Target: The CRA will expand its waste management program to facilities representing 90% of CRA employees by March 31, 2011.
Measure: Percentage of CRA employees with access to No Waste program.

Status: Met
Approximately 96% of CRA employees now have access to the No Waste program.

Activity 1.1.1.1: Implement the No Waste program in additional CRA facilities.

Complete
The No Waste program is now operating in 112 of 133 facilities. The program involves acquiring mini-bins; consulting with stakeholders; installing the mini-bins in employee workspaces; and informing employees about the program.
We finalized the 2009-2010 CRA National Summary Waste Audit report, which confirmed that the average waste diversion rate for the 15 audited facilities was 84%. We also determined that 71 tonnes of CO2 equivalent Footnote 2 (eCO2) were released from the waste generated in these 15 facilities; 48 tonnes of CO2 were avoided through waste reduction initiatives; and 896 tonnes of eCO2 were avoided through recycling practices. These results were shared with senior management, employees, union and Public Works and Government Services Canada representatives.

Indicator(s): Number of additional CRA facilities with No Waste program.

We implemented the No Waste program in 14 additional facilities.

*Activity 1.1.1.2: Develop a Green Office Guide that supports green meetings, green office moves, paper reduction activities and reduction/reuse initiatives.

In progress
The SD Division has completed the main components of the Green Office and Meeting (GOM) Guide. The GOM Guide mirrors the guide developed by Environment Canada. However, some of the information was modified to incorporate CRA specific initiatives and programs.

Indicator(s): Green Office Guide (output)

We will consult with the SD Network prior to finalizing the Guide in the next period.

Activity 1.1.1.3: Continue to promote green office initiatives, including green meetings, green office moves, paper reduction activities and reduction/reuse initiatives.

Complete
We promoted and supported reduction and reuse initiatives such as the Second Life Paper program; recycling centres for reusable office supplies; reusable utensils and kitchen wares; paperless meetings and green office moves and events.

Indicator(s): Green office promotion activities and initiatives (output)

Reduction and reuse initiatives are practiced across CRA offices.

Target: Expand the green procurement program to achieve byMarch 31, 2011:
- Green purchases account for 5% of total CRA purchases.
- Purchase of goods and services through green consolidated procurement instruments will be maximized.
Measures: Percentage of green procurement by dollar value compared to annual total procurement; percentage of goods and services bought using green consolidated procurement instruments.

Status: Met
Green procurement totalled 7.4% of CRA purchases ($43M of $581M) - surpassing the 5% target.
A total of 8.4% of the goods and services obtained by the CRA were through green consolidated procurement instruments.

*Activity 1.1.2.1: Include SD clauses and environmental specifications in all new contractual arrangements valued at $1M or more, where possible.

In progress
We included environmental specifications/SD criteria in 7 of 19 contractual arrangements valued at $1M or more. These included contracts for short run printing (2 contracts), multi-purpose office paper, data centre services, mainframe software maintenance and support services, and general maintenance services (2 contacts).

Indicator(s): Percentage of new contractual arrangements ($1M or more) that include environmental specifications

Environmental specifications were included in 37% of new contractual arrangements for $1M or more. We will continue to work to include environmental specifications in all new contracts.

*Activity 1.1.2.2: Include environmental considerations in 100% of performance evaluations of managers and functional heads of procurement and materiel management.

Complete
We included environmental considerations that addressed SD learning opportunities, SD recognition, SD best practices, and the relationship of SD to CRA business in the targeted performance evaluations.

Indicator(s): Performance evaluations that include environmental considerations (output)

The performance evaluations for all managers and functional heads of procurement and materiel management included environmental considerations.

*Activity 1.1.2.3: Identify all management processes and controls, relating to procurement, which should include environmental considerations using PWGSC's guideline and checklist.

In progress
We researched and assessed potential environmental clauses for inclusion in procurement management processes. We also revised the procurement management structure, and reviewed options to include corporate social responsibility provisions in contracts. We will continue reviewing procurement-related management processes and controls to identify areas to include environmental considerations during the next period.

Indicator(s): Procurement management processes and controls identified for inclusion of environmental considerations (output)

Environmental considerations are being incorporated into RFP templates, procedures for the Procurement Oversight Committees, and the CRA Procurement Strategy.

