sustainable development strategy 2001 – 2004

Canada Customs and Revenue Agency (CCRA)

Sustainable Development Strategy 2001 – 2004April 1, 2001 – March 31, 2004

Amendments to the Auditor General Act define sustainable development as “. . . a continuallyevolving concept based on the integration of social, economic, and environmental concerns,and which may be achieved by, among other things,

(a) the integration of the environment and the economy;

(b) protecting the health of Canadians;

(c) protecting ecosystems;

(d) meeting international obligations;

(e) promoting equity;

(f) an integrated approach to planning and making decisions that takes into account theenvironmental and natural resource costs of different economic options and theeconomic costs of different environmental and natural resource options;

(g) preventing pollution; and

(h) respect for nature and the needs of future generations.”

Sustainable Development Strategy 2001 – 2004 3

Message from the Minister .............................................................................................. 5

Our sustainable development commitment ........................................................ 7

Executive summary............................................................................................................. 9

What we do ............................................................................................................................. 12

Our programs......................................................................................................................... 12

Our internal operations......................................................................................................... 13

Where we’ve been .............................................................................................................. 18

Achievements......................................................................................................................... 19

What we learned.................................................................................................................... 21

Where we are going ........................................................................................................... 23

Our SD vision ......................................................................................................................... 23

Guiding principles................................................................................................................. 25

Our SD goals and objectives ................................................................................................ 26

How we will get there ......................................................................................................... 33

Our SD action plan ................................................................................................................ 33

Implementation plan............................................................................................................. 50

Conclusion and next steps ............................................................................................. 56

Appendix 1: Corporate profile ................................................................................. 57

Appendix 2: Management review......................................................................... 67

Appendix 3: Consultations ......................................................................................... 73

Appendix 4: Our SD issues, opportunities, and constraints ..................... 77

Appendix 5: Our roles and responsibilities for greeningour operations ....................................................................................... 82

Appendix 6: Glossary of terms ................................................................................. 85

Appendix 7: Crosswalk between SD Strategy 1997 andSD Strategy 2001-2004 ...................................................................... 88

Table of contents

One of the central elements of the Government of Canada’s policies is the protection of ourquality of life. To achieve this, the Government made several commitments which include:placing a greater emphasis on sustainable development in our decision-making; making ouroperations a model of environmental excellence; reporting regularly to Canadians on theprogress we are making; and helping developing countries adopt sustainable developmentpractices.

At the Canada Customs and Revenue Agency (CCRA), we are helping to achieve this goalthrough our sustainable development strategy. Within our own wide-spread operations,and in co-operation with other departments and agencies, we are working to integratesustainable development into our day-to-day activities.

The CCRA’s mission is to promote compliance with Canada’s tax, trade, and borderlegislation and regulations through education, quality service, and responsible enforcement.In doing this, we contribute to the economic and social well-being of Canadians. The qualityand reliability of the services we provide to Canadians are central to our operations, and it isessential that we also plan and deliver them in the most environmentally responsible waypossible.

It has been over a year since the CCRA was created. One of the objectives in becoming anagency was to have more flexibility to pursue innovative ways to improve operations andservices. Flexibility and innovation are vital attributes that will help us to achieve thesustainable development targets we have set for ourselves.

Since its first sustainable development strategy in 1997, our organization has demonstratedthat it is doing a better job planning and measuring progress for sustainable development.Our biggest challenge remains integrating sustainable development thinking intodecision-making at all levels of our organization.

This document, Sustainable Development Strategy 2001-2004, sets out an ambitious course forthe CCRA, and provides a measure against which Canadians can hold the Agencyresponsible and accountable for its actions contributing to sustainable development. Inintegrating sustainable development into the enhancement of service to Canadians, theCCRA will help ensure that Canada will be a better place for the future.

The Honourable Martin CauchonMinister of National Revenue

Message from the Minister


In December 1997, Revenue Canada, now the CanadaCustoms and Revenue Agency (CCRA), tabled its firstSustainable Development (SD) Strategy in the House ofCommons along with 27 other federal organizations. TheSD Strategy acknowledged the CCRA’s sharedresponsibility in contributing to sustainable developmentthrough programs, operations, and decision-making thattake environmental as well as economic and social concernsinto consideration.

The 1997 SD Strategy was the CCRA’s first step towardssustainable development. Since then we have made steadyprogress in reaching the goals and objectives weestablished. In the process, we have developed a betterunderstanding of how our business activities and internaloperations can contribute to the Government of Canada’soverall goals and objectives for sustainable development.

In addition, our move to agency status in 1999 producednew opportunities to realign our management frameworkand our operations to incorporate the goals of SD. Forexample, we now operate with the guidance of a Board ofManagement that consists of members from the private andvoluntary sectors. They bring the priorities and concerns ofCanadians, including their environmental concerns,directly into managing the CCRA, providing new insightand new ideas to improve our services and the way we dobusiness.

This updated SD Strategy reflects what we have learned sofar, what we have achieved, and most importantly, whatwe will do to continue to improve over the next three years.The strategy reaffirms our commitment to workcollaboratively with our partners, clients, suppliers, andfellow departments and agencies to do our share for oureconomy and society, and the quality of the environmenton which both depend.

Our sustainable development commitment

Sustainable Development Strategy 2001 – 20048

We firmly believe that we can shape a better future, and wewill use SD as an important component of the immensechanges we are embracing as an Agency, in our programsand in our operations. We will recognize SD as an Agencyvalue. This is our commitment.

CommissionerCanada Customs and Revenue Agency

Deputy CommissionerCanada Customs and Revenue Agency

Assistant CommissionerAppeals Branch

Assistant CommissionerAssessment and Collections Branch

Assistant CommissionerCommunications Branch

Assistant CommissionerCorporate Affairs Branch

Assistant CommissionerCustoms Branch

Assistant CommissionerFinance and Administration Branch

Assistant CommissionerHuman Resources Branch

Assistant CommissionerInformation Technology Branch

Assistant CommissionerPolicy and Legislation Branch

Assistant CommissionerCompliance Programs Branch

Regional Assistant CommissionerAtlantic Region

Regional Assistant CommissionerQuebec Region

Regional Assistant CommissionerNorthern Ontario Region

Regional Assistant CommissionerSouthern Ontario Region

Regional Assistant CommissionerPrairie Region

Regional Assistant CommissionerPacific Region

Senior General CounselLegal Services


The World Commission on Environment and Development(1987) defined sustainable development as: “meeting theneeds of the present without compromising the ability offuture generations to meet their own needs.” Sustainabledevelopment calls for individuals, institutions, andorganizations—both public and private—to conduct theiractivities and operate their businesses in a way thatpromotes a prosperous economy, a vibrant and just society,and a healthy environment for current and futuregenerations.

In Canada, the 1995 amendments to the Auditor General Actcreated the requirement for all federal departments andagencies to develop and update a SD Strategy every threeyears. In developing a SD Strategy, each department isdirected to use the lens of its mandate when it examines theconcept and application of SD to its business.

In this context, CCRA can relate to SD in a number of ways:as an employer, an administrator of federal legislation andprovincial agreements, a partner, a facilitator, and aconsumer of goods and services. Our economicresponsibilities include administering the country’s taxregime, as well as our internal fiscal responsibilities. Ourenvironmental responsibilities include administeringenvironmental legislation at the border, as well as ensuringthat our own programs and operations respectenvironmental legislation and stewardship. Our socialresponsibilities include administering various socialbenefits for Canadians, as well as promoting employmentequity and diversity, and ensuring a healthy, productivework environment for our employees.

At the CCRA, work on SD began in earnest in 1997, whenour first SD Strategy was tabled. Our SD Strategy focusedon our environmental responsibilities, primarily related toour operations. In assessing our progress since 1997, it isclear that managing and reporting on our environmentalimpacts in a systematic way requires a disciplinedapproach and organizational framework that ourorganization did not possess when we began. We realizethat our way of thinking must shift from the traditionalfinancial-based thinking to a holistic approach wherein

Executive summary


decisions are based on consideration of economic, social,and environmental implications.

Two areas of decision-making are key: planning andmanaging. To advance SD, both must balance considerationof the economy, society, and the environment—or, from anoperational perspective, consideration of our financial,human, and natural resources. To fully achieve this kind ofthinking requires “cultural change” in our organization thatrelies almost entirely on our most important resource—ourpeople. They must see and understand the potential of SD,and how it can be applied to what they do, therebybuilding a SD capacity at every level in the organization,including our planning processes and managementframework.

Our first SD Strategy started this process; our second SDStrategy builds on our accomplishments of the last3 years—most notably building awareness—and intensifiesour efforts to incorporate environmental and socialconsiderations into every decision we make.

For our updated SD Strategy, we have established fourgoals: two are facilitative—in other words, they are aboutenabling our organization to integrate SD “thinking anddoing” into all aspects of our operations; and two areresults-oriented, involving setting out clear performancetargets for greening what we do. They are:

n Prepare managers to contribute to SD

n Enable employees to contribute to SD

n Green operations to contribute to SD

n Enhance programs to contribute to SD

We will intensify efforts to prepare our managers withawareness and guidance on integrated decision-making.We will also enable our employees to contribute to SD byproviding them with guidance as well as opportunities toparticipate in greening initiatives. The Strategy pledges tocontinue to green our internal operations by strengtheningour management processes and procedures. Further, itexplores the potential to measure and contribute to SD withour core business lines and in conjunction with our vastnetwork of cooperative agreements and partnerships.


The key SD results we hope to achieve with ourSD Strategy 2001-2004 are: stronger leadership, anincreasingly educated, skilled, and motivated workforce,enhanced service to Canadians, strengthenedenvironmental compliance assurance, reduced impacts onthe environment, resource efficiencies, strengthenedmanagement systems, and an enhanced corporate image.

In developing our SD Strategy and action plan, werecognized the importance of being realistic about what canbe achieved over the short to medium term. To achieve thepermanent change in our organization that will supportand advance SD over the long term, it is crucial that wemaintain a balanced perspective, and make the best use ofour resource base. To maintain momentum, we must setgoals that employees and managers can achieve, and wemust reach these goals.

We will approach this challenge first, by integrating SDthinking into our existing planning and managementstructure, on the corporate, program and operational levels.Second, where necessary, we will create new tools anddevelop new initiatives to augment the existing ones.Third, we will continue to strengthen partnerships andcollaborative efforts to co-ordinate our efforts with others,wherever possible.

We will work with other government organizations toimplement a co-ordinated approach to integrating SD intogovernment operations such as procurement, fleet, andland-management practices. We will continue to work withfederal departments and the private sector to help achieveCanada’s climate change and other commitments wherepossible. We will also continue to work with our U.S.counterparts on joint border projects in support of SD.

In conclusion, one of the main reasons for the move toagency status in 1999 was to make our organization moretransparent and enhance accountability to the clients weserve—Parliament and Canadians. This is how we earn thetrust and confidence of Canadians, which is crucial to ourability to fulfill our mandate. As part of our reportingrequirements for Parliament, we look forward tocontinuing to chart our progress in meeting our SD targetsin our annual performance report on SD.


The CCRA is mandated to provide Canadians with a highlyintegrated, efficient system for administering federal lawsand those of participating provinces. The CCRAadministers major statutes including the Income Tax Act, theCustoms Tariff, the Customs Act, the Excise Act, the Excise TaxAct, and the Special Import Measures Act. The CCRA isresponsible for a range of programs and services that:

n collect revenues and administer tax laws for the federalgovernment and for provinces and territories;

n provide border services and administer legislationgoverning international trade and travel; and

n deliver certain social and economic benefit programs toCanadians.

See Appendix 1 for a detailed description of the CCRA’sbusiness lines and corporate structure.

Our programs The CCRA is an administrative and not a policy-settingorganization. We administer more than 185 acts,regulations, incentives, credits, surtaxes, and internationaltax treaties on behalf of other departments and other levelsof government.

In delivering our programs we work with numerousgovernment departments, we touch the lives of virtuallyevery Canadian, and we greet every visitor to the countryat our border crossings.

Our business decisions and the way in which we conductour business have a clear impact on the social andeconomic well-being and security of families andcommunities, the prosperity of businesses, and theaffordability and sustainability of many of Canada’s mosttreasured social programs. We support the Government’sbroad social, economic, and environmental goals throughthe services we provide our clients, which include:

n monitoring and controlling the importation of controlledand restricted goods;

What we do


n preventing the entry of inadmissible persons andprohibited materials, including endangered species,ozone-depleting substances, toxic substances, andhazardous goods and wastes;

n promoting voluntary compliance with the legislation,regulations, and agreements we administer, therebyfacilitating the fair, equitable, and sustainabledistribution of the costs and benefits of developmentacross Canadian society; and

n making it easier to comply with tax laws, import andexport goods, make payments, collect benefits, and tocross to the border.

Although our mandate provides us with limited capacity toaffect SD outcomes directly, we have a somewhat greateropportunity to influence and promote SD outcomesindirectly. For instance, while we cannot change tax policy,we can implement tax programs in ways that are efficient,economical, effective, and environmentally responsible. Wealso feel we have a responsibility to influence those federalentities that do create the laws and policies, if, in ourunique administrative position, we become aware ofimprovements that could be made.

Implementing faster, more efficient processing, often usinginformation technology and digital networks, is highlyconsistent with SD. Rapid processing and reducedcompliance costs help improve the competitiveness ofCanadian industry and contribute to enhancing the qualityof life of Canadians. This can mean anything from fewerautomotive engines idling at the border, to less paperconsumed for filing taxes, to more time to devote to eitherquality-of-life pursuits or profitable business interests.

Each year, the CCRA collects over $275 billion in grossrevenues for the federal and provincial governments. Ouroperational expenses are about $3 billion.

Our internal operations Our core business programs are supported by a largeworkforce and extensive internal operations that includereal property, procurement of goods and services,publishing, laboratory services, a fleet of vehicles, andinformation technology and management.


The CCRA’s key operations

Real property:

n 104 owned facilities representing 42,000 m2

n 190 leased facilities representing 970,000 m2

n 564 other facilities, or 30,600 m2, provided to theCCRA by others under the authority of the CustomsAct

Procurement:

n $500 M annual purchases

Fleet:

n 621 motor vehicles, or less than 3% of the total federalinventory of vehicles

Publications:

n 3170 internal and public forms*

n 564 internal and public publications*

Records and warehousing:

n $21 M / year in space and people for informationmanagement

n 13 forms distribution centres

By far our greatest internal investment is in our humanresources. Our approach to managing human resourcesdemonstrates our commitment to attract, develop, andretain a workforce that reflects Canada’s diversity, which isone of the important shared federal goals of SD.

Our workforce is organized within five Headquartersprogram branches, five corporate support branches, andsix regions that co-ordinate services from about850 locations across Canada.

Real property is another major resource requirement of theCCRA. Our employees provide high-quality client servicesfrom tax services offices, processing centres, call centres,seasonal kiosks, single-window operations, warehouses,airports, land border ports, wharves, docks, and bridges. Inaddition to service locations in major cities, small towns,

* These figures do not infclude the personal income tax (T1) packages and components, our technicalpublications, or operational manuals.


and remote locations, our employees can also be found onthe job in clients’ homes and businesses, and on the road ininspection vehicles.

The CCRA also provides accommodation at certain bordercrossings, free of charge, to other organizations such as theCanadian Food Inspection Agency and Citizenship andImmigration Canada.

Implementing a consistent program for greening operationsin CCRA facilities is somewhat challenged by the threetypes of facilities in which our business lines areaccommodated. Approximately 91% of our employees areaccommodated in leased facilities, most of which areprovided by Public Works and Government ServicesCanada (PWGSC) in private sector or Crown-ownedbuildings. We must negotiate requirements and work inpartnership with service providers to implement programsin these facilities, which is the largest segment of our realproperty portfolio.

Another 5% of our employees carry out their work inlegislated facilities such as international toll bridges, thetunnel, and airports, which are provided free of charge toCCRA under the Customs Act. In order to maintainconsistency in operations, we must also negotiate ourprogram requirements with third party providers such asthe operators of bridges and the tunnel, and airportauthorities.

Yet another 4% of our employees carry out their work, orlive in, facilities that are owned by CCRA. These includeborder crossings, wharves, docks, and residences.

We have the greatest liabilities and most control over themanagement of environmental issues in our ownedfacilities. However, greening opportunities, such as energyefficiency and recycling, are often constrained by the age,small size, or remote location of border crossings; someoperate 24 hours a day, and some are seasonal operations.

