Section III Plans, Results, and Resources

A. Planned Spending and Full-time Equivalents
B. Objective
C. Description
D. Planned Results
E. Related Initiatives and Resources

(i) Assistance to Clients and Assessment of Returns
(ii) Verification and Enforcement Business Line (BL2)
(iii) Revenue Collections (BL3)
(iv) Appeals (BL4)
(v) Customs and Trade Administration (BL5)
(vi) Administration and Information Technology (BL6)

Section III
Plans, Results, and Resources

The Canada Customs and Revenue Agency delivers its wide range of programs through six business lines: Assistance to Clients and Assessment of Returns; Verification and Enforcement; Revenue Collections; Appeals; Customs and Trade Administration; and Administration and Information Technology. The pie chart below depicts how we plan to allocate our total budget along these six business lines.

Planned Spending by Business Line for 2000-2001
Numbers represent adjusted Planned Spending and adjustments ($3,016 million) before deduction for Revenue Credited to Vote ($141 million)

* The management of IT applications and investments represents $242M or 34% of this business line.

These business lines are currently being reviewed with our new Board of Management and Treasury Board Secretariat. As part of the establishment of a Planning, Reporting and Accountability Structure (PRAS) for the CCRA, formal approval of the composition and names of business lines will be requested later this year.

A key element of our PRAS will be a clear articulation of the performance measurement framework for the CCRA. Currently we report on the performance of our programs and specific initiatives through a number of well-established measures. These are outlined in detail in the output and outcome tables for each business line. Our existing performance measures are adequate to assess performance in specific results areas or on a program-by-program basis. However, they are not designed in a manner that accommodates roll-up or aggregation at the corporate level. This capability is of particular importance in providing greater overall congruence to planning and reporting to Parliament on progress against our corporate objectives.

A project is well under way to develop a new corporate-wide performance measurement framework that will be linked to the strategic goals and capable of providing high-level summary measures of performance. While there is still much ground to cover to build a complete set of corporate performance measures, we have identified two key results areas:

• client satisfaction with our services; and
• performance against published service standards.

Considerable work has been done in the past to ensure that our services meet with client needs and expectations for delivery. This work will provide the basis for the CCRA to examine its approach to client satisfaction measurement and ensure that it is current with the leading work done under the Citizens First initiative which was co-sponsored by Treasury Board Secretariat and the Canadian Centre for Management Development. In addition, the client context for the CCRA will continue to evolve with key stakeholders, such as the provinces and territories, on whose behalf we deliver a range of programs and services. The health of these relationships is critically important to the success of the CCRA and we will examine ways and means of assessing satisfaction levels of this broader constituency of client groups.

For external clients, we will look at survey-based measures of client satisfaction that provide a client perspective on the quality of our services in six areas: responsiveness, accessibility, timeliness, reliability, ease of compliance, and redress. Currently, there are a variety of surveys administered by program areas within the CCRA. Therefore, the construction of a corporate index will require a close examination of the methodology and instruments used for data collection.

In addition to the body of work under way on assessing client satisfaction with our services, the CCRA continues to place emphasis on service standards in areas of key interest to Canadians, namely income tax processing, public enquiries, telephone enquiries, and travellers processing. Some of these service standards currently form the basis of our Key Results Commitments. As well, service standards are being developed for other areas where Canadians interact with the CCRA. Data on service standards development in the CCRA is being consolidated to provide a baseline for future comparisons and trend analysis of our achievement against service standards.

The table on the next page is a summary of our key commitments and associated results. These results are articulated further under each of our business line descriptions.

Summary of Key Results Commitments and Expected Results

Canada Customs and Revenue Agency
provides Canadians with:	to be demonstrated by:
Revenue and Benefits Administration
Administration of the taxation regime for the Federal Government and certain provinces and territories by assessing and collecting taxes, duties, and other levies and payments and delivering a number of social and economic benefits in a fair and timely manner	trends in the volume of enquiries processed from individuals and businesses level of achievement against published service standards level of client satisfaction with service provided implementation of electronic service delivery options and client participation rates in these options total fiscal impact of enforcement activities activities related to the targeting of the underground economy an accounts receivable ratio of 4% of gross revenues percentage of non-audit income tax objections processed within 90 days timeliness in contacting clients within 30 days of mailing their objection or dispute
Customs and Trade Administration
Enforcement of Canadian laws and sovereignty at the border and support of Canadian industrial competitiveness and economic policies	trends in the volume of travellers and commercial shipments processed level of achievement against published service standards level of client satisfaction with services provided compliance rate for travellers entering Canada quantity/value of contraband goods detected and interdicted

As noted earlier, the CCRA delivers its wide range of programs and services through six business lines. The first four business lines reflect how we administer our revenue and benefits programs-these are reflected in the first Key Results Commitment. The fifth business line reflects how we administer customs and trade programs-these are reflected in the second Key Results Commitment. Together, these define the areas where we make a significant contribution to the administration of Canadian domestic and foreign policy. The sixth business line includes the corporate services that support the five other business lines.

Revenue and Benefits Business Lines

As mentioned earlier, four business lines define the way we administer our revenue and benefits programs: Assistance to Clients and Assessment of Returns; Verification and Enforcement; Revenue Collections; and Appeals.

Key Results Commitment

Our commitment pertaining to our four revenue and benefits business lines is:

(i) Assistance to Clients and Assessment of Returns (BL1)

A. Planned Spending and Full-time Equivalents

($ millions)	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
FTE 1	12,086	11,308	10,830	10,824
Main Estimates 2	814.5	802.6	784.2	793.9
Plus: Adjustments
Money Laundering - implementation		0.2
Tobacco Litigation - TB 827796		0.1
Capturing T2 - corporate tax information for tax years 1998 and 1999		4.5
Tax administration of retroactive lump sum payments (pay equity) - TB 827860		2.2	5.1	1.4
Policy and legislation initiatives - TB 827584			13.7	14.0
Revised Planned Spending	814.5	809.6	803.0	809.3
1 FTE shown reflect the Planned Spending (above) prior to adjustments to planned spending. 2 The 1999-2000 Forecast includes Main Estimates plus Supplementary Estimates and other technical adjustments.

B. Objective

The objective of this business line is to foster self-assessment and compliance, and to process clients returns.

