Minutes of the National Union-Management Consultation Committee (NUMCC) Meeting

Opening Remarks

The Commissioner, Bob Hamilton, welcomed all participants and acknowledged that the land on which the committee met is the traditional, unceded territory of the Algonquin Anishinaabeg People. He emphasized the importance of reaffirming our commitment to building relationships grounded in equity, mutual understanding, and respect, which are essential foundations for a just and inclusive society.

He acknowledged the renewed engagement of the UTE in the union-management consultation process, noting that their decision to rejoin these discussions reflects a shared commitment to the principles of open dialogue.

He offered a heartfelt thank you to Gillian Pranke, former Assistant Commissioner (AC) of the Assessment, Benefit, and Service Branch (ABSB), for her commitment to the CRA as she transitions into retirement. He was pleased to welcome Melanie Serjak to this new role, bringing with her valuable experience from her previous position as Deputy Assistant Commissioner (DAC) of ABSB.

The Commissioner also extended retirement wishes to Claude Corbin, former DAC of the Finance and Administration Branch (FAB) and welcomed Gabriel Hurtubise to this new role.

He also extended sincere congratulations to Cathy Hawara, AC of the Compliance Programs Branch (CPB), who will be leaving the Agency to join the Privy Council Office effective July 3, 2025.

He was pleased to announce that Marc Lemieux, AC of the Collections and Verification Branch (CVB), will be appointed as the new AC of CPB. In the interim, Tammy Myers, whose leadership is appreciated in her role as Director General of CVB, has accepted the role of AC of CVB.

He expressed his gratitude to the former Minister, the Honourable Élisabeth Brière, for her dedication to the CRA, and conveyed his enthusiasm in welcoming the Honourable François-Philippe Champagne as the new Minister of Finance and National Revenue, along with Secretary of State Wayne Long.

He then addressed the period of fiscal constraints and uncertainty the Agency is going through while navigating the refocusing on government’s spending (RGS) exercise. He underscored the importance of approaching this shift in resources with empathy, acknowledging the real impacts on employees.

Finally, he expressed his appreciation to CRA employees for their hard work and continued dedication during the recent tax season, as well as their ongoing excellence throughout the year and celebrated the success of the 2024 CRA Charitable Campaign, thanking everyone who contributed to its achievement.

Marc Brière, President of the UTE, welcomed everyone and noted that the last time the NUMCC convened was in December 2023. He took a moment to remind participants of the reasons that led UTE to boycott the NUMCC and the Union-Management Approach (UMA).

He explained that UTE’s withdrawal was due to a series of events and growing frustrations in 2024, including a perceived lack of respect from the employer; several announcements in the spring of 2024 regarding workforce reductions; the ongoing return-to-office mandates; and the imposition of the Moratorium on the Administrative Conversion of Term Employees in April 2024, which was a significant point of contention.

Despite recent challenges, the President of the UTE expressed that he was pleased to see a notable improvement in discussions at the national level. While not always fully satisfactory, he acknowledged these developments as a positive step forward.

He indicated that the UTE has instructed locals across the country to resume formal union-management meetings. He emphasized the importance of these meetings, as they reflect the voices and concerns raised by UTE members and provide a crucial channel for dialogue.

He described the sentiment shared by employees regarding the current workplace climate, stating that the morale is rapidly declining. He noted that employees are feeling increasingly anxious, nervous, and frustrated. Even permanent employees are expressing hesitation in making financial decisions due to the uncertainty surrounding their employment.

The Commissioner noted that there is still no additional information regarding the federal budget and reiterated that the Agency’s approach is to share information as soon as it is available and can be communicated.

Regarding employee reactions, the Commissioner stressed the importance for management to demonstrate empathy and sensitivity. While the outcomes may not always be within their control, he believes that how the message is delivered can make a significant difference.

1. Refocusing Government Spending (RGS)

The AC, FAB, opened the discussion by acknowledging the ongoing challenges the Agency is facing. He stated that the Agency continues to experience significant financial pressures, which are the result of several converging factors. These include the conclusion of temporary funding, particularly funding that supported COVID-related programs and the call-centres, as well as the government-wide initiative to identify and implement cost-saving measures through the RGS reviews in both 2023 and 2024.

He noted that, since January 2023, the Agency has introduced several cost-saving initiatives to address these pressures. These measures included hiring restrictions, a moratorium on converting term employees to indeterminate status, and reductions in discretionary expenditures such as travel, training, and consultant contracts.

