Performance by target


Goal 1 - Prepare managers to contribute to SD

Managers have a corporate responsibility to ensure that decisions made are part of the SD solution rather than the problem. Managers are already skilled at making decisions that consider financial implications, so they now have to know how to incorporate social and environmental implications into decision-making.

Managers have a critical leadership role to play in bringing SD into the corporate culture by demonstrating a commitment to change from traditional to holistic thinking. This includes implementing the SD policy, practicing integrated decision-making, and strengthening management systems in support of SD.

There were eight targets scheduled for completion within this period. Five were completed, one was in progress, and two were not yet started.

Targets:

Accomplishments:

Recognize SD as a corporate value

Not yet started:
FAB - Corporate Planning, Governance, and Balance Scorecard Directorate (CPGBSD)

Preliminary discussions were held and revealed that far more work than initially imagined is necessary to achieve completion. Collaborations between the SD Division and the Corporate Planning, Governance, and Balanced Scorecard Directorate will continue into the next period.

Finalize the SD policy

Completed:
FAB - Real Property and Sustainable Development Directorate (RPSDD)

We completed consultations on the SD policy that began in previous periods. We received comments from the SD network, which consists of SD representatives from branches and regions within the CCRA. We incorporated the comments into the revised document, and the Board of Management (BOM) approved the final document in December 2001. During the next period we will prepare a communication package to launch the policy.

Link our commitment to SD with appropriate messages in the CCRA Leadership Program

Completed 2 :
Human Resources Branch (HRB)

Our Training and Learning Directorate of the HRB included three SD messages in the Leadership Program for the period. These messages addressed the topics of "CCRA's journey towards SD," "Key challenges to the SD Program," and "Strategy for the short and medium term." A total of 398 employees were exposed to these SD issues during training under the Leadership Program. We will elaborate on SD messages with the planned review and update of this training module.

Develop and implement guidelines for integrating SD into new business plans and proposals to ensure that all aspects of SD are considered

Completed:
FAB - RPSDD

Our SD Division developed an SD checklist that was included in the Planning Guide for the Preparation of Business Lines Plans in July 2001. Some branches used the checklist as a guide to incorporate the principles of SD into their branch business plans. This marked the beginning of the process of integrating SD principles into plans, programs, and policies. Our next steps will be to review business plans and give feedback to branches. We will also try to develop better tools to enable policy makers/planners to identify potential SD impacts and take measures that will lessen negative impacts.

Develop/ implement an SD Learning Strategy for management

Completed:
HRB

The SD Division, along with the Human Resources Branch, prepared a learning strategy for SD. The SD network will assess the document during the next period. We started implementing SD learning by including environmental courses in the CCRA learning plan for 2002-2003. We reviewed other selected courses to include SD considerations. We also developed an SD awareness session and worked with the Southern Ontario Region to deliver the sessions to employees. The module addressed the definition of SD, environmental impacts of individual behaviour, the CCRA's obligation to SD, and individual choices that can be made on the job to contribute to SD. All employees of the Finance and Administration Branch within the Southern Ontario Region were targeted, and a total of 240 employees (60 percent) attended the sessions. The evaluations of participants consistently showed that the sessions were educational and motivational. This session will be considered for other CCRA employees.

To assess and monitor the success of our SD awareness initiatives, we began internal consultations to develop an SD awareness survey for CCRA employees. We determined that a pilot would be appropriate to test the worth of the questions. Work will continue in the next period to finalize the survey and launch the pilot.

Give managers guidance material to support environmental management and compliance

Completed:
FAB - RPSDD

The SD Division developed and launched an SD toolkit on InfoZone in November 2001. The toolkit is a self-guided learning site with information that gives users best practices and useful tips for paper, energy, and water conservation, among others. The toolkit is maintained by the SD Division and will be updated on a regular basis. The division also prepared a series of environmental awareness fact sheets to promote compliance with specific environmental legislation. These included:

  • frequently asked questions and answers for environmental assessments;
  • environmental site assessments; and
  • environmental compliance and liabilities.

The package was presented at the meeting of the National Environmental Management System Committee held in 2002. We will launch the information package on InfoZone during the next period.

Integrate SD considerations into key corporate management tools

Not yet started:
FAB - CPGBSD

This target means to integrate the measurement, monitoring, and reporting of SD into existing tools. The three corporate tools that were identified for SD integration were the balanced scorecard, risk management policy, and quality service initiative. The balanced scorecard is designed to identify performance measures for key results related to business lines and to include measures for environmental performance. The risk management policy formalizes our approach to managing risks and liabilities, which is to include environmental risks and liabilities. The quality service initiative will identify ways in which we can improve service to clients. Initial discussions indicated that much work is needed to advance this target 3 .

Close significant gaps in the management and control system for the SD strategy, in particular, documenting procedures and implementing a process for non-conformance and corrective action

In progress:
FAB - RPSDD

Roles and responsibilities for SD are clearly outlined in the SD strategy 4 , the SD policy, and environment policy. HQ is responsible for coordinating the preparation, consultation, and execution of the SD strategy, as well as report annually to Parliament. The SD network and the National Environmental Management System (EMS) Committee are the primary media through which we communicate with our branches and regions. Each target has been assigned to an OPI 5 , which works to ensure timely implementation. We formalized the annual process for SD performance reporting. This involved the dispatch of call letters to branch and regional Assistant Commissioners. We then monitored responses to ensure that all reports were forwarded to HQ. The individual reports were then summarized into an annual agency report for SD. For the 2000-2001 period however, the CCRA report was late in completion and a management decision was made to release the report along with this report.