C. Description

In 2000-01, the costs of activities related to assisting clients and assessing returns will total $810 million or 27% of our overall spending. This money is spent on activities such as serving clients, administering income-based support programs, registering charities, registering pension and other deferred income plans, issuing rulings, processing returns, fostering federal/provincial relations, and coordinating international relations. A list of the activities carried out in this business line follows.

PROGRAM AREAS	ACTIVITIES
CLIENT SERVICES	delivers services to clients through tax services offices and tax processing centres, including telephone and face-to-face contact educates and informs clients through correspondence, community outreach, education, partnerships and delivery of forms and guides
BENEFITS	administers income-based support programs to individuals on behalf of the federal government and most provinces and territories
CHARITIES	registers and monitors charities, Canadian amateur athletic associations and national arts service organizations
REGISTERED PLANS	registers and monitors pension and other deferred income plans
RULINGS	issues legislative rulings and interpretation of the Income Tax Act, Excise Tax Act, and Excise Act
PROCESSING OF RETURNS	processes individual and corporate income tax, GST/HST, and excise returns, including validation, assessments, and adjustments registers businesses
FEDERAL - PROVINCIAL RELATIONS	guides, develops, and implements collaborative arrangements with provinces, territories, and other government departments and agencies to administer taxes and other programs
INTERNATIONAL RELATIONS	co-ordinates the CCRA's international and technical assistance activities, and promotes Canada's tax, trade, and customs policy objectives globally

D. Planned Results

Currently, we report on the performance of this business line through a number of well-established output and outcome measures, some of which are detailed in Figures 1 to 6. For example, in 2000-01, we plan to:

• answer more than 30 million public enquiries from individuals and businesses (11 million through automation);

• process T1 refunds within the published service standards of 2 weeks for EFILE, TELEFILE and NETFILE returns and 4 to 6 weeks for paper returns;

• achieve a turnaround time of 60 days for the approval of new plans and plan amendments for Registered Education Savings Plans (RESP);

• achieve a caller accessibility target of 80% for individual clients trying to reach the CCRA;

• achieve a 10% participation rate among eligible filers in NETFILE, our newest electronic service delivery option.

These and other results will be achieved largely through existing programs in the Assistance to Clients and Assessment of Returns business line. Ongoing efforts within these programs focus on providing quality services, simplifying processes, and reducing the compliance burden for individuals and businesses.

For example, direct service to clients is the first line of contact for individuals to obtain information and assistance in order to receive their entitlements and voluntarily meet their obligations. Services are delivered directly to clients through tax services offices and tax centres. They include telephone, face-to-face contact, correspondence, community outreach, education, partnerships, as well as forms and guides. Quality telephone service, in particular, is key to maintaining high levels of voluntary compliance. We offer clients enhanced hours of service, especially during peak periods. We also recognize that the demand for telephone service can be managed through the provision of alternate service options such as plain language formats for our publications and forms or Internet-based information. Figure 1 which follows provides some details of the volume and type of enquiries we handle annually.

Processing tax returns is another important aspect of this business line, and essential to a filing season which peaks between April and June every year. We have a number of core filing season programs-initial processing, taxpayer adjustments, accounting transaction-that support the filing of over 23 million individual tax returns by various filing methods, including electronic service delivery methods (EFILE , TELEFILE and NETFILE). Figure 2 which follows provides details of the volume and type of tax filers we will handle annually. Also, within this business line, we administer programs that provide direct financial support to individuals. To serve millions of benefit recipients efficiently, we use highly automated processes that are closely integrated with the income tax infrastructure. In addition, through the application of risk management techniques both during and after assessment, the quality and integrity of the assessment data is maintained in order to ensure Canadians receive appropriate Canada Child Tax Benefits, GST/HST credits, and other income-tested support payments.

The following figures highlights some key outputs associated with the day-to-day operations in the Assistance to Clients and Assessment of Returns business line.

Figure 1: PUBLIC ENQUIRIES

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Public Enquiries by Agents (000's)	21,118	19,543	19,397	19,435
Public Enquiries via Automation (000's)	9,000	11,000	11,000	11,000
Total Enquiries (000's)	30,118	30,543	30,397	30,435
Associated FTE	2,748	2,543	2,524	2,529
1 1999-2000 forecast includes 1.6 million enquiries and 205 associated FTEs related to one-year initiatives such as legislative changes.

Figure 2: TAX FILERS BY TYPE

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
(000's)
Individuals and Trusts 1	22,816	23,347	23,677	24,010
Corporations	1,221	1,283	1,335	1,388
Goods and Services 2	2,007	2,139	2,257	2,386
Total Tax Filers	26,044	26,769	27,269	27,784
Associated FTE	6,540	5,923	5,643	5,665
Tax Filers per FTE	3,982	4,520	4,832	4,905
1 Includes Trust Returns: 405,000 in 1999-2000; 460,000 in 2000-2001; 515,000 in 2001-2002, and 570,000 in 2002-2003. 2 Excludes 548,264 tax filers registered in the province of Quebec, for a total of 2,555,110 for 1999-2000, 588,257 for a total of 2,726,905 for 2000-2001, 631,280 for a total of 2,888,506 for 2001-2002 and 675,775 for a total of 3,061,560 for 2002-2003.

Figure 3: PROCESSING REVIEW OF INDIVIDUAL RETURNS, ADDITIONAL TAX ASSESSED ¹

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Returns Reviewed (000's)	799	815	750	785
Additional Tax Assessed ($000's)	87,500	89,600	89,700	89,900
1 Includes additional federal and provincial taxes assessed.

Figure 4: MATCHING OF INDIVIDUAL RETURNS, ADDITIONAL TAX ASSESSED ¹

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Returns Reviewed (000's)	1,522	1,205	1,205	1,205
Additional Tax Assessed ($000's) 2	269,000	220,000	220,000	220,000
1 Includes both manual and computer assisted and fully automated matching. 2 Includes additional federal and provincial taxes assessed.