Many of our customs operations are located in the vaststretch of sensitive wetlands along the Canada-U.S. border;they are also often located near sites of local heritage orcultural interest. In all cases, we need to be careful to avoidor minimize the loss of Canada’s irreplaceable resources.


Under the Canada-U.S. Accord on Our Shared Border, wehave been pursuing a number of joint facilities initiativeswith our counterparts in the U.S. to increase efficienciesand the effectiveness of our border operations. Theseprojects include our environmental responsibilities.

Another of the CCRA’s largest resource investments is ininformation technology (IT) and infrastructure. ApplyingIT often provides opportunities for organizations to makedramatic contributions to the socio-economic andenvironmental components of SD by saving time andreducing administrative burden and paper use.

Our information management includes not only managinginternal information and records but also retainingtaxpayer information in accordance with legislatedrequirements. We have been involved in the Massive PaperHoldings Analysis Project with the National ArchivesFederal Records Centre in an effort to find economical andenvironmentally responsible solutions to managing theCCRA’s records requirements.

Through decentralized procurement authorities, we acquireover $500 million of goods and services annually. We alsohave disposal authorities related to our internal operationsand our programs. In our internal operations, we dispose ofsurplus land, obsolete or redundant equipment andsupplies, in accordance with policy, similar to othergovernment departments and agencies. Our borderprograms are also responsible for the safe disposal of mostseized and abandoned goods.

We operate a scientific laboratory that offers a wide rangeof scientific, analytical, and technical advisory servicessupporting the administration of tax, border, and tradepolicies. We also maintain a fleet of 621 vehicles, or lessthan 3% of the total federal fleet.

Our publishing operation provides support to internal andexternal clients by publishing forms, publications, technicaland operational manuals, reports, and other documents.Although there is increasing use of electronic access toforms, publications, and other documents both internallyand externally (an increase of 228% from 1999-2000), westill publish in excess of 2000 new and/or revised formsand publications annually.


Many aspects of our internal operations, such as our vehiclefleet, are modest in size compared to those of other federalorganizations. However, the aggregate of buildings,vehicles, and procurement activity related to our businesshas a clear impact on environmental concerns such asclimate change, the quality of air, water, and soil, as well asenergy and water conservation. As an example, it isestimated that our owned facilities and fleet operationsgenerate over 18 thousand metric tons of carbon dioxideequivalent emissions annually. This is not enough to putthe CCRA in the top 10 federal emitters, but it does place usin the top fifteen.

Our operations are subject to all federal environmentallegislation and regulation, as well as most federal policy.However, since achieving agency status our organizationhas greater flexibility to customize its administrativepolicies and procedures. This creates new opportunities tointegrate consideration of social, economic, andenvironmental concerns into managing our operations.

In summary, the accumulated effects of many smallimprovements in our physical operations, programs, andprogram delivery can produce significant benefits relatedto the economy, quality-of-life, and the environment. It is inmanaging the environmental impacts related to ouroperations and programs that we have the greatestopportunity and level of control to affect SD outcomes. Thisis the focus of our second SD Strategy.

At present, our SD Strategy complements the CCRACorporate Business Plan. The former outlines ouroperational plans for contributing to SD by promotingenvironmental stewardship. The latter outlines ourprogram plans for contributing to SD by promotingcompliance with Canada’s tax, trade, and borderlegislation. Our SD journey will be closer to completionwhen both planning processes are integrated. This willensure that both our operations and programssystematically identify and measure potential impacts onall three aspects of SD.


In 1993, Revenue Canada committed to the Canada GreenPlan and the Code of Environmental Stewardship throughthe development of an environmental action plan. Werenewed the commitment to the environment by signingthe Guide to Green Government with other federalministers in 1995. This acknowledged our responsibility tomanage our operations in a manner that will minimizenegative impacts on the environment to contribute toquality of life and Canada’s economy. At the same time, wealso took our first steps towards integrating SD into theway we do business, by developing our first SD Strategy inresponse to amendments to the Auditor General Act.

The Strategy, which was tabled in the House of Commonsin 1997, charted our course by outlining three goals:

n to build internal capacities to contribute to SD throughawareness, commitment, understanding, and thedevelopment of skills;

n to integrate SD into key management tools and processes;and

n to reduce the impact of operations on the environment.

Goal 1 recognized the challenge of introducing a significantcultural change into a huge, decentralized organization thathad been undergoing, and was continuing to undergo,rapid and dramatic organizational change.

Goal 2 sought to make the task easier and more efficient byenhancing existing management systems to make themconsistent with SD.

Goal 3 responded directly to the 1995 commitment of allfederal ministers to green their operations in support of SD.It outlined some of the first steps that would be taken tomove from an ad hoc to a preventative managementapproach to achieve gains in SD.

The 1997 SD Strategy defined 11 objectives, 27 targets, and92 action plan commitments. About 60 of the commitmentswere scheduled for completion by December 2000; theother commitments, however, were either ongoing or had ahorizon beyond the three-year term of the SD Strategyto 2004.

Where we’ve been


Achievements Over the three-year term of our first SD Strategy we movedsteadily up a steep SD learning curve. We were not alone.We worked with interdepartmental committees andworking groups on issues of common interest such astarget setting, benchmarking, and performance measures,as well as legal liabilities, monitoring, performancereporting, and implementing common practices.

Internally, we began building SD capacity by increasingcommunications. We developed a three-tier network of SDrepresentatives throughout the CCRA, branch and regionalcommittees, an intranet site for SD, and reports on SDaction plans and performance. We provided numerousbriefings to committees and management, including a fullbriefing on SD to our new Board of Management. The mostsignificant result of these activities was a noticeableincrease in interest in SD at all levels of the organization.

Efforts to integrate SD into our management processesproduced accountability contracts for SD for the seniormanagement level. Starting in 1998, the corporate businessplan and performance report also included plans andreports on SD.

We began the process of reducing the impact of ouroperations on the environment by gaining a betterunderstanding of the size and order of our environmentalissues. We focused attention on compliance assurancerelated to our owned facilities in our six regions. Thisincluded strengthening the environmental assessmentregime for projects, validating our registry of storage tanks,upgrading fuel storage tanks, and conducting siteassessments and remediation activities related tocontamination. We also worked on pollution preventionissues by establishing inventories and baselines againstwhich progress can be reported. For example, weconducted waste audits at a number of owned and leasedfacilities, and waste management programs wereimplemented to serve as a model for future wasteprograms.

In addition to our targeted SD commitments, we workedwith our colleagues in other government departments on anumber of SD priorities including: a federal framework forSD; a co-ordinated action plan for reducing greenhouse gasemissions that contribute to climate change; a common


approach for federal contaminated sites management; thedevelopment of common performance measures andenvironmental awareness training modules for seniormanagers and employees.

We strengthened our working relationships withorganizations such as Natural Resources Canada andPWGSC to achieve common SD objectives such as energyefficiency and the greening of leased facilities. We alsoworked with our real property counterparts in the U.S. toensure that our joint border facilities projects contributeto SD.

As we approached the end of the first leg of the SD Strategyjourney, we were one of six federal organizations invited bythe Commissioner of the Environment and SustainableDevelopment (CESD) to assess our progress. Theself-assessment audit encouraged us to look at the tools andprocesses we had in place to manage our commitments,relative to the accepted benchmark developed by theInternational Organization for Standardization, ISO 14001.

Throughout the three-year term of our first SD Strategy, theCESD issued numerous reports to Parliament on federalefforts to green operations and manage SD commitments.Many of the reports drew on information that federalorganizations, including ourselves, provided to the CESD.

We began to update our SD Strategy for the next three-yearterm by initiating an internal review of our SD Strategyfollowing guidelines published in the December 1999report of the CESD. The process included a review ofprogress on commitments, assessments of our first SDStrategy, and changes to our operating environment thathave had an impact on our commitments.

We also began consulting on our SD Strategy byparticipating in a multi-stakeholder consultation event withother federal organizations and by conducting extensiveinternal consultations. The consultations process included areview of our SD impacts and issues.

See Appendix 2 for details of the review process,Appendix 3 for a summary of our consultations process,and Appendix 4 for details of the issue scan. The highlightsof what we learned are summarized below.


What we learned Our experience with SD in the last three years reinforcedthe belief that SD is a long-term journey and that we arelearning as we go. It is clear that managing and reportingon our environmental impacts in a systematic way requiresa disciplined approach and organizational framework thatwe did not possess when we began.

In assessing our progress on SD since 1997 and in listeningto our stakeholders, we identified a number of fundamentalissues that need more attention during the next three years:

n We must provide leadership and commitment for SD, byapproaching SD planning and implementation as aprogram rather than an initiative. As with all programsthat introduce change to an organization, SD requiressenior management commitment, resources, and a strongmanagement framework.

n We must continue with renewed effort to engage andsupport managers and employees in SD. It is a complexconcept that needs to be communicated clearly to a verydiverse employee population. It presents a tremendouscommunications challenge if the desired result is toachieve a holistic understanding and application of theconcept.

n We must intensify efforts to reduce environmental andSD impacts related to internal operations. We have abetter picture of our environmental impact than we didthree years ago. We need to continue defining our“footprint” with inventories and baseline studies, andpursue initiatives to reduce our potentially negativeimpacts wherever possible. This will require acommitment of resources and the continuing support ofmanagement.

n We must strengthen and modernize our managementsystems to address the environmental and SD impacts ofour activities.

We need a strong management and control system inplace to meet our SD commitments, support ourreporting obligations with confidence, and makeinformed decisions about future plans.


n We must embrace the unique opportunities we have todemonstrate leadership and promote environmentalexcellence through our programs. Over the next fewyears, the Agency will align its activities and influence atan international level. Given that SD is gainingsignificance in international organizations it will beimportant for us to shift our SD focus well beyond ourinternal operations.

We have SD opportunities related to program planning,and program delivery. We also have opportunities topromote SD thinking with our clients and stakeholders.

The review we conducted on our 1997 SD Strategy showedthat considerable action had been initiated onapproximately 89% of the 56 commitments scheduled forcompletion between 1998 and March 31, 2000. Of these,30% had been met, another 59% were in various stages ofcompletion, and work on 11% had not yet commenced.

However, in addition to the scheduled commitments, wehad also undertaken work on a considerable number ofunanticipated projects or initiatives. Some of thesestemmed from changes to our operating environmentsince 1997. The most significant of these changes wasinternal—the change to agency status in 1999. Othersignificant changes were external, including strengtheningseveral key pieces of environmental legislation and federalpolicy. Both internal and external changes reinforced theneed to continue to work in earnest on integratingenvironmental considerations into the way we do business:our risk management, performance measurement,operations, programs, financial management, and humanresource management.

In summary, our first SD plan was clearly an ambitiousplan that depended on having a well-defined managementsystem in place at Headquarters and in the regions thatcould immediately begin to implement, measure, monitor,and report performance for all environmental aspects inour key operational areas. Not surprisingly, we found thatin an organization as large and decentralized as ours, ittakes considerable time to organize, co-ordinate, andimplement national action plans.


Given these challenges, we can be proud of the progress wehave made on our commitments over the last three years.We can be equally proud of the lessons we’ve learned,which will make the next three years even more successful.

As we continue our efforts to put the appropriatemechanisms in place for managing our environmentalimpacts, we are also learning that SD is not a matter ofdiminishing returns. We are reaping clear benefits. Forexample, through joint participation by several federaldepartments, the CCRA, and a private sector energycompany, the Ottawa Technology Centre achieves anestimated annual energy saving of just under $500,000. TheBurnaby-Fraser Tax Office received an Earth Award in theinternational Green Building Challenge ‘98 from theBuilding Owners and Managers Association. The awardrecognized innovations in green design related to indoorair quality and energy management. We are increasing ourcompliance assurance, reducing our potential forenvironmental risks and liabilities, increasing our efficiencywith regard to natural resource consumption, enhancingour accountability and reporting capacity, and meeting, inpart, our commitment to responsible governance. We canbe certain that our current investment in a strongenvironmental management regime will produce long-termenvironmental and financial benefits for our organization,and for Canadians.

Our SD vision

Within the scope of our mandate, we will contribute to aprosperous economy, a vibrant and just society, and ahealthy environment for current and future generationsby fostering the integration of economic, social, andenvironmental considerations into our decisions andactivities.

Our updated SD Strategy reflects the findings from themanagement review of our first SD Strategy, views ofstakeholders, expectations of the CESD, and changes in ouroperating environment since the tabling of the firststrategy.

Where we are going


The review process and consultations confirmed that thecourse we charted with our 1997 strategy was, and still is,appropriate for our organization. However, we have roomto improve in several areas.

We want this strategy to move us rapidly from plan toresults, and to connect with the people and programs thatcan make a difference. We also want this strategy to alignmore closely with our corporate initiatives and our corebusiness planning processes.

The most noticeable change we made in the updatedSD Strategy is in the layout of our goals: there are now fourgoals rather than three. Two of the goals are facilitative anddirected to managers and employees. They are intended toenable our key contributors to integrate SD “thinking anddoing” into all aspects of our business. By achieving resultsfor these goals, we will ultimately achieve results for theother goals.

The other two goals are substantive in nature. The expectedresults for these goals are reduced impacts of both ouroperations and programs on the environment. Pollutionprevention, resource conservation, and limitingenvironmental risks and liabilities, which were objectives ofthe 1997 SD Strategy, are still very much a part of the newSD Strategy.

Our new goals are:

n Prepare managers to contribute to SD

n Enable employees to contribute to SD

n Green operations to contribute to SD

n Enhance programs to contribute to SD

Another change we made is in aligning the SD Strategywith the business planning cycle. Our SD Strategy will beimplemented from April 1, 2001, to March 31, 2004.

The overall results we anticipate from the updatedSD Strategy are:

n strengthened leadership;

n an increasingly skilled, and motivated workforce;

n enhanced compliance with environmental legislation andregulations;

n reduced environmental impacts;


n increased efficiencies (financial and environmental)related to our consumption of energy, water, paper, andnon-green goods;

n increased employee and client satisfaction; and

n an enhanced corporate image.

Guiding principles In updating the SD Strategy, we adopted the followingprinciples to guide our action:

leadership: We will promote SD through our actions, aswell as policies and programs.

accountability: We will define and be held accountable forour role in supporting SD.

integrated decision-making: We will promote theintegration of SD into our decision-making rules, processes,and institutions.

informed decision-making: We will provide necessaryknowledge and information to support SD.

results-based approach: Our actions will ensuremeasurable progress towards SD.

shared responsibility and co-operation: SD is theresponsibility of the entire Government and of allCanadians. We will work with colleagues, clients, andpartners wherever possible to achieve our shared goals andobjectives.

environmental stewardship and compliance: We will meetor exceed federal environmental legislation and implementbest practices for environmental issues related to projectassessments, procurement, waste, energy, water, and paperuse.


Our SD goals andobjectives

The following section outlines the goals, objectives, andresults we expect to achieve from our SD Strategy betweenApril 1, 2001, and March 31, 2004. The complete action planwith performance measures, accountability, and partnershipsis shown on pages 34-49 of this document.

Goal 1 – Preparemanagers to contributeto SD

Over the past decade, ‘ethical’ concerns have grown from beinga relatively minor business consideration into an integral partof the executive decision-making process for many companies.(Olev Edur, “Giving Back,” CMA Management,July/August 2000, p. 15)

SD is a horizontal initiative that cuts across all businesslines, regions, operations, and programs. It hasgovernment-wide, as well as global implications. Asmanagers of a major organization, we have a corporateresponsibility to ensure that our business is part of the SDsolution rather than the problem.

The basis of SD is integrated decision-making. Traditionally,decisions have been based primarily on financial implications.Implementing SD requires that decision-makers take aholistic approach and consider the potential environmentaland social consequences of the proposed decision, as wellas the financial consequences. We might well call thisgreening our decisions, because we are already very adeptat assessing the financial side of the equation.

Managers have a critical leadership role to play in bringingSD into the corporate culture by demonstrating the changefrom traditional to holistic thinking. Managers can alsobring SD into the workplace as promoters of corporatevalues, communicators, mentors, and role models.

The next few years will see our organization conduct anadministrative renewal aimed at supporting more effectiveplanning, decision-making, resource management, andaccountability. This initiative has the potential to help ourorganization efficiently measure and monitor progress on anumber of our SD Strategy objectives.

