Technological Change Committee

Sub-Committee Meeting Written Updates

May 11, 2007
  1. NATIONAL QUALITY AND ACCURACY LEARNING PROGRAM
  2. ELECTRONIC BILL PRESENTMENT
  3. MY ACCOUNT FOR INDIVIDUALS – TAX AND BENEFITS
  4. INTERACTIVE INFORMATION SERVICES (IIS) / SMARTLINKS
  5. MICROFILM EQUIPMENT REPLACEMENT
  6. T1 2D BAR CODE
  7. GST/HST REDESIGN
  8. T2 2D BAR CODING
  9. CHANGE MY RETURN
  10. INTEGRATED REVENUE COLLECTIONS (IRC)
  11. NON-PROFILE TO PROFILE
  12. EMPLOYER COMPLIANCE AUDIT REPORTING TOOL (ECART)
  13. END USER APPLICATION DEVELOPMENT MACRO RELEASES
  14. PRE-AUTHORIZED PAYMENT PLAN ON INTERNET
  15. PAYMENT MODERNIZATION (NEE: POST-DATED CHEQUE REDESIGN)
  16. THIRD PARTY PRIVILEGED MANAGEMENT
  17. IN-PERSON COUNTER REDESIGN
  18. T1 NON-BUSINESS
  19. ARRANGE DIRECT DEPOSIT
  20. GST/HST REDESIGN – COMPLIANCE ASPECT
  21. BENEFITS ONLINE APPLICATION (BOA)
  22. E-LEGAL DOCUMENTS
  23. INTEGRATED CHARITIES SYSTEM (ICS)
  24. INTEGRATED SPEND MANAGEMENT
  25. MY BUSINESS ACCOUNT
  26. UNIVERSAL CHILD CARE BENEFIT

1. NATIONAL QUALITY AND ACCURACY LEARNING PROGRAM

ISSUE

Management will provide an update on the National Quality and Accuracy Learning Program (NQALP) initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management indicated that the NQALP had been implemented in all call centres and in the collections call centre in Ottawa.  A meeting of call centre coordinators had taken place in June.  A key topic of discussion was the use of NQALP results in determining training needs and in the development of training and reference material.  This would continue to be a primary focus of the program, both nationally and locally.  As before, NQALP results would not be used for purposes of performance evaluation.

MANAGEMENT’S WRITTEN RESPONSE

NQALP has now been implemented in all call centres and in collections call centre in Ottawa.  A meeting of call centre coordinators took place in June.  A key topic of discussion was the use of NQALP results in determining training needs and in the development of training and reference material.  This will continue to be a primary focus of the program, both nationally and locally.  As before, NQALP results will not be used for purposes of performance evaluation.

No new developments since November 7, 2006 update.

2. ELECTRONIC BILL PRESENTMENT

ISSUE

Management will provide an update on the Electronic Bill Presentment initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management indicated that the take-up in the E-PD7A had been minimal, with only 401 accounts signed up.  The other Canadian FIs had not changed their position, and were not interested in offering this service due to the requirement to include non-financial information that CRA collected for Statistics Canada.  There were no human resources impacts, and none were anticipated.

MANAGEMENT’S WRITTEN RESPONSE

There has been no further change to the Electronic Bill Presentment initiative. 494 employers have successfully registered for this service.  There are no human resources impacts.

MY ACCOUNT FOR INDIVIDUALS – TAX AND BENEFITS

ISSUE

Management will provide an update on the My Account for Individuals – Tax and Benefits initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, the Union was provided with an updated table that provided information on the releases.

IRPPD portion:

No impact on human resources were expected from Releases 7A, 7B, 8 and 9.

For Release 9, two new transactions would be added to My Account; that is, Arrange direct deposit through My Account and Arrange a pre-authorized payment plan for personal tax arrears.

BPD portion:

As for Release 8, benefit recipients would be able to view their Universal Child Care Benefit payment information.

There were no human resources impacts expected from this initiative.

MANAGEMENT’S WRITTEN RESPONSE

IRPPD portion:

For Release 10 (July 2007), My Account will be expanding the “Set-up my pre-authorized payment plan” service to include instalment payments in addition to arrears payments.

BPD portion:

As of Release 9 (February 2007), the statement of Universal Child Care Benefit (RC 62) is available to the benefit recipients as well as requesting a duplicate of the statement.

For Release 10 (July 2007), clients will be able to view Disability Tax Credit (DTC) information for their dependants. For self and spouse, DTC information cannot be displayed due to system limitations (this information will be available for the next Release).  The client will be referred to a toll free number that is currently being used for DTC enquiries.  Based on this, a slight increase in client enquiries for Release 10 may occur because of the limited information being displayed.  However, after the next Release it should have no impact on HR.

