5. Performance by Goal for 2006-2007 and 2004-2007

The 4 goals of the SD Strategy are supported by targets that consist of activities. It is the completion of annual activities that determines progress on targets, and positions us to achieve the planned results of the strategy. For this third and final year of SD Strategy 2004-2007, we were well-positioned to assess progress on the Strategy at the target-level, in addition to the activity-level. We will also address our success in meeting the planned results of the Strategy, as well as, planned results for each of the 4 goals. See Appendix 3 for a detailed account of progress on activities.

For 2006-2007, the CRA was scheduled to complete work on 21 targets[Footnote 5], and their associated performance measures. At the end of the period, we achieved 13 of 21 targets, bringing total targets achieved for 2004-2007 to 14. In addition, we established complete performance measures for 15 of the 22 targets, partial/ad hoc measures for 3 targets, and made substantive progress on deriving measures for the remaining 4 targets. Work will continue in SD Strategy 2007-2010 to complete unmet targets and their performance measures. The following table shows the status of targets and performance measures as at March 31, 2007.

The following sections summarize SD performance by goal.

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

Goal 1 was supported by 8 targets, which sought to reduce waste and ensure efficient use of resources, and comply with environmental legislation and regulations. Of the 8 targets, we achieved 6 and progressed on 2. Highlights were:

Internal paper consumption

The 2004-2007 SD Strategy committed the CRA to, by March 31, 2007, reduce the internal consumption of paper (multi-purpose office paper) by 2% per employee or 5,730 sheets per Full-Time Equivalent (FTE)[Footnote 6] based on the national baseline year (2001-2002). During 2006-2007, we reduced per employee use of multi-purpose office to 5,761 sheets per FTE, a reduction of 646 sheets vis-à-vis 2005-2006. However, this fell short of the target by 31 sheets - achieving a reduction of 1.5%. Graph 2 shows that while the Agency fell short of achieving the 2% reduction target, significant decreases in paper use were achieved during the last two years of the 2004-2007 SD Strategy. We attribute these results to the implementation of systematic paper reduction initiatives.

Graph 2: Office paper consumption per FTE (2001-2007)

Green procurement and fleet management

The extraction and synthesis of raw materials into consumer goods has environmental consequences. As a large consumer of goods, the CRA has the opportunity to lessen its burden on the environment by purchasing products that are designed to have less impact on the environment. Examples of green procurement include recycled toner cartridges and hybrid vehicles.

During 2006-2007, the total value of green products purchased (includes publishing, fleet, and WBRO goods purchased online) was $16.9 million, up from $12.4 million in 2005-2006. The percentage of green products purchased increased to 16.9% in 2006-2007, from 7.4% in 2005-2006, and 5% in 2004-2005.

To meet our obligations under the Alternative Fuels Act and other federal fleet management directives, the Agency continued to green its fleet, which now contains 14% gas-electric hybrids and 23% alternative fuel vehicles. In recognition for our achievements under the Federal Fleet Initiative, Natural Resources Canada awarded the CRA with a sum of $32,166, which was used to increase the number of hybrid vehicles in our fleet.

Solid waste management

Solid waste management continued to improve during the period. We had a commitment to divert solid waste from landfill by an average of 60% in 29 selected facilities, representing over 50% of the Agency employee population by March 31, 2007. Following on baseline work and implementation of waste management programs in the previous two years, during 2006-2007, we conducted solid waste audits in the selected facilities. The results showed that:

• Average waste diversion rate was 79% in these facilities, with a range from 64% to 94%;
• These facilities sent approximately 696 tonnes of waste to landfill; recycled and composted over 2,084 tonnes of material; and reduced and reused 597 tonnes of material during 2006-2007.

Graph 4 shows distribution of solid waste generated at the CRA in 2006-2007.

In addition to the overall results, the CRA's Halifax office shared the Nova Scotia Resource Recovery Fund Board's Mobius Environmental Award for 'Institution of the Year' with Public Works and Government Services Canada for its waste management efforts.

Conclusion

Approximately 37% of the commitments in SD Strategy 2004-2007 were focused on meeting the objectives of this goal. At the end of the period, for goal 1, we completed 82% of year 3 activities, and 87% for the Strategy overall. We established performance measures for 5 of 8 goal 1 targets, and progressed on developing the other 3 measures. We advanced well towards achieving the main results of the goal. They were:

• We used the environmental management system with its cycle of "plan, do, check, and improve" to manage all 8 identified environmental aspects.
• We established performance measures for 5 of 8 targets, partial baseline measures for 2 targets (electronic forms and hazardous materials), and advanced work to establish the remaining measure (GHG emissions). Work will continue in the new Strategy to complete all baseline measures, and continue systematic measurement. See Appendix 4 year-to-year comparison of performance measures.
• Through the annual work plans implemented under the Environmental Management System (EMS), we moved from moderate and ad hoc, to systematic SD integration - thereby increasing the application of SD best practices to our operations.

We will deepen the successes of goal 1 by pursuing the main targets of the goal in SD Strategy 2007-2010.

