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Agriculture and Agri-Food Canada

Table 11: Sustainable Development Strategy

AAFC's fourth Sustainable Development Strategy (SDS), Making Progress Together can be found on AAFC's website at: www.agr.gc.ca/sds

1. SDS Departmental Goals: AAFC's fourth SDS presents eight outcomes (goals) to indicate what the Department plans to accomplish by the target date of 2009.

2. Federal SD Goal (s) including GGO goals, if applicable: AAFC supports these priorities and contributes to the Government of Canada's long- term goals for sustainable development. Linkages are made in the details below.


3: Department's Expected Results for 2007-2008

(SDS commitments continue until 2009)

4. Supporting Performance Measure(s) 5. Achieved SDS Departmental Results for 2007-2008
1. The Next Generation of Agricultural Policy is in place and operational. The number of new policies, programs and research initiatives that consider the three pillars of sustainable development as determined through application of the SD Test Questions. The SD Test Questions, now referred to as Sustainability Questions, are not being consistently completed. The overall participation rate since 2006 is 26 percent. An approach has been developed to address the poor application of the questions.
A suite of policy, program and research activities in place to support the objectives of the next generation of agricultural policy. The new framework, Growing Forward, was developed and its BRM component was ready for implementation by the end of the fiscal year. As well, arrangements were made for 2008-2009 to be a transition year during which the rest of the Growing Forward initiatives will be implemented and the FPT framework agreement signed.
Number of stakeholders (both internal and external) from various disciplines involved in the development of the next generation of agricultural policy. Consultations included meetings with a broad range of external stakeholders from across the country in May 2007 and February 2008, with 41 organizations represented at the May meeting and 59 at the February meeting. As well, extensive discussions were held on an ongoing basis with internal stakeholders through, for example, internal committees at various levels.
2. Government policies, programs, and services increase opportunities for, and mitigate barriers, to sustainable rural community development.
At output (deliverable) level: Link to Federal SD Goals -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.”

Percentage of federal policies and programs that consider the rural perspective. Rural Secretariat staff attended seventeen (17) Interdepartmental Committee (IDC) meetings, analysed 96 Memoranda to Cabinet (MCs), and provided input to 48 briefing notes or MCs in applying the Rural Lens to federal policies and programs.
Number of partnership plans with key federal, provincial and territorial, and First Nation partners. Established the Interdepartmental working group on resource-based communities with NRCan and DFO.

Ongoing work with Regional Development Agencies and Metropolis on a strategic policy research topic including publishing an article on the regionalization of immigration.

Coordinated ten other departments to prepare the Canadian submission in the 16th report of the UN Commission on Sustainable Development - Rural Development.

Elaboration of a bioeconomy action plan in collaboration with federal departments.

Through the Rural Teams 345 partnership initiatives were achieved for 2007-2008. For example:

  • Forum "Opération grande séduction rurale", April 2007, QC;
  • Nova Scotia Food Forum, November 16, 2007, NS;
  • The "Communities Achieving Responsive Services national Conference, February 2008, MB;
  • Learning Series in Northwest Territories - NWT, SK and YT Rural Teams, along with Statistics Canada, co-hosted its first seminar in 2008. (Saskatchewan, SK, January 28, 2008; Whitehorse, YT, February 1, 2008; Yellowknife, NWT, January 30, 2008)
  • Learning Initiatives for Rural and Northern B.C. (August 15, 2007 to April 7, 2008)
Percentage of departments and agencies reached through federal engagement strategy activities including: Rural Teams, Rural Research Network Rural Development Network. The Rural Secretariat is engaging relevant federal department and agencies through:
  • The Rural Development Network : 168 members from 29 departments and agencies; held 18 interdepartmental activities;
  • The Rural Teams work with 23 departments and agencies, and;
  • The Rural Secretariat serves as a steering committee member of the National Rural Research Network with other departments, agencies and rural research stakeholders.
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.

At output (deliverable) level: Link to Federal SD Goals - 3.2.2 “Renewable and clean energy is promoted.”

3.2.1 “Support for clean technology is provided (such as building, transportation, and industrial processes).”

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 did not take place since the ABIP Networks had not yet initiated R&D activities.
Increased number of effective networks/clusters involving Canadian-based researchers. Out of 100 proposal synopses initially submitted to AAFC, a total of 78 eligible Full Network Proposals were received. Fifteen (15) network proposals were recommended for funding by a review committee of external international experts. These Networks were directed to submit reduced plans to meet a national allocation of the ABIP funds expected to be available. The 15 networks received a draft template agreement at the end of the fiscal year to be used to effect the negotiation of contributions.
Improving transfer of knowledge, technology and expertise to organizations that can commercialize these innovations. Technology management plans were not implemented since the ABIP Networks had not yet initiated R&D activities.
An ABIP that considers each of the three pillars of SD. The program is specifically designed to build on the three pillars of SD.
4. Sustainable development is integrated into the Department's decision making and AAFC's fourth SDS is utilized by AAFC employees and external stakeholders.

