Performance by target
Goal 1 - Prepare managers to contribute to SD
Year in brief:
For Goal 1, we had three main areas of focus: engaging managers to show leadership and commitment to SD in the workplace, strengthening our management system for SD, and recognizing SD as a corporate value.
We had three targets to complete during the period, one of which was carried over from the previous year. We completed one target, one was in progress, and one was not started.
Goal 1: 33% of targets (1 of 3) completed for 2003-2004
We finalized the SD learning strategy and began developing the learning plan and curriculum. Part of this work involved designing and piloting an SD module for the core-learning program for all employees in the Management/Gestion group. We provided numerous SD presentations to management teams throughout the Agency. We released the SD Lens - a policy and program development tool - to corporate planners for their use and feedback. We completed our first full year of using the electronic performance reporting system (PR-Tool), which transformed our performance reporting from a manual to an electronic process.
We did not complete the target to make SD a corporate value. We feel that changing our corporate values is too big of a project to be captured by a single target in our strategy. The result would not be a minor output, but rather a significant outcome. We will pursue this commitment in future years by transforming it into a long-term outcome of our SD strategy.
| Target: | Accomplishment: |
| Fully integrate SD in the business planning and reporting processes to support the horizontal nature of SD Not completed FAB - CPGBSD |
While the SD strategy is included in annual planning and reporting processes, SD is not yet fully integrated. Given the significance of this target, we have carried it forward into the next strategy. We will commit to strategically integrate sustainability criteria into CRA programs, policies, and business plans through a series of annual activities. The target is also reflected in our long-term outcomes for SD, in which we commit to move the Agency toward triple bottom-line reporting on financial, social, and environmental performance. |
| Integrate SD considerations into key corporate management tools BF - Not completed FAB - CPGBSD |
This target aimed to integrate SD considerations into three corporate tools: the balanced scorecard, risk management policy, and the quality service initiative. We did not make progress on this target. We will re-valuate the Agency's key corporate management tools and carry the work forward into the next SD strategy. |
| Conduct management review of the SD strategy 2001-2004 and update the SD strategy for 2004-2007 Completed Corporate Audit and Evaluation Branch (CAEB) and FAB (RPSDD)/ branches/ regions/ stakeholders |
The Corporate Audit and Evaluation Branch audited the SD strategy 2001-2004. The audit had two objectives: to assure senior management that the SD management framework was adequate, effective, and would help the Agency fulfil its SD obligations; and to review the progress of the current strategy. The findings and recommendations concluded that the current management framework was working well. This framework consists of the SD policy, environment policy, guidelines and directives, branch and regional SD action plans, and the EMS. However, the audit also highlighted a need to improve SD objective setting and planning, communication, monitoring and reporting on targets, and integrating SD concepts into the Agency's corporate culture. These recommendations were used to develop our SD strategy for 2004-2007. |
Next steps:
We are satisfied with our current management framework for SD. We have more work to do to reach management with messages about their SD responsibilities. We will address this work through ongoing communications and the learning plan and curriculum for SD. We will continue to use the PR-Tool and update the technology as needed. We will develop a more strategic approach to integrating SD into the business planning process and key corporate documents, and we will continue to work on these targets until we are satisfied that they have become "business as usual."
Goal 2 - Enable employees to contribute to SD
We completed all four targets supporting this goal.
Goal 2: 100% of targets (4 of 4) completed for 2003-2004
Year in brief: Our focus for this goal was on communicating SD to employees to increase the SD knowledge base at the CRA. We believe that SD knowledge is the key to building a sustainable organization.
Throughout the year, the SD Division provided awareness sessions and presentations to SD committees and management teams, while the SD Network (mainly in the regions) focused on general employee awareness. We held a national SD forum for the SD Network to consult on projects and set a direction for updating the SD strategy. We realize that the more we support our national SD Network and SD committees, the more equipped they will be to communicate SD to all employees.
| Target: |
Accomplishment: |
| Create opportunities for employees to pledge commitment to SD Completed FAB - RPSDD |
We continued to promote the SD Guarantee-an online pledge form where employees commit to sustainable habits at work, home, and on the road. A total of 482 employees signed the SD Guarantee during the 2003-2004 period. The Pacific Region registered the highest level of participation with 369 employees. In addition, the SD Division held 4 formal SD awareness sessions throughout the year with approximately 80 participants. Each participant pledged to adopt a new sustainable habit at work. The regions held several employee awareness sessions, based on their regional plans and priorities. Most notably, Southern Ontario has so far delivered a one-hour employee awareness session to 5,000 (75%) of their employees through a train-the-trainer program. The Pacific region held 41 sessions for a total of 661 employees; the Prairie region provided SD awareness presentations to 140 team leaders and 20 employees; and Quebec region held 3 SD awareness sessions for approximately 130 employees and 2 additional presentations to local management teams. The Atlantic and Northern Ontario regions plan on delivering employee awareness sessions during the coming year. |
| Create and maintain opportunity for employees to share SD success stories, initiatives, and comments Completed FAB - RPSDD |
We continued to encourage employees to share their SD success stories and provide comments to the SD Division on various SD initiatives throughout the year. This information was gathered from the national SD Web site, the national SD email addresses, the annual Performance Report on SD, and the SD Network. At the national level, we responded to 83 emails received through our SD Web site and national SD email addresses (excluding email sent directly to staff in the SD Division). The main topics of interest were solid-waste recycling, paper consumption, and employee commuting options. The SD Division held quarterly meetings with the SD Network. The Division also issued two SD quarterly newsletters in September 2003 and January 2004. The articles covered various success stories such as Environment Week results, sustainable border crossing facility design, duplex by default printing initiatives, solid waste management programs, an urban bike program for employees in Montréal, and recognizing employee contributions to SD. In May 2003, we held a national SD forum for the members of the SD Division, SD-Network, and other key stakeholders. The purpose of the forum was to reflect on the Agency's SD journey, map out a future direction for SD, exchange information, build relationships, and consult on the update of the SD strategy for 2004-2007. There were 44 participants at the forum. In a post-evaluation survey, 27 participants gave the forum a perfect score when asked if it met their expectations and if they found it important. |