*Activity 1.1.2.4: Develop an inventory of CRA printing units and establish a printing device consolidation strategy to reduce the user to printing device ratio.

Complete
As a first step towards increasing the efficient use of printing devices, we implemented an Agency-wide moratorium on the purchase of these devices. We then provided general directions to branches and regions to establish their respective plans to meet the 8:1 ratio of employees to printing devices. Work is ongoing to meet the target by March 2013.

Indicator(s): Ratio of users to printing devices

The Agency determined that there are 2.5 employees per printing device.

*Activity 1.1.2.5: Provide green procurement training to 100% of procurement and materiel management staff and green procurement education to acquisition card holders.

In progress
We established a personnel baseline of 1,561 acquisition card holders and 93 procurement/ materiel management staff in April 2010.

Indicator(s): Percentage of procurement staff trained in green procurement

All acquisition card holders received green procurement training. SD content is incorporated into the acquisition card training product, and prospective acquisition card holders must complete this training in order to receive the card.
A total of 71% (66 of 93) of procurement/ materiel management received green procurement training.

Target: Reduce multi-purpose office paper purchases per full-time equivalent (FTE) by 20% or to 5,126 sheets(from the 2005-2006 base year level) by March 31, 2011.
Measure: Percentage reduction in multi-purpose office paper purchased per employee (FTE).

Status: Not Met
Multi-purpose office paper use decreased by 16.3% to 5,362 sheets per FTE compared to baseline year 2005-2006.

Activity 1.1.3.1: Revise the procedures for responding to requests under the Access to Information Act and the Privacy Act (ATIP), resulting in a reduced paper burden, while maintaining or improving processing efficiency.

In progress
The ATIP Technological Tools Renewal project has 3 phases. Phase 1 is complete and saw the implementation of new imaging software that allows the scanning of new ATIP requests into the system.
Phases 2 and 3, which will start in 2011-2012, involve the integration of additional software and web-based tools into the software package; and the electronic transmission of ATIP records, with supporting implementation guidelines.

Indicator(s): Reduction in paper use resulting from revisions to the ATIP process.

It is estimated that Phase 1 ATIP process changes have reduced paper use by 20%. Upon completion of Phase 3, the changes to the ATIP process are expected to reduce paper use by over 50%.

Activity 1.1.3.2: Implement, where possible, the Agency Wide Information Classification Scheme (AWICS) program to support paper reduction and electronic information management.

Complete
The purpose of the AWICS program is to develop and implement a standardized file management scheme across the Agency to promote the efficient storage and retention of paper-based and electronic information. A fully implemented scheme is expected to reduce paper, electronic and web content information storage, processing and research costs, and minimize risks (e.g., information security, relevance, retention).

Indicator(s): AWICS program implementation report (output)

We completed the planned work for the period by developing the primary filing structures in almost all branches. The development of secondary and tertiary file plans and the complete implementation of the AWICS filing structure and the migration of existing records will follow during 2011-2012.

Activity 1.1.3.3: Conduct an assessment to improve SD performance in Agency publishing processes.

Complete
We retained the services of a consultant to assess our publishing practices for efficiencies and areas to improve sustainability. The key recommendations were to establish a paper procurement policy for external publications that:

• Incorporates the publishing goals and objectives in the CRA SD strategy;
• Requires that all external publications use certified fibre; and
• Sets uniform minimum post-consumer recycled waste (PCW) requirements for all publications, with 30% suggested as a starting point. Higher profile products should have correspondingly higher targets for PCW content (i.e. 50 - 100%).

Indicator(s): Assessment report (output)

The report is entitled, "Sustainability Options for Greening Canada Revenue Agency's External Printed Publications."

Activity 1.1.3.4: Work with Branch SD Coordinators and branch functional authorities to analyze and prioritize the Agency Paper Use Scan submissions and develop additional paper reduction activities for the SD Strategy 2011-2014.

In progress
Branch SD Coordinators continued to assess the feasibility of the Agency Paper Use Scan submissions related to their branch.

Indicator(s): SD Strategy activities (output)

Of the 17 submissions, 3 were in progress, 5 were approved, 3 will not be pursued, and 6 were yet to be assessed.