While these steps have contributed to easing financial constraints, he emphasized that further action is necessary to ensure the Agency’s long-term financial sustainability. He referred to the workforce-related announcements made on May 22, 2025, as part of these continued efforts.

The AC, Human Resources Branch (HRB), acknowledged the significant emotional and psychological impact on employees who have received affected letters, as well as on their colleagues who remain in the workplace, a phenomenon sometimes referred to as "survivor syndrome."

She outlined the various support measures currently in place for affected employees, reaffirming that their well-being remains the Agency’s top priority.

These measures include:

• Information sessions delivered in both official languages, aimed at explaining available options and next steps.
• Personalized severance and retirement estimate to support employees in making informed decisions.
• Ongoing updates on internal platforms such as InfoZone, KnowHow, and the Management Hub.
• Access to the Voluntary Departure Program (VDP) where applicable.
• Continued access to the Employee Assistance Program (EAP) for emotional and mental health support.
• Ongoing efforts to explore and facilitate alternative employment opportunities within the Agency or elsewhere in the federal public service.

About retention and Workforce adjustment (WFA) processes, she explained that the Agency consulted with the union on the criteria used and was in the process of finalizing the supporting documentation. She reaffirmed that the Agency deeply values the ongoing collaboration with the union as they work through these complex and challenging transitions.

The AC, FAB referred to the recent mandate letter issued by the Office of the Prime Minister, which outlines the new government’s intention to reduce spending on government operations. He stated that the government has committed to balancing its operating budget over the next three years.

He referred to RGS phase one and reminded that the Agency has been asked to save up to $155 M. While the implications for the CRA are not yet known for RGS phase two, the AC, FAB indicated that the Agency expects to be impacted by these changes in the coming months. He emphasized that, although no specific details are currently available, it is likely that further budget reduction exercises will be introduced, with a focus on protecting and strengthening the Agency’s core priorities.

The President of the UTE voiced concerns about the coming months. He noted that, although no further WFA measures are expected before the fall, this effectively signals that a new round will occur at that time. He urged that WFA local committees be established “sooner rather than later,” emphasizing that preparations must begin immediately at the regional and local levels, not only at the Headquarters level.

He referenced the Prime Minister’s recent mandate letter, which calls for balancing the federal operating budget within three years while maintaining the current size of the public service. He expressed skepticism, questioning how such targets could be met without substantial personnel reductions.

He observed that the government continues to implement RGS already initiated under the previous administration. In his view, the CRA has “already been hit hard” and is asked to return to pre-pandemic staffing levels, approximately 45,000 employees before the COVID-19 pandemic compared with just over 52,000 employees in June 2025. He warned that headcount could potentially fall to 40,000, representing a loss of up to 10,000 positions, which he described as “catastrophic.”

The President of the UTE concluded by asking management whether his assessment is overstated or whether the Agency is indeed facing reductions of this magnitude, stressing the need for clear information so that the union can adequately support its members.

The Commissioner responded to the concerns by emphasizing that any speculation about workforce reductions remains uncertain at this stage. He acknowledged that the idea of returning to pre-pandemic staffing levels is being discussed in some circles, largely because of the significant COVID-related funding that has since expired. However, he clarified that no explicit statement or directive has been issued to that effect.

He further noted that while the government has spoken about “capping the public service,” the specific implications of that term are still unclear. What is evident, however, is a growing pressure to control expenditures to balance the federal budget.

He emphasized on one certainty: the CRA is committed to improving operational efficiency and investing in technology to support this goal. He reiterated that the Agency must remain adaptable and prepared to face difficult circumstances, but also see them as opportunities to innovate and rethink how the CRA delivers services.

In closing, he committed to managing whatever changes come in the most humane and thoughtful way possible.

The President of the UTE reiterated his concerns about a potential return to pre-pandemic staffing levels. He noted that while those levels may have been appropriate in 2020, the economic landscape has shifted significantly by 2025, with increased operational costs across the board. He expressed concern that any move to revert to pre-pandemic levels would, in effect, represent significant budget cuts.

He concluded by stating that he was looking forward to meeting with the Honourable François-Philippe Champagne, Minister of Finance and National Revenue, to share these concerns and advocate for the resources needed to support the CRA and its workforce.

