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ARCHIVED - 2009-2010 RPPs - Sustainable Development Strategy

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Agriculture and Agri-Food Canada

Sustainable Development Strategy

Overview of Sustainable Development Strategy (SDS) Departmental Goals

SDS Departmental Goals consist of AAFC's eight outcomes described in its fourth SDS. These eight outcomes represent an integrative approach undertaken by AAFC, which recognizes that sustainable agriculture is truly an interplay among that part of the Canadian economy supported by the agriculture and agri-food industry, the environment in which agriculture takes place, and the people who practice agriculture and reap its benefits.

Performance measurement for each outcome is based on performance indicators identified in AAFC's SDS IV. As well, Federal SDS goals were established by Environment Canada during the preparation of the fourth round of SDSs and AAFC's SDS IV identifies, where applicable, links to the federal goals. AAFC's SDS IV, Making Progress Together, can be found on the department's website.


SDS Departmental Goals (AAFC's Outcomes from current SDS) Performance measurement from current SDS (Performance Indicators) Department's expected results for 2009-10
1. The Next Generation of Agricultural Policy is in place and operational. The number of new policy, programs and research initiatives that consider the three pillars of sustainable development as determined through application of the SD Test Questions. SD Test Questions continue to be applied to upcoming policy, programs and research initiatives.
A suite of policy, program and research activities in place to support the objectives of the next generation of agricultural policy. Growing Forward programming is in place and operational, including both BRM and non-BRM
Number of stakeholders (both internal and external) from various disciplines involved in the development of the next generation of agricultural policy. Continuous input received from stakeholders directly, as well as from provinces and territories and other Government of Canada departments, and through the Growing Forward Website.
2. Government policies, programs, and services increase opportunities for, and mitigate barriers, to sustainable rural community development. Percentage of federal policies and programs that consider the rural perspective. The Rural Secretariat will be advised of all Cabinet submissions received by AAFC and will assess and provide input on all those having rural implications.
Number of partnership plans with key federal, provincial and territorial, and First Nation partners. In addition to the existing thirteen Rural Teams and policy and research networks, three (3) new partnering initiatives will be established that bring together government and non-government stakeholders on rural issues.
Percentage of departments and agencies reached through federal engagement strategy activities including: Rural Teams, Rural Research Network Rural Development Network. Forty percent of all federal departments and agencies will be reached through federal engagement strategy activities.
3. Increased value-added opportunities for the agri-food sector from innovative use of agricultural bioresources as a result of R&D, technology transfer, and commercialization network activities. Increased knowledge and technological advances produced by the Agricultural Bioproducts Innovation Program (ABIP) networks with the potential to strengthen Canada's industrial base and generate wealth. Increased knowledge and technological advances produced by the ABIP networks by negotiating and initiating the implementation of the ABIP agreements (i.e., letters of understanding, network agreements) in order to fund R&D conducted by the successful networks.
Increased number of effective networks/clusters involving Canadian-based researchers. Nine new effective networks/clusters involving Canadian-based researchers are established.
Improving transfer of knowledge, technology and expertise to organizations that can commercialize these innovations. The transfer of knowledge, technology and expertise is improved through the implementation of technology management plans concerning the protection and application of know-how, show-how and intellectual property developed by the ABIP networks.
An ABIP that considers each of the three pillars of SD. ABIP considers each of the three pillars of SD (economic, environmental and social) through the bioproducts research activities of the new networks that focus on the following priority areas of feedstock development, biomass conversion, and bioproduct diversification.
4. Sustainable development is integrated into the Department's decision making and AAFC's fourth SDS is utilized by AAFC employees and external stakeholders. Increased awareness of sustainable development within the Department Offer an information session on sustainable development to AAFC employees.
Promote sustainable development and SD tools during Environment Week.
Each pillar of SD is taken into consideration together and not in isolation through the application of the SD Test Questions. Continued application of the SD Test Questions to ensure environmental, economic and social considerations are incorporated into decision making.
5. Information and Tools:

A. Environmental considerations are incorporated into the development of public policies at AAFC on the same level as economic and social considerations

Percentage of new policies, plans and programs that have gone through the SEA process.
The results of SEAs are accurately reported on in all Memoranda to Cabinet (MCs) and Treasury Board (TB) submissions.
SEAs are conducted for all MCs and TB submissions and the results of SEAs are reported on in the submissions.
Increased knowledge of the SEA requirement and its application in the Department. AAFC will assess the recommendations from the Evaluation of the Cabinet Directive, which governs SEA, being led by the Canadian Environmental Assessment Agency, and determine appropriate measures for implementation.
B. Models inform the ongoing policy decision making process for priority agricultural issues by providing integrated quantitative analyses of the economic and environmental impacts. An improvement in the capacity to predict environmental impacts from agriculture resulting in informed decision making with respect to agricultural policies and programs that are consistent with both economic and environmental objectives. Improved capacity to predict economic and environmental impacts for the agricultural sector and inform decision-making on agricultural policies and programs.
Number of requests for integrated analyses and incorporation of results into the policy decision making process. Integrated analysis is conducted as requested and the results are incorporated into the policy decision making process. It is anticipated that three or four major studies will be conducted annually related to key policy issues.
The development of the integrated modeling system considers all three pillars of SD (particularly the economic and environmental pillars) The integrated modeling system focuses on improving the economic and environmental pillars of SD at this time.
C. Initial research is conducted and measures are in place to determine economic values corresponding to bio-physical changes in the environment resulting from agriculture.; Number of stakeholders (both internal and external) from various disciplines involved in the development of AAFC economic valuation studies.

Increased public awareness of the need for, and the practical application of environmental valuation.

Number of estimated economic values assigned to environmental effects of specific agricultural practices at specific locations in Canada.

Results from two AAFC pilots on the economic valuation for environmental benefits and other related work on full-cost accounting for agriculture will be synthesized and presented at a national workshop on Ecological Goods and Services (EG&S).
D. A suite of social indicators is in place to help monitor and assess trends of social issues affecting the agriculture sector and to inform decision making. The successful development of a defined social dimension of sustainable agriculture.

Number of links established between social issues affecting the agriculture sector and related economic and environmental issues.

Number of methods available for sharing information on social issues affecting the agriculture sector.

The social dimensions of sustainable agriculture critical to innovation and competitiveness are further defined.

Information on social factors affecting the agriculture sector's ability to innovate is integrated into, and shared, through discussion documents related to policy design and implementation.

6. Research:
To increase carbon sequestration in agricultural soils, reduce GHG emissions per unit of production, and enhance the synergy between agriculture and the environment.
Improved communication between researchers, policy makers and producers, by demonstrating an increase in the use of AAFC's GHG calculator for evaluating innovative technologies. The GHG emission intensity will be estimated for the main crops in Canada.
Number of confirmed contribution of the program to various offset system pilot projects. Scientists in AAFC will continue to help develop several of the GHG protocols for various sectors in agriculture.
Enhanced integration of the three pillars of SD by identifying and promoting farming practices that consider all three pillars of SD. Sustainability of farming practices such as reduced tillage, reduced summer fallowing and more forage crops in rotation will be evaluated.
7. Work with the sector to apply and perfect integrated approaches:

A. The development of the National Ecological Goods and Services (EG&S) Policy Framework benefits from research gathered through EG&S policy pilot projects and through other research initiatives.

An EG&S policy framework that is science-based will have measurable outcomes for evaluation.

An EG&S policy framework that considers each of the three pillars of SD, through application of the SD Test Questions, is in place.

Results of eight pilot projects and other policy research will be presented at a national workshop and synthesized for distribution to decision-makers.
B. Increased adoption of and support for applying an Integrated Water Resources Management (IWRM) approach to watershed planning and management activities that will improve the protection of water quality from agriculture impacts, secure water supplies for agricultural needs, and consider the three elements of sustainable development. Percentage of transferable tools, knowledge activities and instruments that support IWRM and decision making.

Percentage of watershed planning and management activities that apply the IWRM approach to managing resources in watersheds.

Percentage of partners and watersheds with capacity-building or decision-making tools, plans and instruments that consider the three elements of sustainable development.

Transferable tools, knowledge activities and instruments that support agriculture decision-making and participation in IWRM activities.(e.g. Water Forum, a federal/ provincial/ territorial knowledge exchange workshop to be held in March 2009)

Continued adoption of the IWRM approach to managing agriculture resources in a number of watershed planning and management activities across Canada with support from AAFC technical staff.

Implementation of Saskatchewan's Integrated Water Management (IWM) Strategy and IWM Governance model with AAFC technical support.

Additional watershed-based group farm plans or resource-related studies will be developed to support agri-environmentally sound on-farm and watershed level decisions.

Continued participation on the interdepartmental Committee on Water Policy where IWRM, as a governance model, is being promoted.

8. Programs:

A. To develop new co-operatives that respond to the needs of citizens, and that fall into areas of federal priority.

Percentage of co-operatives initiated in new and emerging areas of the economy. Five percent of new co-operatives that received CDI support are established in new and emerging areas of the economy
Percentage of new co-operatives in areas of federal priority. Eighty percent of new co‑operatives that received CDI support are in areas of federal priority.
Percentage of new co-op funded projects within priority areas that integrate the three pillars of SD. All new co-op funded projects within priority areas take into account the three pillars of SD.
B. Low-income farm families have found ways to increase their family incomes. Increased on-or off-farm income for farm families. The Canadian Agricultural Skills Service contributed to on and off farm income of farmers and farm families.
Increased skills of farmers and farm families The skills of farmers and farm families increased through past participation in professional services such as Farm Business Assessments and skills training under the Canadian Agricultural Skills Service.
Enhanced integration of the three pillars of SD (particularly the social and economic pillars). The integration of the pillars of SD was enhanced as economic, and environmental circumstances and goals are considered in the provision of business management tools, information and services to businesses in the sector and programs such as the Canadian Agricultural Skills Service contributed to the "off farm" income of farmers and farm families.

Note that the transition from the APF to Growing Forward on March 31, 2009 will bring an end to these federal programs.


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Atlantic Canada Opportunities Agency

Table: Sustainable Development Strategy (SDS)

ACOA’s Sustainable Development Strategy 2007-2010 - Moving Forward on Sustainable Development responds to feedback from both external and internal consultations to promote the use of innovative eco-efficiency tools, practices and technologies, and to inform both the private sector and communities of the benefits of sustainable development (SD).

ACOA impacts sustainable development through:

  • policies and programs that inform and fund private sector businesses;
  • support for research and development that leads to commercialization of new technology;
  • support to communities through infrastructure program funding; and
  • the efficiency of its internal operations.

ACOA’s SDS 2007‑2010 is available at: http://www.acoa-apeca.gc.ca/English/Accountability/AuditsAndEvaluations/Pages/
ReviewofSustainableDevelopmentStrategy.aspx


Federal SDS Goals Supported (link between Agency’s SDS goal and federal SDS goals) Performance Measures from Agency’s Current SDS (Indicators) Agency’s 2009-2010 Expected Results (Outcomes)
Agency’s SDS Goal:
Priority 1 – Support to Business
Goal 1: Clean water

Goal 2: Clean air

Goal 3: Reduce greenhouse gas emissions

Goal 4: Sustainable communities

Goal 5: Sustainable development and use of natural resources

Goal 6: Strengthen federal governance and decision-making to support sustainable development

  • number of sessions given
  • number of SMEs attending sessions
  • of SMEs receiving SD reviews/audits
1.1 Increased awareness by SMEs of SD and its potential benefits to their organizations
  • number of information sessions with stakeholders
1.2 Increased awareness by stakeholders of the importance of their involvement in providing SD services to SMEs
  • number of information sessions
  • number of federal partners who participate in sessions
1.3 Improved access to SD government programs and services
  • number of SMEs (ACOA clients) undertaking sustainable development practices in their operations
  • number of SMEs adopting/developing new technologies
1.4 SMEs implement/adopt SD practices and/or technologies
Agency’s SDS Goal:
Priority 2 – Support to Communities
Goal 1: Clean water

Goal 4: Sustainable communities

  • number of information sessions
2.1 Awareness of opportunities for community sustainable development
  • number of green infrastructure projects
2.2 Improved, sustainable community infrastructure
  • number of collaborations in community development planning and implementation
  • dollars leveraged on community development projects/investments
2.3 Sustained community partnerships/collaboration to explore/develop/capitalize on SD opportunities
Agency’s SDS Goal:
Priority 3 – Awareness and Capacity Building
Goal 3: Reduce greenhouse gas emissions

Goal 5: Sustainable development and use of natural resources

  • number of presentations delivered/documents provided or presented
3.1 Provinces and other federal government departments/agencies are aware of ACOA’s vision for SD in Atlantic Canada
  • number of partnerships established through sub-committees
3.2 Coherent approach to achieving federal SD priorities by federal departments in Atlantic Canada
Agency’s SDS Goal:
Priority 4 – Setting an Example
Goal 2: Clean air

Goal 3: Reduce greenhouse gas emissions

Goal 5: Sustainable development and use of natural resources

Goal 6: Strengthen federal governance and decision-making to support sustainable development

  • number of workshops/training sessions offered
  • communications plan established
  • number of SD communications products developed and distributed
  • number of visits to ACOA’s SD intranet site
  • number of incremental SD practices
  • number of SD committees established
4.1 Staff become aware and knowledgeable of how they can and should contribute to ACOA’s SDS, and of the importance of their contribution
  • number of information sessions held
  • number of staff attending sessions
4.2 Staff awareness of the SD programs and services available to ACOA clients
  • the corporate work plan and all regional work plans contain SD activities
  • human and financial resources allocated to SD
4.3 Increased senior management commitment to SD
  • percentage of remanufactured cartridges purchased
  • number of existing supplies replaced by green products
  • number of energy efficient equipment purchased
4.4 Emphasis on green procurement
  • percentage of hybrid and energy efficient vehicles of total fleet
4.5 Hybrid or fuel-efficient vehicles are purchased
  • number of landlords with whom negotiations have been initiated
  • number and types of energy reduction measures implemented
4.6 Reduction of energy consumed in offices

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Canada Border Services Agency

Sustainable Development Strategy

Summary

The CBSA continues to adopt new ways of thinking and acting that reflect economic, social and environmental dimensions of sustainable development. The CBSA's Sustainable Development Strategy 2007–2009 emphasizes the need to create systems that promote overall sustainable management of the CBSA's activities.

The CBSA's commitment to sustainable development supports efficient and effective border management that contributes to the security and prosperity of Canada. The CBSA's Sustainable Development Strategy 2007–2009 came into force on April 1, 2007. Progress in implementing the strategy will be reported in the CBSA's 2009–10 Departmental Performance Report.

The Sustainable Development Strategy 2007–2009 is available on the CBSA's Web site at http://www.cbsa.gc.ca/agency-agence/reports-rapports/sds-sdd/sds-sdd-07-09-eng.html.

Table 2: Sustainable Development Strategy 2007–2009: Targets for 2009–10


Sustainable Development Strategy Goal: The CBSA is a socially responsible organization.
Sustainable Development Strategy Target: Apply Leadership in Energy and Environmental Design certification standards to new CBSA-owned border crossing facilities.
Federal Sustainable Development Goal Performance Measure Expected Results
Reduce greenhouse gas emissions. Number and percentage of new facilities with Leadership in Energy and Environmental Design certification. Resources are used in a sustainable manner.
Sustainable Development Strategy Target: Reduce by 15 percent (from 2002–03 levels) greenhouse gas emissions per vehicle kilometre.
Federal Sustainable Development Goal Performance Measure Expected Results
Reduce greenhouse gas emissions. Annual average of greenhouse gas emissions per vehicle kilometre. Greenhouse gas emissions are reduced.
Sustainable Development Strategy Target: Purchase ethanol-blended fuel for vehicle fleet, where available.
Federal Sustainable Development Goal Performance Measure Expected Results
Reduce greenhouse gas emissions. Percentage of ethanol-blended gasoline purchased. Greenhouse gas emissions are reduced.
Sustainable Development Strategy Target: By March 31, 2010, develop and implement a life-cycle approach to asset management.
Federal Sustainable Development Goal Performance Measure Expected Results
Sustainable development and use of natural resources. Number and percentage of asset categories identified and managed according to the life-cycle approach. Sustainable planning and management of CBSA assets.
Sustainable Development Strategy Target: By March 31, 2010, train all procurement personnel on green procurement.
Federal Sustainable Development Goal Performance Measure Expected Results
Sustainable development and use of natural resources. Number and percentage of procurement personnel trained. Employees apply green procurement principles.


Sustainable Development Strategy Goal: The CBSA is an employer of choice.
Sustainable Development Strategy Target: By March 31, 2010, develop and implement an environmental database.
Federal Sustainable Development Goal Performance Measure Expected Results
n/a Number of environmental aspects managed by the environmental database. Reports for internal and external stakeholders are generated.

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Canadian Environmental Assessment Agency

Table 2: Sustainable Development Strategy


SDS Departmental Goal

To promote the full and meaningful application of a results-oriented federal environmental assessment framework.

Federal SD Goal Including Greening Government Operations (GGO) Goals

Governance for Sustainable Development: Federal SD Goal VI

Performance Measure from Current SDS Department's Expected Results for 2009-2010
Improved understanding of how the various components of an effective and efficient environmental assessment framework should work together, and of the strengths and weaknesses of the current framework in supporting integrated decision making Contributions towards the advancement of the science and practice of strategic environmental assessment and of regional-scale environmental assessment (consistent with Agency Operational Priorities 1, 2 and 3*)
A timelier, coordinated, and consistent approach to the environmental assessment process of major projects is applied Promotion and implementation of initiatives that improve the coordination among stakeholders in federal project environmental assessments (consistent with Agency Operational Priorities 1 and 2*)
Improved knowledge across government of how to engage the public, including Aboriginal groups, in high-quality environmental assessments Continued work towards building knowledge and capacity internally and throughout the federal government in the area of public and Aboriginal groups' engagement in environmental assessments (consistent with Agency Operational Priorities 1, 2 and 3*)
Regular and consistent training in sustainable development tools for planners and analysts across the Government of Canada Collaboration with other federal departments and agencies to increase awareness and application of the principles of sustainable development and the sustainable development tools (consistent with Agency Operational Priorities 1, 2 and 3*)
Identification of areas requiring improvement in the application of the Cabinet Directive and the Act Completion of the evaluation on the effectiveness of the SEA and project environmental assessment processes (consistent with Agency Operational Priorities 1, 2 and 3*)
Identification of opportunities to better integrate the project review process across jurisdictions Continuing examination of how the Agency can move toward better integration of the project review process at the national level (consistent with Agency Operational Priorities 1 and 2*)
Themes of research and development reflect issues and needs addressed in the Agency's sustainable development strategies Encouragement of research areas consistent with, and supportive of, the goals and objectives set out in the Agency's sustainable development strategies (consistent with Agency Operational Priorities 1 and 3*)

* In this table, the Agency's operational priorities 1, 2 and 3 refer to the following:

  1. Build a Framework for More Integrated Environmental Assessment
  2. Play Active Leadership Role in Federal Environmental Assessment
  3. Build Capacity and Organization to Deliver on Existing and New Responsibilities

For additional information on how the 'Performance Measures from current Sustainable Development Strategies' and its associated 'Departmental Expected Results' were derived, please refer to the Canadian Environmental Assessment Agency's 2007-2009 Sustainable Development Strategy (http://www.ceaa-acee.gc.ca/default.asp?lang=En&n=EB9E8950-1&toc=show).

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Canadian Heritage

Table 4: Sustainable Development Strategy

The Canadian Heritage Sustainable Development Strategy 2007–2009 (SDS) focuses on ensuring that the environmental impacts of its decisions are clearly understood, weighed, and addressed appropriately. The Department’s SDS is articulated around the three priorities outlined in the table below.


SDS Departmental Goals: Priority 1: To strengthen decision-making and monitoring at Canadian Heritage in support of sustainable development.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
(6) Organizational structures and processes support meaningful and significant sustainable development objectives. a) Existence of a Coordinator responsible for the advice, coordination and monitoring of Departmental sustainable development efforts. The establishment of this function within Canadian Heritage will centralize and streamline SD efforts at the end of 2009–2010.
b) Existence of a governance structure for Sustainable development at the DG-level. The efficiency and impact of SD decision making will increase with strong decision-making at the senior executive level through either by creating a DG-level SDC or leveraging the level 3 planning and policy committees.
c) SDS progress is successfully integrated in the Report on Plans  and Priorities (RPP) and the Departmental Performance Report (DPR). The Treasury Board directive on concise reporting will be respected in the RPP and the DPR will contain substantiated progress reports on specific measures that support the RPP commitments.
d) Managers’ performance contracts include SD expectations for staff. Executive Management performance agreements contain SD.
e) Strategic Environmental Assessment. The Centre of Expertise for Grants and Contributions is the Departmental Coordinator for Environmental Assessment and has been also identified as the Departmental Coordinator on Strategic Environmental Assessment (SEA).

To strengthen the Departmental decision-making process in support of sustainable development, a guideline document will be developed to assist programs and policy groups to consider whether or not an SEA is required prior to moving forward for Cabinet approval of their policy or program.   

This guide will assist programs and policy group to ensure that the Department meets its obligation under the legislation.




SDS Departmental Goals: Priority 2: To improve the federal knowledge base about SD and increase planning capacity to account for the social and cultural dimensions of sustainable communities.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
(2) Clean air for people to breathe and ecosystems to function well.