Figure 5: INCOME TAX RULINGS AND INTERPRETATIONS

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Advance Rulings Completed	325	425	440	405
Written Interpretations	3,000	3,150	3,250	3,400
Telephone Interpretations	19,000	19,500	20,000	20,500
Total Rulings and Interpretations	22,325	23,075	23,690	24,305
Associated FTE (includes overtime)	96	100	100	100
Fees Collected from Advance Rulings ($Ms)	1.5	2.5	3.0	3.0

Figure 6: GST/HST RULINGS AND INTERPRETATIONS

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Written Interpretations and Rulings	4,500	4,600	4,700	4,700
Verbal Interpretations	167,500	175,150	175,150	175,150
Total Interpretations and Rulings	172,000	179,750	179,850	179,850
Associated FTE (includes overtime)	286	271	271	271

E. Related Initiatives and Resources

The CCRA is also pursuing a number of new initiatives to augment the work already under way as part of our day-to-day operations. In Section II, we outlined our strategic direction as defined by 12 corporate objectives. Listed below are change initiatives and investments that will contribute to the achievement of key results in this business line. For presentation purposes, these initiatives have been grouped under five of our corporate objectives.

RELATED CORPORATE OBJECTIVE	DESCRIPTION OF CHANGE INITIATIVES	INVESTMENTS ($000s)
		2000-01	2001-02	2002-03
Having in place an enterprise-wide service strategy	We will develop a revenue and benefits service strategy that will set our overall service direction for the organization and improve access to services.	5,700	5,700	5,700
Developing and strengthening partnerships	We will work with provincial and territorial administrations and voluntary organizations to reduce duplication and increase efficiencies. We will also enhance our management processes to increase accountability, to strengthen our expertise, and to enhance our capacity to provide better service to and with our partners. 1	34,169	28,274	18,980
Advancing the use of electronic service delivery	We will enhance client accessibility and increase client satisfaction in general through the increased use of computer telephony and the Internet.	8,357	5,346	4,846
Aligning our activity and influence internationally	We will work to increase the competitiveness of Canadian industry and increase our sharing of best practices internationally.	225	210	220
Refining our risk management approach and having in place compliance strategies	We will develop or revise policies and procedures to ensure that e-commerce activities are properly taxed.	291	110	83
Systematically improving our business processes	We will provide better service to clients through more flexible, modern systems that increase operating efficiencies. 1	29,129	13,706	11,444

¹ Investments include amounts that are subject to approval. Includes a cost recovery initiative, currently under negotiation.

(ii) Verification and Enforcement Business Line (BL2)

A. Planned Spending and Full-Time Equivalents

($ millions)	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
FTE 1	10,026	10,131	10,048	10,048
Main Estimates 2	629.2	624.8	618.4	618.4
Plus: Adjustments
Money Laundering - preparatory work - TB 827875		0.1
Money Laundering - implementation		1.0	1.7	1.7
Tobacco Litigation - TB 827796		0.8
Policy and legislation initiatives - TB 827584			3.6	3.6
Revised Planned Spending	629.2	626.7	623.7	623.7
1 FTE shown reflect the Planned Spending (above) prior to adjustments to planned spending. 2 The 1999-2000 Forecast includes Main Estimates plus Supplementary Estimates and other technical adjustments.

B. Objective

The objective of this business line is to enhance compliance with the laws administered by CCRA.

C. Description

In 2000-01, the cost of activities related to verification and enforcement services will total $627 million or 21 % of our overall spending. This money is spent on activities related to audits and investigations aimed at ensuring compliance with customs and tax laws, compliance research to allow for improved identification and strategies to deal with non-compliance, and the administration of the Scientific Research and Experimental Development tax credit. A list of the activities contained in this business line follows.

PROGRAM AREAS	ACTIVITIES
AUDIT	audits individuals, businesses and corporations
INTERNATIONAL TAXATION	constitutes a centre of expertise in international taxation audits international transactions encourages compliance with existing legislation addresses all tax procedures involving the film and television production industry in Canada encourages compliance with the existing legislation
INVESTIGATIONS	investigates customs and tax fraud applies the prosecution policy
SCIENTIFIC RESEARCH & EXPERIMENTAL DEVELOPMENT	supports research and development in all industrial sectors secures Canada's leadership role in innovative research and development
COMPLIANCE RESEARCH	enhances compliance through a balanced and strategic approach to verification and enforcement activities manages risk through a decision support infrastructure

Our tax system relies on voluntary compliance. Public trust in the integrity and fairness of the system is the foundation for voluntary compliance. We interact daily with a large number of clients through varied compliance-related activities. At one end of the compliance continuum, we provide clients with educational services, and we assist them in self-assessing their taxes owed. For the most part, these activities are carried out in the Assistance to Clients and Assessment of Returns business line. However, the verification and enforcement business line also is involved in education and outreach programs to increase awareness of non-compliance and its impact on government programs.

D. Planned Results

Currently, we report on the performance of this business line through a number of measures. For example, in 2000-01, we are planning to:

• generate more than $5.7 billion from our verification and enforcement activities; and

• continue targeting the underground economy by increasing the use of community visits, improving relationships with key associations, enhancing our reporting requirements and pursuing opportunities to educate the public regarding the societal and economic costs of non-compliance.

These and other results will be achieved largely through existing programs already under way as part of the verification and enforcement business line. Ongoing efforts within these programs focus on increasing voluntary compliance, building greater trust in the fairness and integrity of the CCRA, maintaining responsible levels of enforcement activity, and increasing audit presence for key industry sectors.

For the majority of our clients, those who voluntarily comply, education and assistance is the extent of our interaction with them. For others, our interaction involves activities such as verification, audit, and special or criminal investigations. These activities address non-filing, abusive tax shelter and tax avoidance schemes, the underground economy, tax havens, and tax evasion. In particular, we plan to enhance our analysis of international and domestic information and improve the audit process of international transactions. Also, we continue to dedicate resources to tax avoidance issues through early identification and audit of avoidance and tax shelter arrangements. Figure 7 which follows provides details on some major outputs associated with the fiscal impact of specific verification and enforcement activities: files audited including tax and GST, investigations completed including Customs, international transactions, and non-filers returns processed.

Other services include processing of claims for tax credits to help clients finance their research efforts. This involves conducting pre-claim project reviews, providing an account executive program, and staffing national technology sector specialists. Each year we process approximately 11,500 claims for over $ 1.3 billion in investment tax credits. Within this business line we will work to fulfil the mandate of the Minister's 13 Point Action Plan on Scientific Research & Experimental Development.

This business line is also responding to concerns regarding income tax requirements for the film industry. We will have in place a new Film Service Unit and a Film Industry Advisory Committee to address these concerns while still ensuring all clients are treated in a fair, consistent and efficient manner.