Goal 2: Our programs demonstrate sustainable service delivery

Goal 2 consisted of 4 targets, which sought to enable efficient and innovative program delivery, enhance partnerships to support shared SD objectives, and communicate our SD commitment to the public. Of the 4 targets, we achieved 1, and made substantive progress on the other 3. The highlights were:

Sustainable work and travel among internal auditors

To raise awareness of the environmental impacts from travel, the CRA developed an online Sustainable Business Travel (SBT) course. The course highlights Smart Driving and Alternatives to Driving for Business Travel. Based on the positive feedback from the pilot with auditors of the Corporate Audit and Evaluation Branch (CAEB) in 2005-2006, the course was extended to all employees of the branch in 2006-2007. A total of 82 employees (76%) took the course - this included 67 internal auditors. The course was also offered to fleet operators across the country - 30 fleet operators completed the course. The Compliance Programs Branch, which employs about 900 auditors in Headquarters, and has functional authority for auditors in the regions, agreed to partner with the SD Division to provide the course to their employees.

Paper reduction in tax and benefits program delivery

The CRA conducts millions of transactions with clients and taxpayers annually. Each transaction has the potential to use paper, which has costs implications for purchase and storage. By leveraging technology, the CRA is able to increase service efficiencies, and reduce transaction costs. During 2006-2007, the CRA continued to realize success in promoting its on-line services. The electronic take-up of individual tax returns increased by 1.2% to 50.6%, while the electronic take-up of corporate returns was 15.5%, an increase of 5.7% over 2005-2006.

The advances in electronic service delivery have no doubt played a role in the observed increasing proportion of the public that perceives the CRA as an organization that is committed to SD. Based on public opinion poll results, this percentage increased to 53% in 2006-2007, up from 42% in the previous year.

Conclusion

For goal 2, we completed 75% of year 3 activities, and 82% for the Strategy. We established performance measures for 2 of 4 targets, and will continue work to complete the remaining two measures in the new Strategy. The expected results of the goal were:

• We progressed against the target of integrating SD Criteria into the process for partnership agreements. By the end of the Strategy, we had defined the SD Criteria, and included them in an identified guide document for developing partnership agreements. However, the application and measurement of the use of the criteria will only be enabled upon finalization and use of the guide document.
• We were successful in promoting sustainable work travel among our target group (CAEB auditors), as well as, in receiving a commitment to extending the course to the larger community of CRA auditors in the Compliance Programs Branch. The positive trend in the provision and take-up of electronic services offered by the CRA has continued. We planned to demonstrate the environmental and costs benefits of electronic service delivery by estimating paper saved through this innovation. However, while we researched important information to establish a baseline for the resulting paper savings, due to competing priorities, we were not able to measure as planned. Work on this activity will continue in 2007-2008.
• Five program branches committed to including SD clauses/ messages on their external Web pages that serve the public. One of the 5 branches achieved this commitment. The other branches supported implicit SD messaging, as it related to their promotion of electronic services.

There are many opportunities that can be pursued as we continue to demonstrate sustainability in the way we deliver our programs. We will complete any outstanding work in support of this goal, and explore others in SD Strategy 2007-2010.

Goal 3: All employees apply sustainable development in their jobs

A total of 5 targets supported goal 3. Four were to be completed in 2006-2007, and 1 was achieved in the previous year. The targets sought to demonstrate leadership and commitment to SD, and raise the level of employee involvement and support for SD. By the end of year 3, we achieved 4 targets, and had 1 in progress. The highlights were:

Leadership and support for SD in the workplace

Ongoing leadership for SD continued to be an important success factor for the SD Program at the CRA. In 2006-2007, the Agency reached its target of including SD clauses in the performance agreements of 100% of Assistant Commissioners. Approximately 68% of employees in the Executive Cadre (EC) included SD clauses in their performance agreement. This exceeded the target of 15% set in the SD Strategy for the Executive Cadre and the Management Group (MG). Although preliminary indications are that this target was surpassed by MGs, we are unable to confirm figures at this time.

Strengthening the SD Network and encouraging employee participation

Our network of SD Representatives, SD Coordinators, SD Committee members, and employees in CRA branches and regions continued to be a key mobilizing force behind achieving the results of the Strategy. They were instrumental in planning, implementing, and reporting on their individual SD Action Plans; mobilizing employees to participate in national and local SD activities; and driving innovation to save resources and reduce waste. Given their importance to the SD Strategy, goal 3 was geared towards strengthening the SD Network and enabling employees to support SD on the job.

The SD Division continued to provide SD Awareness sessions to new SD Coordinators; held quarterly meetings with the SD Network and one-on-one meetings with SD Coordinators; and continued to implement the learning and communication strategies for sustainable development. A new and expanded SD Web Site was also launched on InfoZone.

To further encourage active participation from grassroots employees, the CRA launched the Sustainable Development Innovation Fund (SDIF). The SDIF was established to facilitate the implementation of employee-driven initiatives that promote sustainable development at the CRA. The Fund was endowed with an initial $100,000 for equal distribution over a period of two years. A total of 35 submissions were received, from which 5 projects were awarded funds totaling $50,000. Implementation for all projects is scheduled to start on April 1, 2007.