(4) Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations.

f) Creation and dissemination of new research about culture and sustainable development. Disseminate research products containing information on culture and sustainable development.
g) Integration of Canadian Heritage advice and data in government policy and program development that reflects the socio-cultural considerations for sustainable communities. The Federal Sustainable Development Strategy will contain integrated Canadian Heritage advice on the socio-cultural considerations for the federal community.
h) Sustainable development and use of natural Resources Canadian Heritage contributes to the reduction of Green House Gas (GHG) emissions by:
  1. Converted departmental fleet to hybrid models;
  2. Provides a departmental recycled paper distribution program;
  3. Mandatory use of PWGSC “Green” Standing Offers;
  4. All Departmental network printers and copiers default set for 2-sided printing



SDS Departmental Goals: Priority 3: To integrate better environmental management in departmental policies, programs and operations.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
(1) Clean and Secure water for people, marine and freshwater ecosystems.

(2) Clean air for people to breathe and ecosystems to function well.

(4) Sustainable Development and use of Natural resources.

(6) Organizational structures and processes support meaningful and significant sustainable development objectives.

i) Number of programs and policy initiatives that have considered whether an SEA was required or not. A guideline document will be prepared in 2009–2010. Information for this measurement will not be available until 2010–2011. It will ensure better integration of environmental management into departmental policies, programs and operations. This document will support programs and policy groups at the planning and development stage in the determination of the requirement for an SEA.
j) Green Procurement Practices
  1. Departmental fleet all upgraded to hybrid vehicles;
  2.  Departmental recycled paper distribution program;
  3. Mandatory use of PWGSC “Green” Standing Offers;
  4. All Requests for proposals include either evaluation criteria and/or instances of environmentally friendly clauses or stipulations for the procurement of goods and services;
  5. Procurement staff to be fully trained on “Green Procurement” by March 31, 2010;
  6. Green procurement component included in Departmental procurement and contract training for employees;
  7. Committed to supporting all procurement activities for the Vancouver 2010 Olympic and Paralympic Games and Expo 2010 in Shanghai, China, and ensuring the link with their respective sustainable development commitments.
k) Green Facilities Management In the service relationship with Public Works & Government Services Canada (PWGSC), Canadian Heritage, as the client, works collaboratively with PWGSC, the common service provider, for the coordination of our office accommodation needs. As this falls within their responsibility for environmental stewardship in the built environment, the management of PCH accommodations includes priorities of greening operations and related procurement aimed at reducing energy, air pollution and greenhouse gas emissions. Examples include the rigourous efficiency standards applied to floor re-fits at Les Terrasses de la Chaudiere and the “reduce, re-use, re-cycle’ program in place in various office locations.

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Canadian International Development Agency

Sustainable Development Strategy


Federal goal: Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
CIDA objective 1: Support equitable economic development
Expected results Performance measurement
Increased productivity, innovation and employment, and income opportunities Domestic credit to the private sector (% of GDP)
Labour productivity (PPP GDP per person employed)
Youth (15-24 years old) employment-to-population ratio and youth employment rate
Share of women in wage employment in the non-agriculture sector
More effective regulations conducive to investment, business formation and responsible enterprise Number of administrative and regulatory barriers eliminated to create a favourable environment for doing business
Increased ability of developing countries to benefit from the global trading system Changes in total merchandise exports from developing countries and Least Developed Countries (LDCs)
Number of persons reached through trade-related technical assistance (TRTA) activities delivered to developing countries and LDCs
Satisfaction of the participants with the results of the attended TRTA
CIDA's objective 2: Support social development, with particular emphasis on people living in poverty
Expected results Performance measurement
Progress on the prevention and control of poverty-linked diseases Prevalence and death rates associated with tuberculosis
Reduce the burden of HIV/AIDS HIV prevalence among young people (15-24 years old)
Reduced infant and child mortality rates Under-five mortality rate
Infant mortality rate
Improved sexual and reproductive health and reduced maternal mortality Proportion of births attended by skilled health personnel
Maternal mortality rate
Improved food security and nutrition Number of people undernourished and percentage of total population
Agricultural productivity (agricultural value added per worker in dollars)
Proportion of vulnerable people identified as requiring food assistance compared with the proportion of food assistance needs met
Vitamin A supplement coverage rate (6-59 months): at least one dose (%) and full coverage (%)
Percentage of households consuming iodized salt
Strengthened health systems Access to health services: number of consultations per year per inhabitant
Human resources for health: Number of health workers by cadre and by region
Equity: coverage in the poorest quintiles of the population
Better access to education for all Percentage of children enrolled in primary education
Percentage of children completing primary schooling
Progress on closing the gender gap in education Ratio of girls to boys in primary, secondary and tertiary education in developing countries
Ratio of literate women to men 15-24 years old
Strengthened action against HIV/AIDS through education Number of HIV/AIDS education policies and programs in place
Improved stability and protection for children in emergency settings Number of girls and boys living in crisis situations that participate in formal and non-formal education programming
Federal goal: Sustainable development and use of natural resources
CIDA's objective 3: Support environment and natural resources management
Expected results Performance measurement
100 percent compliance regarding the application of these environmental tools to CIDA’s decisions on policies, plans, programmes and projects Number of CIDA Environmental Impact Assessments and Strategic Environmental Assessments (SEA) applied to CIDA decisions on policies, plans, programmes and projects using the Canadian Environmental Assessment Act or the Federal Cabinet Directive on SEA, as appropriate
Countries have greater capacity to develop and use natural resources in a sustainable manner Degree of integration of environmental sustainability into country policies and programs
Operations at headquarters are green Number of employees in the procurement area trained
Number of initiatives for reducing energy and water consumption launched
Number of vehicles replaced with hybrid models
Percentage of gasoline purchased for CIDA vehicles that is ethanol blended
Level of usage of videoconferencing between CIDA headquarters and foreign offices
Amount of paper purchased for printers and photocopiers
Federal goal: Strengthen democratic governance to support meaningful and significant sustainable development objectives
CIDA's objective 4: Support progress in democratic governance and human rights
Expected results Performance measurement
Greater democratization; improved public sector performance and accountability; improved rule of law Level of democratic governance
Proportion of seats held by women in local government bodies
Strengthened human rights institutions, effective civil society initiatives (e.g. human rights education) and inclusive public policies Level of improvements in human rights

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Citizenship and Immigration Canada

Sustainable Development Strategy

Citizenship and Immigration Canada (CIC) tabled its current Sustainable Development Strategy (SDS) in Parliament on December 13, 2006. Based on lessons learned from previous strategies, and on recommendations made by the Commissioner of the Environment and Sustainable Development, this strategy focuses efforts on fewer and more concrete commitments that will allow CIC to rethink how it approaches sustainable development (SD) and lay a strong foundation on which to build future strategies.

The main challenge for the Department is to establish clear links between its ongoing core activities and its sustainable development objectives. A review of the sustainable development program undertaken in 2008–2009 highlighted the need for CIC to develop management and analytical tools to assist employees and senior management in identifying sustainability issues inherent to the departmental mandate, and establish clear guidelines on how to deal with these issues.

The four key goals of CIC’s Sustainable Development Strategy are to:

  1. Promote awareness of sustainable development principles and objectives among departmental staff, clients and stakeholders;
  2. Strengthen federal governance and decision making to support sustainable development;
  3. Contribute to building sustainable communities that enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations; and
  4. Minimize the negative environmental impacts of departmental operations.

The Department’s focus in its 2007–2010 SDS is on governance and capacity building. More specifically, in 2009–2010, CIC will:

  • Continue implementing the communications plan developed during SDS III;
  • Begin internal consultations to identify gaps in its sustainable development program, define clear departmental requirements, clarify roles and responsibilities, and strengthen its procedures;
  • Continue working on the development of a training plan; and
  • Review and update its guidelines.

Report on the progress of the SDS is found in CIC’s annual Departmental Performance Report.


SDS Departmental Goal 1: Promote Awareness of Sustainable Development Principles and Objectives among Departmental Staff, Clients and Stakeholders
Federal SD goal, including Greening of Government Operation goals Activity Performance measurement from current SDS Department’s expected results for 2009–10
Sustainable Communities: “Federal SD Goal IV” Develop and implement an SD training plan for CIC covering topics such as:
  • Principles of SD
  • Strategic Environmental Assessments (SEAs)
  • Waste management
  • Green procurement
  • Fleet management
  • Optimal use of information technologies.
Training material is developed or obtained for each component of the training plan. In 2009–2010, CIC will make use of the suite of training tools necessary to start building analytical capacity within the Department and ensure that all employees are in a position to integrate the principles of sustainability within their daily work.
  Implementation of the SD communications plan to raise employee awareness of SD throughout the year on various themes, such as:
  • Water conservation
  • Energy efficiency
  • Clean air
  • Waste management
  • Workplace well-being and health and safety programs
  • Green commuting practices
  • Optimal use of information technologies.
An SD resource centre is created by March 2010. CIC employees will have access to SD-related resources through the departmental library services.
  Develop an integrated policy framework for citizenship to raise the profile of citizenship among newcomers and Canadian-born individuals, and to promote active citizenship. Number of community-focused citizenship ceremonies. At least one additional community-focused citizenship ceremony.
  Distribute information on sustainable development and environmental issues to visa-ready immigrants, newly settled immigrants and prospective citizens. Number of copies of Welcome to Canada and A Newcomer’s Introduction to Canada distributed to immigrants and prospective citizens. Maintaining distribution to 100% of immigrants.



SDS Departmental Goal 2: Strengthen Federal Governance and Decision Making to Support Sustainable Development
Federal SD goal, including Greening of Government Operation goals Activity Performance measurement from current SDS Department’s expected results for 2009–10
Governance for Sustainable Development: “Federal SD Goal VI” Take stock of SD capacity in all branches and identify potential activities and approaches to promote SD behaviour before the next SDS. Number of branches approached in the context of the stock-taking exercise.
Gap analysis identifies areas for improvement in CIC’s SD program.
All CIC branches are consulted over the course of SDS IV.
At least three areas of improvement are identified for SDS V.
At least two options are identified to further integrate SDS into key planning and reporting processes.
  Fully implement CIC’s SEA Policy into policies, plans and program proposals requiring ministerial or Cabinet decisions. Number and percentage of eligible proposals for which the SEA process is followed.
Number and percentage of proposals for which a full SEA is completed.
100% of documents eligible under the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals undergo the SEA process.
  Review and implementation of updated procedures related to CIC’s SD program, including the SEA Policy Statement and Guide. SD procedural documents are updated or created as needed starting March 2008. Clear and effective governance mechanisms to integrate SD into decision making.
  CIC will contribute to a joint initiative with other government departments and the Canada School of Public Service to design and deliver new Government of Canada SD training material. Number of CIC employees participating in training. 90% of CIC policy analysts are trained.



SDS Departmental Goal 3 : Contribute to Building Sustainable Communities That Enjoy a Prosperous Economy, a Vibrant and Equitable Society, and a Healthy Environment for Current and Future Generations
Federal SD goal, including Greening of Government Operation goals Activity Performance measurement from current SDS Department’s expected results for 2009–10
Sustainable Communities:
“Federal SD Goal IV”
Ensure that programming supports the successful integration of newcomers into Canadian society and their contribution to a prosperous economy. CIC’s immigration, citizenship and refugee programs support the successful integration of newcomers into Canadian society and their contribution to a prosperous economy. For details on CIC’s planned activities, see Section II of this report.



SDS Departmental Goal 4: Minimize the Negative Environmental Impacts of Departmental Operations
Federal SD goal, including Greening of Government Operation goals Activity Performance measurement from current SDS Department’s expected results for 2009–10
SD and use of natural resources: “Federal SD Goal V” Reduce greenhouse gas emissions:
“Federal SD Goal III”
Implementation of CIC’s Thinking Green Waste Reduction (TGWR) Plan developed and piloted under SDS III at CIC national headquarters. Number of branches in which the TGWR Plan is implemented. 5% waste reduction in at least 4 of the 6 branches by March 2009.
10% waste reduction in at least 2 of the 6 branches by March 2010.
  Revise CIC’s procurement practices to incorporate new government-wide directions on green procurement. New green procurement guidelines implemented. 100% of CIC’s administrative assistants will apply the new guidelines.
Description of tracking and monitoring methodologies. CIC administrative assistants receive information on green procurement through CIC’s annual Administrative Assistants Conference.
Total amount of green products and services purchased by CIC between 2007–2008 and 2009–2010. 5% increase over 2 years based on the results of 2007–2008.

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Correctional Service Canada

Table 4: Sustainable Development Strategy (SDS)


SDS Departmental Goals:
Federal SD goal, including Greening of Government Operations goals Performance measurement from current SDS Department's expected results for 2009-10
1. Contribute to the reduction of greenhouse gas (GHG) emissions that are responsible for climate change;
  • Weight (in metric tonnes) of CO2 emissions produced by CSC’s central heating plants and institutional heating systems.
  • Number of renewable energy production projects implemented.
  • % of new acquired vehicles that run on alternative fuels (hybrid and E85).
  • A reduction of 0.5% of natural gas and/or heating oil consumption.
  • Implementation of one large wind turbine (Drumheller institution) and one solar energy project (Joyceville).
  • At least 10% of new acquired vehicles will have the capacity to run on alternative fuels.
2. Contribute to the protection of the atmosphere;
  • Number of measures to improve the efficiency of our large boilers.
  • Number of halocarbon cooling systems replaced.
  • Visit and analyse eight central heating plants to improve (tune-up) the efficiency of large boilers.
  • Replace at least one large halocarbon cooling system.
3. Contribute to the conservation of the tropospheric air quality;
  • Number of phase 1 and 2 VOC recovery projects/units installed/completed.
  • Complete at least three phase 1 and 2 VOC recovery projects.
4. Contribute to the protection of the hydrosphere;
  • Number of projects to upgrade our wastewater treatment systems implemented.
  • Number of measures to conserve potable water implemented.
  • Potable water consumption (litres/occupant/day).
  • Implement at least two projects to upgrade CSC’s wastewater treatment systems.
  • Implement a minimum of three water conservation projects.
  • Reduce total water consumption by at approximately 3%.
5. Contribute to the support of sustainable communities;
  • Number of priority contaminated sites remediated.
  • Number of assessments of potentially contaminated areas.
  • Number of actions taken to expand the Environmental Farms Management Plan.
  • Implementation of at least 4 contaminated site remediation projects.
  • Environmental assessments will be conducted for approximately 12 new potentially contaminated sites based on their risks to health and ecosystems.
  • Proceed with the required work/actions to expand the environmental farms management plan at Westmorland institution.
6. Contribute to the sustainable use of natural resources;
  • Number of solid waste audits conducted.
  • Estimate of weight of landfilled solid waste (kg/occupant/day).
  • Publication of an internal policy on green procurement.
  • Number of employees who received training on green procurement.
  • Completion of 3 solid waste audits to improve solid waste management practices.
  • Development of an internal policy on green procurement.
  • Further the related training for procurement officers.
7. Contribute to the reinforcement of governance and decisions that support Sustainable Development.
  • Number of SDS progress reports presented to Senior Management.
  • Production of two SDS progress report (October 2008 and April 2010) for Senior Management.

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Department of Finance Canada

Table 3: Sustainable Development Strategy

"Sustainable development" is defined as development that meets the needs of the present without compromising the ability of future generations to meet their own needs, and it is a key commitment of all federal departments. In 1995, the Auditor General Act was amended to require each department to prepare and update a sustainable development strategy (SDS). These strategies are tabled in the House of Commons, and the Commissioner of the Environment and Sustainable Development monitors the progress towards their implementation.

An SDS is intended to outline a department's goals and action plans for integrating sustainable development into its policies, programs, and operations over three-year planning periods.

The Department of Finance Canada's SDS for the period of 2007-09 is the Department's third update of its original SDS tabled in Parliament in December 1997. The 2007-09 SDS builds on the foundation of previous strategies, including key achievements in debt reduction, evaluating environmental tax proposals, strategic environmental assessment, and green stewardship. The Department's 1998-2000, 2001-03, 2004-06, and 2007-09 strategies can be found on the Department's website.

Economic and fiscal policy frameworks and decisions that promote equity and enhance the economic, social, and environmental well-being of current and future generations form the basis of the Department's plan for sustainable development. It highlights the long-term ideal that the Department will strive to achieve. For the 2007-09 SDS, the Department set out five long-term goals that focus on key areas where it can contribute, within its mandate, to sustainable development: (1) fiscal sustainability and a high standard of living for future generations; (2) strong social foundations; (3) integrating sustainable development considerations into policy making; (4) integrating sustainable development considerations into the economy; and (5) demonstrating the Department's commitment to sustainable development in operations.

In accordance with each of these five goals, the Department's action plan for sustainable development sets out a number of objectives and targeted actions over the planning period. In undertaking these actions over the three-year period, the Department recognizes that fully achieving sustainable development will take time and continued effort. This requires a long-term strategic approach, while continuing to commit to short-term actions that make progress toward the departmental vision for sustainable development.

A detailed outline of the Department's objectives, actions, and planned results in its SDS in 2009-10 is available on the Department's website.

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Department of Foreign Affairs and International Trade

Table 4: Sustainable Development Strategy



SDS Departmental Goals: Agenda 2009: A Sustainable Development Strategy for Foreign Affairs and International Trade Canada defines sustainable development initiatives for the 2007-09 period. The initiatives support two broad goals and five objectives:

Goal 1: Ensure greater integration of sustainable development into departmental policies, programs and operations.

Objective 1.1: Organization structures and processes support meaningful and significant sustainable development objectives.
Objective 1.2: Improved environmental management practices through the Environmental Management System.

Goal 2: Advance Canada's sustainable development interests related to foreign affairs and international trade.

Objective 2.1: Effective promotion of international security and respect for human rights, good governance and the rule of law as prerequisites for sustainable development.
Objective 2.2: Enhanced Canadian prosperity through advancement of Canadian sustainable development interests and priorities in trade relations, policies and programs.
Objective 2.3: Advancing Canada's interests on key environmental and sustainable development issues.


Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Supports federal sustainable development goals 1.3.1; 3.2; 3.3.1; 4.1.1; 4.3.2; 5.3.1; 6.1; 6.1.1; and 6.1.2 as defined in the 2006 guidance document Coordinating the Fourth Round of Departmental Sustainable Development Strategies Key SDS results achieved in 2008-09 will be summarized in the Departmental Performance Report, and details on the status of SDS commitments will be outlined in the Agenda 2009 annual reports.

Please refer to the complete departmental SDS at
www.international.gc.ca/enviro/strategy-strategie/2009/index.aspx?lang=eng
The department's SDS contains 43 targets, which the department expects to have met by the end of 2009-10.

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Department of Justice Canada

Sustainable Development Strategy

The Department’s current 2007-2009 sustainable development strategy was tabled in December of 2006 under the provisions of the Auditor General Act. This RPP captures the strategy’s final 8 months of activity (2009) but also straddles the first 3 months of 2010.  For planning purposes, it is being assumed that the strategy will continue into this period and beyond until a further strategy is prepared under the new Federal Sustainable Development Act.

The current strategy has three objectives:

  • Further develop the capacity of the Department to support the provision of legal services related to sustainable development.
  • Incorporate sustainable development principles and practices into the Department’s policy and program operations.
  • Improve the environmental sustainability of the Department’s physical operations.

These objectives, along with their respective targets and performance indicators, are aimed at improving the existing capacity and practices in the Department towards achieving sustainable development in its internal operations, as well as in its work with its client organizations.

The complete text of the Sustainable Development Strategy 2007-2009 may be obtained at: http://www.justice.gc.ca/eng/dept-min/pub/sds-sdd/index.html

Objective 1: Further develop the capacity of the Department to support the provision of legal services related to sustainable development.


OBJECTIVES/TARGETS COMMITMENTS
Target 1.1:
The Department’s role in providing legal services related to sustainable development is considered, when appropriate.

Target 1.2:
The Department builds on its current level of awareness of sustainable development by developing a further capacity to provide advice on the legal implications of policy and program decisions related to sustainable development issues facing the government and client departments and agencies, when appropriate.

  • Organize and host a follow-up sustainability conference in March 2009
  • Training sessions on Legal Services support for SD
  • Consider how DoJ legal services can enhance its support of client SD strategies
  • Strengthening of established networks and working groups to consider sustainability in the provision of legal services.
  • Conduct research and analysis of sustainability principles and current issues and identify case law and best practices on the application of these principles and practices in the provision of legal services.
  • Develop a departmental guide for LSUs to assist in their response to environmental petitions
  • Guidelines are developed to support staff in offering additional advice and services.
  • Learning and practical tools are developed to assist employees.
  • Training is offered and conducted to build additional expertise in the Department, when appropriate.
  • Host and promote the sustainable development training course offered by the Canada School of Public Service.
  • Legal risk management is linked to sustainable development.

Objective 2: Incorporate sustainable development principles and practices into the Department’s policy and program operations.


OBJECTIVES/TARGETS COMMITMENTS
Target 2.1:
Sustainable development principles and practices are incorporated in the Department’s policies and programs, when appropriate.
  • Ensure and monitor compliance with Cabinet Directive on Strategic Environmental Assessments
  • Operationalize best practices such as the consideration of sustainable development principles into program and policy development
  • Develop and provide appropriate guidelines and learning tool
  • Policy Branch participation in DOJ’s 2009 Sustainable Development conference
  • Policy Branch to analyse survey of policy staff and partners as part of on-going policy and program research and analysis
Target 2.2:
Sustainable development activities and principles are integrated in the Department’s management and accountability structure.
  • Integrate sustainable development into Departmental business planning
  • Increase the understanding of SD and its relevance to the work of the Department within its managerial community
  • Develop specific targets for inclusion and monitoring of sustainable development commitments into selective senior managers’ performance agreements.

Objective 3: Improve the environmental sustainability of the Department’s physical operations.