The UTE Regional Vice-President (RVP) of the Rocky Mountains Region, reflected on previous commitments made at the December 2023 NUMCC meeting, where the Agency emphasized its goal to identify efficiencies while minimizing impacts on employees and services. Despite that stated commitment, he expressed concern that frontline workers are now bearing the brunt of financial pressures, and that operational cuts are directly affecting the quality of service delivered to Canadians.

He cited specific examples, noting that term employment reductions have had an explicit and negative impact on client-facing services. Call centre performance has significantly declined, with only 8% of calls currently being answered, well below acceptable service standards. Projections suggest that this number will drop even further, to 4.8%, which he characterized as a "crisis in service." He warned that as the Prime Minister continues efforts to balance the federal budget, service delivery outcomes may continue to deteriorate unless critical funding decisions are re-evaluated.

He strongly emphasized that there is no greater impact than individuals losing their jobs and their ability to support their families. He referenced Budget 2022 and the return-to- office pushback, noting that previous analyses showed gross underutilization of public office space.

Despite efforts, he explained that only about 1 million square feet of building space has been released out of sixty-five million, accounting for just a 35% reduction in real estate footprint, rather than the 50% target. He underscored that buildings themselves do not produce outcomes and do not contribute to the services that Canadians rely on.

He asserted that cutting real estate costs should be a priority and that doing so could help preserve jobs. He challenged the current direction, asking where the commitment to the workforce lies. He urged leadership to reconsider the focus of fiscal restraint, calling for a review of senior management structures rather than continued reductions to front-line staffing.

He concluded by stating that the emphasis should be on saving jobs, not expanding executive bank accounts, and demanded clarity on where meaningful efficiency efforts are truly being directed.

The Commissioner reiterated the Agency’s commitment to minimizing, not eliminating, impacts on both employees and services. He emphasized that the CRA delivers a wide range of critical programs and services, including compliance activities that help ensure Canadians pay their fair share. These functions are essential, and the Agency has limited room to make further cuts without affecting core responsibilities.

The Agency is actively pursuing ways to increase efficiency, including the use of Artificial Intelligence (AI), chatbots, and business intelligence tools, to enhance service delivery and reduce reliance on more costly traditional channels.

Regarding office space, he stated that the Agency has spent considerable time assessing how much is truly required to support operations effectively. While efficiency remains a priority, employees must also have access to sufficient infrastructure to perform their work. The goal is to right-size the real estate footprint while maintaining operational functionality.

The Commissioner also addressed the broader question of how to align the Agency’s structure and operations within its fiscal envelope. All elements of the organization are being reviewed with this goal in mind. He stressed that there are no easy or clear-cut solutions, but all efforts are being made to structure the Agency in a way that allows it to meet financial targets while remaining a great place to work and continuing to serve Canadians effectively.

The AC, FAB, addressed the ongoing fiscal pressures within the context of the government's RGS initiative. During the first phase of the RGS exercise, savings were focused primarily on reductions to discretionary spending such as travel and consulting services.

He also noted that 80% of the Agency’s budget is allocated to salaries. As a result, despite earlier efforts to avoid affecting personnel and as additional budget reductions are implemented, the fiscal reality means that salary expenditures will inevitably be impacted. He acknowledged that this is an unfortunate situation but stressed that the Agency has limited flexibility given the magnitude of required savings.

With respect to real property, he explained that while space optimization and reductions are contributing to savings for the Government - particularly through collaboration with Public Services and Procurement Canada (PSPC), these efforts alone are not sufficient. They represent part of the overall strategy but cannot fully offset the broader financial challenges the Agency is facing.

The President of the UTE reiterated his concerns about the uneven distribution of the current fiscal burden within the Agency. From the perspective of UTE members, workforce adjustments, the cessation of term-to-permanent conversions, and staffing reductions are visibly affecting the quality of services provided to the public.

He insisted that if sacrifices are being made, they must be shared fairly across all levels of the organization. He expressed frustration that while frontline workers are being let go, corresponding reductions among management have not been evident. “Fewer people to manage should mean fewer managers,” he stated. He also stressed on the importance of protecting revenue-generating roles, noting that some areas being cut, such as collections, generate more in returns than they cost to maintain.

Feedback from union members in Montreal and Hamilton highlighted growing dissatisfaction, particularly from client-facing employees. He warned that leadership would continue to hear about these concerns throughout this coming summer. He urged the Agency to find more effective technological solutions but emphasized that technology cannot replace the human resources needed to support the population.

