Branch and regional highlights

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Branches

• Appeals
• Assessment and Collections
• Corporate Audit and Evaluation
• Customs
• Finance and Administration
• Human Resources
• Information Technology
• Policy and Legislation
• Public Affairs

Regions

• Atlantic
• Quebec
• Southern Ontario
• Prairie
• Pacific

Our branches and regions are at the heart of the network that drives SD at the CCRA. They each have their individual action plan that directly supports the targets of the national SD Strategy. As such, their collective effort is reflected in the progress that is outlined in this report. In addition to the accomplishment of the national targets, branches and regions have in many instances gone beyond the national requirements to implement many initiatives that contribute to getting our house in order. Most of these initiatives have raised SD awareness and involvement among employees, and increased support from senior management. The following are highlights taken from the performance reports of CCRA branches and regions and submitted to Headquarters for the period.

Branches

Appeals

• The SD Coordinator provided an SD presentation to the members of the Extended Branch Management Committee.
• Centralized the purchasing of branch office supplies to enable better monitoring and increased efficiency.

Assessment and Collections

• Established their SD Committee consisting of representatives from each Directorate and co-ordinated training by the SD Division.
• The Examination and Taxable Benefits Section (Trust Exam) chose to administer paperless trust exams, where possible, use more electronic communication, continuously update on-line manuals, and shut down computers at night.
• The Trust Accounts Division reduced the mail out of Payroll Deductions Tables by 278,000 copies. At over 230 pages per book, we saved about 63 million pages of print. This was done by targeting clients who had more than one payroll account or who filed information returns by magnetic media, as well as better inventory estimates and controls.
• Through a combination of better inventory controls and promoting Internet availability, the Trust Accounts Division also reduced the quantities of other publications. They reduced the 194-page Payroll Deductions Supplementary Tables by almost half, saving approximately 1.2 million pages of print. They also reduced the 92-page Payroll Deductions Formulas for Computer Programs by 77%, saving another 3 million pages of print.
• The Accounts Receivable Division prepared and implemented a divisional field communication strategy for Headquarters communications with field offices. Rather than using the traditional hard-copy methods of communicating, the strategy requires that information be posted in a designated area of the Infozone and that field offices be notified of their issuance by electronic mail.
• Promoted employee awareness of SD issues through emails, meetings, and SD events such as Environment Week, Earth Day, and Waste Reduction Week. Employees were also encouraged to use only recycled paper and green supplies. Where applicable, they were encouraged to participate in a solid-waste reduction program.
• The Accounts Receivable Division increased the use of the common divisional "G" drive for the electronic filing of internal accounts receivable reports and documents. This has reduced the amount of paper used, as well as the amount of hard-copy storage.
• In December 2002, a new real-time System for Electronic Notification of Debt (SEND) was made available to clients. This reduced the need for paper handling by the clients, as the entire transaction is electronic.

Corporate Audit and Evaluation ¹⁴

• Newly reorganized, the branch established its SD Committee consisting of representatives from Headquarters and each of the six regional offices, and held regular meetings with members.
• Collaborated with the SD Division to brief their Branch Management Committee.
• The SD Coordinator participated in an SD Awareness Session delivered by the SD Division.
• Finalized an SD Action Plan for the branch and participated in the activities of Environment Week, Earth Day, and Waste Reduction Week.

Customs

• Promoted SD awareness among employees of the branch: At the invitation of the Anti-Dumping and Countervailing Directorate, the SD Division briefed and responded to employee questions to support the smooth implementation of the No Waste Program. The No Waste Program was also implemented at the Isabella office building.
• The Admissibility Programs Division co-ordinated an SD awareness session for their employees, which was delivered by the SD Division.
• Procurement officers of the branch also received an SD awareness session delivered by the SD Division.
• Posted decision notices on the directorate intranet site to contribute to timely decision-making and reduce paper use.
• Used an electronic common drive for information sharing among employees.