We also tried to strengthen our management and reporting for the SD strategy. We investigated the SD Action Items Management System (AIMS), the reporting system used by NRCan, to monitor their SD performance. This system satisfies our SD reporting needs with minimal customization. However, we will have to re-program the technology that hosts the system to one that is compatible to that of the CCRA. When developed, the SD network will be able access the system and input their SD performance reports electronically. This will enable improved and timely SD reporting from the branches and regions. The system will be launched in time for the 2002-2003 SD reporting period.

Way forward for goal 1

We have established a framework for the management of the SD strategy. The SD policy goes further to outline the responsibilities of management and employees to SD. However, it remains a challenge for us to integrate SD into the corporate culture. This is where leadership from management is critical in moving SD from being a desirable outcome to a reality. The biggest task is communicating the SD concept in a tangible way that will capture the attention and imagination of management at all levels. The SD Division has the main task of coordinating and delivering this SD message to senior management. As management leads the process of integrating sustainable considerations into decisions, employees will be even more motivated. SD education is key to the success of this goal, and this will continue to be our short and long-term goal.

Goal 2 - Enable employees to contribute to SD

The success of SD within the CCRA depends heavily on the acceptance, cooperation, and involvement of employees. With a workforce of approximately 50,000 employees Canada-wide, the potential for the CCRA to realize benefits that support SD are substantial.

The main way to engage employees is to raise SD awareness and provide tools to enable the integration of SD considerations into daily tasks.

All four targets supporting goal two were completed during the period.

Target:

Accomplishments:

Create opportunities for employees to pledge commitment to SD

Completed/annual:
FAB - RPSDD

The SD Division developed an SD pledge that was promoted among employees. However, the number of employees who pledged commitment to SD is not clear. To improve on the system of tracking this information, an electronic database will be developed to administer, manage, and track employee commitment to SD over time. The system is scheduled for launch in June 2002.

Create and maintain opportunity for employees to share SD success stories, initiatives, and comments

Completed/annual:
FAB - RPSDD

We maintained several means of sharing SD success stories. These included the SD Web site, the national SD email address, and the annual SD performance report. We also used these media to invite comments and feedback on our SD strategy, reports, and initiatives. Our SD Division received numerous highlights of SD successes throughout the CCRA, through the SD network and directly from employees. We received a total of 48 emails through our SD Web site and national email address. They addressed various issues such as solid waste, battery recycling, and employee commuting options. During International Volunteer Day in December 2001, we received 42 emails from employees CCRA-wide informing us of the various ways in which they volunteer their time. The CCRA magazine, Interaction, welcomed SD success stories from employees. Several of our regions developed their own SD Web site and newsletters.

Give employees guidance material to help support environmental management initiatives

Completed/annual:
FAB - RPSDD

We included helpful and practical "greening" tips in the SD toolkit 6 on the SD Web site. We also updated the SD Web site to include information on our EMS. These updates addressed key aspects such as paper, energy, water, and solid waste. We also added links to other sites of interest.

Encourage participation in CCRA-endorsed SD initiatives, such as the annual Commuter Challenge

Completed/annual:
FAB - RPSDD

We supported Canadian Environment Week (CEW) in June 2001. CEW is the largest SD event supported by the CCRA that engages employee participation throughout the CCRA. The main activities included the Commuter Challenge, Kids' Poster Contest, and the sale of tree-growing kits. A total of 620 CCRA employees registered for the Commuter Challenge 7 . This diverted 10,656.4 kg of pollutants from the atmosphere. The tree sale raised $900 for Tree Canada. The Kids' Poster Contest was opened to children under 12 years who had a parent or relative working at the CCRA. It required contestants to create a work of art that sent a clear message of sound environmental management. A total of 46 entries were received Canada-wide. The top three winners received a prize package and there were nine entries chosen for honourable mention. Each participant received a Certificate of Recognition that was personally signed by the Commissioner and Deputy Commissioner. The CCRA also promoted Waste Reduction Week in October 2001 and International Volunteer Day in December 2001.

Way forward for goal 2

Although we met all our targets for goal two, not all CCRA employees are engaged and knowledgeable about SD. This is an area that requires ongoing awareness efforts and continued improvements to the learning tools. The CCRA will not give SD training to every employee; the electronic medium is our main way of communicating about SD to employees. It is the responsibility of managers to promote the learning tools, including the SD Web site. One of our targets will be to educate SD committees throughout the CCRA so that they can pass on the knowledge within their area. The SD Division will also continue to respond to requests for presentations to employees and management.

Goal 3 - Green operations to contribute to SD

Through efficient and environmentally responsible management of our operations, we can contribute to the federal government's vision of promoting a healthy environment for current and future generations. The main way that this can be achieved is with the implementation of an Environmental Management System (EMS). A properly designed EMS will provide the framework that will enable us to manage our environmental agenda by documenting, evaluating, and communicating environmental performance.

An EMS is a system that includes practices, procedures, and processes for managing environmental operations. It allows us to clarify our responsibilities, accountabilities, and priorities for addressing environmental issues. It also enables us to monitor performance to ensure that our environmental goals are being met effectively and efficiently.

