Appendix D: Report on 2007-2008 Activities

The tables below contain SD action plan activities that were scheduled for implementation during fiscal year 2007-2008. They contain the activities, associated performance indicators (or outputs), and results as of March 31, 2008, as reported by Offices of Primary Interest (OPIs) in quarterly SD and EMS reports. Those activities that were scheduled for delivery that contributed to Government of Canada SD priorities are marked with an asterisk (*).

Target 1.1.1

Activity and performance indicator/output Results (Estimated level of completion)

Activity 1.1.1.1:  Develop a methodology for estimating Greenhouse Gas (GHG) emissions from waste management programs at priority facilities.

Due Date: March 31, 2008

In progress (77% complete)

To add another dimension to our solid waste management reporting, the CRA developed a methodology to translate solid waste diversion rates into GHG emissions. We consulted on potential methodologies with Environment Canada, and worked with consultants to complete the 2007 waste audit report. The audit report included calculations for, and estimates of the GHG emissions related to waste at the 29 priority facilities. For the purpose of future applications, we began a review of the audit report and reference documents to determine the suitability of the methodology - a final decision is pending.

Indicator(s): GHG methodology (output)

The GHG methodology was developed. It was applied to the 2006-2007 solid waste audit of 29 priority facilities. The results showed that by reducing, recycling and reusing about 2,700 tonnes of solid waste, the 29 priority facilities avoided generating more than 2,000 tonnes of CO2 equivalents per year.
We will assess the applicability of the GHG methodology to future solid waste audit results.

Target 1.1.2

Activity and performance indicator/output Results (Estimated level of completion)

*Activity 1.1.2.1:  Include SD clauses and environmental specifications in all new strategic sourcing contracts.

Due Date: Annual

Complete

The CRA included green specifications into the two strategic sourcing contracts that were issued in 2007-2008. They were for Ruggedized Touch-Screen Monitors valued at $4.8 million, and Tobacco Stamping valued at $50 million. Other strategic sourcing contracts under development that will include environmental specifications are for office seating, translation services, office supplies, toners cartridges, office paper, end-user devices (computers, laptops and monitors), and envelopes for non-T1 tax programs. These are expected to be issued in 2008-2009.

Indicator(s): Percentage of strategic sourcing contracts that include environmental specifications

All (100% or two of two) strategic sourcing contracts issued in 2007-2008 contained environmental specifications/criteria. The percentage of green products purchased was 11.4% of total product spending, exceeding our target of 10% for 2007-2008.

Activity 1.1.2.2:  Develop a management plan to expand the scope of green procurement to include IT hardware and software.

Due Date: March 31, 2008

In progress (88% complete)

The CRA drafted a management plan as a first step towards capturing potential environmental, social, and economic benefits from greening IT procurement. The plan includes analysis of IT hardware and software components and identifying and prioritizing areas for intervention from an SD perspective. The draft management plan requires formal approval by key stakeholders prior to being finalized.

Indicator(s): Expanded scope of Environmental Management Program for Green Procurement. (output)

We drafted a management plan to green the procurement of IT equipment. Implementation will begin in 2008-2009. We also expanded the scope of the EMP for Green Procurement to include IT commodities.

Target 1.1.3

Activity and performance indicator/output Results (Estimated level of completion)

Activity 1.1.3.1:  Expand the paper baseline to include the three major sources of the CRA's paper consumption:
1) multi-purpose office paper;
2) paper used in CRA printing systems (e.g., ELCS); and
3) paper printed in external printing shops.

Due Date: March 31, 2008

Complete

The CRA developed a baseline report for multi-purpose office paper in 2001-2002, against which we track annual changes in employee use of paper. We expanded the paper baseline in 2007-2008 to include paper used in CRA printing systems and external printing shops. We will continue to enhance the data gathering process for CRA printing systems, and work with suppliers to establish a reporting framework to obtain statistics for external print jobs.

Indicator(s): New paper baseline.

Baseline completed. The results for 2007-2008 show that CRA bought the equivalent of 1.2 billion sheets of paper used in envelopes, publications, and forms.