Managers of operational areas of the organization arecurrently strengthening the environmental managementsystem (EMS) for their operations. The EMS will help bringmore discipline and proactive management to ourenvironmental issues and opportunities by introducing asystematic approach to identifying issues, planning actions


to mitigate the issues, monitoring the results of the actions,and taking corrective action to ensure continuousimprovement. The process will also allow us to providemore accurate and meaningful environmental performanceinformation to stakeholders.

As managers of all corporate, operational, or programareas, we will achieve Goal 1 by:

1. demonstrating leadership and commitment byrecognizing SD as a corporate value, implementing theSD policy, and linking the SD Strategy to existingcorporate initiatives and planning processes;

2. raising the level of our SD awareness and increasing ourSD skills and knowledge at all levels in the organization;

3. practicing integrated decision-making related toprograms, policies, and operations;

4. strengthening management systems, performancemeasurement frameworks, and monitoring systems totrack progress on our SD commitments; andpromoting continuous improvement for SD results.

We will also implement best management practices forenvironmental issues related to paper consumption,procurement, waste management, energy efficiency, andland use, fleet, and water management.

The result we expect is a management team fully aware,committed, and supportive of efforts to increase positiveimpacts of our operations and programs on the economy,society, and the environment.

Goal 2 – Enableemployees tocontribute to SD

The success of greening government in your department oragency will depend upon the cooperation, acceptance andinvolvement of the employees. (Communicating GreeningGovernment, Environment Canada, 1996, p. 2)

The CCRA has a substantial workforce of energetic,capable, and community-oriented employees who havedemonstrated tremendous capacity for professionalism andachievement. Imagine the significant results we wouldrealize if all of our employees were mobilized andmotivated to green our workplace.

One of the most consistent messages we heard during theinternal consultations was that we need to work harder to


raise the level of SD awareness among our employees andprovide them with opportunities to get involved in SDinitiatives.

As an organization we will work together to enable ouremployees to contribute to SD by:

1. providing them with opportunities to demonstratetheir commitment to SD;

2. raising the level of SD awareness and increasing SDskills and knowledge;

3. helping employees implement best managementpractices for environmental issues related to paperconsumption, procurement, waste management,energy efficiency, and land use, fleet, and watermanagement; and

4. encouraging employees to participate in CCRA-endorsedSD initiatives, such as the commuter challenge.

The result we expect is a workforce 43,000 strong, that isfully committed to doing its part to increase positiveimpacts on the economy and the environment, and in doingso, improve the quality of life for Canadians.

Goal 3 – Greenoperations tocontribute to SD

Environmental management system: An environmentalmanagement system (EMS) is that part of the overallmanagement system which includes organizationalstructure, planning activities, responsibilities, practices,processes, procedures and resources for developing,implementing, achieving, reviewing and maintaining theenvironmental policy.

“Getting our own house in order” is currently the mosttangible and immediate way for the CCRA to makesubstantive contributions to SD. Through efficient andenvironmentally responsible management of our physicaloperations, we can benefit the quality of life of ouremployees and Canadians, and the economy.

One of the main commitments of the 1997 SD Strategy wasto develop and implement an EMS for our key operationsby March 31, 2002. These operations were identified as ourpriority custodial facilities, fleet, procurement, informationmanagement, and laboratory.


The implementation audit that was conducted on ourSD Strategy in 1999 confirmed that we have numerouselements of an EMS in place for many of our aspects.However, we also have some critical gaps to close,primarily in the areas of documentation, monitoring andmeasuring.

The ultimate aim of an EMS is to be able to demonstratereduced impacts on the environment and resourceefficiencies. This is achieved by setting realistic targets andsystematically measuring and monitoring progress in acycle of continuous improvement.

While the process sounds straightforward, we learned overthe past three years that in reality, it is not. Crediblereporting requires credible baseline information andrealistic targets. It also depends on an efficient means ofmeasuring and monitoring results. Obtaining thefundamental baseline information in an organization aslarge and decentralized as ours, has proven to be resourceintensive, time-consuming, and a sometimes onerous task.It is critical however.

We will continue to develop and implement an EMSconsistent with the ISO 14001 standard. As a result of whatwe have learned, we refined our commitment to focusresources on the significant environmental aspects of ourkey operations. By March 31, 2002, we will have in placeenvironmental management programs for all of ourenvironmental aspects. These programs are keycomponents of an EMS and as we implement them over thecourse of this strategy we will see our EMS move closer tobeing fully operational.

Our environmental aspects, confirmed by our EMCommittee, include: procurement, paper, solid waste, landuse management (which includes storage tanks, capitalconstruction, compliance with environmental legislation,and contaminated sites), energy, water, equipmentcontaining ozone depleting substances (ODS), hazardousmaterials and fleet vehicles.

Also, by March 31, 2002, we will have fully implemented allelements of the performance measurement framework forstorage tanks and equipment containing ODS.


The Environmental Management Cycle

CCRAEMS

environmentalmanagementprogramsdeveloped

performance measure, monitor and report

managementreview andcorrectiveaction

contin

ual

impr

ovem

ent

For facilities related issues, our 1997 SD Strategy focused onour owned facilities. Our updated SD Strategy willcontinue this work, but will also begin work in earnest onour vast portfolio of leased facilities. For the most part, thiswill require that we work closely with our serviceproviders to define specific roles and responsibilities on aproject-specific basis. Some of the responsibilities includeobtaining baseline information, assessing opportunities toincrease performance, setting achievable targets,implementing initiatives, and measuring, monitoring, andreporting progress. See Appendix 5 for detailedinformation about our roles and responsibilities.

To support the achievement of Goal 3 we will pursue thefollowing objectives and activities:

1. demonstrate leadership and commitment to SD bycontinuing to develop and implement an ISO 14001-compatible EMS for identified environmental aspectsin key operations;

2. increase the practice of integrated decision-makingrelated to major operational decisions by issuingguidelines for planners;

3. measure, monitor, and promote continuousimprovement by developing or refining administrativesystems to track performance on commitments;


4. enhance or develop new partnerships to achieve SDgoals and objectives, which includes:

n support for the co-ordinated federal approach forgreening operations initiative by implementingcommitments that are in line with the federaldirection for SD;

n continued participation with other departments andagencies in the climate change initiative and otherpriorities for greening operations; and

5. meet or exceed federal environmental legislation andimplement best management practices for significantaspects.

The results we expect to achieve are reduced impacts on theenvironment, and increased compliance assurance resultingfrom enhanced management systems.

Goal 4 – Enhanceprograms to contributeto SD

The government-wide SD Strategy process is challengingdepartments to take a broader perspective on the implicationsof what they do in order to protect and promote the well-beingof people and the environment that supports them.(8.21 CESD Report, 1998)

We believe that we have significant potential to contributeto and promote SD beyond our internal operations. Thepotential lies in the programs we deliver to carry out ourmission, and with our many clients, partners, andstakeholders.

Goal 4 is about showing leadership in an area of increasingpublic concern because how we conduct our business sendsclear signals about our values to our vast network ofclients, stakeholders, and partners.

For example, our position at every border crossing as thefirst point of contact for visitors represents a uniqueopportunity to showcase Canada’s commitment to SD toover 100 million travellers to Canada every year.Furthermore, we are in touch with all Canadians throughthe administration of Canada’s income tax and benefitsprograms. These are two tremendous opportunities todemonstrate leadership and showcase the Government’sand our commitment to SD.


We have a long list of partners in the government withwhom we can work to achieve these objectives. Over thenext few years, as our organization achieves its corporateobjectives to expand partnerships with other levels ofgovernment, and to play a more active role internationally,we will also open up more opportunity to collaborate.

Currently we strive to provide fair, easy, quick, andconvenient processes for our clients. We can also ensurethat these processes encourage paperless, environmentallyresponsible options, wherever possible. In developingchanges to our programs, we can use our vast network ofstakeholder connections to consult on our opportunities tocontribute, and help them contribute, to sustainabledevelopment.

During the next term of the SD Strategy, we will enhanceour core business programs by:

1. demonstrating leadership and commitment to SD by:

n exploring ways to communicate our SD values toclients, partners, and stakeholders; and

n implementing specific initiatives that helpencourage compliance with Canadian laws, thatprotect the health and safety of Canadians, andpromote eco-efficiency;

2. increasing the practice of integrated decision-makingrelated to new program planning;

3. measuring and monitoring impacts of programs onSD;

4. enhancing or developing new partnerships in supportof shared SD objectives; and

5. greening program delivery options to reducedependence on paper, reduce waste, and promotegreen procurement.

The results we expect to achieve are increased clientsatisfaction and an enhanced corporate image.


Our SD action plan The SD Strategy 2001-2004 contains a summary of actionplan commitments that will be undertaken over the nextthree years. It is the national strategy upon which regionalstrategies and action plans will be based. A complete list ofaction plan commitments that have been made by allbranches and regions will be consolidated in an internalcompanion document.

The following charts outline the goals, objectives, andaction plan commitments that we will implement, measure,and monitor over the next three years. The objectives arecommon to most of the goals and define specific,measurable action plan commitments that we will pursueto deal with our issues.

Performance measures will help us assess how well we aredoing. While many of our measures currently focus onoutputs, as we progress in our understanding of “appliedSD,” we will move towards results-based reporting thatwill answer the question: Are we making a difference?

Wherever possible, our commitments to green governmentoperations, presented in Goal 3, utilize performancemeasures that were developed, as guidance, by theinterdepartmental committee on PerformanceMeasurement for Sustainable Government Operations(PMSGO), in which the CCRA participates. We support themove towards the use of common performance measuresacross Government that will simplify reporting toParliament. We will continue to work with otherdepartments and agencies to achieve this where feasible.

Many of our commitments will be implemented incollaboration with colleagues in our organization, as well asin other organizations. The last column of the action planchart identifies internal accountability for the commitment,the Office of Primary Interest (OPI), the internal Office ofCollaborating Interest (OCI), as well the externalpartnerships that will help achieve the commitment.

How we will get there


GOAL 1: PREPARE MANAGERS TO CONTRIBUTE TO SD

SD Issue: commitment to SDGuiding Principles: leadership and integrated decision-making

Objectives Action Plan Commitments

1.1 demonstrate leadership and commitment to SD 1.1.1 recognize SD as a corporate value

1.1.2 finalize the SD policy

1.1.3 fully integrate SD into the business planning andreporting processes to support the horizontal nature of SD

1.1.4 link our commitment to SD with appropriate messages inthe CCRA Leadership Program

1.2 increase practice of balanced decision-makingrelated to programs, policies, and operations

1.2.1 develop and implement guidelines for integrating SD intonew business plans and proposals to ensure that allaspects of SD are considered

SD Issue: engage and support managers and employeesGuiding Principle: informed decision-making

1.3 raise the level of SD awareness; increase SDskills and knowledge

1.3.1 develop/implement a SD learning strategy formanagement

1.3.2 review ongoing learning programs to identify SDawareness/training opportunities

1.3.3 provide managers with guidance material to supportenvironmental stewardship and compliance

SD Issue: strengthen management systemsGuiding Principle: results based approach

1.4 measure, monitor, and promote continuousimprovement

1.4.1 integrate SD considerations into key corporatemanagement tools

1.4.2 perform periodic reviews of SD Strategy implementationand report findings to senior management in conjunctionwith regular audit program

1.4.3 conduct a management review of the SD Strategy 2001-04and update the SD Strategy for 2004-2007

1.4.4 close significant gaps in the management and controlsystem for the SD Strategy, in particular, documentingprocedures and implementing a process fornon-conformance and corrective action

Legend:

CAB Corporate Affairs BranchFAB Finance and Administration BranchHRB Human Resources Branch


Target Date Scope of Application Performance Measures Accountability/Partnership(OPI/OCI/Partner)

March 31, 2002 CCRA-wide n corporate values CAB /-/-

March 31, 2002 CCRA-wide n SD policy FAB/branches, regions /-

March 31, 2003 CCRA-wide n Corporate Business Plann branch business plansn annual performance

report

CAB/branches/-

April 1, 2001 CCRA-wide n enhanced LeadershipProgram

HRB/-/-

March 31, 2002 CCRA-wide n guidelines FAB/branches, regions/-

March 31, 2002 CCRA-wide n learning strategy HRB/FAB/-

March 31, 2003 CCRA-wide n results of reviewsn increase in number of

training programs thatinclude SD awarenesstraining

HRB (Employee Services)/-/-

March 31, 2002 CCRA-wide n guidance for managers FAB/branches, regions /-

March 31, 2002 CCRA-wide SD integrated into:n balanced scorecardn risk management policyn quality service initiative

CAB/-/-

To be determined inconjunction with annualaudit agenda

CCRA-wide n audits CAB/branches, regions/-

December 31, 2003 CCRA-wide n management review ofSD Strategy 2001-04

n SD Strategy update for2004-07

CAB/FAB/-

FAB/ branches,regions/stakeholders

March 31, 2002 CCRA-wide n documentationn audit

FAB/branches, region/-


GOAL 2: ENABLE EMPLOYEES TO CONTRIBUTE TO SD

SD Issue: commitment to SDGuiding Principle: leadership


2.1 demonstrate leadership and commitment to SD 2.1.1 create opportunities for employees to pledge commitmentto SD

SD Issue: engage and support managers and employeesGuiding Principle: informed decision-making

2.2 raise the level of SD awareness; increase SDskills and knowledge

2.2.1 create and maintain opportunity for employees to shareSD success stories, initiatives, and comments

2.2.2 provide employees with guidance material to helpsupport environmental stewardship initiatives

2.2.3 encourage participation in CCRA-endorsed SD initiatives,such as the annual commuter challenge

GOAL 3: GREEN OPERATIONS TO CONTRIBUTE TO SD


3.1 demonstrate leadership and commitment toSD by continuing to develop and implementan environmental management system thatconforms with the ISO 14001 model

3.1.1 finalize CCRA environmental policy

3.1.2 develop environmental management programs (EMPs) forall identified environmental aspects:

– procurement– paper– solid waste management– land use management– energy– water quality and conservation– fleet– ozone depleting substances (ODS)

3.1.3 fully implement all elements of a performancemeasurement framework for:

– storage tanks– ODS management

Legend:

CB Communication BranchFAB Finance and Administration BranchPWGSC Public Works and Government Services Canada

RPSDD Real Property and Sustainable Development Directorate


Target Date Scope of Application Performance Measures Accountability/Partnership(OPI/OCI/Partner)

Commencing April 1, 2001 CCRA-wide n employee commitment FAB/ branches, regions/-

Commencing April 1, 2001 CCRA-wide n increase in number ofopportunities forexchange of information

FAB/CB/-

March 31, 2002 CCRA-wide n guidance material FAB/-/-

Ongoing CCRA-wide n increased level ofparticipation

FAB/branches,regions/other governmentdepartments

November 30, 2001 CCRA-wide n policy approval FAB/branches, regions/-

March 31, 2002 CCRA-wide n number of EMPsprepared

FAB/branches, regions /-

March 31, 2002

March 31, 2002

CCRA-owned facilities

CCRA-owned facilities andCCRA-owned halonsystems in leased facilities

n performancemeasurementframework anddocumentation

FAB (RPSDD)/regions/PWGSC or other serviceprovider



3.2 increase practice of integrateddecision-making related to programs,policies, and operations

3.2.1 develop and pilot the use of SD guidelines for integratingSD into the development of operational resourceproposals to ensure all aspects of SD are considered

SD Issue: strengthen management systemsGuiding Principle: results based approach

3.3 measure, monitor, and promote continuousimprovement

3.3.1 develop/refine appropriate administrative systems totrack performance on environmental and SDcommitments

SD Issue: enhance partnershipsGuiding Principle: cooperation

3.4 enhance or develop new partnerships tosupport shared SD objectives

3.4.1 continue participation in interdepartmental committees,working groups, and initiatives related to theenvironment and SD

SD Issue: reduce impacts on the environmentGuiding Principles: environmental compliance and stewardship

3.5 meet or exceed federal environmentallegislation and regulations, and implementbest management practices forenvironmental issues

3.5.1.1 review/assess current Materiel Management Certificationcourses for green content

3.5.1 procurement 3.5.1.2 pilot green procurement training program withHeadquarters’ procurement officers; share results of pilotwith others

3.5.1.3 introduce environmental specifications into NationalIndividual Standing Offers (NISOs)

3.5.1.4 increase the number of clauses that give consideration toSD-green procurement into the contractual process,including selection criteria for Requests for Proposals(RFPs)

Legend:

FAB Finance and Administration BranchITB Information Technology BranchRPSDD Real Property and Sustainable Development Directorate

MMD Materiel Management Directorate


Target Date Scope of Application Performance Measures Accountability/Partnership:(OPI/OCI/Partner)

March 31, 2003 FAB (RPSDD) and regions n guidelines

n results of pilot

FAB (RPSDD)/regions /-

March 31, 2003 CCRA-wide n corporate administrativesystem and/or otheradministrative systemsfor trackingperformance andcommitments

FAB/ITB/-

Ongoing Headquarters n participation ininterdepartmentalcommittees, etc.

