Performance Report on Sustainable Development April 1, 2006 to March 31, 2007
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Appendices
APPENDIX 1:
Sustainable Development at the CRA
SD definition
Sustainable development (SD) is commonly defined as development that meets the needs of the present without compromising the ability of future generations to meet their own needs. This definition comes from the Brundtland Report, a 1987 report from the United Nations.
SD Strategy at the CRA
Under the Federal Sustainable Development Act , the CRA updates and tables a sustainable development (SD) strategy in Parliament at least once every three years. The SD strategy outlines concrete plans to integrate SD into our policies, programs and operations. A national action plan underpins this strategy. The plan has 4 goals that focus on the CRA's internal operations, service delivery to the public, employees, and modern sustainable development management systems. These goals are supported by targets that represent the areas of greatest impact for SD at the CRA. The targets are supported by activities, each of which has a detailed work plan and are reviewed annually and updated, where necessary.
The national action plan is supported by branch and regional action plans developed through a consultative process and approved by respective Assistant Commissioners. The national, branch and regional action plans are updated yearly to keep current with the changing operating environment of the CRA.
The national action plan is also supported by environmental management programs (EMP), which are linked mostly to goal 1 of the SD strategy.
SD governance at the CRA
The Sustainable Development (SD) Division of the Finance and Administration Branch (F&A) has the primary responsibility for managing the CRA's SD Strategy. It also plays a major role in implementing, monitoring, measurement and reporting to stakeholders on SD progress. Other responsibilities include responding to audits initiated by the Commissioner of the Environment and Sustainable Development (CESD), developing tools and communication materials, and developing and delivering learning programs to approximately 40,000 employees of the CRA. The SD Division also represents the CRA on several federal committees including:
- The Interdepartmental Network for Sustainable Development Strategies; and,
- The Interdepartmental Committee on Greening Government Operations.
The work of the SD Division is steered by senior management SD champions who form the Sustainable Development Steering Committee (SDSC). The SDSC provides ongoing support and direction to the SD Division. The SDSC reports to the Agency Management Committee on the implementation of the Strategy and on CRA plans for making operations and service delivery more efficient and environmentally responsible.
The Division is supported by the Sustainable Development Network and the National Environmental Management System Committee (NEMSC). The SD Network consists of representatives and coordinators in all CRA branches and regions and enables SD management throughout the Agency. The majority of SD coordinators have established committees, and in some cases subcommittees, that support the implementation of local SD plans. The NEMSC approves targets and monitors progress on identified environmental issues of importance to the CRA. Representation on this committee is CRA-wide and function specific.
The exhibit below illustrates the governance structure for the Agency's SD Program
Both the SD Network and SD Division report performance quarterly through a web-based Performance Reporting (PR) Tool designed for the SD program. Mechanisms for regular reporting are also in place for all EMPs through the Environmental Management System (EMS).
SD performance is summarized and presented to management in various fora including the SDSC, the Agency Management Committee and the Board of Management, through a number of reports. For example, SD performance is included in CRA in-year reports, such as Agency quarterly reports and the Finance and Administration Branch's functional business plan reports, and the CRA's Annual Report to Parliament. The annual Performance Report on Sustainable Development (i.e., this report) represents the CRA's most detailed report on SD performance.
One important audience for the CRA's SD performance information is the Commissioner of the Environment and Sustainable Development (CESD). The CESD has a mandate to monitor federal departments and agencies' implementation of their SD Strategies. Audits are one tool used by the CESD to assess performance against expected results. Audit results are normally the subject of the Commissioner's Annual Report to the House of Commons and provide important guidance for the CRA.
SD program costs for 2006-2007
During the 2006-2007 fiscal year the Agency invested approximately $1.5 million in direct costs (personnel and operating) for the SD Division in Ottawa and regional offices to implement the Sustainable Development program (see Table 1).
| Resource Type | |||
|---|---|---|---|
| Expenditure Overview | Salary | O&M | Total |
| Headquarter | 896 | 302 | 1,198 |
| Regions | 300 | 18 | 318 |
| Total: | 1,196 | 320 | 1,516 |
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 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 electronic forms and internal paper reduction initiatives reduced the Agency's paper costs.
While in some cases the initial cost of purchasing green products (e.g., hybrid vehicles) is more than for buying non-green alternatives, this price premium does not apply in all cases of green procurement. In other instances the costs are neutral (e.g., E85 vehicles, E10 fuel), and for some products, buying green is less expensive. One example of this green benefit is illustrated with remanufactured toner cartridges. During 2006-2007 the Agency spent $2.3 million on toner cartridges of which $162,000 or 7.1% were remanufactured toners. When we compared the price of the remanufactured toner to the price of the original toner cartridge that it replaced, a cost savings of $82,108.00 was achieved for the fiscal year.[Footnote 9]
Measuring these benefits in dollar terms is challenging. 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.