OBJECTIVES/TARGETS COMMITMENTS
Target 3.1:
Conservation and waste-management practices are significantly improved.
  • Intensify activities to raise staff awareness of conservation practices
  • Implementing default double-sided printing
  • Introduce battery recovery program
  • Adherence to Government of Canada accommodation standards
  • On-going transfer of select IT assets to the Computer-for-Schools program
  • Enforcement of water policy which supports tap water over bottled water
  • Introduce and encourage measures to reduce energy consumption
Target 3.2:
Government Green Procurement Policy is implemented.
  • On-going training of all appropriate managers and staff to be maintained
  • Implementation of GPP is monitored and enforced
  • IT investment criteria to consider environmental benefits/costs

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Economic Development Agency of Canada for the Regions of Quebec

Sustainable Development Strategy (SDS)


Agency’s governance goal:
Reinforce governance and decision-making to support sustainable development.
Federal sustainable development goal, including greening government operations (GGO) objectives Performance measurement from current SDS Agency’s expected results for 2009-2010
Governance for sustainable development Review of departmental commitments contained in plans

Annual plan for monitoring the commitments in the fourth SDS approved by senior management as well as progress of results.
SDS commitments are integrated in decision-making processes as early as the planning stage.

Clear, effective governance mechanisms integrate sustainable development in the decision-making process.


Agency’s empowerment goal:
Continue empowering personnel with respect to sustainable development.
Federal sustainable development goal, including GGO objectives Performance measurement from current SDS Agency’s expected results for 2009-2010
  Implementation of a diagnostic tool in business offices

Staff participation in training sessions

Survey on satisfaction concerning timeliness of training

Compilation of information on sustainable development
A sustainable development diagnostic tool will be set up in business offices by 2010.

Agency managers and personnel have a common understanding of the concept of sustainable development, they are sensitized to the commitments made in the Agency’s fourth SDS, and they are aware of memorandums of understanding with partners.

Information on sustainable development is accessible within the Agency.


Agency’s Vitality of Communities goal:
Support communities so they contribute to a prosperous, sustainable economy.
Federal sustainable development goal, including GGO objectives Performance measurement from current SDS Agency’s expected results for
2009-2010
Clean air

Reduce greenhouse gas emissions

Sustainable development and use of natural resources

Sustainable communities
Number of communities sensitized and number of plans taking sustainable development into account

Number of sustainable development initiatives and projects carried out in communities

Case study conducted to identify more accurately the impact of initiatives or projects on communities’ development

Number of projects and activities supporting green entrepreneurship

Number of tourism projects that take sustainable development into account.
Communities are sensitized and mobilized, and they have set out a vision and drawn up development and diversification plans which take sustainable development principles into account.

Sustainable development initiatives and projects are carried out in communities.

Green entrepreneurship is supported.

Communities benefit from tourism projects that take sustainable development into account.


Agency’s Competitiveness of SMEs and regions goal:
Contribute to enhancing the performance of Quebec SMEs and regions with respect to sustainable development.
Federal sustainable development goal, including GGO objectives Performance measurement from current SDS Agency’s expected results for
2009-2010
Clean air

Reduce greenhouse gas emissions

Sustainable development and use of natural resources.
Number of products, services and environmental technologies commercialized. Enterprises have better strategic capability for grasping green business opportunities and enjoy enhanced environmental performance.

Enterprises are engaged in a process of enhancement of strategic capabilities in line with the principles of sustainable development and energy efficiency.

Eco-friendly products and services and environmental technologies stemming from R&D are commercialized.

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Environment Canada

Table 4: Sustainable Development Strategy



Commitment 1.1.1 - Actions are taken to reduce air pollutants and greenhouse gas emissions for key sectors across Canada

SDS Departmental Goal: Canadians and their environment are protected from the effects of pollution and waste in support of a sustainable economy
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal II - Clean Air: Clean air for people to breathe and ecosystems to function well

 

Federal SD Goal III - Reduce greenhouse gas emissions

Industrial Sectors

- Publication of a regulatory framework

- Publication of regulations in Canada Gazette, Part I/II

- Number of participating/targeted sectors

- Expected reduction of emissions

Transportation Sector

- Regulations in place to align with US standards for emissions of air pollutants from vehicles and engines

- Expected or actual reduction of emissions resulting from regulation

Consumer and Commercial Products

- Regulations in place to reduce VOC emissions from selected consumer and commercial products

- Expected or actual reduction of VOC emissions from consumer or commercial products

Industrial Sectors

- Advance approaches to reduce GHG emissions from industrial sectors in context of a North American cap-and-trade system including compliance mechanisms.

- Advance work on a regulatory framework for air pollutant emissions.

Transportation Sector

- While continuing the development and implementation of air pollutant emission regulations for vehicles and engines (e.g. small engines) and fuels, EC will also work with Transport Canada to support development of vehicle fuel consumption regulations and to reduce air pollutants and greenhouse gases from other modes of transportation (marine shipping, rail and aviation).

- EC will implement the vehicle scrappage program to remove older pollutant vehicles from the roads.

Consumer and Commercial Products

- EC will finalize and publish the following regulations to reduce the emissions of volatile organic compounds (VOC): Volatile Organic Compounds Concentration Limits for Automotive Refinishing Products; VOC Concentration Limits for Architectural Coatings and, VOC Concentration Limits for Certain Products.




Commitment 1.1.2 - Development of a risk-based priority-setting approach for assessing and managing toxic substances

1. SDS Departmental Goal: Canadians and their environment are protected from the effects of pollution and waste in support of a sustainable economy
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal I - Water: Clean and secure water for people, marine and freshwater ecosystems

 

Federal SD Goal II - Clean Air: Clean air for people to breathe and ecosystems to function well

Federal SD Goal VI - Reduce greenhouse gas emissions

Number of strategies developed to address medium priority substances.

Number of risk management approaches developed

Number of regulatory instruments developed and/or implemented

Number of pollution prevention plans developed

Number of voluntary measures developed and/ or implemented

Number of substances addressed by a risk assessment

First cyclical update delivered

Develop strategies to address medium priority substances using a collective approach, such as a sectoral approach where possible

Development of risk management and mitigation strategies, instruments and measures (e.g. regulations, pollution prevention plans, performance agreements and environmental emergency plans) for assessed commercial chemicals

Design research and monitoring programs to address chemicals of emerging concern, risk assessment needs and risk management activities

Deliver the first cyclical update of the Domestic Substances List that includes maximizing opportunities for information exchange and comparability with the United States




Commitment 1.2.1 - Adopt a more harmonized and integrated approach to the collection of information on pollutant release and other related data from Canadian industry, to inform Canadians and support decision making.

SDS Departmental Goal: Canadians and their environment are protected from the effects of pollution and waste in support of a sustainable economy
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal V - Sustainable development and use of natural resources

 

Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development

Satisfaction of reporting facilities with the integration of pollutant data collection.

Pollutant data reports submitted annually

The number of potential OWNERS partners engaged.

Change in number of partners reporting data through OWNERS

Reduction of inconsistencies between federal and provincial pollutant reporting requirements.

Integrated collection of industrial pollutant data for the 2008 reporting year, through the One Window to National Environmental Reporting System (OWNERS), for various Environment Canada programs (including the National Pollutant Release Inventory) and other provincial, regional and private sector partners including Ontario, Alberta, and the Canadian Chemical Producers' Association.

Engagement of additional potential partners whose data could be collected through OWNERS.

Collaborate with provinces and territories to reduce inconsistencies in reporting requirements for industrial facilities.

Working with the reporting community and partners to develop a new OWNERS application in order to upgrade technology, improve functionality and allow for expansion to include potential new partners.

he risks to Canadians and impacts on their environment posed by toxics and other substances of concern are reduced.




Commitment 1.2.2 - Advance sustainable consumption and production through initiatives, such as the Corporate Environmental Innovation, that help integrate environmental considerations into decision making by Canadians, companies, investors and other market actors.

SDS Departmental Goal: Canadians and their environment are protected from the effects of pollution and waste in support of a sustainable economy
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal V - Sustainable development and use of natural resources Number of stakeholders from the business, non-profit, financial communities who we collaborate with through research, training and other collaborative initiatives

Number of initiatives to engage stakeholders in corporate sustainability leadership activities

Amount and use of EC data on corporate environmental performance.

Number of initiatives that promote leadership and beyond compliance

Number of sustainability tools and best practice products

Level of sustainability reporting and % disclosure of sustainability information

Public information on chemical substances available and aimed at identifying and managing risks from substances.

The Corporate Environmental Innovation initiative (CEI) will continue to deliver on its commitment to encourage and support corporate sustainability leadership and innovation. CEI will continue to engage key players in the finance sector and other relevant stakeholders in identifying the business and financial benefits associated with strong environmental and sustainability performance and in understanding how they can integrate sustainability into their decision-making.

CEI will foster beyond compliance activities by engaging industry leaders and capital markets in the business value of risk assessment/management of air, chemicals and water issues. Capital markets will be engaged to drive environmental performance across industry sectors and enable financial decision-makers to account for and manage environmental risks.

The Energy Sector Sustainability Table will continue to engage energy sector leaders in the development of long-term policy perspectives and recommendations on air and water issues. Ongoing engagement with corporate leaders and the capital markets will also bring a market-perspective to environmental policy and program development.

Activity areas include:

1) Active engagement of relevant stakeholders to ensure that decision-makers (including consumers, policy makers and investors) have useful, accessible and timely information on corporate sustainability performance;

2) Dissemination of research and tools that support the business value case for sustainability and its assessment in mainstream financial analysis, and;

3) Increased knowledge of best practices in the corporate sector that serve to inform the Government's approach to enhancing competitiveness and the business sector's ability to drive and foster innovation and efficiency while accelerating environmental progress.

4) Active engagement with the energy sector and other key players (including the National Roundtable for the Environment and the Economy) in developing an energy vision and roadmap to provide the Government of Canada with recommendations to reach the 2050 clean air targets, including the identification of opportunities and gaps.




Commitment 2.1.1 - Through consultations with stakeholders, identify the gaps in hydrometric and climate data currently provided, where changes could permit more informed decision making

SDS Departmental Goal:Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal I - Water: Clean and secure water for people, marine and freshwater ecosystems

Federal SD Goal III - Reduce greenhouse gas emissions

Consultations carried out and reports delivered on target.

Preparation of a report assessing data requirements, gaps and priorities

Development of a strategic plan for monitoring which includes user requirements and information to assist decision makers

Number of stakeholders consulted regarding data requirements, priorities and gaps

Number of stakeholder consultation sessions held

Completion of a Strategic Plan for Weather and Environmental Monitoring, including extensive stakeholder consultation and validation.

Completion of detailed network assessments for 3 WEM networks - Surface Weather, Reference Climate, and Upper Air - in conformance with the ISO WEM Network Planning process.

Establishment of WEM client fora and processes for continual client consultation:

internally - with EC operations, service and science communities

externally - with other federal and provincial climate and hydrometric agencies




Commitment 2.1.2 - Develop a multi-disciplinary environmental prediction capability that supports policy- and decision-making on key government issues such as clean air, clean water, clean land, energy, health and safety, and economic competitiveness.

SDS Departmental Goal:Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development The incorporation of new information on present and future climate into areas such as impacts assessments, adaptation and mitigation decisions, policy formulation, environmental predictions, and industry and resource sector decision-making.

Improved operational Ensemble Prediction System to define risk and uncertainty of high impact weather

R&D for a coupled atmosphere-hydrology system to simulate and predict the meteorological and hydrological conditions at required time-space scales for agencies responsible for all aspects of water management

R&D for a coupled atmosphere-ocean-ice prediction system for maritime transport, storm surge, various EC, DND and DFO applications

A high-resolution prediction system for snow characteristics during the Vancouver Olympics

Improved operational deterministic prediction system for high impact weather

Development of a toolkit for prospecting and forecasting wind energy.

Upgrade to the Ensemble Prediction System (EPS) based on better modeling of stratospheric processes.

A high-resolution regional ensemble prediction system over North America delivered for operational use. The expected advantages of this system are improved probabilistic high-impact weather forecasts, including quantitative precipitation forecasts.

Implementation and validation of a coupled atmosphere-hydrology system. Improvement in hydrologic-atmospheric forecasts for regional applications, including probabilistic products

Three dimensional assimilation of sea-ice concentration for to the coupled Atmosphere-Ocean-Ice Gulf of Saint-Lawrence modeling system at a horizontal resolution of 5 km.

Development of a major initiative to advance the coupled atmosphere-ocean-ice modeling effort in Canada involving Environment Canada, Fisheries and Oceans Canada, and the Department of National Defence

A fully interactive coupled atmosphere-ocean-ice forecasting system developed for the Gulf of St. Lawrence will become fully operational (Project between EC, DFO, DND). The coupled system produces improved forecasts during all seasons, proving that atmosphere-ocean-ice interactions are indeed important even for short-term Canadian weather and sea-ice forecasts.

Development of sea-ice forecasting systems for the Arctic and the Atlantic regions. This system will become operational at the Canadian Meteorological Centre.

An experimental 1-km resolution forecast system will be delivered for very high resolution forecasts during the 2010 Vancouver Olympics.

A land surface computer modeling system to predict snow characteristics at Vancouver 2010 venues will become operational.

Addition of observations from operational meteorological satellites and research satellites to the global weather forecast system including the hyperspectral sounder on board of the European METOP satellite.

A local area model data assimilation system will become operational allowing for future assimilation of observation types such as ground-based radar observations and ground-based GPS zenith total delay. This system will replace the variable resolution regional GEM model.

An updated version of Canada's model for global medium-range weather forecasts will be run operationally. This version includes the stratosphere and will bring significant improvements to the general quality of weather forecasts: temperatures, winds, etc.

A new radiation parameterization has been introduced that will be extremely useful for applications needing solar energy forecasts. In 2010, a further update is expected to improve tropical storm forecasts and their transition to mid-latitudes (in particular, storms affecting the Maritimes).

In collaboration with Canadian industry, develop and demonstrate a Wind Energy Forecasting System. This project aims to provide to the electricity industry a state-of-the-art management tool for better managing the impact of wind power variability on the electricity grid system enabling high wind energy penetration while maintaining the reliability of the electricity systems.




Commitment 2.2.1 - Improve safety and security margins for all Canadians from environmental hazards through forecasts, precision improvements, and increased warning advance notice that will permit citizens to take appropriate actions.

SDS Departmental Goal:Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal IV - Sustainable Communities Non interruption of the 24/7 year round operational production of public, marine and air quality forecasts, warnings and information

Lead time of warnings is improved

Improved accuracy of forecasts

Media and Emergency measure organizations satisfaction

Production of public, marine and air quality forecasts, warnings and information, 24 hours / 7 days, year round.

Improve lead times of weather and environmental forecasts and warnings

Improve accuracy of weather and environmental forecasts and warnings

Provision of specialized meteorological and weather information in support to Emergency measure organizations




Commitment 2.2.2 - Increase access by Canadians to water quantity and climatic information to make more sound environmental and economic decisions

SDS Departmental Goal:Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal I - Water: Clean and secure water for people, marine and freshwater ecosystems

Federal SD Goal III - Reduce greenhouse gas emissions


Federal SD Goal IV - Sustainable Communities

Provision of water level information during spring run-off and freshet season

Migration of water level internet site to a 24/7 infrastructure

Number of actions taken to increase the availability of water information

Number of additional types and formats of climate data made available to users

Water level information from real-time gauging stations during spring run-off and freshet season available on the water internet site on a reliable 24/7 basis to provincial and municipal emergency planners and operations staff during high water episodes

Migration of water level internet site to a 24/7 infrastructure completed and operational by March 2010

New water information

1) Two new water-related maps on the updated Hydrological Atlas of Canada (available through the Atlas of Canada).

2) Improved functionality of the analysis tools for decision makers on the water internet site

3) 20% increase (200 new stations) in the number of real-time water level stations

Additional climate data types and formats

1) historical weather radar imagery available on the climate data online internet site

2) backlogged solar radiation data made available on an as-requested basis

3) more comprehensive availability of historical climate data specifically related to data in different quality categories but specifically so identified




Commitment 2.2.3 - Improve quality services to enable partners to use meteorological and ice information to its fullest to improve the safety of their operations and their economic efficiency while reducing the impact of their activities on the environment.

SDS Departmental Goal:Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal IV - Sustainable Communities

Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development

Satisfaction as measured through bilateral feedback.

Number of aviation forecast products provided.

Ice information services provided for Canada's Arctic, Great Lakes and East Coast.

Number and timeliness of ice information products available including briefings, warnings, daily ice charts, image analyses charts, regional charts, observed charts, short and long-term forecasts, and iceberg bulletins and charts.

Meet requirements for specialized ice information services including the United Nations Convention on the Law of the Sea (UNCLOS) seabed mapping and Integrated Satellite Tracking Of Pollution (I-STOP).

Weather services delivered as per the MOU between EC/DND and emerging DND/CF needs addressed.

Sustainability strategy of Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC). VANOC is satisfied including environmentally conscious sitting and operation of Olympic Weather sites.

Availability of site specific weather forecasts and observation data for the Olympic site trial events held in 2009.

Production of aviation weather forecast products, 24 hours/7 days a week operations

Provision of timely ice information services for Canada's navigable waters, as per accepted Standards and formal Partnership Agreements.

Weather Services Centres staffed adequately to support DND/CF operations both at home and abroad.

EC implementation plan for the transformed military weather services is developed.

Complete installation and testing of all weather services required in support of the Vancouver Winter Olympics and demonstrate readiness during trial events in winter 2009.




Commitment 2.2.4 - Provide Canadians with the scientific information and tools needed to understand and manage their vulnerabilities and opportunities due to our changing climate in ways which balance social, economic and environmental needs.

SDS Departmental Goal:Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal III - Reduce greenhouse gas emissions Decision-makers have access to expanded hazards information on the changing climate

Stakeholders have improved science on changing extremes in order to update climatic design information for national infrastructure codes and standards.

Decision-makers have access to information from 4 new regional nodes in the Scenarios, Impacts and Adaptation (SIA) network.

Training and national workshops are able to inter-link climate modellers with impacts and adaptation users.

Participation as chairs, delegates, keynote speakers and participants in international fora.

Science leadership on synergies between the United Nations Earth Summit or Rio Conventions, including the Convention on Biological Diversity (CBD) and United Nations Framework Convention on Biodiversity.

All regional hazard nodes will be operational, including a node with preliminary hazards results in the Arctic. The current Ontario node (www.hazards.ca) experiences more than 500,000 user downloads per annum. The final Canadian Atmospheric Hazards Network (CAHN), when fully operational next year, will provide public access to new hazards science and continue to support Provincial legislation and Municipal needs for Disaster Management Planning.

Under the Adaptation TB funding, on-going research will continue to focus on wind and snow extremes, rainfall duration, arctic infrastructure priorities and new climate thresholds for infrastructure failure, nationally.

Five training and national workshops were held in 2008/09 across Canada and additional training and national workshops will continue in 09/10, as required and depending on available resources.

Chair of a WMO expert group on disaster management, participant in climate change and biodiversity expert groups under the CBD, UNESCO and Smithsonian are examples of our continuing support for chairs, delegates, keynote speakers in international fora.




Commitment 3.1.1 - Establish regulations for incidental take under the Migratory Birds Convention Act, 1994 to ensure effective conservation of migratory bird populations while fostering sustainable economic development.

SDS Departmental Goal:Canada's natural capital is managed to protect and enhance its capacity to provide ecological goods and services that provide enduring social and economic benefits.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal IV - Sustainable Communities ES board approval of new regulatory strategy in 2007.

Preliminary consultations with provinces/territories, industry, ENGOs, and OGDs on the proposed regulatory framework for incidental take completed March 2008:

1) Number of stakeholders or stakeholder groups consulted

2) Number of stakeholder consultation sessions held

3) Number of consultative mechanisms used

Work will continue on the development and implementation of a regulation for the management of the incidental takes of migratory birds in accordance with the purpose of the Migratory Birds Convention Act, 1994. The regulation will ensure effective conservation of migratory bird populations while promoting sustainable economic development and also support the implementation of the North American Bird Conservation Initiative.

Continue to update all-bird Conservation Plans for the 22 Bird Conservation Region (BCR) provincial areas. Draft plans will be available by June 2009 and the full complement of 22 plans is intended for completion by June 2010. BCR plans are an essential element of establishing regulations for incidental takes of migratory birds.




Commitment 3.1.2 - A national biodiversity outcomes framework is implemented in partnership with provincial and territorial governments to provide improved coordinated action such as better monitoring and reporting of status and trends, engagement of Canadians in conservation planning, implementation, and reporting.

SDS Departmental Goal:Canada's natural capital is managed to protect and enhance its capacity to provide ecological goods and services that provide enduring social and economic benefits.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal IV - Sustainable Communities National endorsement of biodiversity outcomes framework

A technical report on ecosystem status and trends completed by end of fiscal year 2009/10

Number of partners/experts involved in the identification of ecosystem status and trends

Completion of a report on implementation of the biodiversity outcomes framework by the end of 2009

Number of partners involved in the report on implementation

Priorities for action identified as a result of national reports on status and trends and progress towards biodiversity outcomes.

Technical Report on Ecosystem Status and Trends for Canada completed

Canada's 4th National Report to the CBD completed and approved using biodiversity outcomes framework as an organizing mechanism and including an assessment of progress toward 2010 target.




Commitment 3.2.1 - New scientific knowledge/instruments/tools and strategic options are developed and made available to encourage sustainable water use by sectors and federal/provincial/territorial governments, water resource managers, industry, municipalities and Canadians.