FAB/branches/othergovernment departments

March 31, 2002 CCRA-wide n assessment report FAB (MMD)/-/-

March 31, 2002 Headquarters n number and percentageof purchasing officershaving received greentraining

FAB (MMD)/-/-

March 31, 2002 CCRA-wide n number of NISOs withenvironmentalspecifications

n number of call-upsagainst NISOs

FAB (MMD)/-/-

March 31, 2002 CCRA-wide n number of RFPs andcontracts includingclauses for greenprocurement

FAB (MMD)/-/-



3.5.2 paper 3.5.2.1 develop/revise procedures and standards to help reducedependence on paper in internal operations

3.5.3 waste management 3.5.3.1 divert an average of 50% solid waste from landfill inpriority CCRA-owned facilities

3.5.3.2 implement best management practices for wastemanagement including recycling at remainingCCRA-owned facilities

3.5.3.3 divert an average of 70% solid waste from landfill inpriority leased facilities

3.5.3.4 integrate the requirement for contractor to provide wastereduction plans into all major construction, renovation,and demolition projects in CCRA-owned and leasedfacilities

3.5.3.5 implement best practices and initiatives related to thedisposal (recycling/reusing) of obsolete or surplus goods

Legend:

CAB Corporate Affairs BranchFAB Finance and Administration BranchIMD Information Management DirectorateMMD Materiel Management Directorate

PWGSC Public Works and Government Services CanadaRPSDD Real Property and Sustainable Development Directorate



March 31, 2002 CCRA-wide n electronic documentmanagement standards

FAB (IMD)/-/-

Ongoing CCRA-wide n increase in electronicforms, policies andprocedures, andsubmissions

FAB/-/-

March 31, 2002 Headquarters n protocol for submissionsto senior managementand Board committees

CAB/-/-

March 31, 2003 Headquarters n the electronicsubmission ofdocuments to theNationalArchives/NationalLibrary

FAB (IMD)/-/NationalArchives and NationalLibrary

March 31, 2003 priority CCRA-ownedfacilities, where feasible

n amount of solid wastesent to disposal

n percentage of localdiversion servicesutilized


March 31, 2004 remaining CCRA-ownedfacilities, where feasible

n number and % oflocations with solidwaste reductionprograms


March 31, 2004 priority leased facilities,where feasible (to bedetermined in consultationwith regions, serviceproviders)

n number and % ofbuildings with solidwaste reductionprograms

n amount of solid wastesent to disposal

FAB (RPSDD)/branch,region/PWGSC or otherservice provider

March 31, 2002 all major construction,renovation, and demolitionprojects in CCRA-ownedand leased facilities

n number of projects withwaste diversionspecifications


March 31, 2002 CCRA-wide n national disposalguidelines forpublications no longerrequired

FAB (IMD)/-/CanadianBook Exchange Centre

March 31, 2002 CCRA-wide n review of existingdisposal guidelines foropportunities tointegrate SDconsiderations

FAB (MMD)/-/-

December 31, 2002 CCRA-wide n implementation ofsurplus uniformsdonations program andstudy/donation report

FAB (MMD)/regions/-



3.5.4 energy 3.5.4.1 develop and communicate best management practices forenergy efficiency

3.5.4.2 continue to participate in federal climate change initiatives

3.5.4.3 negotiate the inclusion of energy efficiency measures atleased facilities

3.5.4.4 implement energy and water conservation measuresassociated with the Federal Buildings Initiative (or otherprograms) when an energy assessment has demonstratedthat it is cost effective

3.5.4.5 incorporate energy efficiency measures, including the useof renewable energy alternatives, into major constructionand renovation projects where feasible and cost effectivewith life-cycle payback

3.5.5 land use management

• compliance assurance related to theCanadian Environmental AssessmentAct (CEAA)

3.5.5.1 strengthen protocol to monitor/report on follow-upactivities recommended by environmental assessmentscreening reports

• capital construction/renovation 3.5.5.2 implement measures to ‘green’ new capital constructionprojects

• compliance assurance with theCanadian Environmental ProtectionAct (CEPA) and the Registration ofStorage Tank Systems forPetroleum Products and AlliedPetroleum Products on FederalLands Regulations

3.5.5.3 strengthen protocol to demonstrate compliance withCEPA and the Registration of Storage Tank Systems forPetroleum Products and Allied Petroleum Products onFederal Lands Regulations

• compliance with federal policies oncontaminated sites

3.5.5.4 strengthen protocol to demonstrate compliance with thefederal policies on contaminated sites

3.5.5.5 assess and remediate contaminated sites consistent withbest practices

Legend:

FAB Finance and Administration BranchNRCan Natural Resources Canada

PWGSC Public Works and Government Services CanadaRPSDD Real Property and Sustainable Development Directorate



September 30, 2001 CCRA-wide n best managementpractices for energy

FAB (RPSDD)/branch,region/NRCan, PWGSC orother service provider

To be done in conjunctionwith federal climate changeinitiative

CCRA-owned facilities n participation ininitiatives

FAB/-/federal climatechange initiative

March 31, 2002 priority leased facilities,where feasible

n number and percent ofbuildings havingundergone an energyaudit and retrofit

FAB (RPSDD)/region/NRCan, PWGSC or otherservice provider

March 31, 2002 priority CCRA-ownedbuildings

n energy assessments

n amount of energy saved

FAB (RPSDD)/region/NRCan, PWGSC or otherservice provider

March 31, 2002 major construction andrenovation projects relatedto owned facilities

n number and percent ofconstruction/renovationprojects using energyefficiency specifications

n number and percent ofcapital projects havingcompleted a renewableenergy screening

FAB (RPSDD)/region/NRCan, U.S.A., PWGSC orother service provider,others

March 31, 2002 all projects subject toCEAA

n EM framework anddocumentation

n number and percentageof projects reviewed forapplicability of theCEAA


Ongoing all capital construction andmajor renovation projects

n number of greeninitiatives incorporatedper project


March 31, 2002 CCRA-owned facilities n total number ofregistered storage tanksystems

n number and percentagein compliance withguidelines

FAB (RPSDD)/regions/-

March 31, 2002 CCRA-owned facilities n EM framework anddocumentation


Ongoing CCRA-owned facilities n number and percentageof sites classified underthe NationalClassification System forContaminated Sites

n number of sitesremediated




3.5.6 ozone depleting substances (ODS)management

3.5.6.1 manage inventories to reduce releases of ODS consistentwith the Federal Halocarbon Regulations

3.5.6.2 implement management plan to convert/replace ODSinventories with alternative substances or technologies

3.5.7 fleet management 3.5.7.1 reduce fleet emissions by increasing number ofalternative fuel vehicles in compliance with theAlternative Fuels Act

3.5.7.2 continue reporting on compliance with the AlternativeFuels Act

3.5.7.3 coordinate fleet awareness training as opportunities arisethrough government initiatives on climate change

3.5.8 water management 3.5.8.1 strengthen protocol for water quality management

3.5.8.2 develop and communicate best management practices forwater conservation

3.5.8.3 incorporate water conservation measures into majorconstruction and renovation projects where feasible

3.5.9 hazardous substances management 3.5.9.1 review hazardous materials management

3.5.9.2 develop strategies and action plans as required

3.5.9.3 strengthen protocol for Workplace Hazardous MaterialsInformation System (WHMIS)

3.5.10 environmental emergencies 3.5.10.1 strengthen protocol for environmental emergencies

Legend:

FAB Finance and Administration BranchMMD Materiel Management DirectoratePWGSC Public Works and Government Services CanadaRPSDD Real Property and Sustainable Development Directorate



Commencing April 1, 2001 CCRA-wide – locationswith ODS containingequipment

n number of sites withODS inventories

n number and percentageof sites with ODSmanagement plans


March 31, 2003 CCRA-wide – locationswith ODS containingequipment

n number and percentageof replacements usingalternative substances

FAB (RPSDD, MMD)/regions/-

By April 1, 2001 CCRA-wide n number and percentageof alternative fuelvehicles

FAB (MMD)/regions/-

Annually CCRA-wide n Annual Report FAB (MMD)/regions/-

March 31, 2003 CCRA-wide n number and percentageof personnel havingundergone fleetawareness training

FAB/regions/federalclimate change initiative

March 31, 2003 CCRA-owned facilitiesusing well water

n EM framework anddocumentation

FAB (RPSDD/regions/PWGSC or other serviceprovider

March 31, 2002 CCRA-owned facilities n best managementpractices


Commencing April 1, 2001 CCRA-owned facilities n number of waterconservation measuresincorporated into majorconstruction andrenovation projects


March 31, 2003 (assessment)

March 31, 2004(program requirements)

CCRA-wide n assessment report

n EM programrequirements

FAB (RPSDD, MMD)/ tobe determined/-

To be determined CCRA-wide n action plans FAB (MMD)/-/-

March 31, 2003 CCRA-wide n EM framework anddocumentation

FAB (MMD)/-/-

March 31, 2002 CCRA-wide n EM framework anddocumentation

FAB (Security)/regions/-


GOAL 4: ENHANCE PROGRAMS TO CONTRIBUTE TO SD



4.1 demonstrate leadership and commitment toSD through our programs

4.1.1 explore ways to communicate our commitment to SD toclients, partners, and stakeholders, and encourage theirsupport

4.1.2 implement specific initiatives that help encouragecompliance with Canadian laws, protect the health andsafety of Canadians, and promote eco-efficiency

4.2 increase practice of integrated decision-making related to programs, policies, andoperations

4.2.1 integrate SD into program management tools andpractices

4.2.2 integrate consideration of SD into development of newprogram proposals and initiatives

SD Issue: Strengthen management systemsGuiding Principle: results based approach

4.3 measure and monitor impacts of programs onSD and promote continuous improvement

4.3.1 explore ways to measure and report performance resultsof programs on all three aspects of SD

Legend:

Customs Customs BranchMPDDD Major Project Design and Development DirectoratePLB Policy and Legislation Branch



March 31, 2004 CCRA-wide n commitments forSD Strategy 2004-2007

Program branches/-/-

March 31, 2004 Administrative MonetaryPenalty System (AMPS)

n AMPS results asreported in theDepartment PerformanceReport (DPR)/annualreport

Customs (MPDDD)/-/-

March 31, 2004 migration health program n Migration healthprogram results asreported in theDPR/annual report

Customs (MPDDD)/-/other governmentdepartments

March 31, 2004 pre-approval permitprograms

n Pre-approval permitprograms results asreported in theDPR/annual report

Customs (MPDDD)/-/-

March 31, 2004 Service ManagementFramework

n SD in ServiceManagementFramework

PLB/provinces andterritories/-

March 31, 2002 Business DevelopmentStrategy

n SD in BusinessDevelopment Strategy

PLB/-/-

April 1, 2001 Customs Self-Assessmentinitiative

n SD in Customs Self-Assessment initiative

Customs/-/-

Commencing April 1 ,2001 Headquarters n annual business plans Program branches/FAB/-

March 31, 2004 to be determined n SD performancemeasures for programinitiatives inSD Strategy 2004-2007

Program branches/-/-


SD Issue: enhance partnershipsGuiding Principle: cooperation


4.4 enhance or develop new partnerships tosupport shared SD objectives

4.4.1 incorporate SD considerations into consultations withpartners

4.4.2 continue to work with other government departments insupport of SD

SD Issue: reduce impacts on the environmentGuiding Principles: environmental compliance and stewardship

4.5 implement best management practices forenvironmental issues in program delivery:

4.5.1 advance the use of electronic service delivery optionsand/or streamline paper-based transactions with the aimof reducing the use of paper:

• paper consumption• procurement

4.5.1.1 – implement electronic service delivery options

• waste 4.5.1.2 – implement the Correspondence Issue ManagementSystem

4.5.1.3 – play lead role in global e-commerce industry bypromoting e-filing and telefiling

4.5.1.4 – negotiate the filing of RRSP listing to reduce need forpaper filing

4.5.1.5 – develop e-filing of objections through the Internet

4.5.1.6 – develop web-based training on Blueprint initiatives4.5.1.7 – review forms and publications and expand use of Web

site for distribution of information to clients

4.5.1.8 – convert archival information onto software

4.5.1.9 – reduce paper in charities tax package(T3010 information return) by approximately 33%

Legend:ACB Assessment and Collections BranchAppeals Appeals BranchCustoms Customs BranchDFAIT Department of Foreign Affairs and International Trade

GTIS Government Telecommunications and Informatics ServicesITB Information Technology BranchPLB Policy and Legislation Branch



June 2001March 31, 2004

March 31, 2004

Annual

n E-commerce conferencen Memoranda of

Understanding (MOU)with partners

n Voluntary Sector JointInitiative Action Plan

n Annual consultationprocess, RegisteredPlans Division, PLB

n SD content at conferencen SD content in Memoranda

of Understanding withpartners

n SD considerations inaction plan

n SD content incorporatedinto consultationprocess

PLB/-/other governmentdepartments

PLB (Registered PlansDivision)/-/-

March 31, 2004 trade and bordercompliance plan

n the identification ofhealth and safety issues

Customs/-/Health Canada

March 31, 2004 customs procedures andelectronic transactions

n increase in paper-freeinternational customstransactions for AsiaPacific EconomicCooperation and FreeTrade Agreement of theAmericas trade facilitationinitiatives

Customs/-/DFAIT

Ongoing varies with specificinitiative

n results of electronic servicedelivery initiatives

ACB, ITB/-/GTIS

March 31, 2005 Headquarters n Correspondence IssueManagement System

PLB (Registered PlansDivision)/-/-

March 2004 CCRA-wide n results of promotinge-filing and telefiling

PLB/-/-

December 31, 2002 CCRA-wide n paper reduction resultsof RRSP listing initiative

PLB /-/-

March 2002 Headquarters n paper reduction resultsof initiative

Appeals/-/-

March 31, 2004 Customs Branch n results of initiative Customs/-/-March 31, 2004 Customs Branch n E-commerce initiatives

n Electronic reportdownloads

n AMPS Web siten Use of Government

On-Line Initiative

Customs/-/-

March 31, 2004 Income Tax Rulings, Policyand Legislation Branch

n number of converteddocuments

PLB (Income TaxDirectorate)/-/-

March 31, 2004 Charities tax package n paper reduction results PLB (CharitiesDirectorate)/-/-


Implementation plan Roles and responsibilities for SD Strategyimplementation and reporting

The SD Strategy will be implemented over the next threeyears with co-operative efforts of the entire organization.Our SD program is currently supported at Headquarters bya dedicated unit that co-ordinates the development andimplementation of:

n the overall SD Strategy, which applies to the entireorganization;

n the EMS, which applies to operations; and

n specific environmental initiatives that may involveHeadquarters and/or regional offices.

Senior management involvement – SD Strategy planningand reporting has the involvement and approval of seniormanagement at all critical stages: issue identification,drafting goals and objectives, action planning, andperformance reporting. SD commitments are reflected inthe accountability contracts of senior management and inperformance agreements. Progress on SD commitments arereported to our Agency Management Committee and Boardof Management.

Our SD network – Each branch, region, and operationalfunction in the organization has a SD representative who isresponsible for co-ordinating SD planning and reportingactivities within his or her area of responsibility, andobtaining senior management approval. In many cases,branches and regions have established SD committees toassist in the task.

Our EMS network – Each directorate of the Finance andAdministration Branch is a functional authority for one ormore operational areas of the CCRA. Each area hasidentified an EMS co-ordinator who is responsible forco-ordinating the development and implementation of theEMS for that area, in consultation with designated EMSco-ordinators in the regions.