APPENDIX 2:
Index of Sustainable Development Progress
In the early implementation stages of our third SD Strategy, senior management raised concerns about the CRA ability to measure SD progress over time. A move towards results-based reporting was the desired direction.
To this end the SD Division investigated several performance measurement and reporting models to address management's concerns, as well as, meet the expectations of key external stakeholders, including the Commissioner of the Environment and Sustainable Development (CESD). The result of the investigation and subsequent consultations was the development of the Index of Sustainable Development Progress (ISDP).
The Index sought to report against SD results instead of activities; thereby, measuring and reporting SD performance with greater clarity and simplicity, reduced subjectivity, and comparability across time and between regions.[Footnote 10] A key feature of the ISDP was the establishment of weights for each activity, target, and goal of the SD Strategy. The SD Division tested and undertook a review of the ISDP between 2005 and 2007.
The decision was taken to focus available resources on improving the project management aspect of SD management and reporting, and revisit the issue of weighting once this aspect has been strengthened. Consequently, the SD Division finalized the Results-based Management Accountability Framework (RMAF)[Footnote 11] for the SD Program, began work to design a revised Web-based Performance Reporting (PR) Tool for SD, and to provide the SD Network with tools to enhance implementation of their SD Action Plans.
APPENDIX 3:
Performance on 2006-2007 Activities of the National Action Plan (2004-2007)
| Targets (2004-2007) | Target status | Performance summary of activities for 2006-2007 |
|---|---|---|
|
Goal 1: Reduce the effects of our operations on land, air, and water |
||
|
Objective 1.1: Reduce waste and ensure efficient use of resources |
||
|
Target 1.1.1 |
Annually continue to reduce gasoline consumption by CRA on-road fleet Measure: √ Established Litres per km of gasoline consumed, and reduction in GHG emissions. |
The CRA refreshed its Environmental Management Program (EMP) for Fleet to continue systematic and sustainable management of CRA vehicles. During the period we met 100% of targets under this program. Among the highlights were:
Four of four activities completed |
|
Target 1.1.2 |
Reduce outside emissions (GHGs) as a result of employee travel (commuting and business travel) Measure: In progress Percentage reduction of outside emissions (GHGs) |
During 2006-2007, we had 1 activity scheduled to achieve the target. This required us to develop a methodology for deriving an outside emissions baseline. We consulted with the SD Network on the draft CRA Commuter and Business Travel Strategy that included a methodology for establishing the baseline. The strategy document, along with the baseline methodology was finalized in August 2006.[Footnote 12] Work will continue in the new Strategy to apply the methodology in order to determine GHG emissions. We continued implementation of the Environmental Management Program (EMP) for Outside Emissions. A total of 13 of 15 EMP targets were met. One of one activity completed |
|
Target 1.1.3 |
Divert solid waste from landfill by an average of 60% in selected facilities occupied by the CRA Measure: √ Established Average diversion rates at participating facilities |
Four activities were scheduled for completion during the period. This included one activity that was brought forward from 2005-2006 that related to the implementation of the No Waste Program in 3 remaining selected facilities. We implemented the No Waste Program in 1 of the facilities, and due to resource constraints implementation of the Program did not go forward in the other 2 facilities. However, these 2 facilities continued their solid waste reduction efforts. The CRA advanced year 3 plans to measure solid waste diversion rates. We contracted two organizations to perform waste audits in the 29 selected facilities. Physical sort audits were completed in 10 facilities, and comparative audits were completed in the remaining 19 facilities. The results showed that the CRA achieved a diversion rate of 79%[Footnote 13], surpassing the targeted rate of 60%. These 29 facilities represent approximately 50% of CRA's employees. The SD Division and the SD Network collaborated successfully with organizers to integrate waste management initiatives into various CRA events. The SD Division provided support to social committees and executive offices to further integrate waste diversion into local events. One example of a waste management initiative was the composting of organic waste during the Finance and Administration Branch Government of Canada Charitable Workplace Campaign (GCWCC) Fair. Implementation of other solid waste targets continued under the Environmental Management Program (EMP) for Solid Waste. A total of 7 of 9 targets were met or mostly met. Two of four activities completed; two in progress |
|
Target 1.1.4 |
Strengthen implementation of the CRA Procurement Policy and Green Procurement Guidelines and Procedures Measure: √ Established Percentage of green products purchased |
The CRA continued the systematic integration of SD criteria in the purchasing decisions of the Agency. The positive trend in the percentage of green products purchased continued in 2006-2007. The total value of green products purchased (included publishing, fleet, and WBRO goods) was $16.9 million or 16.9%. This compared to 7.4% in 2005-2006. These results were enabled by the following interventions:
A total of 13 of 14 targets were met under the Environmental Management Program (EMP) for Procurement. Three of three activities completed |