Of the 30 targets scheduled for completion during the period, 24 were completed and 6 were in progress.

Target:

Accomplishments:

Finalize the CCRA's environment policy

Completed:
FAB - RPSDD

The environment policy clearly outlines the environmental responsibilities of all stakeholders, including managers and employees, within the CCRA. We finalized the draft document, which was approved by the Board of Management in December 2001. We will prepare a communication package to launch the policy in 2002.

Develop Environmental Management Programs (EMPs) for all identified environmental aspects

Completed:
FAB - RPSDD

We developed 10 EMPs 8 that were approved by the National EMS Committee. These EMPs will enable us to systematically manage the impacts our operations have on the environment and work towards continual improvement. They are:

  1. greener procurement;
  2. paper;
  3. fleet management;
  4. solid waste management;
  5. energy conservation;
  6. water quality and conservation;
  7. ozone depleting substances;
  8. environmental assessments;
  9. storage tanks; and
  10. contaminated sites.

Note: An EMP for hazardous materials will be developed during the next period.

Each EMP has a three-year rolling action plan, which identifies work to be completed, responsibility centre, related training, and communications. Performance for each aspect will be reported annually. An important part of performance reporting is establishing baseline figures for environmental aspect. These figures will enable the monitoring of our environmental impacts over time. In the next period, we will seek the approval of the Chief Financial Officer and Assistant Commissioner of the Finance and Administration Branch before communicating about the EMPs.

The EMPs form part of our EMS, which was recognized as one of the projects under the Administrative Reform and Renewal (ARR) Program. The goal of the ARR Program is to initiate change within the organization that will enable us to be more innovative, efficient, and effective in doing our business. The expected benefits of the EMPs are:

  • reduced risk of environmental liabilities and costs;
  • reduced environmental risk to employees and Canadians;
  • reduced health risks to employees and Canadians; and
  • increased cost savings through efficiencies.

Fully implement all elements of a performance measurement framework for managing storage tanks and ozone depleting substances (ODS)

Completed:
FAB - RPSDD

We developed a Microsoft Access Database, which manages data for ODS and storage tanks. The database:

  • keeps a record of the inventory of storage tanks managed by the CCRA;
    Note
    : This helps comply with legislative requirements that a consolidated record of storage tanks be maintained by the CCRA.
  • tracks information on the specifications of each piece of ODS carrying equipment;
  • stores information on the recommendations of audits, their implementation, certain maintenance activities, tests performed, and the adequacy of documentation kept at the site;
  • automatically generates registration forms;
    Note
    : This helps comply with legislative requirements for registration and annual reporting on storage tanks.
  • stores data on the recommendations of storage tanks assessments, decommissioning, and compliance reports; and
  • allows for electronic compliance assessments.

Continue participation in inter-departmental committees, working groups, and initiatives related to the environment and SD

Completed/annual:
FAB - RPSDD

We continued our participation in 12 interdepartmental committees on various issues ranging from climate change, environmental assessments, water, contaminated sites and pesticides management, the EMS, awareness, communications and training, and the Federal Sustainable Development Strategy. Collaborations gave us the opportunity to share best practices and give input into the preparation of federal documents.

Procurement:

 

Review/assess current Material Management certification courses for "green" content

Completed:
FAB - Material Management Directorate (MMD)
We reviewed selected courses and included green content. The Material Management Division (MMD) offered 8 of these courses to a total of 984 CCRA employees during the period. However, much work remains in order to do this in a systematic way. MMD also included environmentally friendly specifications in the Statement of Work and bought environmentally friendly products wherever feasible. For the next period, closer collaborations between MMD and the SD Division will completely address this commitment.

Pilot green procurement training program with HQs' procurement officers; share results of pilot with others

Completed:
FAB - MMD

We focused our efforts on developing an EMP for greener procurement. As an organization, we procure over $500 million in purchases annually. Therefore, we have an opportunity to influence the growth of environmentally friendly business through our purchasing power. The goal of this EMP is to ensure that our procurement activities are done in a way that satisfies our environment policy. This will address all phases of the procurement process, from planning and acquisition to usage and disposal. An important first step is establishing a common federal definition for "green procurement," which is being developed by an interdepartmental working group of the Treasury Board Advisory Committee. A draft definition will be proposed before the end of 2002.

We piloted training on Requests for Proposals and Statements of Work among procurement officers within MMD in HQ, Halifax and Toronto. Both courses included elements of greener procurement, and the results have been used to inform future training. For the coming period, we will be training all cardholders to use the new electronic procurement system, which will be launched by the end of 2002. The system is a one-stop, electronic shop for cardholders to procure office supplies. All environmentally friendly products will be clearly identified to users of the system.

Introduce environmental specifications into National Individual Standing Offers (NISOs)

Completed:
FAB - MMD

For the period, we issued a total of six NISOs, of which two included environmental specifications. This is an area that needs increased focus to completely "green" all our NISOs. Our SD Division is establishing a closer link with MMD to ensure that we progress further on this target.

Increase the number of clauses that give consideration to SD-green procurement into the contractual process, including selection criteria for Requests for Proposals (RFPs)

In progress:
FAB - MMD

We focused on developing the EMP for greener procurement. We delayed the target date for including appropriate environmental specifications in our RPF templates to the next period. However, MMD referenced standard clauses normally stated in the RFPs for goods, to the Clauses and Acquisitions Manual. This should reduce the amount of paper used per RFP. The reference manual is available online on the Public Works and Government Services Canada (PWGSC) Web site.

