5. Performance summary

5.1 Progress on Implementation

As noted in the Performance Report on Sustainable Development for 2004-2005, we planned to research a methodology to weigh and score the activities, targets, and goals of the National Action Plan in 2005-2006. The resulting draft Index of Sustainable Development Progress (ISDP) weighted activities based on their potential to achieve environmental improvements, and whether the impacts of activities on the environment are direct or indirect.[Footnote 5] As Goal 1 of the SD Strategy contains a majority of activities that directly impact the environment it is the most heavily weighted.

For the 2005-2006 fiscal year 13 activities were added to the National Action Plan, and a total of 41 of 49 activities (84%) were completed during the period. This translates into a weighted implementation score of 89% against our projected score for the period ending March 31, 2006. Table 1 below shows implementation performance for each goal in the SD Strategy for 2005-2006.

Table 1: Implementation Performance by SD Goal

The lower level of completion of Goal 2 activities can be attributed to a number of factors. These include corporate restructuring that led to the disruption of one activity, and a generally more complex delivery structure for Goal 2 activities. Lastly, a greater priority was put on delivering those activities that have a more direct and immediate impact on reducing the effects of our operations on the environment (i.e., Goal 1 activities).

Notable results during the period include the addition of approximately 140 new green products made available for purchase by CRA employees. Internal paper use decreased by 11%, and there was a 238% increase in videoconferencing. These results suggest environmental and cost savings for the CRA, however additional research will be needed to tie these results with precise environmental and financial benefits.

During the period process changes within the Human Resources Branch led to candidates being exposed to SD messaging in 100% of internal and external competitive selection processes. A Sustainable Development Innovation Fund was also established to provide resources to CRA employees for investigating areas of environmental improvements and cost savings. Detailed information on the results for each of the Agency's SD activities for 2005-2006 can be found in Appendices 1 and 2 of this document.

5.2 Measuring Baselines

To effectively measure progress, it is essential to have access to relevant performance data. An important part of the work of the 2004-2007 SD Strategy is to establish baseline data for all targets of the strategy by March 31, 2007. We had anticipated establishing baselines for 20 of the 22 targets by the end of year 2 of our strategy; to date we have established baseline results for 16 targets. The remaining 4 baseline results could not be established due to 3 targets being deferred to the 2006-2007 fiscal year, either because of a lack of resources, or due to changing priorities.

5.3 Commissioner of Environment and Sustainable Development Audits

The CRA received positive assessments in all 3 areas examined by the Commissioner of the Environment and Sustainable Development (CESD) in her 2005 report. The report cited the Agency as having taken significant steps towards, and adopting a systematic approach for greening its procurement. The CRA also received full marks from the CESD on finalizing its environment policy.

In terms of the quality of our 2004-2007 SD Strategy, the CESD reported that the CRA was "meeting expectation" in 7 of 8 categories, and "meeting expectation to some degree" in 1 category. This latter category assessed whether the role of the strategy and how it fits with other plans and strategies was clearly indicated. Overall, the CRA ranked the highest in terms of the quality of its SD Strategy among the 24 departments and agencies assessed by the CESD.[Footnote 6]

In 2005 the CESD began an audit of the CRA's target to integrate sustainability criteria into negotiations, discussions, partnerships, and decision making with provinces and territories, and other government agencies/departments on CRA business. The results of this audit will be revealed in the CESD's 2006 report.

5.4 Program Costs and Benefits

During the 2005-2006 fiscal year the Agency invested approximately $1.3 million in direct costs (personnel and operating) for the SD Division in Ottawa and regional offices to implement the Sustainable Development program (see table 2).

Table 2: Sustainable Development Program Costs (2005-2006 fiscal year)

Many of the initiatives in the CRA's SD Strategy, while aimed at environmental improvement, had the added benefit of improving the Agency's economic efficiency, or conferred benefits to other areas of society. Examples during the period include:

• Reducing greenhouse gas emissions by improving fleet fuel efficiency also reduced fuel expenditures;
• The CRA's 'No Waste Program' helped to extend the life of municipal landfills and contributed to local recycling programs; and,
• Increased use of e-forms and internal paper reduction initiatives reduced the Agency's paper costs.

Measuring these benefits in dollar terms is a challenging endeavour. However, the CRA has taken steps to improve its understanding in this area, and we will continue to improve our knowledge of the full range of costs and benefits associated with our SD Strategy in the future.

Footnotes

[Footnote 5]

See The [Draft] CRA Index of Sustainable Development Progress (ISDP), Lisa Vandehei, Sustainable Development Division, Canada Revenue Agency, September 2005

[Footnote 6]

See the 2005 Report of Commissioner of the Environment and Sustainable Development to the House of Commons (http://www.oag-bvg.gc.ca/domino/reports.nsf/html/c2005menu_e.html)

Date modified:

2007-03-26