a foreword by the chair
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a foreword by the chair
In the last few budgets, the Government of Canada introduced a number of initiatives, such as government-wide spending reviews and the creation of Shared Services Canada, to reduce government spending while continuing to provide quality services to citizens. The CRA saw this environment of fiscal restraint as an opportunity to redefine its future direction – Vision 2020 – to keep in step with government priorities, global trends, technology and citizen expectations. Vision 2020 is an ambitious plan aimed at strengthening and modernizing how CRA administers tax and benefits for Canadians.
Against this backdrop, during the course of 2011-2012, the Board provided real-time strategic advice and insight on CRA's long-term vision while continuing to ensure that the organization stayed focused on the delivery of its core business. This included overseeing the development of the CRA Corporate Business Plan for 2012-2013 to 2014-2015 and the Board's review of the impacts, opportunities and risks associated with the transfer of CRA infrastructure services to Shared Services Canada. Given the environment of fiscal restraint, it also meant paying particular attention to CRA's planned allocation of resources, spending, and performance measures to ensure CRA resources were being used in the most efficient and effective way.
The Board also continued to oversee CRA's provision of services, including the security of tax and benefits information. Given public trust is critical to CRA's ability to achieve its mandate, in 2011-2012, the Board provided direction and guidance on the evolution of the CRA's Integrity Framework, and approved the policy framework for security and emergency management, the policy for the protection of employees, information and assets, and the revised discipline policy.
Finally, the Board continued to examine its governance practices to enhance the effectiveness and efficiency of its processes, and increase its engagement in key strategic discussions. This included moving the Board of Management Oversight Framework to a risk-based assessment approach, thereby, enabling the Board to focus on management expectations of strategic importance, such as CRA's readiness for change.
On a personal note, I would like to mention that it was a pleasure to work with the Commissioner and her dedicated management team to help the CRA advance its strategic vision.
On behalf of the CRA Board of Management, I am pleased to recommend this report to the Minister of National Revenue, the Honourable Gail Shea, for tabling in Parliament.
Susan J. McArthur
Chair, Board of Management
- Date modified:
- 2012-11-08