Finance and Administration

• Financial Administration Directorate (FAD): Collaborated with the SD Division to brief the Directorate Management Committee on SD within the Agency and how it relates to the directorate. Resulting from the session, an updated SD action plan was approved for the directorate.
• Established an SD committee for the Directorate, consisting of a representative from each division and collaborated with the SD Division to provide SD awareness training for members.
• Improved SD communication throughout the directorate by adding an SD Web page to the FAD Web site on InfoZone to communicate FAD contacts and activities.
• Increased SD awareness among employees through several initiatives: For Earth Day 2002, employees were invited to describe what they did at work and at home to contribute to a cleaner, healthier world. To increase participation, divisions competed against each other. A total of 257 suggestions were received from the directorate's 121 employees. The division with the highest proportionate response was awarded a certificate printed on 80% recycled post-consumer materials, and bound in a recycled wood frame. This prize will rotate each year to the winner of the annual FAD Earth Day Challenge.
• The directorate excelled in the Commuter Challenge activity of Environment Week 2002. It registered a 46.7% participation rate, which was the highest among any reporting group within the CCRA. This prevented the release into the atmosphere of 1,460 kg of carbon dioxide, 86.1 kg of nitric oxides, 10.2 kg of hydrocarbons, and 6 kg of carbon monoxide.
• To save paper, all CAS reports were made to print double-sided starting on February 26, 2003.
• For security reasons, and to save energy, all employees were directed to completely shut down their computers at the end of the day, and all photocopiers have been programmed to go into stand-by mode after 20 minutes of non-use.
• Information Management Directorate: The directorate implemented a number of initiatives to save space and money: reduced the acquisition and storage of their print collection by borrowing from other libraries instead of purchasing; integrating CCRA office collections within the full service libraries; using mobile shelving to maximize space for library collections; consolidating small resource centres and forwarding surplus resource materials to the Canadian Book Exchange Centre for potential benefit to libraries world-wide; and purchasing in bulk to obtain better prices.
• Bought access to 163 electronic books. This brought the total electronic books available to CCRA employees to 836. Electronic books are especially suited for resources of current popular interest, but of short historical relevance. They provide clients with current information, while saving on physical storage space, shipping and handling costs, as well as loss.
• Purchased environmentally friendly products and donated used computers to schools.
• Materiel Management Directorate: Reduced the number of CCRA warehouses from 11 to two, thereby reducing the number of forms stored by 20 million units. This included an 80% reduction in the number of prior year tax forms stored.
• Resource Management and Statistics Directorate: Included SD commitments in 35% of performance agreements for appropriate management levels.
• Provided technical assistance to the SD Division to establish a baseline for the internal use of paper at the CCRA.
• Placed the following on line: Annual Workload Forecasts, Activity Based Costing training, resource information data and process instructions, and Resource Management Framework Manual.
• Security Directorate: Collaborated with the SD Division to brief Directorate Management team on SD requirements and opportunities.
• Converted all policies, procedures and guidelines to electronic format to reduce paper use.
• Purchased and recycled all printer cartridges.
• Telephony and Program Support Directorate (TPSD): To improve accessibility of SD information to directorate employees, a link to the SD Web page was added to the TPSD Web site on InfoZone.
• To save paper, all Local Area Network (LAN) printers were programmed to print double-sided, and all LAN printer purchases are required to have the double-sided printing feature.
• To ensure that virus-protection updates are current and save energy, all employees were required to shut down their personal computers at the end of the day. All photocopiers have been programmed to go into power save mode after an extended period of non-use.

Human Resources

• Continued to expand the availability of human resources work tools and electronic learning products available to managers and employees. These include additions and enhancements to Employee Corner, Manager's Corner and The Learning Site on InfoZone. New Web sites released include Demographics and Workforce Analysis, Compensation Service Delivery Renewal Project, and the service award catalogue on the Recognition Program site. The catalogue allows employees to electronically select and order gifts to commemorate their eligible service milestones.
• Continued to promote SD awareness by hosting the SD booth at the branch general staff meeting in November 2002. A total of 700 employees attended. The booth provided information on the SD program.
• To strengthen their SD Committee, they encouraged all committee members to attend the SD awareness sessions provided by the SD Division, and invited the Director of the SD Division to brief the committee on two separate occasions. They held three SD Committee meetings during the period.
• Upgraded their voluntary recycling to the No Waste Program at the 200 Laurier office building in Headquarters, which houses approximately 250 employees. All these employees were provided with information on best practices for recycling.

