Minutes of the Contact Centre Committee Meeting

SUMMARY OF DISCUSSIONS:

Opening Remarks

The Management Committee Co-chair welcomed all attendees and noted that this would be her last meeting. She expressed her appreciation for the ongoing collaboration with this committee over the past several years. She highlighted the positive and meaningful interactions she has had during her time on the committee and shared that, in her new role, she remains closely connected to the work happening in the CRA’s contact centres. Although this was her final meeting as co-chair, she mentioned that she may attend future meetings and is happy to stay involved in important discussions. She also welcomed Brian Rae as he begins his new role. 

The committee held a roundtable so members could introduce themselves, with a particular focus on welcoming and orienting Brian Rae as the newest member of the committee.

1. Ratio of permanent vs. contract employees by contact centre 

The Director, Collections Directorate (CD), provided an update for the Collections and Verifications Branch (CVB). She noted that PERM-to-term data was not available because regional measures were not captured. This information will be shared informally after the meeting. She added that PERM averages have historically been around 40% and no major changes are expected. The updated data should be available in about one week.

Subsequent to the meeting the following was provided: 

• DMCC perm/term ratio as of 2026-01-30:
  • 43% perm, 57% term
  • Slightly higher number of perm than previously reported. With staffing efforts for vacancies currently in progress, we expect to be closer to normal levels by end of fiscal (35%/65%)

The Management Committee Co-chair also provided an update for the Assessment, Benefits and Services Branch (ABSB). She explained that the PERM ratio has decreased, which was expected following the recent hiring of many TERM employees. In Business Enquiries at the SP-04 and SP-05 levels, the proportion of PERM staff dropped from 96% to 76%. On the individual side, the PERM proportion decreased from 59% to 47% as of October 2025. Overall, the PERM ratio declined from 68% to 56%, reflecting normal staff movement and transitions.

2. Debt Management Call Centre (DMCC) update

The Director, CD, introduced the topic by mentioning that on October 27^th, 2025, a reminder was sent to all regions to reinforce compliance with article 60.01 of the Collective Agreement, which stipulates that phone agents are entitled to a 5 minute break upon request. Management reported that the reminder was well received and that the issue has been resolved, as no further concerns have been raised since the message was issued.

Furthermore, looking ahead to the new fiscal year, Accounts Receivable National Inventory (ARNI) Tax Services (TS) workloads are expected to expand with the introduction of four new teams – one extra per region. Several service improvements are also planned to reduce the number of client callbacks by providing clients with contact information where a file is already assigned to a collection officer. This will allow taxpayers to work with their  assigned officer, while unassigned files will continue to be handled through ARNITS.

ARNI officers are committed to call-related work while also supporting pilot projects, which account for approximately 30% their time. Employees continue to manage both inbound and outbound calls, and overall feedback has been positive. Year-to-date results are strong, with service levels, average speed of answer, and call abandonment rates all exceeding target levels. It was noted that these measures differ from those used in ABSB client service.

Additional operational enhancements include the rollout of a new DMCC manual, which has been developed with usability in mind and is similar to the ABSB technical help guide, but has addressed accessibility issues. Early results have been positive. The previous manual will remain available for a brief transition period before being formally retired, and regions have already been notified of this change. Updates to span-of control measures are also planned, with ratios moving to 15:1 in the coming months, resulting in minor savings across regions. Additionally, 20 to 22 more officers will be deployed nationally to support greater consistency in operations.

• Vacation leave was reviewed in consultation with the regions, with no unusual issues were identified. Collections operations were shutdown for outbound calls during the recent holiday period. This is an annual shutdown to respect the holiday period and means that unsolicited outbound calls do not occur. 
  • National program does not provide direction, this is left for regional discretion
  • All regions indicate a willingness to consider LIA requests.
  • Regions have signaled that few requests are received and are generally approved. Each is assessed based on operational needs.