Activity 1.1.3.2:  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.

Due Date: March 31, 2010[Footnote 10]

The ATIP request process is paper intensive, involving many steps and much printing for the purposes of analysis and review. We developed a project to reduce the paper produced by the ATIP process for most requests. The project objectives are to implement a system that will support electronic document analysis, numbering, severing and review; develop and implement an easy-to-use web-based electronic tasking tracker; and develop policies and guidelines to encourage and facilitate electronic submission where the source records are in paper format.

During 2007-2008 we developed imaging software that now awaits certification. The software will be tested in 2008-2009 and full implementation is scheduled to extend beyond 2009-2010.

Indicator(s): Reduction in use of paper in the ATIP process.

Data on paper savings will be available upon project implementation in 2010.

Target 1.1.4

Activity and performance indicator/output Results (Estimated level of completion)

*Activity 1.1.4.1:  Establish an emissions (GHG) baseline for business travel to include local and long-distance travel and videoconferencing.

Due Date: March 31, 2008

In progress (35% complete)

In order to establish a GHG baseline for business travel, the Agency assessed the feasibility of extracting data from the Corporate Administrative System (CAS) and videoconferencing reports. We determined that much of the information that is required to establish the baseline is available. We also made changes to the CAS in order to capture those modes of transportation for which data was not available. Information analysis is ongoing and we anticipate that the business travel baseline will be finalized in 2008-2009. We will subsequently promote sustainable business travel practices to employees.

Indicator(s): Baseline for business travel. (output)

We will establish the business travel baseline in 2008-2009 when analysis of the travel data is complete.

Target 1.1.5

Activity and performance indicator/output Results (Estimated level of completion)

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

Due Date: Annual

Complete

One of the objectives of fleet management at the CRA is to reduce pollution and comply with federal policies and legislations such as the Alternative Fuels Act[Footnote 11]. At the beginning of the period, the CRA owned and leased a total of 92 vehicles. Five vehicles were acquired during the year. Two were conventional fuel vehicles due to operational requirements, and three were ATF vehicles. No hybrid vehicle was acquired in the period. By March 31, 2008, the CRA owned/leased 95 vehicles. Of that number, 13 vehicles (14%) were hybrids, and 24 vehicles (25%) were ATF vehicles).

Indicator(s): Number and percentage increase in hybrid and alternative fuel vehicles.

The number of hybrids and ATF vehicles owned/ leased by the CRA in 2007-2008 increased by 2 vehicles. The percentage of hybrids and ATF vehicles in CRA fleet increased by 1% (vis-à-vis 2006-2007) to 39%.

*Activity 1.1.5.2:  All gasoline purchased for CRA road vehicles will be ethanol blended, where available.

Due Date: Annual

Complete

In order to standardize the use of ethanol fuel by CRA fleet, the Agency integrated this requirement in the policy instruments that govern fleet management - which include the CRA's Fleet Manager's Handbook and CRA's Fleet Directives and Procedures. Included in these policy instruments is the requirement for drivers of CRA fleet vehicles to fill up with Ethanol-10 fuel whenever possible; and to use alternative fuels in vehicles capable of operating on such fuels (e.g., Ethanol 85 flexible fuel vehicles) when it is determined to be operationally feasible. Formal approval of the draft Handbook and policy instruments is expected in 2008-2009.

Indicator(s): Percentage of gasoline purchased for CRA vehicles that is ethanol blended.

Total gasoline purchased by CRA in 2007-2008 was 135,436 litres. Total Ethanol blend was 25,107 litres. Percentage of gasoline that is Ethanol blended was 18.5% (up from 7.2% in 2006-2007).

Activity 1.1.5.3:  Develop and distribute communications materials to CRA fleet drivers on ethanol blended fuels and retailers.

Due Date: March 31, 2008

Complete

The CRA worked with Natural Resources Canada (NRCan) to develop an Ethanol 10 promotion package. The purpose is to remind CRA vehicle operators and fleet managers to use ethanol-blended fuels in CRA vehicles where available. We sent promotional products and the communication packages to all Agency fleet coordinators for distribution to fleet operators. The information package included a link to NRCan's online tool for locating ethanol fuelling stations across the country.

