Sustainable Development Strategy 2004-2007

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Operating context

We are entering the fifth year of operation as an agency, a status that came with the promise of providing better service to Canadians. To deliver on this promise, the Agency has embarked on a far-reaching change agenda. We have been taking advantage of the flexibility provided by our agency status to implement a range of reforms to better meet our mandate. The reforms address transformation of core business, human resource management, administrative management, and transparent management for results. Innovation is the driver for all these change objectives, which are geared to help us realize the full potential of our agency status.

In addition to internal reforms, we have to be able to effectively respond to external changes. We are faced with an expanding economy that requires us to manage increases in workload and evolving government priorities that include budget reductions. We are also faced with responding to the restructuring of federal government, including the recent split of the Canada Customs and Revenue Agency into two separate agencies: the Canada Revenue Agency and the Canada Border Services Agency. While these factors are challenging, they present many opportunities for us to deepen innovation, while embracing change. It is within this context that the Sustainable Development Strategy 2004-2007 will unfold, and as such, takes into consideration internal and external realities. The goals and objectives of the strategy are designed to support the objectives of the CRA.


What we will do

Interconnected Goals

Using the results and recommendations from our internal and external assessments, we embarked on the preparation of our third strategy document. Our main purposes for this strategy were twofold - firstly, to build on the directions established in the last strategy document and, secondly, to close gaps. The CRA's Sustainable Development Strategy 2004-2007 is, therefore, an update of the second strategy. It commits the CRA to staying the course and deepening its commitment to integrate sustainable development principles into its operations and service delivery to the public.

Sustainable Development Strategy 2004-2007 is a four-part interconnected agenda that focuses on our internal operations, service delivery to the public, our people, and modern sustainable development management to hold it all together.

The four goals of the strategy will take us to the following results and long-term outcomes:

VISION:
To be a globally recognized organization for best practices for sustainable development.

Goals

Results by 2007

Long-term Outcomes

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

We will achieve systematic management of the effects our operations have on the environment, including strengthened best practices and corrective measures.

We will achieve a sustainable environmental footprint of our operations, while conserving our use of natural resources.

2. Our programs demonstrate sustainable service delivery.

We will increase our sustainable service delivery commitment to the public by systematically measuring paper savings, influencing our negotiations with partners, and piloting sustainable employee work travel.

VISION:

To be a
globally
recognized organization for best practices
for sustainable development.

We will achieve efficient and innovative programs, policies, and plans.

3. All employees apply sustainable development in their jobs.

We will achieve stronger leadership and greater buy-in from management and employees. We will continue to improve tools and internal communications for sustainable development.

Sustainable development is part of our corporate culture.

4. Modern systems that support and maintain sustainable development.

We will complete our sustainable development framework and move to fully electronic reporting systems for sustainable development. We will continue to integrate sustainable development into our business planning and reporting processes.

We will achieve efficient and innovative programs, policies, and plans.

We will achieve transparent management of results through triple bottom-line reporting (economic, social, environmental).

Our four goals are supported by nine objectives and 22 targets. Each target has a series of annual activities, as outlined in the CRA Sustainable Development Action Plan. The goals and objectives are long-term and will reasonably overlap into future sustainable development strategies. Our aim is to seamlessly integrate sustainable development targets and activities into the CRA's business lines (see Appendix 1: Corporate profile) where they will become business as usual. When we arrive at this stage, sustainable development will truly be a part of our corporate culture.

For more information on the CRA Sustainable Development Action Plan, visit our SD Web page at https://www.canada.ca/en/revenue-agency/corporate/about-canada-revenue-agency-cra/sustainable-development.html

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

With more than 40,000 employees and over 200 offices across Canada, the CRA is like a small city. We have a significant environmental footprint, which can be reduced by adopting best practices.

Our objectives for Goal 1 are twofold:

During the last strategy, we significantly advanced our Environmental Management System (EMS) by implementing Environmental Management Programs (EMPs) for the significant aspects of our operations. In this strategy, the EMS will be our vehicle for systematic environmental management and continual improvement. It will enable us to systematically meet our best practice commitments for fleet, outside emissions, solid waste, procurement, and paper. The EMS will also enable us to meet our compliance commitments for halocarbons and hazardous waste. Past experience has proven that greening our operations is challenging; however, this third strategy situates us to meet this continuing challenge with progressive best practices and innovation.