|
Target 1.1.5 |
Annually improve electronic capabilities of internal forms and publications Measure: √ In progress Paper saved through the use of electronic forms, publications, and systems. |
The activity to examine existing inventory of internal forms to identify opportunities to increase electronic capabilities was completed in 2005-2006. The results showed that 92% of CRA's 1,892 registered forms had electronic capabilities. Purchases through CRA Web-based procurement tool, WBRO, recorded 121,314 transactions in 2006-2007. With an average of 7 sheets of paper per transaction, the electronic system saved an estimated 849,198 sheets of paper. In addition, the SD Division worked with Public Affairs Branch's Electronic and Print Media Directorate (EPMD) to review procedures for eliminating obsolete forms, and support electronic capabilities of forms. Procedures were improved through the introduction of the second iteration of CRA Publishing Plan Automated Tool for tracking and forecasting registered publications. One of two activities completed; one activity[Footnote 14] was dropped |
|
Target 1.1.6 |
Reduce internal consumption of paper (printing and photocopying) by 2% per employee based on the national baseline year (2001-2002) Measure: √Established Percentage of reduction in paper consumption per employee |
Internal paper use per employee continued its downward trend. For 2006-2007, the CRA reduced its internal paper consumption to 5,761 sheets per employee, a reduction of 646 sheets per employee vis-à-vis 2005-2006. However, we missed the targeted 2% reduction rate by 31 sheets per FTE. Notwithstanding, significant decreases in paper use were achieved during the last two years of the 2004-2007 SD Strategy. These results were attributed to the systematic implementation of paper reduction initiatives. These included:
Twelve of 15 targets in the Environmental Management Program (EMP) for Paper were met or mostly met. Four of four activities completed |
|
Objective 1.2: Comply with environmental legislation and regulations |
||
|
Target 1.2.1 |
Annually prevent the release of halocarbons into the atmosphere Measure: √ Established Annual number and amount of halocarbon releases |
Maintaining an updated inventory for CRA Halocarbon containing equipment enhances CRA's ability to prevent and respond to reported releases. Halocarbons are found in refrigerant and cooling systems, such as refrigerators, and air conditioners. We are challenged to maintain an up-to-date inventory due to:
By March 31, 2007, the National Halocarbon Inventory contained system information for 84% of CRA's facilities. There was no Halocarbon release reported during the period. A total of 8 of 10 targets under the Environmental Management Program (EMP) for Halocarbons were met or mostly met. Two of two activities completed |
|
Target 1.2.2 |
Reduce the use of hazardous substances, where feasible, and properly dispose of hazardous waste Measure: √ In progress Number of programs for the disposal of hazardous products |
Research was conducted to assess, among other things, the amount and types of batteries used by the CRA, as well as, the regulations that govern their disposal. Due to competing priorities, the SD Division did not develop formal guidelines for the implementation of battery recycling programs but will continue to undertake required research in the next period. The Administration Directorate developed procedures for donating CRA Surplus Moveable Assets. These procedures apply to all moveable assets that belong to the CRA except vehicles, but including cellular telephones and information technology equipment. The EMP for Hazardous Waste was implemented and 5 of 7 EMP targets were met. Performance was documented and reported in annual EMP reports. One of two activities completed; one in progress |
|
Goal 2: Our programs demonstrate sustainable service delivery |
||
|
Objective 2.1: Enable efficient and innovative program delivery |
||
|
Target 2.1.1 |
Promote sustainable work and travel arrangements among internal auditors in the Corporate Audit and Evaluation Branch (CAEB) Measure: √ Established Percentage of auditors committing to using sustainable work and travel arrangements. |
The Sustainable Business Travel (SBT) course is a one-hour on-line course that consists of 4 modules. They address course introduction, smart driving, alternatives to driving, and business travel. Each module concludes with a review of best practices and a short quiz to reinforce the concepts presented in the module The SBT course was delivered to auditors of the Corporate Audit and Evaluation Branch (CAEB) in 2006. A total of 82 of 108 (76%) employees of the branch took the course. This included 58 (87%) of the 67 Internal Auditors of the branch[Footnote 16]. The SD Division also explored the feasibility of offering the course to frequent travellers, beginning with Compliance Programs Branch (CPB), which employs approximately 900 employees in Headquarters (HQ) and has functional authority for tax auditors in the regions. CPB will work with the SD Division to disseminate the course information to their employees. The course was also taken by 30 fleet operators. Participants evaluated the course by submitting a course evaluation form. The results were favourable, with employees indicating that the program was informative and a good use of their time. Two of two activities completed |
|
Target 2.1.2 |
Reduce paper use in tax and benefits program delivery Measure: √ In progress Reduction of paper use in program delivery |