Indicator(s): Number of CRA fleet drivers who received communications material on ethanol fuels.

There is no formal tracking system in place to determine the precise number of drivers who received the information. With communication materials sent to all fleet coordinators, it is assumed that 100% of fleet drivers received the information.

Target 1.1.6

Activity and performance indicator/output Results (Estimated level of completion)

Activity 1.1.6.1:  Develop an Environmental Management Program (EMP) for Energy.

Due Date: March 31, 2008

Complete

During the year, we compiled and analyzed energy conservation best practices and guidance from various sources, including the Office of Greening Government Operations in Public Works and Government Services Canada, Natural Resources Canada, Environment Canada, and the CRA SD network. We developed a research document that summarized the best practices and recommendations, and drafted an EMP for energy conservation. The main activities of the EMP will include selecting priority facilities, developing baselines for energy use and associated GHG emissions, identifying and implementing appropriate conservation initiatives, and measuring the resulting emissions reduction. Implementation of the EMP will ensue in 2008-2009.

Indicator(s): Percentage of targets completed in environmental management program for energy.

Results will be available after fiscal year-end March 31, 2009.

Target 1.2.1

Activity and performance indicator/output Results (Estimated level of completion)

Activity 1.2.1.1:  Complete an assessment of IT hardware and software disposal practices across the CRA and use results to expand the scope of the environmental management program (EMP) for hazardous materials.

Due Date: March 31, 2008

In progress (10% complete)

We carried out a preliminary scan of IT disposal practices across the Agency and found that practices varied by region depending on municipal and provincial regulations. Legislative framework for IT disposal changes rapidly, which creates new possibilities and uncertainties which must be considered in developing a green disposal plan. It was also apparent that the issue of electronic-waste disposal involves many stakeholders, and would ideally be addressed from a life-cycle management approach[Footnote 12].

Indicator(s): Assessment document, and new IT hardware/ software disposal activities in the EMP for hazardous waste. (output)

Competing priorities did not allow a thorough assessment. Work will continue in 2008-2009.

Target 2.1.1

Activity and performance indicator/output Results (Estimated level of completion)

Activity 2.1.1.1:  Research and develop an historical timeline of CRA tax filing processes, focusing on the shift from paper filing to E-filing, and the associated paper burden.

Due Date: March 31, 2008

Complete

We completed the report that assessed paper savings resulting from the electronic services provided by the T1 tax program between 1990 and 2007. The finding showed that of the 402 million tax returns filed by taxpayers within that period, a total of 107 million (27%) returns were processed electronically through EFILE and NETFILE. This resulted in savings of 4.3 billion sheets of paper from the reduction in the mail out of T1 returns and tax packages. This is equivalent to approximately 500,000 trees, and avoided the creation of about 54,000 tonnes of GHG emissions.

The Agency will continue to track and report paper savings due to electronic advancements to the T1 tax program, as well as, explore opportunities to report paper savings due to the electronic delivery of other tax and benefits programs, as feasible.

Indicator(s): Timeline report with paper usage (output).

The timeline report was developed.

Target 2.2.1

Activity and performance indicator/output Results (Estimated level of completion)

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

Due Date: Annual

In progress (40% complete)

During the year, the Sustainable Development Division continued liaisons with the Corporate Strategies and Business Development Branch to finalize the inclusion of the criteria in guide documents for developing Memorandum of Understanding and Letters of Intent. To assist the application of the criteria, we prepared a guide for applying the SD Criteria that was posted on the SD Website. The link to the Website was also included in the guide documents. At the end of the period, both documents were scheduled for consultations prior to finalization.

Indicator(s):  Percentage of partnership negotiations/discussions that included considerations of sustainability criteria; number of commitments completed in the action plan for integrating SD into partnerships.

Data on the use of the criteria will become available when the guide documents are finalized and are in use.

Activity 2.2.1.2:  Promote the Community Volunteer Income Tax Program (CVITP) to ensure that eligible Canadians are aware of the assistance that can be obtained through the program; and provide program volunteers and community associations with the necessary software/computers to assist individuals to file their tax returns electronically.