Target: Promote sustainable business travel best practices to employees by March 31, 2011.
Measure: Percentage of employees who indicate an increase in their use of sustainable business travel options in the SD Awareness Survey

Status: Met
Results of the 2010 SD Awareness Survey for sustainable travel showed that:

• 28% of respondents increased their use green hotels for business travel
• 14% of respondents increased their use of public transit, biking, walking or carpooling for business travel
• 19% of respondents increased their use of the train for business travel
• 54% of respondents increased their use of videoconferencing or teleconferencing
• 24% of respondents indicated they rented more fuel efficient vehicles for business travel

Activity 1.1.4.1: Communicate best practices for sustainable business travel to employees and priority groups.

Complete
We promoted the Sustainable Business Travel (SBT) Course during Environment Week 2010. This included options such as the green provisions in the CRA Travel Policy, smart driving techniques, videoconferencing, teleconferencing, green accommodations, and vehicle rental best practices.

Indicator(s): Number of communications to employees and priority groups

We promoted sustainable travel practices to employees through a national email, the Environment Week web page, the SD Newsletter, and links to the Green Provisions in the CRA Travel Directive from Managers Corner and the My Travel Tool.
More than 1,434 employees completed the SBT course during 2010-2011.

Activity 1.1.4.2: Update policy instruments related to business travel (e.g., travel policy, taxi policy) with sustainability criteria, as feasible.

Complete
The Agency includes SD criteria during regular policy reviews. Work will continue to finalize the CRA Parking Directive and the CRA Relocation Policy.
We incorporated public transit and intercity bus expense types into the travel claim forms when the My Travel portal was implemented.

Indicator(s): Sustainability criteria integrated into policy instruments (output)

No new policy instruments related to business travel were reviewed during the period.

Target: Reduce greenhouse gas (GHG) emissions from CRA vehicles by 4% from 2006-2007 base year levels, by March 31, 2011.
Measure: Annual GHG emissions from CRA vehicles

Status: Not Met
The CRA fleet released 386 tonnes of GHGs during 2010-2011, which represents a 3% decrease from our 2006-2007 base year level of 398 tonnes of GHGs.

*Activity 1.1.5.1: All vehicles purchased/leased by the CRA are either hybrid or alternative fuel capable, where operationally feasible.

Complete
We acquired 10 vehicles in 2010-2011. Of these vehicles, 8 were alternative transportation fuel (ATF) capable, 1 was a hybrid, and 1 was a conventional fuel vehicle.
The CRA has a total of 89 vehicles - 11 hybrid vehicles (12%), and 36 ATF vehicles (40%).

Indicator(s): Number and percentage increase of hybrid and alternative fuel vehicles purchased

The number of hybrid and ATF vehicles owned/ leased by the CRA increased by 2 vehicles - increasing the percentage of hybrids and ATF vehicles in the CRA fleet to 53%.

*Activity 1.1.5.2: Communicate best practices for vehicle operation and management to fleet managers and drivers.

Complete
We prepared training materials and designed training sessions to inform the fleet management community of vehicle operation best practices.

Indicator(s): Communications to fleet managers and drivers

We provided the training to 28 fleet managers in our five regions and instructed them to deliver the training to their drivers.

Target: Promote energy conservation in priority facilities by March 31, 2011.
Measure: Energy savings

Status: Met
We promoted energy conservation initiatives in six priority facilities. The energy savings by priority facility are as follows:

• 555 Mackenzie Avenue, Ottawa, ONT: 6%
• 130 South Syndicate and 201 North May, Thunder bay, ONT: 24%
• 9737 King George Highway, Surrey, BC: 17%
• 66 Stapon, 275 deBaetz, and 201 Weston, Winnipeg, MB: 24%
• 165 Pointe aux Lièvres, Quebec City, QC: 40%
• 1557 Hollis Street, Halifax, NS: 21%

*Activity 1.1.6.1: Implement energy conservation initiatives and measure results in priority facilities in collaboration with stakeholders.