Providing taxpayers with increased convenience and accessibility through electronic filing and payment technology saves paper and associated costs, and encourages voluntary compliance with tax obligations, thereby protecting Canada's revenue base. For 2006-2007, the CRA processed more than 25 million individual returns, over half of which were filed electronically; and refunded $21.2 billion to more than 16 million individual taxpayers. There were more than 500,000 users and over 2.6 million visits to the My Account Web pages. Electronic returns for individuals were 50.6%, which represented a 1.2% increase over the previous year. For business returns, the CRA administered about 1.5 million employer accounts, processed more than 1.6 million corporate returns, and almost 6.3 million GST/HST returns. Electronic take-up of corporate returns was 15.5%, an increase of 5.7% over 2005-2006. The trend over the last three years for the electronic take-up of tax filing has been positive. Individual use of electronic tax filing increased from 49.4% in 2004-2005 to 50.6% in 2006-2007, while corporation use of electronic tax-filing more than doubled - increasing from 5.9% in 2004-2005 to 15.5% in 2006-2007. For the benefits program, the telephone continued to be benefit recipients' preferred method of contacting the CRA. Resulting from efforts to increase online services, visits to the Child and Family Benefits Web pages increased from 1.94 million views in 2004-2005 to 3.67 millions views in 2006-2007. Similarly, the use of the web service for Children's Special Allowances (CSA) increased from 25.9% in 2004-2005 to 31.5% in 2006-2007. Given the increasing use of electronic tax services by taxpayers, the SD Division sought to determine paper savings to the CRA resulting from the reduction in paper tax filing. Previous years' work identified the sources and quantities for external paper use by the CRA. They fell in the main categories of letters to clients, publications, and forms. This information gathering exercise would have assisted us in measuring paper used to serve our external clients and taxpayers. However, given the large scale of the project, and with limited resources, we strategically deferred measurement and incorporated the activity under the Environmental Management Program for Paper, to be pursued under SD Strategy 2007-2010. Specifically, this activity will be implemented under the target, which aims to simply the tax filing process and reduce paper burden, through the use of electronic services. Several new electronic learning products were launched this year, including, for example: TD4649-001 My Business Account for e-service Help Desk Agents and TD4649-002 My Business Account for Business Window Agents. Two of three activities completed; one in progress |
|
Objective 2.2: Enhance partnerships to support shared sustainable development objectives |
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|
Target 2.2.1 |
Integrate sustainability criteria into negotiations, discussions, partnerships, and decision-making with provinces and territories, and other government agencies/ departments on CRA business Measure: √ In progress Percentage of negotiations, discussions, partnerships, decision-making with partners that the SD Criteria are applied to |
Having defined sustainability criteria for partnerships, we continued to work to position the criteria for use in partnership agreements[Footnote 17]. As a key step, we identified the document "Developer's Guide for Collaborative Written Arrangements as the appropriate vehicle for promoting the use of the Criteria. The SD Criteria was included in the draft document, which is undergoing review for finalization within the Corporate Strategies and Business Development Branch (CSBDB). Work on this target will continue into the new SD Strategy. In the 2006 report to Parliament, the Commissioner of the Environment and Sustainable Development (CESD) examined this commitment (Target 2.2.1). The CESD observed that, at the time of the audit, satisfactory progress had been made on establishing a definition for sustainability criteria, and in identifying opportunities for the inclusion of criteria. However, the Commissioner rated progress on integrating the criteria (into identified documents and guidelines) as unsatisfactory. The CESD concluded that the CRA had achieved overall satisfactory progress on this selected commitment. Since the audit, marginal progress has been realized in finalizing the Guide for use. Delays resulted from organizational re-direction and staff turnover. Nevertheless, work continued to finalize the document. Two of two activities completed |
|
Objective 2.3: Communicate our commitment to sustainable development to the public |
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|
Target 2.3.1 |
Convey our SD commitment to the public Measure: √ Established Percentage of public that perceive the CRA as being committed to SD |
The Appeals Branch was the only 1of 5 branches that placed SD messaging on their Web page that serviced the public. Other branches supported implicit SD messaging through their provision of electronic service options. SD Strategy 2007-2010 will continue work in this area. Zero of one activity completed; one in progress |
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Goal 3: All employees apply sustainable development in their job |
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Objective 3.1: Demonstrate leadership and commitment to sustainable development |
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|
Target 3.1.1 |
CRA's leaders will demonstrate their support for sustainable development in the workplace Measure: √ Established Percentage of annual branch and regional SD commitments completed |