| Give employees guidance material to help support environmental management initiatives Completed FAB - RPSDD |
In an effort to keep employees informed on SD opportunities and stay current with emerging trends, we updated the following information on the internal SD Web site: environmental protocols for sustainable building design, green building and design material selection protocol, development updates on the SD strategy for 2004-2007 development updates, ground-source heat pump guidelines, and procurement and fleet best practices. We developed a national solid waste internal Web site-At Your Disposal-that contains information on the 3Rs, types of waste, and provincial and federal programs. It includes documents such as the No Waste Implementation Guide. We also updated content on the Paper Talk internal Web site, which gives employees practical information on reducing paper use at work. In addition, several branches and regions have dedicated SD Web sites that contain general information on upcoming events, sites of interest, and tips for applying SD in their branch or region. |
| Encourage participation in CRA-endorsed SD initiatives, such as the annual Commuter Challenge Completed FAB - RPSDD |
Again this year, we participated in Canadian Environment Week (CEW) in June. CEW is the largest SD event supported by the Agency, and it is promoted to all employees through a national email message from the Commissioner and Deputy Commissioner. The main activities we promoted were the Commuter Challenge, Kids' Poster Contest, and the SD Guarantee employee pledge. A total of 2,091 CRA employees registered their participation in the Commuter Challenge across Canada. This represents a 53% increase in participation levels over the 2002 results. Our collective effort diverted over 223,018 km of travel by single-occupant vehicles, which represents 15.3 tonnes of pollutants that were prevented from being released into the environment. The Kids' Poster Contest was promoted to children under 12 years of age who had a parent or relative working at the Agency. We received a total of 49 entries (a decrease from last year). Lower participation could indicate a need to add new components to the contest to make it more interesting. The first-, second-, and third-place winners along with the honourable mention winners each received a prize and all entrants received a certificate of achievement. For the second consecutive year, we celebrated Earth Day in April. The Commissioner and Deputy Commissioner issued an email to all employees that encouraged them to celebrate the event with a theme of "Personal Action, Personal Responsibility." The email directed staff to the SD Web site for more information on specific activities they could host in their offices or communities. We also celebrated Waste Reduction Week (WRW) in October. Several branches and regions sent out messages to their employees encouraging them to participate in the national word match game. Overall, 264 employees submitted answers. The WRW pages on the SD Web site received 9,274 page requests during WRW and 22,829 page requests for the entire month of October. We also promoted the recycling of batteries, and in Headquarters alone we collected 40 kg of alkaline and 13 kg of rechargeable batteries. |
Next steps:
We were successful in using various communication methods to provide SD information to our employees. We realize we need to be consistent in sending SD messages to employees so that we reach new employees, keep employees current with emerging trends, enable employees to understand how SD applies to their jobs, and ultimately make SD a household-phrase. In this way, SD will truly become ingrained in our corporate culture.
We will achieve our SD learning agenda by implementing a communications strategy and learning plan and curriculum for SD. We will measure the success of these efforts through an SD awareness survey and internal audits, and we will use the results to improve the effectiveness of our communications over time. We will also ensure that the activities in our next SD strategy are closely aligned with our communication and learning strategies.
Goal 3 - Green operations to contribute to SD.
Year in brief: Our focus for Goal 3 was to get our internal house in order by: meeting our environmental responsibilities as custodians of property; working on key fleet, procurement, green leasing, and paper reduction initiatives; partnering with other government departments; and demonstrating leadership among the federal community.
We had 19 targets in Goal 3 to complete during the period. Of that total, eight were brought forward from the previous two years, eight were ongoing, and three were to be completed in the period. We completed 14, while 5 were not completed.
Goal 3: 74% of targets (14 of 19) completed for 2003-2004
The greening of our operations was primarily managed through our EMS and, more specifically, through our Environmental Management Programs (EMPs). We had 11 EMPs for 2003-2004: one each for solid waste, hazardous waste, fleet, greener procurement, internal use of paper, halocarbons, water quality and conservation, energy, storage tanks, contaminated sites, and environmental assessment. These EMPs had 107 targets due for the period, of which 77% (82) were achieved. The scope of these targets ranged from baselines and inventories and environmental compliance to training, communications, and partnering with other departments on joint initiatives.
During the year our customs operations departed, so we no longer have responsibilities as custodians of property, such as for energy and water quality management. The departure also reduced our responsibilities related to fleet management, storage tanks, and hazardous materials. The environmental responsibilities that will remain with the CRA are fleet management, greener procurement, solid and hazardous waste management, internal paper consumption, outside emissions, halocarbon management, and storage tank management.
We demonstrated our leadership in the federal community by participating in interdepartmental working groups and sharing best practices with other federal organizations, and in committing to the CRA's Leadership Plan for Greenhouse Gas (GHG) Emissions Reductions. The plan outlines opportunities for GHG reductions at the Agency, with a focus on increasing efficiencies in our fleet, employee transportation, and solid-waste management.
| Target: |
Accomplishment: |
|---|---|
| Develop/refine appropriate administrative systems to track performance on environmental and SD commitments BF - Not completed (In progress) FAB - RPSDD/ITB |
We assessed the information needs of the Agency's EMPs with the intent to develop and deploy a Web-based data management system. Our work toward this was still in progress at the end of the reporting period. It will be carried forward to the next strategy, although the scope has changed significantly due to the departure of our customs operations. |
| Continue participation in inter-departmental committees, working groups, and initiatives related to the environment and SD Completed FAB - RPSDD |
We participated in 15 interdepartmental committees, ranging from working groups to steering committees on issues such as: climate change, environmental assessments, water quality management, contaminated sites, storage tank management, environmental management systems, sustainable government operations, and the federal SD strategy. |
| Procurement: |
During the reporting period, we had no formal SD target due for procurement; however, we did accomplish significant work through targets set out in the EMP for greener procurement.