The SD Strategy planning and reporting process isconsistent with the branch business planning and reportingprocess. Headquarters in Ottawa is responsible forco-ordinating the overall SD planning, policy development,and reporting function, in consultation with the regions. Itprovides advice and guidance and helps co-ordinate the


development of regional plans to ensure consistency withthe corporate strategy and plan.

Headquarters: Headquarters is also responsible forconsolidating SD performance information for the annualreports to Parliament (Departmental/Annual PerformanceReport), the Board, and management and employees of theCCRA (Performance Report on Sustainable Development).The performance reporting process gives management theopportunity to review progress regularly and identify theneed for any corrective action.

The SD Strategy is subject to scrutiny by the Board ofManagement and review functions such as Internal Auditand Program Evaluation. It is also subject to audit by theCESD. It is the responsibility of Headquarters toco-ordinate input and respond to audit enquiries asrequired.

Regions: Our regions are critical to the success of theSD Strategy and each branch and directorate will workwith its regional counterpart in the development of anappropriate regional SD Strategy action plan that contributesto the corporate plan.

Regional offices define specific roles and responsibilities formeasuring, monitoring, and reporting on their SDcommitments at the local level. They are also responsiblefor consolidating local SD performance information into aregional report for submission to Headquarters.

Partnerships: Partnerships form another important successfactor for SD implementation at Headquarters and in theregions. Headquarters maintains a liaison with othergovernment departments and agencies through variousinterdepartmental working groups on the environment andSD. This helps ensure that our SD Strategy reflects the SDdirection and priorities of the Government and our workingpartners. We will implement many of the greeningcommitments of our SD Strategy in collaborativerelationships with service providers, other governmentdepartments and agencies, private-sector contractors, andclients.


The communities in which we are located are important tous. In planning our border facilities, we will continue toinvolve them as early as possible in proposed projects andin compliance with the Canadian Environmental AssessmentAct.

We will also continue to pursue opportunities for jointfacilities with the U.S., where appropriate, giving fullconsideration to the economic, social, and environmentalimpacts of the proposed projects on the communities inwhich they are located.

Resources for SD Strategy – The SD program in the CCRAis funded by the reallocation of existing resources. As workintensifies over the years to meet the expectations of theGovernment and the CESD, it is increasingly necessary toexamine alternative sources of funding.

Our SD Strategy in the federal context

Our SD Strategy responds to federal legislation(amendments to the Auditor General Act), federal policy(Greening Government Operations), and federal direction(Speech from the Throne; Sustainable Development inGovernment Operations: A Coordinated Approach). In theabsence of a Government of Canada SD Strategy, a draftframework for Federal SD Strategy was developed by theInterdepartmental Network on SD Strategies. Theframework identifies a common federal vision, goals, andobjectives for SD, which help provide direction and focusfor the SD strategies of individual departments andagencies.

The following diagram summarizes our SD program andits link to overall government policy implementation. The 6key elements of our part of the federal process are:

1. Thrusts – two main thrusts drive the strategy. Theyare:

n how well we green our operations; and

n the degree of success we achieve in administeringlaws and programs that are SD sensitive.


2. SD Strategy 2001-2004 – our SD Strategy is broken intoroughly three phases and covers a three-year period oftime. Each phase is designed to produce specificresults that contribute to the next phase. For example,our managers need to be aware, skilled, andcommitted to SD before they can be expected topromote employee participation and commitment.

3. The SD Strategy management program – the programis designed to support implementation andmanagement of the strategy. A functional centre hasbeen established in CCRA for this purpose. This centreprovides functional expertise and direction relative tofederal requirements, coordinates the developmentand implementation of the SD Strategy across theorganization and monitors and reports on programresults.

4. Linkages – there are accountability linkages betweenthe SD Strategy and our Business Plan, Internal Auditand Program Evaluation, and the Office of the AuditorGeneral.

5. Results – the collective results of the SD Strategy overits life cycle include results from each of the threephases.

6. Impacts – the specific, measurable impacts of theSD Strategy are viewed in terms of its two mainthrusts. This information feeds back into the federalpolicy loop where overall policy results are assessed.

This comprehensive framework establishes a transparentprocess for effective development, implementation, andmanagement of our SD Strategy, including themeasurement and monitoring of results for both internaland external purposes.


Our SD Strategy implementation calendar – OurSD Strategy will unfold in three stages over the next threeyears.

Stage 1 – 0-9 mos. – It is critical to build managementawareness and skills, and develop management tools,before promoting employee involvement in the process.This will help ensure a continuity of support and action asinitiatives are introduced and implemented.

Stage 2 – 9-21 mos. – At this stage we anticipate that wewill have the necessary support and tools in place to beginengaging all employees in the process.

Stage 3 – 21-36 mos. – At this stage of implementation, wewill have many of the critical components of a successfulprogram in place and operating. We will focus on themanagement review of SD Strategy 2001-2004 and updatingthe SD Strategy for December 2003.


Experience has shown that SD will be achieved bycontinuous incremental improvements. Our secondSD Strategy builds on the foundation that we laid with thefirst SD Strategy. It confirms the course of action that we setwith the 1997 SD Strategy: first, to get our house in orderwhile developing a deeper understanding of SD; then, toexpand our sphere of SD influence and demonstrate thesame leadership qualities in SD as we demonstrate in ourregular business activities.

Our efforts over the next three years to further integrate SDthinking into the way we do business will contributepositively to our solid and thoroughly modern corporateimage. We aim to demonstrate that we are highly sensitizedand committed to doing our part to address thesocio-economic and environmental needs of current andfuture generations. We will do this by carefully monitoringand measuring our progress, and by making incrementalimprovements over the long term.

The success of our second SD Strategy depends on thecommitment of management and employees. It is criticalthat we intensify efforts to sensitize ourselves to SD, and tostrengthen our analytical skills at all levels of ourorganization. Managers must become champions, modelingexcellence in SD decision-making to promote andencourage employee involvement. In many respects, thesuccess of the SD Strategy also depends on maintaining ordeveloping new working relationships with othergovernment departments and agencies, and private-sectororganizations.

We look forward to evolving with our colleagues andpartners as we continue on our journey towards asustainable future.

Conclusion and next steps


The CCRA’s long-standing mission is to promotecompliance with Canada’s tax, trade, and border legislationand regulations through education, quality service, andresponsible enforcement, thereby contributing to theeconomic and social well-being of Canadians.

The vision of the future is to be recognized and respectedby clients for integrity, fairness, and innovation inadministering high-quality, affordable programs. Ourprogressive stance will encourage new inter-governmentaland international partnerships, fostering greatergovernment efficiency and a stronger economic union.

Co-operation is the foundation for meeting the challengesof the future and building partnerships aimed at realizingcommon goals.

CCRA programs The CCRA delivers its programs and services along fivebusiness lines:

n Tax Services;

n Benefit Programs and Other Services;

n Appeals

n Customs Services; and

n Corporate Management and Direction.

The CCRA works on behalf of the federal, provincial, andterritorial governments as well as individuals andbusinesses to support Canada’s social and economicprogress.

We administer the Canada Child Tax Benefit, the GST/HSTcredit, the Scientific Research and ExperimentalDevelopment (SR&ED) tax credit program and numerousprovincial and territorial benefit and credit programs,which contribute to the financial and social well-being ofCanadians. We also collect federal and provincial incometaxes, GST, HST, Canada Pension Plan contributions,Employment Insurance Premiums, and customs and exciseduties. As well, we collect excise taxes and, for provinceswith agreements with the federal government, we collectprovincial sales tax, tobacco taxes, liquor markups, andlevies on non-commercial imports.

Appendix 1: Corporate profile


We also administer the border and trade aspects of theNorth American Free Trade Agreement (NAFTA) and theWorld Trade Organization (WTO) Agreement, as well asCanada’s international tax agreements with other countries.

Finally, we work in partnership with law enforcementagencies and federal departments to protect Canadians andsociety as a whole by preventing illegal and dangerousgoods and inadmissible people from entering Canada, andmonitoring the movement of controlled and regulatedgoods.

In short, the CCRA currently has 50 memoranda ofunderstanding with other government departments, manyof which involve the joint administration of legislation orthe joint delivery of programs and services.

Legislative framework The CCRA’s authority stems from the Department ofNational Revenue Act and the Canada Customs and RevenueAct, which was enacted November 1, 1999.

As part of the Public Service of Canada, the CCRA issubject to federal statutes and regulations including theFinancial Administration Act, Auditor General Act, Access toInformation Act, Privacy Act, Official Languages Act, CanadianHuman Rights Act, Canadian Environmental Assessment Actand its regulations, the Canadian Environmental ProtectionAct and its regulations, and the Fisheries Act. The CCRA isalso subject to Treasury Board financial policy. Sincebecoming an agency, it has established its own humanresources policies and does its own collective bargaining.The Agency is in the process of modernizing its humanresources regime to improve the fairness, effectiveness, andefficiency with which it manages its workforce. It is aseparate employer under the Public Service Staff RelationsAct, and appoints its own employees within the frameworkset out by the Canada Customs and Revenue Act. It also hasaccountability to establish its own administrative policiesfor matters such as real property and procurement.

The CCRA differs from Revenue Canada in three respects:

n governance arrangements;

n structure to permit greater provincial and territorialparticipation in its affairs; and


n administrative arrangements customized to its missionand operational requirements.

The Minister of National Revenue is responsible for theCCRA and is accountable to Parliament for all of itsactivities, including the administration and enforcement ofprogram legislation.

The CCRA is governed by a Board of Managementconsisting of members appointed by the Governor inCouncil.

The Board has the responsibility of overseeing theorganization and administration of the CCRA and themanagement of its resources, services, property, personnel,and contracts.

The CCRA has approximately 43,000 employees working in10 Headquarter Branches and 6 regions across the country.Customs, trade administration, and tax services areprovided at approximately 850 locations across Canada.


Our organizational structure

Minister of National Revenue

Board of Management

Commissionerand Deputy Commissioner

Senior General CounselLegal Services

Assistant CommissionerFinance and Administration

Assistant CommissionerInformation Technology

Assistant CommissionerCommunications

Assistant CommissionerHuman Resources

Assistant CommissionerCorporate Affairs

Assistant CommissionerAtlantic

Assistant CommissionerNorthern Ontario

Assistant CommissionerPrairie

Assistant CommissionerQuebec

Assistant CommissionerSouthern Ontario

Assistant CommissionerPacific

Assistant CommissionerPolicy and Legislation

Assistant CommissionerCustoms

Assistant CommissionerAssessment and Collections

Assistant CommissionerCompliance Programs

Assistant CommissionerAppeals

The Office of Primary Interest for the environment and sustainable development is with theAssistant Commissioner of Finance and Administration.


CCRA program branches Appeals Branch is responsible for resolving disputesrelating to excise tax, GST, income tax, Canada PensionPlan, and Employment Insurance legislation. The Branchprovides taxpayers and GST registrants with a redressprocess and contributes to ensuring fairness andresponsible governance.

Assessment and Collections Branch provides tax servicessuch as client assistance, registration, assessment,accounting, collection, the Child Tax Benefit (CTB), and theGoods and Services Tax Credit (GSTC).

The Branch contributes to socio-economic components ofsustainable development as a result of fosteringself-assessment and compliance. It participates ininternational activities that help strengthen compliancewith domestic and international laws, and maintains anoutreach program. The Branch has also made majorcontributions in the area of environmental responsibility withinitiatives such as Tables on Diskette (TOD).

Customs Branch is responsible for border servicesincluding the full range of facilitation, inspection, detention,collection, and enforcement activities at all ports of entry;trade policy administration including multilateral andregional trade policy; and other trade policy instrumentsand duties relief programs. It monitors and controls theimportation of firearms, drugs, and other goods.

The Customs Branch has a major role to play incontributing to all three components of sustainabledevelopment (economic, social, and environmental)through the policies, programs, and operations it carriesout at all Canadian ports of entry.

Compliance Programs Branch – The overall mandate of theCompliance Programs Branch is to enhance compliancewith the laws administered by the CCRA. The business lineconsists of a balanced approach to verification andenforcement activities including associated client assistanceand service. The Branch contributes to the socio-economicaspects of sustainable development, by fosteringcompliance with tax legislation.

Policy and Legislation Branch is responsible for CCRApolicy and intergovernmental affairs. The Branch isaccountable for the interpretation and remissionadministration of the Excise Act, the Excise Tax Act, the


Income Tax Act, Part III and Part IV of the EmploymentInsurance Act, and Part I of the Canadian Pension Plan. Itregisters and monitors charities and deferred income plans,and provides functional direction to the regions on allexcise matters, federal-provincial relations, and theco-ordination of international relations.

CCRA corporate branches Communications Branch provides communicationsresearch, planning, advice, guidance and services to theCCRA and the Minister’s office. Communications is a keyfactor in the success of any change program. TheCommunications Branch has a major role to play inensuring that management and employees are aware of therelevance of sustainable development to their activities andthe significance of sustainable development to the future.

Corporate Affairs Branch provides overall corporatedirection for the CCRA through the development of theCorporate Business Plan and annual performance reports.It provides necessary support related to corporatehorizontal issues, employee and organizational renewalinitiatives, and client service quality strategies, ministerialcorrespondence, access to information and privacy,parliamentary liaison, program evaluation, and internalaudit services. The Branch also provides secretariat servicesfor the Board of Management.

The Corporate Affairs Branch has a key role to play inpromoting the integration of sustainable development intothe corporate culture of the CCRA.

Human Resources Branch provides policies, services andprograms in the areas of staffing, training, learning, careerdevelopment, staff relations, organization, classification,human resources planning, official languages, employeeassistance and wellness, dispute resolution and recourse,compensation, employment equity and diversity, theexecutive cadre, and corporate management development.The Branch also provides strategic human resourcessupport for major change initiatives. The Human ResourcesBranch has a significant impact on SD in the areas of equityand diversity as well as in ensuring that management andemployees have the knowledge and skills to integratesustainable development into the way decisions are madeand how our business is conducted, now and in the future.


Information Technology Branch (ITB) is responsible forinformation technology strategy, management andoperations of the network and computing infrastructure,and the development of systems. ITB makes majorcontributions to SD, reducing the socio-economic andenvironmental impact of the CCRA’s activities by applyingtechnology.

Finance and Administration Branch provides financial,resource management, and operational services to supportthe delivery of CCRA programs. Operations that have animpact on the environment include: laboratory andscientific services, real property management, materielmanagement, publishing, information management,telecommunications, and security.

Legal Services is responsible for the legal aspects of theCCRA operations. In legal matters, the Senior GeneralCounsel acts as the Commissioner’s delegate, and also actson behalf of the Deputy Attorney General.

Our regions The CCRA is divided into six regions that deliver ourprograms and services to all Canadians: the Atlantic,Quebec, Northern Ontario, Southern Ontario, Prairie, andPacific Regions. The regions take their strategic directionfrom the governance of the CCRA for the delivery offunctional programs in keeping with corporate objectives.Each region is headed by an Assistant Commissioner whois responsible for all field operations within that region.

The Atlantic Region includes Nova Scotia, New Brunswick,Prince Edward Island, Newfoundland and Labrador. TheQuebec Region serves one province and is the secondlargest region of the CCRA. The Northern Ontario Regionservices clients north and east of Oshawa to the Manitobaborder. The Region is also responsible for the territory ofNunavut in the eastern Arctic. Geographically the smallestregion, the Southern Ontario Region is the largest inbusiness volumes and services to clients and the public.The Prairie Region encompasses the provinces of Manitoba,Saskatchewan, and Alberta, and the Northwest Territories.The Pacific Region encompasses British Columbia and theYukon Territory.