We will cultivate partnerships with departments to help us become a leader in environmental stewardship. We will partner with Transport Canada to develop a commuter options program for CRA employees, and Environment Canada will help us to implement our plans to reduce greenhouse gas emissions.

Achieving success and innovation in reducing the effects of our operations on land, air, and water is important for us to be able to reach our vision of being a globally recognized organization for best practices in sustainable development. The following table shows our transition between the last strategy and the new strategy for sustainable operations.

SD Strategy 2001-2004

SD Strategy
2004-2007

Improvement

Substantially established Environmental Management System

Fully established Environmental Management System

Complete all elements of Environmental Management System cycle

Established inventories and baselines

Maintain and update inventories and baselines

Systematic sustainable development best practices for our operations

Moderate corrective actions and best practices for sustainable development in operations

Increased best practices for sustainable development in operations

Objective 1.1 Reduce waste and ensure efficient use of resources

Target 1.1.1 Annually continue to reduce gasoline consumption by the CRA on-road fleet

Performance indicator: Percentage of Fleet Environmental Management Program targets completed each year

Performance measure: Litres per kilometre of gasoline consumed; and reduction in GHG emissions

Data collection method: Reports from fleet management database system

Target 1.1.2 Reduce outside emissions (GHGs) as a result of employee travel by March 31, 2007

Performance indicator: Percentage of Outside Emissions Environmental Management Program targets completed each year; and number of unique hits to the CRA commuting Web site

Performance measure: Percentage of reduction of outside emissions (GHGs)

Data collection method: Survey

Target 1.1.3 Divert solid waste from landfill by an average of 60% in selected facilities occupied by the CRA, by March 31, 2007

Performance indicator: Percentage of Solid and Hazardous Waste Environmental Management Program targets completed each year

Performance measure: Average diversion rates at participating facilities

Data collection method: Waste audits

Target 1.1.4 Strengthen implementation of the CRA Acquisition of Goods Policy and Green Procurement Guidelines/Procedures, by March 31, 2007

Performance indicator: Percentage of Green Procurement Environmental Management Program targets completed each year

Performance measure: Percentage of 'green' products purchased

Data collection method: Reports from online ordering system

Target 1.1.5 Annually improve electronic capabilities of internal forms and publications

Performance indicator: Annual number of internal forms and publications enhanced to electronic use

Performance measure: Paper saved through use of electronic forms, publications, and systems

Data collection method: Publishing and ordering reports from the Corporate Administrative Systems

Target 1.1.6 Reduce internal consumption of paper (printing and photocopying) by 2% per employee based on the national baseline year (2001-2002), by March 31, 2007

Performance indicator: Percentage of Paper Environmental Management Program targets completed each year

Performance measure: Percentage of reduction in paper consumption per employee

Data collection method: Paper purchases reports

Objective 1.2 Comply with environmental legislation and regulations

Target 1.2.1 Annually prevent release of halocarbons into the atmosphere

Performance indicator: Number of Halocarbons Release Reports sent to Environment Canada

Performance measure: Annual number and amount of halocarbon releases

Data collection method: Compliance assessments

Target 1.2.2 Reduce the use of hazardous substances, where feasible, and properly dispose of hazardous waste, by March 31, 2007

Performance indicator: Percentage of Solid and Hazardous Waste Environmental Management Program targets completed each year

Performance measure: Number of hazardous substances and amount of hazardous waste managed under best practices

Data collection method: Hazardous substances and hazardous waste survey

Goal 2: Our programs demonstrate sustainable service delivery

The objectives for this goal are threefold:

As the administrator of the Government of Canada's tax and benefits programs and services, the CRA has significant interaction with the Canadian population.

The CRA's core business is to deliver tax and benefits programs and services. As a major institution, we have a responsibility to deliver our programs in a sustainable way. In assessing performance on targets from the last strategy, we realized that success in the program area was a function of how well employees understood sustainable development and were able to integrate criteria into programs, policies and plans. Results in this area were ad-hoc; therefore, we will continue to pursue this initiative with a more systematic approach.