In progress
The SD Division developed and posted an Energy section to the SD Website to share information with employees.
We also launched a CRA-wide desktop promotional SD image encouraging employees to turn off their computers and monitors at the end of the day. The image appeared on CRA monitors during the log-on/log-off periods for a total of three weeks. A follow-up scan of CRA computers indicated that 71% of employees turned off their computer at the end of the day, compared to 70% before the promotion Footnote 3.
We completed the Energy Baseline Report and shared the results with the unions and other stakeholders. The results indicate that office equipment left on unnecessarily after business hours:

• Wastes 1,312,671 kilowatt hours of energy per year, which represents 42% of the total energy used;
• Accounts for $106,851 per year in energy costs, and;
• Produces 711,205 kg of greenhouse gases (GHGs) per year.

A more detailed report of these findings will be finalized during 2011-2012.

Indicator(s): Number of priority facilities with energy conservation initiatives

Follow-up energy inventories showed that the six pilot facilities reduced their energy consumption by an average of 25%.

Target: Improve the management of hazardous materials to minimize environmental impacts by March 31, 2011.
Measures: Number and amount of halocarbon releases; CRA total spending on battery recycling services

Status: Met
The Agency had one halocarbon release involving an air conditioning unit. The release was less than 10 kg (2.27 kg) and Public Works and Government Services Canada reported the release to Environment Canada in their semi-annual report.
The CRA spent $9,144 on battery recycling services through Raw Materials Company in 2010-2011.

*Activity 1.2.1.1: Implement a system to ensure that all surplus IT and telecommunications equipment is reused or recycled in an environmentally sound and secure manner.

Complete
The CRA has two sets of procedures in the Finance and Administration Manual (FAM) that cover the proper methods for reusing and recycling surplus electronic equipment; the Disposal of Material - Donation Procedures and the E-Waste Program Procedures. These procedures are available and promoted to all CRA employees involved in disposal activities or involved with the purchasing of electronics in Provinces that have E-waste programs.

Indicator(s): System for IT and telecommunications equipment reuse and recycling in place (output)

The reuse and recycling systems are outlined in the above-mentioned policy instruments.

Activity 1.2.1.2: Develop and implement product replacement plans for priority items in halocarbons inventory.

In progress
We drafted the Halocarbon Product Replacement Plan. We will conduct stakeholder consultations to finalize the document.

Indicator(s): Number and percentage of facilities with product replacement plans

The SD Division determined that there are 435 systems in the National Halocarbon Inventory that have questionable halocarbon information or that contain banned halocarbons, and should be prioritized for replacement.

Activity 1.2.1.3: Promote and implement battery recycling programs to support the environmentally safe disposal of batteries used for CRA business.

Complete
The SD Division provided support and guidance to the SD Network for implementing new or modified battery recycling programs.

Indicator(s): Battery recycling programs promoted and implemented (output)

Agency-wide, we recycled 1,212 kg of single-use and rechargeable batteries. This is an increase from 764 kg of batteries in 2009-2010.

Target: By March 31, 2011, continue to simplify the tax filing process by increasing electronic services, and reducing the paper burden on individuals, businesses, and charities.
Measure: Estimated reduction in paper use due to e-service initiatives

Status: Met
Through the CRA Service Strategy, the Agency continues to support and promote the development of electronic and self-service options. Resulting from the electronic filing of Individual tax returns, we saved an estimated 692 million sheets of paper in the 2010 tax year.

Activity 2.1.1.1: Estimate paper savings from e-service options in the My Account and My Business Account portals on the CRA website.

In progress
We estimated that the new electronic services available through My Account saved about 100,000 sheets of paper during the period Footnote 4.

Indicator(s): Take-up rate of individual (T1) and business returns (T2) filed electronically

For the 2010 tax year, 59% of T1 returns (excluding TELEFILE) and 47% of T2 returns were filed electronically. These figures represent increases from 56% (T1) and 29% (T2) in the 2009 tax year.