Our partnerships The CCRA works with the following organizations, and indoing so, contributes to the shared federal goals andobjectives for SD:

EC, CFIA, DFAIT, AAFC,HC, CIC, CCG, DFO

administering various regulations and agreements relatingto their respective programs (see below for a list oflegislation and regulations administered by the CCRA)

EC under the Joint Services Initiative related to the Conventionon the International Trade in Endangered Species of WildFauna and Flora (CITES), specialized training is providedto some customs officers

Finance and DFAIT to ensure that proposed legislative changes andinternational agreements are administratively feasible andeconomically viable as well as to assess the implications forthe fiscal framework

RCMP, CIC, DFAIT to locate and reunite missing children with their lawfulparents and guardians

DFAIT in a standing committee to share information and consulton each other’s departmental priorities and initiatives, suchas the Customs Blueprint, and the Kyoto Convention

Finance, SGO, RCMP,Justice, CSIS, CIC

in a working group charged with drafting the revisedProceeds of Crime (money laundering) Act

INAC on First Nations’ issues related to compliance with treatyagreements, border protection, trade and tax administration

Finance, OCED, PATAand other internationalorganizations

on electronic commerce issues

other levels ofgovernment

to eliminate federal/provincial duplication of services thatresult in the reduced overall cost of government servicesand savings to the public

federal departmentsand agencies

to open the door to reliable consumer information throughthe Canadian Consumer Information Gateway

RCMP in the development and implementation of a Memorandumof Understanding for the secondment of CCRA personnelto the Integrated Proceeds of Crime (IPOC) units acrossCanada

Justice on forensic tax fraud prosecutions


internationally in support of a number of economic and trade initiatives ininternational fora, such as the North American TradeAgreement (NAFTA), the Asia Pacific EconomicCooperation (APEC), the G7, the Free Trade Agreement ofthe Americas, and the World Customs Organization; and

in the Organization for Economic Co-operation andDevelopment (OECD) and Pacific Association of TaxAdministration (PATA) to share experiences and bestpractices related to tax administration

with numerous worldcustoms agencies

to share experiences and best practices related toenforcement with respect to the movement of goods acrossinternational boundaries

LEGEND

CFIA Canadian Food Inspection Agency

DFAIT Department of Foreign Affairs and International Trade

AAFC Agriculture and Agri-Food Canada

HC Health Canada

DFO Department of Fisheries and Oceans

CIC Citizenship and Immigration Canada

CCG Canadian Coast Guard

PWGSC Public Works and Government Services Canada

RCMP Royal Canadian Mounted Police

EC Environment Canada

Finance Department of Finance

SGC Solicitor General of Canada

CSIS Canadian Security and Intelligence Service

INAC Indian and Northern Affairs Canada


List of legislationadministered bythe CCRA

Acts under the responsibility of the Minister ofNational Revenue, including certain acts for which theMinister of National Revenue has a role.

Canada-Chile Free Trade AgreementImplementation Act ................................................. c. 14

Canada Customs and Revenue Agency Act ................ C-43

Canada-Israel Free Trade AgreementImplementation Act ................................................. c. 33

Canada Pension Plan................................................... C-8 (Part I)

Canada-United States Free Trade AgreementImplementation Act ................................................. c. 65

Children’s Special Allowances Act, 1992.................... c. 48 (Schedule)

Customs Act, R.S. ....................................................... c. 1 (2nd Supp.)

Customs Tariff, R.S. .................................................... c. (Bill C-11)

Customs and Excise Offshore Application Act ........... C-53

Department of National Revenue Act ......................... N-16

Employment Insurance Act, 1996............................... c. 23 (Parts IV and VII)

Excise Act .................................................................... E-14

Excise Tax Act (includes GST/HST) ....................... E-15 (Part II-IX)

Export Act ................................................................... E-18

Export and Import Permits Act................................... E-19

Federal-Provincial Fiscal Arrangements Act .............. F-8

Foreign Missions and InternationalOrganizations Act.................................................... c. 41

Fruit and Vegetable Customs OrdersValidation Act.......................................................... 1988, c. 5

Importation of Intoxicating Liquors Act ..................... I-3

Income Tax Act, R.S. ................................................... c. 1 (5th Supp.)

Income Tax Application Rules, R.S............................. c. 2 (5th Supp.)

Income Tax Conventions Interpretations Act

North American Free Trade AgreementImplementation Act ................................................. c. 44

Petroleum and Gas Revenue Tax Act.......................... P-12

Privileges and Immunities (North AtlanticTreaty Organization) Act ........................................ c. P-24

Public Utilities Income Tax Transfer Act ................... P-37

Special Import Measures Act ...................................... S-15

Surcharge on Imports Order Act, etc., 1963 ............... c. 18

Tax Rebate Discounting Act ....................................... T-3 (SI/95-102)

Trade Marks Act.......................................................... T-13 (ss. 53 to 53.3)

World Trade Organization AgreementImplementation Act ................................................. c. 47


The December 1999 Report of the Commissioner of theEnvironment and Sustainable Development (CESD)clearly outlined expectations for the next round of SDstrategies. The CESD asked that departments andagencies launch the update of their next SD Strategy by:

n assessing their first strategies—what was achieved,what has changed, and what needs to be donedifferently;

n involving senior management in the assessmentprocess; and

n using the assessment in consultations for the secondstrategy.

In February 2000, the Corporate Review Directorate of theCCRA began a formal review of the CCRA’s 1997SD Strategy. The approach followed guidance provided inthe CESD report in the chapter called “Moving up theLearning Curve.” The review included:

n a review of overall performance in relation to the goals,objectives, and targets set out in the first strategy;

n findings from CESD audits and reviews;

n findings from internal audits and assessments; and

n a review of changed circumstances.

The purpose of the review was to assess theappropriateness of the first SD Strategy and theeffectiveness of its implementation in order to helpstrengthen the second SD Strategy.

Ideally, the SD Strategy review process precedes the updateprocess. However, due to time constraints, our reviewprocess was conducted during the SD Strategy updateprocess. Timely exchanges between the two processesensured that critical information was available to serve theintended purposes of both processes.

The internal audit report was presented to seniormanagement through the Internal Audit and ProgramEvaluation Committee in September 2000.

Appendix 2: Management review


Findings and correctiveaction

The review showed that considerable action had beeninitiated on approximately 89% of the 56 commitmentsscheduled for completion between 1998 and March 31, 2000.Of these, 30% had been met, another 59% were in variousstages of completion, and work on 11% had not yetcommenced.

However, some difficulties were encountered in this part ofthe review. These related to the fact that somecommitments were not specific, measurable, andtime-bound. Some were ongoing commitments and othersfell outside the timeframe for the SD Strategy (1997-2000).In other words, it was difficult to determine whether or notsome commitments had been reached.

Clearly, the first SD Strategy was an ambitious plan thatrelied on a high level of SD awareness, understanding, andcommitment, as well as significant resources. Challenges inimplementing the program included a number ofcompeting priorities such as agency implementation, Y2K,and implementing the Universal Classification System.

The management review process also examined the reportsof the Commissioner of the Environment and SustainableDevelopment and identified recommendations mostrelevant to our SD Strategy and program. It examinedchanges in our internal and external operating environmentthat had, or will have, a clear impact on our SD Strategy(such as the introduction of changes in environmentalregulation, our change to agency status, and changedgovernment priorities related to SD).

The management review concluded with recommendationsthat a number of changes be made in our operatingenvironment to support the SD Strategy. These includedthe need to recognize SD as a value that is considered in allaspects of business planning and the reporting processes,and the provision of sufficient resources for critical aspectsof SD such as training and awareness programs,development of the performance management system, andco-ordination of SD throughout the CCRA.


The following summarizes how salient findings from themanagement review have been taken into consideration inupdating the SD Strategy:

n articulate a commitment to change in the SD Strategy(CESD Report 1.65, May 1998)

The updated SD Strategy commits to proactivemanagement of environmental issues by developing andimplementing an EMS for key operations. It alsoarticulates the need to practice integrateddecision-making in developing internal policies, plans,and programs.

n define clear and measurable targets (CESD Report 1.64,May 1998)

The updated SD Strategy includes an action plan withspecific, measurable, achievable, results-based, andtime-bound (SMART) targets wherever possible.

n accelerate plans to implement the management andcontrol systems necessary to support the implementationof their strategy (CESD Report 1.71, May 1999; CESDReport 2.88, May 2000)

The updated SD Strategy commits to continue to closethe gaps in the existing management system that wereidentified during the implementation audit for ourSD Strategy. In particular, the action plan commits todocumenting SD Strategy procedures and implementinga systematic process for non-conformance and correctiveaction.

n give priority to training needs (CESD Report 1.71,May 1999); awareness and skills development should bea high priority for the next SD Strategy (internalconsultations)

The updated SD Strategy has several commitmentsrelated to building awareness. These include a learningstrategy, guidance related to integrated decision-making,and development and implementation of the EMS.


n give priority to adopting periodic self-assessment andmanagement review practices (CESD Report 1.71,May 1999)

Our audit team has been briefed on SD, has preparedaudit criteria for SD Strategy reviews, and is developinga program for periodic assessment of progress onthe EMS and SD Strategy implementation.

n adopt common performance measures (CESD Report C8,May 1999)

The updated SD Strategy supports the co-ordinatedfederal plan for greening operations and will continue towork with others to adopt common performancemeasures where feasible. Our action plan adopts many ofthe performance measures developed by theinterdepartmental Committee on Performance Measuresfor Sustainable Government Operations (CPMSGO).

n assess the first SD Strategy (CESD Report,December 1999)

The updated SD Strategy is based upon results of amanagement review of our first SD Strategy.

n focus efforts where the CCRA can make the biggestdifference (CESD Report, December 1999)

The updated SD Strategy has focused efforts onachieving substantive results in our operations andexploring further opportunities to contribute to SDthrough our programs. We will achieve these results bycontinuing to build the SD capacities of our managementteam and employees, operations, and programs.

n In the next set of SD Strategies, all departments shouldclearly articulate the scope of their commitment togreening operations and identify who will measure,report, monitor, and achieve results for eachenvironmental aspect applicable to their operations.(CESD Report 2.67, May 2000)


The updated SD Strategy defines the scope of thecommitment to greening operations in the action plan. Italso defines responsibilities for measuring, reporting,monitoring, and achieving results in the implementationplan.

n pursue initiatives in leased as well as owned facilities,and clearly articulate the scope of the commitment togreening operations in leased and owned facilities. Thetenant’s and owner’s responsibilities should beidentified. (CESD Report 2.88, May 2000)

The updated SD Strategy commits to pursuing solidwaste and energy initiatives in leased facilities, incollaboration with service providers such as PWGSC.

n management systems to support clear performanceinformation to Parliament (CESD)

The updated SD Strategy sets specific, measurable targetswherever possible and commits to continuing to close thegaps in our performance measurement system.

n fully implement all elements of the performancemeasurement framework on all applicable environmentalaspects pertaining to greening operations in buildingsand facilities by the fall of 2001 (CESD Report 2.87,May 2000)

The updated SD Strategy includes the commitment todemonstrate that we have fully implemented aperformance measurement framework for priorityaspects, such as storage tanks and ozone depletingsubstances, by March 31, 2002.

We will continue to work in earnest on closing gaps inthe performance measurement framework for all otherenvironmental aspects pertaining to our operations.

n relate the strategy more effectively to the people who willimplement it (internal consultations)

The updated SD Strategy outlines four goals that shouldhelp communicate SD responsibilities related tomanagers, employees, operations, and programs.


n increase efforts to collaborate (Leaders’ Forum)

The updated SD Strategy commits to collaborating withother government departments in a number of areas:

– the federal climate change initiative;

– implementation of common performance measures;and

– support of the Sustainable Development inGovernment Operations: A Coordinated Approach.

n place greater emphasis on compliance issues (Board ofManagement)

The updated SD Strategy commits to develop andimplement environmental management programs toprovide compliance assurance for:

– the renewed Canadian Environmental Protection Act,(CEPA), March 31, 2000, and its impacts on federal realproperty practices;

– Federal Halocarbon Regulations, CEPA, Part IV,July 1, 1999, that regulates the end-use of ODS andhalocarbon alternatives (the regulation applies torefrigeration, air-conditioning, solvent cleaning, andfire protection systems);

– the Canadian Environmental Assessment Act (CEAA)which requires federal departments to carry out anenvironmental assessment on projects andundertakings subject to the Act; and

– draft Policy on Accounting for Costs and LiabilitiesRelated to Contaminated Sites, which requires annualreporting on costs related to the management andremediation of environmentally contaminated siteswhen contamination occurs, if the government isobligated, under certain conditions, to incur such costs.


Consultations are a key tool in the government’s commitmentto open, and responsible government. Current standards forenvironmental management systems also recognize theimportance of discussing any proposed changes or newinitiatives with the people and groups affected. In the case ofgreening operations, this means chiefly the employees of yourdepartment. … Major consultations will likely not benecessary for most operational issues. … [except]…where aproposed change to your operations may have a significantimpact on external stakeholders…. (Directions on GreeningGovernment Operations, page 6)

Our SD Strategy and action plan for 2001-2004 relatesprimarily to internal, operational issues and opportunities.As a consequence, our consultation plan focused on internalstakeholders who would be most affected by the strategy.

At the same time however, we are interested in hearing theviews of our clients and external stakeholders. We areinterested in knowing where there might be furtheropportunities to contribute to SD or to help clientscontribute to environmental protection, social developmentand/or economic growth. With this in mind, weparticipated in interdepartmental consultations withexternal stakeholders over the past year. The consultationprocesses and relevant feedback are summarized below.

Internal consultations The CCRA has a network of SD representatives at seniormanagement level in all branches and regions. In addition,most branches and regions have established SD committeesor working groups responsible for obtaining input from allareas of their branch or region to help develop theSD Strategy. The committees also monitor and report onimplementation.

The SD committees actively participated in five phases ofthe update process between December 1999 and September2000. The consultations invited input into the process forupdating the SD Strategy, the assessment of the 1997SD Strategy, an update of our SD impacts and issues, thedevelopment of goals, objectives, and action plancommitments, and the review of the draft strategy.

Appendix 3: Consultations


We used a variety of vehicles to gather meaningful inputincluding questionnaires, discussion papers, draftdocuments, committee meetings, briefings, and one-on-onemeetings.

What we heard confirmed that we were on the right trackwith the 1997 SD Strategy. However, we also learned thatwe need to connect the people to the strategy throughtraining, awareness, and clearly defining roles andresponsibilities.

The feedback we received during the consultations wasused to scope the SD Strategy, and define the goals,objectives, and targets that would be pursued over the nextthree years. Feedback was summarized and provided tostakeholders at each stage of the consultation process. Allresults have been consolidated into a consultation feedbackdocument that is available to interested stakeholders.

The EMS committee, consisting of representatives from theregions and Headquarters’ administration areas, alsocontributed to confirming our significant environmentalaspects and to refining goal 3 commitments in the actionplan.

In June 2000, the concept for the SD Strategy was taken tothe CCRA Tax Directors’ Forum in Penticton, BritishColumbia. A presentation and workshop on SD confirmedthat our tax managers feel our most important SDopportunities in the tax program are reducing paperconsumption and waste. They suggested that theSD Strategy take a very practical approach, focusing onawareness building and engaging employees.

As part of the launch of the SD Strategy, we will implementa communications strategy that will raise awareness of SDwith employees and encourage on-going dialogue on ourSD initiatives. In this way, we hope to facilitate a process ofon-going consultations with employees. The feedback wereceive will be used to help strengthen the SD Strategy aswe implement it during the next three years; it will also beused to strengthen planning for SD Strategy 2004-2007.


External consultations In April 2000, we participated in the Leaders’ Forum onSustainable Development. The event brought togetherfederal government and non-government leaders to discussthe sustainable development challenges and opportunitiesfacing Canada. In attendance were some 60 participants,including Deputy Ministers, Assistant Deputy Ministers,Presidents, and CEOs of Canadian business and industry,leading academics, and leaders of non-governmentorganizations, environmental groups, Aboriginalorganizations, and think tanks.

The purpose of the Forum was “to generate advice forfederal departments on the formulation of their SustainableDevelopment Strategies.”

Relevant messages for all federal participants were thatstakeholders want to see Government departments focustheir efforts, work together, and advance SD withoutmaking the challenges associated with this undulycomplex. Stakeholders expressed a common desire to havethe federal government:

n articulate a vision, goals, and objectives for sustainabledevelopment;

n establish focus and co-ordinate activities; and

n engage Canadians in decision-making processes.

We used this information to develop an action plan thatreflects our commitment to work with other Governmentdepartments in a co-ordinated manner on common goalsand objectives, and to integrate SD into our existingconsultations where appropriate.

As part of our commitment to work with other governmentdepartments on issues of common interest, we alsoparticipated in the April 2000 SD Strategy consultationsconducted by Public Works and Government ServicesCanada (PWGSC). PWGSC is a major service provider forthe CCRA in terms of real property management,procurement, and telecommunications and informaticsmanagement.

The purpose of participating was twofold: to provide PWGSCwith input on proposed directions for their next SD Strategy,and to explore opportunities to align our commitments tocontribute to the overall federal greening initiative.