At output (deliverable) level: Link to Federal SD Goals -
4.3.1 "Canadian communities are actively engaged in sound environmental and natural resource management practices, stewardship initiatives and biodiversity conservation."
5.2.1 "Sustainable consumption and production of natural resources is promoted."
6.1.2 “Clear and effective governance mechanisms to integrate sustainable development into decision making (e.g. SEA)."
6.1.1 "SDS commitments are integrated into the key planning and reporting processes of departments and agencies."

Increased awareness of sustainable development within the Department Sustainability Questions are operational.
SD was promoted during Environment Week.
An SD information session was developed for AAFC employees.
Each pillar of SD is taken into consideration together and not in isolation through the application of the SD Test Questions. The Sustainability Questions ask policy makers to identify how their new policy or program contributes to a stronger economy, an improved environment or enhanced health and social well-being. While the questions are not being consistently completed, when they are completed, the responses provide policy makers with information on all three pillars of SD to consider in their decision-making.

An approach has been developed to address the poor application of the questions.

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

At output (deliverable) level: Link to Federal SD Goal - 6.1.2 “Clear and effective governance mechanisms to integrate sustainable development into decision making (e.g. SEA).”

Percentage of new policies, plans and programs that have gone through the SEA process. Overall, 76 percent of new policies, plans and programs have gone through the SEA process. This represents 94 percent of all MCs and 63 percent of all TB submissions.
The results of SEAs are accurately reported on in all Memoranda to Cabinet (MCs) and Treasury Board (TB) submissions. Seventy-six (76) percent of all new policies, plans and programs went through the SEA process and in all of these cases, the results of the SEA was accurately reported on in the MC or TB submission.
Increased knowledge of the SEA requirement and its application in the Department. Knowledge of the SEA requirements and its application in the Department was achieved through:
  • Presentations to senior management on SEA and the approach for assessing Growing Forward.
  • An internal message to all staff from the Deputy Minister about SEA.
  • Ongoing guidance and training with individual SEA writers.
B. Models inform the ongoing policy decision making process for priority agricultural issues by providing integrated quantitative analyses of the economic and environmental impacts.

At output (deliverable) level: Link to Federal SD Goals -
4.2.1 “Communities are well positioned to adapt and to maintain or generate sustainable economic activities.”

6.1.2 “Clear and effective governance mechanisms to integrate sustainable development into decision making (e.g. SEA).”

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. Four of the original AEIs used for the APF Outcome Target Analysis were placed on the NLWIS system to facilitate integrated analysis. Methods to place all the new AEIs on NLWIS have been determined.
Number of requests for integrated analyses and incorporation of results into the policy decision making process. Completed Phase I analysis looking at enhance production of bioenergy, assessing GHG and energy efficiency. Assessments of CAIS, Production Insurance, and APF are underway.
The development of the integrated modeling system considers all three pillars of SD (particularly the economic and environmental pillars) The modeling system has been extended to look at upstream and downstream economic impacts for the bioeconomy in conjunctions with environmental impacts.
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.

At output (deliverable) level: Link to Federal SD Goal- 4.2.1 “Communities are well positioned to adapt and to maintain or generate sustainable economic activities.”

Number of stakeholders (both internal and external) from various disciplines involved in the development of AAFC economic valuation studies. A committee of academics and government officials convened in August 2007 to discuss development of valuation research at AAFC.
Increased public awareness of the need for, and the practical application of environmental valuation. The Full-cost Accounting Framework for Agriculture, developed by International Institute for Sustainable Development (IISD) was applied to one watershed in Manitoba. Report completed June 2008.
Number of estimated economic values assigned to environmental effects of specific agricultural practices at specific locations in Canada. Two AAFC valuation pilots developed survey instruments to measure public benefits from Ecological Goods and Services (EG&S) in selected watersheds. Expected completion in December, 2008.
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.

At output (deliverable) level: Link to Federal SD Goals -
4.1.1 “Communities are well positioned to advance sustainable social development.”

6.1.2 “Clear and effective governance mechanisms to integrate sustainable development into decision making (e.g. SEA).”

The successful development of a defined social dimension of sustainable agriculture. Given the focus on economic and environment performance, the focus was shifted to identify other factors, beyond economics, that influenced innovation. Report published by IISD.
Number of links established between social issues affecting the agriculture sector and related economic and environmental issues. Social networking opportunities were identified as critical to learning process by the agricultural sector. This is part of larger effort to determine link between BMP uptake and economic and environmental performance
Number of methods available for sharing information on social issues affecting the agriculture sector. A variety of social networking and learning opportunities were defined as they link to innovation and economic and environmental performance.
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.

At output (deliverable) level: Link to Federal SD Goal - 3.2.1 “Support for clean technology is provided (such as building, transportation, and industrial processes).”

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 first phase of the development of the GHG calculator was recently completed and the software tool, now called Holos, was released in March 2008. The software and installation instructions are freely available for download on the following ftp site.