No impacts on human resources are expected from Releases 8, 9 and 10.

4. INTERACTIVE INFORMATION SERVICES (IIS) / SMARTLINKS

ISSUE

Management will provide an update on the Interactive Information Services (IIS) / Smartlinks initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management informed the Union that the expansion of Smartlinks to the Individual (General Enquires) 1-800 services had been planned for spring 2007.  A gradual start was envisioned with a limited number of Smartlinks on the web site, leading to further expansion throughout the year. 

An electronic Smartlinks taxpayer survey, previously only accessible by agents through the Internet, would be developed internally on InfoZone for telephone agents to use in obtaining Smartlinks feedback from callers.  This survey was currently being tested and would be available to agents during 2006, once testing had been completed.

The Union was also provided with a copy of the survey.

MANAGEMENT’S WRITTEN RESPONSE

Expansion of Smartlinks to the Individual (General Enquires) 1-800 services is currently underway.  A gradual start is envisioned with 25 links being updated for the Vancouver Call Centre.  Designated agents will receive training prior to the launch in Vancouver.  In this session they will learn how the service works as well as what the client and agent experiences.  There will be on-line resources and continuous support provided by representatives in HQ.  The number of links will expand for next filing season and the program will become national and expand to other T1 call sites. 

An electronic Smartlinks taxpayer survey on Infozone for telephone agents to use in obtaining Smartlinks feedback from callers is now being used by Business Agents and will also be expanded for use by T1 agents.  The survey will also be included in the agent training.

5. MICROFILM EQUIPMENT REPLACEMENT

ISSUE

Management will provide an update on the Microfilm Equipment Replacement initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, the Union was advised that all three Tax Services Offices identified in Phase 6 (Toronto Centre, Montreal and Vancouver) were successfully implemented and in production. 

The centralization of microfilm at the OTC had been completed.  The centralization of images on disk (Canofile disks) to Summerside TC was still in progress.  The other TCs continued to do their retrievals on the new archiving system, and they were now able to retrieve images for GST cheques, which were not previously imaged on microfilm.

The project team would be working on improving the process of image transfer from the CRA to PWGSC archive and on the development of a capacity model to provide accurate metrics for future modification to the CRA imaging architecture at the OTC.

Phase 7 was in development and would entail the implementation in seven additional TSOs (Victoria, Edmonton, Calgary, Winnipeg, Saskatoon, Toronto West, Laval).  These TSOs were selected based on minimal volume requirements.  The SEAC 4000 scanners had been ordered, and installation completed by March 2007.  There would be no human resources impacts as a result of this implementation.

MANAGEMENT’S WRITTEN RESPONSE

The centralization of images on disk (Canofile) at the Summerside Tax Centre has been completed.

Currently, both the CRA and the Cheque Redemption Control Directorate (CRCD) of PWGSC are making code and procedural adjustments to develop better controls.  These changes will improve quality assurance by increasing the accuracy of the tracking mechanisms for all image and data transfers to CRCD.  These software adjustments will be completed by the end of May 2007.

Phase 7 of the Remittance Image Archive and Retrieval (RIAR) project was successfully implemented and there are now 10 TSOs imaging cheques and vouchers.

The RIAR project was completed as of March 31, 2007.  As such, we recommend that this issue sheet be removed from future Technological Change Sub-Committee agendas.

6. T1 2D BAR CODE

ISSUE

Management will provide an update on the T1 2D Bar Code initiative, including any human resource impacts.

BACKGROUND

At the November 7, 2006 meeting, the Union was advised that as of October 16, 2006, over 3.6 million T1 2D Bar Code returns had been processed.  The T1 2D Bar Code initiative was now fully operational. 

Management recommended taking this item off the next agenda; however, the Union asked that it remain for the time being. 

MANAGEMENT’S WRITTEN RESPONSE

As of April 23, 2007, 1.4 million T1 2D Bar Code returns have been processed since the beginning of the 2007 Program.  At the same time of year for the 2006 Program, 1.3 million T1 2D Bar Code returns had been processed.

Management recommends taking this item off the next agenda.

7. GST/HST REDESIGN

ISSUE

Management will provide an update on the GST/HST Redesign initiative, including any human resource impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that it would provide an update on this initiative at a later date.

MANAGEMENT’S WRITTEN RESPONSE

The GST/HST Redesign move to the business common platforms release was successfully implemented on April 10, 2007.  HQ personnel have been providing training to employees in the local offices since mid-March 2007 and were on-site to support and assist, if needed, during the transition to the new systems.