SDS Departmental Goal:Canada's natural capital is managed to protect and enhance its capacity to provide ecological goods and services that provide enduring social and economic benefits.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal I - Water: Clean and secure water for people, marine and freshwater ecosystems EC's new scientific knowledge/ instruments/tools and strategic options are considered by decision makers and resource managers in the development

Implementation of regional and international programs, actions and agreements to achieve safe, clean and secure water for people and ecosystems and sustainable use of this resource

National implementation of an aquatic bio-monitoring and assessment network;

Develop new research and monitoring on the impacts of contaminants, climate variability and change on water quantity and quality and aquatic ecosystems;

Develop surveillance activities related to water quality pressures (e.g., land use, emerging threats such as alien species, blue-green algae and on priority watersheds (e.g. Mackenzie River, Great Lakes and St. Lawrence);

Develop new research and development techniques for aquatic ecosystem remediation




Commitment 3.3.1 - Ensure improved integration of social and economic factors in the development and implementation of new programs for priority ecosystems.

SDS Departmental Goal:Canada's natural capital is managed to protect and enhance its capacity to provide ecological goods and services that provide enduring social and economic benefits.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal I - Water: Clean and secure water for people, marine and freshwater ecosystems

Federal SD Goal IV - Sustainable Communities


Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development

Indicators being developed and used

SD goals for each Ecosystem Initiative (EI)

Socio-economic mechanisms are used

Continue the use and documentation of existing indicators to track the state of the environment in priority ecosystems

Act to maintain the natural capital system that ensures a perpetual supply of the ecological goods and services provided by ecosystems to sustain our health, economic prosperity and competitiveness.

Identify social-economic-environmental successes related to the community action component of priority ecosystems programs

Propose to partners during negotiations, ecological targets for future/new priority ecosystem programs which will allow setting realistic goals related to sustainable development (SD) for each priority ecosystem

Propose new, or improve present socio-economic approaches to foster local involvement in conservation, protection and sound use of natural areas




Commitment 3.3.2 - Influence decision makers by improving the effectiveness of Environment Canada's involvement in the environmental assessment process.

SDS Departmental Goal:Canada's natural capital is managed to protect and enhance its capacity to provide ecological goods and services that provide enduring social and economic benefits.
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development Percentage of Environmental Assessment (EA) panel level reports evaluated and analyzed within 6 months of publication

The analysis of the panel reports is shared with EC's National Environmental Assessment Coordinating Committee.

Continual improvement of EA process

Environment Canada meets departmental commitments of the regulatory streamlining initiative for major resource projects:

1) Timelines in MPMO Project Agreements

2) Streamlined regulatory processes

EC's input into environmental assessments and how it is reflected in the panel report and subsequent government of Canada decision is evaluated and analyzed within 6 months of publication.

Share panel evaluations through a report to the National Environmental Assessment Coordinating Committee

Incorporation of lessons learned into future panel processes to strengthen our effectiveness

100% compliance with Project Agreements




Commitment 4.1.1 - In its role to provide leadership, coordination and guidance on SDSs, EC will be a source of SD policy advice and will work interdepartmentally to improve the management and accountability of the departmental SDSs.

SDS Departmental Goal:Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development Development of federal roll-up report

Development of progress reports on the federal SD goals

Level of interdepartmental collaboration on the federal roll-up report and progress reports on the federal SD goals.

Development of discussion paper with recommendations on management systems

Level of interdepartmental collaboration on management systems

Development of discussion paper on the gaps, challenges, and opportunities for SD

Number of internal and external consultations on opportunities for SD

Number of stakeholders involved in consultations on opportunities for SD

Level of leadership and coordination on the iterative process established for the fourth round of SDSs

As a consequence of the passage of the Federal Sustainable Development Act, performance measures are no longer valid. Given the requirement to produce a federal sustainable development strategy by 2010, results for this year will include:

Development of a draft strategy

Consultations as required by the law.




Commitment 4.1.2 - A robust approach is developed and used to ensure Environment Canada's implementation of the Species at Risk Act better integrates the socio-economic dimensions of sustainable development.

SDS Departmental Goal:Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development Number of actions taken to refine existing Frameworks and Tools

Number of analysis and research activities undertaken to determine and meet the needs of decision makers

Number of policy instruments analyzed

Number of regulatory impact analysis statements (RIASs) delivered

Number of actions taken to ensure EC's implementation of the Species at Risk Act better integrates the socio-economic dimensions of sustainable development

Client satisfaction

Continue to implement and refine the Socioeconomic Screening Tool (SeST) for listing species under the Species at Risk Act;

Undertake detailed socio-economic studies of particular species (where necessary) to help inform decision-making pertaining to species protection;

Provide advice on the most efficient and effective means of ensuring the recovery of listed species;

Report to Canadians on the economic, social and environmental costs and benefits of listing species under SARA via the RIAS;

Involve other government departments and agencies (DFO, Parks Canada) and external stakeholders (for example, the Species at Risk Advisory Council) as appropriate;

Develop capacity to use Ecological Goods and Services approach by undertaking studies towards implementation of valuation and application to environmental management decisions;

Complete the review and revamp, and expand the EVRI valuation database (valuation tool) and WEB site;




Commitment 4.1.3 - Develop a strategy and action plan to guide the development, reporting and/or realignment of environmental sustainability indicators in line with departmental priorities and to better integrate social, health and economic considerations into the reporting of the indicators.

SDS Departmental Goal:Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development Not available Note that expected results have not been provided for Commitment 4.1.3 as the associated program has not been approved and funding runs out in March 2009.



Commitment 4.1.4 - Increase access of educators and interested Canadians to curriculum-linked learning material on sustainable development themes and topics (e.g. energy sustainability), through strategic partnerships with expert organizations responsible for content development and dissemination.

SDS Departmental Goal:Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal IV - Sustainable Communities Adapt five education projects or programs with the model developed:

1) Five projects or programs are posted on EC web site.

Provincial working groups in place:

1) 2 key work plan activities delivered by each working group

2) Number of formal and informal relationships developed between working groups and provincial departments of education

Number of schools (target 40) and youth reached:

1) number of provinces and territories reached by program

2) number of requests by educators to participate

Number of visits:

1) average page views

2) length of visits (time on site)

Number of schools (target 40) and youth reached

1) number of provinces and territories reached by program

2) number of requests by educators to participate

Number of visits:

1) average page views

2) length of visits (time on site)

Develop a tool for managers to help them adapt EC education projects and programs to better meet the needs of educators.

Increase collaboration between stakeholders including NGOs, provincial governments to deliver ESD to support Canadians, youth and educators in the adoption of sustainable practices.

Increase ESD content integrated into provincial curriculum.

Increase activity and information uptake on educator and youth section of EC's website.




Commitment 4.1.5 - A federal model for action is designed and launched in one or more watersheds and demonstrates practical techniques for managing water as a capital asset.

SDS Departmental Goal:Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal I - Water: Clean and secure water for people, marine and freshwater ecosystems Plans developed and implemented in targeted watersheds Second year of the Freshwater initiative commitments: Great Lakes Remediation, Lake Simcoe, Lake Winnipeg Initiative, including development of Canada-Manitoba Agreement;

Canada-U.S. Great Lakes Water Quality Agreement, the Canada-Ontario Agreement Respecting the Great Lakes (2007-2010) and the Great Lakes Sustainability Fund and the St. Lawrence;

Third year of the International Polar Year initiative

Review of federal/provincial Water Quality agreements, water component of the Canadian Environmental Standards Initiative including the development of a Water Availability Indicator

Memorandum of Understanding with the Canadian Food Inspection Agency and the Department of Fisheries to deliver the Canadian Sanitation Shellfish Program.




Commitment 4.2.1 - Advance an effective process to work cooperatively with provinces and territories to inform the department's strategic decision making in pursuing work on intergovernmental issues.

SDS Departmental Goal:Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal VI - Strengthening federal governance and decision-making to support sustainable development Number of priority issues for which intergovernmental mechanisms and engagement strategies have been developed

Number of officials briefed

Number and quality of intradepartmental FPT network meetings

Well-developed intergovernmental mechanisms and engagement strategies for priority issues

Strategic objectives, advice and briefings are provided to the Minister, DM and senior officials prior to key bilateral and multilateral FPT meetings.

Strengthened departmental network for information sharing and coordination related to intergovernmental affairs.




Commitment 4.2.2 - Country and institutional strategies are developed to advance Canada's environmental priorities internationally in a way that supports our economic and social objectives.

SDS Departmental Goal:Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal VI - Strengthening federal governance and decision-making to support sustainable development Key international partners/institutions engaged

Strategic approaches and mechanisms to support Canada's environmental, economic, and social objectives are developed and implemented.

Strategies on specific issue and international organizations will be developed and implemented to support the department International Environmental Framework.

· Department's approach to environment and trade negotiations with key partners will be strengthened to ensure better integration of domestic environmental priorities and will support the Government of Canada's objectives.




Commitment 4.2.3 - Guidelines on Aboriginal and stakeholder consultation are established and in use to provide more effective engagement of all partners and stakeholders in Environment Canada's policy development process.

SDS Departmental Goal:Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal IV - Sustainable Communities

Federal SD Goal VI - Strengthening federal governance and decision-making to support sustainable development

Completion of drafting process

Number of employees engaged

Approval of policy and guidelines

Placement of new consultations policy and guidelines on internal and external web

Completion of review process

Number of actions taken to refine guidelines

Number of training sessions held

Number of participants in training sessions

Guidelines on Aboriginal and stakeholder consultation are in use to provide more effective engagement of all partners and stakeholders in Environment Canada's policy development process.



Commitment 4.3.1 - To prevent, reduce, minimize or eliminate air, land and water pollution that results from the department's activities and operations.

SDS Departmental Goal:Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Federal SD Goal I - Water: Clean and secure water for people, marine and freshwater ecosystems

Federal SD Goal III - Reduce greenhouse gas emissions


Federal SD Goal IV - Sustainable Communities


Federal SD Goal VI - Strengthening federal governance and decision-making to support sustainable development

Number of products and their environmental footprints identified

Number of procurement strategies initiated

Percentage of materiel managers and procurement personnel having attended green procurement training.

Development of Departmental Green Procurement Strategy

Percentage of facilities where EC is the sole tenant for which energy baselines and energy consumption reduction strategies are developed

Report/audit conducted on the amount of ethanol being purchased by the department.

Percentage of unique property networks and/or facilities for which water use efficiency strategies are developed

Waste management strategy developed.

Development of a long term plan for assessment and remediation of contaminated sites

Number of departmental contaminated sites identified and/or assessed and/or remediated

Number of employees participating in greening initiatives (where tracked), such as: Green Teams, Commuter Challenge, Clean Air Day, Waste Reduction Week etc.

Following approval of a proposed Greening Government Operations Agenda, examine current operations and develop appropriate strategies for priority areas of focus, including energy.

Continued implementation of the Fleet Business Case recommendations as part of the Integrated Investment Plan.

The draft departmental Green Procurement Strategy is currently being revised to reflect recent policy changes. Elements to be undertaken include further consultation with the departmental procurement community about green procurement training opportunities, creation and updating of internal procedures to incorporate green procurement practices and working with internal partners to adapt or adjust internal reporting systems.

Other expected results for 2009-10 include conducting a thorough examination into the departmental spend data to identify those commodity areas that may still have the capacity to incorporate and benefit from green procurement practices. Once this initial assessment has concluded, specific targets will be suggested and an internal consultation process will commence to ensure proper feedback, support and consensus in fulfilling those target areas and satisfying the requirements set out in the SDS.

A 6-year work plan has been developed for assessing and remediating EC`s contaminated properties. This work plan is updated annually.

A total of 102 properties have been assessed/partially assessed and 73 remediated. In 2009/10 a total of 110 sites are planned to be partially assessed/assessed and 21 are planned to be remediated.

Encourage and support all employees in incorporating environmental choices into their work duties and everyday decision making. (ongoing)


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Fisheries and Oceans Canada

Table: Sustainable Development Strategy


SDS Departmental Goal
On behalf of the Government of Canada, DFO is responsible for developing and implementing policies and programs that support Canada's scientific, ecological, social and economic interests in oceans and fresh waters. As a department committed to sustainable development, DFO works to protect and conserve Canada's aquatic resources, while supporting the development and use of these resources.
Federal Sustainable Development goal Performance measurement Department's expected results for 2009-10
Sustainable Development and Use of Natural Resources

Governance for Sustainable Development

Risk Management Framework implemented in regions; guidance material developed and followed.

Number of National Operational Statements (OPS) developed and approved.

Decrease in the number of letters of advice (LOAs) related to low-risk referrals covered by National and Regional Operational Statements.

Number of OPS integrated into provincial/territorial permitting processes (low risk).

Number of training modules, training courses and workshops developed.

Percentage of Habitat Management staff that have completed mandatory training courses (Habitat Management 101, Information Management 101).

Percentage of staff that have completed their individual training under the Mandatory Training Program.

More time and resources dedicated to monitoring/auditing.

Date in project cycle when environmental assessment process begins for Major Projects.

Environmental assessments to be triggered progressively closer to the beginning of the review process.

Number of industry associations who have integrated Operational Statements (OPS) into industry best management practices.

Improved understanding and relationships with national and regional stakeholders, and number of partnership agreements and/or arrangements on habitat management being implemented.

Risk Management Framework informed by peer reviewed science advice.

Through the Environmental Process Modernization Plan, service delivery and effectiveness of fish habitat management is consistent with principles of sustainable development.
Sustainable Development and Use of Natural Resources Progress against activities that support the implementation of Canada's Action Plan to Address the Threat of Aquatic Invasive Species.

Database, methodologies and tracking system developed.

Risk Assessments completed.
The introduction of aquatic invasive species is minimized and the impact of existing ones is remediated.
Sustainable Development and Use of Natural Resources Management plans in place for designated MPAs. Marine activities are proactively managed and the health of Canada's oceans is preserved in collaboration with stakeholders.
Sustainable Development and Use of Natural Resources Effectiveness of response to number of spills. Efficacy in ensuring an effective response to minimize adverse impacts of marine pollution incidents in Canadian waters is enhanced.
Governance for Sustainable Development All maintenance, repair, or divestiture projects will comply with applicable environmental regulations and standards, including environmental assessments and environmental compensation measures.

95% of all Harbour Authority-managed harbours in place for at least two years will have developed and submitted the required Environmental Management Plans.

Small-craft harbours operations are consistent with recognized Canadian and international environmental standards.
Sustainable Development and Use of Natural Resources

Governance for Sustainable Development

Number of levels of service standards achieved.

Number of client consultations held.

Implementation of a risk-based priority approach in providing up-to-date navigational information to mariners in a timely and efficient manner.
Sustainable Development and Use of Natural Resources All lighted aids converted.*

80% of steel buoys replaced*

* completed and reported in the 2007-2008 DPR
The right mix of electronic and conventional aids to navigation is obtained to meet the changing needs of mariners and to improve overall cost and eco-efficiencies.
Sustainable Development and Use of Natural Resources

Governance for Sustainable Development

Percentage of conservation frameworks that incorporate the precautionary and ecosystem approach.

Number of roundtables, task groups and summits that address specific fisheries issues.

Number of fisheries with stable sharing arrangements.

Number of disputes regarding access and allocation that are settled.

Number of education programs and communication and inter-governmental initiatives.

Number of partnerships and negotiated enforceable management measures.

Number of major case investigations.

Establishment of administrative sanctioning regime.

Expanded ticketing system.
A new approach to fisheries management is developed through Fisheries Renewal initiatives, such as the Sustainable Fisheries Framework and associated policies and tools to meet the needs of an evolving industry, recognizing principles of sustainable development, as well as the precautionary and ecosystem approach.

Note: Language has been revised from the SDS in order to provide more specificity.

Sustainable Development and Use of Natural Resources

Governance for Sustainable Development

Science advice to inform the development of a new aquaculture governance regime will be measured by:
  • Number of collaborative scientific research projects.
  • Use of new knowledge to provide scientific advice on the interactions between aquaculture and the environment.
A new aquaculture governance regime is developed.
Sustainable Communities

Governance for Sustainable Development

Number of AFS contribution agreements.

Number of groups with signed contribution agreements.

Number of AAROM capacity building contribution agreements.

Number of multi-year AAROM collaborative management agreements.

Number of groups who have made the transition from capacity-building to collaborative management.
Strengthened collaboration with Aboriginal groups contributing to sustainable Aboriginal communities.
Governance for Sustainable Development

Sustainable Development and Use of Natural Resources

Extent to which scientific contributions (workshops, publications) have contributed to addressing strategic issues under the International Governance Strategy.

Reduction in over-fishing and IUU from current levels on high seas and reduced pressure on stocks.

Degree to which Regional Fisheries Management Organizations are moving from stocks to ecosystem-based management issues on the international scene.

Frequency and tone (positive-neutral negative) of international media reports through media analysis.

Improved international cooperation on governance issues.
Illegal, Unreported, and Unregulated (IUU) fishing and over-fishing are reduced through greater international cooperation on management, enforcement, and trade measures.
Sustainable Development and Use of Natural Resources Annual review of DFO SEA process as part of the regular business planning cycle. Environmental impacts are taken into consideration in DFO's policies, plans and programs through the integration of a Strategic Environmental Assessment (SEA) approach.
Sustainable Development and Use of Natural Resources Number of DFO personnel trained via a national delivery of the Environmental Compliance Program (both various media and in-person training sessions). DFO staff members understand and are able to respond to environmental concerns as part of their daily work, including environmental compliance requirements, when relevant.
Climate Change State of the Ocean reports for Pacific and Atlantic coasts* with relevant scientific publications, and enhanced body of knowledge for the Arctic Ocean and ecosystem.

*work may continue beyond 2009

Department-wide campaign of education and promotion to enhance awareness and understanding of the risks of climate change will be measured by:
  • attendance at events and sessions;
  • number of users to visit the improved website;
  • the creation and distribution of promotional material within the Department; and
  • amount of information distributed to employees via email/mail.
The impact of climate change issues on departmental business is better understood.
Climate Change Environmental and sustainability standards and specifications in place* for use for all CCG asset development and procurement. Specifically, environmental standards in place for design and acquisition of the next phase of Fleet Renewal.

Number of standards that contain environmental/sustainability considerations.

Number of specific standards that are published.

*deferred to 2011-2012 to allow for the development of an Environmental Management Framework which will establish principles and considerations to begin addressing greening of government priorities including green house gas emissions reductions.

A Canadian Coast Guard (CCG) that better understands the environmental impact of its business and directs the operation and development of all assets in accordance with a set of industry leading standards and regulations.
Sustainable Development and Use of Natural Resources

Sustainable Communities

Number of DFO personnel trained in Environmental Management Plans via internet training modules or in person sessions.

Number of assessments undertaken each year.

Number of contaminated sites funded under this program for remediation or risk management.
Frameworks for action are developed to direct DFO's environmental man-agement, including storage tank systems, hazardous materials, and contaminated sites.

 

DFO's next Sustainable Development Strategy will be tabled in 2011.

The Federal Sustainable Development Act, passed in June 2008, responds to the need for a more coordinated implementation of sustainable development within the federal government. It requires that the Minister of the Environment table a federal sustainable development strategy in Parliament, complete with goals, targets and implementation strategies, by the spring of 2010. Federal departments are expected to table individual strategies in 2011 to reflect how their program activities will support the federal goals and targets. The federal and departmental strategies will contribute to a more coherent approach to sustainable development as well as foster greater transparency and accountability to the public and Parliament.

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Health Canada

Sustainable Development Strategy

Health Canada's Sustainable Development Strategy (SDS) IV 2007-2010 entitled "A Path to Sustainability" is a three year strategic plan containing commitments to integrate sustainable development principles and practices into our policies, programs and operations - recognizing the complex interrelationships between health, the environment, the economy and a range of social elements.

The current Strategy is Health Canada's fourth Sustainable Development Strategy since 1995. Building on the success of the previous strategies, our fourth strategy continues with the same three themes, each representing an important component of sustainable development.

Helping to Create Healthy Social and Physical Environments:

Is supported by thirty seven targets relating to clean air, clean water, sustainable communities, protection of the environment and human health and food safety.

Minimizing the Environmental and Health Effects of the Department's Physical Operations and Activities:

Is supported by eleven targets relating to greening our operations including fleet management, building energy, procurement, training, business travel and environmental stewardship.

Integrating sustainable development into departmental decision-making and management processes and advancing the social pillar of sustainability:

Is supported by three targets relating to the integration of SD principles into decision making.

Health Canada's current SDS contains 51 measurable targets under these three long-term themes. The targets contribute to the department's strategic outcomes such as access to safe and effective health products and information, reduced health and environmental risks, safer living and working environments and better health outcomes for First Nations and Inuit and other Canadians. Specific targets address priorities such as clean air, clean water, sustainable communities, protection of the environment and human health, food safety, procurement, training and awareness, environmental stewardship and integrating sustainable development into departmental decision-making and management processes. Performance measures at the strategic outcome level are clearly laid out in the Strategy.

Our current Strategy reflects Health Canada's commitment to a coordinated federal approach for the fourth round of departmental SDS, a government-wide initiative, led by Environment Canada, to strengthen coherence and accountability across departmental sustainable development strategies. This collaborative effort resulted in a set of common federal sustainable development goals and an associated reporting format that will enable government-wide reporting on key federal sustainable development issues for the first time since the establishment of the SDS process.

The six federal long-term sustainability goals include: clean and secure water for people, marine and freshwater ecosystems; clean air for people to breathe and ecosystems to function well; reduce greenhouse gas emissions; communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations; sustainable development and use of natural resources; and strengthen federal governance and decision-making to support sustainable development.

Health Canada's current SDS was designed to align to the largest extend possible to the above six federal goals, while also reflecting the nature of the mandate for the department. 