Paper:

 

Develop/revise procedures and standards to help reduce use of paper in internal operations

FAB - RPSDD

We developed an EMP to address our internal use of paper 9 . The main goal of the EMP is to reduce internal use of paper to achieve resource conservation. Targets include establishing a baseline, preparing a paper directive, and including best practices for paper purchases in existing certification courses. We began work to determine a baseline figure for internal paper use throughout the CCRA. This figure will form the basis upon which we can measure and track the success of our paper reduction initiatives. We expect to determine this figure during the next period. In the meantime, we redrafted a paper directive and guidelines that outline best practices for paper reduction. The National EMS Committee approved the directive, and work will continue to secure the relevant approval before a CCRA-wide launch.

Most areas within the CCRA reported paper saving initiatives and these are highlighted later in the report. Our contribution to the Paper Save program within the National Capital Region in 2001-2002 marginally declined to approximately 1.15 million kg 10 . This saved 21,821 full-grown trees and 3,445.5 m3 of landfill space. This is approximately one and a half times the size of an Olympic-sized swimming pool.

Electronic document management standards

In progress:
FAB - Information Management Directorate (IMD)

Our Information Management Directorate started preparing an Electronic Document Management Standards (EDMS) Strategy. The strategy seeks to enhance information management and ensure uniform document management standards throughout the CCRA. This will support the creation, retrieval, and storage of documents in an electronic format using scanning, imaging, and electronic filing. Work is ongoing to determine the best application that will accommodate the system.

Increase electronic forms, policies and procedures, and submissions

Completed/annual:
FAB

We increased the number of documents and policies available online. Examples are the human resources policies and learning courses from the Customs and Human Resources Branches. Our Material Management Directorate eliminated obsolete material management forms and converted 90 percent of remaining forms to electronic format. This saved an estimated 200,000 sheets of paper. We are not yet able to determine total impact in terms of paper and costs savings attributed to these interventions, however, this is an area that we will address over time.

Protocol for submission to senior management and board committees

Completed:
FAB - CPGBSD

Our Board of Management (BOM) Secretariat established a protocol that supports the electronic submissions of documents to the BOM. This protocol helps to reduce our internal use of paper.

Waste management:

 

Integrate the requirement for contractor to provide waste reduction plans into all major construction, renovation, and demolition projects in CCRA-owned and leased facilities

Completed:
FAB - RPSDD

During the period, we integrated a construction and demolition waste reduction plan into the construction project at the Osoyoos border crossing facility in British Columbia. The plan guides the disposal of used materials such as concrete, asphalt, wood, cardboard, and topsoil. The waste reduction plan required that all reasonable efforts be made to save and recycle as many materials as possible, and report the results of waste diversion to HQ as the project progresses. To further strengthen the use of sustainable waste management measures into all construction projects, we developed a guidance document for managing construction, renovation, and demolition waste. The document will be introduced to all facilities managers during the next period.

We developed an EMP for solid waste management. The goal of the EMP is to control, collect, process, use, and dispose of solid wastes in the most economical and environmentally sound manner. We established baseline figures for solid waste in selected owned and leased facilities in fiscal year 1999-2000. Targets established by the EMP are to:

  • divert an average of 50 percent of solid waste generated in CCRA-owned facilities and 70 percent in leased facilities (against 1999-2000 baselines) from landfills;
  • implement solid waste recycling in all CCRA-owned facilities, as feasible; and
  • incorporate solid waste reduction plans into all major construction, renovation and demolition projects.

Between 1999-2001, we conducted waste audits at eleven priority-owned facilities 11 and implemented waste management plans at eight of the sites. These actions were taken as a first step towards our goal of diverting 50 percent of solid wastes generated at these facilities from landfill sites. Of the three remaining sites, we implemented a waste reduction action plan at one site. No waste management plan was implemented at another site due to planned redevelopment, while the other continued its voluntary waste recycling. As far as resources will allow, follow-up audits will be done at selected facilities during the next period to determine the impact of the waste management plans.

Implement best practices and initiatives related to the disposal (recycling/reusing) of obsolete or surplus goods

In progress:
FAB - IMD

The national disposal policy for publications was revised for the inclusion of best practices for book disposal. This Policy on the Disposal of Surplus Published Materials will ensure maximum re-use of books by first granting other CCRA regional libraries the opportunity to select books before making them available to external libraries through the Canadian Book Exchange Center. The policy will also minimize the maintenance of duplicate resources in our office collections by integrating CCRA office collections within the full-service libraries. As soon as the policy is approved, implementation will start.

Review existing disposal guidelines for opportunities to integrate SD

Completed:
FAB - MMD

We did a preliminary review of our disposal guidelines relating to hazardous materials. The review was done to ensure compliance with federal and provincial/territorial legislations and regulations. Our Material Management Directorate will do further reviews to examine all disposal guidelines and possibly combine them into one document. We also did a study to examine the possibility of donating surplus uniforms to charitable organizations. Further work will implement findings.