Current projections on human resources indicate an overall expected increase of 167 FTEs by the year 2011.  These impacts were already provided in a previous update. Impacts on resources are dictated by transitional workloads related to the April 10th, 2007, project deliverables as well as on-going program operational workloads.  Current estimates reflect projected workloads, which will be confirmed in the fall of 2007 on the basis of actual experience with the new systems during the first few months of fiscal year 2007-2008.  Any changes in estimates of human resource impacts will be communicated to Unions, as they become known.

The move to the business common platforms is the largest release for the GST/HST Redesign.  We do not anticipate further major impacts on human resources for future mini-releases or project releases.

8. T2 2D BAR CODING

ISSUE

Management will provide an update on the T2 2D Bar Coding initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, the Union was advised that the 2D Bar Code Project for T2 returns had been successfully implemented on September 25, 2006.  The commercial tax preparation software that included the bar code technology would not be available until October/November 2006.  Full implementation would take place over a three-year period.

In terms of human resource impacts, all indeterminate staff occupying data entry positions in this program had been deemed affected.  The affected staff had been briefed and provided their letter on August 2, 2006.  It had been determined that reductions to indeterminate staff would likely be managed through attrition and reassignment over the three-year implementation period.  There would be a continuing reduction in the number of determinate staff rehired in each of the coming three years.

MANAGEMENT’S WRITTEN RESPONSE

The commercial tax preparation software that included the bar code technology was available in November 2006.  On-site training in the tax centres was conducted in December 2006 and January 2007.  The intake of bar coded returns steadily increased throughout the third quarter of 06/07.  The total number of bar coded returns processed was 180,000, as originally projected for this period.

There are no further changes in the human resource impact beyond what was previously provided.  It is anticipated that employees affected by this technology will be managed through attrition and reassignment over the next two to three years.

9. CHANGE MY RETURN

ISSUE

Management will provide an update on the Change My Return initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, the Unions were informed 29,274 taxpayers (including 2,858 representatives) had used the Change My Return Service from January 1st to October 12th, 2006.  The introduction of the Change My Return online facility brought savings of 21.72 FTEs per year, commencing in the 2006/07 fiscal.  No additional savings were anticipated in the near future.

It was expected that the FTE reduction would only impact term employees within the T1 Reassessment Sections of the Tax Centers.  However, the skills and knowledge of these employees would be easily transferable to growth programs, such as Matching and Validation.

Management had asked that this item be taken off the agenda for the next meeting.  The Union asked that this item remain on the agenda as it expected more impacts from the initiative for 07/08.  Management agreed.

MANAGEMENT’S WRITTEN RESPONSE

Field Office budget for the Client Requested Reassessment program (CRR) can vary from year to year as it is based on historical data and estimated volumes from new legislative changes.  Even though an overall reduction in reassessment requests coming from taxpayers has been observed over the past few years, the actual reduction in the 2006/07 Tax Centre budget was 18 FTEs instead of 21.72 FTEs, due to volume growth.

As the CRR program runs throughout the year with a major peak period from April to July of each year, the exact number of term employees impacted is unknown as each Tax Centre manages their budgeted envelope differently (for example moving employees to different workflows from a year to another).  Based on normal staff utilization during the peak period, we are confident that less than 55 individuals were affected.  Considering fluctuation with term contracts, the majority of these term employees have more than likely been re-called for other employment opportunities within the tax centres, as no staffing issues have been referred to HQ as a direct result of this initiative.

10. INTEGRATED REVENUE COLLECTIONS (IRC)

ISSUE

Management will provide an update on the Integrated Revenue Collections initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006, meeting, the Union was advised that the Data Mining and Client Profiling (DMCP) section had been working on five Data Mining models. 

Data Mining

The first model completed was the DM01 – Non-Filer Discovery Model.  This modeling exercise was aimed to identify non-filers with tax potential in the population of non-filers, which were currently discarded from Super Universal DELPAC System (SUDS).  The short-term goal was to develop a scoring model that predicted the tax potential for this population and identified focused segments of cases that could be pursued as “special projects”, in addition to those that were currently processed through SUDS.
 
Business Rules Engine

The first phase of the Proof of Concept was included with the T1 Non-Business release in June.  Field users did not see any results as this was a component of the infrastructure and served only as a building block.  T1 Integration rules continued to be gathered and catalogued. 