We were able to track and report on green purchases within the Agency. We define green purchases as products and services that have a lesser or reduced effect on human health and the environment when compared with competing products or services that serve the same purpose. Our total procurement budget for the year was $350 million (of which $160 million was on services). We reported just over $3.7 million on green purchases (e.g., green office supplies, green publications, hybrid vehicles). This total represents approximately 5% of total goods purchased. Other significant achievements include developing a green procurement guideline/procedure, awarding a national paper contract that requires a minimum 30% post-consumer recycled fibre in all office paper purchased, and updating procurement information on the SD Web site to promote and encourage greener procurement. |
| Paper: |
|
| Develop/revise procedures and standards to help reduce dependence on paper in internal operations: Electronic document management standards BF - Not completed (In progress) FAB - Information Management Directorate (IMD) |
In 2000, the Information Management Directorate developed an Electronic Document Management (EDM) policy, guidelines, and procedures. Later in 2002, the Directorate released two documents, "Guidelines on Managing Emails" and the "Email Survival Guide." A strategy for an Agency-wide Information Classification System was also drafted. A strategy is currently being developed to bring together all the components of EDM, including the implementing a management system and developing a corporate file plan. The system will reduce duplication of information and paper dependence and consumption by enabling employees to create, edit, duplicate, and send information electronically. |
| Increase electronic forms, policies and procedures, and submissions Completed FAB |
Reducing our internal paper consumption continues to be important. We began documenting the amount of paper used in photocopiers and desktop printers at the beginning of this strategy in an effort to measure performance and reduce consumption. The chart below shows internal paper use over the last three reporting periods. In 2001-2002, the CRA spent about $2 million on photocopier and printer paper, which represents about 288 million sheets of paper, or an average of 5,847 1 sheets per employee. In 2002-2003, we spent over $2.4 million to consume over 337 million sheets of paper, which is an average of 7,011 sheets per employee. For 2003-2004, we spent over $2.4 million to consume over 337 million sheets of paper, which averaged out to 7,399 sheets of paper per employee.
These results show a 20% increase in paper use per employee between 2001-2002 and 2002-2003, and an increase of 6% in 2003-2004 over 2002-2003. This occurred despite our efforts to promote best practices for internal paper use. In response, we increased communications and launched a "duplex by default" printing initiative as part of our Agency-wide paper reduction campaign. In analyzing the increase, we realized there were many factors that could account for the rise. Without a study, we would not be in a position to confirm the factors that caused the increase. However, we discovered inconsistencies in the use of the data repository system that tracked paper purchases 2 . This compromised the integrity of our paper consumption results over the last three reporting periods. Fortunately, the new National Contract for Paper Supply Management that came into effect in February 2004 on Web-Based Rapid Order (WBRO), the CRA's electronic procurement system eliminated the shortcomings of the former system. WBRO provides comprehensive and useful information on paper purchases, such as type, quantity, and amount. Consequently, we will revise our internal paper consumption baseline for the 2004-2005 reporting period. In the short term, we will intensify our promotion of best practices for paper reduction. In the long term, we will continue to analyze changes in paper consumption and assess our options for greater intervention. During the reporting period, the Agency worked on the Employee Self-Service (ESS) and Manager Self Service (MSS) initiatives, due for launch in Spring 2004. The ESS is a web portal that employees can use to view and manage their personal data. Eventually, they will also be able to use it to apply for and receive management approval (through e-signature) of time sheets (e.g. vacation leave). This is expected to significantly reduce the need for printed time sheets. The Agency reduced the paper distribution of Interaction, its bilingual quarterly newsletter for employees, by 8,000 copies and also reduced the number of pages per issue. Branches continue to increase electronic communication by converting hard-copy information to electronic format. The SD Division implemented a "Think Before you Print" pop-up box for downloadable documents on the national SD Web site, and the Division targeted branch and regional SD Web sites. The purpose of this pop-up was to discourage printing and encourage employees to read documents online and store them electronically, where possible. |
| Electronic submission of documents to the National Archives/ National Library BF - Completed FAB - IMD |
Library and Archives Canada accepts documents in a variety of media, from electronic to hard copy. A significant portion of our communication with this institution is done electronically. While we have not made any submissions over the last three years, electronic submission has been enabled and future submissions will be electronic. The Multi-Year Disposition Plan is being reviewed by Library and Archives Canada. There were no actual paper submissions made during the period of the strategy. We finalized the Legal Deposit Policy. In addition, we submit monthly electronic reports on the bibliographic holdings of the Agency's network of libraries, which updates the National Library's catalogue and facilitates resource sharing among libraries. Requests sent and received for interlibrary loan transactions are always submitted electronically using email or the Amicus catalogue. We continued to consult extensively with professionals in the field of library management to develop the policy on retaining and preserving library collections. SD considerations in the draft policy include preserving collections, recycling, responsible disposal of publications, reducing acquisition and storage for print collections, and minimizing photocopying and printing requirements. The CRA Headquarters (HQ) Library co-coordinated shipping 55 boxes of books and periodicals selected from the HQ Library and other CRA office collections to the Canadian Book Exchange Centre (CBEC). Libraries in Canada and developing countries share resources through the CBEC. |
| Waste management: |
|
| Divert an average of 50% solid waste from landfill in priority CRA-owned facilities BF - Not completed (In progress) FAB - RPSDD |
