CRA Annual Report to Parliament 2011-2012 (PDF - Agence du ...

the Board to focus on areas of strategic importance, such
as the CRA’s readiness for change and the need for a
robust measurement framework that supports the CRA
business priorities. This year was the Board’s fifth
assessment of the CRA’s management performance and it
focused on 14 management expectations. See the details
of the assessment at the end of Chapter 5, “our corporate
foundation”.
[organization of the CRA]
One of the Board’s responsibilities in making sure that the
CRA has an appropriate internal accountability structure is
to set key commitments in senior executive performance
agreements. In 2011-2012, the Board set clear
performance expectations for the Commissioner/Chief
Executive Officer (CEO) at the beginning of the year,
monitored progress throughout the year, and assessed
performance at the end of the year.
The Board set the following key objectives for the
Commissioner/CEO for 2011-2012:
discussing the CRA’s long term strategic direction
with the Board;
improving the CRA’s performance measurement
framework;
overseeing the completion of the CRA’s Integrity
Framework; and
continuing to align the CRA’s human resources
planning with its business planning.
The Board also continued to provide input into the
performance agreements and assessments of key senior
executives including the Chief Financial Officer (CFO),
Chief Audit Executive, Chief Risk Officer, and assistant
commissioners of the Information Technology, Human
Resources, and Strategy and Integration branches.
[management
of resources]
Each year, the Board assures itself that the CRA has a
rigorous approach to resource management. To this end,
the Board monitored the CRA’s planned allocation of
CANADA REVENUE AGENCY
53
resources, performance, and spending, and reviewed
both the CRA’s overall long term Strategic Investment
Plan and its Information Technology Strategy and Plan
for 2011-2014.
In addition, the Board assured itself that the CRA
continued to improve its controls over financial
management and reporting, and the security and
protection of taxpayer information. The Board did this by
overseeing such matters as the implementation of the
CEO/CFO certification process, and approving the CRA’s
updated Internal Fraud Control Policy; the Policy
Framework for the CRA Security and Emergency
Management Programs; and the CRA Policy on the
Protection of Employees, Information, and Assets.
[management of services]
Since the Canadian tax system is a self-assessment system,
it is essential for the Board to ensure that the CRA has a
sound management framework for the services it delivers.
Such a framework includes performance targets and
measures.
The Board oversaw the CRA’s provision of services,
including the security of tax and benefits information, to
ensure the needs of taxpayers and clients were met in a
fair and respectful manner. In doing so, the Board
reviewed annual updates regarding CRA service
standards, reviewed CRA service strategy, and addressed
service complaints at the CRA. It also reviewed the third
annual report of the Taxpayers’ Ombudsman on servicerelated
concerns and engaged with CRA on its efforts to
address concerns.
The Board continued to place a focus on the CRA’s pursuit
of the optimum use of technology, including evolving
social media, to provide timely and accessible service
offerings and an integrated multi-channel service delivery
approach that directs Canadians to the most effective
service channel.
ANNUAL REPORT
2011-2012