Information Technology

• Regularly discussed SD at branch management committee meetings. Among decisions taken were those to sponsor a waste free barbecue and a wellness fair.
• Adopted a policy of promoting wellness in the workplace through its successful wellness program.
• Staged their second annual wellness fair in September 2002. The theme was "Celebrating Multiculturalism and Diversity in the Workplace". The fair hosted over 60 exhibitors from multiculturalism, wellness, sustainable development, and stress management.
• Continued to facilitate the availability of online information within the Agency, including: What's New - a Web site for ITB employees that communicates IT issues, news items, and special events of interest; Selection Process - information on the principal mechanisms used to promote and appoint staff; Translation Services - houses current information in keeping with official languages legislation; ITB Mobility - allows ITB employees to register on-line for temporary and lateral moves; Reading Room - provides managers with information on publications and videos.
• To save paper, they reduced the number of printers and photocopiers by centralizing their location on each floor. Paper-save bins were placed at all workstations and in meeting rooms and common areas.
• Implemented battery recycling, and toner cartridge recycling at the Fitzgerald campus at Headquarters.
• Adopted a policy of greening all its sites by pursuing a No Waste Program at each site, and employing a Green Move Protocol when locating staff to new work sites.
• At the Fitzgerald campus, they are working closely with the cafeteria management to reduce solid waste by eliminating Styrofoam use.
• For Earth Day 2002, the branch participated in the Salvation Army's "Blue-Bag-It" program. Through the work of their SD Committee, 250 bags of reusable items were collected and donated to the Salvation Army. The Billings and Fontaine locations at Headquarters donated the most.
• To increase awareness of clean air, they held a "dirty sock" car emissions contest. A total of 16 employees participated. This involved placing a white sock over the exhaust of the automobile and allowing the engine to run for a specified time. The driver of the car with the cleanest sock at the end of the time period won. First place went to the owner of a 2000 Mustang, who was awarded a two-week guaranteed parking space donated by two directors.
• Sponsored a very successful kite sale in support of Environment Week 2002. At $5 each, 380 kites were sold. The proceeds of $1,900 were donated to the Lung Association of Canada.

Policy and Legislation

• Signed Service Management Framework (SMF) agreements with Nunavut, Newfoundland and Labrador, and New Brunswick in 2002-2003. The SMFs embrace sustainability by recognizing the need to co-operate to ensure efficient delivery of provincial and CCRA respective programs.
• The Rulings and Interpretations System was enhanced to convert hard copy files to electronic files. During the period, it is estimated that over 25,000 sheets of paper were saved, as files were made available on-line and accessible to all employees within the Excise GST/HST Rulings Program.
• A total of 80% of new printers acquired during the period had duplex printing capability, as well as all photocopiers.
• The Excise GST/HST Rulings Directorate voluntarily collects pop can tabs for donation to the Queensway-Carleton Hospital. Black garbage bins are identified throughout the business centres, and the tabs are collected on a regular basis and temporarily stored for submission to the hospital. The first donation to the hospital will be made in June 2003.
• For Environment Week 2002, staff who were spotted with a lunch bag, reusable mug, bicycle helmet, or roller blades were rewarded with a surprise gift. Before the event, the Assistant Commissioner sent an email to all staff indicating that prizes would be rewarded to those who showed the SD spirit on a day that was to be randomly chosen. The gesture was well received by staff.

Public Affairs

• The branch featured articles that support sustainability in its magazine, "Interaction". The articles included a piece on an environmentally friendly vehicle in Laval and a tree-planting initiative in Peterborough.
• To reduce paper use, the branch placed a "please recycle" message on the back cover of some issues of "Interaction", while they accommodated requests for reduction in the number of paper copies distributed to particular areas.
• The 2002-2003 CCRA Annual Report was changed from coated to uncoated 30% recycled paper. Additionally, much lower quantities of paper copies were ordered from the printers.
• Ordered a total of 25 new duplex-capable printers to replace old single-sided printers at the Nicholas location at Headquarters. About half of these printers were defaulted to double-sided printing. The remaining machines will be done when approvals have been received. However, not all machines will be defaulted to duplex printing due to particular application requirement.
• Installed 40 new duplex printers at Connaught Building at Headquarters.
• Resulting from enhancements to the Corporate Administration System, the branch reduced the number of times reprint products were done due to better monitoring of stock levels for forms and publications within CCRA distribution centres.

Regions

Atlantic

• The region spent the period mobilizing its team for effective SD management, briefing management, and establishing baselines for its significant environmental aspects.
• Established a regional network by identifying local SD representatives for approximately 48 sites, some of whom represent more than one site. They held regular meetings, identified SD priorities for the region, clarified and briefed senior management on sustainable development and environmental management roles and responsibilities.
• Assessed baseline information for waste management and energy efficiency, promoted best practices for paper reduction, as well as SD events throughout the year.
• Determined baseline data for CCRA facilities in the region that have an organized waste-management program. During the period, two facilities established waste-management programs. The others manage waste according to their resources. One facility, the Ralston Building, achieved an 80% diversion rate.