MANAGEMENT’S WRITTEN RESPONSE

Data Mining Update

The DM01 Non-Filer Discovery Model pilot project is presently being run out of the Kitchener and Montérégie Tax Services Office and preliminary results are expected by the end of May 2007.

The DM03, Revenue Enforcement Management Information and Tracking System (REMITS) Model Replacement has been fully developed as part of the T1 Integration Release 2 and is currently in the process of being migrated to the Research and Analysis environment.  This model will score new debts that enter the “automated handling” pipeline.  The complexity score produced by this model will be used to assign the appropriate “strategy” to a debt, or sequence of actions, to the case. This model is intended to replace the current risk-scoring model used as part of REMITS.

Four additional models are presently under development for the T1 Integration, Release 2.

Business Rules Engine

The Proof of Concept did in fact determine the viability of utilizing a Business Rules Engine.  Since the June release, certain rules have been modified as needed without the constraints of a system release.  Future IRC releases will be expanding upon this concept and using the Dynamic Rules Manager, a further software application that will negate the need for language code in favour of layman business terms.  Field users will eventually benefit from a faster change process.

11. NON-PROFILE TO PROFILE

ISSUE

Management will provide an update on the Non-Profile to Profile initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, the Union was informed that the change to add an additional year on-line at conversion 2008 was going as planned. 

A chart had been provided to demonstrate the FTE reductions expected in the 2007/2008 fiscal years, broken down by the Taxation Centre, the International Tax Services Office and the workflow.  There would be no further FTE reductions related to this initiative.  At full implementation, a reduction of 36.70 FTEs, the amount previously reported, were expected

MANAGEMENT’S WRITTEN RESPONSE

The system change to add an additional year on-line for conversion 2007 was implemented without any problems being experienced.  The addition of another year on-line at conversion 2008 is proceeding as planned. 

FTE reductions expected in the 2008/2009 fiscal year are broken down by Taxation Centre, the International Tax Services Office and by workflow in the chart attached below.  There will be no FTE reductions related to this initiative, other than those shown below.

At full implementation, a reduction of 36.70 FTEs, the amount previously reported, is expected.

FTE Savings 2008/2009

Tax Centre

Assessing

Reassessing

Disability

Notices

Total

Surrey

0.13

0.36

0.10

0.19

0.68

Winnipeg

0.10

0.46

0.13

0.20

0.76

Shawinigan

0.09

0.37

0.11

0.16

0.62

Jonquiere

0.03

0.19

0.06

0.07

0.30

Sudbury

0.14

0.57

0.16

0.25

0.97

Summerside

0.03

0.17

0.05

0.06

0.26

St. John's

0.03

0.20

0.06

0.07

0.30

ITSO

0.03

0.05

0.01

0.03

0.11

Totals

0.58

2.37

0.68

1.04

4.67

 12. EMPLOYER COMPLIANCE AUDIT REPORTING TOOL (ECART)

ISSUE

Management will provide an update on the Employer Compliance Audit Reporting Tool  (ECART) initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management informed the Union that ECART had been delivered to all field users and training had been completed nationally in the Ontario Region in June 2006.

The ECART development team was currently making the necessary changes that would be implemented in an updated version of ECART.  ECART would be the sole tool being used by Employer Compliance Auditors across the country for new audits.  The use of previous tools was still ongoing with the audits that were currently in progress.
 

MANAGEMENT’S WRITTEN RESPONSE

ECART has been updated to reflect changes in operational requirements.  These include updates to accommodate the introduction of new programs such as the Quebec Parental Insurance Plan (QPIP) and enhancements to the appearance and functionality of the tool. 

The new version of ECART is currently being tested in anticipation of national deployment in June 2007.  Transition to the new version should only require minimal training and there is no expected human resource impact.

National use of the ECART tool has been steadily increasing and it is anticipated that employer compliance auditors will use ECART exclusively by the end of the year. 

13. END USER APPLICATION DEVELOPMENT MACRO RELEASES

ISSUE

Management will provide an update on the End User Application Development Macro Releases initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, the Union was informed that T1 Taxpayer View had been released to a limited number of users in Bathurst with the plan to rollout to the T1 A/R Pool Sites over the next several months.

MANAGEMENT’S WRITTEN RESPONSE

The rollout of the T1 Taxpayer View to all T1 A/R pool sites will be completed this spring. In the summer of 2007, a Non-filer Taxpayer View Mainframe Macro Application (MMA) will be piloted in the Vancouver and Montreal TSOs.  If successful, Taxpayer Services and Debt Management Branch (TSDMB) will consider further distribution to all TSOs later in the fiscal.