Health Canada's first Annual Progress report on the 2007-2010 SDS indicated that at the end of fiscal year 2007-08, of the total 51 target, 84% were either completed or on schedule.  Initial assessment for the year 2008-09 indicates that the rest of the targets are on schedule.  For the fiscal year April 1, 2009 - March 31, 2010, the department will work towards fulfilling its commitments to all 51 targets as laid out in the current Strategy, thus completing the last year of the three-year Strategy.   Priorities for 2009-2010 include:

  • Continue to develop tools and information materials to better prepare Canadians and health professionals to deal with potential health impacts associated with a changing climate
  • Continue to develop water management plans to reduce risks to health on passenger conveyance
  • Continue to reduce the prevalence of Canadians exposed daily to second-hand smoke from 28% to 20% by 2011
  • Finalize a regulatory framework for the Environmental Assessment regulations for new substances contained in products regulated under the Food & Drugs Act
  • Continue to deliver training sessions for industry crop developers on how to prepare novel food applications

For addition information on targets found in Health Canada's Sustainable Development Strategy 2007-2010: A Path to Sustainability, please contact the Office of Sustainable Development at osd@hc-sc.gc.ca.

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Human Resources and Skills Development Canada

Table 4: Sustainable Development Strategy

The Department's Sustainable Development Strategy was tabled in Parliament on December 20, 2006. The key departmental priorities are:

  • decreasing building energy use;
  • reducing vehicle emissions;
  • expanding green procurement;
  • increasing green processing in the delivery of programs and services;
  • improving collaboration with communities for sustainability; and
  • developing Signature Projects as examples of the Department's approach to sustainable development in policy making and program design.

The departmental Green Operations will involve twenty-four activities such as infrastructure energy saving initiatives, energy conserving lighting, decreasing office equipment energy use, recycling, fleet optimization, eco-driving or carpooling, green hotel usage, green procurement, e-waste management and simplification of program delivery document requirements.

The Department's longer term approach for the Sustainable Development Strategy is to select a focused number of meaningful projects to advance sustainable development knowledge from the policy and program design perspective. These Signature Projects will demonstrate that the Department is stretching beyond business as usual by representing a broader approach to review programs and identify areas where all three sustainable development areas – economic, environmental and social – are addressed. This will occur through the application of a sustainable development lens to policy and program development, requiring a greater investment of funds, time, and participation stretching beyond a three-year period. The Department is continuing Signature Projects in the following three areas:

  • People: Supporting initiatives that help Canadians invest in themselves, by providing access to learning, income security, and supporting efficient and inclusive labour markets to improve the sustainability of communities.
  • Partnerships: Leveraging knowledge and people to develop partnerships and identify new opportunities to encourage sustainable employment in particular as it relates to the environment.
  • Knowledge: Generating a social and economic indicators information base to ensure that current Canadian social, environmental and economic factors inform decision-making.

The Department has determined that the best way to ensure probity and accountability for the outcomes identified in Greening Operations and Signature Projects is to strengthen the development, management and monitoring of proposed activities, and to ensure that staff are trained to incorporate sustainable development measures into their day-to-day work. Over and above these activities, in 2009-2010, the Department will be focusing on reducing its environmental impact through more efficient and environmentally-friendly processing of service offerings and increasing awareness of promoting the role of staff in undertaking sustainable development initiatives.

The following provides an overview of the planned Sustainable Development Strategy activities and their expected results for 2009-2010 as per governmental and departmental goals:



SDS Departmental Goals:
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Building Energy: Energy consumption and Greenhouse Gas emissions reduced
Goal 3
Reduce greenhouse gas emissions

3.2.1 Support for clean technologies is provided (such as building, transportation, and industrial processes)

Goal 5
Sustainable Development and Use of Natural Resources

5.2.1 Sustainable consumption and production of natural resources is promoted

1.1 Infrastructure Energy Saving Initiative Reduced energy use for buildings
1.2 Energy Conserving Lighting Initiative Increased use of energy conserving lighting
1.4 Recycling Initiative Increased volume of recycled materials
1.5 Offices Sharing Initiative Increased number of shared office properties with different levels of government
Vehicle Emissions: Departmental vehicle usage has reduced Greenhouse Gas emissions
Goal 3
Reduce greenhouse gas emissions

3.3.1 Emissions are reduced

2.1 Fleet Optimization Strategy Reduced vehicle fleet Greenhouse Gas emissions
2.2 Carpooling Initiative Increased carpooling with other government departments and jurisdictions
2.4 Conducting Training Sessions with Fleet Management Employees Increased sustainable vehicle usage awareness among staff
2.5 Eco-Driving Initiative Increased sustainable vehicle usage awareness among staff
Green Procurement: Most products and services purchased are ‘green'
Goal 5
Sustainable Development and Use of Natural Resources

5.3.1 Environmentally sustainable use of natural resources is promoted

3.1 Green Hotel Usage Initiative Increased departmental purchases of ‘green' or sustainable products or services
3.2 Sustainable Procurement Initiative Increased departmental purchases of ‘green' or sustainable products or services
3.3 Conducting Training Sessions with Administrative Assistants Increased green procurement awareness among staff
3.4 E-Waste Initiative Increased procurement with e-Waste clause
Green Processing: Reduced environmental impacts for all services provided
Goal 5
Sustainable Development and Use of Natural Resources

5.3.1 Environmentally sustainable use of natural resources is promoted

4.1 Simplification of Program Delivery Requirements Decreased service-delivery processing requirements and paper usage
4.2 Paper Reduction Initiative Reduced quantity of paper printed within the Department
4.3 Processing Automation Initiatives Decreased use of paper and energy to process service offerings
Collaboration with Communities: Communities are more engaged in sustainable development
Goal 4
Sustainable Communities

4.1.1 Communities are well positioned to advance sustainable social development

4.3.2 Risks to human and ecosystem health from harmful substances are reduced (including cleanup of federal contaminated sites)

Goal 5
Sustainable Development and Use of Natural Resources

5.3.1 Environmentally sustainable use of natural resources is promoted

5.1 Promoting Environmentally Friendly Delivery Channels Increase in awareness and use of electronic Service Canada service offerings
5.2 Service Canada Service Centre Design Initiative Increased number of Service Canada Service Centres designed to provide enhanced service experience
5.3 Strengthening Environmental Assessment Functions Increase the number of Grants and Contributions applications funded by Service Canada that receive environmental reviews
5.4 Encouraging Staff Volunteerism in Local Communities Increase in volunteerism by departmental staff in their communities
5.5 Building Feedback Process to Policy Departments Improvement in meeting client needs in the delivery of service offerings
5.6 Diffusing Sustainable Development Information to Service Canada Centres Posted and updated sustainable development information in Service Canada Centres
5.7 Facilitating Recycling in Service Canada Centres Increased volume of recycled materials in Service Canada Centres
Signature Projects: Environmental Industry has the necessary labour force to address environmental impacts; Information on the well-being of Canadians is used in decision-making; Labour market development that provide sustainable employment
Goal 4
Sustainable Communities

4.1.1 Communities are well positioned to advance sustainable social development

4.2.1 Communities are well positioned to adapt and to maintain or generate sustainable economic activities

4.3.2 Risks to human and ecosystem health from harmful substances are reduced (including clean-up of federal contaminated sites)

6.1 Partnerships – Sector Councils: Promote the work with the ECO council to encourage similar work in other sectors Identification of future HR skills needs for the environmental sector
6.2 Knowledge – indicators on the well-being of Canadians Key indicators available
6.3 People – Labour Market and Skills Development Strategies developed and training available
Governance for Sustainable Development: Sustainable Development is incorporated into departmental policies and decision-making
Goal 6
Governance for Sustainable Development

6.1.1 Sustainable Development Strategy commitments are integrated into key planning and reporting processes of departments and agencies

6.1.2 Clear and effective governance mechanisms to integrated sustainable development in decision-making

7.1 Developing and Implementing Sustainable Development Policies and Directives Sustainability initiatives within the Department supported by timely and appropriate policies and directives
7.2 Establishing Organizational Structure dedicated to Sustainable Development Ensuring that there are defined Sustainable Development leadership roles and responsibilities within the Department
7.3 Integrating Sustainable Development Strategy into the Departmental Planning and Reporting Cycle Reporting on the Sustainable Development Strategy in departmental documents including the RPP, DPR, and Service Canada Annual Report
7.4 Building a Sustainable Development Recognition Program Recognizing departmental staff for their Sustainable Development-related efforts
7.5 Building Engagement Enablers Increase awareness of sustainable development issues among staff
7.6 Establishing Sustainable Development Network with representatives from all branches and regions Developing a national network of Human Resources and Skills Development Canada to support sustainable development activities and assist with monitoring

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Indian and Northern Affairs Canada and Canadian Polar Commission

Sustainable Development Strategy

In 2009-10, INAC enters the third year of implementation of its Sustainable Development Strategy (SDS) 2007-2010. Sustainable development is at the heart of INAC’s mandate and the strategy establishes a strategic sustainable development framework for the department based on two strategic directions: Supporting Sustainable Communities and Building a Culture of Sustainability within the department. It includes 15 results-oriented targets that are in line with departmental priorities and that relate to the Government, People, Land and Economy Strategic Outcomes.

During the planning period, INAC will take action on a number of areas to address these challenges. First, the SDS will continue an evaluation to ensure it is effectively responding to priority issues; an environmental and opportunity scan, focusing on sustainable development, will also be performed. In addition, a discussion strategy to foster better communication and the increased participation of the communities in the sustainable development strategy process will be launched. Finally, major improvements will be made in the areas of contaminated sites on reserve lands, environmental assessments, and Aboriginal and northern people’s ability to effectively manage resources.


Objective/Target Performance measurement from current SDS Department's expected results for 2009-10 Federal goal*
Supporting Sustainable Communities
Improved departmental and federal co-ordination and harmonization of program planning and implementation in support of long-term planning
Approve and implement the Comprehensive Community Planning Strategy in collaboration with First Nations Number of communities engaged in comprehensive community planning Provide support to First Nations through facilitation and funding 4
Identify the factors that influence the sustainability of remote communities south of 60° and determine how INAC policies could be modified to better address the challenges Number of recommendations

Number of recommendations acted upon
Identification of challenges and opportunities to sustainability in Aboriginal communities south of 60° and development of sustainability indicators 4
Enhanced social and economic capacity in Aboriginal communities through educational and social programming
Graduate more Aboriginal learners from high schools and post-secondary institutions High school graduation rates

Post-secondary participation and graduation rates

Literacy and numeracy levels
Establish additional tripartite partnership agreements between First Nations, provincial governments, and the Government of Canada

Develop school success plans and student learning assessments
4
Enhance the Family Violence Prevention Program (Enhanced safety and security of on-reserve residents) Number of family violence shelters Increase number of shelters by 3 4
Housing, water and wastewater facilities in First Nations communities that meet standards applicable to comparable Canadian communities
Increase the amount of affordable and suitable housing while building capacity to ensure effective management and control by First Nations communities Percentage of First Nation community houses reported as adequate

Number of First Nations communities completing annual housing reports
5% increase of First Nation community houses reported as adequate

100% of First Nation communities completing annual housing reports
4
Reduce the number of high-risk and medium-risk sites identified in the National Assessment of Water and Wastewater Systems in First Nations communities Reduction in the number of high- and medium-risk systems

Increase in the number of certified operators
Undertake engagement sessions with First Nations representatives, regional First Nations organizations and provincial/territorial governments on the development of a new federal legislative framework for safe drinking water and wastewater treatment in First Nation communities 1
Sound environmental practices in First Nations, Inuit and northern communities
Support development of energy management initiatives in First Nations, Inuit and northern communities Number of INAC regions and sectors developing an approach to integration of renewable energy and energy efficiency in their business lines

Number of Aboriginal and northern communities implementing renewable energy or energy efficiency projects
Support projects at the community level to reduce greenhouse gas emissions and increase of efficiency in energy use

Reduce greenhouse gas emissions in Aboriginal and northern communities
3
Support development of First Nations, Inuit and northern communities' capacity to adapt to the impacts of climate change Number of Aboriginal and northern communities with completed climate change risk assessments or adaptation strategies

Number of Aboriginal and northern communities implementing climate change risk management or adaptation strategies

Number of approaches to integration of climate change risk management in territorial business lines
Identify and document risks and opportunities for the department related to climate change

Support projects at the community level to increase awareness, understanding and planning for managing the risks and opportunities created by climate change
3
Reduce the number of contaminated sites south of 60° % reduction of financial liability of known high and medium risk contaminated sites

% of known suspected sites assessed

% of known tank and waste sites assessed through the “Phase I Environmental Site Assessment” project (with funding leveraged through FCSAP)

% of sites assessed and remediated as set in the Three-Year Contaminated Sites Plan with funding leveraged through FCSAP
Contaminated sites on reserve land for which INAC is responsible are remediated

Greater certainty with respect to overall contaminated sites financial liabilities for which INAC is responsible

Greater certainty with respect to overall financial liabilities related to storage tank systems and waste sites on reserve for which INAC is responsible and which meet the FCSAP eligibility criteria

Implementation of the Three-year Contaminated Sites Management Plan
4
Increase the number of northern contaminated sites in remediation phase or completed Number of contaminated sites management plans approved by ADM

Absolute number of sites in remediation phase or completed
Contaminated sites management plan approved in accordance with Treasury Board guidance

Develop and implement remediation/risk management strategies by site
4
Building a culture of sustainability
Improved sustainable development (SD) integration within INAC
Raise awareness of sustainable development within the department Level of sustainable development awareness Establish an environmental sustainability network

Develop learning tools for departmental employees
4
Improve the integration of the sustainable development considerations within the department SD reporting coincides with DPR reporting and commitments in INAC’s fourth SDS, and is included annually in DPR and RPP

Number of preliminary scans and strategic environmental assessments (SEAs) completed
SDS commitment integration in strategic outcome (SO) plans

Integrate SDS annual reporting with departmental reporting

Develop strategy to increase linkages with SO tables

Make progress in the implementation of a strengthened SEA management system across INAC that integrates SD principles
4
Sound environmental management practices into departmental operations promoted
Implement Indian and Inuit Affairs Business Line (IIABL) Environmental Stewardship Strategy Environmental Performance Framework through the integration of sound environmental management practices into IIABLdepartmental operations Number of tank inventory database completed

Number of waste site inventory databases completed

Number of approved IIABL waste management policies
Creation of a tank inventory

Creation of a waste sites inventory
4
Sustainable development will be firmly integrated into Corporate Systems (Finance, Human Resources, Information Management, Audit and Evaluation, and Administrative Services) nation-wide.
Develop and implement an Environmental Management System (EMS) for department-owned materiel and real property. Policies and procedures for department-owned materiel and real property are updated and comply with federal requirements

Baseline data regarding the environmental impacts of department-owned materiel and real property is collected

Results of Environmental Management System (EMS) for department-owned materiel and real property are quantified and reported
Updated policies for department-owned materiel and real property management are implemented across the department

Environmental Management System implemented for Headquarters Materiel and Assets Management Division

Environmental Management Systems implemented for regional materiel and real property management
4
Develop and implement a green procurement policy for INAC. Annual “green” dollar value, quantity of goods meeting minimum environmental standards and the number of service contracts issued against departmental green procurement standards

Percentage of Responsibility Centre Managers (RCMs), procurement officers, and materiel managers trained on green procurement
Write and implement a departmental green procurement policy

Establish green procurement targets

Provide training on green procurement to all Responsibility Centre Managers (RCMs) and procurement officers
4

*Federal sustainable development goals are:

Goal 1: Water — Clean and secure water for people, marine and freshwater ecosystems
Goal 2: Clean Air — Clean air for people to breathe and ecosystems to function well
Goal 3: Reduce greenhouse gas emissions
Goal 4: Sustainable Communities — Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
Goal 5: Sustainable development and use of natural resources
Goal 6: Strengthen federal governance and decision making to support sustainable development

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Industry Canada

Sustainable Development Strategy


SDS Departmental Goals:
Industry Canada’s fourth Sustainable Development Strategy 2006–09 (SDS IV) seeks to broaden and deepen the practical implementation of the business case for sustainable development in Canadian industry. SDS IV is characterized by the theme “selling the sustainability value proposition,” which supports the department’s mandate to strengthen the national economy and promote sustainable development. The strategy is structured around 3 strategic outcomes that represent what the department aims to achieve over the 3-year period:
  • Sustainability-driven technologies and commercialization
  • Sustainability tools, practices, research and awareness
  • Sustainability practices and operations within Industry Canada
The 3 strategic outcomes will be advanced by delivering 26 action plan items. SDS IV presents Industry Canada’s renewed path forward in terms of advancing sustainable development with its partners and stakeholders.
Federal Sustainable Development  Goal, including Greening Government Operations
(if applicable)
Performance Measurement from Current SDS Department’s Expected Results for 2009–2010
Reduce greenhouse gas (GHG) emissions Number of new renewable energy technologies commercialized/diffused Hydrogen and hydrogen-compatible technologies accepted and adopted
Number of small and medium-sized enterprises (SMEs) that have:
  • adopted ISO 14001
  • produced sustainability reports
Enhanced competitiveness and efficiency of SMEs due to an increased uptake of environmental practices
  • Level of GHG emissions and building energy consumption
  • Increased fuel efficiency of vehicle fleet and reduced costs
  • Collection of recycled products and fewer products sent to landfill
  • Reduced energy consumption
  • Reduced material sent to landfill
  • Increased use of recycled material
  • Reduced use of consumables
Clean air for people to breathe and ecosystems to function well Number of new manufacturing facilities in renewable energy sector Broadened economic development in renewable energy sector in Canada and in Canadian firms that have an established presence in international markets
Number of lean manufacturing workshops, outreach activities and business success stories related to sustainable manufacturing Increased number of Canadian firms implementing sustainable manufacturing practices
Strengthened federal governance and decision-making to support sustainable development Number of satisfied users with renewed Strategic Environmental Assessment (SEA) approach
  • Fulfillment of Industry Canada administrative and operational obligations required by the 2004 Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals
  • Strategic environmental assessments
Number of branches within Industry Canada that are integrating sustainability into their planning practices Sustainable development is integrated into Industry Canada’s Program Activity Architecture  (Report on Plans and Priorities/Departmental Performance Report)
Number of Industry Canada participants in sustainable development and SEA courses and seminars Increased capacity within Industry Canada to fully integrate sustainable development into all programs, policies and plans

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National Defence

TABLE 3: SUSTAINABLE DEVELOPMENT STRATEGY

1. SDS Departmental Goal:

Historically, Defence has focused on integrating environmental considerations into decision-making at every level of the organization as stated both in the environmental vision in Defence Sustainable Development Strategy 2006 (SDS) and the Defence Administrative Order and Directive 4003-0.

2. Federal SD Goal including Greening of Government Operations (GGO) goals:

Implementation of the fourth iteration of our SDS began on April 1st 2007. The four strategic commitments are to:

  • develop a framework of land use management putting our lands on a steady state footing of sustainability;
  • actively promote the application of innovative Green Building principles and share lessons learned with the broader federal community;
  • implement a proactive and comprehensive Green Procurement program across the Defence organization; and,
  • actively and innovatively prevent negative environmental impacts of specific activities over which Defence can exercise a mitigating influence.

Each of these strategic commitments relates to one or more federal Sustainable Development goals (specifically the Greening of Government Operations element of those goals). A detailed crosswalk establishing the linkages is included in the Defence SDS at Table 4, page 33 of the document which is available on the Internet at: <http://www.admie.forces.gc.ca/dge/sds-sdd/index-eng.asp>.

3. Performance Measure from current SDS

Defence strategic commitments are supported by a total of 16 sub-commitments that provide concrete indications of the Department’s progress toward achievement of the strategic commitments. Each of these sub-commitments comprises a concise statement of the desired end state. These sub-commitments or targets are set out in detail in Table 1, page 23 of the Defence SDS document. In addition, Guidance sheets to support each of the sub-commitments have been produced to provide those responsible for implementing the target with the name and coordinates of a subject-specific expert for each target, the definition and scope of the sub-commitment, an action plan for achieving it, and a template to ensure uniform data collection.

4. Department’s Expected Results for fiscal year 2009-2010

Since the Department’s strategic commitments are largely multi-year in nature (i.e., exceeding the three-year reporting cycle of the SDS process), the targets cannot be precisely measured as an annual percentage of completion.

Of the 16 sub-commitments in SDS 06, none were exceeded, one has been met, 13 are on track and progress on two (measuring and managing the sustainability of training areas, and expanding Green Building concepts into the total design process) are not satisfactory.  The Department will continue to monitor progress against targets from earlier SDS, particularly in the following areas: integrated pest management, hazardous materials management plans and environmental management systems.

The Department also monitors the performance of an additional four activities that are of continuing interest to the sustainable development community but have no specific targets: liquid effluents, treated water, solid waste and spills.

Source: Assistant Deputy Minister (Infrastructure and Environment) Group

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Natural Resources Canada

Table 4: Sustainable Development Strategy

Pursuant to the Federal Sustainable Development Strategy Act, Environment Canada must develop and table a Federal Sustainable Development Strategy (FSDS) by June 2010. The FSDS will set out federal sustainable development goals and targets and an implementation strategy for meeting each target, as well as identifying the minister responsible for meeting each target. NRCan must prepare and table a sustainable development strategy (SDS) that complies with and contributes to the FSDS in 2011.

NRCan's Sustainable Development Strategy (SDS), Achieving Results, was tabled in Parliament in December 2006 and remains valid until the end of 2009. The document is NRCan's action plan for sustainable development and sets out long-term goals, long-term objectives, intermediate outcomes and targets for 2007-2009.

For the period 2009-10, NRCan will continue to advance its greening government efforts and monitor current SDS targets. Additionally, NRCan will be examining a more strategic, results-focused and integrated approach for its next SDS to further mainstream sustainable development into its planning and reporting processes.

The table below reflects the expected results of SDS targets scheduled for completion by March 31, 2010 and linkages to the department's Program Activity Architecture.


SDS Goal 1: To enable Canada's natural resource sectors to contribute to a competitive economy and advance positive social and environmental outcomes
Federal SD goal Performance measurement from current SDS Department's expected results for 2009-10 NRCan 2009-10 Program Sub-Activities
Sustainable development and use of natural resources Percentage of maps completed at 1:50K and 1:250K scales for all Canada. Complete at 97.5% the 1:250K and 1:50K NTS map coverage for all of Canada.