During the winter and spring of 2008, Holos was demonstrated at the Technical Advisory Committee of the Renewables Integration and Assessment Group of NRCAN, at the AGM of the Soil Conservation Council of Canada and during Environment Week at AAFC. Further, Holos is featured on the Integration of Renewable Energy on Farms website. As a result, Holos and its abilities have been recently communicated to a diverse audience.

Number of confirmed contribution of the program to various offset system pilot projects. A total of 7 protocols related to the agricultural sector for quantifying potential GHG reductions from agriculture have been approved in the province of Alberta. AAFC scientists have been involved in the development of most of these protocols, either as members of the National Offset Quantification Teams or have contributed original research that have assisted in the development of these protocols. Further, a protocol for quantifying potential GHG reductions for the Canadian dairy industry is currently being prepared by the Atlantic Dairy and Forage Institute, based in New Brunswick, and several AAFC staff members were included on the Technical Advisory Committee
Enhanced integration of the three pillars of SD by identifying and promoting farming practices that consider all three pillars of SD. Several management practices have been identified and promoted as a beneficial management practices that can reduce greenhouse gas emissions and increase carbon sequestration in agricultural soils.
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.

At output (deliverable) level: Link to Federal SD Goals -

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

4.3.1 “Canadian communities are actively engaged in sound environmental management practices, stewardship initiatives and biodiversity conservation.”

5.2.1 “Sustainable consumption and production of natural resources is promoted.”

5.3.1 “Environmentally sustainable use of natural resources is promoted.”

An EG&S policy framework that is science-based will have measurable outcomes for evaluation. An EG&S policy framework that is science-based will obtain more insight from eight pilot projects currently operating across Canada. When completed in 2009, the pilots will provide new science-based and measurable information to the framework.
An EG&S policy framework that considers each of the three pillars of SD, through application of the SD Test Questions, is in place. An EG&S policy framework that adheres to three pillars of the SDS is in place.
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.

At output (deliverable) level:
Link to Federal SD Goals - 1.3.2 “Knowledge of water resources is increased.”

1.2.1 “Water efficiency and sustainable water use is improved.”

Percentage of transferable tools, knowledge activities and instruments that support IWRM and decision making. Development of Watershed MAPS (Watershed Management And Planning System) – a geo-spatial information management system (tool) for supporting decision-making in watersheds in Manitoba. (90% complete)
Percentage of watershed planning and management activities that apply the IWRM approach to managing resources in watersheds. Implementation of Manitoba's Integrated Watershed Management Planning strategy in 10 priority watersheds in agricultural Manitoba for which PFRA&E has also provided technical support.

There has been significant progress on Saskatchewan's Integrated Water Management (IWM) Strategy. A governance structure model has been developed as part of the IWM Strategic Framework for consideration by Provincial cabinet (SK) in the fall of 2008.

Lake Winnipeg Stewardship Initiative is benefiting from technical capacity related to group environmental farm plans provided by AAFC in collaboration with other federal and provincial partners.

In general, increased number of requests from watershed authorities and provincial departments for technical support in IWRM activities.

Percentage of partners and watersheds with capacity-building or decision-making tools, plans and instruments that consider the three elements of sustainable development Utilizing the governance established by the AAFC Strategic Water Framework, the department has been an active participant on the interdepartmental Water ADM's Committee on Water Policy where IWRM as a governance model is a common thread to the priorities under consideration.

Technical support and decision-making capacity was provided in the development of 19 watershed- and geographically-based group environmental farm plans in Manitoba and Saskatchewan to support on-farm and watershed level decisions for agri-environmental improvements. As a result, financial support was provided for the implementation of approximately 500 BMP's through the NFSP.

Technical information and financial support was provided to the Prairies Provinces Water Board, the International Red River Board - International Joint Commission and Red River Basin Commission to enhance watershed-based decisions regarding flooding, drainage and drought issues in agricultural areas.

8. Programs:

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

At output (deliverable) level: Link to Federal SD Goal -

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

Percentage of co-operatives initiated in new and emerging areas of the economy. Seventeen (17) percent of Co-operative Development Initiative (CDI) projects (07/08) were initiated in new and emerging areas of the economy.
Percentage of new co-operatives in areas of federal priority. Ninety-one (91) percent of CDI projects (07/08) are within CDI Federal priorities.
Percentage of new co-op funded projects within priority areas that integrate the three pillars of SD. One-hundred (100) percent of CDI projects (07/08) meet at least one pillar of SD; 32 percent meet all 3 pillars of SD.
B. Low-income farm families have found ways to increase their family incomes.