Energy:

 

Develop and communicate best management practices for energy efficiency

Completed:
FAB - RPSDD

We developed an EMP for energy management. The goal is to reduce energy use and costs and minimize the negative environmental impacts caused by the CCRA's energy use. The main targets include:

  • communicating best practices for energy;
  • incorporating energy efficiency measures in major construction and renovation projects; and
  • continuing participation in major climate change initiatives.

For the period, we prepared and included best practices for energy efficiency in the SD toolkit on the SD Web site. Information on the site will be updated as appropriate.

Continue to participate in federal climate change initiatives

Completed/annual:
FAB - RPSDD

We are represented on the Director General Coordinating Committee (DGCC), which has the responsibility of ensuring that federal departments meet the climate change commitments stated in the Kyoto Protocol. The Outside Emissions Subcommittee was established as a working group of the DGCC to examine the feasibility of programs such as ECOPASS 12 . At present, a one-year pilot program is being conducted within the National Capital Region with four federal departments 13 . The aim is to determine the feasibility of having the program extended government-wide. In the meantime, the CCRA will use the EMS to begin to systematically manage the aspects of our operations that impact on climate change. These aspects include:

  • energy consumption;
  • solid waste management;
  • paper reduction;
  • ozone depleting substances/halocarbon management;
  • fleet management; and
  • water conservation.

Negotiate the inclusion of energy efficiency measures at leased facilities

In progress:
FAB - RPSDD

This commitment requires close collaboration between the CCRA and PWGSC. While this is an area that requires more collaborative work, green measures were incorporated into construction projects done within the Southern Ontario Region.

Implement energy and water conservation measures associated with the Federal Buildings Initiative (FBI) when an energy assessment has demonstrated that it is cost effective

In progress:
FAB - RPSDD

The FBI offers an organization the option of saving money through energy efficient improvements to buildings. It is a proven turnkey solution that enables federal departments and agencies to retrofit their buildings with state-of-the-art, energy-saving equipment, without necessarily using their own capital funds to do so. This may be done through Energy Performance Contracting (EPC), which allows access to private sector capital to finance energy improvement projects. An energy service company executes the project, covers the cost, and then earns profit from savings in energy costs up to an agreed period. At the end of the contractual period, the organization keeps all cost savings from lower energy bills.

We want to benefit from this arrangement and have completed feasibility studies at selected facilities. However, we have yet to rank the facilities targeted for investments. This ranking will be used to identify the facilities targeted for investment over the next five to ten years, and will be outlined in the Long Term Facilities Investment Plan (LTFIP). Those facilities not scheduled for major investment under the LTFIP will be considered for energy and water conservation improvements under the FBI.

Incorporate energy efficiency measures, including the use of renewable energy alternatives, into major construction and renovation projects where feasible and cost effective with life-cycle payback

Completed:
FAB - RPSDD

We included energy efficiency measures in the standardized Request For Proposals for capital construction projects at our border crossings. This means that all major construction and renovation projects will require a brief assessment of the feasibility of using renewable energy alternatives. Renewable energy alternatives include the use of solar, wind, biomass, and ground source heat pumps (GSHPs).

In May 2001, we signed a Memorandum of Agreement (MOA) with NRCan. The purpose of the MOA is to document the installation of a GSHP at the shared Canada/United States border crossing at Osoyoos, British Columbia/Orville, Washington, and sensitize CCRA decision makers to the benefits of the technology. Deliverables of the MOA include a communication strategy and a document outlining a replicable step-by-step process for implementing a GSHP into a facility. It will also serve to enhance international cooperation between Canada and the United States on a shared facility project that supports the reduction of greenhouse gas emissions. The communication strategy for the project was finalized during the period and implementation begun. We started work on one of the recommendations of the strategy by drafting information for the Osoyoos GSHP Web page that will be posted on our SD Web site on InfoZone. We also prepared a draft Statement of Work for a consultant to document the decision making process at Osoyoos and prepare guidelines for employing a GSHP system. The report should be completed within the next period.

We had extensive consultation with NRCan to develop a monitoring and tracking (M&T) system for the Osoyoos GSHP system. The M&T system will monitor the energy consumption of the facility's mechanical systems. In particular, it will measure energy contribution from the earth that will be used for both heating and cooling. The tracking system will also enable us to measure energy savings costs and reductions in carbon dioxide emissions as a result of the GSHP system.

Land use management:

 

Strengthen protocol to monitor/report on follow-up activities recommended by environmental assessment screening reports

Completed:
FAB - RPSDD

In order to strengthen the protocol for environmental assessments (EAs) 14 , we developed an EMP for EAs. The goal of the EMP is to minimize the environmental impacts of projects done by the CCRA, in order to meet or exceed federal policies and regulations. We will do this by assessing all proposed projects submitted to our SD Division to determine whether an EA should be conducted, conducting an EA where applicable, and training personnel as required. We will also prepare a guidance document and standard operating procedures that will educate and guide the use of EAs within the CCRA. We complied with the Canadian Environmental Assessment Act (CEAA) by conducting an environmental assessment at the Nelway border crossing in British Columbia, and providing the Canadian Environmental Assessment Agency with the year-end statistical report on environmental assessments within the CCRA.

We continued to work closely with the Osoyoos project manager to ensure that EA improvement measures are incorporated into the general contractor's agreement. The improvement measures, among others, require that demolition debris be reduced through the recovery of reusable and recyclable materials. We will monitor to ensure that this requirement is followed when construction starts during the next period. We also integrated EA improvement measures in the Statement of Work for the post-construction evaluation project at the border crossing at Emerson-West Lynne, Manitoba.