As a follow up to the discussion, DMCC was asked to provide their approach to Leave with Income Averaging (LIA). The following information was provided subsequent to the in person meeting:

The Union raised concerns about the recent “My Account” launch of Manage balance, noting that when clients answer three questions, they are often prompted to request a callback, with many of these calls being directed to ARNI TS agents. Employees have expressed dissatisfaction with this arrangement. Management responded that the impact is expected to decrease as additional staff are hired and some of the call volume is redirected to assigned officers. The calls are no different from calls that would typically take place in the workload. The difference being that the client is requesting the contact and is more likely to take the call from the collection officer. The result is a higher degree of success in resolving the tax debt. 

Concerns were raised about ARNI TS receiving transferred calls from ABSB, especially when clients are calling about payment transfers. Challenges occur when clients ask questions outside of collections or payment issues, as ARNI TS officers are not trained or responsible for addressing those topics. This often results in the call being sent back to ABSB. Management confirmed that ARNI TS should only handle matters within its core responsibilities. 

Some topics have been identified where limited additional training for CVB collection officers could help – for example, providing quick and basic information about tax adjustments. Officers are trained to respond with empathy and follow established procedures, such as placing files on hold when reassessments or third-party actions are needed. They document notes on the file, consider current reassessment timelines, and set reminders for follow-up when appropriate. In most cases, once the reassessment is complete, the file is resolved and removed from collection inventory.

3. Contact Centre Services Directorate (CCSD) update

The Management Committee Co-chair opened the topic by providing an update on the recent joint communication from CVB and ABSB about the use of 60.01 (5-minute break). Overall, the data for CCSD remains stable, with a strong usage - approximately 98% of agents using the code. A reminder was also shared with the regions ahead of filing season.

The discussion then shifted to ongoing concerns regarding Article 60.01. The Union reiterated that, even with certain functions removed, the provision is still required and is not currently being applied as originally negotiated. They expressed hope that these issues will be resolved in the next collective agreement. From the Union’s perspective, 60.01 is meant to include time for administrative tasks such as completing timesheets, responding to emails, and completing work between calls in a productive way. They emphasized that the removal of the previous 15-minute allowance for timesheets has had an impact, and that the break component of 60.01 is essential for employee wellbeing, not just task completion.

Management acknowledged the importance of productive time but clarified that daily schedules already provide enough flexibility to complete tasks such as timesheets without relying on Article 60.01. It was noted that agents have approximately 48 minutes of flex time each day, and management reiterated that they are not instructing employees to complete timesheets under 60.01. The Union indicated that it plans to seek further clarification on this matter during future collective agreement negotiations.

The conversation then shifted to adherence and workforce management (WFM). Management provided an update on a pilot focused on adherence (referred to more accurately as “conformance”), which introduced 20-minute buffer periods before and after shifts to reduce pressure on team leaders and phone agents. The goal was to reduce the need for exceptions and make monitoring easier. Feedback so far has been positive, with no major concerns raised. Management explained that the approach measures the percentage of hours worked during the scheduled day rather than the minute-by-minute tracking, and noted that future improvements may be supported by the new telephony platform.

The Union agreed that the pilot is working well overall but raised concerns about TERM employees who are competing for rehire opportunities. These employees feel increased pressure because every minute of their day is closely reviewed, and current WFM tools do not allow for proper adjustments. The Union suggested that one-off adjustments would help address these situations. Management supported this suggestion, emphasizing the need for common sense and reducing stress for agents. Adjustments are allowed, should be used as coaching opportunities, and should be monitored appropriately. Management committed to addressing specific concerns and ensuring consistent national application across call centres. They also stressed that factors outside an agent’s control should be corrected and should not negatively impact performance metrics such as P10, especially given the impact on employee wellness.