(SDS Outcome 1.2.3)
Geographical Information: Information on Canada's natural resources and landmass contribute to the country's development
Water – Clean and secure water for people, marine and freshwater ecosytems Population of the national groundwater inventory of the results of the detailed assessments and availability on the internet.

Increase in number of water supply, aquifer protection and land use decisions informed by the assessments.
Detailed ground water assessments completed for three key national aquifers: the Okanagan basin (British Columbia), the Paskapoo (Alberta) and the Sandilands (Manitoba) aquifers.

(SDS Outcome 1.2.4)
Geosciences Are Used to Understand Environmental Issues: Geoscience knowledge is developed and used in environmental assessments, and Canada's underground water aquifers are mapped and understood
Reduce greenhouse gas emissions Completion of the National Forest Carbon Monitoring, Accounting and Reporting System.

Increase in the level of funding (public and private) in support of research, development, demonstration and commercialization of forest biomass as an alternative energy source.
Create and demonstrate biomass and carbon accounting tools that encourage policy makers and practitioners to consider forest management strategies that enhance forest carbon sinks and increase the supply of biomass available for bio-energy.

(SDS Outcome 1.3.1)
Economic Market Value of Canada's Forests: The economic market value of Canada's forests increases

Energy Science and Technology: Canadians derive new economic, environmental and social benefits through federal energy Science and Technology


SDS Goal 2: To achieve Canada’s position as a world leader in sustainable resource development and use.
Federal SD goal Performance measurement from current SDS Department's expected results for 2009-10 NRCan 2009-10 Program Sub-Activities
N/A New alliances struck in key developing areas of the world (i.e. Africa, Latin America, China and./or India) resulting in four new agreements Four new strategic alliances struck with key regional organizations in developing countries with the goal of applying geomatics/geoscience tools to address sustainable development and/or governance.

(SDS Outcome 2.1.1)
Internal Service: Public policy services
N/A Implementation of the program of technical collaboration with Russia on forest resource management issues important to both countries in areas such as the boreal forest, forest certification, wildland fire, model forests and carbon sequestration.

Championing of the need to combat illegal logging in international policy for a, such as by continuing support of the Europe and North Asia-Forest Law Enforcement Governance Ministerial process.
Share expertise with other forest nations and address global forest issues, such as illegal logging.

(SDS Outcome 2.1.1)
International influence: Canada is a globally recognized leader of forest sector sustainability
N/A Active engagement in trade policy review of 28 countries, in trade and investment negotiations for 8 new treaties, and in strategic development of world and regional trade and investment law. Strengthen the potential for Canada's trade and investment policies to promote sustainable development of natural resources.

(SDS Outcome 2.1.4)
Internal Services: Public policy services
Sustainable development and use of natural resources Expansion of Canada Wood, a program aimed at offshore market development.

Enhancement of Value to Wood, a technology development and transfer program aimed at enhancing the competitiveness of value-added wood manufacturers.

Creation of a program to promote higher utilization in non-residential applications in North America.

Increase in investment through innovative public collaboration, in R&D and S&T to strengthen Canada's international forestry competitive edge (i.e. expansion of the Canada Wood Fibre Centre, consolidation of three national forest research institutes.)
Deliver and extend programs to address the long-term competitiveness of the forest sector.

(SDS Outcome 2.1.4)
Economic Market Value of Canada's Forests: The economic market value of Canada's forests increases

Canada's Forest Products in the Global Markets: Global markets for Canadian forest product expand

Innovation From Forest to Market: Innovation is robust and grows along the continuum of the forest sector – from forest to market and/or end use

Forest sector innovation system: An integrated national forest innovation system that sets strategic priorities for the sector
N/A A new partnership with Canadian and international academia to develop and pilot-test a strategic analytical framework that assesses the potential contributions to sustainable development of natural resources aspects from new and existing trade and investment instruments.

An online resource that highlights key priorities for sustainable development of natural resources in trade and investment treaties and institutions.
Enhance knowledge of key priories for natural resources in trade and investment instruments (i.e. Free Trade Agreements and Foreign Investment Protection and Promotion Agreements.)

(SDS Outcome 2.1.5)
Internal Services: Public policy services


SDS Goal 3: To integrate economic, environmental and social considerations into departmental decision-making and to continuously improve operations.
Federal SD goal Performance measurement from current SDS Department's expected results for 2009-10 NRCan 2009-10 Program Sub-Activities
N/A Percentage of staff and managers that have taken the course.

Percentage of staff and managers that have a better understanding of SD issues, as measured by a survey.
Offer expanded NRCan SD capacity course to 100 staff.

(SDS Outcome 3.1.1)
Internal Services: Public policy services
Strengthen federal governance and decision-making to support sustainable development Integration of sustainable development into select performance accords.

Development of process for broader integration.
Develop a proposal to integrate sustainable development considerations into key NRCan senior managers' performance accords.

(SDS Outcome 3.1.1)
Internal Services: Public policy services
Strengthen federal governance and decision-making to support sustainable development Number of briefings.

Percentage of targeted staff that have received training.
Increase senior management understanding of departmental obligations under the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals by providing briefings to senior management, and by offering related training to NRCan policy staff.

(SDS Outcome 3.1.1)
Internal Services: Public policy services
Strengthen federal governance and decision-making to support sustainable development Number of briefings.

Percentage of targeted staff that have received training.
Increase senior management understanding of departmental obligations under the Canadian Environmental Assessment Act by providing briefings to senior management and by providing updated Environmental Assessment (EA) training to NRCan staff with EA responsibilities.

(SDS Outcome 3.1.1)
Internal Services: Public policy services
Strengthen federal governance and decision-making to support sustainable development Completion of a research report on past and on-going external consultations taking place in the department.

Completion of an external consultation policy statement.

Publication of a policy toolkit for NRCan staff.
Develop a departmental consultation policy.

(SDS Outcome 3.1.3)
Internal Services: Public policy services
Strengthen federal governance and decision-making to support sustainable development Completion of application. Building upon completion of the consolidated database, develop an online integrated and interactive application of facility environmental information.

(SDS Outcome 3.2.1)
Internal Services: Facilities/Asset management services
Strengthen federal governance and decision-making to support sustainable development Completion of cycle of audits.

Reduction in number of significant findings from previous audit cycles.
In order to evaluate the effectiveness of the updated EMS in improving environmental performance, complete a full three-year cycle of Environmental Compliance Audits of selected facilities.

(SDS Outcome 3.2.1)
Internal Services: Facilities/Asset management services
Strengthen federal governance and decision-making to support sustainable development Development and implementation of a communications plan.

Number of communications products issues to promote and raise awareness of green stewardship.
Implement a Green Stewardship communication strategy in all NRCan facilities, across all sectors.

(SDS Outcome 3.2.1)
Internal Services: Public policy services

Internal Services: Facilities/Asset management services
Reduce greenhouse gas emissions Annual, percentage reduction in energy consumption.

Annual percentage reduction in GHG emissions across NRCan's building inventory.
Perform energy audits for all high energy-use custodial facilities.

(SDS Outcome 3.2.2)
Internal Services: Facilities/Asset management services
Reduce greenhouse gas emissions Completion of document.

Implementation of coordinated, sustained communications to staff of available transportation options.
Implement a sustainable transportation strategy for NRCan.

(SDS Outcome 3.2.3)
Internal Services: Public policy services

Internal Services: Facilities/Asset management services

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Office of the Auditor General of Canada

Table 1—Select sustainable development commitments and targets


Commitment Indicators and targets Expected results for
2009–10
Prepare long-term audit plans and individual performance audits using the Office's environmental risk assessment guide (4th E Practice Guide). 100 percent of audit teams use the Guide's screening tool and consult with environmental specialists to identify and assess environmental risks when they are preparing long-term audit plans 100 percent
100 percent of performance audit teams use the Guide's screening tool and consult with internal environmental specialists to determine if there are any important environmental issues related to their audit topic 100 percent
Provide enhanced support and advice to audit teams conducting special examinations where important environmental risks for Crown corporations have been identified. 100 percent of these cases receive enhanced support and advice starting in 2007 100 percent
Increase use of Green Key/Leaf certified hotels in Canada with a rating of three or higher. Established baseline use in 2007: Where green-certified hotels were available, we booked them almost 50 percent of the time 10 percent increase over baseline
Increase use of compact rental cars where one or two passengers are travelling. Established baseline in 2007: Where compact cars were available, we booked them 55 percent of the time where one or two passengers were travelling 10 percent increase over baseline
The full version of the Office's Sustainable Development Strategy can be found on the Office of the Auditor General of Canada's website. [www.oag-bvg.gc.ca/internet/English/acc_rpt_e_17602.html]

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Parks Canada

Sustainable Development Strategy

In December 2006, the Minister of the Environment tabled the 2007-2009 Parks Canada Agency Sustainable Development Strategy (SDS) in Parliament. The complete SDS document is accessible at: http://www.pc.gc.ca/docs/pc/strat/sdd-sds-2007/index.

Parks Canada’s mandate aligns well with the goals of sustainable development. The business of Parks Canada is the protection and presentation of significant examples of Canada’s history and culture and representative examples of Canada’s ecosystems and biodiversity. In doing this, Parks Canada plays a key role in the implementation of the federal government’s commitment to sustainable development.

Parks Canada’s actions in support of government priorities include commitments to increase and expand the system of national parks and national marine conservation areas; designate new national historic sites of Canada; maintain or improve the overall ecological integrity in all national parks; improve the overall average commemorative integrity rating in national historic sites; and minimize the environmental impact of its operations.

The following table provides an update on nine of the key commitments of the Parks Canada SDS.


1. Federal SD goal: Water — Clean and secure water for people, marine and freshwater ecosystems
SDS Agency Commitment
2007-2009
Performance measure from current SDS Agency’s Planning Highlights
for 2009-10
Provide responsible environmental stewardship, heritage conservation, and efficient and affordable administration to the five national park townsites administered by Parks Canada. Townsite targets for growth, sewage effluent quality and management of contaminated sites are met.3 Parks Canada will continue to demonstrate environmental stewardship by minimizing the impact of townsite operations; meeting townsite targets for limits to growth, sewage effluent quality and management of contaminated sites.
Parks Canada will create national parks and national marine conservation areas in unrepresented regions. Increase the number of represented terrestrial natural regions from 28 in March 2007 to 30 of 39 by March 2010; make progress towards establishing national parks in six unrepresented regions by March 2011.1 As of March 31, 2008, 28 of Canada’s 39 natural regions are represented by one or more national parks. Work will continue on assessing feasibility or negotiating park agreements for six proposed national parks.
Increase the number of represented marine regions from three in March 2007 to four of 29 by March 2010; make progress towards establishing national marine conservation areas in two unrepresented regions by March 2011.1 As of March 31, 2008, three of Canada’s 29 marine regions are represented. Work will continue on two national marine conservation area (NMCA) proposals (Gwaii Haanas and Southern Strait of Georgia), which are at the feasibility assessment and agreement negotiation stages. Subject to territorial or provincial government readiness, two other projects (Lancaster Sound and Îles de la Madeleine) could proceed to feasibility assessment.
It will complete or expand some existing parks. Expand two national parks by March 2010 and increase the targeted land holdings in three unfinished national parks.1 Work will continue on the expansion of Nahanni National Park Reserve of Canada and Tuktut Nogait National Park of Canada.
Parks Canada will conduct ecological monitoring and reporting on the state of aquatic ecosystems in national parks and national marine conservation areas. Approved monitoring guidelines and indicators to measure the state of ecological sustainable use in 2 operating sites by March 2013.2 Parks Canada will continue to develop, as a priority, the various elements of the national marine conservation areas program. A national zoning framework for national marine conservation areas that reflects a spectrum of management approaches has been developed and is being applied. Parks Canada will develop a framework to report on the state of ecosystem health in national marine conservation areas.
Outside of national parks in the far north with an already acceptable ecological integrity status, 80% of national parks have at least one improved ecological integrity indicator from March 2008 to March 2013.3 Through active management and restoration initiatives, the Agency will continue to address conservation challenges in Canada’s national parks. Strategic initiatives to demonstrate improvements in key indicators of ecological integrity will be devised and implemented. Priority management strategies and actions will be identified in park management plans and ecological integrity conditions and trends will be reported in state of park reports.

Examples of active management projects planned for 2009-10 include:

• implementing a multi-year, regional ecosystem restoration program in Kootenay National Park of Canada to restore traditional winter habitat for bighorn sheep through the re-establishment of fire-maintained open forest and grasslands.
• restoring salmon-bearing stream and coastal dune ecosystems with their associated species at risk in Pacific Rim National Park Reserve of Canada.
•restoring the hydrological function and populations of genetically-unique, indigenous brook trout in La Mauricie National Park of Canada.
4. Federal SD goal: Sustainable communities — communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
SDS Agency Commitment
2007-2009
Performance measure from current SDS Agency’s Planning Highlights
for 2009-10
Designate and commemorate places, persons and events of national historic significance, particularly in under-represented priority areas. 33% of yearly recommended designations are for under-represented themes in Canada’s history.3 Parks Canada will continue to support the Historic Sites and Monuments Board of Canada and the Minister in the designation and commemoration of places, persons and events of national historic significance that represent the breadth and diversity of Canadian history. Through the New Commemorations Initiative, Parks Canada will undertake consultations with Aboriginal and ethnocultural communities as well as women's groups in order to encourage new nominations of places, persons and events of national historic significance in these under-represented themes.
Parks Canada will work with local and Aboriginal communities to develop experience opportunities for current and potential visitors. Increase the percentage of visitors at all surveyed locations that consider the place is meaningful to them by March 2014.5 Visitor experience opportunities will be further enhanced by fostering economic and tourism opportunities related to authentic Aboriginal cultural experiences.
In collaboration with ethnocultural organizations and stakeholders, provide learning experiences for these new audiences. Increase the percentage of targeted Canadians that appreciate the significance of heritage places administered by Parks Canada by 2014.5 Canadians in large metropolitan areas like Montreal, around Lachine Canal National Historic Site of Canada, and Vancouver with the 2010 Olympics will be more aware, understand and appreciate Parks Canada heritage places, as these places promote their role and relevance as community resources and places of pride. Urban Canadians will have opportunities to learn and develop a sense of connection to these heritage places through collaborations with heritage and environmental organizations, the arts and culture community, and other stakeholders.

Ethnocultural communities, Aboriginal and women’s groups and stakeholders will be involved in new designations and commemorations of national historic places, persons or events.
5. Federal SD goal: Sustainable development and use of natural resources
SDS Agency Commitment
2007-2009
Performance measure from current SDS Agency’s Planning Highlights
for 2009-10
Parks Canada will provide meaningful opportunities by facilitating experiential connections with Canada’s protected heritage areas. Increase the percentage of visitors at all surveyed locations that consider the place is meaningful to them by March 2014.5

85% of visitors at surveyed locations are satisfied, and 50% are very satisfied, with their visit.5
Canadians and international travelers’ desires, expectations, needs and social values will be reflected in the opportunities for visitor experience facilitated by Parks Canada at its heritage places. This will be achieved through applying a market based approach to: identify and understand target markets; develop products, programs, events, facilities and services; and promote and deliver those meaningful opportunities.

In collaboration with a broad range of partners, an increased number of visitors will be attracted through the enhancement of existing and the development of new visitor experience opportunities, including improved and diversified accommodation offers, front country trail systems, and an expanded number of interpretive products. Strategies will be identified in management plans and results will be reported in state of park and site reports.
6. Federal SD goal: Strengthen federal governance and decision-making to support sustainable development
SDS Agency Commitment
2007-2009
Performance measure from current SDS Agency’s Planning Highlights
for 2009-10
Parks Canada will develop legislative proposals to better protect national historic sites, federal heritage buildings, and archaeological resources under federal jurisdiction. Not applicable The Agency will prepare for the implementation of the Heritage Lighthouse Protection Act in May 2010 by developing criteria for designation and processes related to the receipt of petitions and their evaluation. This information will be publicly accessible.

Parks Canada will continue working on the development and implementation of a concept related to the creation of a National Trust for Canada as announced in Budget 2007. The intention is that the Trust would be at arm's-length from government and support heritage in Canada.

1 Due to the increasing complexity of the national park and NMCA establishment process, the deadline for achieving the target was updated from March 2008 to March 2010.
2 Deadline extended from March 2009 to March 2013 due to a change in the scope of the work.
3 Performance measure updated to reflect current targets of the Agency.
4 Performance measure updated to reflect the next phase of work to be undertaken.
5 Performance measure updated to better align with the expected result.

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Public Health Agency of Canada

Table 4: Sustainable Development Strategy

In its Sustainable Development Strategy (SDS), the Agency has committed to the goals of incorporating sustainable development considerations into the planning and implementation of its activities, ensuring that the Agency conducts its operations in a sustainable manner, and building capacity to implement the Strategy. The commitments made in the SDS will advance the Agency’s strategic outcome of healthier Canadians, reduced health disparities, and a stronger public health capacity. These commitments also support federal SD goals, such as sustainable communities, SD and use of resources, reducing greenhouse gas emissions, targets of the Office of Greening Government Operations (GGO), and strengthening federal governance and decision-making to support SD. The Agency SDS can be found at: http://www.phac-aspc.gc.ca/publicat/sds-sdd/sds-sdd2-a-eng.php



SDS Agency Goal 1: Incorporate SD considerations into the planning and implementation of Agency activities
Federal SD goal, including GGO goals  (if applicable) Performance measurement from current SDS Expected results for 2009-10
Sustainable communities – communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations % of solicitations that address SD issues

% of eligible employees that received SD training

% of funding that involves SD criteria

# of solicitations where SD is mentioned
Include SD considerations in all Population Health Fund solicitation documents by December 2009.
#  of funded projects with SD elements

#  of families and/or individuals reached through projects either directly or indirectly
By March 31, 2010, review outcomes of Population Health Fund projects funded by the Quebec Region to determine project SD contributions.
# of community-based groups receiving funding

# of community-based groups receiving strategic guidance on programming

# of children and families receiving program benefits
Contribute to the sustainability of communities by administering community-based programs directed at women, children and families living in conditions of risk, through the Community Action Program for Children, the Canada Prenatal Nutrition Program and Aboriginal Head Start in Urban and Northern Communities.
% Canadians reporting participation in physical activity

% Canadians reporting healthy eating

% Canadians reporting healthy weight
By March 2010, evaluate progress toward the federal provincial healthy living target for input to evaluation of the pan-Canadian Healthy Living Strategy.
#  of teaching positions funded

#  of workshops conducted, joint activities

# of continuing education strategies established

# of community-oriented applied public health research programs established
Strengthened the public health system.

Each participating university establish, by 2009, a continuing education strategy aimed at local public health workers and a community-oriented applied public health research program.
Sustainable development and use of natural resources Availability of rapid molecular typing system

Availability of phage therapy for E coli 0157:H7 in food animals

Reporting on results of research activities at the Laboratory for Foodborne Zoonoses

Reporting on activities undertaken at the high-performance disease modeling and Health Geographic Information Systems (GIS)  Laboratory
Contribute to reducing the risks to human health from foodborne and waterborne diseases arising from animals and the agro-environment.

Increase knowledge generation, knowledge synthesis and evidence-based interventions.
Reduce greenhouse gas emissions #  of programs that consider the health implications of a changing climate

#  of policies that consider the health implications of a changing climate

#   of cross-jurisdictional consideration of climate change in its relation to activities associated with human health

Development of a Agency approach to the human health implications of a changing climate

#   of files receiving input from Climate Change Committee

#  of presentations to senior management, interdepartmental fora, meetings, conferences, etc
Enabling policy and communication strategy in place informing agency staff of expertise and availability of expert group by September 2009.

Program policy areas informed on health implications of changes in climate by December 2009.
  #   of tools developed

#   of collaborations

#   of presentations delivered

#   of articles published

#   of educational/training sessions delivered

#   of  fingerprinted strains of antimicrobial-resistant community- or-hospital acquired organisms
Support the development of microbial risk assessments for public health issues arising from interactions between human, animals and the environment by December 31, 2009.

Genetically fingerprint anti-microbial resistant strains to describe patterns in human antimicrobial use and antimicrobial resistance by December 31, 2009.
SDS Agency Goal 2: Ensure that the Agency conducts its operations in a sustainable manner
Sustainable development and use of natural resources % of Material managers trained

# of training courses offered

# of participants in training courses

% of acquisition card holders that have received green procurement training
Provide procurement training to 75% of material managers and integrate green procurement into training for acquisition cards by December 31, 2009.
% of inventory that is ENERGY STAR-compliant

% LCD monitors vs. CRT monitors

% Network printers vs. regular printers

% Printers with duplex capacity

% Stand alone printers replaced with group printers

% Group printers moved to well-ventilated areas
By March 31, 2010 meet the guidelines for operations of office equipment.

