Goal 1 - Reduce the effects of our operations on land, air, and water

Target 1.1.1
(4 Activities)

Annually continue to reduce gasoline consumption by the CRA on-road fleet (annual)

Completed

The CRA continued to manage its fleet of 94 vehicles in a sustainable manner. In 2005-2006, the Agency exceeded the requirements of the Alternative Fuels Act by purchasing 20 additional alternative fuel vehicles, bringing the total of Agency alternative fuel vehicles to 26. The Agency also purchased 1 hybrid vehicle, bringing total hybrids owned by the CRA to 6.[Footnote 7]

We also worked to continue reducing gasoline consumption by developing and disseminating an anti-idling communication package to Agency fleet operators in March 2006. The communications package included pamphlets, posters, communications material, decals and directions that promoted the anti-idling campaign.[Footnote 8]

Four of four activities completed

Target 1.1.2
(3 Activities)

Reduce outside emissions (GHGs) as a result of employee travel (March 31, 2007)

Completed

We began systematic investigation of opportunities to reduce outside emissions through:

1) Completion of a draft commuter and business travel strategy. The strategy includes an analysis of the development of an outside emissions baseline. The strategy will be completed in 2006-2007.[Footnote 9]

2) Participation in the federal Transit Pass Program (TPP) in the National Capital Region (NCR).

3) Development of a Local Business Travel Pilot Project to encourage employees in the NCR to consider public transit instead of taxis for local business travel. The pilot will run from June 2006 to May 2007.

4) Promotion of the 'One-Tonne Challenge' to CRA employees.[Footnote 10]

Three of three activities completed

Target 1.1.3
(3 Activities)

Divert solid waste from landfill by an average of 60% in selected facilities occupied by the CRA (March 31, 2007)

Completed

As part of our waste action plan, we implemented the 'No Waste' solid waste management program in 11 more priority facilities, bringing our total to 26 out of 29 priority facilities. Due to operational requirements, we were unable to implement the program in the final 3 facilities as planned, however plans are in place to implement the program in April 2006 in 2 of the remaining 3 facilities (in coordination with Earth Day) and in May 2006 in the last remaining facility, after the facility is renovated.[Footnote 11]

A library of 150 photographs of waste items and templates for recycling signage and guides, were developed and posted on the 'At Your Disposal' webpage on Infozone with instructions on how to use them. These tools are accessible to the Branch and Regional SD Coordinators as part of the 'No Waste' program.

Other waste diversion initiatives were implemented throughout the year, including:

• - Four branches Finance and Administration Branch (F&A), Information Technology Branch (ITB), Assessment and Client Services Branch (A&CSB), and Compliance Programs Branch (CPB) reported having implemented waste management initiatives during their National Public Service Week BBQs; and 3 branches (F&A, CPB, and ITB) collected data and made observations that were sufficient to estimate the waste diversion rates achieved (i.e., 86%, 97%, and 100% respectively).
• - Three organizations also reported having integrated waste management initiatives within their Government of Canada Workplace Charitable Campaign events. They are: CPB 'Coffee with the Commissioner'; F&A 'Bring Your Own Utensils Spaghetti Lunch'; and F&A/SD Division's 'Used Goods Auction'.
• - Waste management initiatives were implemented during SD Division meetings and conferences.

Completed three of three activities

Target 1.1.4
(3 Activities)

Strengthen implementation of the CRA Acquisition of Goods Policy and Green Procurement Guidelines/Procedures
(March 31, 2007)

Completed

To continue strengthening green procurement within the CRA, we:

• - Established 3 strategic sourcing contracts that included SD requirements and evaluation criteria: T1 Tax program; tax related flat forms; and, long service awards;
• - Reviewed and updated the green classification of products available through WBRO.[Footnote 12] As a result, approximately 140 additional items were identified as 'green';
• - Developed a rechargeable battery promotion package and disseminated this package to all CRA acquisition card users;
• - Updated the 'WBRO User's Guide' and the 'WBRO Training Ordering and Goods Receipt' classroom training products to strengthen green procurement;
• - Developed and issued a green procurement communications package (Advisor #79) on March 17, 2006 to targeted stakeholders with responsibilities for purchasing.

The SD Division also integrated green procurement components in the online version of acquisitions card training. The product defines green procurement, provides examples of green products and promotes green procurement as one vehicle to pursue SD.[Footnote 13]

Three of three activities completed

Target 1.1.5
(2 Activities)

Annually improve electronic capabilities of internal forms and publications (annual)

Completed

The Electronic and Print Media Directorate (EPMD) (Public Affairs Branch) collaborated with the SD Division to review procedures for eliminating obsolete forms and to explore opportunities to improve procedures. As a result, EPMD finalized the second iteration of a CRA publishing plan automated tool for tracking and forecasting registered publications. Data from this tool indicate that in 2005-2006, 92% of the CRA's 1852 registered forms had electronic capabilities (i.e., the form is available in an electronic format such as PDF or Word). This data will be used as the CRA's baseline for registered forms.