On-going consultations withexternal stakeholders

Our organization has a well-established and extensivenetwork of special interest groups and advisory committeesrelated to our business lines. In the interest of efficiency, wehave been pursuing the concept of integrating consultationson SD into regular consultations with these stakeholdergroups, as appropriate. It is our belief that if SD is to beintegrated into the way we do business, then relevantconsultations should involve discussion on all aspects of SD.

We are in the early stages of pursuing the integratedconsultations approach, which relies on a high level ofawareness and understanding of SD issues andopportunities. The next three-year term of the SD Strategywill see increased efforts on this objective.


An issue scan is a self-assessment of an organization’s policies,programs and operations in terms of their impact onsustainable development. It is a useful process that helpsidentify the implications of the organization’s activities for SD,opportunities for, and constraints to, the advancement of SDby the organization. (A Guide to Green Government, p. 20)

The CCRA conducted an issue scan for its first SD Strategy,and again for the update of the 1997 SD Strategy. Thepurpose was to identify any significant SD issues arisingfrom program and operational activities, particularly as aresult of the change to agency status.

Each branch was asked to assess potential impacts of theirkey activities on one or more of the shared federal goalsand objectives for sustainable development. These include:

n sustaining our natural resources;

n protecting human health and ecosystems;

n meeting international obligations;

n promoting equity; and,

n improving our quality of life and well-being.

While we recognized that our activities have an impact onmost of these objectives, we also took into account theamount of control we have over results or outcomes in eacharea. The result of the scan confirmed that, at present, wehave the greatest opportunity to affect gains in SD in theareas of sustaining natural resources and protectingecosystems, and in relation to our internal operations.

The additional authorities invested in the CCRA as a resultof the transition to agency status give us greater flexibilityto achieve environmental excellence in our internaloperations which includes:

n meeting or exceeding federal environmental statutes andregulations;

n implementing environmental management systems; and

Appendix 4: Our SD issues,opportunities, and constraints


n incorporating best practices to improve environmentalperformance in procurement, construction and operationof buildings, fleet management, and land usemanagement.

Our SD issues In order of immediacy, the SD issues to be addressed in ourupdated SD Strategy are:

1. Demonstrating leadership and commitment to SD. Aswith all programs that introduce change to aorganization, SD requires time, senior managementcommitment, resources, and a strong managementframework to be successful.

2. Engaging and supporting managers and employees byincreasing SD awareness, enabling skills development,and promoting commitment to achieving SDoutcomes.

Raising awareness, understanding, and commitmentwithin the organization at all levels is essential tomake demonstrable advances on SD. The CCRA is alarge, complex, and decentralized organization with adiverse array of programs. These factors cansometimes challenge the effective co-ordination andmanagement of horizontal issues, such as SD.Management and employees need to develop the skillsand understanding that produce optimal SDoutcomes.

In addition, more effective internal communicationsacross the organization, including the sharing of“lessons learned,” is needed to increase the prospectsfor reaching SD targets and to produce operationalefficiencies and other benefits consistent with SD.

3. Intensifying efforts to reduce environmental impactsrelated to internal operations that include thefollowing aspects and sub-aspects:

n Procurement: contracting, warehousing, greenspecifications, green products and services;

n Paper consumption: use of paper and life cycleassessment;

n Solid waste management: reuse, reduce, recycling,and disposal options;


n Land use management: building renovation, design,construction and demolition, leasing, spaceoptimization, environmental assessments, reuse ofgoods, land purchase and disposal, site remediation;and the use, maintenance, repair, disposal andreplacement of fuel storage tanks;

n Hazardous materials management: use and storage,disposal, clean-up and emergency response;

n Energy conservation: the selection, use andmaintenance of heating, ventilating andair-conditioning (HVAC) systems, and use ofelectricity;

n Water conservation and quality;

n Fleet management: use of vehicles, maintenance,repair and disposal; and

n Ozone depleting substances (ODS): use of ODS,maintenance, repair and disposal of equipment.

4. Strengthening and modernizing management systemsfor environmental aspects and ensuring that SD is anintegral part of the management practices of theorganization (e.g., in risk management, performancemanagement, human resource management, andcorporate administration). This must:

n close gaps in our existing environmental and SDpractices by applying greater discipline and controlto management and accountability processes; and

n strengthen our performance measurement systemsby collecting baseline information, defining roles,responsibilities and accountabilities, documentingprocesses, adopting common performancemeasurements, defining achievable targets foroperational areas, developing systematic review andreporting processes and ensuring continuousimprovement.

5. Developing opportunities to demonstrate leadershipand promote environmental excellence by greeningexternal program delivery.

To maximize our contribution to the Government’sobjectives for SD and fully apply SD policies andpractices across our organization, SD thinking needs to


be applied to the planning process of all areas of ourbusiness activity, internal operations, and externalprogram delivery.

Our SD opportunities 1. Operations: Getting our house in order is currently themost tangible and readily understood opportunity forthe CCRA to contribute to SD. Through efficient andenvironmentally responsible management of ouroperations, we can contribute to the economy, qualityof life for employees and Canadians, and environment.

2. The CCRA is the second largest organization in thefederal government. We have a substantial workforcemade up of energetic and enthusiastic employees thathave demonstrated a great capacity to effect significantchange. Equipped with SD skills and understanding,the potential of our employees to contribute theirutmost is tremendous.

3. The CCRA has a vast network of clients andstakeholders. Our mandate does not provide us withthe opportunity to change public policy directly.However, by virtue of our extensive workingrelationships inside and outside of government, wehave the opportunity to exercise considerableinfluence that could impact SD outcomes.

4. Leadership and modernizing management systems:The CCRA has the potential to realize significantbenefits from stronger environmental and SDmanagement, for example:

n Reduced potential environmental risks;

n Enhanced compliance assurance for seniormanagement and the Board of Management;

n Enhanced corporate image in an increasingly globaland competitive world; and

n Increased value by building positive relations withemployees, clients, communities, regulators,non-government organizations, and the media.

Our constraints 1. The size of our workforce: While an opportunity onthe one hand, the size of our work-force constrains theorganization’s ability to quickly coordinate andmobilize action.


2. Change fatigue: The CCRA has undergone significantchange in the last six years. In 1992, two separatedepartments were consolidated into a singledepartment. In 1996, a new wave of change wasintroduced as the Department prepared to move toagency status. Revenue Canada became the CCRA onNovember 1, 1999. Implementing major structuralchanges while continuing day-to-day operationsabsorbs significant energy and resources, often at theexpense of important initiatives such as SD that have alonger horizon.

3. Decentralization: The small size and remote location ofmany of our operations challenges the organization’soverall ability to co-ordinate initiatives and promoteconsistency in the application of standards.

4. Resources: The availability of resources, human andfinancial, is a major constraint affecting the speed atwhich initiatives can be implemented.

5. Technology: While technology offers the promise ofresource efficiency, adopting and integrating newtechnology requires an enormous investment of timeand energy. For example, the corporate administrationsystem (CAS) has the potential to minimize theresource requirements for monitoring environmentalperformance. However, the initial focus in designingand developing the system has been on its financialand human resource components.


When considering operations, departments have been directed[to consider] the variety of roles a department may play(consumer, responsible citizen, facilitator, regulator), and someof the potential implications and opportunities those rolespresent in greening operations. (Directions on GreeningGovernment Operations, p. 5)

In the next set of sustainable development strategies . . . alldepartments should clearly articulate the scope of theircommitments to greening operations and identify who willmeasure, report, monitor, and achieve results for eachenvironmental aspect applicable to their operations.(May 2000 Report of the CESD, 2.67, Chapter 2)

The following describes some of the primary roles that weplay, and the responsibilities and potential partnershipopportunities these roles present in greening ouroperations. We outline, as clearly as possible, ourexpectations with regard to those with whom we will workto achieve our commitments. These expectations will befurther defined on a project-by-project basis.

As a custodian and landlord, we acquire, operate,maintain, and dispose of facilities and real propertyaccording to operational requirements. Our primaryresponsibilities and opportunities include:

n meeting or exceeding all applicable federal regulations,guidelines, and policies;

n using a pollution prevention approach to manageenvironmental issues and opportunities; and

n emulating best practices from the public and privatesectors.

Appendix 5: Our SD roles andresponsibilities for greening ouroperations


As a leaseholder, we acquire space and accommodate ouremployees and operations according to operationalrequirements. Our primary responsibilities andopportunities include:

n negotiating the inclusion of environmental protectionclauses in lease agreements that will help us achieve ourSD commitments;

n working with the building owner or service provider toestablish SMART targets and plans to achieve energyefficiency, emission reductions, and water conservation;

n implementing greening initiatives to achieve targets;

n regularly reviewing performance results with thebuilding owner and developing corrective measures asrequired; and

n reporting on the impact of our operational initiatives.

As an occupant of space or a tenant, we establishoperational requirements for accommodations and areresponsible for conducting our operations in the mostenvironmentally responsible way possible. Ouropportunities for greening operations in leased facilitiesare contingent on cooperation of the service provider(PWGSC or private sector landlords). Our primaryresponsibilities, opportunities, and expectations include:

n working with service providers to ensure that leaseagreements include environmental provisions thatsupport our SD commitments;

n working with service providers to establish SMARTtargets and plans to achieve energy efficiency, emissionreductions, and water conservation;

n implementing greening initiatives to achieve targets;

n regularly reviewing performance results with serviceproviders for annual reporting purposes, and developingcorrective measures as required; and

n reporting on the impact of our operational initiativesannually in our Departmental/Annual PerformanceReport.


As a consumer of products and services, the CCRA canmaximize environmental and financial returns. Ourprimary responsibilities and opportunities include:

n practicing the 3 R’s, with emphasis on reducingconsumption;

n promoting environmentally and financially responsibleprocurement of goods and services;

n incorporating specifications for products and serviceswhich are environmentally responsible, consistent withinternational trade obligations;

n purchasing alternative transportation fuels (ATF), andvehicles that use ATFs;

n conserving energy in the fleet;

n investing in energy and water efficiency in buildings andusing alternative energy;

n obtaining savings from solid waste reduction andearnings from recycling programs;

n investing in and promoting employee action to furtherenvironmental goals;

n adopting environmentally responsible human resourcemanagement policies; and

n optimizing space wherever possible.

As a corporate citizen, we manage risks from the past andput in place management systems to avoid future risks.Our primary responsibilities and opportunities include:

n complying with federal laws;

n implementing pollution prevention practices;

n taking into account provincial environmental standards,as appropriate;

n assessing the environmental impact of projects andprograms;

n monitoring environmental performance;

n supporting training programs and environmentalliteracy; and

n re-enforcing ISO guidelines for environmentalmanagement systems.


Canadian Environmental Assessment Act (CEAA):Requires that proponents of a federal project assess anypotential environmental impacts early in the planningprocess. The Act outlines the requirements of theenvironmental assessment process and stipulates thatfederal authorities cannot allow a project to proceed untilan environmental assessment is completed and if it isdetermined that environmental effects are likely to besignificant.

Canadian Environmental Protection Act (CEPA): An actrespecting pollution prevention and protection of theenvironment and human health in order to contribute tosustainable development.

Climate Change: A warming of the Earth’s atmospherecaused by increases in the atmosphere of certain gases,commonly known as ‘greenhouse’ gases, that absorb theradiation emitted by the Earth, thereby retarding the loss ofenergy from the system to space.

Code of Environmental Stewardship: The federalgovernment’s commitment to support the principle ofsustainable development in all aspects of its operations andactivities.

Environmental Aspect: An element of an organization’sactivities, products, or services that can interact with theenvironment, such as paper use or energy use.

Environmental Assessment: An assessment of the effectsof proposed projects on the bio-physical environments aswell as on the social and economic environments of thepeople to be affected. It communicates information andproposes preventative or corrective measures to reduceundesirable changes in the natural environment, such asthose that a proposed action or development may cause.

Environmental Management Program (EMP): Programsdesigned to manage the achievement of objectives andtargets for specific environmental aspects of operationsunder the umbrella of an organization’s environmentalmanagement system. An EMP consists of:

n schedules, resources, and responsibilities;

Appendix 6: Glossary of terms


n relevant legal and other requirements;

n baseline information;

n performance measures;

n appropriate operational procedures;

n training and awareness; and

n monitor, review, and improvement.

Environmental Management System (EMS): An EMS isthat part of the overall management system that includesorganizational structure, planning activities,responsibilities, practices, processes, procedures andresources for developing, implementing, achieving,reviewing, and maintaining the environmental policy.

Environmental Policy: A statement of intentions andprinciples in relation to an organization’s overallenvironmental performance. The policy provides aframework for action and for setting environmentalobjectives and targets.

Federal Buildings Initiative (FBI): A voluntary programdeveloped by Natural Resources Canada to helpgovernment departments and agencies to improve theenergy efficiency of their facilities.

Greening of Government Operations: An initiative aimedat establishing guidelines for all federal departments onhow to integrate environmental considerations into themanagement of their operations.

Integrated Decision-Making: Reflects the linking ofeconomic, environmental, and social considerations withone another and with government policy.

ISO 14001: An internationally accepted benchmark forenvironmental management established by theInternational Organization for Standardization.

Ozone Depleting Substance (ODS): A substance thatreduces levels of stratospheric ozone that absorbsultraviolet radiation. ODS may be found in airconditioning, refrigeration, and fire suppression systems.


Performance Measurement Framework: Links anorganization’s objectives, actions, and results. Theframework defines the scope and direction of amanagement plan, baseline data, a measurement system,targets, reporting requirements, and establishes a systemfor reviewing and improving performance.

Pollution Prevention: The use of processes, practices,materials, products, or energy in a manner that minimizesthe creation of pollutants or wastes and reduces overall riskto human health or the environment.

‘SMART’ Targets: Targets that are specific, measurable,achievable, results oriented, and time-bound.

Sustainable Development: Development that meets theneeds of the present without compromising the ability offuture generations to meet their own needs (Our CommonFuture, 1987).

Sustainable Development in Government Organizations(SDGO): A Coordinated Approach: A government-wideinitiative to set common directions for that component offederal sustainable development strategies that deals withthe greening of government operations.


SD is a process of continuous improvement. Each update ofthe SD Strategy is intended to build on the successes andlearning experiences of the previous strategy. Thefollowing crosswalk was developed to show therelationship between our new SD commitments and thosemade in the 1997 SD Strategy.

The crosswalk identifies new commitments, as well ascommitments from the 1997 SD Strategy that have beeneither achieved, deleted, or modified. This is intended tohelp CCRA employees and managers see the relationshipbetween the old and new plans; it is also intended to helpupdate the CESD database that was developed to trackprogress on our commitments.