Last year, the Agency achieved an average waste diversion rate of 43% at its priority custodial facilities, based on the waste audits conducted in 2002 at the border crossings at Douglas and Pacific Highway, B.C., and St-Bernard-de-Lacolle, Quebec. In 2003-2004, we were not able to increase this diversion rate; therefore we did not achieve our target of 50% waste diversion. The main barriers to achieving this target were the composition of the waste and security issues. Approximately 40%-50% of the waste our border crossings facilities send to landfill is compostable paper towels and food waste. Although composting programs can yield excellent results, this type of initiative is more difficult to implement and service providers are often not available in remote areas where many of our border crossings are located. Also, travellers at border crossings generate approximately 25% of the waste that is sent to landfills. While the Agency would want to encourage travellers to recycle as much of this waste as possible, we must consider the possibility that some travellers may use recycling stations as drop-off and pick-up areas for smuggling goods across the border. |
| Implement best management practices for waste management including recycling at remaining CRA-owned facilities Completed FAB - RPSDD |
We developed and completed a waste management questionnaire for all Agency-owned facilities. We received a 95% response rate (99 of 104 questionnaires). The survey results indicated that 89% of the facilities have recycling programs. Of these facilities, 74% recycle paper and the remaining 15% recycle other materials. Waste diversion rate data is available for 41 custodial facilities, and the average diversion rate at these locations is 34%. |
| Divert an average of 70% solid waste from landfill in priority leased facilities Completed FAB - RPSDD |
We achieved a 79% diversion rate in our priority-leased facilities. This percentage was determined using detailed waste diversion data for two of the seven priority facilities and qualitative information about all seven of the priority-leased facilities. The information was obtained from questionnaires, waste audit reports, and interviews. All the priority facilities have recycling programs for paper, metal, glass, plastics, batteries, and/or toner cartridges. Work will continue to develop and implement a three-year plan for waste management in additional leased facilities. |
| Implement best practices and initiatives related to the disposal (recycling/reusing) of obsolete or surplus goods - Implementation of surplus uniform disposal program and study/donation report BF - Completed FAB - MMD |
In August 2003, the MMD issued the third revision of the Communiqué for Disposal of Used and/or Obsolete Clothing Components. The MMD also led the consolidation of 11 regional clothing centers into 1 location in Ottawa. After careful consideration, the MMD determined that the most cost-effective and ecological way to dispose of approximately 29,000 obsolete shirts was to ship them to a Montréal-based company to shred and transform into material for car door insulation fibre. In addition, they donated to charity 37,360 items of clothing weighing 9,082 kg. The Agency also donated 17 seized vehicles to the City of Calgary Fire Department for training purposes. A review of the policy, guidelines, and procedures for obsolete and surplus goods and published materials was rescheduled to the next period. |
| Energy: |
|
| Continue to participate in federal climate change initiatives Completed FAB - RPSDD |
In August 2003, we prepared the CRA's Leadership Plan for GHG Emissions Reduction, which marked our official acceptance of Environment Canada's Leadership Challenge. The purpose of the challenge is to encourage federal departments to assess, develop, and implement strategies for reducing their GHG emissions. With the federal pilot of the Transit Pass Project now complete, the Agency will review the results and determine the feasibility of offering the program to CRA employees. The program encourages public transit use among federal employees. The transit company offers participants a 15% discount on a 12-month transit pass, paid through monthly payroll deductions administered by the employer. Employees continue to express interest in the program and although it is not yet implemented in the Agency, volunteers in several Vancouver facilities administer their own Transit Pass Program. During 2003-2004, we also identified Outside Emissions 3 as an environmental aspect at the Agency and committed to develop an Outside Emissions EMP by fiscal year 2005-2006. |
| Implement energy and water conservation measures associated with the Federal Buildings Initiative (FBI) when an energy assessment has demonstrated that it is cost- effective BF - Not completed FAB - RPSDD |
While we continued our efforts to implement energy and water conservation measures in facilities associated with the Federal Buildings Initiative (FBI), we were not able to complete this commitment. We worked with stakeholders to develop an acceptable statement of work for an energy service contract for select border crossing facilities. Upon further analysis, we concluded that there were no practical water conservation measures to pursue as part of the FBI project. We partnered with Natural Resources Canada to complete an energy baseline study for 81 Agency-owned facilities. Improvements are still needed to capture good data and work more closely with our service provider, Public Works and Government Services Canada. Both the FBI and energy baseline projects will move over to Canada Border Services Agency. |
| Land use management: |
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| Implement measures to "green" new capital construction projects Completed FAB - RPSDD |
On our internal Web site, we posted environmental protocols for sustainable building design, green building and design material selection protocol, and ground-source heat pump guidelines. We also published an article on the Osoyoos ground-source heat pump project in the Natural Resources Canada (NRCan) "Heads Up" Federal House In Order newsletter. We developed an environmental fact sheet on the newly built Canada/U.S. Coutts/Sweetgrass border crossing, and we assessed the use of photovoltaic technology for the Douglas, Armstrong, and Stanstead construction projects. Also, we negotiated and signed two memorandum of agreement with NRCan to purchase and install solar photovoltaic technology. |
| We reviewed all projects submitted to the SD Division for environmental assessment (EA) under the Canadian Environmental Assessment Act (CEAA). We conducted six EAs, one of which is still in progress, and submitted our yearly statistical summary to the Canadian Environmental Assessment Agency. We also identified 24 employees for training on the CEAA. Four employees received training, while the remainder of the training was deferred to the following year. EAs under the CEAA will continue to be pursued by the Canada Border Services Agency for border crossing projects. |
|
| Assess and remediate contaminated sites consistent with best practices Completed FAB - RPSDD |