Ongoing leadership on SD continues to be an important success factor for the CRA. We encouraged management to demonstrate leadership for SD through inclusion of SD clauses in their performance agreements. To enable this, the SD Division provided a menu of suggested clauses that support the SD Strategy, and posted this information on the InfoZone. In addition, the SD Division provided examples for preparing the SD content in performance agreements for the Executive Cadre (EC). For the Management Group (MG), SD Division provided SD references in the CRA's performance pay and leave guidelines. By the end of this period, 100% of Assistant Commissioners (AC) had SD clauses in their performance agreements. A total of 68% of EC contracts included SD commitments, while the results for MGs are awaiting confirmation. Indications are that the 15% target was exceeded for MGs as well. Two of two activities completed |
|
Target 3.1.2 |
Integrate SD messages into processes for attracting new employees Measure: √ Established Number of hiring processes that included SD messages |
The two activities that supported the target were completed by 2005-2006. CRA communicated its commitment to SD through its internal and external career development Web pages, thereby reaching 100% of users. Activity completed in 2005-2006 - none scheduled for completion in 2006-2007. |
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Objective 3.2: Raise the level of employee involvement and support for sustainable development |
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|
Target 3.2.1 |
Annually strengthen and support the national SD Network, other SD committees and grassroots employee efforts in all branches and regions Measure: √ Established SD Network's level of satisfaction with support from the SD Division |
The SD Division continued its provision of guidance and support to the SD Network. This included:
Encouraged SD innovation from among employees through the launch of CRA Sustainable Development Innovation Fund (SDIF). A total of 35 submissions were received, from which 5 projects were selected and awarded a total of $50,000 for implementation in 2007-2008. Two of two activities completed |
|
Target 3.2.2 |
Annually implement the Learning Strategy for Sustainable Development Measure: √ Established Percentage of employees who are aware of CRA SD program |
The Learning Plan and Curriculum for SD were completed in 2005-2006. Implementation continued at year-end. The findings were used to revise the Communications Strategy for 2007-2010, which sought to strengthen the Plan for increasing awareness of SD within the CRA. SD Coordinators and their committees were asked to align their communications activities and products on the national communications strategy (while reflecting the branch or region's unique circumstances and staff needs). Specific courses provided included:
Completed the redesign of the SD Web site, and launched it as part of CRA's national Waste Reduction Week activities. The current SD website was developed by consolidating three primary SD websites to eliminate redundant content and links. The redesign sought to make the site more accessible and user-friendly. This website complies with the Common Look and Feel Standards for CRA Intranet and Internet. The follow-up national survey to track changes in the level of SD awareness among CRA employees was strategically deferred to Fall 2007, to benefit from the timing of two full years since the baseline survey, and increased communications and awareness activities in branches, regions, and local offices. Three of four activities completed; one activity deferred |
|
Target 3.2.3 |
Annually recognize employees and improve opportunities to recognize employee contributions to sustainable development in the workplace Measure: √ In progress Number of employees recognized for their SD contributions at the CRA, and type of recognition received |
By March 2007, the toolkit for SD Recognition was developed and provided to the SD Network and the CRA recognition community for comments. The toolkit will be finalized and released in 2007-2008. Recognition is still ad hocand most recognition is at the local level. However, other avenues for recognizing employees were also used. For example, employee SD contributions were recognized and highlighted on the Everyday Champions section of the SD Website. Zero of one activity completed; one in progress |
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Goal 4: Modern systems that support and maintain sustainable development |
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Objective 4.1: Monitor, measure, and report our sustainable development progress |
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Target 4.1.1 |
Maintain the national online data management system for SD Measure: √ Established Meet reporting timelines of the CRA and the commissioner of the environment and sustainable development |
To maintain and improve on CRA's ability to report against its SD commitments, we refreshed the Web-based Performance Reporting (PR) Tool. The following are incremental changes made to the PR-Tool during the period:
This work enabled the branches and regions to report against their year-three SD commitments. An initial user/system requirements document was prepared for additional improvements to the PR-Tool and platform/software options were explored. The performance information reported through the PR-Tool enabled the SD Division to prepare quarterly SD report cards for management briefs, and respond to the reporting requirements of the CRA. Using quarterly results for green procurement and multi-purpose office paper use, the SD Division prepared and provided the SD Network with Quarterly Report Cards, called "Dashboard". This reflected performance information by Branch, Region and Cost Centre. We will continue to improve on these report cards. SD Performance was included in CRA Annual Report 2006-2007 (Schedule B), and detailed in the annual Performance Report on Sustainable Development 2005-2006, which was published and released on the CRA website. Four of four activities completed |
