Highlights — Corporate Management and Direction

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Highlights — Corporate Management and Direction

Innovating for the Future

The Corporate Management and Direction business line provides strategic direction for all CCRA programs and services. It also ensures that the infrastructure needed to deliver our programs and services are in place and working well. Through the transformation of our internal operations, we are playing a key role in advancing the CCRA's innovation agenda.

Over the planning period, we will continue to focus on human resources reform and renewal, administrative reform and renewal, and transparent management for results. Priorities include:

  • making our new competency-based HR Management system fully operational;

  • converting the Programme Administration and Administrative Services groups into one single classification group;

  • modernizing our policies and infrastructure;

  • developing communication products to increase managers' understanding of Modern Comptrollership;

  • fully adopting accrual accounting and developing a Financial Management Monitoring system that will support reliable revenue and expenditure reporting;

  • improving our capacity to link financial planning and budget information with information on program and service delivery; and

  • integrating risk management more fully into management processes through the development of corporate risk profiles.

Supporting business transformation is the increased use of technology. Over the planning period, we will continue to put in place a robust and modern systems infrastructure through systems replacement, upgrading, and integration.

Managing Compliance

The outcome we seek in the Corporate Management and Direction business line is that performance of our business services and operations is maximized through modern and innovative management approaches.

To achieve this outcome, we continue to strengthen our internal operations and provide services that support the other business lines in their compliance efforts particularly in the areas of Information Technology (IT), systems security, and financial and information management.

Key Volumetrics

  • Over 200 IT applications for mission critical systems supported.

  • Over 50,000 staffing actions processed, including 4,500 full-time hires.

  • 30,000 contracts for goods and services issued.

  • Over 3,100 privacy and access-to-information requests handled.

  • Facilities management for more than 750 facilities across Canada provided.

Priorities for the planning period include:

  • addressing funding pressures, while ensuring that our program, service, and innovation commitments are met;

  • strengthening financial and asset management by modernizing our systems and approaches;

  • making optimal use of the CCRA's flexibilities in the area of real property administration;

  • applying state-of-the-art IT to provide leading-edge service delivery to our clients;

  • responding effectively to human resources challenges, ensuring that we can meet current and future requirements; and

  • providing strong, reliable, and timely information to Canadians.

The following table identifies the anticipated results and success criteria that have been developed, and which will guide the Corporate Management & Direction business line over the planning period.

Expected outcome —
Performance of our business services and operation is maximized through modern and innovative management approaches
Anticipated Results Success Criteria
Canadians' desire for transparency in public administration is addressed while protecting the confidentiality of client information
  • Continued public recognition as a trusted organization for electronic information channels
  • We will meet our internal standard of maintaining a ratio of 10% or less of well founded complaints (as assessed by the Information and Privacy Commissioners) against Access to Information Act and Privacy Act requests received for the fiscal year
  • Sustained performance of at least 90% compliance with the statutory time requirements of the Access to Information Act and Privacy Act
  • Continued positive assessment from the Auditor General on reporting our performance in the Annual Report
  • The agency's Summary of the Corporate Business Plan and Annual Report are made available electronically to Canadians within 30 days following their tabling in Parliament
Sound financial and treasury management
  • The Board of Management is satisfied with the accuracy and relevance of the CCRA's quarterly budgets
  • Deposit 98% of all revenues received within 24 hours of receipt
  • A monitoring and control framework to enhance management assurance on the integrity of revenue reporting will be developed by August 31, 2003, and prompt action will be taken to correct issues affecting revenue reporting as they arise
  • Continued funding of the Asset Management Plan and Investment Plan at no less than 7% of CCRA's gross budget
  • Service standards relating to financial management are established by 2004 and performance is monitored against these standards thereafter
Operational excellence in the provision of internal services and support

Finance and Administration

  • Meet at least 80% of the targets approved in the CCRA Sustainable Development Strategy
  • By April 1, 2003, a Real Property Services Agreement (RPSA) will be proposed to support the principles of the MOU for the CCRA/PWGSC partnership, followed by continual refinement and broadening over fiscal year 2003-2004
  • An approved Emergency Management Strategy (EMS), including an Emergency Management Policy is in place by April 2003

Public Affairs

  • Internal service standards for both ministerial correspondence and provision of Question Period responses (requested by the Minister's Office) are met
  • Agency business lines are well supported in the delivery of information to Canadians as measured by the annual client survey

Information Technology

  • Availability and reliability of existing IT systems achieved as per service level agreements
  • Development of new IT systems meeting client requirements

Human Resources

  • Service delivery model for resourcing, including service standards, is implemented by March 31, 2004
  • Classification service standards are in place by April 1, 2004, and ready for implementation in 2004-2005
  • CCRA representation rates for Employment Equity groups meeting or exceeding the targets identified in the 3-Year Strategic Direction that will reflect the new labour market availability rates from the 2001 Census
  • Increased bilingual capacity of the executive cadre and managers, and employees providing external services
  • 80% of executive vacancies filled in less than three months
  • Future competency-based processes will reduce management effort, i.e. assessment time, by 50%
  • 60% of Management Development Programs graduates working at or above their targeted level
  • The needs identified in the EX Succession Plan are met
  • Target investment in employee learning set at 6% of salary expenditure

Legal Services

  • Business Lines are well supported by corporate legal counsel and advisory services
Knowledgeable and skilled workforce is in the right place at the right time
  • Medium and long-range internal workforce demographic analysis result in appropriate recruitment targets and strategies being set by April 2004 and reflected in annual HR plans
  • 100% of eligible employees have individual learning plans
  • 90% of employees with performance expectations are assessed as meeting or exceeding their expectations
  • FTE utilization reflects CCRA plan

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Date modified:
2003-07-03