The Chief of Correspondence Control (Public Affairs Branch), in collaboration with the SD Division, discussed proposals for integrating SD more fully into the existing Ministerial correspondence system. These proposals support paper reduction and include: duplex printing of the final correspondence; preparing paper versions of the final response after its approval by the 'official respondent'; electronic transmission of drafts; and sending electronic versions of the response via email through the use of the 'c.c.' function.

The Security, Risk Management and Internal Affairs Directorate (F&A Branch), in collaboration with the SD Division prepared the Sustainable Development and Security Best Practices For Ministerial Correspondence Systems document, which was sent via email to all branch representatives dealing with Ministerial correspondence. For now, integration of these initiatives will be limited to enquiries received at the Assistant Commissioner level and below while we pilot the new processes.[Footnote 14], [Footnote 15]

Two of two activities completed

Target 1.1.6
(4 Activities)

Reduce internal consumption of paper (printing and photocopying) by 2% per employee based on the national baseline year (2001-2002)
(March 31, 2007)

Completed

Internal paper consumption analysis results for 2005-2006 indicate that paper use has decreased by 11% per employee in the past year (from 7,234 in 2004-2005 to 6,407 in 2005-2006). This may be a result of the following paper reduction activities:

• - Expanding and updating the Report on CRA's Internal Consumption of Paper to include a profile of CRA's employee demographics, an analysis of paper use trends, and proposed paper reduction initiatives for future consideration.
• - This year's updated paper reduction campaign was launched within the Paper Talk website in time for Earth Day (April 22^nd, 2005). The website received 6,220 hits (up 38% compared to 2004-05) and 950 employees participated in the Paper Smart Challenge (up 30% compared to 2004-05).
• - Updating the Success Report on CRA's Duplex by Default Initiative by including branch and regional data for 2004-2005. As of March 31^st, 2005, the Agency had a total of 4,730 networked printers, with only 67% (3,153) being duplex capable. More work will be completed with information technology groups in 2006-2007 to achieve our goal of having all duplex capable networked printer drivers set to duplex by default by March 31^st 2007.[Footnote 16]

Four of four activities completed

Target 1.2.1
(2 Activities)

Annually prevent the release of halocarbons into the atmosphere (annual)

In progress

A national inventory is used to manage the halocarbon containing systems belonging to the CRA. 86% (132/153 facilities) of CRA facilities have completed inventories, a 33% increase over that completed in 2004-2005. A total of 1,310 systems are currently included in the inventory. The remaining systems are expected to be inventoried in 2006-2007.

During 2005-2006, 2 halocarbon releases totalling 1.8 kg. were reported.[Footnote 17] These releases were from air conditioning units; both units were repaired.

One of two activities completed

Target 1.2.2
(2 Activities)

Reduce the use of hazardous substances, where feasible, and properly dispose of hazardous waste (March 31, 2007)

In progress

We continued to work towards reducing the use of hazardous substances and to properly dispose of hazardous waste by implementing targets set out in the Environmental Management Program and by responding to employee enquiries.

The task of preparing formal guidelines for battery recycling was not completed due to a lack of resources and will be addressed in 2006-2007. Although the CRA has not yet developed formal guidelines for the implementation of battery recycling programs, several regional and branch SD coordinators have implemented battery recycling programs in some of their facilities. This was done with SD Division guidance pending development and approval of formal guidelines.

One of two activities completed

Goal 2 - Our programs demonstrate sustainable service delivery

Target 2.1.1
(2 Activities)

Promote sustainable work and travel arrangements among internal auditors in the Corporate Audit and Evaluation Branch (March 31, 2006)

In progress

The SD Division developed an on-line training tool (Sustainable Business Travel) that promotes sustainable local and long distance business travel and alternatives to travel. The SBT tool was piloted with 19 Corporate Audit and Evaluation Branch (CAEB) staff over January and February 2006. Results indicate that overall, the tool is useful in supporting auditors to adopt sustainable business travel practices while performing the audit function. Of the 19 auditors who participated in the pilot, 15 completed a 'travel challenge'. About 93% (14 out of 15) of the challenge participants agreed to participate in more sustainable local business travel practices and 100% (15 out of 15) agreed to participate in more sustainable long distance business travel practices. The SD Division and CAEB will roll out the tool to the entire branch in 2006-2007.[Footnote 18]

One of two activities completed

Target 2.1.2
(2 Activities)

Reduce paper use in tax and benefits program delivery (March 31, 2007)