At output (deliverable) level: Link to Federal SD Goal -

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

Increased on-or off-farm income for farm families Skills of low-income farm families were enhanced in 2007-08 through the Canadian Agricultural Skills Service (CASS) program, targeted to farms where the net family income does not exceed $45,000 per year. In a CASS impact survey of participants in 2007, 53 percent reported that the training completed through CASS had led to an increase in income. Commonly cited reasons given for the positive impact on farm income included being more employable off-farm (most common at 46 percent), cutting farm costs, increasing farm productivity and improving marketing.
Increased skills of farmers and farm families. The Farm Business Assessment program had positive impacts on income for 49 percent of participants. Two thirds of the participants in this program in 2007-08 were low income. Commonly cited benefits were increased understanding of the farm financial situation and improved farm planning.
Enhanced integration of the three pillars of SD (particularly the social and economic pillars). The two-year pilot Canadian Farm Family Options Program provided short-term income support to 23,393 participants (8655 in 2007/08), both families with less than $25,000 in income and individuals with less than $15,000 in income, conditional on participating in a farm business assessment and/or training. Participants could also use the business assessment and training to identify and develop strategies to address environmental issues.

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Atlantic Canada Opportunities Agency

Table: Sustainable Development Strategy

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 Sustainable Development Strategy 2007-2010 is available at: http://www.acoa-apeca.gc.ca/e.


ACOA’s SDS Goals: To raise awareness of the benefits of sustainable development and sustainable communities; to assist SMEs to identify ways to become more eco-efficient; and to ensure that SMEs and communities are aware of the federal funding programs available to help them. The long-term target is to have more competitive, resource-efficient and sustainable businesses and communities in the region.

Federal SD Goal(s): Water; Clean air; Reduced greenhouse gas emissions; Sustainable communities; Sustainable development and use of natural resources; Strengthened federal governance and decision-making to support sustainable development.

Agency’s SDS Goal:
Priority 1 – Support to Business

Department’s Expected Results for 2007-2008

Supporting Performance Measures

Achieved SDS Departmental Results for 2007-2008

1.1 Increased awareness by SMEs of SD and its potential benefits to their organization.

     # of sessions given
     # of SMEs attending sessions
     # of SMEs receiving SD reviews/audits

Ten Sustainable Development Workshops have been held throughout Atlantic Canada, with 180 participants. These workshops were funded by ACOA and provided by the Eco-Efficiency Centre.

In Nova Scotia, ACOA is one of the funding partners in the Eco-Efficiency Business Assistance Program, which is aimed at SMEs within the manufacturing and processing sector with less than 500 employees. It is designed to increase awareness of pollution prevention and eco-efficiency and to stimulate implementation of cost-efficient opportunities related to environmental issues. To date, the program has consulted with 46 companies and identified annual savings in excess of $4.4 million. Furthermore, the program has 23 consultants from nine firms now registered to conduct assessments under the program.

In New Brunswick, ACOA has supported a pilot project in partnership with Enterprise Fredericton called the Sustainable Business Initiative (SBI).  This initiative will encourage SMEs to adopt environmentally friendly practices by stimulating the integration of eco-efficiency and pollution prevention initiatives into their daily operations. Ten SMEs received sustainable development reviews/audits under this initiative. By implementing the recommendations of expert consultants, the SMEs will reduce their costs of production and thereby improve both their productivity and competitiveness. 

In Newfoundland and Labrador, the Agency has provided funding to the Newfoundland Environmental Industries Association to carry out activities that create awareness of sustainable development.

The Agency continues to promote and recognize SMEs in its funding determination, where the entrepreneurs will be undertaking projects that have a positive sustainable component.

1.2 Increased awareness by stakeholders of the importance of their involvement in providing SD services to SMEs

         # of information sessions with stakeholders

Information sessions for stakeholders will be held in 2008-2009.

1.3 Improved access to SD government programs and services

         # of information sessions
         # of federal partners who participate in sessions

Information sessions for project officers on government programs and services will be held in 2008-2009.

1.4 SMEs implement/adopt SD practices and /or technologies

         # of SMEs (ACOA clients) undertaking sustainable development practices in their operations
         # of SMEs adopting/developing new technologies

This initiative is ongoing as ACOA will follow up with SMEs that have participated in the workshops and the SBI in order to measure the adoption of SD practices and/or technologies.

Agency’s SDS Goal:
Priority 2 – Support to Communities

2.1 Awareness of opportunities for community sustainable development

         # of information sessions

Information sessions for community development partners will be held in the coming year.

2.2 Improved, sustainable community infrastructure

         # of green infrastructure projects

The Agency has implemented the Municipal Rural Infrastructure Fund (MRIF) and Canadian Strategic Infrastructure Fund (CSIF) programs on behalf of Infrastructure Canada. A total of 56 projects were approved under the MRIF and three under the CSIF.  Investments in green infrastructure will continue with the new suite of programs contained under the Building Canada Fund. These agreements will apply significant amounts of funding, in conjunction with provincial and municipal partners, to green infrastructure projects.

2.3 Sustained community partnerships/collaboration to explore/develop/capitalize on SD opportunities

         # of collaborations in community development planning and implementation
         $ leveraged on community development projects/investments

Collaboration in community development planning and implementation is ongoing.

 

Agency’s SDS Goal:
Priority 3 – Awareness and Capacity Building

3.1 Provinces and other federal government departments/
agencies are aware of ACOA’s vision for SD in Atlantic Canada

         # of presentations delivered/documents provided or presented

No progress to date.