He concluded by stating that he and the UTE would continue lobbying Members of Parliament and the Minister of Finance and National Revenue to make their case. “Our members are suffering, and the population is losing,” he said. “We have to put pressure where it counts.”

The UTE Regional VP for the Atlantic Region provided an update on the state of morale and working conditions in the call centres.

He reported that the Call Centres Committee convened a meeting the previous Monday, during which serious concerns were raised. Morale among agents is extremely low, compounded by overwhelming workloads and increasingly difficult working conditions. He emphasized that clients are waiting up to four hours on the phone, and the stress this place on front-line employees is substantial.

He highlighted that staffing levels in call centres have declined significantly, making the environment even more challenging. He noted that this is "not a good place to be" for employees under such pressure. Despite repeated concerns raised with management in the ABSB, there has been no concrete action or improvement to date.

He expressed frustration that psychological health and safety standards are still not being adequately followed in these workplaces, and that these issues raise legitimate occupational health and safety concerns.

He ended by urging leadership to act, stating that the current trajectory will not improve without deliberate and meaningful change.

The Commissioner acknowledged the gravity of the challenges and reaffirmed the Agency’s determination to improve the situation, even though the precise path forward remains unclear.

He expressed the need to introduce alternative options and streamlined processes to ensure a safe, supportive environment for employees. He also underscored that strengthening morale and mental-health supports is essential.

The AC, ABSB, acknowledged the concerns raised regarding call centres and noted that the Director General and co-chair of the Contact Centres sub-committee, heard these concerns. She emphasized that the team is actively working on an action plan to improve morale, strengthen communication, support employee wellbeing, and enhance collaboration with the union.

This strategy will include measures related to volume management and service improvements, including increased self-service options to reduce wait times for Canadians. She acknowledged that the current work-life experience of call centre agents is difficult and far from ideal. Given the current fiscal constraints, she stated that no additional funding is anticipated, and as such, the focus must be on alternative, sustainable solutions.

The UTE First National VP spoke to the critical importance of psychological health in the workplace, particularly in the context of declining morale and the effects of "survivor syndrome."

He expressed appreciation that this discussion is taking place but stressed the need for the message to reach all levels of the organization, especially at the local level. He highlighted that workloads are not decreasing, and this persistent pressure will inevitably lead to increased stress. He also warned that this may result in more employees taking stress-related leave, which in turn leaves work behind and creates a self-perpetuating cycle.

While acknowledging the value of the EAP, he noted that it should not be seen as a standalone solution. Instead, he called for a broader, more proactive approach to mental health that involves leadership awareness, preventative strategies, and sustained cultural support.

The Commissioner acknowledged that one of the greatest sources of stress lies with managers, who are often responsible for delivering difficult messages and supporting employees through uncertainty. Ensuring that these leaders are equipped to communicate effectively and with empathy is a key priority.

He noted that the Agency remains committed to reinforcing the core messages and values that guide its approach during these challenging times.

The UTE Regional VP for the Rocky Mountains Region, addressed the issue of morale, specifically focusing on the employees who remain in the contact centres.

He acknowledged the introduction of chatbots and AI tools to manage more simplistic aspects of the workload, which can be helpful. However, he cautioned that these technological solutions should not overshadow the reality faced by agents managing increasingly complex calls.

He further expressed concern that the expectation to reduce average call times under current conditions demonstrates a lack of understanding and support for front-line employees. He emphasized that such performance pressures risk further undermining morale and fail to reflect the challenging nature of the work being performed.

The President of the UTE shared feedback he received directly from employees working in contact centres in Montreal and Hamilton. He reported that there is now tremendous pressure on front-line staff to speed up service, which raises serious concerns about both well-being and service quality.

He expressed frustration, stating that there is a perception that the CRA does not sufficiently value employees working on the operational frontlines, those who are directly serving Canadians. He stressed that these employees are not just there to provide quick answers; they need proper training and support. In some cases, staff feel so monitored and pressured that even washroom break is difficult to take without feeling tracked or being questioned.

He urged senior leadership to go on site, speak with employees directly, and hear what is really happening, without filters or intermediaries. The feedback being received is consistent and widespread and reflects serious gaps in the current approach.

The Commissioner noted that the CRA has observed an increase in average call handle time and has been actively analyzing the situation to understand the root causes. He emphasized that the goal is not to push for faster responses at the expense of accuracy or employee well-being. He clarified that the focus on call handle time is about identifying opportunities to improve processes, training, and tools, not about creating unrealistic performance expectations.