Appendix 7: Crosswalk betweenSD Strategy 1997 and SD Strategy2001-2004


1997 SD Strategy commitments and targets as perSustainable Development in Action, June 1999

C – Completed

D – Dropped

M – Modified 2001-2004 SD Strategy Commitments(see 2001-2004 SD Strategy Action Plan)

GOALS 1 Strengthen internal capacities tocontribute to SD

M 1234

Prepare managersEnable employeesGreen operationsEnhance programs

2 Integrate SD considerations intodecision-making plans andprocesses

M 134

Prepare managersGreen operationsEnhance programs

3 Reduce the environmental impact ofoperations in support of SDobjectives

M 34

Green operationsEnhance programs

OBJECTIVES 1.1 Renew commitment to SD M 1.1, 2.1,3.1, 4.1

Demonstrate leadership andcommitment to SD

1.2 Enhance internal communications tocoordinate contributions to SD

M 1.3, 2.2 Raise the level of SD awareness;increase SD skills and knowledge

1.3 Enhance understanding of linkagesbetween decisions, activities, andSD. Provide management andemployees with knowledge and skillsto contribute to SD

M 1.3, 2.2 Raise the level of SD awareness;increase SD skills and knowledge

1.4 Enhance internal capacities tomeasure and monitor effects ofdecisions and activities on sustainingeconomic, social, andenvironmental development

M 1.4, 3.3,4.3

Measure, monitor, and promotecontinuous improvement

1.5 Promote continuous improvement M 1.4, 3.3,4.3

Measure, monitor, and promotecontinuous improvement

1.6 Enhance or create partnerships insupport of SD

M 3.4, 4.4 Enhance or develop newpartnerships to support shared SDobjectives

1.7 Facilitate/encourage contributionsto SD from clients, employees, andpartners

M 3.4, 4.4 Enhance or develop newpartnerships to support shared SDobjectives

2.1 Integrate socio-economic andenvironmental factors into overallcorporate frameworks anddecision-making processes

M 1.2, 3.2,4.2

Increase practice of balanceddecision-making

3.1 Promote pollution prevention relatedto solid wastes, storage tanks,hazardous/toxic substances andwastes, ozone depleting substances,and emissions

M 3.5 Meet or exceed federalenvironmental legislation andregulations and implement bestmanagement practices forenvironmental issues

3.2 Promote efficient use of resources:energy, water, and paper

M 3.5, 4.5 Meet or exceed federalenvironmental legislation andregulations and implement bestmanagement practices forenvironmental issues inoperations and in programdelivery

3.3 Enhance management of existingenvironmental liabilities and reducepotential for future risks

M 3.5 Meet or exceed federalenvironmental legislation andregulations and implement bestmanagement practices forenvironmental issues


T – TARGET

A – ACTION

1997 SD Strategy commitments and targetsas per Sustainable Development in Action,June 1999

C – Completed

D – Dropped

M – Modified 2001-2004 SD Strategy Commitments

T 1.1.1 confirm commitment to SD byMarch 31, 2002

A 1.1.1.1 obtain approval of action plantargets by key senior management

C

A 1.1.1.2 integrate SD accountability into1999/2000 key senior managementaccountability contracts with DeputyMinister

C

A 1.1.1.3 confirm roles, responsibilities, andexpectations related to SD

M 1.4.1

1.3.3,2.2.2

1.1.2

3.1.2

SD considerations in keycorporate management tools

guidance material for managersand employees

SD policy

environmental managementprograms for aspects

A 1.1.1.4 identify SD resource commitments inkey resource planning frameworks

C

A 1.1.1.5 consult and draft Revenue Canada’sSD policy

M 1.1.2 SD policy

A 1.1.1.6 consult and finalize SD policy M 1.1.2 SD policy

T 1.2.1 increase communications on SDthroughout the Department

A 1.2.1.1 develop and implementcommunications strategy andaction plan

M 2.2.1

2.2.3

share SD success stories,initiatives, and comments

participation in CCRA-endorsedSD initiatives

A 1.2.1.2 strengthen HQ-Regional teamsfor EMS development

C

A 1.2.1.3 develop an SD intranet site toenhance internal communications

C

A 1.2.1.4 integrate SD messages indepartmental newsletters

C

A 1.2.1.5 develop/distribute annual reports onSD

C

A 1.2.1.6 broaden participation in appropriateSD forums

C

A 1.2.1.7 utilize intranet site for employeeconsultation

M 2.2.1 share SD success stories,initiatives, and comments

T 1.3.1 develop training tools to increaseaccess to general SD andenvironmental information byMarch 31, 2000

A 1.3.1.1 identify environmental training andawareness needs

M 1.3.1 SD learning strategy

A 1.3.1.2 integrate SD considerations intotraining and development strategyfor employees

M 1.3.2 review ongoing learningprograms for integrationopportunities

A 1.3.1.3 make training tools available toemployees

M 1.3.32.2.2

guidance material


T – TARGET

A – ACTION


C – Completed

D – Dropped


T 1.4.1 identify performance measures forpriority environmental impacts ofactivities on SD by March 31, 2000

A 1.4.1.1 identify performance measures forpriority environmental impacts ofoperations in cooperation with theinterdepartmental committee onperformance measurement

M 3.1.2 environmental managementprograms for aspects

T 1.5.1 review SD program for improvementopportunities

A 1.5.1.1 develop internal audit criteria for SDprogram

C

A 1.5.1.2 conduct internal audit of SD program M 1.4.2

1.4.3

periodic reviews and reports onSD Strategy implementation

management review of theSD Strategy 2001-2004

T 1.5.2 encourage success

A 1.5.2.1 integrate SD contributions into theDepartment’s recognition programs


A 1.5.2.2 communicate successes in theDepartment


T 1.6.1 enhance consultations with keystakeholders to review SDopportunities

A 1.6.1.1 develop and implement a plan fordiversifying consultations with keystakeholders

M 4.4.1 consultations with partners

A 1.6.1.2 continue participation ininterdepartmental committees on SDand environmental management

M 3.4.1 participation ininterdepartmental committees

T 1.7.1 identify opportunities to demonstratethe Department’s values and effortstowards SD

A 1.7.1.1 review and consult on opportunitiesto increase participation inappropriate environmental initiativesand activities

n with service providers/contractorsn with other government

departments at border crossings

M 4.4.2 work with other governmentdepartments in support of SD

T 2.1.1 integrate SD into the CorporateBusiness Plan and key managementframeworks at the corporate,program, and operational levels byMarch 31, 2000

A 2.1.1.1 integrate SD into corporate businessplanning and reporting process

M 1.1.3 SD in business planning process

A 2.1.1.2 integrate SD into Ministerial ActionPlan

D

A 2.1.1.3 integrate SD into internalaudit/program evaluation line ofinquiry

M 1.4.2 periodic reviews and reports onSD Strategy implementation


T – TARGET

A – ACTION


C – Completed

D – Dropped


A 2.1.1.4 review key corporate/program/operational strategies, plans, andservice standards for opportunities tointegrate environmentalresponsibilities

M 1.1.4,1.2.1,1.3.2,1.4.1,3.2.1,3.5.1 to3.5.4,4.2.1,4.2.2

integration of SD into specifictools

A 2.1.1.5 develop action plan for integratingSD into key decision-makingdocuments (standards, procedures,guidelines, training, agreements,memoranda of understanding,specifications and contracts forprojects, services, and products)

D

A 2.1.1.6 integrate SD into reporting processes C

T 3.1.1 finalize an EMS for preventingpollution in departmental operationsby March 31, 2002

n priority custodial facilitiesn fleetn procurementn information and records

managementn laboratory and scientific services

A 3.1.1.1 complete environmental reviews ofissues and opportunities inoperations: 27 priority custodialfacilities; fleet; procurement;information management;laboratory and scientific services;publishing

C

A 3.1.1.2 identify common performancemeasures

C

A 3.1.1.3 prioritize issues and opportunities M 3.1.2 environmental managementprograms for aspects

A 3.1.1.4 integrate environmental action plansfor priority issues into existingoperational planning processes


A 3.1.1.5 confirm roles, responsibilities, andaccountabilities for EMS


A 3.1.1.6 identify long and short term resourcerequirements for priority issues andintegrate into operational resourceplanning tools


A 3.1.1.7 develop or integrate monitoringrequirements for priority issues intoappropriate systems

M 3.3.1 administrative systems to trackperformance

A 3.1.1.8 integrate EMS review process intoexisting operational performancereview processes


T 3.1.2 develop and implement solid wastemanagement strategies and plansfor priority custodial facilities

A 3.1.2.1 conduct solid waste audits in priorityfacilities as per recommendations inenvironmental audits

C


T – TARGET

A – ACTION


C – Completed

D – Dropped


A 3.1.2.2 develop and implement wastereduction action plans andmonitoring systems

M 3.5.3.1 divert solid waste from landfill inpriority custodial facilities

A 3.1.2.3 monitor and report progress annually M 3.1.2 environmental managementprogram for solid waste

T 3.1.3 implement measures to minimizelandfill waste related to all majorconstruction, and demolitionprojects by the year 2002

A 3.1.3.1 integrate requirement for contractorto provide waste reduction plansinto major construction/demolitionprojects

M 3.5.3.4 waste reduction plans

T 3.1.4 reduce vehicle emissions in fleet by5%, by year 2000, using 1990 figuresas baseline

A 3.1.4.1 convert 75% of fleet for newlyacquired vehicles for the fiscal year

C

A 3.1.4.2 75% of vehicles will be usingalternative fuels by April 1, 2004

M 3.5.7.2 compliance with the AlternativeFuels Act

T 3.1.5 increase green procurement by 5%,by year 2001, using 1999 figures asbaselines

D (commitment not measurablewith existing data)

A 3.1.5.1 develop a green procurement policy C

A 3.1.5.2 define performance indicators forprocurement

M 3.1.2 environmental managementprogram for procurement

A 3.1.5.3 establish monitoring systems forprocurement


A 3.1.5.4 develop action plan for increasinggreen procurement


T 3.1.6 work with PWGSC and other tenantsto reduce pollution in leased facilities

A 3.1.6.1 work with PWGSC and federalpartners to increase participation inappropriate recycling and wastediversion programs aimed atreducing office waste to theaccepted norm where feasible

M 3.5.3.3 divert solid waste from landfill inpriority leased facilities

A 3.1.6.2 monitor and report annually M 3.1.2 environmental managementprogram for solid waste

T 3.1.7 upgrade storage tanks as per 1998management strategy and actionplan

A 3.1.7.1 upgrade registered storage tanks M 3.5.5.3 strengthen protocol todemonstrate compliance withFederal storage tanks regulations

A 3.1.7.2 monitor and report progress M 3.1.2 environmental managementprogram for land usemanagement

T 3.2.1 develop and implement an EMS forresource consumption

n energyn watern paper


T – TARGET

A – ACTION


C – Completed

D – Dropped


A 3.2.1.1 complete environmental reviews ofissues and opportunities inoperations: 27 priority custodialfacilities; fleet; procurement;information management;laboratory and scientific services;publishing

C

A 3.2.1.2 prioritize issues and opportunities M 3.1.2 environmental managementprograms for aspects

A 3.2.1.3 integrate environmental action plansfor priority issues into existingoperational planning processes


A 3.2.1.4 confirm roles, responsibilities, andaccountabilities for EMS


A 3.2.1.5 integrate long and short termresource requirements for priorityissues into operational resourceplanning tools


A 3.2.1.6 develop or integrate monitoringrequirements for priority issues intoappropriate systems


A 3.2.1.7 integrate EMS review process intoexisting operational performancereview processes


T 3.2.2 develop and implementmanagement plans to reduce paperconsumption by 5 to 10%

D (commitment not measurablewith existing data)

A 3.2.2.1 develop and implement action plan M 3.5.2.1 procedures and standards tohelp reduce paper consumption

A 3.2.2.2 develop or integrate requirementsfor monitoring paper consumptioninto monitoring systems

M 3.1.2 environmental managementprogram for paper

A 3.2.2.3 monitor and report progress M 3.1.2 environmental managementprogram for paper

T 3.2.3 develop and implement measures togreen new capital constructionprojects by March 31, 2002

A 3.2.3.1 develop and communicate bestmanagement practices for greenconstruction projects to ensurecapital construction projectspecifications include: energy, waterconservation measures and products

M 3.5.3.4,3.5.4.5,3.5.8.3

green new construction projectsby incorporating wastereduction plans, and energyefficiency and waterconservation measures

A 3.2.3.2 adopt revised (green) NationalMaster Specification for constructionprojects

M 3.5.5.2 green new capital constructionprojects

A 3.2.3.3 monitor and report progress M 3.1.2 environmental managementprograms for waste, energy, andwater

T 3.2.4 develop and implement energymanagement strategies and plansfor priority custodial facilities in orderto reduce energy consumption torecommended levels based onoperational requirements byMarch 31, 2000


T – TARGET

A – ACTION


C – Completed

D – Dropped


A 3.2.4.1 develop and communicate bestmanagement practices for energyefficiency in custodial facilities

M 3.5.4.1 best management practices forenergy efficiency

A 3.2.4.2 conduct energy audits in prioritycustodial facilities to identifyachievable targets

M 3.5.4.4 energy assessments

A 3.2.4.3 confirm performance measures,monitoring systems, and reportingprotocol

M 3.1.2 environmental managementprogram for energy

A 3.2.4.4 develop and implement energymanagement strategies and actionplans in priority facilities to achievetarget reductions

M 3.5.4.4 implement energy and waterconservation measures

A 3.2.4.5 monitor and report progress M 3.1.2 environmental managementprogram for energy

T 3.2.5 develop and implement watermanagement strategies and plansfor priority custodial facilities byMarch 31, 2001, in order to reducewater consumption torecommended levels based onoperational requirements

A 3.2.5.1 develop and communicate bestmanagement practices for waterefficiency for custodial facilities

M 3.5.8.2 best management practices forwater conservation

A 3.2.5.2 conduct water audits in prioritycustodial facilities to identifyachievable targets

M 3.5.4.4 energy assessments

A 3.2.5.3 confirm performance measures,monitoring systems, and reportingprotocol

M 3.1.2 environmental managementprogram for water

A 3.2.5.4 develop and implement watermanagement strategies and plans inpriority facilities

M 3.5.4.4 implement energy and waterconservation measures

A 3.2.5.5 monitor and report progress M 3.1.2 environmental managementprogram for water

T 3.2.6 develop and implement initiatives togreen new leased facilities bydirecting PWGSC, and other serviceproviders as agreements arerenewed/revised

A 3.2.6.1 work with service providers andfederal partners to increaseparticipation in appropriateenvironmental programs

M 3.4.1

3.5.4.2

3.5.4.4

3.5.7.3

participation in interdepartmentalcommittees, working groups, andinitiatives

Federal climate change initiatives

energy programs

Federal climate change initiatives

A 3.2.6.2 monitor and report progress annually M 3.1.2 environmental managementprograms for aspects


T – TARGET

A – ACTION


C – Completed

D – Dropped


T 3.3.1 ensure compliance with federalstatutes and regulations in custodialfacilities by Dec 31, 2000

n Alternative Fuels Act (AFA)n Canadian Environmental

Assessment Act (CEAA)n Registration of Storage Tank

Regulationsn ODS Regulationsn Halocarbon Regulations

A 3.3.1.1 review regulatory compliance at27 priority custodial facilities toidentify, characterize, and assessnature of compliance gaps

C

A 3.3.1.2 prioritize compliance issues identifiedin the environmental review anddevelop options and strategies toclose gaps for priority issues


A 3.3.1.3 develop action plans M 3.1.2 environmental managementprograms for aspects

A 3.3.1.4 report progress M 3.1.2 environmental managementprograms for aspects

T 3.3.2 develop and implement an actionplan to manage risks associated withhazardous materials/wastes at majorcustodial facilities by March 31, 2001

A 3.3.2.1 review and prioritize opportunities toenhance management of hazardousmaterials at priority facilities

M 3.5.9.1 review hazardous materialsmanagement

A 3.3.2.2 develop and implement actionplans for priority issues as required

M 3.5.9.2 strategies and action plans

A 3.3.2.3 report progress M 3.1.2 environmental managementprograms for aspects

T 3.3.3 develop and implement actionplans for priority contaminated sitesby December 31, 2003

A 3.3.3.1 conduct phase I assessments atpriority custodial sites

M 3.5.5.5 assess and remediatecontaminated sites

A 3.3.3.2 develop inventory, classify, andprioritize contaminated sites issues(actual and suspect)


A 3.3.3.3 conduct phase II assessment atpriority sites


A 3.3.3.4 develop action plans for priority sites M 3.5.5.5 assess and remediatecontaminated sites

T 3.3.4 develop and implement ODSmanagement plans for prioritycustodial facilities byDecember 31, 2001, to minimizepotential for releases and decreaseinventory of ODS containingequipment


T – TARGET

A – ACTION


C – Completed

D – Dropped


A 3.3.4.1 replace printers, such as STK6100 and5000 devices that use freon for theirfuser coils in accordance withCanada’s Ozone Layer ProtectionProgram

C

A 3.3.4.2 develop inventory of ODS containingequipment in priority custodialfacilities

C

A 3.3.4.3 develop and implement ODS actionplans for priority issues

M 3.5.6.1

3.5.6.2

manage existing ODS inventories

management plan to convert/replace ODS inventories

T 3.3.5 phase-out use of halon inCrown-owned facilities

A 3.3.5.1 develop phase-outplan/replacement for halon systemsat priority sites, in consultation withPWGSC

M 3.5.6.2 management plan to convert/replace ODS inventories

Comments/Suggestions

In the interest of continual improvement, we welcome your comments and suggestions onour Sustainable Development Strategy 2001-2004 and action plan.

By email: [email protected]

By mail: Sustainable Development DivisionReal Property and Sustainable DevelopmentCanada Customs and Revenue Agency320 Queen Street, Tower A, 7th FloorOttawa, OntarioK1A 0L5

sustainable development strategy 2001 – 2004

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