Target: Pursue efficient and environmentally responsible service delivery when engaging in partnerships with other government departments and organizations for tax and benefits administration.
Measure: Efficiencies gained from implementing the Service Delivery Strategy

Status: Met
Efficiencies gained from implementing the CRA Service Strategy include increases in the number of taxpayers and benefit recipients using electronic and self service options; faster service processing times; fewer calls being made to CRA call centers; and reduced postage and paper costs.
Preliminary results from the Service Strategy Implementation Annual Report 2010-2011 show that the CRA met or mostly met Footnote 5 the targets for all of the 16 selected service standards. We also increased the total share of transactions conducted on a self-service basis by 7.9% - exceeding the target of 5% by March 2012.
The processing time for paper-filed individual T1 tax returns was 3.7 weeks compared to 4.3 weeks in 2009-2010, while the processing time for electronically-filed T1 tax returns remained steady at 1.6 weeks.

Activity 2.2.1.1: Integrate sustainability criteria into new key federal/provincial partnerships, where appropriate.

Complete
We continued to apply SD provisions in Memoranda of Understanding (MOUs) and Letters of Intent (LOIs).

Indicator(s): Percentage of partnership agreements that have sustainability provisions

Of the 36 MOUs and LOIs issued during 2010-2011, a total of 30 or 83% incorporated SD provisions.

Activity 2.2.1.2: Support the implementation of the CRA Service Strategy to enable the Agency to be more efficient, effective, and responsive in the administration of tax and benefit programs across orders of government and increase the availability and coverage of electronic service options.

Complete
Our SD Program supports the CRA Service Strategy by promoting electronic and self-service options, and by encouraging their continued enhancement and development.

Indicator(s): Streamline tax and benefit administration and offer new/enhanced e-service options (output)

We made five enhancements to the My Account portal and four enhancements to the My Business Account portal.

Target: CRA leaders demonstrate their support for SD in the workplace by committing to SD responsibilities in their performance agreements:
- 90% of EC (Executive Cadre)
- 90% of MG (manager/gestion) and equivalents
Measures: Percentage of EC performance agreements that include an SD clause; Percentage of appraised MG performance expectations that include an SD clause.

Status: Not met

• A total of 98% of members of the EC group included SD in their performance agreements.
• A total of 86% of members of the MG group included SD in their performance expectations.

Activity 3.1.1.1: Include meaningful and measurable SD expectations in the guidelines for preparing performance agreements for EC and MG management levels.

Complete
A total of 98% of ECs included SD clauses in their 2010-2011 performance agreements - surpassing the target of 90%. Approximately 86% of MGs included SD in their performance expectations, an increase from the 2009-2010 value of 82% but still falling below our 90% target.

Indicator(s): SD responsibilities in guideline document and updated SD clauses for EC and MG performance agreements (output)

We included SD clauses in the guideline documents for EC performance agreements and MG performance expectations.

Activity 3.1.1.2: Continue to deliver job-specific SD training for MG managers.

Complete
We continued to provide SD learning to CRA managers via the Management Group Learning Program (MGLP). The purpose is to enhance the capacity of managers to influence employee decision-making that supports sustainable development. MGs received information on how to access SD resources and how to support employees to apply SD in their jobs.

Indicator(s): Number of MG Learning Program sessions with SD content delivered and number of participants.

A total of 440 MGs attended 22 SD sessions under the MGLP.

Target: Achieve 95% of employees who indicate they are awareof SD at the CRA.
Measure: Percentage of employees who are aware of the CRA SD program.

Status: Met
The results of the 2010 SD awareness survey showed that 97% of CRA employees are aware of SD at the CRA - this compares to 89% in 2007 and 72% in 2004.

Activity 3.2.1.1: Provide general SD awareness messages to employees through national campaigns, events, and initiatives, such as Earth Day, Environment Week, and Waste Reduction Week.

Complete
Annually, the CRA communicates SD to employees mainly through three national SD events - Earth Day, Environment Week, and Waste Reduction Week. This is supported by paper reduction campaigns, updates and postings to our SD Website; the release of national and local SD messages, newsletters; and the integration of SD messages and considerations into Agency communiqué and activities, such as for BBQs and charitable campaigns.

Indicator(s): Impact of national and local SD campaigns on CRA programs and/or services

There was a 77% increase in the number of page requests on the SD Website compared to the previous period. Most of this increase is likely due to the number of employees who took the Sustainable Business Travel course.
The results from the 2010 SD employee awareness survey showed that participation rates for our 3 national events were: Earth Day - 52%, Environment Week - 53%, and Waste Reduction Week - 58%. This represents an increase in employee participation for each of the events; the 2007 results were 36%, 45% and 54%, respectively.