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Target 4.1.2 |
Develop and improve upon the CRA's Environmental Management System (EMS) Measure: √ Established Timely reporting of EMP targets |
As part of the cycle of continual improvement for the Environment Management System (EMS), we:
Three of three activities completed |
|
Target 4.1.3 |
Update the SD Strategy for 2007-2010 Measure: √ Established Favourable review of the SD Strategy by the Commissioner of the Environment and Sustainable Development |
The preparation of SD Strategy 2007-2010 was a significant exercise for the SD Division and the CRA. The process started with an internal assessment of the current strategy - identifying areas of strengths and successes, and areas for improvement. We conducted numerous consultations with the SD Network, as well as subject matter experts in various program and corporate areas of the CRA. It was determined to continue the course set by previous SD strategies, while deepening the foundation laid through innovation, improved processes, and strengthened support. The Strategy and National Action Plan were approved by the CRA Board of Management and the Minister. The Strategy was tabled in Parliament on December 1, 2006. The CRA Sustainable Development Policy was reviewed in conjunction with the preparation of SD Strategy 2007-2010. Most sections were updated to better align with the revised Strategy. It was approved by the CRA Board of Management on December 7, 2006. Three of three activities completed |
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Objective 4.2: Assess the economic, social, and environmental impacts of our programs, policies and plans |
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Target 4.2.1 |
Integrate sustainability criteria into CRA programs, policies, and business plans Measure: √ In progress Number of programs, policies and plans developed or revised using the SD Criteria |
Sustainability Criteria were developed as a tool to enable employees to apply SD thinking in their work, specifically for policy, program, and plan development and renewal. The Criteria were defined in year one of the strategy. They were included in the guide document for developing corporate policies, but integration into program policies was not pursued. However, we continued ad hoc application of the SD Criteria to specific policies and directives, such as the Travel Policy. The Financial Administration Directorate completed a review of the CRA Travel Policy. The review involved consultation with stakeholders of the CRA, including travellers, travel administrators, financial administrators, managers, national union officials, senior management, and the SD Division. Sustainable travel criteria were incorporated in the revised policy. These included a green maple leaf symbol throughout the policy to highlight sustainable travel provisions. Examples of these travel options are public transportation, walking distance, hybrid vehicle rental, eco ratings for accommodations, links to videoconferencing/ teleconferencing web sites as an alternative to travel, and link to a fuel consumption ratings tool web site. The revised CRA Travel Policy was approved by the Board of Management in June 2006, and released to employees in December 2006. Given the importance of the use of the sustainability criteria to deepening SD integration in the CRA, work will continue under the new SD Strategy. For 2006-2007, the CRA reported a total of 597 video and audio conferences, involving 11,455 participants, and totaling 2.2 million minutes. This represented a 19% increase in the number of video and audio conferences held, and a 66% increase in the number of participants vis-à-vis fiscal year 2005-2006. The use of conference minutes was approximately the same. Over the three-year SD Strategy, the use of video and audio conferences grew by over 100%, while the number of participants grew by over 300%. The release of the internal communiqué to employees promoting videoconferencing was delayed, and will be sent out in fiscal year 2007-08. However, video-conferencing was promoted by the Internal SD Champion through the Summer 2006 SD Quarterly Newsletter that was released on InfoZone. A link was also included to the video-conferencing Web site. One of four activities completed; three in progress |
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Target 4.2.2 |
Develop and implement a line of enquiry procedure into corporate audit and evaluation processes to capture information on the level of sustainable development integration in programs and operations Measure: √ Established Level of SD integration into programs and operations |
The SD Line of Enquiry (LOI) was developed as a means of engaging the Internal Audit community of the Corporate Audit and Evaluation Branch (CAEB) to use their function to assess and by extension, encourage the integration of SD into CRA business and operations. The SD LOI was included in the Internal Audit Manual, which was released to all internal auditors. Its use is optional, and at the discretion of the auditor. During the period, the SD LOI was not employed in the internal audit process. However, the draft report of the audit on Local Solutions identified sustainable development, among others, as a relevant policy for which application could be enhanced if a single point of reference were available to developers of local solutions[Footnote 18][Footnote 19]. The CAEB has committed to consider/ use the SD LOI, where feasible, in the planning phase of future internal audits. One of two activities completed; one in progress |