To strengthen this goal, we will increase support to our program areas. We will focus on establishing measures to assess the environmental impacts and opportunities of Electronic Service Delivery (ESD) options, especially as it relates to paper use in tax filing services. We will also partner with Environment Canada to research and pilot sustainable work/travel arrangements for auditors, with a view to using the solution Agency-wide. Finally, we will embark on modest external communications by using our Web site to let the public know about our commitment to sustainable development.

The following table shows our transition between the last strategy and the new strategy for sustainable service delivery.

SD Strategy 2001-2004

SD Strategy 2004-2007

Improvement

Ad-hoc inclusion of sustainable development considerations into negotiations with partners

Establish process for integrating sustainable development criteria into negotiations with provincial, territorial, and other government department

Increase support and guidance for integrating sustainable development criteria into negotiations with partners

Ad-hoc sustainable service delivery - reducing paper use

Adopt a systematic approach to sustainable service delivery - measuring and reducing paper use and promoting sustainable work travel

Establish a measure for paper savings of certain electronic service delivery options, and promote sustainable work travel

No commitment in the strategy

Communicating CRA's sustainable development commitment to the public

Start communicating to the public about CRA's sustainable development commitment

Objective 2.1 Enable efficient and innovative program delivery

Target 2.1.1 Promote sustainable work and travel arrangements among auditors in the Corporate Audit and Evaluation Branch by March 31, 2007

Performance indicator: Percentage of targeted audience who received communications materials

Performance measure: Percentage of auditors using sustainable work and travel arrangements

Data collection method: Survey and reports from the Corporate Administrative Systems

Target 2.1.2 Reduce paper use in tax and benefits program delivery by March 31, 2007

Performance indicator: Increase availability of electronic service delivery

Performance measure: Reduction of paper use in program delivery

Data collection method: Paper purchases for programs

Objective 2.2 Enhance partnerships to support shared sustainable development objectives

Target 2.2.1 Integrate sustainability criteria into negotiations, discussions, partnerships, and decision-making with provinces and territories and other government departments/agencies on CRA business by March 31, 2007

Performance indicator: Inclusion of sustainable development criteria into negotiation/partnership guidelines

Performance measure: Number of negotiations, discussions, partnerships, decision-making with partners that include sustainability criteria

Data collection method: Identified reports that include sustainability criteria, as negotiated

Objective 2.3 Communicate our sustainable development commitment to the public

Target 2.3.1 Convey our SD commitment to the public by March 31, 2006

Performance indicator: Increase sustainable development content on the CRA external Web site

Performance measure: Percentage of public who perceive the CRA as being committed to sustainable development

Data collection method: CRA annual survey

Goal 3: All employees apply sustainable development in their jobs

Behaviour change is key to having employees apply sustainable development in their jobs. To make this happen, they must have a general appreciation for the principles of sustainable development, the effects of their decisions, and what they can do to make a positive difference.

Our objectives for this goal are twofold:

The overall purpose for this goal remains similar to that of the last strategy - to raise awareness and involvement among the CRA employees, using management leadership as a key lever. In the previous strategy, we articulated this goal in two separate goals 7 . For this strategy, we have combined these two areas - employees and managers - into one goal. We will strengthen sustainable development responsibilities in performance agreements, as a main opportunity for engaging leadership from management. While this activity is a carry-over from the last strategy, our success in getting these responsibilities into performance agreements has been average, and, as such, we will continue to pursue this activity. To ensure stronger engagement, we have appointed senior Champions for sustainable development at the Assistant Commissioner level.

We will increase general employee awareness by strengthening the SD Network, continuing our implementation of the Learning Strategy for Sustainable Development, and furthering employee recognition. Again, these targets are carry-overs from the last SD Strategy, as we feel that we have more work to do to achieve meaningful results in this area. Investing in employee learning is the key to our sustainable development success thus far and for the future.

In our Learning Strategy for Sustainable Development, we defined learning as having two components - general awareness and training. We will streamline our learning efforts by using a communications strategy to guide general awareness 8 and to develop a learning plan/curriculum to guide training needs for targeted employees. We will also integrate sustainable development content into existing learning courses across the CRA. One such avenue is the Core Learning Program for the newly created Management Group. Finally, we will intensify our efforts to promote recognition for sustainable development initiatives by using existing employee recognition programs at the national, branch, and regional levels.