14. PRE-AUTHORIZED PAYMENT PLAN ON INTERNET

ISSUE

Management will provide an update on the Pre-Authorized Payment Plan on Internet (iPAP) initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that it did not anticipate any workforce impacts in the foreseeable future as a result of the take-up rates and the fact that post-dated cheques had already been accepted as an implied arrangement.  A similar approach was not expected to generate significant savings for re-investment to the numerous accounts currently not being worked.

MANAGEMENT’S WRITTEN RESPONSE

The iPADs for T1 arrears has been on-line since February 2007 and the iPADs for T1 instalments is on-track to be on My Account in July 2007 as planned.

We anticipate no workforce impacts in the foreseeable future.

15. PAYMENT MODERNIZATION
(nee: Post-Dated Cheque Redesign)

ISSUE

Management will provide an update on the Payment Modernization initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that the PDC pilot was a success as was the conversion of PDCs from the legacy system at the OTC.  The next step would be to confirm the consistency of the conversion process with cheques coming from another site.  This phase would serve as a pilot to ensure the conversion process could successfully convert PDCs from any TC into the new solution.

Upon successful completion of the conversion pilot, Management would evaluate the feasibility to convert all PDCs in inventory, one site at a time and process all new (tax) PDCs at the OTC. 

Preliminary analysis of the new PDC solution had identified the impact on resources to be 9 FTEs across Canada, less than 2 FTE’s per site.

The success of the PDC Redesign initiative positions the CRA to further look at modernizing its payment processing operation.  Preliminary analysis on the subsequent phase of payment modernization indicated Tax “Financial Institution (FI) remitting” was the next logical step.  To that effect, Management would start working with the Information Technology Branch (ITB) for system requirements and suppliers for additional equipment required to pursue this strategy.

MANAGEMENT’S WRITTEN RESPONSE

The PDC Redesign initiative is now complete.  Both the tax and GST/HST post-dated cheques in all the tax centres were successfully converted to the new solution. The PDC workload is centralized at the OTC.

The 2007/2008 field budget was reduced by 9 FTEs across Canada as a result of this initiative.  We will be monitoring the resources required to process this workload and adjust if necessary.

The success of the PDC Redesign initiative positions the CRA to continue to modernize the payment processing operation.  The next step, Phase 3, will further expand on the capabilities of the BancTec payment processing system and introduce the Financial Institution (FI) Remitting workload.  This workload is currently centralized at the OTC and is made up of payments made by taxpayers at branches of financial institutions and forwarded via FI processing centres to the OTC for processing.

The FI Remitting project will be undertaken beginning October 2007.  If this project is successful, we will pursue including the direct remitted workload into the solution in a subsequent phase.

Preliminary analysis of this phase of modernization has identified the impact on resources to be 9 FTE’s.  These reductions would take effect in January 2008.  We will monitor the project once in production and adjust the budget accordingly if required.

16. THIRD PARTY PRIVILEGED MANAGEMENT

ISSUE

Management will provide an update on the Third Party Privileged Management initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that, as of October 15, 2006, 10,085 representatives had registered online with the Represent a Client service and 967,849 individuals had authorized their representatives to access their tax and benefit information online.  Of these authorizations, 99.6% were filed on paper.  Also as of October 15, 2006, 30,296 calls relating to the service had been received by the e-services helpdesk.

The Agency was working on minor enhancements to the program for the February 2007 release.  No impacts on human resources were expected from this release.

MANAGEMENT’S WRITTEN RESPONSE

Currently, the Represent a Client service allows authorized representatives to use My Account to view information or transact on behalf of their SIN based clients.  The Agency is working on enhancements to the program for the October 2007 release to allow authorized representatives to access My Business Account to view information or transact on behalf of their BN based clients. 

No impacts on human resources are expected from this release as we anticipate, based on 2006/07 experience with SIN based clients (99% paper), that virtually all authorization forms (RC59) received for representative access to My Business Account will require manual data capture.

17. IN-PERSON COUNTER REDESIGN

ISSUE

Management will provide an update on the Pre-Authorized Payment Plan on Internet (iPAP) initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that it did not anticipate any workforce impacts in the foreseeable future as a result of the take-up rates and the fact that post-dated cheques had already been accepted as an implied arrangement.  A similar approach was not expected to generate significant savings for re-investment to the numerous accounts currently not being worked.

There would not be any additional job impacts as a result of implementing the national appointment system.

MANAGEMENT’S WRITTEN RESPONSE

CRA is transitioning out of walk-in counter service to service by appointment.  Our goal is to provide taxpayers with cost effective, accessible and equitable service options.  The implementation of service by appointment is expected to generate $41.9 million in savings over 5 years. 