Due Date: Annual

Complete

Opportunities exist to leverage technology to reduce the amount of paper that is used in CRA activities that equip volunteers to help tax filers during the tax filings season. During the year, we printed one format of the posters issued at tax clinics, instead of the former three formats. They were also printed bilingually, and on both sides of the paper. We explored the option to post the volunteer training publications on CRA Internet Web site for public access. This will reduce the number of copies of the training publications that need to be distributed at tax clinics. Currently, the training publications are only on the CRA Intranet Website.

Indicator(s): Number of volunteers trained and number of community associations carrying out the CVITP in partnership with CRA; number of software/computers donated to the CVITP.

In order to carry out the CVITP in 2007-2008, the CRA trained 15, 041 volunteers and partnered with 2,096 community associations. We also donated 10,520 tax software programs. No computers were donated to the program during this period.

*Activity 2.2.1.3:  Contribute to economic development in Canada and abroad by holding a leadership position within organizations, such as the Organization for Economic Co-operation and Development (OECD); and sharing information with partners on better tax administration, encouraging better economic practices, working with partners to develop internationally accepted tax rules, and managing and coordinating technical assistance projects in different countries.

Due Date: Annual

Complete

As a world recognized leader in tax and benefits administration, the CRA manages ongoing multilateral relations with regional and international tax organizations, such as the OECD, Inter-American Center of Tax administrations, Commonwealth Association of Tax Administrators (CATA) and International Tax Dialogue. We also manage ongoing bilateral relations with foreign tax administrations through the exchange of best practices, the delivery of capacity building projects, and hosting of foreign delegations. During the year, we demonstrated our leadership by participating in tax outreach programs, meetings, and various working groups and committee meetings; sharing CRA's electronic-learning experience and best practices; leading the development of e-learning products - specifically the Tax Audit Fundamentals for CATA members, which was piloted at a Technical Conference in Nairobi, Kenya; delivering technical assistance, for example, to Bolivia's tax administration in the oil and gas sector, and to the Mexican tax authority; and hosting foreign delegations, including New Zealand, Vietnam, and Barbados.

Indicator(s): Membership and/or leadership position in international committees; shared information, best practices, and technical assistance with partners. (output)

The CRA continued to manage multilateral and bilateral relations with international organizations, and provide technical assistance on tax administration, as outlined above.

Target 2.3.1

Activity and performance indicator/output Results (Estimated level of completion)

Activity 2.3.1.1:  Integrate principles of sustainable development, such as innovation and efficiency, into the CRA's marketing and/or branding strategies, and advertising campaigns.

Due Date: March 31, 2008

In progress (65% complete)

The CRA developed a branding strategy to encourage and equip employees to deliver clear and consistent messaging to both internal and external audiences when conducting CRA business. The aim of the SD strategy is to use this vehicle to communicate the CRA commitment to SD. During the year, we prepared and incorporated relevant SD messages to approved corporate messages that support the Agency's brand strategy. For implementation, CRA created a Brand Network and a Corporate Messages Sub-committee to facilitate appropriate use of the messages. SD Coordinators will take advantage of a guide to help them promote the use of the SD messages.

Indicator(s): Type of SD concepts included in marketing and branding products.

As an example of SD messaging in CRA brand, the Agency's advertising radio campaign for the 2008 tax filing season advocated electronic tax filing as a way of lessening paper burden. The CRA also promoted the Agency's commitment to SD in a new youth recruitment video.

Activity 2.3.1.2:  Explore the use of an 'SD watermark' or SD statement on client and taxpayer correspondence and the CRA's external Web site.

Due Date: March 31, 2008

Complete

We also planned to communicate our SD commitment to the public through the use of an SD watermark on letters to taxpayers and clients. We redefined the scope of this activity, as implementing a watermark would involve adjustments to the paper production processes, which is outside the Agency's direct influence. Instead, we focused on promoting the duplex printing of external administrative and executive correspondence, and to include an SD message related to duplex printing in the footer of these correspondences. Agency wide consultations of these recommendations revealed broad support for duplex printing of correspondence. This was considered sufficient to communicate our SD commitment without any explicit references to SD.