3.2 Coherent approach to achieving federal SD priorities by federal departments in Atlantic Canada

         # of partnerships established through sub-committees

No progress to date.

Agency’s SDS Goal:
Priority 4 – Setting an Example

4.1  Staff are aware/
knowledgeable of how they can/should contribute to ACOA’s SDS and the importance of their contribution

         # of workshops/training sessions offered
         Communications plan established
         # of SD communications products developed and distributed
         # of visits to ACOA’s SD intranet site
         # of incremental SD practices
         # of SD committees established

Ten information sessions have been held throughout the Atlantic provinces. These include presentations of Al Gore’s An Inconvenient Truth, the film Crude Awakenings, sessions on Sustainability and Atlantic Canadian Businesses, sessions on backyard composting, energy consumption and an Efficiency New Brunswick information session. ACOA’s Head Office in Moncton, New Brunswick, held an Environmental Fair as part of an awareness activity. In Newfoundland and Labrador, ACOA is piloting a project to measure the environmental footprint of individual staff members. This is ongoing, as a survey has been developed and results will be available in 2008-2009. The establishment of a communications plan for the Agency is ongoing. Regional Sustainable Development Committees have been re-established and are active in implementing activities to increase staff awareness.

4.2 Staff are aware of the SD programs and services available to ACOA clients

         # of information sessions held
         # of staff attending sessions

Information sessions to staff on SD programs and services available to ACOA clients has yet to be accomplished.

4.3 Increased senior management commitment to SD

         The corporate work plan and all regional work plans contain SD activities
         Human and financial resources allocated to SD

SD has been incorporated into the annual planning cycle and the Agency’s program activity workplans include a SD consideration. 

4.4 Emphasize green procurement

         % of remanufactured cartridges purchased
         # of existing supplies replaced by green products
         # of energy efficient equipment purchased

In New Brunsiwck, ACOA’s offices are piloting a project for the Agency in the procurement of remanufactured toners for printers and photocopiers. All office equipment purchased during this period has been energy efficient. The procurement officers have participated in the mandatory training from the Canada School of public Service (CSPS) that features content on the Government of Canada’s Policy on Green Procurement. Office practice is to purchase green products when they are available. Identification methods have been developed to capture the purchase of green products

4.5  Purchase of hybrid or fuel efficient vehicles

         % of hybrid and energy efficient vehicles of total fleet

Hybrid vehicles comprise 63% of the Agency’s fleet.  All replacement vehicles or new vehicles purchased have been hybrids or alternative fuel vehicles.  The target of 75% has yet to be achieved.

4.6  Reduce amount of energy consumed in offices

         # of landlords with whom negotiations have been initiated
         # and types of energy reduction measures implemented

In order to reduce the amount of energy consumed in the offices all the IT equipment purchased are identified as “Green Products” Standing Offer. 

 


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Canada Border Services Agency

Sustainable Development Strategy

Summary

The CBSA’s first Sustainable Development Strategy (SDS) has created a strong sustainable foundation at the Agency. This foundation supports efficient and effective border management that contributes to the security and prosperity of Canada. The CBSA’s three sustainable development goals represent interdependent spheres of activity, which are aimed at contributing to the achievement of the CBSA’s strategic priorities and strategic outcome.

To further improve upon its status as a socially responsible organization, the CBSA has established conservation goals that reflect Government of Canada objectives, including the following:

  • reducing greenhouse gas emissions;
  • applying energy and environmental conservation measures; and
  • implementing a green procurement program.

Each of these objectives supports the CBSA strategic priority of innovating for the border of the future by working with the Government to advance common agendas. In addition, the Agency has committed to developing a sustainable development partnership strategy on which future collaborations can be built, which directly links to the CBSA’s strategic priority of developing strong internal and external relationships.

The CBSA’s SDS sets out the Agency’s goal of being an employer of choice. The CBSA’s objective to implement communications technologies increases interaction between staff and simultaneously minimizes the need for employee travel. In addition, the Agency’s objective to implement a paper reduction policy and promote electronic data management better aligns the CBSA with the values of its employees. These objectives support the Agency’s strategic priority to modernize the management regime through effective stewardship of its resources by promoting the integration of electronic data management and communication within the CBSA.

As part of the Agency’s efforts to encourage its employees to contribute to a sustainable Canada, the CBSA has committed to improving sustainable development awareness among its employees, which maximizes the impact of its SDS on a national scale. This objective is closely tied to the Agency’s strategic priority to develop strong internal and external relationships by increasing the level of awareness and understanding of the CBSA’s work, encouraging productive dialogue and building a stronger corporate culture.

The CBSA’s SDS for 2007–2009 can be found on the CBSA’s Web site.

Table 3.16: Sustainable Development Strategy (2007–2009): 2007–2008 Results


Sustainable Development Strategy (SDS) Goal: The CBSA is a socially responsible organization.
 