Quebec

• The Regional SD Coordinator was recognized by the "Gala reconnaissance de la région du Québec" for his participation in Environment Week 2002.
• Implemented a regional plan of action to pilot the use of a Toyota Prius. The Prius is a hybrid vehicle whose engine is powered by a combination of gasoline and electric technology. The vehicle releases less pollution into the atmosphere compared to conventional gasoline-powered vehicles. Over 75 persons used the Prius since December 2002. The feedback has been very positive, and enthusiasm is high for use of the vehicle especially in urban centres. The pilot will end in November 2003, and a final report will be prepared.
• An article in "Interaction" featured the pilot project on the Toyota Prius in the region.
• Delivered an SD awareness session to about 150 managers in Jonquière, including promoting the Toyota Prius.
• Collaborated with other federal government departments and organizations to promote activities that included visiting a recycling site, exhibiting recycled objects, promoting cycling as a sustainable transport mode, and collecting used clothing for donation to a local charity.
• Thanks to the alternative travel program, the region doubled the number of employees that use environmentally friendly commuting options to the 400 Youville office building.

Southern Ontario

• The region focused on implementing the SD Strategy goals of preparing managers and enabling employees through increased SD awareness. The cities of London and Hamilton volunteered as pilot sites for SD awareness. SD training was provided to 100% of the management cadre in London and 90% of those in Hamilton. A total of 95% of employees in London were provided with an SD awareness session and 65 percent in Hamilton. This means that 20% of employees (2,000 of 10,000) have been trained regionally. The best practices developed at the pilot sites will be used to guide regional SD implementation. This will be done through information sharing with other offices to help them establish their local SD programs.
• Local SD committees were established at the two pilot sites, which included representation from all program areas, as well as other key stakeholders. The project leads for the pilot sites worked closely with senior management to integrate SD considerations in their planning processes, and included SD commitments in the performance contracts of senior managers. Local SD Web pages were developed at both sites to communicate with employees.
• The London SD committee piloted a battery-recycling program.
• Resulting from the SD Awareness sessions, one of the leads for the pilot site in London requested that the practice of distributing the Corporate Business Plan (CBP) Summary to the approximately 4,000 members of the CCRA Management/Gestion (MG) group be revised to save money and paper. The request was accepted, and the CBP Summary and full plan was released in hard copy to the executive cadre only, with the summary posted on InfoZone and promoted to all employees.
• Established a regional baseline for environmental practices carried out in all regional offices. This was done by preparing and administering questionnaires on paper, fleet, procurement, water, energy efficiency and waste management practices. Other issues such as proximity to public transit, carpooling policies and uniform disposal were also examined. The results of the baseline were shared with the Hamilton and London sites and formed the basis for developing their local SD action plans.
• Participated in the internal audit of the SD program, which was led by the Pacific Region.
• Encouraged employee participation in CCRA SD-endorsed events such as Environment Week and Waste Reduction Week through internal communiqués, tips, and fact sheets.
• Implemented many initiatives for paper reduction. They include replacing hard-copy communiqués with electronic communication, reducing the level of hard-copy distribution of "Interaction", and increasing the availability of duplex-capable printers. Both the Hamilton and London sites surpassed their goal of reducing internal paper use by 10%.
• Donated 75% of surplus binders in Hamilton and 99% of all surplus IT equipment region-wide to schools. All used printer cartridges were donated to charity, thereby diverting waste from landfills. It is also a region-wide practice to donate surplus uniforms to shelters and collect food for local food banks.
• The London site held "clean up" days where miscellaneous office supplies were collected and transported to a central location for reuse. As a result, $5000 was saved on the supply budget for 2002-2003.
• Partnered with PWGSC in client consultations, and participated in the Green Subcommittee of Environment Canada and the City of Hamilton Vision 20/20.