Throughout the year, we participated on the Senior Management Committee on Environmental Assessment (SMCEA). We provided valuable input into the review of the new CEAA. The updated act is scheduled to come into force in Spring 2003. The work of the committee also secured approval of funds that will be used to, among other things, train selected employees from 20 departments on the requirements of the new CEAA.

Our Capital Construction Division hosted a Town Hall meeting to inform the general public and stakeholders of the planned redevelopment project at the Douglas port of entry (British Columbia), as well as provide a forum for questions and concerns to be addressed. Our SD Division was present to respond to concerns of the potential negative environmental impact of the project. This forum for communication will be used for future developments where appropriate.

Implement measures to `green' new capital construction projects

Completed/annual:
FAB - RPSDD

We included the NRCan C2000 Program energy efficiency criteria in the building design templates for the construction of a small border crossing (one to two person ports). These energy efficiency criteria can improve energy performance by 35 to 50 percent. We reviewed the Statement of Work and Request For Proposals for the construction projects at the border crossings at Douglas, British Columbia and Stanstead, Quebec. We proposed the inclusion of "green" measures concerning:

  • water and energy conservation;
  • management of construction;
  • demolition;
  • hazardous wastes;
  • sustainable landscaping practices; and
  • other sound solid waste management practices.

We will follow-up to ensure that the proposals are included in the contract where feasible. We also used the Integrated Design Process for our construction projects. The process seeks to design and construct facilities that will use less energy and demonstrate environmentally sustainable solutions. This will be done by ensuring that all stakeholders have an input in the design of the facility from the earliest stages of planning.

Strengthen protocol to demonstrate compliance with Canadian Environmental Protection Act and the Registration of Storage Tank Systems for Petroleum Products and Allied Petroleum Products on Federal Lands Regulations

Completed:
FAB - RPSDD

We developed an EMP for petroleum storage tanks. The goals are to minimize negative environmental impacts of our storage tanks and storage tank systems, and meet or exceed related federal regulations. There are three federal regulations that govern the management of storage tanks, and they require that we, among other things:

  • register all newly installed, replaced, altered, and decommissioned petroleum storage tanks with Environment Canada within 60 days;
  • maintain a consolidated record of all storage tank systems; and
  • report to the Minister of Environment annually and upon request.

Targets for the EMP include maintaining an updated inventory of storage tanks and systems, developing standard operating procedures for the maintenance and operation, and providing training where necessary.

During the period, we developed a Microsoft Access Database that stores the inventory of storage tanks managed by the CCRA in accordance with the Registration of Storage Tank Systems for Petroleum Products and Allied Petroleum Products on Federal Lands. The database enables compliance with legislative requirements for registration and annual reporting on storage tanks through automatic generation of registration forms. We submitted the annual report for 2001 to the Minister of the Environment. During the next period, we will develop standard operating procedures for storage tanks operation and maintenance. This will include installation, upgrade, safety and spill prevention, testing and inspection, dismantling, decommissioning and disposal, inventory maintenance, and records management.

Strengthen protocol to demonstrate compliance with the federal policies on contaminated sites

Completed:
FAB - RPSDD

We developed an EMP for contaminated sites management. The goal is to manage our contaminated sites in a sustainable way. The majority of our contaminated sites result from leaks and historical spills from onsite petroleum storage tanks. Our targets include continual assessment and remediation, and maintaining an updated inventory of contaminated sites for the CCRA.

For the period, we developed a Microsoft Access Database of contaminated sites for the CCRA. The database will enable us to effectively manage data and enable information retrieval for policy and reporting. The database automatically generates data required by the Treasury Board's Federal Contaminated Sites Management Policy and the Policy on Accounting for Costs and Liabilities Related to Contaminated Sites and tracks liabilities and contingent liabilities. In accordance with the Federal Contaminated Sites Inventory Policy, we entered data for all known custodial sites that were contaminated into the Federal Contaminated Sites and Solid Waste Landfills Inventory. We met our reporting requirements and voluntarily complied with the Treasury Board polices on contaminated sites.

We responded to a questionnaire from the Commissioner of the Environment and Sustainable Development on Contaminated Sites under Federal Responsibility. The main purpose of this questionnaire was to get updated information on a previous questionnaire issued to departments in January 1996. A secondary purpose was to seek more information as a result of other developments since the 1996 audit, including information on the approach of departments and agencies in reporting on their environmental liabilities and contingencies. While we did not participate in the 1996 questionnaire, we gave information on our contaminated sites management during the reporting period. The results of the audit will be published in the next period. We also participated on the interdepartmental Contaminated Sites Management Working Group, and submitted performance information for the committee's annual report.

Assess and remediate contaminated sites consistent with best practices

Completed/annual:
FAB - RPSDD

During the period, we conducted initial assessments at 77 sites and more detailed assessments at 3 sites. One property was remediated and is under risk management. The distribution of CCRA contaminated sites is as follows:

Saskatchewan - 31%;
Alberta -17%;
British Columbia -17%;
Quebec -14%;
Ontario -11%;
Yukon -6%;
Manitoba - 3%; and
New Brunswick - 3%.

We also conducted environmental audits at two sites. During the next period, 11 sites will undergo further assessment.

