Conclusion

In announcing in the Speech from the Throne and Budget of 1996 the creation of what was to later become the Canada Revenue Agency, the Government set three objectives for it. The Agency was to:

• provide better service to Canadians;
• become a more efficient and effective organization by having greater flexibility to tailor its administration to best suit its needs; and
• establish a closer partnership with provinces and territories.

Five years is a short period in the life of an organization that has been around in one form or another since Confederation, particularly one like the Agency that has undergone a very significant change agenda. Nevertheless, it is not too short a period to conclude that the experience in Canada with alternative service delivery has been a success in the Canada Revenue Agency’s case.

As the preceding report has demonstrated, Canadians are receiving better, faster and higher quality tax and benefit administration than ever before. Indeed, the CRA’s service delivery has become a model, both within the public service in Canada and internationally where it is seen as a leader in this area. The infrastructure the Agency has built to deliver this service is second to none and is increasingly serving broader federal and provincial interests.

The CRA is also a much more efficient and effective organization then it was as Revenue Canada. Under its administrative reform and renewal initiative, it has successfully reduced overhead, producing significant ongoing savings. Similarly, through a major reallocation effort, over a quarter of a billion dollars has been ploughed back into new infrastructure and services for taxpayers.

The CRA has also made an enhanced relationship with provinces and territories a priority. The Agency is increasingly used by provinces and territories for the delivery of their tax and benefit programs. They have come to depend upon CRA data in a major way for income tested programs that they themselves administer. The Agency has also significantly improved its reporting and accountability to provinces and territories as a direct result of Agency status. It is a partnership that is working well.

There is no question in the minds of those who have been closely connected with the CRA over the past five years that its success in meeting the objectives that were set for it are undeniably due to the organizational dynamism and drive that resulted from Agency status. The Agency’s unique governance structure allowed the Board of Management to play a key role in overseeing and driving the complete overhaul of the Agency’s human resource and administrative systems. The modernized comptrollership and administration regime produced a culture that prizes efficiency, economy and continual improvement which, in turn, led to the significant achievements in the Agency’s client service and compliance programs. The modernized HR regime resulted in a more committed and professional workforce and a strong management team that has been capable of delivering on the Agency’s priorities.

All of this has been put in place against the backdrop of an improved accountability regime, both to Parliament and, as noted, to provinces and territories. It is supported by a robust performance management system that carries accountability for results down through the organization, making all managerial levels responsible for contributing to the Agency’s priorities.

By virtually any measure, the Canada Revenue Agency must be counted as a successful undertaking and a benefit to the country. The Minister, the Board of Management, the Commissioner and the employees welcome the challenges of the next five years.