Activity 3.2.1.2: Implement and assess the SD Innovation Fund (SDIF)

Complete
The Sustainable Development Innovation Fund (SDIF) finances employee-driven initiatives that support SD in the workplace. We awarded $50,000 to fund the three selected projects.

Indicator(s): Results of SDIF projects

The three selected SDIF initiatives were:

• Electronic T196 Enquiry Disposal Sheet - Taxpayer Services and Debt Management Branch ($36,000): create a medium that allows the T196 form to be saved and distributed electronically, eliminating the need to print the forms. The electronic form is being developed. Estimated savings: $170,000/year from reduced paper and printing costs, and increased process efficiency.
• Paperless audits - Prairie region ($9,000): all audits completed under the Audit Project on Gifting Tax Shelters are paperless. Since the project's implementation, over 100,000 sheets of paper have been saved; printing costs have decreased by $1,600; in addition to storage and transportation cost savings.
• Workload ecoscreening - Compliance Programs Branch ($5,000): Provided dual monitors to the workload team and directed the computer print function to automatically save screened files on a common drive. Since its implementation, the project has reduced monthly paper consumption from about 3,000 sheets to 500 sheets; printing cartridges last substantially longer; and employees have increased their efficiency.

Activity 3.2.1.3: Conduct survey on SD awareness among CRA employees

In progress
We conducted the SD Awareness Survey during October and November 2010. However, we discovered inconsistent responses, which will require review.

Indicator(s): Survey report (output)

The report will be revised in 2011-2012.

Activity 3.2.1.4: Promote SD recognition to management and employees.

Complete
By recognizing SD efforts in the workplace, we encourage the adoption of positive habits. We provided guidance to SD Coordinators to recognize employee SD actions.

Indicator(s): Promotion activities (output)

Specifically, we promoted the use of the Employee Initiatives section of the national SD Website and the SD Recognition Toolkit.

Activity 3.2.1.5: Integrate SD information into orientation programs for new employees in the branches and regions.

Complete
In order to standardize the orientation information provided to new employees, the SD Division provided the SD Network with updated SD information for integration into local orientation materials in all CRA branches and regions.

Indicator(s): SD included in branch and regional orientation programs (output)

SD information is included in the Agency orientation course, A Good Start. It has also been integrated into the orientation programs of 4 of 5 regions and 9 of 11 branches.

Target: Implement employee commuting initiatives by March 31, 2011.
Measures: Percentage reduction in emissions (GHG); percentage increase in use of sustainable transportation options

Status: Met
Based on the results of the sustainable commuting pilot project across the five selected facilities, GHG and air pollutant emissions decreased by a total of 8%; the number of employees commuting in single-occupant vehicles fell 11% overall; and the number of employees commuting using sustainable transportation modes increased by 13% overall.
CRA employees in the National Capital Region reduced approximately 105 tonnes of GHGs from their participation in the federal Transit Pass Program. The CRA has approximately 1,780 Transit Pass Program participants.

Activity 3.2.2.1: Implement sustainable commuting initiatives in priority facilities and measure impacts.

Complete
We selected five facilities across the CRA and promoted sustainable commuting options to employees during Environment Week 2010. The results showed that the campaign was effective.
The lessons from the pilot project will be used to determine Agency-wide best practices for communicating sustainable commuting options to employees.

Indicator(s): Number of priority facilities that have employee commuting initiatives; Percentage of employees in priority facilities with increased awareness of sustainable commuting options

All five selected facilities implemented sustainable commuting initiatives.
Overall, 42% of employees in these facilities were aware that sustainable commuting material had been promoted; and 23% of employees found this material useful for planning their daily commute.

Activity 3.2.2.2: Integrate clauses that support sustainable commuting into site selection criteria for new CRA office locations, as feasible.

In progress
The selection criteria were not reviewed during the period.

Indicator(s): Updated site selection criteria (output)

We will include SD clauses during the criteria reviews, as feasible.

Activity 3.2.2.3: Update policy instruments related to employee commuting (e.g., telework policy, parking directive, and parking procedures) with sustainability criteria, as feasible.

