process, authorized its Human Resources Committee to manage the involvement of the Board in the collective bargaining process.

Board Governance

Throughout 2008-2009, the Board continued to enhance its governance practices with a view to functioning in an even more effective and efficient manner and to successfully oversee and support the CRA’s administration and decision-making.

Director Development and Orientation

One key factor in the strengthening of any board’s performance is a comprehensive orientation program for new directors. In the CRA context, a comprehensive orientation program is crucial for new Board members to develop their knowledge of the organization and to provide them with an appreciation of the government context in which the CRA operates. In February 2009, a successful orientation session was held for the Board’s most recent appointees.

In addition, at the Board’s strategic planning meeting in November 2008, speakers were invited to engage members in a discussion on board roles in the development and review of strategy, and to share corporate governance emerging trends and best practices.

Board Secure Online Portal

One recent significant development in enhancing the Board’s governance practices has been the move toward providing the Board with a secure online portal to facilitate the way in which the Board conducts its business. For reasons of both efficiency and sustainability, throughout the past year, Board members have explored options for a secure online portal that would facilitate the paperless distribution of Board documentation, as well as secure communication among members and CRA staff and management. The implementation of the Board’s portal should be completed by the end of 2009-2010.

Conclusion

To conclude, the Board is confident that, again this year, it has made significant strides in improving its oversight of the CRA's organization and administration in those areas that fall under its purview, which has undoubtedly contributed to the CRA’s achievements for 2008-2009.

Date modified:

2009-11-05