1.1: Forge strategic partnerships to leverage the strengths of the CBSA mandate
Agency’s Expected Results for 2007–2008 Supporting Performance
Measure(s)
Achieved SDS Results for 2007–2008
1.1.1 By March 31, 2008, develop a partnership strategy on sustainable development horizontal issues.
  • Partnership strategy on sustainable development issues developed.
  • The partnership strategy on sustainable development horizontal issues is completed.
1.1.2 By March 31, 2009, forge three internal and/or external strategic partnerships.
  • Number and percentage of partnerships formed.
  • Results not reported until 2009.
1.2 Federal sustainable development goals, including Greening Government Operations (GGO) goals: Endorse the Federal House in Order initiative to reduce greenhouse gas emissions
Agency’s Expected Results for 2007–2008 Supporting Performance
Measure(s)
Achieved SDS Results for 2007–2008
1.2.1 By March 31, 2008, develop a 2007–2012 greenhouse gas emissions reduction strategy.
  • Greenhouse gas emissions reduction strategy completed.
  • The greenhouse gas emissions reduction strategy is completed.
1.2.2 By March 31, 2009, implement phase 1 of the 2007–2012 greenhouse gas emissions reduction plan.
  • Percentage of reduction of greenhouse gas emissions.
  • Results not reported until 2009.
1.2.3 Annually apply Leadership in Energy and Environmental Design (LEED) certification standards for new CBSA-owned border crossing facilities, where feasible.
  • Number and percentage of new LEED-certified facilities.
  • No new facilities were LEED-certified; however, three facilities are currently in the LEED-certification process.
1.2.4 Annually reduce by 15% (from 2002–2003 levels) greenhouse gas emissions per vehicle kilometre.
  • Annual average of greenhouse gas emissions per vehicle kilometre. The target, to read as intended and be compatible with the equivalent Government of Canada target, should be “reduce greenhouse gas emissions by 15% per vehicle by 2010.”
  • Between 2004–2005 and 2007–2008, greenhouse gas emissions were reduced by 10%.
1.2.5 Annually purchase ethanol-blended fuel for vehicle fleet, where available.
  • Percentage of ethanol-blended gasoline purchased.
  • In 2007–2008, a total of 38,800 litres of ethanol or ethanol-blended gasoline was purchased by the Agency, representing 2% of all vehicle fuel purchased.
1.3 Federal sustainable development goals, including GGO goals: Utilize green procurement to advance government-wide sustainable development objectives
Agency’s Expected Results for 2007–2008 Supporting Performance
Measure(s)
Achieved SDS Results for
2007–2008
1.3.1 By March 31, 2008, develop and implement a national green procurement program.
  • Dollar value and percentage of green assets purchased (goods and services).
  • A national green procurement program was not completed. A lack of resources prevented the completion of this target.
1.3.2 By March 31, 2010, develop and implement a life-cycle approach to asset management.
  • Number and percentage of asset categories identified and managed according to the life-cycle approach.
  • Results not reported until 2010.
1.3.3 By March 31, 2010, train all procurement personnel on green procurement.
  • Number and percentage of procurement personnel trained.
  • Results not reported until 2010.

 


SDS Goal: The CBSA is an employer of choice
 
2.1: Enhance environmental performance of the CBSA operations
Agency’s Expected Results for 2007–2008 Supporting Performance
Measure(s)
Achieved SDS Results for
2007–2008
2.1.1 By March 31, 2009, develop and implement an environmental management system.
  • Number of significant environmental aspects that are identified and managed by the environmental management system.
  • Results not reported until 2009.
2.1.2 By March 31, 2010, develop and implement an environmental database.
  • Number of environmental aspects managed by the environmental database.
  • Results not reported until 2010.
2.2 Utilize technology to make effective and efficient use of resources
Agency’s Expected Results for 2007–2008 Supporting Performance
Measure(s)
Achieved SDS Results for
2007–2008
2.2.1 By March 31, 2012, develop and implement an electronic information management system.
  • Number and percentage of electronic information management system components developed and implemented.
  • Results not reported until 2012.
2.2.2 By March 31, 2008, develop and implement a paper reduction policy.
  • Volume of paper purchased (office paper and forms).
  • A paper reduction policy was not implemented. A lack of resources prevented the completion of this target.
2.2.3 By March 31, 2008, undertake a pilot project that uses technology in boardrooms to reduce travel.
  • Number of electronic components installed in boardrooms.
  • Boardrooms at five office buildings were outfitted with teleconferencing and videoconferencing systems.

 


SDS Goal: The employees of the CBSA contribute to a sustainable Canada
 
3.1: Build capacity and enhance sustainable development awareness
Agency’s Expected Results for 2007–2008 Supporting Performance
Measure(s)
Achieved SDS Results for 2007–2008
3.1.1 By March 31, 2009, develop and implement a national sustainable development awareness program.
  • Number and percentage of sustainable development awareness initiatives that have been identified and implemented.
  • Results not reported until 2009.
3.1.2 By March 31, 2009, develop and implement a national sustainable development recognition program.
  • Number and percentage of recognized employees who have contributed to sustainable development initiatives.
  • Results not reported until 2009.
3.1.3 By March 31, 2008, create a virtual sustainable development centre of expertise.
  • The click-through rate on the virtual sustainable development centre of expertise.
  • A virtual sustainable development centre of expertise was created; however, the click-through rate of the site is indeterminable.