Indicator(s): Result of recommendations report for the use of SD watermark and next steps.

Resulting from the consultations, the Minister's Office and the Commissioner's Office formally adopted the practice of duplex printing all Executive Correspondence letters destined for external or internal distribution. And specifically, those correspondences that are managed by the Executive Correspondence and Language Services Division. We also updated the CRA writing, and related guidelines to reflect this change, and promoted CRA's Reduction in Internal Paper Consumption Directive.

Target 3.1.1

Activity and performance indicator/output Results (Estimated level of completion)

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

Due Date: Annual

In progress (95% complete)

We continued to promote the inclusion of SD clauses in the EC performance agreements and in the MG performance expectations. The purpose is to demonstrate support and action for SD within all levels of management. The target is to have 90% of EC and MGs include an SD commitment in their performance agreement by March 2010. For 2007-2008, a total of 89% of ECs included SD in their performance agreement. This compares to 68% in 2006-2007. Due to information system limitations, the reliability of results for MGs is being verified. Promotion within branches and regions will continue in 2008-2009.

Indicator(s): SD responsibilities in guideline document. (output)

We updated and included SD clauses in the 2008-2009 guide for preparing EC performance agreements. We also drafted SD clauses for inclusion in the guide for preparing MG performance expectations. However, we were unable to finalize the MG clauses due to extended consultations with stakeholders. This will be completed in 2008-2009.

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

Due Date: Annual

Complete

Our MG management group has great potential to influence employee decision-making that support SD. In order to enhance the SD capability of the MG group, we continued to provide SD learning to this group via the Management Group Learning Program (MGLP). During the sessions, we educate participants on SD in general and at the CRA. Most importantly, we informed MGs on how to access relevant SD information, and to enable employees to support SD in their job.

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

A total of 360 MGs attended 18 SD sessions under the MGLP for 2007-2008.

Activity 3.1.1.3:  Explore opportunities to deliver SD messages and communications materials to ECs, and to integrate principles of SD into new management development learning programs/resources. (e.g., EXDP).

Due Date: March 31, 2008

Complete

Similar to SD in MG learning, we planned to develop a formal SD learning segment for ECs, which was to be integrated in the EC learning session. However, the relatively short EC learning session could not accommodate an SD segment. We instead informed participants on how to access SD information by providing EC participants with SD business cards, pamphlets, and copies of CRA SD strategy 2007-2010.

Indicator(s): Number of EC managers who received training or communications materials on SD.

Data on the number of EC managers who attended the sessions since the provision of SD information will be available in 2008-2009.

Target 3.2.1

Activity and performance indicator/output Results (Estimated level of completion)

Activity 3.2.1.1:  Innovate in the delivery of general SD awareness messages to employees through national campaigns, events, and local initiatives, such as Environment Week.

Due Date: Annual

Complete

We are continually seeking ways to keep SD communication simple, current, and relevant to CRA employees. Annually we communicate with employees through SD national events-Earth Day, Environment Week, and Waste Reduction Week; campaigns such as our paper reduction campaign, updates and postings to our SD website; release of national and local SD messages, newsletters; and integration of SD messages and considerations into Agency communiqué and activities, such as BBQs and charitable campaigns.

Indicator(s): Results of and participation in national and local SD awareness campaigns and events.

The results from the 2007 SD employee awareness survey showed that participation rates for our three national events were: Earth Day - 36%, Environment Week - 45%, and Waste Reduction Week - 54%.

Activity 3.2.1.2:  Implement the SD Innovation Fund nationally to employees.

Due Date: Annual

Complete
The CRA established the SD Innovation Fund (SDIF) to encourage SD innovation from among employees. The fund was endowed with $100,000 to fund employee projects over a period of two years.

Indicator(s): Number of Innovation Fund proposals received, accepted and results of funded projects.