In progress

In 2005-2006, the CRA's website registered more than 30 million visits, an increase of 25% over the previous year. Marketing activities continue to be aimed at reaching a greater number of individuals and businesses, and to further increase take-up rates for electronic filing. In 2005-2006, the CRA achieved a rate of 49% for our income tax filing season, the same figure achieved in 2004-2005. About 10% of corporate (T2) returns were processed, nearly doubling the 5.94% proportion from the previous year. In addition to T2 Internet-filing, GST/HST Internet filing increased by over 32% from 2004-2005, T4 Internet filing rose by 17% from the previous year, and electronic payments increased by 20%.[Footnote 19]

A process for measuring paper savings (costs and quantities) resulting from electronic service delivery to clients was established. We developed a working paper that established a framework that defines, outlines and estimates paper consumed in service delivery to clients (now referred to as taxpayers). This framework may be used as a baseline to measure ongoing paper savings.

One of two activities completed

Target 2.2.1

(1 Activity)

Integrate sustainability criteria into negotiations, discussions, partnerships, and decision-making with provinces and territories, and government departments/agencies on CRA business
(March 31, 2007)

In progress

During 2005-2006, a working group was established to develop sustainability criteria and to develop tools and guidelines for integrating them into CRA business practices. During the period a document was developed that included a set of sustainability criteria, identified a number of opportunity areas, and proposed a strategic approach to implementation.

During the development of this document it was decided that, due to the special nature of partnership agreements with external clients, these criteria should be treated as distinct from internal policies. A separate set of criteria were therefore drafted as a result. However, due to a organizational realignment announced in January 2006[Footnote 20], the criteria was not integrated into partnership agreements as planned.

Zero of one activity completed

Target 2.3.1

(1 Activity)

Convey our sustainable development commitment to the public
(March 31, 2006)

In progress

Only 1 in 5 branches was successful in placing SD messages on their external website page. The others were unable to do so in 2005-2006. As a result of the low implementation this activity was moved to 2006-2007 for further assessment.

In 2005-2006, the CRA purchased 4 questions in the 3^rd wave of the 2005 EKOS' "Rethinking Government' to determine the percentage of public who perceive the CRA as being committed to SD.[Footnote 21] Results indicate that 42% of respondents believe the CRA is committed to pursuing sustainable development through environmentally responsible operations and service delivery.[Footnote 22] These survey results will be communicated to staff in an upcoming article in In the Public Eye and will be used to inform planning for external communications in the upcoming Sustainable Development Strategy for 2007-2010.

Zero of one activity completed

Goal 3 - All employees apply sustainable development in their jobs

Target 3.1.1
(2 Activities)

CRA leaders will demonstrate their support for sustainable development (SD) in the workplace
(March 31, 2007)

Completed

One way to strengthen leadership for SD in the CRA is including SD commitments in the performance agreements of our executives and managers. We exceeded this target in year 1 of the SD Strategy and continue to refine and incorporate SD clauses in management performance agreements.

Two of two activities completed

Target 3.1.2

(1 Activity)

Integrate SD messages into processes for attracting new employees (March 31, 2006)

Completed

An analysis completed in 2004-2005 revealed that the most effective way to convey our SD commitment to the public was to post simple messages on key career pages of the CRA's intranet and external websites. Hence, the Human Resources Branch has integrated this analysis into their recruiting documentation and included the message "The CRA is committed to sustainable development" on both internal and external Agency career webpages. Candidates were exposed to SD messages in 100% of internal and external competitive selection processes.

One of one activities completed

Target 3.2.1
(3 Activities)

Annually strengthen and support the national Sustainable Development Network, other SD committees, and grassroots employee efforts in all branches and regions (annual)

Completed

Our support for the Sustainable Development Network includes quarterly meetings, SD awareness sessions, workshops, the provision of orientation, and other services. The turnover of SD representatives and coordinators continues to offer challenges in maintaining corporate memory and consistency in program delivery and reporting. The SD Division held four quarterly national meetings with the Network and provided 10 SD awareness sessions to approximately 150 new branch and regional network members, including their new local committee members.

The annual survey of the SD Network on the level of satisfaction with the services offered by the SD Division revealed a 76% satisfaction level.[Footnote 23] In addition, funding was secured to implement an SD Innovation Fund that will provide financial support to employees to implement innovative SD ideas at the CRA.