The Regional VP for the Montreal Region offered an assessment of the current situation in the call centres and urged a fundamental reset. He suggested that, rather than continuing to build on a structure that is “clearly not working,” the Agency should seize this moment to create an entirely new business model for call-centre operations. In his view, simply tweaking existing processes will not deliver the reliability or quality that employees and Canadians deserve.

For the Wellness Committee, he suggested appointing an employee from the call centres, considering their reality, which differs significantly from that of other employees in the Agency, would contribute to better understanding how wellness can be applied to employees.

He referenced the June 5, 2025, Agency wide Town Hall with senior leaders meeting, where employees expected clear answers but came away feeling even less certain, with many convinced they will eventually be replaced by automation. Some employees found that the official messaging lacked empathy; as they were repeatedly told to “contact your union” for help, even when they faced 30-day deadlines to choose between options they did not fully understand.

If management is struggling to clarify the WFA process, he noted, employees—and their union—will inevitably be in the dark. He hoped that the communication aspect would be improved so that employees can get answers to the questions they raise with management.

The AC, HRB addressed concerns regarding recent communication challenges related to WFA letters. She clarified that there had been some misunderstanding about the wording in the letters, especially the reference to contacting the union. She explained that this language was added with the intention of providing additional support avenues for employees, not to deflect responsibility.

She acknowledged that the WFA process is complex, and it is normal for issues to arise, but they must be identified and escalated as early as possible so that they can be resolved quickly. Managers should be the first point of contact, supported by HR and in partnership with union representatives, to ensure employees receive the information and assistance they need.

Referring to the Commissioner’s comments, the President of the UTE highlighted the importance of respect, compassion, and sensitivity—especially from managers toward employees during difficult transitions.

He noted that while the current budget cuts may feel sudden to some, they have been anticipated for some time. As such, he expressed frustration at the level of confusion observed among permanent employees going through WFA and emphasized that more thorough preparation should have taken place.

He also identified a gap in the understanding of the WFA process at the regional and local levels, noting that Headquarters appears better informed. With more significant rounds of WFA expected in the fall, the President of the UTE stressed the urgency of ensuring that all managers have the knowledge and resources needed to support their teams effectively.

He concluded by underlining the need for open communication at the National WFA Committee level and emphasized that both the employer and the union must be fully prepared to support employees, especially as heightened stress and uncertainty are likely to intensify. He stated: “We must be ready, because if we’re not, we risk making an already difficult situation even worse.”

The Commissioner assured that the Agency has learned valuable lessons from the WFA events of May 22, 2025, and is committed to continuously improving the process.

2. Moratorium On the Administrative Conversion of Term Employees

The President of the UTE reflected on his work with the bargaining team in 2020, particularly the effort to reduce the administrative conversion period from five to three years. While he acknowledged the significance of that achievement, he noted that it does not protect term employees in situations like the current workforce adjustment context.

He shared that he raised the issue with the Commissioner, emphasizing that employees, particularly term staff, are extremely frustrated. Many are losing their jobs, or facing the prospect of job loss, while their conversions remain paused. He stated that while he understands the reasons behind the moratorium, employees are looking for clarity amid the ongoing cuts and uncertainty. He asked the Commissioner whether there is an expected timeline for lifting the moratorium.

The Commissioner noted that CRA is operating in a different world than in previous years, and one of the Agency’s priorities is maintaining the flexibility needed to adapt to whatever comes next. While he did not commit to a specific timeline, he stated that he does not foresee the moratorium continuing indefinitely and does not anticipate new conditions being added to it.

The UTE President expressed that letting go of term employees, even for reasons of efficiency, continues to be a major concern for the union. He requested that if there is any indication that the moratorium on term-to-permanent conversions may be lifted, the union be advised in advance, even confidentially, so they can prepare accordingly. He added that he would welcome opportunities to have interim discussions throughout the year, rather than waiting for formal announcements or meetings.

3. Upcoming Round of Contract Negotiations

The AC, HRB provided an update on the upcoming round of collective bargaining and reaffirmed the CRA’s commitment to a collaborative approach. She acknowledged the current fiscal constraints and emphasized that, as the Agency moves into the next bargaining cycle, it aims to work closely with the PSAC-UTE to explore opportunities to modernize the collective agreement so that it reflects more accurately both current and future operational realities.