  • There were thirteen (13) pilot offices early 2006.  As of May 15th, 2006, all call centres and TSOs have access to the appointment system.

  • The transition to service by appointment started in July 2006.  As of January 2, 2007, all offices are offering service by appointment. 

  • Appointments are booked using an Outlook-based application.  Since most employees are already familiar with Outlook, minimal formal training was required.  However, a comprehensive user guide was developed and distributed to field staff working with the appointment system.  Headquarters is also providing ongoing support to all agents booking appointments.

  • Pilots were evaluated and lessons learned were incorporated into the implementation plan resulting in the implementation approach being adjusted to meet the needs of taxpayers.
    After consultation with the pilot sites, minor enhancements were made to the appointment system over the summer.  In the fall of 2006, additional features were added to the system including a statistical component, a new print option and archiving program.  A new Infozone based system is currently being developed and should be available to the call centers and TSOs by the fall of 2007.

  • There are no additional job impacts as a result of implementing the national appointment system.

  • In order to develop an effective new tool, fourteen offices volunteered to participate in a 10-day pilot to test a new survey and methodology between May 24 and June 6, 2006.  Results from the first pilot were shared with the Union in January 2007.  Based on results from wave 1 of the In‑person Service Survey, a more simplified and targeted questionnaire has been developed.  Similar to the first pilot, fifteen offices volunteered to participate in a second 10-day pilot from March 19th to March 30th.

  • Our next steps are to analyze the second pilot survey results and develop a permanent In‑person Service Survey for obtaining valid taxpayer feedback on an on‑going basis.  We will share the results of the pilot survey when completed. 

18. T1 NON-BUSINESS

ISSUE

Management will provide an update on the T1 Non-Business initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that the Union had been briefed on the Integrated Revenue Collections (IRC) initiative, which addressed the Revenue Collections medium and long-term goals.

The first phase of the IRC (T1-Non Business) had been implemented as scheduled in June 2006.  The CRA was still in the post-production phase and resolving any identified issues.

MANAGEMENT’S WRITTEN RESPONSE

The Union had been briefed on the Integrated Revenue Collections (IRC) initiative, which addressed the Revenue Collections medium and long-term goals.

The first phase of the IRC (T1 Non Business) was implemented as scheduled in June 2006.  The CRA is still in the post-production phase and resolving any identified issues.

19. ARRANGE DIRECT DEPOSIT

ISSUES

Management will provide an update on the Arrange Direct Deposit initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that the original forecast of a reduction of less than 1 FTE nationally was still appropriate. 

Note: The term CCCA was changed to UCCB (the Universal Child Care Benefit).

MANAGEMENT'S WRITTEN RESPONSE

Since February 12, 2007 individuals have been able to start, update and/or stop direct deposit information for T1 and GST/HST credits, CCTB payments, and the new UCCB via the My Account service.

For the period of February 12, 2007 to March 30, 2007, there were 43,357 direct deposit changes completed via the My Account service, which represents twice the original estimated volume for the entire first year of operation, and corresponds to approximately 60% of the total volume of direct deposit requests usually received during the months of February and March.  Based on this information, we cannot at this point determine if this upward trend will continue throughout the full year.  On-going monitoring of this situation will occur over the next few months and we will report on any resource impacts at the fall sub-committee meeting.

20. GST/HST REDESIGN – COMPLIANCE ASPECT

ISSUES

Management will provide an update on the Compliance aspect of the GST/HST Redesign initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that 6 FTEs in the Call Centre would be dedicated to Account Maintenance activities.  This workload would be returning to the Business Returns and Payments Processing Directorate (BRPP).  The budgeted salary originally came from compliance salaries; therefore, the intention would be to redirect the funds back to compliance activities.

At this time, Management did not anticipate any human resources impacts.

MANAGEMENT'S WRITTEN RESPONSE

There are no human resources impacts as noted above.  All Call Centre Agents that were working Account Maintenance were redirected to their hired position, conducting compliance activities within the Call Centre (i.e. telephones).

21. BENEFITS ONLINE APPLICATION (BOA)

ISSUE

Management will provide an update on the Benefits Online Application (BOA) initiative (previously the Child and Family Benefits Online), including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that the latest Benefit Programs My Account initiative was the Benefits Online Application (BOA) and it would be available on the My Account portal as of July 2007.  This initiative would also complement other services and continue to contribute to the expansion of the functionality of the My Account transaction online service.  The Internet Pre-Authorized Debits (iPAD) would be another transaction lined up for early 2007.