By March 31, 2010, all desk-top equipment meets the Energy Star standard.
Baseline of the Agency’s procurement patterns established

Reports on tracking options
Develop an effective, efficient and affordable green tracking system by December 31, 2009.
Awareness level of green travel options among Agency employees

# of people attending information sessions on green travel options

% of employees using green travel options

% of employees using alternative modes of transportation

% Employees using telephone, video and web conferencing services
Increase awareness of green travel options to 50% of all PHAC employees by December 31, 2009.
#  of tools developed for effective hazardous waste monitoring and reporting Effective hazardous waste monitoring and reporting in place by March 31, 2010.
Reduce greenhouse gas emissions % reduction in water and energy consumption Improved energy efficiency and reduce water consumption in Agency-owned laboratory buildings under normal operating conditions.
% of offices that meet the 8 ft. x 8 ft. (2.3m x 2.3m ) standard cubicle size

#   of hotelling workstations

#   of employees who telework

%  change in energy use in tenant buildings
Reduce energy use in rented or leased building.
SDS Agency Goal 3: Build capacity to implement Goals 1 and 2
Strengthen federal governance and decision-making to support sustainable development Strategic Environmental Assessments (SEAS) conducted for new policies, plans and programs

% of policy, plan and program proposals entered in the system that have completed SEAS, on an annual basis
Track Strategic Environmental Assessments (SEAs) of policy, plan and program proposals on an ongoing basis.
% of Agency employees who understand how SD applies to their work Develop and implement a Sustainable Development Policy by March 31, 2010.
#  of Provinces where the GIS services are available to public health professionals Provide a sustained and accessible GIS infrastructure for public health and SD practice
#  of progress reports submitted per year

# of SD discussions in Management Committee meetings
SD listed as a standing item on Management Committee meeting agenda.
#  of strategic, human resources and planning documents in which SD considerations are integrated Integrate SDS commitments into the Agency’s key planning and reporting processes by March 31, 2010.
# of budget review processes that consider SD principles Consider SD principles in all budget review processes undertaken within the Agency by March 31, 2010.
#  of awareness-building activities

% of Agency employees who understand their responsibilities in relation to SD
75% of Agency employees understand how SD applies to their work by October 1, 2010.

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Public Safety and Emergency Preparedness Canada

Sustainable Development Strategy

Between 1997 and 2008, federal departments and agencies were required, under the Auditor General Act, to produce sustainable development strategies and to update them every three years.

New requirements following the June 2008 passage of the Federal Sustainable Development Act have led to a re-examination of the government-wide SDS approach by Environment Canada. It is anticipated that a 12 month review period will be required prior to Environment Canada’s release of the process for the development and implementation of a Federal Sustainable Development Strategy. Public Safety Canada will continue to pursue its current strategy and will align itself to the new Federal Strategy when it becomes available.

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Public Works and Government Services Canada

Table 4: Sustainable Development Strategy SDS

In SDS 2007-2009, PWGSC builds on past success and incorporates lessons learned over the years. SDS 2007-2009 provides a comprehensive, streamlined and transparent approach to achieving the departmental vision with respect to sustainable development. PWGSC has aligned its goals and commitments to emerging priorities of the department and the government as a whole. SDS 2007-2009 outlines a plan for PWGSC to provide leadership in building a government-wide approach to the greening of government operations, and to green its internal operations. PWGSC is integrating environmental considerations into the very heart of its business, and is focused on demonstrating results.

See complete PWGSC SDS at: http://www.tpsgc-pwgsc.gc.ca/dd-sd/index-eng.html

See annual PWGSC SDS Performance Reports at: http://www.tpsgc-pwgsc.gc.ca/dd-sd/rendement-performance/index-eng.html



SDS Departmental Goal 1: Governance for Sustainable Development - Strengthen federal governance and decision making to support sustainable development
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Goal 1 contributes to federal SD Goal VI and GGO goal on green procurement*.

  * For green procurement-related targets from PWSGC's SDS, please refer to the Green Procurement Table.
Sustainable Building Policy and implementation plan approved. By March 2010, implement a Sustainable Building Policy and supporting guidelines to improve building environmental performance.
Percentage of existing Crown-owned office buildings that have been assessed under BOMA Go Green Plus. By March 2010, 100% of existing Crown-owned office buildings will have been assessed under BOMA Go Green Plus.
Percentage of leases respecting the LEED, BOMA requirements or equivalent standards/assessment tools specific to each type of lease. By March 2010, for all leases greater than 500 m2 where PWGSC is the majority lessee, at the time of a new lease or lease renewal, LEED, BOMA or equivalent standards will be embodied in the lease.
Approved action plan and/or best practices for feasible opportunities to further enhance the environmental sustainability of its Real Property operations. By March 2010, PWGSC will have examined opportunities to further enhance the environmental sustainability of its Real Property operations. Where feasible opportunities are identified, action plans and/or best practices will have been prepared and approved.
SDS Departmental Goal 2: Sustainable Development and Use of Natural Resources
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Goal 2 contributes to federal SD Goal V Percentage of electronic waste strategy implemented. By December 2010, implement an environmental stewardship strategy for managing electronic waste generated from federal operations.
Number of projects over $1,000,000 managing constructions, renovation, demolition waste/number of projects over $1,000,000. Consistent with previous SDS commitments, in real property projects over $1,000,000 and in communities where industrial recycling is supported, the implementation of construction and demolition waste management practices will be completed, with waste materials being reused or recycled.
SDS Departmental Goal 3: Reduce Greenhouse Gas Emissions
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Goal 3 contributes to federal SD Goal III and GGO goals on building energy and vehicle fleet In PWGSC Crown-owned buildings, percentage of total building energy consumption reduction relative to 2001-2002 in gigajoules and in megajoules/m2. Percentage of Greenhouse Gas (GHG) emissions reduction relative to 2001-2002 levels. GHG emissions will be measured as kilotonnes, and also as kg/m2 of CO2 equivalent. By March 2010, the energy consumption for the total inventory of PWGSC Crown-owned buildings will be reduced by 8 percent from 2001-02 levels. Associated reductions in GHG emissions from the total inventory (excluding the Central Heating and Colling Plants [CHCP] in National Capital Area) are expected to be 11 percent from the 2001-02 levels.
Approved business case to modernize PWGSC's common energy infastructure.

Note: This performance measure and expected result were revised in January 2009.
By December 2012, establish long-term targets in accordance with CHCP business case to modernize PWGSC's common energy infrastructure.
Annual average GHG emissions per vehicle kilometre. By March 2010, reduce by 15 percent from 2002-2003 levels, GHG emissions per vehicle kilometre from the fleet.
Percent of gasoline purchased for departmental fleet that is ethanol blended.

Note: The wording of this performance measure and expected result were updated to reflect the intent of the original SDS commitment.
Effective April 2007, all gasoline purchased for departmental fleet will be ethanol blended, where available.

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Royal Canadian Mounted Police

Table 4: Sustainable Development Strategy

RCMP’s Sustainable Development Strategy (SDS) was tabled in Parliament on December 20, 2006 on a voluntary basis. This fourth strategy is directly linked with the mandate of the RCMP to enforce law, prevent crime and maintain peace, order and security for all Canadians.

The strategy has a two-pronged approach: it focuses on outcomes of policing programs (community partnership, Aboriginal communities and youth) while developing policies, procedures, programs for better reducing the environmental influence associated with day-to-day operations and activities. Over the course of the Strategy, key departmental priorities are:

  • Ensuring healthier and safer communities
  • Increasing the ability for sustainable corporate governance
  • Meeting and exceeding environmental regulatory obligations and public expectations for environmental stewardship

It is expected that realized social-economic and operational efficiencies and RCMP continuous commitment to ensuring healthier and safer communities will allow the RCMP to further focus on the impacts and opportunities of our asset portfolio, fleet operations and the environmental footprint of our policing programs.

Safe Homes Sustainable Communities (2007-2009)
Royal Canadian Mounted Police 4th Sustainable Development Strategy

Sustainable Development is achievable through making well-planned decisions in the present that will enable communities to flourish over the long term. Characteristics that define Sustainable Communities include a healthy natural environment, stable and supportive social fabric, and economic integrity. In this regard, Sustainable Development is inherent in the very nature of RCMP operations, where for over 135 years, the organization’s relationship with Canadians has focused on supporting and nurturing the long-term health, wellness and public safety of the communities it serves.

Through traditional and non-traditional policing roles, the RCMP ensures both short and long-term outcomes for communities and individuals including the safeguarding of personal rights and freedoms; reduction of crime and the fear of crime; crime prevention; economic security and integrity; and social development. The corporate framework that supports the operational mandate further enables these outcomes through best practices and strategies that aim to protect environmental systems while reflecting community needs and values. With performance plans established under three key priorities of Sustainable Communities, Corporate Governance and Environmental Stewardship, the RCMP’s fourth sustainable development strategy, entitled Safe Homes – Sustainable Communities (2007-2009), continues to focus on enhancing policing operations and corporate management practices with sustainability in mind. This will add a new dimension to the immeasurable value that RCMP officers bring to the lives of individuals and families every day.


 
SDS Departmental Goals:
Departmental Driver:
Sustainable Communities – Healthier and Safer Communities
The need for long-term health, wellness and security of communities
Corporate Governance – Sustainable Development is a way of doing business for organizations of excellence The need for organizations to be responsible for their decisions & actions
Environmental Stewardship – RCMP physical operations support long-term conservation, protection and restoration of our natural resource systems The need to effectively conserve, protect and restore our natural resource systems
RCMP SDS Target
Federal SD goal, including GGO goals
Performance measurement from current SDS
Department’s expected results for 2008–2009
SUSTAINABLE COMMUNITIES
1A. Community Partnerships Federal Goal V:

Sustainable Communities

RCMP Volunteerism

Total volunteers/annum (#), Total volunteer hours/annum (hrs)

1.1.1 Effective partnerships with communities supporting sustainable development are increasing annually
1B. Aboriginal Communities Federal Goal V:

Sustainable Communities

Degree of Aboriginal Perceptions Training among regular members

Total members (#), Total members completed aboriginal perceptions training (#)

1.1.2 Capacity to provide culturally sensitive police services is increasing annually
1C. Youth Federal Goal V:

Sustainable Communities

RCMP members designated as Youth Officers

Total RCMP Youth officers (#)

1.1.3 Capacity to provide specialized policing services focused on Youth is increasing annually
CORPORATE GOVERNANCE
2A. Environmental Management Systems Federal Goal VI:

Governance for Sustainable Development

Availability and completeness of environmental information to help guide and support sound decisions

Total SD programs requiring risk based mitigation strategies (#); total programs with data requirements identified (#)

2.1.1 Management Systems to effectively address environmental regulatory obligations, government policy requirements and public expectations are in-place by 2010
2B. Sustainable Business Practices
Federal Goal VI:

Governance for Sustainable Development

Degree of integration with RCMP business planning

Total integrations annually under Environmental Scan, Directional Statement, Balanced Scorecard, Asset Mgmt Plan, Project Delivery System, Treasury Board submissions, RPP, DPR (#)

2.1.2 Integration of Sustainable Development Principles into RCMP Business Practices is increasing annually
2C. Green Procurement Federal Goal VI:

Governance for Sustainable Development

and

Greening Government Operations Goal:
Green Procurement

Materiel managers and procurement personnel with green procurement training

Total material managers and procurement personnel (#); total material managers and procurement personnel with green procurement training (#)

2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually
Degree of utilization of PWGSC Standing offer agreements (SOA) respecting Green Procurement

Total PWGSC SOA’s respecting green procurement in-place for RCMP use (#); Total call-ups against SOA’s (count)

Ethanol blended fuel purchased for RCMP fleet

Total E10 fuel purchased (L); Total vehicle fuel purchased (L)

2D. Capacity Building

Federal Goal VI:

Governance for Sustainable Development

Sustainable Development oriented training courses developed and delivered to RCMP employees

Total SD courses/training sessions developed (#); total course/training sessions delivered by type (#); total participants by type (#)

2.1.4 Integration of sustainable development into training and development for RCMP employees is increasing annually
    Active participation in interdepartmental initiatives

Total active participations including Sub-Committee for Canadian School of Public Service SD Training initiative and other cross-departmental projects (#)

2.1.5 Increased support and participation for interdepartmental initiatives and programs for sustainable development
2E. Communications Federal Goal VI:

Governance for Sustainable Development

Sustainable Development communications initiatives developed and delivered to RCMP employees

Total communications initiatives developed (#); Total initiatives delivered (#)

2.1.6 Communications for RCMP sustainable development program are improving
ENVIRONMENTAL STEWARDSHIP
3A. Green Building Design & Energy Federal SD Goal III:

Reduce Greenhouse Gas Emissions

and

Greening Government Operations Goal:
Building Energy

Buildings constructed with green considerations

Total new buildings constructed (#); Total new buildings constructed with green considerations or objectives (#)

3.1.1 Through awareness, education and policy integration, environmental and energy design ratings of RCMP portfolio are improving
GHG emissions per annum

Measures as per existing GHG calculations

3.1.2 GHG emissions per facility square meter is decreasing annually
3B. Contaminated Sites Federal SD Goals I & IV:

Clean Water & Sustainable Use of Natural Resources

Financial liability of RCMP portfolio within Treasury Board Federal Contaminated Sites Action Plan (FCSAP) Program

Financial liability of RCMP portfolio within TB FCSAP program ($)

3.1.3 Financial liability (as defined by TB) of known contaminated sites and unknown risk of RCMP portfolio reduced annually
Sites with completed Step 1 and/or Step 2 assessments

Total sites with step 1 and/or step 2 assessments completed (#); total sites within RCMP portfolio (#)

Degree of sites with completed storage tank inventories for reportable and non-reportable tanks

sub-target 1: 100% Reportable tanks by 2007
sub-target 2: 100% of non-reportable tanks by 2009

Total reportable tanks (#); Total non-reportable tanks; total sites with inventories completed for a) reportable tanks and b) non-reportable tanks (#)

3C. Potable Water Federal SD Goal I:

Clean Water

Potable water systems managed in accordance with RCMP standard operating procedures for Potable water systems

Total potable water systems (#); Total potable water systems operating in accordance with SOP requirements (#)

3.1.4 Potable Water systems managed in accordance with RCMP policy is increasing
3D. Hazardous Materials Federal SD Goal II:

Clean Air

Management/abatement plans in-place for buildings with confirmed hazardous materials

Total plans developed (#); Total buildings with confirmed hazardous materials (#)

3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually
Facilities with confirmed halocarbon inventories

Total RCMP sites (#); Total sites with confirmed inventories (#)

3E. Fleet Management Federal SD Goals II & III:

Clean Air & Reduce Greenhouse Gas Emissions

and

Greening Government Operations Goals:
Vehicle Fleets & Green Procurement

Ethanol blended fuel purchased for RCMP fleet

Total E10 fuel purchased (L); Total vehicle fuel purchased (L)

3.1.6 Operational strategies for mitigating environmental impacts of RCMP fleet improved by 2010
GHG emissions per vehicle kilometre.

Total GHG emissions for RCMP fleet (CO2-eq); Total fleet kilometres (km)

3.1.7 Reduce GHG emissions per vehicle kilometre from RMCP fleet by 2010
3F. Policing Operations Federal SD Goal IV:

Sustainable Use of Natural Resources

Degree of response to operational calls for service

Total calls for service (#); total SD responses or follow-up action (#)

3.2.1 Capacity for providing on-going support to operations to integrate environmental considerations into policing initiatives is improving

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Transport Canada

Table 4: Sustainable Development Strategy

Transport Canada’s Sustainable Development Strategy 2007-2009 responds to key issues and focuses on areas where the department can make a real difference towards achieving sustainable transportation. The department focuses its efforts on three themes: urban transportation; commercial freight transportation; and marine transportation. Key issues and a response plan are developed for each theme and structured around seven strategic challenges:

  1. Encourage Canadians to make more sustainable transportation choices;
  2. Enhance innovation and skills development;
  3. Increase system efficiency and optimize modal choices;
  4. Enhance efficiency of vehicles, fuels and fuelling infrastructure;
  5. Improve performance of carriers and operators;
  6. Improve decision making by governments and the transportation sector; and
  7. Improve management of Transport Canada operations and lands.

For each strategic challenge, Transport Canada outlines commitments, targets and performance measures the department will use to measure success. The table below indicates where the department’s commitments align with broader Federal Sustainable Development Goals as well as the Greening Government Operations Goals.


Federal Sustainable Development Goals Greening of Government Operations Goals
Goal 1 - Water – Clean and secure water for people, marine and freshwater ecosystems.

Goal 2 - Clean Air – Clean air for people to breathe and ecosystems to function well.

Goal 3 - Reduce greenhouse gas emissions.

Goal 4 - Sustainable Communities – Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations.

Goal 5 - Sustainable development and use of natural resources.

Goal 6 - Strengthen federal governance and decision making to support sustainable development.

Building Energy: To be a leader in the reduction of greenhouse gas and other air emissions through the optimization of energy efficiency and conservation, and the implementation of renewable energy technologies.

Vehicle Fleet: To be a leader in fleet management, so that planning, acquiring, managing and disposing of vehicles minimize negative effects on the environment.

Green Procurement: To be a leader by integrating environmental performance considerations into procurement including planning, acquisition, use and disposal.


Note: This table is only intended to provide an overview of the department’s Expected Results and associated performance measures for 2009-2010. For further information, or to view Transport Canada’s Sustainable Development Strategy in its entirety, please visit: http://www.tc.gc.ca/pol/en/acs/sd/sds0709/menu.htm.


SDS Departmental Goals:
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Challenge 1: Encourage Canadians to make more sustainable transportation choices http://www.tc.gc.ca/pol/en/acs/sd/sds0709/challenge1.htm
1.1 Active Transportation
Goal 2 & Goal 3
  • # of provincial/territorial and municipal stakeholders engaged in consultations and strategy development.
  • Strategy development initiated.
  • By 2009/2010, raise the profile of active transportation among provinces/ territories and municipalities through a show of federal support and interest.
  • Subject to results of above targets and available funds, with key partners, initiate development of national active transportation strategy by 2009/2010.
1.2 Transportation Demand Management
Goal 2, Goal 3 & Goal 4
  • # of sustainable urban transportation case studies and issue papers developed.
  • # of learning events and # of attendees.
  • # of national sustainable urban transportation awards.
  • # of electronic newsletters produced and distributed.
  • Take up of transportation demand management strategies in Canada.
  • Development of 15 sustainable urban transportation case studies, issue papers and other information sharing products by 2009/2010.
  • Support for 20 learning events with at least 500 attendees by 2009/2010.
  • Support for 4 national sustainable urban transportation awards by 2009/2010.
  • Development and distribution of six electronic newsletters by 2009/2010.
1.4 Explore Use of Economic Measures
Goal 2, Goal 3 & Goal 6
  • # of consultations conducted.
  • Consult with stakeholders, including motor vehicle industry non-governmental organizations, alternate energy producers and the academic community about design options and administration/implementation issues, ongoing between 2007/2008 and 2009/2010.
Challenge 2: Enhance innovation and skills development http://www.tc.gc.ca/pol/en/acs/sd/sds0709/challenge2.htm
2.1 Skills Development in the Transportation Sector
 
  • # of jurisdictions that agree to distribute compendium electronically to stakeholders.
  • # of provincial/territorial jurisdictions in regular dialogue with Transport Canada regarding transportation skills development issues.
  • # of teleconference/ meetings with federal/provincial/ territorial jurisdictions to discuss skills development issues.
  • # of roundtables regarding skill and labour force shortages, resulting in the identification of specific solutions.
  • Delivery of recommendations for action to address skills and labour force shortages in specific regions of the country and/or across Canada.
  • Ongoing cooperation with federal-provincial-territorial jurisdictions to produce tools (including a compendium) for transportation stakeholders to use in identifying and implementing strategic responses to skills development challenges.
  • Hold and/or participate in a series of roundtables to identify current and expected skills and labour force shortages in various regions across Canada, and work with public and private sector stakeholders to identify cooperative solutions by 2009/2010.
  • Work with the academic sector and public and private sector organizations to promote the analysis of skills and labour force shortages, to examine the response to these issues in various jurisdictions, and to recommend future action to address these shortages by 2009/2010.
Challenge 3: Increase system efficiency and optimize modal choices http://www.tc.gc.ca/pol/en/acs/sd/sds0709/challenge3.htm
3.1 Intelligent Transportation Systems
Goal 3
  • # of deployment projects funded.
  • # of research and development projects funded.
  • # of agreements signed with partners.
    3.2 Promote Shortsea Shipping
  • Work with partners to build on the successes of previous investments in Intelligent Transportation Systems.
  • Funding to be provided for research, development and deployment projects in each of fiscal years 2007/2008, 2008/2009 and 2009/2010.
3.2 Promote Shortsea Shipping
 
  • Targeted shortsea shipping initiatives.
  • Completion of studies in key areas of policy, markets, trade, urban transportation and sustainability.
  • Raise the profile of shortsea shipping in North America, ongoing between 2007/2008 and 2009/2010.
  • Enhance understanding of the viability of shortsea shipping, its benefits, and barriers to implementation, ongoing between 2007/2008 and 2009/2010.
Challenge 4: Enhance efficiency of vehicles, fuels and fuelling infrastructure http://www.tc.gc.ca/pol/en/acs/sd/sds0709/challenge4.htm
4.1 Promote Advanced Technology Vehicles
Goal 2 & Goal 3
  • # and type of vehicles and technologies tested with results presented in various report formats.
  • # and type of activities throughout the year.
  • Evaluate the performance of advanced technology vehicles on an annual basis.
  • Conduct activities to raise public awareness on an annual basis that also allows program information to be disseminated.
4.2 Motor Vehicle Fuel Consumption
Goal 2 & Goal 3
  • Timely data collection from all manufacturers.
  • Audit and verification of data.
  • Annual reporting of results.
  • New regulations developed for 2011.
  • Collect, verify and report on fuel consumption of new vehicles, on an annual basis.
  • Maintenance of the Vehicles Fuel Economy Information System database, on an ongoing basis.
  • Develop new regulation, under the Motor Vehicle Fuel Consumption Standards Act.
4.3 Reduction of Emissions from the Rail Industry
Goal 2 & Goal 3
  • Reductions in emissions achieved due to the Memorandum of Understanding.
  • New regulations developed for 2011.
  • Work with the Railway Association of Canada and Environment Canada to fully implement the commitments negotiated under the Memorandum of Understanding, between 2006/2007 and 2009/2010.
  • Develop new regulation, under the Railway Safety Act to take effect following the end of the Memorandum of Understanding in 2010.
Challenge 5: Improve performance of carriers and operators http://www.tc.gc.ca/pol/en/acs/sd/sds0709/challenge5.htm
5.1 Promote Best Practices for Environmental Management in the Transport Sector
Goal 2 & Goal 3
  • Documented success stories and lessons learned.
  • Research outputs leading to practical technological and/or operational improvements.
  • Number of partnerships established to support the fuel efficiency for freight shippers and forwarders.
  • Maintain and build strategic partnerships to help harmonize emission reduction efforts internationally as well as work on domestic and government / industry initiatives to reduce emissions.
  • Work with governments and transportation stakeholders to identify technological and operational opportunities to mitigate environmental impacts from transportation activities.
  • Extend Transport Canada’s partnership with the United States Federal Aviation Administration and the National Aeronautics and Space Administration on a Research Center of Excellence entitled Partnership in Air Transportation Noise and Emissions Reduction, through to 2009/2010.
  • Facilitate the establishment of strategic partnerships designed to improve fuel efficiency for freight shippers and forwarders, by 2011.
5.2 Marine Sector Pollution Control
Goal 1 Further Examination of Sulphur Emission Control Areas
  • # of areas identified where higher standards are implemented.