We are continuing to change our compliance approach from the traditional focus on coverage rates to a more strategic approach of risk assessment and targeting. Through our compliance research activities, we analyze social and economic trends affecting compliance; monitor trends in revenues; examine compliance patterns; conduct studies of the factors affecting compliance; and develop appropriate strategies to deal with areas of non-compliance. Through this approach to assessing compliance risk, we are striving for more effective ways to increase not only the fiscal impact of our enforcement activities, but to understand the causes of non-compliance behaviour. In particular, we plan to further develop a compliance strategy for electronic commerce in tandem with the Organization for Economic Cooperation and Development. We believe our current strategy of education, service and responsible enforcement based on risk assessment is the most effective course of action to maintain the integrity of the tax system.

The following figure provides some key outputs associated with the day-to-day operations of the verification and enforcement business line.

Figure 7: VERIFICATION AND ENFORCEMENT

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
FTEs	9667	10,346	10,322	10,322
Files audited (Cases Audited)	253,624	257,796	255,696	255,696
Investigations	3,320	3,383	3,383	3,383
Non-Filers - Returns obtained	400,000	420,000	450,000	450,000
Non-Resident Returns Processed	308,100	308,100	308,100	308,100
International Enquiries, Adjustments & withholding	484,086	484,086	484,086	484,086
GST Domestic Rebates Processed	265,288	265,288	265,288	265,288
Total Fiscal Impact ($ millions) 1	5,601	5,723	5,710	5,710
1 Total Fiscal Impact includes federal and provincial tax (participating provinces only), federal tax refunds offset or reduced, interest and penalties, and present value of future tax assessable.

E. Related Initiatives and Resources

The CCRA is also pursuing a number of new initiatives to augment the work already under way. In Section II, we outlined our strategic direction as defined by 12 corporate objectives. Listed below are our change initiatives and investments that will contribute to the achievement of key results in this business line. For presentation purposes, these initiatives have been grouped under five of our corporate objectives.

RELATED CORPORATE OBJECTIVE	DESCRIPTION OF CHANGE INITIATIVES	INVESTMENTS ($000s)
		2000-01	2001-02	2002-03
Having in place an enterprise-wide service strategy	We will improve access to the SR&ED program particularly in industrial research and development; improve delivery of tax credits, increase efficiency, and increase the timeliness of payments. 2	28,000	27,300	27,300
Developing and strengthening partnerships	We will work with the provinces and territories to harmonize tax rules and reduce risk in the erosion of the revenue base. We will address levels of non-compliance resulting from the fact that some jurisdictions are not harmonized.	Cost recovery, currently under negotiation
Advancing the use of electronic service delivery	We will expand T1 electronic filing to include non-resident clients thereby providing them with a service equivalent to that enjoyed by resident clients.	57	57	57
Refining our risk management approach and having in place compliance strategies	We will refine our approach to risk management by focusing on the creation of paper trails in high risk industries, developing compliance strategies for the underground economy, electronic commerce and international tax, designing a new decision support system, and integrating investigative functions. 2	111,774	107,056	106,856
Advancing the fairness of our programs	We will develop initiatives that will influence attitudes and behaviours toward the underground economy and demonstrate that the CCRA helps businesses to voluntarily comply through education, communication, and service.	300	300	300

² Investment amounts include the total verification and enforcement budgetary costs for related programs.

(iii) Revenue Collections (BL3)

A. Planned Spending and Full-time Equivalents

($ millions)	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
FTE 1	5,606	6,038	5,587	5,524
Main Estimates 2	267.1	284.4	263.2	260.7
Plus: Adjustments
Policy and legislation initiatives - TB 827584			1.2	1.2
Revised Planned Spending	267.1	284.4	264.4	261.9
1 FTE shown reflect the Planned Spending (above) prior to adjustments to planned spending. 2 The 1999-2000 Forecast includes Main Estimates plus Supplementary Estimates and other technical adjustments.

B. Objective

The objective of this business line is to collect tax, levies, duties, and other amounts such as Canada Pension Plan and Employment Insurance payments, and to ensure compliance with the filing and remitting requirements of all amounts withheld or collected in trust on behalf of the Government of Canada.

C. Description

In 2000-01, the cost of activities related to revenue collections will account for $284 million or 9% of our overall spending. These funds support activities such as collecting amounts deducted at source by employers for income tax, GST, Canada Pension Plan and Employment Insurance contributions; collecting outstanding balances resulting from assessment and reassessment of tax and GST; and issuance of rulings on whether individuals are entitled to CPP and EI benefits. A list of the activities carried out in this business line follows.

PROGRAM AREAS	ACTIVITIES
TRUST ACCOUNTS	collects amounts deducted at source by employers including income tax, Canada Pension Plan and Employment Insurance contributions
ACCOUNTS RECEIVABLE	collects outstanding balances resulting from assessment or reassessment of income tax, goods and services (GST) and harmonized sales tax (HST) amounts collects outstanding duties and levies maintains an effective debt management service
RULINGS	issues rulings on whether individuals are entitled to benefits under the Canada Pension Plan and Employment Insurance Act, and other determinations made at the request of the Department of Human Resources Development, employers and employees

D. Planned Results

Revenue collections is an integral and vital part of an effective revenue administration. At the CCRA, our ongoing commitment is to ensure that the collection of all assessed revenue is done in a manner that is fair. This commitment is key to maintaining the integrity of our programs, as well as creating a level playing field for our clients.

As described earlier in this report, a strong Canadian economy in recent years has resulted in a growing number of tax filers. This growth affects all aspects of our day-to-day business operations. It not only means an increased number of tax returns that must be processed, but also places additional demands on the collections business line. Notwithstanding these pressures, last year we collected revenues in the order of $255 billion, a $11 billion increase over 1997-98.

While no major change initiatives are planned for this business line, we will continue to identify means of delivering our collections programs in the most effective and efficient way possible. We will do so through an ongoing, systematic program of self examination on the one hand and continuous improvement on the other. With our vigorous program of examination and improvement, we intend to achieve the following key results:

• greater use of risk management and profiling in order to optimize resource use and effectively manage growing program workloads;

• stronger partnerships with the provinces and territories to enable better delivery of provincial partnership programs such as those with Worker's Compensation Board;

• increased collaboration with international tax jurisdictions to facilitate the sharing of best practices and benchmarking models; and

• improved human resources strategies with a particular focus on recruitment and retention along with the development of front-line professional account managers.