She confirmed that the CRA’s bargaining team is currently being selected and that preparations for negotiations are well underway. She assured participants that the Agency will fully support its bargaining team to ensure negotiations proceed efficiently and lead to a timely resolution. She concluded by stating that the CRA continues to place a high priority on maintaining positive and productive relations with PSAC-UTE.

The Second National VP, provided an overview of preparations for the upcoming round of collective bargaining, acknowledging both logistical progress and the complexity of the issues ahead. He stated that a committee has been initiated and that its members are expected to be selected by the end of July 2025. The team is working to keep all parties updated, with the intention of resolving key issues as quickly as possible.

He acknowledged that the volume and scope of bargaining demands can be contentious, particularly given the level of interest and participation among members. He emphasized that the bargaining demands originate from employees themselves, the union team presents what is brought forward by their members. He noted that the upcoming round is unlikely to be smoother than previous ones, referencing lessons from past negotiations. He underscored that the UTE bargaining team acts on direction provided by its members, while delays in the previous round, in his view, were primarily on the employer side.

He also identified the "elephant in the room", the issue of remote work, describing it as a fundamental and unresolved point of contention. He was clear that this issue remains a core priority for UTE and will not be dismissed.

He also reiterated that negotiators must be available for sustained discussions, not just short sessions, to ensure meaningful progress. He concluded by stating that while the Agency has expressed interest in modernizing the collective agreement, the goal is not to shorten or dilute it, but rather to make it more comprehensive and reflective of current realities.

The UTE President raised a concern about the delays experienced when the CRA bargaining team negotiator must consult with the Treasury Board Secretariat (TBS) during negotiations. He noted that the process “takes forever” and questioned whether there is anything that could be done during the Agency’s preparation phase to streamline coordination with the TBS.

The AC, HRB responded by emphasizing that the TBS has been responsive to the Agency’s needs and that she is personally committed to ensuring that this positive and collaborative relationship is maintained.

The Commissioner committed to communicating with the TBS to explore ways to improve responsiveness and encouraged all parties to remain open-minded and constructive as the process unfolds.

4. Security Services Update

The AC and Agency Security Officer for the Security Branch (SB) provided an update on the TBS new Directive on Security Screening. He noted that the directive came into effect on January 6, 2025, and includes a two-year grace period for departments to reach full compliance by January 2027.

He emphasized that security screening is a critical control in mitigating insider threats, an area of growing concern across government in recent years. The CRA supports the policy changes introduced under the new directive.

Key changes to the Directive include:

• A simplified security screening model with three core levels: Reliability, Secret, and Top Secret. Each of these levels now includes an “enhanced” option. This eliminates the previous practice of granting dual levels (e.g., Enhanced Reliability and Secret) to the same individual. Instead, only one appropriate level such as “Enhanced Secret,” will be granted, offering greater clarity, and streamlined processing.
• Mid-cycle validations will now replace the former one-time clearance check approach. For example, a 10-year clearance will require a check at the 5-year mark, including criminal record, financial, and internet inquiries.
• Top Secret clearance holders must now be Canadian citizens. While this change has no immediate impact at the CRA, the Agency is proactively working with the HRB to assess any future implications for staffing.
• Requires reviewing the security profile of all positions every five years to see if the security classification is appropriate, which could result in an upgrade or downgrade of the position’s security status.

He confirmed that the SB is developing an implementation plan to manage the increased workload and ensure a smooth, employee-centered experience.

Commitment: The SB committed to sharing the new Directive on Security Screening from TBS with UTE.

5. Update on Artificial Intelligence (AI) at the CRA

The AC, Service, Innovation, and Integration Branch (SIIB) emphasized that the CRA’s use of technology is not about replacing employees, but rather about supporting them, especially during times of fiscal constraint. He highlighted the importance of using technology to alleviate pressure on overburdened staff and noted that this shift reflects a long-standing evolution at the CRA. What has changed in the past 18 months, is the widespread accessibility of AI, which is now available to everyone in the workplace.
He reassured the participants that while budgetary pressure adds complexity, the objective remains to support employees, not displace them. He noted that the TBS has even drawn inspiration from CRA’s approach, and that a full AI Strategy will be shared in the coming weeks.