We will pursue some new areas of focus for employee awareness. Firstly, we will integrate sustainable development messages into certain areas of the hiring process for new employees. It is envisioned that this will obligate new employees to learn about the CRA's sustainable development objectives, while simultaneously communicating our commitment to the public. Secondly, we will explore an SD Innovation Fund as a way to support innovative solutions for sustainable development in the workplace. The following table shows our transition between the last strategy and the new strategy for employee engagement in sustainable development.

SD Strategy 2001-2004

SD Strategy 2004-2007

Improvement

Average commitment and leadership from management in their performance agreements

Committed leadership from management in their performance agreements

Target performance agreement guidelines for sustainable development inclusion, and increase leadership visibility of management

No commitment in the strategy

Begin to communicate the CRA's sustainable development commitment in the employee-hiring process

Target new employees as a way to increase employee awareness of sustainable development

Supported the SD Network

Strengthen the SD Network

Enhanced support, tools, and training for the SD Network, and explore the establishment of an SD Innovation Fund

Developed/implemented a Learning Strategy for Sustainable Development

Develop learning plan, a curriculum, and a communications strategy to effectively implement the Learning Strategy for Sustainable Development

More focused and strategic sustainable development learning, which targets the new Management Group

Ad-hoc recognition of employee contributions to sustainable development

Meaningful recognition of employee contributions to sustainable development

Formalize and intensify recognition of employee contributions to sustainable development

Objectives 3.1 Demonstrate leadership and commitment to sustainable development

Target 3.1.1 CRA leaders will demonstrate their support for SD in the workplace by March 31, 2007

Performance indicator: Percentage of Assistant Commissioners, EX, SM, and MG contracts that include sustainable development commitment(s)

Performance measure: Percentage of annual branch/regional sustainable development commitments completed

Data collection method: Annual branch/region sustainable development reports

Target 3.1.2 Integrate SD messages into processes for attracting new employees by March 31, 2006

Performance indicator: SD content integrated into certain templates/guidelines in the hiring process

Performance measure: Number of new employees exposed to SD messages in the hiring processes

Data collection method: Human resources statistics

Objective 3.2 Raise the level of employee involvement and support for sustainable development

Target 3.2.1 Annually strengthen and support the national SD Network, other SD committees, and grassroots employee efforts in all branches and regions

Performance indicator: Percentage of annual branch/regional sustainable development commitments completed, and other grassroots initiatives reported

Performance measure: SD Network's level of satisfaction with support from the SD Division

Data collection method: Annual branch/regional sustainable development reports

Target 3.2.2 Annually implement the Learning Strategy for Sustainable Development

Performance indicator: Number of unique hits to the main page of the SD Web site (national knowledge centre for sustainable development at the CRA); and number of CRA learning courses that include sustainable development content

Performance measure: Percentage of employees who are aware of the CRA sustainable development program

Data collection method: Employee awareness survey

Target 3.2.3 Annually recognize employees; and improve opportunities to recognize employee contributions to sustainable development in the workplace by March 31, 2006

Performance indicator: Number of recognition programs available for sustainable development

Performance measure: Number of employees recognized for their sustainable development contribution at the CRA, and type of recognition received

Data collection method: Annual branch/regional sustainable development reports

Goal 4: Modern systems that support and maintain sustainable development

The most effective way to integrate sustainable development into CRA systems is to make sustainability criteria central to the decision-making process.

Our objectives for Goal 4 are twofold:

These objectives continue from the last strategy where they were included as targets for the goal of preparing managers. We have already made great strides in formalizing a reporting system for sustainable development, which allows branches and regions to use an internal web-based reporting tool to report performance on targets in their action plans. In this strategy, we will consolidate electronic reporting for sustainable development by developing a roll-up and analysis tool for the CRA-wide action plan 9 . We will also develop and implement an electronic system to enhance performance monitoring and reporting for the Environmental Management System.