Ozone depleting substances (ODS):

 

Manage inventories to reduce releases of ODS consistent with the Federal Halocarbon Regulations

Completed/annual:
FAB - RPSDD

The concentration of ODS in the atmosphere destroys the ozone layer, which protects the earth from the sun's damaging ultra-violet rays. When these rays hit the earth's surface, they can increase the cases of skin cancers and weaken the immune systems of humans and other living organisms. Within the CCRA, the source of the majority of ODS is contained in air conditioning, refrigerant, and fire-protection systems. We developed an EMP for ozone depleting substances and other halocarbons. The goal of the EMP is to minimize the release of ODS/halocarbons and comply with federal regulations.

During the period, we contracted PWGSC to visit sites in order to develop an inventory of equipment containing halocarbons for each custodial site within the Pacific region. This included the preparation of action plans outlining the proper management of halocarbon carrying equipment in order to minimize negative environmental impacts. The majority of the work was completed and we await the final reports from PWGSC. Compliance assessments and action plans for the Atlantic, Quebec, Ontario, and Prairie regions were previously established, however, we are not yet able to determine the level of compliance.

During the next period, we will prepare standard operating procedures for halocarbon inventory management that will conform to regulatory requirements. Regions will be required to maintain and update their inventory and report to HQ three times per year. This will allow us to monitor compliance over time. We will also continue collaborations with PWGSC and other stakeholders to develop a halocarbon inventory of CCRA-owned equipment within leased facilities.

Fleet management:

 

Reduce fleet emissions by increasing the number of alternative fuel vehicles in compliance with the Alternative Fuels Act

Completed:
FAB - MMD

The Alternative Fuels Act requires us to have 75 percent of our new vehicle acquisitions equipped to use alternative fuels, where cost effective and operationally feasible. The CCRA Greenhouse Gas Emissions Report released in June 2001 indicated that the CCRA reduced its fleet emissions by 15 percent. This report will be available every two years, as annual changes in vehicle fleet emissions are not enough to warrant an annual report. The next report will be available in 2003. However, it is important to note that in response to the terrorist attack on the World Trade Center on September 11, 2001, the CCRA acquired more vehicles to strengthen protection of Canada's borders. Consequently, fleet emissions are expected to increase. We also developed an EMP for fleet management. This includes targets to further reduce our greenhouse gas emissions through "green" driver training and promote the use of low-level, ethanol-blended fuel (E10).

Continue reporting on compliance with the Alternative Fuels Act

Completed/annual:
FAB - MMD

CCRA fleet vehicles operate in various locations nationally. This often makes alternative transportation fuels not operationally feasible in remote locations with no alternative fuels infrastructure. Additionally, vehicles that are equipped to use alternative fuels often do not satisfy the requirements for security at the borders.

Water management:

 

Develop and communicate best management practices for water conservation

Completed:
FAB - RPSDD

We developed an EMP for water quality and conservation. The goal of the EMP is to secure the supply of drinkable water to each CCRA facility and increase efficiency in water use. The targets include conducting and implementing the recommendations of assessments for water quality at identified CCRA facilities; and incorporating water efficiency measures into major construction projects and lease agreements. For the period, we included best management practices for water conservation in the SD toolkit on InfoZone.

Incorporate water conservation measures into major construction and renovation projects, where feasible

In progress/annual:
FAB - RPSDD

We await the completion of the feasibility studies to determine the facilities eligible for the inclusion of water conservation measures by an energy service company. However, we have begun including water conservation measures into the planned construction projects at the Douglas and Stanstead border crossings.

We brought forward work on water-quality management. During the last period, we did preliminary tests at all of our 85 owned sites that receive water from non-municipal sources. These tests allowed us to develop a national clean water strategy. The strategy will unfold in three stages: preliminary testing, detailed assessments, and remediation. During this period, we continued implementing the strategy by conducting detailed assessments at 13 of these 85 sites. We will conduct detailed assessments at the remaining 72 sites to determine the conditions of water quality and infrastructure, by the end of fiscal year 2002-2003. We participated in the Federal Interdepartmental Clean Water Initiative and Interdepartmental Advisory Group on Water Conservation at Federal Facilities. The work of both committees gave us the opportunity to network with experts in the field and share knowledge.

Environmental emergencies:

 

Strengthen protocol for environmental emergencies

Completed:
FAB - Security

Our Security Directorate included SD considerations when changing the manual for hazardous materials releases for use at all CCRA-owned/occupied facilities. The inclusion outlines the appropriate actions that must be followed to lessen negative impacts on health and the environment, in the event of a hazardous material release.

Way forward for goal 3

A significant amount of work was done in developing the 10 EMPs. The EMPs laid the groundwork for us to build our EMS, which represents a cycle of continual improvement. It consists of five main stages:

Our environment policy was finalized and our EMPs addressed the planning phase. We are now ready for implementation. With this solid work plan and dedicated resources, we are now in a good position to systematically manage the environmental impacts of our operations. For the next period, we will work to establish baselines, identify awareness and education needs of clients and stakeholders, and prepare an annual report.

Goal 4 - Enhance programs to contribute to SD

We believe that we have significant potential to contribute to and promote SD beyond our internal operations. This potential lies in the services that we deliver to our clients, stakeholders, and partners. We can demonstrate leadership in SD by the way we conduct our operations. Two examples are striving to increase efficiency and expanding our partnerships with other government departments and the private sector.