We continued implementing our three-year contaminated sites management plan by performing work at six different border crossings, and we updated the plan to ensure that we reach our objective to remediate and/or risk-manage all known contaminated sites by fall 2006. We also completed the annual costing liability estimate on contaminated sites for reporting to the Treasury Board, and we participated in interdepartmental working groups on contaminated sites. Responsibility for contaminated sites management will move to the Canada Border Services Agency. |
| Ozone depleting substances: |
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| Manage inventories to reduce releases of ODS consistent with the Federal Halocarbon Regulations Completed FAB - RPSDD |
We completed compliance assessments at 13 of 15 (87%) priority custodial facilities to examine compliance with the 2003 Federal Halocarbon Regulations (FHRs) and the CRA Standard Operating Procedure (SOP) for halocarbon-containing systems. This verification enabled us to identify cases of non-compliance and make recommendations to ensure compliance with the current legislation. These recommendations will be communicated to the regions for implementation. We completed most of the halocarbon inventory at the Crown-owned facilities the Agency leases. However, this is a challenging task due to the size of the inventory and the decentralized purchasing of halocarbon-containing systems. In 2004-2005, we will start work to develop an inventory of halocarbon systems at privately-owned facilities that the Agency leases. We reviewed the new FHR (2003) and updated the CRA's SOP for halocarbon-containing systems. Halocarbon-containing system forms and labels were also updated based on these regulatory changes. We provided training to 30% of the employees responsible for implementing the SOP. This training included an overview of the FHR 2003 and the original SOP, and guidance on how to manage regional halocarbon inventories. |
| Fleet: |
|
| Continue reporting on compliance with the Alternative Fuels Act Completed FAB - MMD |
The Agency continued to exceed the requirements for alternative transportation-fuel (ATF) vehicles under the Alternative Fuels Act. The Act requires that, where cost effective and operationally feasible, 75% of the motor vehicles purchased will operate on alternative fuels. Of the 54 new vehicles purchased during the 2003-2004 period, it was deemed cost-effective and operationally feasible to purchase 6 alternative fuel vehicles. We exceeded the requirement of the Act by purchasing 13 ATF vehicles 4 . Due to the departure of our customs operations, the Agency's fleet has been significantly reduced from 750 vehicles to approximately 130 vehicles. The Agency purchased five hybrid vehicles, one of which was piloted at the Montréal TSO. The vehicle was used mainly in downtown Montréal and for short trips to surrounding areas. Overall results of the pilot were positive, and use of the vehicle increased from 6,758 km in 2002 to 16,330km in 2003. |
| Water management: |
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| Strengthen protocol for water quality management BF - Completed FAB - RPSDD |
As part of our national potable water-monitoring program for 2003-2004, 76 custodial border crossings that use non-municipal sources of water were sampled against previous risk assessment results. We also designed remedial action plans for 36 of 85 border crossings (27 in Quebec, 1 in Manitoba, and 8 remote sites). Of these 36 sites, we implemented action plans for nine sites (one in Manitoba and eight remote sites, nationally). We continued to select prioritized Potable Water Risk Assessment recommendations to adopt in the design of remedial action plans for the remaining 49 sites. We almost completed work to formalize the National Communications Protocol document that outlines stakeholder responsibility for water management at our custodial border crossings. We took a leadership role in the developing of a water management guidance document in areas of federal jurisdiction, through our participation in the Interdepartmental Working Group on Drinking Water. Water quality management will continue to be pursued by the Canada Border Services Agency. |
| Incorporate water conservation measures into major construction and renovation projects, where feasible Completed FAB - RPSDD |
In 2003-2004, we incorporated water conservation measures into the two major construction projects, the Coutts facility and the design phase of the Andover facility. We also demonstrated leadership by completing work on a Water Conservation Cost-Benefit Analysis software tool, which we presented at Parks Canada's National EMS Conference. Water conservation measures will continue to be pursued by the Canada Border Services Agency. |
| Hazardous materials management: |
|
| Develop strategies and action plans, as required Completed FAB - RPSDD |
We worked on hazardous materials management through the action plan and targets set out in the 2003-2004 EMP for hazardous waste. We completed a detailed hazardous materials inventory and compliance audit at eight representative facilities. In general, we found the Agency properly handles, stores, and uses hazardous materials and waste. Some gaps identified include keeping material safety data sheets and disposal records. We determined that we have no obligations with respect to the National Pollution Reports Inventory. Our next step is to develop an action plan to address recommendations from the compliance audit. We found that batteries are the most frequent hazardous materials that we use in our daily operations. This led us to develop an action plan for battery recycling; however, there is no formal policy in place yet. We will continue to work on this program in our next SD strategy. |
| Strengthen protocol for Workplace Hazardous Materials Information Systems (WHMIS) BF - Not completed FAB - MMD |
Upon further investigation of this target, we decided it was not necessary to establish a formal EMP for WHMIS, as we have determined that it is a health and safety subject. Consequently, it will not be pursued in the next SD strategy. |
Next steps for Goal 3
We take great pride in the accomplishments we made toward Goal 3 during the year and throughout the current SD strategy. We moved from ad hoc to systematic management of our environmental responsibilities, and we did this largely by developing and implementing the EMS and the annual EMPs, and plans. The departure of customs marked the last year in which we worked on these environmental responsibilities as custodians of facilities. The environmental programs and associated human and financial resources relating to customs were transferred to the new Canada Border Services Agency for their continued management under their new mandate. These custodial responsibilities include managing contaminated sites, storage tanks, environmental assessment, capital construction and renovation, halocarbons, hazardous materials, energy efficiency, and water quality and conservation.