An update was also provided on screen recording. Management explained that a small poll was conducted with agents and, for now, the current limited approach will continue, especially with the new telephony platform on the way. Screen recording remains part of the Quality Evaluation process for certain agents and is now in its final phase, with low call volumes. The Union raised concerns that screen recording sometimes continues after a call ends. Management clarified that agents must switch their state to “not ready” to fully disconnect from the call and agreed that this instruction need to be clearly communicated. Talk time, hold time, and after-call work will continue to be monitored, and management identified this as an opportunity for additional coaching by the Quality Evaluation team.

Management also noted that the new platform may include improved screen-recording features, though it is not yet known whether recording would be continuous or limited to a certain number of calls. Decisions regarding data retention and how the recordings will be used are still under review. The Union requested more transparency, explaining that existing data would help them better understand the impacts on quality scores and handle time. Both parties agreed that this topic to a future meeting agenda. 

The discussion then shifted to broader wellbeing and engagement initiatives. Management acknowledged past communication challenges, including earlier messages that may have suggested these initiatives were further along than they are. Management apologized for any confusion and committed to providing a written, principle-based plan on well being for contact centres by the end of February, which will be shared for consultation. The plan will focus on improving workplace culture and overall wellbeing, with shared responsibility between headquarters and the regions. Proposed principles include strengthening community and connection, ensuring consistent one-on-one time between team leaders and agents, improving the quality of team meetings, enhancing recognition of good work, and giving employees a stronger voice in decisions and new processes.

Both parties emphasized the importance of team leader availability and strong relationship-building. They noted that although time is allocated for this purpose, it is not always used effectively because workload pressures continue to cascade down to MG-05s and team leaders. Management shared that they are working to secure broader regional leadership support and are incorporating psychological and motivational approaches. They also encouraged regions to continue, and further develop, the local wellness, cultural, and engagement activities already in place.

Updates were also shared on the transition to the new platform. Management confirmed that regional engagement has begun, with SP-04 and SP-05 employees expected to take part in testing. A more detailed rollout plan and demonstration will be provided once available, potentially through an ad hoc online session. While phone agents may see changes to the new user interface, the most significant changes are expected for quality evaluators, traffic, and team leaders. The implications for the accountability framework remain under review. Management also noted that new features are being considered, including automated call summaries generated through call listening technology, which would only be implemented if accuracy standards are met.

Finally, management acknowledged that there are inconsistencies across regions in how agents are treated and advised, particularly regarding labour relations interpretations. The Human Resources Branch (HRB) is actively working to address these differences and improve national consistency. The Union welcomed this effort and emphasized the importance of maintaining focus on this issue moving forward.

4. Union Issues

a) Wellness Plan

This item was discussed earlier in the meeting.

b) Vacation leave

The Union asked whether vacation approvals could be increased for 2026. Management responded that they are currently reviewing vacation plans for the full year but cautioned that challenges similar to previous years are expected, especially during the summer. They emphasized that full approval rates are not possible due to operational requirements and that, although the approval percentages have been consistent, demand will always exceed available capacity. Management reiterated that service to Canadians must be maintained, and that adjustments—such as reducing training during peak periods—are already made to support vacation requests without impacting operations.

Management confirmed that the approved vacation percentages will be communicated to the regions shortly. There will be no adjustments based on new hires, and first-choice vacation requests will still be denied, consistent with past practice. The current vacation approval process will remain in place for the rest of the year.

For CVB employees, management noted that seasonal demand pressures do not apply in the same way. Summer coverage needs are still considered, but this group generally receives as much flexibility as possible when it comes to vacation approvals.

c) DMCC-work being transferred to ARNI

This item was discussed earlier in the meeting.

d) New WFM update

This item was discussed earlier in the meeting.

e) Coaching

The Union raised concerns regarding the current amount coaching time allocated to agents, noting that the existing 30 minutes allowance is not sufficient. They explained that agents can be tied up on calls and coaches have tightly scheduled workloads, which limits the opportunity for meaningful one-on-one coaching. The Union emphasized that effective coaching often requires one-hour blocks to allow for both the session and the necessary preparation, especially for complex topics or during periods of increased coaching needs, such as onboarding new hires. 