For the first year of the SDIF (2007-2008), we received 35 submissions from which five projects were selected and awarded a total of $50,000. Four of the five projects were completed; one was dropped. For the second year, (2008-2009), we received 32 proposals from employees. A total of $37,000 was awarded to five projects for implementation in 2008-2009.

Activity 3.2.1.3:  Strengthen employee commitment to SD in workplace by providing employees and their managers with the necessary tools and examples to include SD commitments in employee performance agreements.

Due Date: March 31, 2008

In progress (40% complete)

In this SD strategy, we sought to extend SD commitments to employee performance expectations. During the period we drafted examples of SD clauses and consulted with stakeholders. They included the SD network, our Human Resources Branch, and the national unions.

Indicator(s): Web page and guidance material on including SD in employee performance agreements. (output)

We developed tools to help SD Coordinators promote employee SD clauses, and to enable managers and employees draft SD clauses that are appropriate to their job function. At the end of the period, stakeholder consultations were ongoing.

Activity 3.2.1.4:  Develop and launch a Recognition Toolkit for recognition coordinators to enable them to recognize employees in the branches and regions for their contributions to SD in the workplace, such as innovation in business practices leading to efficient internal operations and service delivery.

Due Date: March 31, 2008

Complete

SD recognition at the CRA has been ad hoc and mostly occurring at the local level. During the year we finalized the SD Recognition Toolkit that was drafted in 2006-2007. The purpose of the toolkit is to enable the SD network to integrate SD recognition in the formal recognition program of the CRA. We released the toolkit on CRA SD Website, with links provided to the national recognition program website. We accompanied the launch with communications to the SD network, CRA Recognition Program Coordinators, and employees. We encouraged all CRA branches and regions to include the web site for the recognition program from their own website to the SD recognition website. We also encouraged them to work closely with their branch and regional recognition coordinators, to ensure that SD is included in local recognition communications.

Indicator(s): Number of employees recognized for their contributions to SD in the workplace.

Through future reports from the SD network, we will be able to report ad hoc results on the number of employees recognized for SD contribution.

Target 3.2.2

Activity and performance indicator/output Results (Estimated level of completion)

*Activity 3.2.2.1:  Establish a baseline for employee commuting, such as emissions (GHG) and employee commuting behaviour /mode of travel.

Due Date: March 31, 2008

Complete

We included commuting questions in the SD Employee Awareness Survey in order to determine how our employees commute to and from work. We used the results to establish GHG emissions resulting from employee commuting.

Our SD network also gathered information on local sustainable transportation opportunities in our facilities across the country. This included information on the availability of bike racks, showers, lockers and public transit. In total, information was gathered for 91% of our facilities. In 2008-2009, we will use this information to select facilities where we will promote sustainable commuting options.

Indicator(s): Baseline survey and report. (output)

The results from our survey showed that CRA employees made over 20 million commuting trips; traveled over 360 million kilometers when commuting to and from work; and produced over 64,000 tonnes of greenhouse gases (GHGs) and 2,800 tonnes of air pollution while commuting. The results also showed that 47% of employees drove alone in their vehicles, 25% took public transit, 20% carpooled, 6% used active transportation (e.g. bike, walk, and inline skate) and 2% teleworked. We will use this information to implement effective sustainable commuting initiatives, and measure changes over time.

Target 4.1.1

Activity and performance indicator/output Results (Estimated level of completion)

Activity 4.1.1.1:  Continue to plan, implement, and report performance of the CRA Environmental Management System (EMS).

Due Date: Annual

Complete

We completed 80% of (69 of 86) EMP targets in 2007-2008. The EMPs were implemented and performance was documented and reported to the National EMS Committee periodically throughout the year. We also developed the draft EMPs for 2008-2009.

Indicator(s): Timely SD and EMS reports that meet reporting timelines of the CRA and the Commissioner of the Environment and Sustainable Development (CESD).

All EMS reports were delivered on time to the national committee, and senior management. The CESD forwarded one environmental petition to the CRA. The Agency acknowledged the petition and provided a response within the time frame prescribed by the Auditor General Act (1995).