Three of three activities completed

Target 3.2.2
(4 Activities)

Annually implement the Learning Strategy for Sustainable Development (annual)

Completed

Numerous activities were completed as part of implementing the Learning Strategy for Sustainable Development. These include:

• - Continuing to deliver key courses on SD to various audiences (e.g. information sessions to Public Affairs Branch employees and call centre managers in Ontario Region; the Sustainable Business Travel course to Corporate Audit and Evaluation Branch auditors, and the Management/Gestion Leadership Program SD module to MGs).
• - Implementing activities to support the Communications Strategy, including 3 national events (Earth Day, Environment Week, and Waste Reduction Week) and issuing quarterly SD newsletters;
• - Offering various information sessions to staff, including the Transit Pass Program;
• - Updating SD website and starting a website redesign to be completed in 2006-2007;
• - Marketing the Campus Direct office software courses;
• - The SD Division hosted a kiosk at the Finance and Administration Branch's Diversity Day event to highlight how appreciation of all cultures supports social sustainability;
• - Issuing a communiqué to the SD Network about the social pillar of SD;
• - Including SD as a topic the in online Acquisition Card training module;
• - Including SD in 'A Good Start', the CRA's employee orientation course; and,
• - Integrating green procurement information in the 'WBRO User's Guide' and the 'WBRO Training Ordering and Goods Receipt' classroom training products.

Four of four activities completed

Target 3.2.3

(1 Activity)

Annually recognize employees; and improve opportunities to recognize employee contributions to sustainable development in the workplace
(March 31, 2006)

In progress

Some progress has been made on the development of a sustainable development toolkit such as developing an initial list of toolkit components and drafting an interpretation of how SD fits with existing recognition program categories. In addition, the former Southern Ontario Region has implemented their own Region-wide SD award. Further work is expected to be completed in 2006-2007.[Footnote 24]

Zero of one activities completed

Goal 4 - Modern systems that support and maintain sustainable development

Target 4.1.1
(4 activities)

Maintain the national online data management system for the Sustainable Development Strategy 2004-2007 (March 31, 2006)

Completed

The Division continued to improve the web-based reporting system (PR-Tool) by updating individual branch and regional action plans to reflect the work of the current strategy and by making minor functionality modifications.

Using the reports submitted through the PR-Tool, the SD Division prepared 4 quarterly SD report cards, and finalized and published the 2004-2005 Sustainable Development Annual Report.

Four of four activities completed

Target 4.1.2
(2 Activities)

Develop and improve the CRA's Environmental Management System (EMS)
(March 31, 2006)

Completed

Our Environmental Management System (EMS) is a strategic and systematic way of planning, implementing, reporting, and reviewing our activities related to environmental issues in order to reduce the negative impacts of our business activities. We are currently implementing eight environmental management programs including: procurement, internal paper, fleet, solid and hazardous wastes, outside emissions, halocarbons and storage tanks.

2005-2006 saw the EMS program mature and gain positive recognition:

• - The Environmental Management Programs (the action plans for the EMS) are now better linked to the SD Strategy's goals, objectives and targets.
• - The National EMS Committee Terms of Reference was updated.
• - The Commissioner of the Environment and Sustainable Development's (CESD) 2005 audit of the CRA recognized the Agency's use of its EMS to make "ongoing advancements" in green procurement.[Footnote 25]
• - In the CESD's formal assessment of Environment Policies, CRA's Environment Policy received the highest assessment rating.[Footnote 26]

Three meetings of the National Environmental Management System Committee (NEMSC) were held, including the annual general meeting where the annual environmental management programs were approved. During the period 3 meetings of the Paper-Subcommittee of the NEMSC were also held. We trained 4 new members of the NEMSC and used an Intranet tool for reporting against EMP targets.

Two of two activities completed

Target 4.2.1
(2 Activities)

Integrate sustainability criteria into CRA programs, policies, and business plans (March 31, 2007)

In progress

We have begun to integrate sustainability criteria into various CRA corporate programs and policies as evidenced by the following:

• - Promotion of video and audio conferencing as a sustainable and efficient meeting option. Nation-wide in 2005-2006, 501 video and audio conferences were held totalling approximately 2.2 million minutes, and involving approximately 6900 participants. The increase in participation represents an increase of 238% from 2004-2005.
• - SD criteria was included in the CRA's new Project Management Policy.
• - The Human Resource Branch was scheduled to pilot the use of SD criteria during their policies update however the exercise was not completed in 2005-2006.
• - SD criteria was included in guidance documentation for corporate policy development.

One of two activities completed

Target 4.2.2

(1 Activity)

Develop and implement a line of enquiry procedure into corporate audit and evaluation processes to capture information on the level of sustainable development integration into programs and operations
(March 31, 2007)

Completed

As noted in our 2004-2005 Performance Report, we have been developing a line of enquiry procedures to be incorporated into corporate audit and evaluation processes. During the period these procedures were finalized, incorporated into the Internal Audit Manual, and communicated to Corporate Audit and Evaluation Branch employees. Results on the effectiveness of the new procedures will be monitored in 2006-2007.

One of one activities completed