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Canada Public Service Agency

Table 12: Sustainable Development Strategy


1. Sustainable Development Strategy Departmental Goal:

Goal 1
Increase the capacity of the Public Service to promote sustainable development

Building a Public Service that is aware of, and engaged in, the integration of sustainable development into its HR policies, programs and projects.

  • Sustainable development principles are reflected within Public Service values and ethics policy instruments
  • Public Service leaders are aware of and understand sustainable development principles and how to factor them into their business
  • Recognize Public Service leaders who contribute to sustainable development

Goal 2
Demonstrate the Agency's commitment to sustainable development in its operations

  • Integrate sustainable development into the Agency's decision making
  • Reduce greenhouse gas and other air emissions
  • Increase level of green procurement
  • Reduce waste sent to landfill
2. Federal SD Goal(s) including GGO goals, if applicable:

Departmental goals are aligned with a number of Federal SD Goals and the Greening Government Operations (GGO) goal including:

  • A shared Environmental Management System (EMS) for the Treasury Board Secretariat, the Department of Finance Canada and the Agency, and also in collaboration with the Public Service Commission (Federal SD Goal VI, Objective 6.1)
  • Green Citizenship Network supports Federal SD Goal VI, Objective 6.1
  • Reduce emissions by 5 percent (based on fiscal year 2005–06 baseline) in L'Esplanade Laurier and ensure fleet drivers have taken the green and defensive driver training (Federal SD Goal III, Objective 3.3)
  • Develop and deliver updated green procurement training to100 percent of materiel managers and procurement staff


Actions for 2007–09 Results Achieved in 2007–08
GOAL 2: Demonstrate the Agency's commitment to sustainable development in its operations
Objective 2.1: Integrate sustainable development into the Agency's decision making

Environmental Management System (EMS): Corporate Services Branch will develop and implement an EMS for the Department of Finance, the Treasury Board Secretariat and the Public Service Human Resources Management Agency of Canada, in collaboration with the Public Service Commission of Canada.

An Environmental Management System (EMS) is part of an organization's management system used to develop and implement its environmental policy and manage its environmental aspects. Corporate Services Branch has completed a first draft of the EMS and has established an EMS committee composed of most business sectors of Corporate Services Branch and a Public Works and Government Services (PWGSC) representative. The committee meets bi-monthly.

Green Citizenship Network (GCN): Corporate Services Branch will establish ongoing support for the GCN, increase the GCN membership by 25 percent and improve opportunities for employee participation in grassroots environmental activities.

GCN Membership at the Department of Finance Canada increased by 460 percent during 2007. GCN is working to provide members with more opportunities for grassroots involvement in workplace environmental initiatives. For example, GCN membership initiated a Lug-a-Mug campaign to reduce polystyrene waste.


Objective 2.2: Reduce greenhouse gas and other air emissions

Building energy: Decrease greenhouse gas (GHG) emissions by 5 percent in L'Esplanade Laurier based on fiscal year 2005–06 baseline through developing and implementing an energy conservation plan and awareness campaign to explore and facilitate energy efficiency opportunities for L'Esplanade Laurier and other occupied buildings.

A baseline study was completed for fiscal year 2005–06. PWGSC has completed a lighting modernization of fluorescent fixtures and ballasts at L'Esplanade Laurier as of April 2008. By September 2008, the user controls (switches and motion detectors) will be in place. User procedures will be developed concurrently with the completion of the modernization and will be communicated to employees. With this effort, we are expected to exceed our target of 5-percent reduction in GHGs. As well, Corporate Services Branch is pursuing further energy conservation initiatives in the coming year (including new chillers and plug-load opportunities).

Vehicle emissions: Will reduce GHG emissions per vehicle kilometre from the departmental fleet by 15 percent based on 2005–06 fleet composition baseline.

A vehicle fleet baseline was completed for the Department of Finance Canada, Treasury Board Secretariat and the Canada Public Service Agency fleet for 2007. The fleet of six vehicles is being monitored to ensure that new acquisitions meet the TBS Directive on Fleet Management: Executive Vehicles, which includes provisions intended to reduce the environmental impact of the executive fleet (i.e. use of hybrid-electric, flexible fuel, or 4-cylinder conventional fuel engine). In 2007, two hybrid (electric and gas) vehicles were purchased, which are expected to reduce GHG emissions from the executive fleet by approximately 24 percent from baseline year 2005–06.

Maximize use of ethanol: 90 percent of gasoline purchased for federal road vehicles will be ethanol-blended.

The fleet is being monitored annually to ensure that ethanol-based fuels are being purchased whenever possible. Drivers have been provided with direction and resources as to where ethanol-based fuels are available. It is anticipated that these efforts will allow us to meet our 90-percent objective.

Green and defensive driver training: All drivers will be provided green and defensive driver training.