Activity 4.1.1.2:  Renew the three-year commitment from SD Champions (Assistant Commissioner-level) and the Terms of Reference for SD Steering Committee.

Due Date: March 31, 2008

Complete

We updated the terms of reference for the SD Steering Committee  that outlined member roles and responsibilities.

Indicator(s): SD Steering Committee quarterly meetings (Indicator); SD Champions and committee terms of reference. (output)

Three meetings of the committee were held during 2007-2008. The revised terms of reference was approved by the group.

Activity 4.1.1.3:  Improve and formalize (where needed) the SD network infrastructure in all branches and regions.

Due Date: March 31, 2008

In progress (80% complete)

We focused on reviewing the job requirements of the SD Coordinators, and upgraded the work description of the SD Coordinator position. We completed an inventory on the status and make-up of SD Committees and local web sites/pages to improve the functioning of the SD network. We also developed a guide to help the SD network to better employ and retain their local SD committee members.

Indicators: Type of improvements to the SD network.

We developed a guide for establishing and maintaining SD Committees that will be released to the SD network in 2008-2009. A survey of the SD network was conducted to determine how to improve the delivery of the SD program. The job level of the SD Coordinator position was increased to reflect work responsibilities.

Activity 4.1.1.4:  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.

Due Date: March 31, 2008

In progress (55% complete)

To improve our data management system for SD, we will create a single Web-based repository for SD information. This will minimize duplication and improve information retrieval by the SD division and the SD network. We explored the feasibility of adapting an existing Agency reporting system to our SD reporting needs. Our internal consultations provided no suitable format. We decided to develop a system that is suited to our current and future reporting requirements. The system would also satisfy the reporting requirements of the CRA EMS[Footnote 13].

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

The systems documentation was finalized, and project is in the initial phase of development by our Compliance Programs Branch.

Target 4.2.1

Activity and performance indicator/output

Results

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

Due Date: Annual

In progress (80% complete)

We updated and included the sustainability criteria in the draft corporate policy suite. We developed and released a sustainability criteria guide on CRA Intranet. The SD network will be tasked via their 2008-2009 branch and regional SD action plans to promote the use of the criteria. Feedback from policy and program analysts will be used to inform on improvements to the guide.

Indicator(s): Number and type programs, policies, and plans that were assessed using sustainability criteria.

We applied the SD Criteria to the eResourcing project to identify SD impacts of project components. The goal of the project is to leverage technology to reduce the average time required to hire employees at the Agency. Given the web-based solution used for the project, it can potentially reduce the paper burden associated with the hiring process.

We also applied the SD Criteria to the Offer Management Macro project. We updated the letter of offer templates by incorporating paper use best practices, and including messaging that promotes SD at the CRA.

*Activity 4.2.1.2:  Develop an SD Report Card by establishing economic, social and environmental indicators spanning all business lines.

Due Date: March 31, 2008

In progress (30% complete)

To advance the preparation of an SD report card for the CRA, we completed a research paper on corporate social responsibility reporting in the private, public and quasi-public sectors. It included a scan of the CRA to compile a set of potential SD indicators for the Agency.

Indicator(s): Number and type of social/economic/environmental indicators developed.

Competing priorities within the SD division slowed progress on this activity. However, this report contains elements of CSR reporting that will be strengthened each year - see Section 4.0 on SD program costs and benefits.


Footnotes

[Footnote 10]
The due date was deferred from March 31, 2008 to March 31, 2010.
[Footnote 11]
The ATF Act requires that 75% of all vehicles purchased by the CRA operate on alternative transportation fuel, where cost effective and operationally feasible.
[Footnote 12]
Based on data from fiscal year 2005-2006, it is estimated that the CRA donated approximately 58,000 items per year to the Computers for Schools (CFS) program. This is equivalent to diverting approximately 791,000 kg of waste from landfill. No new data has been collected since then.
[Footnote 13]
The EMS incorporates and expands on the environmental targets in goal 1 of the SD Strategy.
[Footnote 14]
Corporate Social Responsibility (CSR) refers to the integration of environmental, social, and economic factors to traditional financial factors in the decision-making process.

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