The remaining environmental responsibilities for the CRA-including procurement, paper, solid and hazardous waste, halocarbons, storage tanks, and fleet management-will continue under our EMS and be brought forward into the update of the SD strategy. In addition, we have started planning for an EMP to manage GHGs resulting from employee commuting and business travel.
Overall, we have established an appropriate environmental management system to meet our legislated responsibilities. We will continue to strengthen protocols for hazardous waste, complete our inventory of halocarbon-containing systems in leased facilities, and increase employee awareness and training related to greener procurement. We will investigate the reasons for our increase in internal paper consumption, update our internal paper consumption report, and begin collecting data on external paper use. We will continue to improve our electronic document management/information management services, and we will increase the versatility and use of electronic forms. Lastly, we will further engage branches and regions in activities and targets within the EMPs.
Goal 4 - Enhance programs to contribute to SD
We had a total of 20 targets to complete during the period. Two were brought forward from the previous period, and two are ongoing. We completed 17 and had 3 in progress.
Goal 4: 85% of targets (17 of 20) completed for 2003-2004
Year in brief: Our focus for Goal 4 was to explore our SD opportunities in our programs, namely the services we deliver to the public. We realized that we had a strong economic and social development role, but we also wanted to explore our environmental role more fully.
This goal enabled us to showcase our role in economic and social development, both locally and globally, and in using technology to advance e-commerce. Most targets in this goal involve two central themes: increasing electronic options for clients to reduce paper consumption, and capacity building with provinces, territories, First Nations, other government departments, and our international partners. Though good results were achieved, the SD strategy was not their main driver. Highlights for the year included increased acceptability and use by the public of our e-filing options and other e-commerce initiatives. We also worked diligently with other government departments to protect the health, safety, and security of Canadians through our border operations, and we demonstrated leadership in international tax organizations and shared knowledge and technology with tax administrations around the world.
| Target: |
Accomplishment: |
| Explore ways to communicate our commitment to SD to clients, partners, and stakeholders - commitments in SDS 2004-2007 Completed Program branches |
The performance measure for this target was to establish new commitments for the SD strategy for 2004-2007. The SD Division consulted with the program branches to determine meaningful activities, targets, and long-term-outcomes for the update of the strategy. Goal 2 of the new strategy commits our programs to demonstrate sustainable service delivery, and the corresponding long-term outcome commits to efficient and innovative programs, policies, and plans. Program branches have committed to:
Branches will achieve their targets by completing a series of annual activities over the next three-year period. We added the "Sustainable development" link to the main page of CRA Web site, demonstrating to clients that we support SD. Also, throughout the development stages of the SD strategy for 2004-2007, we updated the SD section of our Web site and invited client feedback. However, no significant feedback was recorded. We also added our sustainable development and environment policies to our Web site, to inform the public and potential vendors of goods and services. |
| Encourage compliance with Canadian laws, protect the health and safety of Canadians, and promote eco-efficiency - AMPS results Completed Customs Branch |
The Administrative Monetary Penalty System (AMPS) uses a graduated penalty system to address instances of non-compliance with customs requirements. Overall compliance with customs requirements remains high. Take-up rates for pre-approval programs continue to grow. From the launch of the AMPS program in October 2002 until March 2004, there were 15,603 AMPS penalties. For more information, see the CRA annual report. |
| Encourage compliance with Canadian laws, protect the health and safety of Canadians, and promote eco-efficiency - Quarantine and Travel Health Program (formerly the Migration health program) results Completed Customs Branch |
As part of our modernization of partnerships with other key government departments, we have expanded the use of MOUs to strengthen our collective ability to manage threats to the health, safety, and security of Canadians. We completed the Quarantine MOU with Health Canada; however, it has yet to be signed due to delays with the customs transition to the Canada Border Service Agency (CBSA). We participated in developing Health Canada's National Pandemic Influenza Plan, which is consistent with the Quarantine MOU. We conducted SARS screening from May to August 2003. In total, 6.5 million travellers were screened and 9,100 were refused entry or referred for further assessment. The CBSA will continue to work with Health Canada as they draft a new Quarantine Act, which may require changes to policies and procedures. For more information, see CRA's annual report |
| Encourage compliance with Canadian laws, protect the health and safety of Canadians, and promote eco-efficiency - Pre-approval permit programs results Completed Customs Branch |
We provided customs and border services at hundreds of locations across Canada. We have a number of ongoing initiatives to ensure that low-risk travellers and goods pass quickly through our borders. These include permit programs such as CANPASS and NEXUS, and pre-approval programs such as Free and Secure Trade (FAST). Results of the CANPASS program are as follows:
Results of the NEXUS program are as follows:
Results of the Commercial Driver Registration Program are as follows:
Result of the Customs Self-Assessment (CSA) initiative:
Results of the FAST program are as follows:
For more information, see the CRA's annual report. |
| Integrate SD into program management tools and practices - SD in service management framework Completed Policy and Planning Branch (PPB) (formerly the Policy and Legislation Branch) |
Service Management Frameworks (SMFs) are arrangements with the provinces and territories for strengthening the Agency's accountability for administering provincial taxes and programs. They also enable improved federal-provincial/territorial partnerships in revenue administration. The framework builds on current areas of co-operation, and it signals a collective commitment to work to improve government efficiency and cut administrative expenditures. We currently have SMFs with Alberta, Newfoundland and Labrador, New Brunswick, the Northwest Territories, Nova Scotia, Nunavut, Prince Edward Island, Saskatchewan, and the Yukon. |
| Integrate SD into program management tools and practices - Business Development Strategy BF - Completed PPB |
The Business Development Strategy seeks to promote greater understanding of the current and future needs of the Agency's partners and to determine how to appropriately address these needs. The strategy includes principles of sustainability when identifying and addressing business opportunities that may be pursued with partners. In February 2004, the Agency Management Committee approved the Guidelines for Building Partnerships with Provinces and Territories. |
| Explore ways to measure and report performance results of programs on all three aspects of SD - Performance measures in SD strategy 2004-2007 Completed Program branches |
During our consultations with the program branches to develop meaningful performance measures for their commitments in the new SD strategy, we explored assigning each target a series of measures based on their economic, social, and environmental impacts. After much deliberation, we determined that we would strive for this type of triple bottom-line reporting as a long-term outcome of SD. In the new strategy, program branches will report on:
The SD Division also began discussions with the corporate reporting group on including SD measures in developing an online performance reporting system for the Agency. Work will continue on these initiatives into the next period. The program branches will also report on:
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| Incorporate SD considerations into consultations with partners - SD content in Memoranda of Understanding with partners Completed PPB |
We realize that there are SD opportunities in our partnerships with provinces and territories, other government departments and agencies, and international partners. We incorporated social and economic principles of SD in our MOUs with partners by striving for efficiency, assessing the economic impacts of our decisions, and assessing the social impact of our decisions on our partners and the public.