Currently, we report on the performance of this key results commitment through a number of measures. As an example, by March 31, 2001, we will strive to achieve an accounts receivable ratio of 4% of gross revenues. Other planned major outputs for which the revenue collections business line is responsible are highlighted in Figures 8 to 11 which follow. Among these measures are the annual intake and closing of accounts receivable, and the employer compliance rates and required interventions which are key considerations in administering an effective debt management system. By adopting a mix of management and resource strategies we continue to promote compliance, maintain accounts receivable at acceptable levels, and protect Canada's revenue base.

Figure 8: ANNUAL INTAKE AND CLOSING OF ACCOUNTS RECEIVABLE ¹

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Annual Intake
Number of Accounts	494,708	502,189	509,772	517,470
Total Amount ($000's)	8,625,927	8,850,201	9,080,306	9,316,394
Annual Closings Collections:
Number of Accounts	189,390	213,899	215,024	216,208
Total Collections ($000's)	6,026,073	6,699,262	6,672,726	6,755,494
Other Closings: 2
Number of Accounts	284,085	320,848	322,535	324,311
Total Amount ($000's)	1,690,758	1,879,637	1,887,342	1,895,414
Total Closings:
Number of Accounts	473,475	534,747	537,559	540,519
Total Amount ($000's)	7,716,831	8,578,899	8,614,068	8,650,908
Associated FTE	3,253	3,602	3,621	3,614
Total Closings (Number of Accounts) per FTE	146	148	148	148
Total Collections per FTE ($000's)	1,852	1,860	1,858	1,855
1 Tax Services Office Accounts only; excludes routine accounts actioned by way of computerized collection notices, the Collections Call Centre, and Ministère du revenu du Québec activities with respect to GST. 2 "Other Closings" include accounts written off as uncollectible; and other sundry work disposal measures.

Figure 9: EMPLOYER ACCOUNTS PROGRAM

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Number of Employer Accounts	1,358,000	1,399,000	1,446,000	1,494,000
Gross Employer Remittances of Income Tax, Canada Pension Plan Contributions, and Employment Insurance Premiums ($000)	135,648,000	139,743,312	144,438,048	149,232,672
Number of Field Examinations/Office Reviews 1	504,928	504,928	504,928	504,928
Coverage Rate	37.6%	36.1 %	34.9%	33.8%
Associated FTE (includes overtime)	696	696	696	696
Additional Amounts Assessed ($000)	576,443	576,443	576,443	576,443
Additional Amounts Assessed per FTE ($000)	828	828	828	828
Routine Account Support FTE	241	241	241	241
Number of Accounts Reviewed at Tax Centre	145,109	145,109	145,109	145,109
Number of Pension Audits Completed	7,129	7,129	7,129	7,129
Number of Amended Statements of Earnings (T4s)	50,738	50,738	50,738	50,738
Associated FTE (includes overtime)	39	39	39	39
Audits per FTE	183	183	183	183
1 Includes payroll examinations carried out in the field as well as tax services office enforcement actions.

Figure 10: GOODS AND SERVICES TAX/HARMONIZED SALES TAX DELINQUENT FILER PROGRAM

	Forecast 1999-2000	Planned 2000-2001	Planned 2000-2001	Planned 2002-2003
Number of GST Registrants	2,006,846	2,138,648	2,257,226	2,385,785
Number of Office Reviews 1	537,270	537,270	537,270	537,270
Associated FTE	221	221	221	221
Additional Amounts Collected ($000)	686,396	686,396	686,396	686,396
Additional Amounts Collected per FTE ($000)	3,106	3,106	3,106	3,106
1 Includes Tax Service Offices and Call Centre

Figure 11: CANADA PENSION PLAN AND EMPLOYMENT INSURANCE RULINGS

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Ruling Intake 1	94,727	96,750	96,262	93,463
Completions	93,780	95,832	95,299	92,528
Closing Inventory	9,597	10,565	11,528	12,463
Associated FTE	366	372	375	375
Completions per FTE	256	258	254	247
Completions as a % of Intake	99%	99%	99%	99%
1 Tax Services Office and Tax Centre workloads only.

(iv) Appeals (BL4)

A. Planned Spending and Full-time Equivalents

($ millions)	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
FTE 1	1,310	1,269	1,290	1,328
Main Estimates 2	79.1	74.8	74.5	76.5
Plus: Adjustments
Policy and legislation initiatives - TB 827584			0.3	0.3
Revised Planned Spending	79.1	74.8	74.8	76.8
1 FTE shown reflect the Planned Spending (above) prior to adjustments to planned spending. 2 The 1999-2000 Forecast includes Main Estimates plus Supplementary Estimates and other technical adjustments.

B. Objective

The objective of this business line is to provide clients with a dispute resolution process that is fair, impartial, objective, open, transparent and timely.

C. Description

In 2000-01, the cost of activities related to Appeals will total $75 million or 3% of our overall spending. This money is spent on activities such as reviewing assessments, entitlements, and determinations as well as managing litigation cases. A list of the activities carried out by this business line follows.

PROGRAM AREAS	ACTIVITIES
REVIEW OF DECISIONS	Reviews assessments and reassessments of income tax, GST/HST and excise tax Reviews appeals regarding pensionability issues under the Canada Pension Plan and insurability issues under the Employment Insurance Act Reviews entitlements to rebates, refunds and credits under the various statutes administered by the Agency Reviews determinations for federal, some provincial and territorial tax benefits, customs seizures and forfeitures, and tariff classification, valuation and origin
REVIEW OF VOLUNTARY DISCLOSURES	Reviews voluntary disclosures of omissions and corrections for income tax and GST/HST
LEGAL	Manages litigation activities Explores alternatives to existing litigation methods

D. Planned Results

Currently, we report on the performance of this business line through two measures. In 2000-01, we are planning to:

• explore the feasibility of completing non-audit income tax objections within 90 days; and

• achieve first contact with clients within 30 days from the date of mailing their objection/dispute.

These and other results will be achieved largely through existing programs in the Appeals business line. Ongoing efforts within these programs focus on improving the timeliness, fairness, independence, and quality of decisions. Currently, client surveys are conducted to measure client satisfaction in relation to appeals processes and decisions. For example, a pilot project will be established to enable measurement of completion times for non-audit income tax objections.

We recognize that occasionally disagreements between the CCRA and its clients are inevitable. Therefore, a credible mechanism for resolving disagreements is important to maintain the high degree of trust and confidence in the self-assessment system. Since the redress process is at the end of the service continuum, a number of complex factors influence the volume and complexity of the workload in this business line. Some of the workloads are provided in Figure 12 below.