The CRA is transitioning from an annual AI Enablement Plan to a comprehensive, three- year AI Strategy. This new strategy provides a long-term, structured roadmap for adopting AI in alignment with the Agency’s priorities. Built around four core objectives: prioritizing AI through data-driven decisions, scaling AI use responsibly, establishing secure and scalable infrastructure, and empowering employees to use AI effectively. The strategy is designed to improve decision-making, boost efficiency, and lay the groundwork for sustainable innovation.

To bring the strategy to life, an AI Implementation Plan has been developed. This plan prioritizes projects in four key areas: service, fraud prevention (identity and cybersecurity), tax debt, and tax compliance. It also outlines timelines and milestones for building the necessary infrastructure, scaling successful solutions, and ensuring employees are equipped with the right tools and training.
As part of this transformation, he announced that the CRA is enabling the use of Microsoft Copilot and will offer a safe and supported entry point for staff to integrate AI into their daily work. He acknowledged concerns that have been raised around employee liability, security, and privacy in relation to generative AI. In response, the CRA is prioritizing clear guidance, comprehensive training, and hands-on learning to ensure employees understand both the opportunities and responsibilities involved.

The AC, Digital Transformation Program Branch (DTPB), provided an overview of “Genni,” the CRA’s new internal generative AI tool. He explained that Genni is designed to support knowledge workers in their daily tasks and is authorized for use with Protected B information. The tool is part of the Agency’s broader effort to modernize work processes while maintaining ambitious standards for security and privacy.

He emphasized that before deeper integration of AI into workflows is considered, it is critical to thoroughly understand its capabilities and implications. In closing, he reiterated the CRA’s commitment to a secure and supportive work environment as the Agency explores the potential of generative AI.

The UTE Regional VP for the National Capital Region and co-Chair of the Technology Change Committee, shared concerns and reflections related to the evolving use of AI tools across the Agency.

He highlighted that a key concern is the confusion surrounding what constitutes AI and automation tools, and the importance of clearly identifying and differentiating between the two. This issue has been raised multiple times at recent meetings of the Technology Change Committee.

He noted that while AI was initially promoted as a solution to streamline tasks and reduce workload, the practical impacts observed so far have raised mixed reactions. There is growing concern that AI is primarily automating basic tasks, potentially increasing the burden on employees when it comes to more complex responsibilities.

He acknowledged that AI is already in use behind the scenes, such as in search functions, data identification, and information processing, and that more clarity is needed on how these tools operate. The Committee would like to better understand how this technology is deployed, where it is being used, and what implications it has on staffing and workflows.

Regarding compliance and accountability, he raised specific concerns about transparency and data integrity. He noted that there are risks when the credibility of outputs generated by AI is taken for granted, particularly in areas related to Access to Information and Privacy and other sensitive analyses. If members are expected to rely on AI-produced content, he argued, there should be greater assurance and safeguards before that information is acted upon.

He concluded by underscoring the importance of building a deeper understanding of how AI tools affect employees, and ensuring the Committee continues to gather information, assess potential risks, and provide strategic oversight as the technology evolves.
The Commissioner stated that the CRA will look at building on its current AI initiatives and consider implementing them where appropriate, to enhance efficiency and service delivery.

Closing Remarks

The Commissioner concluded by expressing his sincere thanks to all participants for their contributions and active engagement throughout the meeting.

He encouraged all parties to continue addressing issues as they arise and to keep the lines of communication open at all levels. He reaffirmed the Agency’s commitment to sharing information transparently and in a timely manner whenever possible. He confirmed that the next NUMCC meeting with the PSAC-UTE is scheduled for December 11, 2025.

The Commissioner also expressed that he was glad to reconnect and looks forward to the upcoming collective bargaining process, emphasizing the importance of continuing to work together respectfully and openly.

The UTE President concluded by thanking all participants for attending the meeting and acknowledged the value of the updates provided. Looking ahead to the upcoming round of collective bargaining, he encouraged all parties to approach negotiations with an open mind, reaffirming his commitment to meaningful dialogue and collaboration.

He noted that time will tell what developments may arise before the December meeting, recalling that last year’s holiday season had been particularly challenging. As we head into the fall, he acknowledged that difficult decisions lie ahead for staffing, at the national, regional, and local levels, and emphasized the importance of cascading those messages throughout the organization. He expressed hope that this round of bargaining would unfold more positively.
 

Image Jean-François Fortin for Bob Hamilton Commissioner Canada Revenue Agency		Image   Marc Brière National President Union of Taxation Employees
Date: 2025-09-22		Date: 2025-10-09