Prairie

• To increase employee awareness, Edmonton and Calgary SD committees partnered with other government departments co-located in their buildings to deliver lunchtime seminars and staged an eco-fair for their employees. They also developed and released websites with useful SD information for employees.
• In support of paper reduction, the Edmonton SD committee asked the local telephone company to provide telephone bills electronically. The Calgary SD committee reduced the number of hard copies of "Interaction" circulated to employees from 1,044 to 240. In Winnipeg, 99% of all printers now default to duplex, and the Winnipeg Tax Centre decreased its order of white pages by 31% and yellow pages by 26%, while Calgary reduced the number of copies ordered by 500. They then placed links to local telephone directories on the intranet.
• The Winnipeg Tax Centre collected 36 kg of batteries in six months compared to 27 kg in the previous two years - a direct result of increased environmental awareness.
• In Winnipeg, they also collected used Christmas cards, which staff members convert to gift tags and sell at United Way fundraising events. They also promoted a "used dish" program for lunchrooms to reduce the use of disposables.
• They minimized trips to landfills by providing refuse containers to temporarily store on-site office waste. Due to reduced hauling charges, the pay-back period on the investment is estimated at two to three years. Since implementing the recycling program in Calgary, they have diverted 3,579 kg of paper from landfill.
• Winnipeg and Regina donate used printer cartridges to a local charity.
• The Edmonton Food Bank recognized the local CCRA office for its donation of 140 kg of food. Manitoba has held 4 "Blue Bag" campaigns over the last two years, collecting a total of 500 bags.
• Tree Canada and the Manitoba Forestry Association recognized the CCRA Manitoba for raising $1825.50 in sales of tree growing kits. They will promote the CCRA as a major sponsor and recognize it with a plaque at the grow area in pineland.
• Established a link to the carpool database on the regional Web site.
• Installed water-saving toilets at approximately 80% of Manitoba Customs ports as part of facility upgrade projects.

Pacific

• Incorporated SD in the regional Management/Gestion group training package and developed an employee awareness session for the region. The session was presented to the Regional SD Committee, Senior Management of the Regional Real Property and SD (RPSD), and regional RPSD staff.
• Promoted the guidance document released by the SD Division for the management of construction and demolition waste to all RPSD staff, as well as sensitized them on how to incorporate SD considerations into major renovation projects. These principles were applied to the Burrard Street Project that reused glass wall panels left by the previous tenants, used low-emission paints and carpeting, and installed cork and bamboo flooring. The Central City and Osoyoos port of entry projects reused office furniture, and recycled landscaping materials and plants.
• Led the internal audit of the SD Strategy 2001-2004, and provided input as required.
• To save paper, it established a Pacific Region Paper Committee in March 2003, with a mandate to assess paper use and processes.
• Submitted two articles to "Interaction", one of which was published in the Spring 2002 issue, highlighting the regional Uniform Drive.
• Nominated a total of 11 employees for SD recognition. One employee received the Pacific Region Outstanding Achievement Award for co-ordinating and implementing the Pacific Region's Uniform Drive. The Surrey Tax Centre "Green Gang" was nominated for the CCRA Award of Excellence for volunteering personal time and effort to raise environmental awareness. There were also seven instant awards: three for computer power down initiatives, one each for pop can and bottle recycling, metal recycling, SD awareness, and the other for battery recycling.
• For Earth Day activities, the region featured "How to grow a pest-free garden".
• Encouraged participation in Canadian Environment Week and posted results on the regional SD Web site and the regional SD newsletter. Of the 909 employees who committed to the national online SD pledge, 464 or 51% was from the Pacific Region. A total of 35% of the national submissions for Kids Poster Contests came from the Pacific Region. All persons who registered for Clean Air day were entered in a prize draw.
• For Waste Reduction Week, the region created a Web page outlining a step-by-step approach to composting at home, and awarded prizes to the winners of a trivia contest.
• For International Day of the Volunteer, they promoted employee volunteer profile, existing charitable drives in the office, and collected 27 boxes of food that was donated to charity for low-income families.
• Partnered with British Columbia (BC) Hydro to reduce energy use in the summer months at the 333 Dunsmuir Street location. Employees established a new record low for energy use in the months of June and July. Electricity usage was 11.6% below the average for June and 6% below the average for July (despite the fact that July was one of the warmest months on record). Most of the savings were due to two simples steps, closing window blinds to deflect direct sunlight, and turning off lighting when not needed. This initiative was featured in the BC Hydro newsletter and submitted to "Interaction".
• The baseline results for the "Computer Power Down Initiative" showed that in September 2002, about 926 of 5,477 computers were left on overnight. A month after implementation, this number fell to 844. By the end of March 2003, it fell to 794.

¹⁴ No highlights were included for CAEB in the 2001-2002 report as the branch was restructured.

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