Figure 12: Summary of Annual Intake of Objections, Determinations, Adjudications and Appeals, and Associated FTE

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Income Tax Objections and Appeals	57,000	57,500	60,000	62,500
GST/Excise Objections and Appeals	4,950	5,200	5,500	5,700
CPP-EI Appeals	9,200	7,750	7,750	7,750
Customs Adjudications	4,500	4,500	4,500	4,900
Trade administration Disputes 1	5,000	4,000	3000	3,000
Voluntary Disclosures	1,500	2,000	1,750	1,750
Associated FTE	1,310	1,297	1,298	1,303
1 Forecast reductions from the anticipated impact of tariff simplification, reduction in duty rates and move to a single level of appeal.

E. Related Initiatives and Resources

Within the Appeals business line, we are pursuing new initiatives to augment the work already under way. Of note is the Fairness Initiative in which the Appeals Branch plays a central role in the implementation and coordination of the 7-Point Plan throughout the CCRA. In Section II, we outlined our strategic direction as defined by 12 corporate objectives. Listed below are our change initiatives and investments that will contribute to the achievement of key results in this business line. For presentation purposes, these initiatives have been grouped under two of our corporate objectives.

RELATED CORPORATE OBJECTIVE	DESCRIPTION OF CHANGE INITIATIVES	INVESTMENTS ($000s)
		2000-01	2001-02	2002-03
Advancing the use of electronic service delivery	We will review the feasibility of allowing clients to file their tax notices of objection using the Internet. The use of the Internet for dispute resolution will improve efficiencies at the initial stages of the redress process and could reduce cycle times.	50	50	35
Advancing the fairness of our programs	We will enhance the fairness in our tax, customs and trade programs through the implementation of the 7-Point Plan for Fairness. Additionally we will improve fairness through the provision of a first level redress process to challenge decisions and to request relief from certain sanctions. 3	339	329	329

³ Investments to be adjusted when the workplan for 2000-01 is finalized.

(v) Customs and Trade Administration (BL5)

Key Results Commitment

Our commitment pertaining to the Customs and Trade business line is:

A. Planned Spending and Full-time Equivalents

($ millions)	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
FTE 1	7,849	7,846	7,768	7,768
Main Estimates 2	459.5	454.2	442.9	432.9
Plus: Adjustments
Money Laundering - preparatory work - TB 827875		0.7
Money Laundering - implementation		2.3	2.9	2.9
Other technical items (e.g., Y2K loan repayment and Summit of Americas)		0.5	0.4
Modernize border management - 2000 Federal Budget		44.2	24.0	18.3
Policy and legislation initiatives - TB 827584			8.0	1.9
Revised Planned Spending	459.5	501.9	478.2	456.0
1 FTE shown reflect the Planned Spending (above) prior to adjustments to planned spending. 2 The 1999-2000 Forecast includes Main Estimates plus Supplementary Estimates and other technical adjustments.

B. Objective

The objective of our Customs and Trade Administration business line is to enforce Canadian laws and sovereignty at the border, and to support Canadian industrial competitiveness and economic policies.

C. Description

In 2000-01, the cost of activities related to our customs and trade administration services will total $502 million or 16% of overall spending. This money is spent on activities such as processing and controlling the movement of people, goods, and conveyances, collecting customs duties, and collecting consumption taxes for certain provinces. A list of the activities carried out by this business line follows.

PROGRAM

ACTIVITIES

Customs and Trade (includes district/port operations, compliance verification, client service, targeting, and risk management as well as key sub-components such as SIMA, contraband and intelligence)

processes and controls the movement of people, goods, and conveyances entering, leaving, or transiting through Canada protects Canadian society and industry through the detection of illegal cross-border activities, such as the entry of illegal goods and inadmissible people collects customs duties collects taxes and levies for certain provinces provides service for other departments and agencies advises and educates individuals and businesses on programs and procedures and on their obligations under the law and under various agreements administers duty relief measures with respect to certain imported goods, and reviews and adjusts accounting documents represents and advances Canadian interests at the World Customs Organization and other international forums supports other government departments with international trade negotiations and market access issues markets best customs practices through APEC and other international organizations investigates instances of possible dumping or subsidies applies special import measures where appropriate, and monitors compliance with findings gathers and analyzes intelligence concerning contraband develops processes, techniques, and equipment to detect and interdict contraband administers anti-smuggling initiatives implements the national firearms initiative

D. Planned Results

Currently, we report on the performance of the customs and trade administration business line through a number of well-established measures, some of which are detailed in Figures 13 to 20. For example, in 2000-01, we plan to:

• process over 110 million travellers;

• process almost 12 million commercial releases;

• achieve our service standard of a 45-minute turn-around time for electronic data interchange in the commercial stream at all automated commercial offices;

• achieve a client satisfaction rate of 93% for travellers services;

• achieve a 98% compliance rate for travellers using the highway as their mode of transportation; and

• detect and interdict $450 million in contraband goods.

These and other results will be achieved largely through existing programs in the Customs and Trade business line. Ongoing efforts within these programs focus on simplifying and streamlining the way we process travellers and commercial imports into Canada; improving services to clients through faster, more efficient, and less intrusive processing of low-risk commercial shipments and low-risk travellers; increasing protection from controlled, dangerous, or illegal goods; or reducing costs and administrative burden for the business community.

Every shipment or traveller moving across our international border requires a clearance process that is quick, easy, friendly, and unobtrusive. On a day-to-day basis we manage a concentrated demand for traveller clearance at a number of major, high-volume locations: Pearson, Vancouver, and Dorval airports as well as select border locations. Millions of diverse client groups-including returning Canadians, new immigrants, students, recreational tourists, and business travellers-cross our borders annually by air, highway, and sea. Figure 13 provides details of the volume of travellers we plan on handling over the next three years.

We will also process millions of commercial transactions ranging from large corporations to occasional exporters or importers doing business from a home office. The types of goods that will be imported into Canada are as diverse as the transportation methods used to move them. We use electronic commerce and the Internet to interact with our commercial clients, and work with other government departments to enhance single-window service for traders. Figure 15 which follows provides details of the volume of commercial transactions we plan on handling in the years to come.