Management expected limited human resources impacts.  In addition, the impact on tax centre workloads should also be fairly low since the projected online application volumes for 2010 were estimated at 10%.  Based on the estimate that a CR-03 clerk would process approximately 13,000 applications a year, the workload of a CR-03 could be impacted with time.  By 2010, BOA could process more than 61,000 online requests, which would corresponded to the workload of approximately four CR-03 clerks nationally.

MANAGEMENT'S WRITTEN RESPONSE

IMPROVING BENEFIT RECIPIENTS’ SERVICE

The current process for our benefit recipients to submit a CCTB application is to complete a RC66 form and mail it to the recipient’s Tax Centre.  Depending on the recipient’s location in the country, the application form can take up to five days to reach the applicable TC.  Once received at the TC’s mailroom, the application needs to make its way to the benefits area to be keyed into the CRA mainframe system.  Upon implementation of the BOA service, a benefit recipient’s CCTB application will be directly processed into the mainframe system through the CRA servers.  An economy in time will be realized by bypassing all of these steps therefore our benefit recipient may be receiving his/her benefit notice/payment more quickly by using this online service.

IMPACT ON HR

There are no changes from what was previously reported.

Management expects limited impacts on HR.  All handling steps prior to the mainframe data processing of the application should be eliminated on BOA submissions, that is, the application being received in the TC mailroom, the application being batched by the TC control section and the application actually being keyed by a CR-03 clerk in the mainframe system.  On the other hand, BOA will require additional clerical intervention for applications that will be sent to the Electronic Transaction Desk (applications in progress status) if the mainframe system cannot find or match a child, or in situations where we will require additional information (e.g. a proof of birth, a citizenship schedule or a confirmation of marital status) to support the benefit recipient’s application (BF status).

The impact on tax centre workloads should be fairly low, since our projected online application volumes for 2010 are estimated at 10%.  Based on the estimate that a CR-03 clerk can process approximately 13,000 applications a year, the workload of a CR-03 could be impacted with time.  CRA currently processes an average of 500,000 CCTB applications per year therefore approximately 50,000 CCTB applications could potentially be produced electronically by 2010.  This corresponds to the workload of less than four CR-03 clerks nationally.  As mentioned previously, the TC staff doing the data entry will theoretically have less paper CCTB applications to key; however, this will be compensated by the additional work created from our BOA logic in regards to BF and in progress statuses.

22. E-LEGAL DOCUMENTS

ISSUE

Management will provide an update on the E-Legal Documents initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that the human resources impacts would not be known until about 3 years from the inception of the project.  There would be a 6-month trial period to determine whether e-filing would be timely and cost effective.  The trial period was in accordance with the Memorandum of Understanding (MOU) between the Court and the CRA.  At the end of 6 months, there would be an evaluation of the project with a view to continuing beyond that period.  The trial would be conducted in the Victoria and Penticton TSOs.

MANAGEMENT'S WRITTEN RESPONSE

The HR impacts will not be known until about 3 years from the inception of the project.  There will be first a 6 month trial period to determine whether e-filing is timely and cost effective.  The trial period is in accordance with the Memorandum of Understanding (MOU) between the Court and CRA.  At the end of 6 months, there will be an evaluation of the project with a view to continuing beyond that period.  The project was tentatively scheduled to start in December 2006.  The trial will be conducted in Victoria and Penticton TSOs.  The project is temporarily on hold as CRA has to be shown as an approved user of electronic documents processing on the Treasury Board Secretariat website but Treasury Board does not have a website yet.

23. INTEGRATED CHARITIES SYSTEM (ICS)

ISSUE

Management will provide an update on the Integrated Charities System (ICS)initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that as part of the Charities Regulatory Reform, there would be three major initiatives planned in the Charities for the coming years, the Integrated Charities System (ICS), Netfile of the T3010 Annual Charities Return, and Website Redesign with a Link to the My Account feature.  Both the Netfile and the Website Redesign initiatives were still in the early planning stages and neither initiative would be ready for implementation until 2008/09.  Implementation of the ICS initiative was planned for early 2007/08.

The business goals of the ICS initiative would provide employees with improved search tools and file management abilities, while Management would benefit from the enhanced information reporting capabilities, as well as the development and maintenance of the program service standards.  The ICS initiative had been divided into 6 Phases.

Management did not anticipate any WFA impacts or changes to job classification levels as a result of the ICS initiative.