APPENDIX 4:
Performance Measures: Year to Year Comparison
| Targets and measures | 2006-2007 | 2005-2006 | 2004-2005 |
|---|---|---|---|
| 1.1.1 - Litres per kilometre of gasoline consumed Reduction in GHG emissions |
Unavailable[Footnote 20] |
Unavailable |
0.113 litres/km 0.276 kg GHG/km |
|
1.1.2 - Percentage reduction of GHG emissions |
Unavailable[Footnote 21] |
Unavailable |
Unavailable |
| 1.1.3 - Average solid waste diversion rates at participating facilities[Footnote 22] | 79% | Not applicable[Footnote 23] |
66% |
|
1.1.4 - Percentage of green products bought[Footnote 24] |
16.9% |
7.4% |
5% |
|
1.1.5 - Paper saved through Agency-wide electronic forms, publications, and systems[Footnote 25] |
849,000[Footnote 26] |
448,000 pages[Footnote 27] |
5,000,000 pages[Footnote 28] |
|
1.1.6 - Reduction in internal paper consumption |
5,761 sheets per employee | 6,407 pages per employee |
7,234 pages per employee.[Footnote 29] |
|
1.2.1 - Annual number and amount of halocarbon releases |
Zero release |
2 releases (0.004 kg) |
1 release (0.004 kg) |
|
1.2.2 - Number of hazardous substances and hazardous wastes managed under best practices[Footnote 30] |
Responded to 10 inquiries from CRA employees about hazardous materials and potentially hazardous materials.[Footnote 31] |
Responded to 13 inquiries about a total of 7 types of hazardous materials and potentially hazardous materials |
Unavailable |
|
2.1.1[Footnote 32] - Number of internal auditors who agree to undertake specific actions to become more sustainable local/long distance business travelers |
-18 auditors agreed to undertake at least one specific action -17 auditors (local business travel) -16 auditors (long distance business travel)[Footnote 33] |
-15 auditors agreed to undertake at least one specific action -14 auditors (local business travel) -15 auditors (long distance business travel)[Footnote 34] |
Not applicable[Footnote 35] |
|
2.1.2 - Reduction in paper consumption in program delivery |
Unavailable[Footnote 36] |
Unavailable[Footnote 37] |
Unavailable |
|
2.2.1 - Number of negotiations, discussions, partnerships, decision-making with partners that included sustainability criteria[Footnote 38] |
Not applicable |
Not applicable |
Not applicable |
|
2.3.1 - Percentage of public who perceive the CRA as being committed to sustainable development[Footnote 39] |
51%[Footnote 40] |
42%[Footnote 41] |
Unavailable |
|
3.1.1 - Percentage of annual branch/regional sustainable development commitments completed[Footnote 42] |
41% (39% branches, 44% regions) |
48% (36% branches, 61% regions) |
47% (37% branches, 58% regions) |
|
3.1.2 - Number of new employees exposed to sustainable development messages in the hiring processes |
100% |
100% |
Not applicable[Footnote 43] |
|
3.2.1 - Sustainable Development Network's level of satisfaction with support from the Sustainable Development Division |
80% |
76% |
76% |
|
3.2.2 - Percentage of employees who are aware of the CRA's Sustainable Development Program |
Not applicable[Footnote 44] |
Not applicable |
70% |
|
3.2.3 - Number of employees recognized for their sustainable development contributions at the CRA, and the type of recognition received[Footnote 45] |
Unavailable |
Unavailable |
Unavailable |
|
4.1.1 - Meet reporting timelines of the CRA and the CESD (CRA annual report, performance report, CESD audits) |
66% met[Footnote 46] |
66% met |
66% met |
|
4.1.2 - Timely reporting of Environmental Management Program targets (CRA annual report, performance report, CESD audits) |
66% met |
66% met |
66% met |
|
4.1.3 - Favourable review of the Sustainable Development Strategy by the CESD |
Satisfactory evaluation |
Favourable evaluation |
Favourable evaluation |
|
4.2.1 - Number of new programs, policies, and plans developed using sustainability criteria |
7[Footnote 47] |
2[Footnote 48] |
Unavailable |
|
4.2.2 - Level of sustainable development integration into programs and operations (Number of internal audits that use the SD Line of Enquiry) |
None |
Unavailable |
Unavailable |
Footnotes
- [Footnote 9]
- Data from Strategic Sourcing Section, Contracting Division, Administration Directorate, personal communication, 10 July 2007.
- [Footnote 10]
- Measuring and Tracking Real Results, Indexing an Evolved CRA SD System: The CRA Index of Sustainable Development Progress (Draft), Lisa Vandehei, MSc., September 2005.
- [Footnote 11]
- The RMAF outlines a strategic approach for CRA to monitor SD performance.
- [Footnote 12]
- CRA Commuter and Business Travel Strategy: Final Report, prepared by Noxon Associates Limited.
- [Footnote 13]
- The results were still preliminary as at March 31, 2007.
- [Footnote 14]
- Activity 1151 was dropped due to the system requirement for paper. It addressed the implementation of the proposed Shared Travel Services Initiatives.
- [Footnote 15]
- Although all activities of the target were completed, it fell short of achieving the planned 2% reduction.
- [Footnote 16]
- Participation rates were calculated by measuring the number of employees who submitted a course evaluation form.
- [Footnote 17]
- Sustainability Criteria for Partnerships consist of a series of relevant prompt questions under the broad headings of Economic, Social, Environment, and Good Governance considerations.
- [Footnote 18]
- Audit Report on Local Solutions 2006-2007, Section 2.7, "Compliance with Policies on Official Languages, Adaptive Technology, and Privacy Impact Assessments".
- [Footnote 19]
- Reports have not yet been generated.
- [Footnote 20]
- Work on establishing a methodology for determining a baseline for measuring emissions is still underway.
- [Footnote 21]
- Based on 29 facilities.