We plan to include sustainable development criteria in processes for developing the CRA programs, policies, and plans. In the last strategy, we realized that the low level of success in this area was directly related to the lack of clear definitions, inadequate understanding of issues, and not knowing how to use the tools. In the third strategy, we will refine definitions for sustainable development criteria, provide more useful tools, and educate users on the effective application of the tools 10 . We see this as a strategic way to enable planners and policy makers to include sustainable development criteria and alternatives from the early stages of program and policy design and development. To assess how well sustainable development considerations are being integrated into programs, we will develop an audit program and measure progress over time. The following table shows our transition between the last strategy and the new strategy for modern management of sustainable development.

SD Strategy 2001-2004

SD Strategy 2004-2007

Improvement

Partial electronic performance reporting and monitoring systems for the Sustainable Development Strategy

Full electronic performance reporting and monitoring systems for the Sustainable Development Strategy and the Environmental Management System

Use of technology to strengthen performance reporting process for the Sustainable Development Strategy and the Environmental Management System

Ad-hoc integration of sustainable development considerations into key corporate management tools

Systematic integration of sustainable development criteria into key corporate management tools

Refine definitions and provide better tools and support to integrate sustainable development into programs, policies and plans

Developed sustainable development line of enquiry for internal audits

Develop audit program to support sustainable development line of enquiry for internal audits

Develop an audit program and procedures to capture more sustainable development information from internal audits

Objective 4.1 Monitor, measure, and report our sustainable development progress

Target 4.1.1 Implement a national online data management system for the SD Strategy 2004-2007 by March 31, 2005

Performance indicator: Timely sustainable development reports

Performance measure: Meet reporting timelines of the CRA and the Commissioner of the Environment and Sustainable Development

Data collection method: Assessment of the data management system

Target 4.1.2 Develop and improve upon the CRA's Environmental Management System by March 31, 2006

Performance indicator: System improvement completed as scheduled

Performance measure: Timely reporting of Environmental Management Program targets

Data collection method: Environmental Management Program reports and audit results

Target 4.1.3 Update the Sustainable Development Strategy for 2007-2011 by December 31, 2006

Performance indicator: Percentage of recommendations addressed from the internal audit of the SD Strategy 2004-2007; and the SD Strategy 2007-2011 tabled in the House of Commons

Performance measure: Favourable review of the SD Strategy by the Commissioner of Environment and Sustainable Development (CESD)

Data collection method: Assessment by the CESD and audit

Objective 4.2 Assess the economic, social, and environmental effects of our programs, policies and plans

Target 4.2.1 Integrate sustainability criteria into the CRA programs, policies, and business plans, by March 31, 2007

Performance indicator: Sustainability criteria defined and included in key templates, guidelines, planning tools, etc.

Performance measure: Number of new programs, policies, and plans developed using sustainability criteria

Data collection method: Branch/regional sustainable development reports, and CRA Annual Reports

Target 4.2.2 Develop and implement a line of enquiry procedure into corporate audit and evaluation processes to capture information on the level of SD integration in programs and operations by March 31, 2007

Performance indicator: Sustainable development line of enquiry procedure included in corporate audit and evaluation processes; and percentage of auditors who received communications materials on the new audit procedure

Performance measure: Level of sustainable development integration into programs and operations

Data collection method: Internal audit reports

Sustainable development road map

The diagram below shows our progress in sustainable development over the last two strategies as well as where the current strategy will take us, and where we want to go in the future. In the long-term, our sustainable development strategies should help us to achieve recognition as a best practices organization for applying the principles of sustainable development to operations and service delivery.