We have two tremendous opportunities to demonstrate our commitment to SD: our position at every border crossing makes us the first point of contact for over 100 million travellers annually and we are also in touch with all Canadians in administering Canada's income tax and benefits program.

Of the 24 commitments that support goal 4, seven were scheduled for completion during this period. We completed five and started two.

Target:

Accomplishments:

Integrate SD into the program management tools and practices:

The Custom Self-Assessment (CSA) Initiative

Completed:
Customs Branch

The main goal of the CSA Initiative is to quicken the clearance of commercial traffic at the border. By so doing, we will reduce air pollution caused by idling truck and car engines 15 . The project was implemented in December 2001, and since we have only just begun to track the impact of the program, results will be available in the next period.

Business Development Strategy

In progress/annual:
Policy and Legislation Branch (PLB)

Our Policy and Legislation Branch continued to discuss the development of a Business Development Strategy. The strategy will seek to promote greater understanding of the current and future needs of CCRA's partners, and determine how to appropriately address them. The strategy will include principles of sustainability when identifying and addressing business opportunities, which may be pursued with partners. Work on developing the strategy will continue into the next period.

New programs proposals and initiatives

Completed:
Program branches

Our ultimate goal is to make decisions and implement programs and plans that consider financial, social, and environmental implications. One way of doing this is to integrate SD considerations into our annual business planning process. We developed an SD checklist that was included in the guide for preparing branch business plans and used by branches in preparing their branch business plans for 2001-2002. As we seek to enable SD thinking within the CCRA, we will develop more tools and provide feedback and input into the preparation of programs, policies, and plans.

Incorporate SD considerations into consultations with partners

Completed:
PLB

The CCRA hosted a conference in June 2001 16 called "Tax Administration in an Electronic World." Government officials from over 100 countries and representatives from the International Monetary Fund, World Bank, European Union, and United Nations were in attendance. Although SD was not discussed as an agenda item, its principles were supported. The conference focused on developing and implementing an international framework for electronic commerce. Resulting from the conference, the CCRA now chairs two committees responsible for developing electronic compliance and electronic service. In 2001, the Excise GST/HST Directorate of the Policy and Legislation Branch released a discussion paper clarifying the use of existing policies and practices in an electronic commerce world.

Annual consultation process within the Policy and Legislation Branch

Completed/annual:
PLB

This is an ongoing commitment that was met using electronic forms of communicating information during annual consultations with partners.

Implement electronic service delivery options

Completed/annual:
Assessment and Collections Branch/Information Technology Branch

We made significant advances in improving and implementing new electronic service delivery options. Our Information Technology Branch and Assessment and Collections Branch worked to enhance electronic business initiatives during the period. These included the Corporate Income Tax Processing System, GST/HST Telefile, T4 Internet Filing, and pre-authorized debits. These electronic options resulted in paper and costs savings.

Develop e-filing of objections through the Internet

In progress:
Appeals Branch

We started developing an electronic system that will allow clients to file their appeals electronically. If clients take full advantage of this option, it will reduce or end the need for paper-filed objections. The CCRA will also gain storage space. The system is scheduled for launch during fiscal year 2003-2004.

Way forward for goal 4

Integrating the principles of SD into our programs is a long-term goal that requires greater levels of SD awareness among employees and better tools to facilitate integration. Many of the results of the targets of goal 4 will not be evident until fiscal year 2003-2004 and beyond. For improvements that have been implemented, we are not yet in a position to measure impact, especially in the area of paper efficiency gains. This requires closer planning and collaborations between the SD Division and program branches. The program branches also have a role to communicate changes in support of SD to their regional operations.


2 This symbol indicates that although the target for the period has been met, work will continue over the coming periods to improve/complete current accomplishments.

3 The OPI for this target was transferred from the former Corporate Affairs Branch to the Corporate Planning, Governance, and Balanced Scorecard Directorate of FAB.

4 Pages 50-53 of the SD strategy 2001-2004 outline the roles and responsibilities for the SD strategy implementation and reporting.

5 An OPI is the branch, region, or directorate that is required to take the lead in ensuring that their agreed targets are implemented.

6 The toolkit was launched on InfoZone in November 2001.

7 The Commuter Challenge seeks to encourage employees to use more environmentally friendly ways of transportation such as walking, cycling, carpooling, or using public transit.

8 An EMP is a program within an EMS designed to manage the achievement of objectives and targets for a specific environmental aspect - for example water or paper.

9 This does not include paper used by our program branches to serve clients, for example, tax forms and publications.

10 Contribution for 2000-2001 was 1.2 million kg.

11 These were all border crossing facilities owned by the CCRA.

12 The program seeks to reduce greenhouse gas emissions by increasing the attractiveness of public transportation. This is a more environmentally friendly mode of commuting. Specifically, it will give federal employees the option of purchasing bus tickets through payroll deductions at a discounted rate.

13 The departments are Natural Resources Canada, Environment Canada, Transport Canada and Treasury Board.

14 An environmental assessment is the process for identifying, predicting, evaluating, and reducing the possible negative effects of projects on the environment.

15 Various external factors such as intensified border security in response to the threat of international terrorism may diminish the effectiveness of the program to reduce border-waiting times.

16 Spearheaded by the Policy and Legislation Branch.

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