- [Footnote 22]
- Due to their high costs, waste audits are only conducted every three years. Solid waste diversion rates were not calculated in 2005-2006, but audits of participating facilities were done in 2006-2007.
- [Footnote 23]
- Percentage of expenditures on green products purchased made through the CRA's on-line purchasing tool (WBRO), fleet vehicles, and publishing.
- [Footnote 24]
- Please note that the figures are not comparable year-to-year as we report on new paper saving initiatives each year.
- [Footnote 25]
- The Administration Directorate's (AD) in-house procure-to-pay paperless e-purchasing tool (WBRO) eliminates paper requisitions, purchase orders and invoices. It has enabled AD to eliminate approximately 7 sheets of paper per transaction. For the 2006-2007 period, there were 121,314 transactions, resulting in 849,198 sheets saved.
- [Footnote 26]
- This figure is based on the elimination of 28,000 hardcopies of Interaction between 2005-2006 and 2004-2005. Each issue of Interaction is 16 pages long
- [Footnote 27]
- This figure is based on the paper savings associated with converting 'employee time and activity record forms' to electronic format.
- [Footnote 28]
- Please note: a calculation error was detected in the course of the FTE paper consumption analysis for 2004-2005. As such, the actual annual consumption rate per FTE for 2004-2005 is 7,234 sheets per employee and not 7,055 sheets per employee as indicated in the 2004-2005 report.
- [Footnote 29]
- Hazardous and potentially hazardous materials are: batteries, fluorescent lights, electronic waste, Polaroid film, toner cartridges, used oil, and butane bottles.
- [Footnote 30]
- These inquiries included questions on disposal of batteries, microwave ovens, IT equipment, fluorescent lights and pesticides.
- [Footnote 31]
- Please note that in the 2004-2005 Performance Report, the measure for Target 2.1.1 read "Reduction in travel and administration costs". After review it was determined that results could not be determined for this measure due to the nature of activities associated with the target. We have therefore changed the measure associated with Target 2.1.1.
- [Footnote 32]
- Once participants complete the Sustainable Business Travel (SBT) Course, they are encouraged to take a Travel Challenge, whereby they can commit to undertake specific actions to become more sustainable travellers. In the Corporate Audit and Evaluation Branch (CAEB) general rollout in November / December 2006, 18 internal auditors completed the SBT course. All 18 auditors took the Travel Challenge - that is, 18 auditors committed to undertake at least one sustainable travel action (local or long-distance travel).
- [Footnote 33]
- Once participants complete the Sustainable Business Travel (SBT) Course, they are encouraged to take a Travel Challenge, whereby they can commit to undertake specific actions to become more sustainable travellers. In the pilot rollout in CAEB, in February 2006, 19 auditors participated in the course. Of these 19, 15 participants took the Travel Challenge - that is, 15 auditors committed to undertake at least one sustainable travel action (local or long-distance travel).
- [Footnote 34]
- Project had not yet started.
- [Footnote 35]
- Due to limited resources and the large scale of the project, it has been incorporated into SD Strategy 2007-2010.
- [Footnote 36]
- There was no process in place to measure progress on this target.
- [Footnote 37]
- In 2006-2007, SD Criteria were included in a draft guideline document within the Corporate Strategies and Business Development Branch. Data acquisition on application of SD Criteria is anticipated in 2007-2008.
- [Footnote 38]
- A survey of public opinion was conducted in 2005-2006 and again in 2006-2007.
- [Footnote 39]
- In the 2007 survey, 51% of respondents indicated a positive response (strongly agree and somewhat agree on a 5-point scale).
- [Footnote 40]
- In the 2005 survey, 42% of respondents indicated a positive response (responses 5-7 on a 7-point scale).
- [Footnote 41]
- We are reporting estimates of the progress that branches and regions made annually on their commitments under their respective SD action plans. These percentages are calculations of: the number of sub-activities completed in a given year, expressed as a percentage of the number of sub-activities committed to for that annual period. Due to the limitations of the performance-reporting tool for data interpretation, these results are approximations.
- [Footnote 42]
- Implementation was planned for 2005-2006.
- [Footnote 43]
- A follow-up employee awareness survey has been deferred to 2007-2008.
- [Footnote 44]
- Continued development of the national employee recognition toolkit occurred in 2006-2007. Recognition is ad hoc at local leveles and results should be available in 2008-2009 after implementation.
- [Footnote 45]
- For the year, 2 of the 3 reports identified were submitted on time.
- [Footnote 46]
- Results are ad-hoc and not based on a complete baseline survey.
- [Footnote 47]
- This figure is not based on a complete baseline survey.
- [Footnote 48]
- Sustainable development as a relevant policy for application was mentioned in one draft internal audit report. This figure is not based on a complete baseline survey.
- Date modified:
- 2009-08-18