Management acknowledged the concern and confirmed that more research is required. They committed to consulting with the coaching team and following up with the Union. Management also noted that some regions are applying coaching very rigidly, with little flexibility, and emphasized their goal of moving toward a more consistent, nationally aligned coaching approach. 

The Union noted that the OAG report found that coaching outcomes to be inconsistent and limited. They stressed the need for a concrete action plan to address these gaps and reiterated that 30 minutes per agent is not enough to support effective coaching. Management confirmed that they are reviewing possible options and will report back with proposed improvements.

Management noted that while the recent OAG report did address some aspects of coaching, the findings were not comprehensive. However, the report does highlight areas where improvements can be made.

f) 7am start, 9:30 am east coast

The Union noted that some employees report to an office located in a different time zone, which creates scheduling challenges. Management agreed to take this issue offline for further review and resolution. For employees in Halifax, the standard start time is 9:00 a.m., and management clarified that for offices operating in different time zones, schedules will be listed according to each location’s local time.

Management also addressed the issue of early start times. They explained that while the CRA is gradually moving away from 7:00 a.m. shifts, the transition will take time. For now, the 7:00 a.m. start time remains in place due to a stat freeze, and some employees are working overtime during this period. Management noted that the early shift will eventually be phased out to improve agent coverage later in the day. In the meantime, operational staffing levels will continue as previously communicated to ensure service delivery is not disrupted.

g) Screen recording

This item was discussed earlier in the meeting.

h) Update on staffing

Management provided an update on staffing plans for the upcoming filing season. After the last extension of temporary staff, a decision was made last year to hire an additional 2,100 employees. Regions have been working to fill these positions, starting with rehire pools and now moving to new hire pools. Management noted that this number may increase by another 400–500 employees, depending on operational needs. They also shared that a recent meeting was held with UTE President Marc Brière to discuss these plans, particularly with regard to potential increases in call volumes during the tax filing season. Management emphasized that there are no plans to transfer employees form other CRA offices at this time.

Management further added that term contracts are scheduled to end on September 4th, and filing season overtime will be available Saturdays for certain call types between March 21st and May 2^nd. When the Union asked whether this schedule is reflected on the matrix, management clarified that overtime is outside regular hours and will be offered on a volunteer basis. While Saturday’s shifts will focus on specific topics, more complex issues may require callers to contact the CRA again at a later time. Management reassured the Union that service to Canadians will continue to be maintained despite these limitations. 

The Union also raised questions about the status of independent reviews and peer-to-peer assessments. Management confirmed that delays have slowed progress, but they expect work to resume around mid-February. Independent reviews remain a priority. Regarding peer-to-peer assessments, SP-05 employees are not yet evaluating other SP-05s. They acknowledged that this may be a concern for the Union and agreed that further discussion may be needed. 

The Union requested specific data on the rehire pools. Management explained that regional breakdowns are not yet fully available, but hiring is still underway, with about half of the contract offers issued so far. They noted that the staffing process takes time due to requirements such as language testing and security clearances, and that employees hired later may receive different and shorter training than those onboarded earlier. 

i) Technology used

Management confirmed that recent efforts have focused on developing the new telephony platform. They also noted that they continue to explore AI opportunities, including the potential use of Copilot to support online chat services. 

Closing remarks 

The Union Committee Co-chair thanked all participants, noting that a strong relationship has been built over the past few years and expressing optimism about continuing this positive collaboration with the new Management Committee co-chair Brian Rae. 

The Union asked that the following items be discussed further at upcoming committee meetings : wellness plan, new telephony platform presentation, and coaching. 

The Management Committee Co-chair also expressed her appreciation for the recent collaboration with the Union, emphasizing that it has been grounded in effective communication and honesty.