Past strategies Current strategy Future strategies
  2000
SD Strategy #1
2004
SD Strategy #2
2007
SD Strategy #3
2011
SD Strategy #4
Beyond Long-term outcome
Environmental Excellence in Operations We identified the significant environmental aspects of our operations, began to examine the issues for each aspect, and we implemented crisis management measures. We completely examined issues for each environmental aspect, and established environmental management plans. We implemented corrective measures, and adopted moderate best practices to reduce the effects of our operations on the environment. We will achieve systematic management of the effects of our operations on the environment, strengthened best practices, and corrective measures. We will pursue continuous improvement and innovation in reducing the effects of our operations on the environment, and ensuring efficient use of resources. We will achieve a sustainable environmental footprint of our operations, while conserving our use of natural resources.
Sustainable Service Delivery (Tax, Benefits and Other Services) Our sustainable development plans did not target our services to the public; however, we used electronic tools for service delivery. We began targeting our programs for ad-hoc paper savings in service delivery to the public, and we increased our use of electronic tools for service delivery. We will increase our sustainable service delivery commitment to the public by systematically measuring paper savings, influencing our negotiations with partners, and encouraging employees to practice sustainable work travel. We will continue to enhance our services to the public by deepening our commitment to sustainable and innovative service delivery. We will achieve efficient and innovative programs, policies, and plans.
Employee Engagement We provided minimal education to employees on sustainable development. We developed numerous tools and distributed information on sustainable development to employees, and realized more employee buy-in. We will achieve stronger leadership and greater buy-in from employees and management. We will continue to improve tools and internal communications for sustainable development. We will sustain leadership from employees and management, and continue to educate and motivate a workforce that is skilled in applying sustainable development in their work. Sustainable development is part of our corporate culture.
Modern Sustainable Development Management We began to assess requirements for managing sustainable development and used manual reporting systems to monitor progress on achieving targets in the SD Strategy. We mostly completed our sustainable development framework (e.g., policies, processes, strategies and plans), and partially replaced our manual reporting systems with electronic systems. We began minimal integration of sustainable development in programs, policies and plans. We will complete our sustainable development framework and move to full electronic reporting systems. We will continue to integrate sustainable development into our business planning and reporting processes. We will pursue continuous improvement of our sustainable development framework and reporting systems and significantly integrate sustainable development into the Corporate Business Plan and Annual Report. We will achieve efficient and innovative programs, policies and plans. We will achieve transparent management of results through triple bottom line reporting (economic, social, and environmental).

Performance measurement

What can be measured can be improved - this is the basic principle that guides our plan to establish good measures as well as the necessary systems to tell us how well we are meeting our objectives. In our last strategy, most of what we called measures were, in fact, indicators. We did this because we were not in a position to measure the effect of our actions. We have progressed in this area over the last three years, but we still have a lot of work to do before we are fully in command of sustainable development performance measurement.

For this third strategy, we have strengthened our performance measurement by ensuring that each target is assigned a performance indicator, performance measure, and a data collection method. In addition, each target is supported by numerous activities, each of which has assigned accountability and outputs. More information on the CRA Sustainable Development Action Plan can be found on the CRA SD Web page at https://www.canada.ca/en/revenue-agency/corporate/about-canada-revenue-agency-cra/sustainable-development.html.

To measure sustainable development performance over time, it is important to establish baselines against which progress can be periodically tracked. For Goal 1, we have already established baselines for three of our seven environmental aspects. They are fleet, internal paper use, and halocarbons.

We have information on our fleet size and the types of vehicles and the fuel they use, where these vehicles are and how many kilometres they have. Our ultimate measure for fleet efficiency will be fuel use per distance travelled. The baseline for internal use of paper was established for the 2001-2002 fiscal period. The baseline for halocarbons is based on inventories against which we will measure our annual targets.

For the environmental aspects where we do not have baselines, we will establish measures for them. We are working on measurements for procurement with Sustainable Development Government Operations (SDGO) - a federal interdepartmental group tasked with identifying and adopting common sustainable development measures and reporting methods for government. Until such time as a measure is established for procurement, we will continue to use indicators such as the number of green contracts, Requests for Proposals (RFPs), and quantity of green products available. This information is becoming increasingly available in the new web-based ordering system, which has come on board as one of the deliverables of the Agency's Administrative Reform and Renewal change agenda. We plan to establish a baseline for outside emissions caused by employee travel by March 2006, and by March 2007, a baseline inventory for solid and hazardous materials.

Given that the CRA offers varied services to the public, it is not feasible to measure all of the environmental effects at once. For Goal 2, we will begin by measuring paper savings and assessing the environmental effects of the CRA's drive towards electronic service delivery, specifically in our tax filing services. These kinds of analyses will provide our program areas with information to better inform their program development and delivery. The CRA conducts an annual client satisfaction survey, and we intend to use this medium to assess the CRA's public image as an organization that is committed to sustainability.