We also have a wide variety of partnership arrangements and agreements with other federal departments and agencies on exchanging information, disclosure and release of information, and data capture. The Agency also seeks international partnerships and business development opportunities. We pursue social and economic development by sharing best practices, assisting with study tours, chairing international meetings, and providing technical assistance to international partners. For example, in November 2003 our work on the Canadian International Development Association's India Project was recognized with an Agency Award of Excellence under the Partnership category. The project encompassed re-engineering business processes of revenue administration and supporting technology to improve internal capacity and promote India's self-sufficiency. Other international partnerships to build capacity include:
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| Incorporate SD considerations into consultations with partners - SD considerations in Voluntary Sector Joint Initiative action plan Completed PPB |
The Voluntary Sector Initiative is jointly led and managed by the federal government and the voluntary sector. The Agency is a member of the Joint Steering Committee that oversees the initiative. The 2004 Federal Budget committed $12 million in annual funding to improve the regulation of charities. In addition, regulatory reform will address the recommendation of the Joint Regulatory Table (an advisory body created under the initiative) for improving the legislative and regulatory environment in which charities operate. These recommendations embody sustainable development principles by striving for:
For more information, see the final report of the Joint Regulatory Table, Strengthening Canada's Charitable Sector: Regulatory Reform. |
| Incorporate SD considerations into consultations with partners - Annual consultation process within the Registered Plans Division (PPB) Completed PPB |
The Registered Plans Division continues to promote a new method of filing through which 10.7% of all submitters provide RSP/RIF listing on CD rather than paper. This is a 47% increase over the previous fiscal period. |
| Continue to work with other government departments in support of SD - the identification of health and safety issues Completed Customs Branch |
We continued to pursue the social and economic components of SD by working with other government departments in support of health and safety. The Customs Branch renewed an MOU with the Department of Citizenship and Immigration Canada and completed the Quarantine MOU with Health Canada; however, they have yet to be signed due to delays with transition to the Canada Border Service Agency (CBSA). Customs participated in developing Health Canada's National Pandemic Influenza Plan. The CBSA will continue to work with Health Canada as they draft a new Quarantine Act. |
| Continue to work with other government departments in support of SD - increase in paper-free international customs transactions for APEC and FTAA Not completed (In progress) Customs Branch |
In July 2003, the Customs Branch implemented the World Customs Organization (WCO) Data Model through the G7 Service Options for Import One Step and Export Data Interchange Export options. Customs will continue to work on the option for cargo, rail, air, and highway (due for Fall 2005). The newly established performance measures in the Asia-Pacific Economic Cooperation (APEC) Trade Facilitation work plan commit member economies to reduce transaction costs by 5% by 2005. |
| Advance the use of electronic service delivery options and/or streamline paper-based transactions with the aim of reducing the use of paper: Implement electronic service delivery options Completed Assessment and Collections Branch/ Information Technology Branch |
Our Assessment and Collections Branch and Information Technology Branch continued to partner to make extensive enhancements to the electronic delivery of services to the public. Major initiatives include increased marketing efforts to promote electronic filing, eliminating automatic mail-outs, more customized (i.e., smaller) products, improved inventory control, and improved Internet products. Our Internet site offers easier navigation, increased search capabilities, and improved access to information to better meet the needs of clients such as seniors, tax professionals, charities, non-residents, and self-employed individuals. The use of our Internet site by the public has increased from 28 million in 1999 to 250 million in 2004. Since 1990, 75 million returns have been submitted using EFILE, TELEFILE, and NETFILE. Given that the average return is 40 pages, electronic filing has saved over 3 billion sheets of paper. Each year, our target is to receive 1 million more electronic returns. In addition, people who file electronically are no longer sent the guides and forms in the following year, resulting in further paper savings. We send personalized T1 guides to between 7 million and 8 million clients each year. The T1 guide is posted on the Internet, and the paper version is used as a marketing tool to promote electronic filing. We continue to use television ads to promote electronic filing. Currently, our T1 electronic filing participation rate is 44%. Our goal is to reach 75% by 2006. We have also updated our IT mail-out systems to reduce correspondence sent to clients. For example, the T1 Remits "failure to pay" letters were once automatically mailed at predefined intervals to all clients with balances owing. Upon reviewing the process, we were able to reduce the number of letters from 3.3 million to 910,000 annually, while still ensuring clients were aware of their obligations. After implementing these enhancements, the Collections Call Centre generated a gross annual savings of $9.2 million in letter issuance and a 37% reduction in accounts received at tax services offices. The Assessment and Collections Branch has reviewed certain forms and publications for Internet posting and has improved paper management practices. For example, Client Services authors more than 1,400 different forms, guides, and remittance slips for the public. Approximately 144 of these products are no longer commercially printed and are now "Internet only" products. Since 1999, there has also been a 42% decrease in use of paper copies for the Business and Professional Income, Farming Income, and Rental Income guides. |
| Implement Correspondence Issue Management System Not completed (In progress) PPB (Registered Plans Division) |