Conclusion

Goal 3 realized 78% activity completion for 2006-2007 and 89% over the 3 years of the Strategy. We established performance measures for 4 of 5 targets. The remaining measure will be completed in the new SD Strategy. The expected results for the goal were:

• We met and exceeded the measures for SD clauses in performance agreements for ACs, ECs and MGs[Footnote 7].
• We completed the planned activities to communicate CRA's SD commitment to the public in 2005-2006. Through SD messaging, we communicated our SD commitment to 100% of persons who visited the CRA internal and external career Web pages.
• We completed all activities that supported the target to strengthen the SD Network. The results of the annual SD Network satisfaction survey showed an increase in level of satisfaction of the SD Network with the support offered by the SD Division. This was 80% for 2006-2007, compared to 76% for the previous two years. While we achieved overall success in implementing the activities of the SD National Action Plan, the completion rate for activities of individual branch and regional SD action plans was 41%, a decrease of 7% during the period. The high turnover rate (68%) of SD Coordinators factored into this result. We had 13 (of 19) new SD Coordinators joining the SD Network during the period. Notwithstanding, we will continue our efforts to support the SD Network and mitigate the impacts of high turnover rates.
• We completed all but 1 activity that supported implementation of the Learning Strategy for SD. Through the learning plan; we developed curriculums for MGs and Auditors, and continued to implement the requirements of the communication strategy. The release of the Employee SD Awareness survey was strategically deferred to 2007-2008. The results will show any change in the level of employee SD awareness vis-à-vis the baseline year of 2004.
• Ad hoc SD recognition continued at the local level in branches and regions. The SD Division promoted recognition of local accomplishments through its section on "Everyday Champions" on the SD Web site. During 2006-2007, we started the process of formalizing SD recognition by consulting with the SD Network on a draft SD Recognition Toolkit. We were unable to finalize the Toolkit for release to the SD Network. However, this will be done in 2007-2008.

The overall performance on goal 3 was favourable, and this will continue to be strengthened in successive SD Strategies.

Goal 4: Modern systems that support and maintain sustainable development

Goal 4 was supported by 5 targets, which aimed to monitor, measure, and report on SD progress; and assess the economic, social, and environmental impacts of our programs, policies, and plans. Of the five targets, we achieved 3, and progressed on 2. The highlights were:

Publish CRA Sustainable Development Strategy 2007-2010

The preparation of SD Strategy 2007-2010 overlapped with the implementation of year 3 of SD Strategy 2004-2007. This provided challenges and opportunities - the challenge of balancing competing priorities, and the opportunity to use lessons learned to inform the preparation of the new Strategy. The update process began with an internal assessment of SD Strategy 2004-2007. We reviewed the operating environment, and assessed our follow-up actions to the 2003 internal audit recommendations of the SD Program. We determined that the 2004-2007 Strategy was sound; with success factors such as a solid framework, senior management support, and a focused pursuit of the SD National Action Plan. As part of the self-assessment, we completed "maturity globes" for all environmental, management, and systems aspects of the SD Program. Progress for each aspect was mapped against the 5 stages of ad hoc, baseline, manage, innovate, and optimize. The aim was to outline a path of progress for each aspect, which could then be used to determine current positioning, and map future directions.

Resulting from Agency-wide consultations involving all levels of management and employees, the CRA's fourth Sustainable Development Strategy 2007-2010 was tabled in the House of Commons in December 2006. The Strategy will continue on the course of Sustainable Development Strategy 2004-2007 - pursuing the same goals, with amended targets aimed at deepening SD integration in CRA operations and business decisions.

The CRA Sustainable Development Policy and Environment Policy were also updated and approved by the Board of Management (BoM) during the period. Of note was the inclusion of SD criteria in the revised CRA Travel Policy that was approved by the BoM in June 2006, and released to employees in December 2006.

Conclusion

Goal 4 realized 75% activity completion for 2006-2007 and 83% over the 3 years of the Strategy. We completed performance measures for 4 of 5 targets. The remaining measure will be completed in the new SD Strategy. The expected results for the goal were:

• We developed electronic reporting tools for SD and EMS reporting. The Performance Reporting (PR) Tool was used by the SD Network for quarterly reporting, and updated annually by the SD Division.
• We developed the SD Criteria for policy, programs, and plans. Integration was limited and ad-hoc. The existence of a central authority and/ or guide document increased opportunities for integration and use of the criteria. As such, we realized most progress in the application of the criteria to corporate policies. We will pursue this target in the new SD Strategy.
• A Line of Enquiry was developed for SD and communicated among internal auditors. However, its use is subject to the audit in question, as well as, the discretion of the auditor. There was no reported use of the SD Line of Enquiry during the period.

The main targets of goal 4 will be continued in SD Strategy 2007-2010.

Footnotes

[Footnote 5]

SD Strategy 2004-2007 had 22 targets - Target 3.1.2 was completed in 2005-2006.

[Footnote 6]

FTE is used as a proxy for per employee.

[Footnote 7]

Final figures for MGs to be confirmed - indications are that the target of 15% was exceeded.

Date modified:

2008-03-27