In Goal 3, all the main objectives ultimately support employee awareness and involvement in sustainable development, including leadership from management. We will establish baselines figures for employee awareness by March 2004, and measure changes over time through an annual survey.

For Goal 4, measuring the effectiveness of electronic systems to track performance will be determined by whether systems were established as planned and targets reached on time. In terms of facilitating the measurement of sustainable development in programs, policies, and plans, our main indicator will be the presence of sustainable development considerations in key CRA planning tools, and the ultimate measure will be the tabling of triple bottom line (economic, social, and environmental) annual reports. These reports are a transparent way of reporting on all the effects of our business. We will use internal audit reports to inform us of the extent to which various areas are using sustainable development principles to guide their planning and decision-making activities.


Implementation strategies - how will we do it?

While the targets describe what the CRA is committing to do for sustainable development over the next three years, the implementation strategies set out how the CRA will achieve these targets. The six mini-implementation strategies are:

1. Engage leadership from management: Where there is buy-in and leadership from management, there will be greater employee involvement and support. We will target management mainly through performance agreements and awareness presentations. The SD Champions will be a crucial factor in engaging management and staff. Including sustainable development in the learning materials of the new Management Group is another strategy we will use.

2. Ensure effective and creative communications: Communicating sustainable development opportunities to all employees is the axis upon which the success of the sustainable development strategy rests. A communication strategy for sustainable development will guide all communications efforts, while the Learning Strategy for Sustainable Development will direct all learning efforts. We will use a variety of communications options to ensure that we reach the maximum number of employees in resource efficient ways (e.g., online learning). The learning activities will be focused on integrating sustainable development into existing and new learning programs of the CRA. This integrative approach best demonstrates the applicability of sustainable development to our business.

3. Provide simple and effective tools and support: We need tools to support and sustain employee awareness, and we must create new opportunities that will allow employees to apply what they know. The SD Division will continue to build on existing tools and opportunities that will capture the imagination of both management and employees and make it easier for them to apply the principles of sustainable development to daily tasks.

4. Support and enhance our national SD Network: The SD Network is a committed network of employees that collectively represents all branches and regions of the CRA. Our SD Network is the main vehicle for promoting sustainable development within the CRA. It is important that we provide the necessary support to deepen the SD Network's effectiveness, as it is the means by which we can reach all employees. We will increase opportunities to network ideas and best practices and train their local SD Committees. We will also explore establishing an SD Innovation Fund that would make resources available to fund initiatives and ideas.

5. Target systems and templates as a means to integrate sustainable development into CRA's planning activities: Integrating sustainable development into systems, processes, templates, and management tools (e.g., a policy development template) is perhaps one of the most important strategies. Simply stated, when sustainable development is a part of these tools/templates, it becomes part of the normal planning process.

6. Assign appropriate resources: Emphasis will be placed on assigning sufficient and appropriate staff and funding. This is necessary to realize the objectives of the strategy within the given timeframe. As sustainable development is a shared responsibility across the CRA, it is important that we sustain appointed representation in each branch and region.

Implementation responsibilities - who will implement the strategy?

As directed by the SD Policy, the Sustainable Development Strategy 2004-2007 will be implemented with cooperation from the entire organization. To reach our goals, we have outlined a CRA-wide action plan that includes objectives, targets, and activities. To implement the activities, we have identified Offices of Primary Interest (OPI), Offices of Collaborating Interest (OCI), and partners. OPIs are responsible for taking the lead in implementing identified activities and are fully accountable for their completion. OCIs are accountable for providing support to the OPI to complete the activity while partners will be approached by the OPI for their input.

The main implementing groups for the strategy are:

Sustainable development program organizational structure

Also available in text version and in .pdf format.

Sustainable development program organizational structure



7 For SD Strategy 2001-2004, Goal 1 was to Prepare Managers and Goal 2 was to Enable Employees to contribute to sustainable development.

8 This is a combination of events, communiqués, presentations and awareness sessions.

9 Each branch and region of the CRA has an individual sustainable development action plan, which is guided by the CRA-wide SD Action Plan.

10 The SD Checklist and SD Lens are two existing tools.

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