Summary of the Corporate Business Plan 2013-2014 to 2015-2016

7 [board of management strategic priorities]

[board goal for 2013-2014 to 2015-2016]

Again this year, the Board's goal for the period is twofold: first, to ensure that the CRA has the strategic framework it needs to move forward with Vision 2020; second, to ensure that modern and effective management practices are in place.

[board priorities for 2013-2014 to 2015-2016]

While the Board will continue to provide oversight in all areas for which it has statutory responsibilities as stated in the Canada Revenue Agency Act, its key areas of focus are informed by the strategic directions set out in the CRA's Vision 2020. The overarching goal is to better serve Canadians through more citizen-focused services, enhanced self-service offerings, and more effective compliance activities. In so doing, the Board will also ensure that the CRA improves its overall effectiveness and efficiency.

The Board's key priorities for the planning period are described below.

strategic outlook

As the CRA continues to contribute to fiscal restraint, the Board will assure itself that the CRA continues to deliver a world-class tax and benefit administration that is responsive, effective, and trusted. The Board will accomplish this by providing guidance, and overseeing the progress of CRA's Vision 2020. Key Board activities will include providing direction on the development of the CRA's Corporate Business Plan and holding a strategic planning meeting with senior management to discuss the key initiatives the CRA will undertake to advance Vision 2020, with a specific focus on small- and medium-sized enterprises.

service to canadians

The Board will assure itself that the CRA's renewed service strategy focuses on taxpayer-centric approaches based on segmentation, first contact resolution, enhancements to electronic service offerings, and the provision of services across the compliance continuum. The Board will also ensure that the CRA's services are based on improved business intelligence, including taxpayer insight and expectations, and that they are delivered in the most effective and efficient manner possible.

people and human resources management

The CRA's success in moving forward with its Vision 2020 depends on its people. Therefore, an important priority of the Board will be to ensure that the CRA has the leadership and the human resources function it needs to effectively manage a modern workplace and an increasingly agile and knowledgeable workforce.

As the CRA's workforce profile transforms and key employees retire, other important Board undertakings will include providing direction on the Agency's Strategic Workforce plan to ensure that it is aligned with current and future needs in employee competencies and skills. The Board will also monitor the development of strategies and plans for talent management, succession planning, employee/management development and training, and effective knowledge transfer.

In addition, the Board will continue to oversee labour negotiations, including being engaged in the CRA's collective bargaining process with the Union of Taxation Employees component of the Public Service Alliance of Canada, whose collective agreement expired on October 31, 2012.

integrity

As noted earlier in the Corporate Business Plan, the public's trust in the integrity of the CRA is essential for the CRA to be effective, efficient, and sustainable. As a result, an important responsibility of the Board will be to oversee the measures taken to foster and promote integrity in the CRA, to prevent, monitor, detect, and manage breaches of integrity, and to mitigate the risk of internal fraud. This includes the Board's oversight of CRA management practices and systems to protect the confidentiality and security of taxpayer and benefit recipient information and the evolution of the CRA's information technology security program.

information technology responsiveness and sustainability

Sustaining and advancing information technology is critical to the CRA's ability to effectively and efficiently deliver its core programs and achieve its Vision 2020 initiatives. Therefore, the Board will assure itself that information technology responsiveness and sustainability is well-defined and achieved. This includes approving the CRA's renewed information technology strategy and monitoring the investment priorities required to maintain the efficient and effective delivery of CRA programs and Vision 2020 initiatives. Over the planning period, the Board will continue to oversee the information technology infrastructure services provided to the CRA by Shared Services Canada, and it will monitor the governance framework and relationship management agreements signed between the two organizations.

effective oversight and governance

An important oversight role of the Board is to assure itself that the CRA has a rigorous internal accountability structure that is aligned with key CRA and Board priorities. A fundamental element the Board uses to fulfil this responsibility is to set performance objectives for the Commissioner, and to do a mid-year review as well as an annual performance assessment. The Board will also provide input into the performance objectives and assessments of key CRA senior executives.

Another valuable oversight tool the Board will continue to use is the Board of Management Oversight Framework (BoMOF). As a complement to the Management Accountability Framework assessment process managed by the Treasury Board Secretariat, the BoMOF is designed for the Board to assess, in those areas under its purview, the CRA's management processes, practices, and results against a clear list of management expectations.

On the governance front, the Board will continue to evolve its advisory role to senior management, in order to ensure the best use of Board members' experience and expertise. It will also enhance its own processes and practices to improve overall Board effectiveness and efficiency.

Date modified:

2013-03-28