We are currently implementing the Correspondence Issue Management System, which will enable our Policy and Planning Branch to efficiently manage information by scanning data. Scanned data can be shared without additional copying, which results in less paper use. Although the system is not yet finalized, it is already saving paper-paper consumption related to correspondence and issues management has been reduced by an estimated 25%. |
| Play lead role in global e-commerce industry by promoting e-filing and tele-filing. Assessment and Collections Branch Completed |
In Canada, we have applied technology to the full range of our services to enable our clients to self-serve, where appropriate. As leaders in the Government On-Line (GOL) initiative, we are expanding our electronic delivery options to Canadians and offer three main electronic tax-filing options: EFILE, TELEFILE, and NETFILE. EFILE permits authorized tax professionals to send individual income tax return information to the CRA by Internet. TELEFILE is an interactive computer program that allows eligible individuals to electronically file their tax return for free using a touch-tone telephone. NETFILE allows Canadians to file their personal income tax and benefit return directly over the Internet. We were awarded a Government Technology Distinction Award for e-learning in the category of Enabling E-government in Canada. We published a Technical Information Bulletin on e-commerce on the Agency's Web site in July 2002, and we assisted with the data collection process for a comprehensive catalogue of e-commerce issues, which was completed during 2003-2004. We continued to play a lead role in the e-commerce industry. Globalization, with its multinational business operations and electronic flows of capital and intellectual property, increases the potential for aggressive tax planning and abusive transactions. Improper transfer pricing arrangements and the proliferation of tax havens pose a potentially significant threat to the tax base. Through our tax treaty partnerships and our participation in international organizations-such as co-chairing the OECD Tax Information Exchange Systems and the Pacific Association of Tax Administrations, and our presidency of the Centro Interamericano de Administraciones Tributarias-we develop international tax strategies and share information and best practices to mitigate the risk of international tax non-compliance. |
| Develop e-filing of objections through the Internet BF - Not completed (In progress) Appeals Branch |
Our Appeals Branch continued to review a number of options for modifying how objections are processed. Clients will be able to file their objections through the Internet starting in 2004-2005. |
| Develop Web-based training on blueprint initiatives Completed Customs Branch |
The blueprint initiatives were developed as proposals for the future under the Customs Action Plan in consultation with clients, employees, unions, business, and other federal government organizations. As part of the Web-based training on blueprint initiatives, the Customs Branch developed and posted a learning package on InfoZone for the commerce officer developmental program. The branch also provided Web-based training for CANPASS and AMPS, and the customs orientation course is being converted to a CD-based product. |
| Review forms and publications and expand use of the Web site for distribution of information to clients Completed Customs Branch |
The Anti-Dumping and Countervailing Directorate now posts decision notices on the Internet, which ensures timely dissemination of information to clients and reduces paper burden. The Directorate also requested fewer hard copies of submissions from parties to the Special Import Measures Act proceedings. The following information is also available on the Directorate's Web pages:
We are currently improving the Small and Medium Size Enterprises Web site. |
| Convert archival information onto software Completed PPB (Income Tax Directorate) |
All technical income tax publications (Interpretation Bulletins, Information Circulars, and Income Tax Technical News) have been converted and posted on the Internet, resulting in savings. There are 65 Information Circulars, 301 Interpretation Bulletins, 11 current technical news, and 21 archived technical news dating from 1994 available on the site. As well, Income Tax Rulings uses its internal research database, FITAC, and its file tracking system, CS-CIMS, to ensure efficiency and reduce internal paper use. |
| Reduce paper in charities tax package (T3010 information return) by approximately 33% Completed PPB (Charities Directorate) |
We developed a shorter version of the T3010 charities tax return, reducing it in length by 70% (from 13 pages to approximately 4). We estimate this initiative has saved approximately 723,789 sheets of paper. |
Next steps for Goal 4:
By exploring SD opportunities in our programs, we advanced toward our SD goals and contributed to the Agency's two strategic outcomes: innovation, and moving towards a leading-edge service organization. Overall, we found we were able to identify social and economic components of our business, but identifying the environmental impacts and opportunities was often difficult and required more tools and dedicated resources.
During the year, we planned to focus on paper consumption, procurement, and waste reduction in our service delivery; however, we found that we ended up focusing mainly on paper consumption. We realize that we still have much work to do in exploring and measuring the potential for savings in these areas.
Our next steps are to establish a baseline for paper use in the delivery of our tax and benefits programs, and to further explore reducing waste. We want clearer sustainability criteria for developing programs, policies, plans, and partnerships. As well, the internal audit of the SD program recommended that we should be communicating our SD success to the public. These next steps will be addressed in the update of the strategy.
1 The amounts for total and average sheets used by employees have been revised from last year's report.
2 Paper purchases used to be included in office supplies purchases and tracked in assigned GL accounts in the CRA's Corporate Administration System.
3 Defined as GHG and other air emissions not directly attributable to operations, but result from work-related activities such as business travel and employee commuting.
4 We only needed to purchase 5 ATF vehicles to comply with the 75% requirement of the Act.