In addition to the service or facilitation element of this business line, the regulatory or enforcement element is an essential part of day-to-day operations. We must ensure that appropriate duties and levies are collected for goods being brought into Canada. Also, customs officers are called on to prevent the movement of illegal drugs, weapons, and people across the border. As the first line of defence against undesirable people and goods crossing the border, we have the important responsibility of protecting Canadians' health, safety, economic prosperity, and sovereignty. This requires the use of sophisticated risk management techniques to identify and target high-risk travellers or shipments. We are continuing to develop methodologies, systems, processes, and tools to better target high-risk conveyances, goods, and people.

An assortment of travellers, commercial, and contraband outputs and outcomes are highlighted in the following figures.

Figure 13: TRAVELLERS

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Travellers Processed (000's) 1	109,000	110,792	111,664	112,535
Compliance Rate: 2 Air Highway	93% 98%	93% 98%	93% 98%	93% 98%
Client Satisfaction 3	93%	93%	93%	93%
1 Individuals entering Canada and reporting to Customs by any mode. 2 Travellers, by mode, who comply with the laws administered by Customs and Trade Administration. This measure is a result of statistical sampling carried out systematically at the points of entry across the country. 3 Travellers who, when surveyed, indicate that they are reasonably to very satisfied with the service they received.

Figure 14: PERCENTAGE OF TRAVELLER VOLUMES PROCESSED AT CANPASS HIGHWAY ¹

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
CANPASS Highway	20%	25%	30%	35%
1 CANPASS will not be expanded nationally in 1999-2000 as planned. Expansion will be dependent on the outcome of the Harmonized Highway Pilot Project which is scheduled for implementation in fiscal year 2000-2001. An evaluation of this pilot project will be completed 6 - 12 months after implementation and national expansion will be based on the findings/recommendations in this evaluation report.

Figure 15: COMMERCIAL

(000's)	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Releases Processed 1	11,000	11,968	13,021	14,166
Entry Accounting Documents Processed 2	11,605	13,338	14,066	14,744
Postal Shipments Assessed 3	1,700	1,700	1,700	1,700
Courier Shipments Released 4	10,700	11,900	13,900	15,900
Courier Shipments Released less than $20	13,300	14,100	14,900	15,700
1 Commercial shipments arriving by highway, air, rail and marine modes and presented for release, including all release requests received and Advanced Shipping Notifications (ASN's). 2 Customs Accounting forms (B3s) processed. 3 Customs Postal Import forms (E14s) processed. 4 Courier shipments released with a value greater than $20 and less than $1,600 and all courier shipments released under Order-in-Council.

Figure 16: PERCENTAGE OF ELECTRONIC DATA INTERCHANGE MACHINE RELEASES

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
ACROSS Machine Releases	50%	60%	70%	70%

Figure 17: CONTRABAND

($000's)	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Contraband Seizures 1 Value	450,000	450,000	450,000	450,000
1 Includes drugs, alcohol, jewellery and tobacco.

Figure 18: APPRAISAL AND ADJUSTMENT

Note: The former indicator for "Number of Commodity Declarations referred to commodity specialist reviews," has been deleted as it is no longer applicable (as per 1998-99 RPP).

(000's)	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Number of Entry Accounting Documents	11,605	13,338	14,066	14,744
Number of Commodity Declarations Presented	34,815	40,014	42,198	44,232
Adjustments Processed	285	173	173	173

Figure 19: SPECIAL IMPORT MEASURES ACT (SIMA)

	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Special Import Measures Act (SIMA) Complaints from Canadian Industries 1,5	21	24	24	24
SIMA Investigations (on a country basis) 2,5	18	16	15	15
SIMA Re-investigations (on a country basis) 3,5	20	63	46	46
SIMA Expiry Reviews (on a country basis) 4	N/A	10	10	10
SIMA Appeals	350	350	350	350
1 SIMA (Special Import Measures Act / Anti-Dumping) figures include initial enquiries and formal complaints whether or not they lead to an investigation. 2 A country may be included more than once in this figure if it is subject to more than one investigation. This forecast is based on the number of SIMA complaints which are likely to result in an investigation. 3 Number of re-investigations. A country may be included more than once in this figure if it was subject to more than one SIMA Re-investigation. 4 Amendments to the SIMA, expected to enter into force in the first quarter of 2000, will require the CCRA to disclose certain confidential information to counsel to parties to proceedings under the Act. This is expected to result in a greater number of representations made during the course of SIMA proceedings which will need to be addressed by CCRA staff. Although this should not affect the number or work actions, it is expected that there will be a significant increase in activities required to administer the new disclosure provisions in the law. 5 SIMA Appeals only. Tariff Classification and Valuation appeals are no longer included in this indicator as they are under the direction of Appeals Branch.

Figure 20: INTERPRETATIVE POLICY DETERMINATION AND APPEALS -ACCEPTANCE OF FINAL CCRA DECISIONS 1

Percentage (%)	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
Accepted	96	96	96	96
Upheld by External Tribunal	2	2	2	2
Overturned by External Tribunal	2	2	2	2
1 Includes decisions which are potentially appealable to an external body, where the final CCRA decision does not fully agree with the appellant's contention.

E. Related Initiatives and Resources

We are also pursuing a number of new initiatives to augment the work already under way in the Customs and Trade business line. Generally speaking, these initiatives are part of the Customs Blueprint action plan. The Blueprint draws together a variety of related projects which collectively are designed to help us maintain and improve levels of service to millions of travellers and traders, while at the same time ensuring more effective protection against contraband and inadmissible persons.

In Section II, we outlined our strategic direction as defined by 12 corporate objectives. Listed below are the change initiatives and resources that relate to the Customs and Trade business line. For presentation purposes, these initiatives have been grouped under six of our corporate objectives.