MANAGEMENT’S WRITTEN RESPONSE

The Charities Tracking System (CTS), the first phase of ICS, is an “off the shelf” application that was originally customized for GST.  CTS was modified for the purposes of the Charities Directorate.  As of April 1, 2007, CTS is being used to record, monitor and report on performance related to the processing of requests received from clients or client representatives.  The Charities Directorate will continue to monitor the use of CTS with a view to modifying the system to better meet its tracking and reporting needs.  Other phases of ICS are in development.

The Directorate is moving to align and improve its business process and information management practices to take full advantage of systems developments.  At this time, Management does not anticipate any WFA or changes to job classification levels as a result of this initiative.

24. INTEGRATED SPEND MANAGEMENT

ISSUE

Management will provide an update on the Integrated Spend Management (ISM)initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, the Union was advised that the Administration Directorate (AD) had recently awarded a contract for an enterprise-wide Integrated Spend Management (ISM) suite of software.  This would allow the procurement process to be more effective through the elimination of low value added work and physical transmission of paper, while at the same time ensuring compliance to the compliance to the contractual terms and conditions.

MANAGEMENT’S WRITTEN RESPONSE

The ISM project is targeting to introduce the first suite of software in the fall, 2007.  This software will include standardized, streamlined templates and a contracting clause library, which will greatly reduce the administrative and manual burden on CRA professional buyers (those with procurement delegation), allowing them more time to spend on value-added functions.  It is expected that up to 3 days of training will be provided to the Procurement specialists on this new software.

We are projecting a second release in early 2008.  The focus of this release is to initiate the migration from the WBRO catalogue ordering system by moving one commodity (office supplies) to the new environment.  Timely training on the new system will be provided to current WBRO users (acquisition card holders).

We do not anticipate any human resource impacts during these initial phases.

25. MY BUSINESS ACCOUNT

ISSUE

Management will provide an update on the My Business Account initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated that the first version of the My Business Account (MyBA) would be released in September 25, 2006.  This would allow for some basic operations online such as filing corporate income tax returns and online requests.  Additional functionality would be added in subsequent releases.

The next releases had been scheduled for April 2007 and October 2007, and would provide taxpayers with access to view information regarding GST, to conduct more complex operations, and eventually, to allow a third party to view information on their client’s accounts.

MANAGEMENT’S WRITTEN RESPONSE

In October 2007, the list of services offered through MyBA will continue to grow to include:

  • Services for the Province of Nova Scotia;
  • The introduction of view account balance functionality for GST/HST account(s);
  • View account transactions functionality for GST/HST, Other Levies and Corporation Income Tax;
  • Details of Softwood Lumber accounts; and
  • The Authorize a representative service as part of Third Party Privilege Management.

With Third Party Privilege Management, business owners will be able to authorize third parties to access their CRA business account(s) online.  Representatives will be able to conduct online account transactions, view account balances and details of accounting transactions on behalf of the business depending on the permissions granted by the business owner.

To date, cumulative statistics since the September 25, 2006 launch of MyBA, up to and including March 31, 2007 have been relatively modest with 7,324 registrations and 26,053 logins.

As the MyBA portal continues to expand, and marketing activities scheduled for Summer/Fall 2007 are implemented, gradual increases in user take-up rates are anticipated.  The October 2007 and April 2008 releases of MyBA are not expected to have any notable impacts on CRA staffing.  Going forward, the MyBA project team will routinely monitor user take-up rates and assess any foreseeable impacts on human resources.

This figure also includes multiple logins by single users.

26. UNIVERSAL CHILD CARE BENEFIT

ISSUE

Management will provide an update on the Universal Child Care Benefit (UCCB) initiative, including any human resources impacts.

BACKGROUND

At the November 7, 2006 meeting, Management stated the UCCB program had been implemented on July 1, 2006, and the first UCCB payments were made on July 20, 2006, on behalf of Human Resources and Social Development Canada.  The Agency was responsible for determining the applicant’s eligibility, issuing the UCCB payments and/or notices, answering enquiries, providing a UCCB statement of income to all benefit recipients, collecting debts resulting from overpayments, and finally, reporting issuance details to HRSDC. 

As a result of this new program, the Treasury Board Secretariat had approved the Agency’s request for 32 new FTE’s for the delivery of the UCCB program.

MANAGEMENT’S WRITTEN RESPONSE

Management provided the Union with as much information as it could by e-mail on January 19, 2007.  There is no additional information available at this time.

From an application and processing perspective, the UCCB program is completely integrated with the CCTB program.  Therefore, the additional resources approved for the UCCB program, were also integrated within the CCTB program. 

As in the past, the total ongoing FTEs available for the CCTB program continue to be distributed and fully utilized in the TCs.