Complete
We assessed the CRA Parking Directive and Procedures for the inclusion of SD Criteria. No other commuting-related policy instruments were reviewed during the period.

Indicator(s): Sustainability criteria integrated into policy instruments

We incorporated SD Criteria into the CRA Parking Directive and Procedures that address the number and allocation of parking spaces; the distance between the CRA offices and parking spaces; and parking costs.

Target: Review the CRA SD frameworkfor improvements by March 31, 2011.
Measure: Approved CRA SD Strategy 2011-2014.

Status: Met
CRA SD Strategy 2011-2014 was approved by our Agency Management Committee and Board of Management in March 2011.

Activity 4.1.1.1: Review and update CRA SD strategy and SD framework.

Complete
We conducted Agency-wide consultations to finalize an SD strategy that both responded to our requirements under the Federal SD Strategy, and supported CRA priorities.

Indicator(s): Updated SD framework for the CRA.

We finalized the SD Strategy 2011-2014, the SD National Action Plan 2011-2014 (and related branch/ regional/ directorate action plans), and the SD Communications Strategy.

Activity 4.1.1.2: Include SD accountabilities in Agency governance framework.

Complete
The integration of SD into the Report on Plans and Priorities (RPP) is mandatory for all departments and agencies under the new Federal SD Act (2008).

Indicator(s): SD in RPP, CBP (output)

We included SD in all four sections of the RPP. With an increased presence in the RPP, it was strategically decided to forego the inclusion of SD in the Corporate Business Plan (CBP).

Activity 4.1.1.3: Improve SD performance reporting by aligning the data management and statistical analysis systems for the national, branch and regional SD action plans, and the environmental management programs of the EMS.

Complete
We designed a new web-based SD Performance Reporting (PR) Tool to improve user-friendliness and enable access to additional members of the SD Network.

Indicator(s): Improved system for data management and statistical analysis of SD Strategy and EMS (output)

For efficiency, we merged EMP planning and reporting with SD National Action Plan planning and reporting in the new PR Tool.

Activity 4.1.1.4: Table CRA's fifth SD Strategy 2011-2014.

Complete
The CRA SD Strategy, along with those of other federal departments, will be tabled in the next period when Parliament reconvenes.

Indicator(s): CRA SD Strategy 2011-2014 in RPP (output)

Our SD targets and plans were included in all four sections of the RPP for 2011-2012.

Target: Update the CRA SD Criteria by March 31, 2011.
Measure: Revised SD Criteria for the CRA

Status: Met
We reviewed and updated the SD Criteria Tool, which was posted on the SD Website.

*Activity 4.2.1.1: Update and continue to integrate sustainability criteria into key programs and policies of the CRA.

In progress
We enhanced the SD criteria by adding social and economic criteria to the environmental criterion. These criteria were organized into an online SD Criteria Tool to help CRA analysts assess the impacts of their proposed initiatives during the planning stage. We provided training on the use of the Tool to our Information Technology Branch. We will promote the Tool to selected areas during the next period.

Indicator(s): CRA programs and policies assessed using the sustainability criteria (output)

We assessed two policy instruments using SD criteria; the CRA Parking Directive and Procedures, and the Manual for the drafting of Memoranda to Cabinet.
We also integrated SD considerations (paper reduction strategies) into the Writing Guidelines at the CRA, the Executive Correspondence Guide, the Minister's letterhead, and a new Writer's Toolbox section on making correspondence with taxpayers and benefit recipients duplex by default.

*Activity 4.2.1.2: Advance consultations on a triple bottom line measurement and reporting (SD Report Card) of CRA performance by seeking consensus on existing, available and new performance indicators for economic, social and environmental dimensions.

Complete
We conducted internal consultations with senior management and Heads of Planning members on a possible CSR report for the CRA. The purpose of the report would be to demonstrate how the activities of the CRA impact people (social) and the economy (economic), in addition to the natural environment.

Indicator(s): Internal discussions, partnerships and strategic alliances; approved economic, social, and environmental indicators for the CRA

Using the feedback, we prepared CRA SD Strategy 2011-2014 under the broad SD themes of socio-economic and environmental perspectives. This now positions the CRA to report SD performance from this broader triple-bottom-line perspective.