RELATED CORPORATE OBJECTIVE	DESCRIPTION OF CHANGE INITIATIVES	INVESTMENTS ($000s)
		2000-01	2001-02	2002-03
Advancing the use of electronic service delivery	This collection of initiatives entails the use of electronic methods to reduce paper and data burden, reduce processing times, and improve the processing of low-risk travellers. This includes the use of an electronic one-step process, electronic data interchange, and automated processing systems. 4, 5	11,022	4,061	2,596
Aligning our activity and influence internationally	We will work with G7 member countries to standardize both the data required by customs administrations to carry out their responsibilities, and the form in which the data is to be reported electronically. 4	2,812	1,424	1,643
Refining our risk management approach and having in place compliance strategies	We will implement a range of initiatives to modernize the role traders play in importing and the role of the sufferance warehouse program. We will also work with the private sector to identify travellers who pose a high risk. We will provide our customs officers with the skills and training needed to carry out new responsibilities at the border. 4, 5	10,427	15,586	15,542
Advancing the fairness of our programs	We will modernize our sanctions regime by recognizing the compliance history of clients and applying penalties proportional to the frequency and severity of infractions. 4	6,727	10,043	1,536
Systematically improving our business processes	We will improve the processing of low-risk commercial goods and streamline or accelerate customs clearance for low-risk travellers at remote ports and at border points. These improvements may involve partnerships with U.S. agencies or commercial clients. 4	17,649	4,890	4,634
Investing in our infrastructure to sustain future operation	We will build information and technology systems and applications to position us to deliver the Customs Blueprint initiatives and to increase targeting and interdiction of contraband activities. 4	12,821	5,532	6,022

⁴ Amounts do not include offsets.

⁵ Some of the investment amounts for these initiatives are included under other objectives.

(vi) Administration and Information Technology (BL6)

A. Planned Spending and Full-time Equivalents

($ millions)	Forecast 1999-2000	Planned 2000-2001	Planned 2001-2002	Planned 2002-2003
FTE 1	7,977	7,854	7,604	7,522
Main Estimates 2	831.0	707.7	655.4	649.9
Plus: Adjustments
Money Laundering - preparatory work - TB 827875		0.2
Money Laundering - implementation		1.8	1.4	1.4
Tobacco Litigation - TB 827796		0.2
Capturing T2 - corporate tax information for tax years 1998 and 1999		1.5
Tax administration of retroactive lump sum payments (pay equity) - TB 827860		1.0	2.8	0.6
Other technical items (e.g., Y2K loan repayment and Summit of Americas)			(0.3)	(0.3)
Additional respendable revenue - pursuant to the CCRA Act		6.4	9.9	9.6
Policy and legislation initiatives - TB 827584			6.6	7.0
Revised Planned Spending	831.0	718.8	675.8	668.2
1 FTE shown reflect the Planned Spending (above) prior to adjustments to planned spending. 2 The 1999-2000 Forecast includes Main Estimates plus Supplementary Estimates and other technical adjustments.

B. Objective

The objective of our Administration and Information Technology business line is to provide management and administrative support in a manner that will enable the CCRA to be the best performing organization in the public service.

C. Description

In 2000-01, activities related to Administration and Information Technology will total $719 million or 24% of overall spending. The management of information technology applications and investments represents 34% of our spending in this business line. This money is spent on activities such as providing corporate-wide management, internal and external communications services, services that support financial and administrative support, and legal services. It also includes managing our human resources, and information technology applications and investments. A list of the activities carried out by this business line is provided below.

PROGRAM AREAS	ACTIVITIES
CORPORATE AFFAIRS	provides services that support results-based management and the corporate management framework reviews internal processes and programs through internal audit and program evaluation supports all executive functions (Minister's office, Board of Management, Agency Management Committee, and other committees)
COMMUNICATIONS	advises and supports internal and external communications for the Minister, Board of Management, Commissioner, and others throughout the Agency
FINANCE AND ADMINISTRATION	provides services that support financial and resource management provides office systems, security and laboratory services
HUMAN RESOURCES	manages the CCRA's human resource system promotes the CCRA as "employer of choice" provides professional guidance, advice, and services to internal clients and the HR community communicates with the federal public service and CCRA unions
INFORMATION TECHNOLOGY	manages information technology applications and investments
LEGAL	provides legal advice to all areas of the organization

D. Planned Results

In carrying out these activities, we are aiming to achieve a number of broad results. A prime focus is to improve service to clients within the organization to support them in delivering effective programs. Having in place the systems to manage and support more than 40,000 employees located in 750 sites across Canada is an enormous task. In many cases we are aiming to streamline, modernize, or integrate our internal management structures, processes, and systems. We are also working to attract and retain greater levels of skilled professionals through innovative and business-like approaches to human resources management. This means improving employee morale through the fostering of core values, and providing timely and effective internal communications.

The management of information technology applications and investments is an important aspect of this business line. Indeed, information technology is integral to the success of our business and virtually all new change initiatives. Along with the extensive network required to allow employees to access information and communicate with each other, we manage two data centres that house nearly 100 applications and many more subsystems required for successful program administration. We are examining options to reduce support costs for existing assets, as well as to reduce time and costs for new information technology investments. We are achieving these results through an array of existing programs that will assist us in building and repairing information technology systems.

E. Related Initiatives and Resources

In addition to our ongoing efforts, we are pursuing a range of change initiatives in the Administration and Information Technology business line. For presentation purposes, these initiatives have been grouped under seven of our corporate objectives that were defined in Section II.

RELATED CORPORATE OBJECTIVE	DESCRIPTION OF CHANGE INITIATIVES	INVESTMENTS ($000s)
		2000-01	2001-02	2002-03
Having in place an enterprise-wide service strategy	We will increase the awareness of available services through the publication of standards. We will also improve turnaround times for Access to Information and Privacy requests.	1,150	1,150	1,150
Systematically improving our business processes	We will increase our emphasis on service quality by streamlining our business processes and implementing ISO9000 standards where applicable.	950	950	tbd
Having in place a modern, world-class HR system	We will implement an array of human resources initiatives that marry public sector principles with private sector efficiencies. This includes competency-based HR resourcing, healthy labour-management relations, and a dispute resolution system.	11,900	7,500	7,500
Equipping employees to adapt to change	We will implement an array of human resources initiatives that will help employees adapt to change. These include an emphasis on continuous learning and developing leadership abilities.	1,200	1,000	1,000
Promoting a corporate culture that establishes us as an employer of choice	We will implement human resource policies that foster a positive work environment, including providing recognition and support to employees, ensuring a representative workforce, and implementing a workplace fitness program.	4,900	4,500	4,500
Implementing transparent and integrated management processes	We will implement processes to improve decision-making, resource management, performance measurement, and accountability, including a corporate performance measurement framework and improved financial administration. 1	14,622	13,980	13,980
Investing in our infrastructure to sustain future operation	We will invest in our infrastructure to build a common information reporting system, implement automated customs applications, increase interdiction, and modernize customs facilities. 1	3,500	9,500	18,000

¹ Investments include amounts that are subject to approval.

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Date modified:

2002-01-04