Hazardous and Noxious Substances spill response regime

  • International Maritime Organization indication of Canada’s accession to the Protocol on Preparedness, Response and Cooperation to Pollution Incidents by Hazardous and Noxious Substances, 2000.

National Aerial Surveillance Program

  • # of pollution patrol hours flown in each Region - per month, per year.
  • # of ship source pollution incidents and # of mystery spills detected - per mission, per month, per year.
  • # of vessels visually observed and # identified by the aircraft’s Automatic Identification System – per hour, per mission, per month, per year.
  • # of prosecutions resulting from National Aerial Surveillance program pollution patrols – per year.
By 2009/2010, undertake:

  • Further Examination of Sulphur Emission Control Areas
    In cooperation with Environment Canada, complete the examination of the merits of establishing Sulphur Emission Control Areas in selected areas of the country and internationally by 2009/2010.
  • Hazardous and Noxious Substances spill response regime
    Take the necessary action to permit Canada to accede to the Protocol on Preparedness, Response and Co-operation to Pollution Incidents by Hazardous and Noxious Substances, 2000, starting in 2009/2010.
  • National Aerial Surveillance Program
    Continue to increase the effectiveness of the National Aerial Surveillance Program by increasing the frequency of patrols and expanding surveillance to areas not normally patrolled, such as the Arctic.
Challenge 6: Improve decision-making by governments and the transportation sector http://www.tc.gc.ca/pol/en/acs/sd/sds0709/challenge6.htm
6.1 Transportation Data and Information
Goal 6
  • Identification of the major data gaps and development of a strategy to address them.
  • Continue to lead a centralized effort to organize and improve collection, dissemination and analysis of sustainable transportation information in all modes.
  • Conduct, on a regular basis, assessments to identify most important data gaps with regards to transportation activity and energy use for all modes.
6.3 Funding for Sustainable Development Initiatives
 
  • # of projects funded and total investment.
  • Results of specific projects, including relevant improvements to environmental quality.
  • Select projects for funding in accordance with established criteria under an internal sustainable development strategy fund of up to $1 million/year for three years for innovative projects that make significant contributions to sustainable transportation.
Challenge 7: Improve management of Transport Canada operations and lands http://www.tc.gc.ca/pol/en/acs/sd/sds0709/challenge7.htm
7.1 Transport Canada Environmental Management System
Goal 1, Goal 3, Goal 4, Goal 5 & Goal 6
  • Building Energy
  • Vehicle Fleet
  • Green Procurement
  • Level of conformance with the Environmental Management System Framework.
  • Implement the Environmental Management System on an ongoing basis, including new targets that focus on priority areas in the department’s operations.
  • Conformance with the Environmental Management System Framework (see Appendix B of the Sustainable Development Strategy) by 2009/2010.
7.2 Pickering Green Space Lands
 
  • Report prepared detailing priority restoration areas and phasing of work identified.
  • Natural species plantings in place to address stream bank erosion.
  • Implement selected Green Space projects by 2009/2010 that support the Draft Green Space Master Plan and demonstrate environmental stewardship of the Pickering Green Space Lands.
  • Undertake a stream bank erosion study and implement stream bank restoration by 2009/2010.
Part 7: From Words to Work
http://www.tc.gc.ca/pol/en/acs/sd/sds0709/wordstowork.htm
Policy
Goal 6  
  • Highlight key 2007-2009 Sustainable Development Strategy commitments, targets and indicators in the department’s annual Report on Plans and Priorities.
  • Undertake to ensure that accountability accords of those senior managers responsible for implementing specific actions in the strategy reflect their respective 2007-2009 Sustainable Development Strategy commitments.
Planning
Goal 6  
  • Continue to hold regular meetings (for the 2007/2008 - 2009/2010 period) of the internal Sustainable Development Strategy Committee to oversee and coordinate implementation of the strategy and provide a forum for sharing sustainable development information and best practices across groups and regions.
Implementation and operation
Goal 6  
  • Undertake efforts to increase employee awareness and understanding of sustainable transportation as well as the department’s environment and sustainable development programs and activities.
Checking and corrective action
Goal 6  
  • A status report on sustainable development commitments, targets and performance measures included in the department’s annual Departmental Performance Report.
  • Produce an annual Sustainable Development Strategy Progress Report supplemental to the departmental performance report. The results of this report will be presented annually to Transport Canada’s senior management committee.
Management review
Goal 6  
  • Conduct a review of its sustainable development strategy every three years.
  • Engage the external National Advisory Group beginning in 2008/2009.

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Treasury Board of Canada Secretariat

Table 2: Sustainable Development Strategy

This table outlines the Secretariat's remaining or ongoing commitments for the Sustainable Development Strategy 2007–09 (SDS 2007–09). These commitments apply only to the first three quarters of 2009, as the SDS runs on the calendar, not the fiscal, year.


SDS Departmental Goal 1: Contribute to improved management of and accountability for sustainable development within the Government of Canada
Federal sustainable development (SD) goal, including greening government operations (GGO) goals Performance measurement from current SDS Department's expected results for 2009-10
Strengthen federal governance and decision making to support sustainable development. Improved guidance on SD for reports on plans and priorities (RPP) and departmental performance reports (DPR); increased linkages to federal SD goals in reporting; improved SD reporting from a whole-of-government perspective.

Ongoing

Learning opportunities about managing SD for the Secretariat are offered.

Ongoing

Work in partnership with Environment Canada (EC) to develop reporting priorities and guidance under the Federal Sustainable Development Act (FSDA); continue to engage and work with departments to provide the most effective means for integrated SD reporting.

Continue to provide Secretariat analysts with targeted annual information sessions detailing how to challenge submissions on SD grounds; ensure SD continues to be included in orientation of new Secretariat employees; develop a web presence for the SD Champion.

Clear and effective governance mechanisms to integrate sustainable development into decision making. Revised guidance materials for submissions are developed (e.g. guides on preparing Treasury Board submissions and regulatory submissions).

Ongoing

The Secretariat supports, where appropriate, Public Works and Government Services Canada (PWGSC) in leading and improving GGO management through the development of management tools.

Ongoing

Incorporate SD into the RIAS Writers Guide and other tools.

Provide ongoing support, as appropriate, to PWGSC in its development of management approaches and tools to improve GGO (e.g. data and expertise sharing, reporting mechanisms).



SDS Departmental Goal 2: Make progress on federal priorities related to sustainable development
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Reduce greenhouse gas (GHG) emissions. Improved learning opportunities through workshops, sessions, and symposia.

Ongoing

Hold the annual Federal Fleet Workshop to share best practices with departments, raise awareness of new green technologies, and improve the management of the federal fleet.
Risks to human and ecosystem health from harmful substances are reduced (including clean-up of federal contaminated sites). Administration of the Federal Contaminated Sites Action Plan (FCSAP) will be monitored to ensure compliance with the contaminated sites management principles contained in the Policy Framework for the Management of Assets and Acquired Services.

Ongoing

Maintain and upgrade the Federal Contaminated Sites Inventory (FCSI) based on data provided and certified by custodians.

Ongoing

Effective financial administration of the FCSAP program.

Ongoing

With EC, prepare FCSAP annual reports and work plan and conduct formative program evaluation.

Ongoing

Participate in the 2008 Federal Contaminated Sites National Workshop to support sharing of experiences and best practices within the federal contaminated sites community.

Spring 2008

Continue to monitor implementation of the FCSAP program.

Continue to work with custodians to improve the quality of data in the FCSI. Where appropriate, certify the completeness and accuracy of custodians' FCSI data.

Collaborate with EC in developing the next five-year plan for the FCSAP program and in seeking Cabinet approval (current Cabinet authority expires March 31, 2010).

With EC, prepare FCSAP annual reports and work plan, taking into account recommendations from the formative program evaluation conducted in 2008–09.

Undertake planning for the 2010 Federal Contaminated Sites National Workshop to take place in Montréal in April 2010.



SDS Departmental Goal 3: Improve environmental stewardship of Secretariat operations
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Reduce GHG emissions.

GGO: Tenant departments and agencies will work with their facilities' providers to establish meaningful targets for the reduction of GHG emissions.

The percentage of reduction of GHG emissions is reported annually (based on
2005–06 utility figures for L'Esplanade Laurier).

By 2007–09

A lighting retrofit at L'Esplanade Laurier, including the installation of motion sensors, is expected to be completed by PWGSC before March 31, 2009. Procedures for users will be developed concurrently and will be communicated to all employees. Additional conservation initiatives (such as reducing plug load and the number of space heaters) will also be introduced in the coming year to help the Secretariat meet its 5 per cent GHG reduction target at L'Esplanade Laurier (based on 2005–06 utility figures).
Reduce GHG emissions.

GGO: Reduce GHG emissions per kilometer per vehicle from the departmental fleet by 15 per cent from 2005 calendar-year levels.

GGO:All gasoline purchased for federal road vehicles will be ethanol blended, where available.

Annual average of GHG emissions per kilometer per vehicle (based on 2005 fleet composition baseline).

By 2009

Percentage of ethanol-blended gasoline purchased for federal road vehicles (based on 2005–06 baseline).

Ongoing

Given that all of the Secretariat's vehicles are in accordance with the Treasury Board Directive on Fleet Management: Executive Vehicles, the Secretariat will ensure continued compliance for all new vehicle purchases.

Drivers of the shared Secretariat and Department of Finance Canada fleet will be provided with direction and resources to ensure that, whenever possible, ethanol-based fuels are purchased so as to meet the Secretariat's target of 90 per cent ethanol-blended gasoline purchase.

Canadian communities are actively engaged in sound environmental and natural resource management practices, stewardship initiatives, and biodiversity conservation.

GGO: At a minimum, departments and agencies are encouraged to establish an internal green stewardship committee that reports to senior management.

Green Citizenship Network (GCN) membership is increased by 25 per cent, environmental initiatives are implemented, and associated environmental outcomes are identified.

By 2009

Continue to increase GCN membership, to maintain a high number of opportunities for employee participation in green initiatives, and to pursue collaboration with other civic-engagement endeavours such as the Secretariat's Young Professionals Network (Renaissance).
Clear and effective governance mechanisms to integrate sustainable development into decision making. Secretariat's Corporate Services Branch (CSB) undergoes a successful internal Environmental Management System audit.

By 2009

The Environmental Management System Committee is expected to continue integrating greening objectives into CSB service delivery. The Committee is expected to continue meeting bimonthly.
To be a leader by integrating environmental performance considerations into procurement, including planning, acquisition, use, and disposal.

GGO: All materiel managers and procurement personnel take green procurement training—either the Secretariat's Professional Development and Certification Program for the Procurement, Materiel Management, and Real Property Communities or other federal government green procurement courses.

Report annually on the percentage of materiel managers, procurement staff, and acquisition card holders trained.

Ongoing

All materiel managers and procurement staff are trained in green procurement.

By 2008

Sixty per cent of acquisition card holders are trained in green procurement.

By 2009

As all materiel and procurement personnel have taken green procurement training, the Secretariat will see that new personnel also get the requisite training.

Ensure that at least sixty per cent of acquisition card holders will have received green procurement training by May 2009.

GGO:Set a minimum of three procurement targets over three years. Report annually on the number of contracts issued, the quantities purchased (including total furniture purchases), and the dollar value of contracts and identify environmental outcomes, using total furniture purchases in the 2005–06 fiscal year as the baseline.

By 2009

Report annually on the number of contracts issued, the quantities purchased, and the dollar value of contracts and identify environmental outcomes.

By 2009

Report on the number of contracts issued, the quantities purchased, and the dollar value of contracts and identify associated environmental outcomes (i.e. energy), IM/IT support savings, and client and IM/IT support staff satisfaction by means of surveys and/or interviews.

By 2008

To meet the target of a 50 per cent increase in the purchase of green office furniture, the Secretariat will continue to ensure that facilities management and procurement personnel use the mandatory Standing Offer Agreements (SOA) for furniture established by PWGSC (SOAs have environmental considerations built into them).

To meet the Secretariat's objective of facilitating tracking and reporting of green procurement, training for procurement, materiel, and purchase personnel on the use of the green procurement field in the Integrated Financial and Materiel System (IFMS) should be developed by April 2009.

In support of its commitment to adopting a multi-function document manager, the Secretariat expects to quantify the results of the one-year multi-function document manager pilot project (conducted in Pensions and Benefits Sector) and evaluate the costs and benefits for widespread use of this technology.

GGO: Other opportunities, such as waste management. The Secretariat reports on the percentage of landfill waste diversion, based on the 2004 waste audit baseline for L'Esplanade Laurier.

By 2007

Composting program that meets PWGSC guidelines is in place.

By 2007

Continue to recycle glass, plastics, paper, CDs, DVDs, floppy, ZIP, and JAZZ disks, batteries, toner cartridges, inkjet cartridges, and wood pallets.

Continue to compost paper hand towels.

Continue to divert pulverized paper into horse bedding, which is eventually composted.


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Veterans Affairs Canada

Table 4: Sustainable Development Strategy

As VAC prepares to enter into the third and final year of its Sustainable Development Strategy, it will continue to operate responsibly and reduce its impact on the environment. Strides have been made and targets have been reached since its tabling in December of 2006. The Department will continue to make concerted efforts in advancing its 14 commitments in the areas of federal governance, greenhouse gas emissions, green stewardship, quality of life, regulatory compliance, waste and water management.

Our priorities for this year will be on reducing our paper usage within the Department, increasing awareness amongst staff, and improving our reporting mechanisms. We will continue with our Paper Reduction Strategy in encouraging employees to become more aware of environmentally responsible printing options. Our awareness campaign will consist of sharing ideas for environmental stewardship through the Department's online tool "VAC Today". Improved reporting mechanisms will be developed within the Department to receive accurate timely information for reporting to senior management and Parliament.

The Department will continue to follow the implementation of the Federal Sustainable Development Act and determine its impact on further reporting by the Department on sustainable development.



SDS Departmental Goals
  SDS Departmental Commitment Federal SD Goal (s) including GGO Goals, (if applicable) Supporting Performance Measure Departmental Expected Result for 2009-2010
1 100% of materiel managers and procurement personnel take green procurement training by 2010. (GGO Government-wide target) Federal SD Goal 6: Governance for Sustainable Development Report annually on the percentage of materiel managers and procurement community trained. (GGO Government-wide performance measure) 95 % of materiel managers and procurement community trained
2 Quantity of green products purchased is increased by 15% Federal SD Goal 6: Governance for Sustainable Development Report annually on the dollar value spent on green procurement (GGO Government-wide performance measure) 15 % increase in green products purchased
3 Conduct an analysis of paper usage and implement strategies to reduce paper usage   Decrease in quantity of paper purchased 15 % reduction
4 Conduct an analysis of printer/photocopier inventory and implement strategies to pool resources and explore use of multi-functional equipment   Report annually on reduced number of non-duplex printers and photocopiers 15 % reduction
5 Reduce by 15 % from 2002-2003 levels, GHG emissions per vehicle kilometre from Veterans Affairs' fleet by 2010 (GGO government-wide target) Federal SD Goal 3: Reduce greenhouse gas emissions Annual average GHG emissions per vehicle kilometre (GGO Government-wide performance measure) 15 % reduction
6 All gasoline purchased for federal road vehicle will be ethanol-blended, where available. (GGO government-wide target) Federal SD Goal 3: Reduce greenhouse gas emissions Percentage of litres of gasoline purchased for federal road vehicles that is ethanol-blended (GGO Government-wide performance measure) 10 % increase
7 Conduct an analysis of vehicle (fleet, personal, rental) usage by staff and implement strategies to reduce GHG emissions   Analysis of vehicle usage has been conducted and next steps have been identified Next Steps have been identified
8 In support of the overall FHIO target of 31 %, reduce GHG emissions by 2010 at Ste. Anne's Hospital (GGO government-wide target) Federal SD Goal 3: Reduce greenhouse gas emissions Report annually the percent reduction in GHG emissions at Ste. Anne's Hospital (GGO Government-wide performance measure) 31 % reduction
9 Raise awareness on sustainable development issues and solutions through communication to all staff   Number of communications delivered to staff 24 messages (2 per month)
10 A high percentage of all Client Service Teams to have undergone certification through Veterans Affairs Canada's National Certification Program by 2010   Report annually on percentage of Client Service Teams that have undergone certification This program has been discontinued
11 Based on applied research evidence, implement continuing care strategies to improve supportive services for Veterans, seniors, and their families   Report annually on decisions made as a result of continuing care studies Ongoing
12 Comply with applicable Federal environmental regulatory obligations at Ste. Anne's Hospital   Increase compliance with environmental regulatory clauses 100 %
13 Increase amount of waste recycled by 15 % at Ste. Anne's Hospital by 2009   Increase amount of material recycled at Ste. Anne's Hospital by 2009 15 % increase
14 Reduce water consumption per square foot by 5% at Ste. Anne's Hospital by 2009 Federal SD Goal 1: Clean Water Decrease in litres of water consumed. 5 % decrease

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Western Economic Diversification Canada

Table 4: Sustainable Development Strategy

Western Economic Diversification’s fourth sustainable development strategy (SDS IV) builds on lessons learned from the department’s three previous strategies, the recommendations of the Commissioner of the Environment and Sustainable Development (CESD), the findings of a third party assessment of SDS 2004, and input solicited from consultations with staff and partners.
The strategy outlines a streamlined logic model with three strategic outcomes that WD hopes to achieve through the implementation of SDS IV. These are:

  1. innovation towards sustainable development – increased R&D, commercialization, adoption and adaptation of new environmental technologies and processes within western Canada.
  2. greening of WD’s Operations – WD’s corporate culture reflects the principles of Sustainable Development.
  3. external greening – greater awareness of Government of Canada SD concepts and opportunities by WD’s partners and western Canadian business.

SDS IV contributes to elements of each departmental strategic outcome; however, activities in support of the SD strategic outcome “innovation towards sustainable development” are particularly relevant to the department’s activities related to Innovation and Entrepreneurship.



SDS Departmental Goals: Innovation Towards Sustainable Development
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
  • People use water efficiently.
  • Canada’s clean air solutions support long-term competitiveness.
  • Develop and deploy longer-term solutions to address climate change.
  • Mitigate and reduce emissions that contribute to climate change.
  • Encourage vibrant, competitive local economies.
  • Number of approved projects
  • Dollars committed to projects
  • Total dollars leveraged
Development, commercialization, adoption and/or adaptation of environmental technologies and processes
No related Federal SD Goal
  • Number of approved projects
  • Dollars committed to projects
  • Total dollars leveraged
Capacity building, market development and development of management capacity in the environmental sector
  • Conserve and protect aquatic ecosystems (marine and freshwater) and biodiversity
  • Increase resilience to a changing climate
  • Develop and deploy longer term solutions to address climate change
  • Number of approved projects
  • Dollars committed to projects
Expanded understanding of the impact of environmental issues on Western Canada through research


SDS Departmental Goals: Greening of WD Operations
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
Organizational structures and processes support meaningful and significant sustainable development objectives
  • Executive committee briefed semi-annually about the implementation of SDS IV
Senior management is engaged and supported by corporate SD team
  • Number of initiatives that incorporate SD tracking
  • SD is integrated into the DPR, RPP and regional business plans

 

SD planning, tracking and reporting systems incorporated into new and existing initiatives
  • Number of SEAs completed

 

Strategic Environmental Assessment (SEA) management system is implemented to ensure early, full and meaningful implementation of the Cabinet Directive
  • Maintain intranet website on greening
  • Regular greening tips to staff

 

Internal communication on SD
  • Number of contracts with green clauses

 

Greening clauses are incorporated in departmental goods and services contracts where appropriate
  • Per cent of green office supplies purchased
Purchase green office supplies
  • Per cent of green purchases or leases for office equipment
Purchase or lease green office equipment
  • Number of staff attending training

 

SD and green training provided to officers
  • Participate in paper, battery, and other recycling programs
Working with facilities management on recycling programs



SDS Departmental Goals: External Greening
Federal SD goal, including GGO goals Performance measurement from current SDS Department's expected results for 2009-10
No Related Federal SD Goal
  • Per cent of federal SD-related $s distributed in Western Canada
  • Number of applications from Western Canada for federal SD-related programs
Work with other federal departments and partners to ensure access by western stakeholders to federal SD-related programs
  • Number of partners and/or stakeholders recognized
SD excellence in Western Canada recognized
  • Number of SD communications

 

  • Number of WD outreach activities at SD-related events
Partners provided with information on SD concepts and best practices

* Projects supported may contribute to one or more of the federal SD goals listed.