All six fleet drivers have completed the green and defensive driver training.
Objective 2.3: Increase level of green procurement

Green procurement tracking: Will adjust procurement tracking and reporting to include green procurement (collaboratively with a number of departments and agencies).

The Department of Finance Canada and Treasury Board Secretariat initiated a collaboration with departments and agencies that use the common financial information system delivered by SAP to work on a common approach to tracking green procurement. The SAP Core (development team) has developed and implemented the government-wide Integrated Financial and Materiel System (IFMS) field to track green procurement purchases. The green procurement tracking field came online in September 2007.

Multi-function document manager pilot program: Develop a pilot for equipment that would reduce the need for a separate networked photocopier, printer, colour printer and scanner (and possibly fax machine).

A Statement of Sensitivities and a Threat and Risk Assessment have been completed for the use of the MFD Printers (purchased) and MFD Managers (leased) on the network. A pilot group (TBS – Pensions and Benefits) was established on 31 December 2007. The group was moved to 222 Nepean. Significant operational cost savings for the use of these printing devices is anticipated, as well as energy and paper cost savings. Results of the pilot program will be available by end of calendar year 2008.

Green furniture purchases: Corporate Services Branch will increase purchases of green office furniture from 2005–06 levels by 50 percent wherever and whenever new fit-up opportunities exist, and where current design configuration permits.

Furniture procurement standards were established and are being followed by the Facilities Management staff and procurement buyers. Reminders of the standard and the SDS target are sent periodically to assure compliance. The office furniture industry is considered quite environmentally friendly and is a centrally managed commodity type through PWGSC mandatory Standing Offer Agreements (SOA). The SOAs have environmental considerations built into them. We anticipate that 100 percent of our purchases over $20,000 will have environmental considerations built into them during the life of SDS 2007–09.

Develop and deliver green procurement training to 100 percent of materiel managers and procurement staff by 2008, as well as 60 percent of acquisition cardholders by 2009.

The Office of Greening Government Operations of PWGSC and the Canada School of the Public Service developed and made training available online through Campusdirect in July 2007. GCN has coordinated the training for materiel and procurement personnel for January 2008: 45 percent have completed the training at this time; the remainder will complete the training by September 2008. GCN has conducted some training sessions for acquisition cardholders at the Department of Finance Canada, Treasury Board Secretariat and the Agency: 46 percent of acquisition cardholders have had the training at this time, and the 60-percent target is expected to be met in the fall of 2008.
Objective 2.4: Reduce waste sent to landfill

Update recycling program at L'Esplanade Laurier: Divert 75 percent of waste through the redesign and implementation of an updated recycling program, including improvements to take-back and hazardous materials programs.

The recycling program at L'Esplanade Laurier has been updated with new signage and with the removal of the polystyrene bins from the facilities as this is no longer considered a marketable recyclable waste. Additional recycling opportunities have been added to the recycling program, including CDs/DVDs/floppies/ZIP/JAZZ, batteries, various plastics, toner cartridges and inkjet cartridges. Other opportunities for waste diversion are being assessed for 2008. External site recycling programs are also being updated where possible. Corporate Services anticipates that these efforts, coupled with the composting program, will allow us to meet and exceed our target.

Composting program: Develop and implement a composting program. Opportunities could include paper towels and food waste.

The composting of paper towels (37 tonnes annually) and pulverized paper (100 tonnes annually) at L'Esplanade Laurier began in February 2008. The pulverized paper is being used as horse bedding, then is being composted mixed with manure and urine. Leachate tests have been conducted to assure that the end product would not be toxic to the environment. This trend-setting initiative for improving efficiency in operations and helping the environment was a finalist for the Institute of Public Administration of Canada's 2008 Innovative Management Award in July. In addition, this original idea provided Agency officials with the opportunity to meet and discuss with other government departments optimizing waste diversion to support sustainable development. Over 20 departments and agencies have expressed their willingness to participate in and contribute to this environmental opportunity. The Agency is currently having discussions with PWGSC to develop, integrate and promote the pulverized paper initiative as part of Greening Government Operations, which aims to reduce, reuse and recycle across the federal public service.

These two measures will assure a waste diversion rate in the order of 85 percent.


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Canada Revenue Agency

Canada Revenue Agency Sustainable Development Strategy Performance, 2007-2008

The commitments in the Canada Revenue Agency's (CRA) Sustainable Development (SD) Strategy for 2007-2010 are implemented through specific activities. The following tables provides a brief summary of the progress made against those activities that were scheduled for completion during the 2007-2008 fiscal year.[Footnote 1]

CRA SD Strategy Goal 1: Reduce the effects of our operations on land, air, and water.
 
Activities scheduled for completion in 2007-2008 that contributed to the Federal SD Goal(s) and/or Green Government Operations (GGO) Government-wide Target(s)[Footnote 2] below are noted explicitly in the “Department's Expected Results” column.
  • Federal Goal 3: Reduce greenhouse gas emissions.
    • GGO Target: Reduce by 15% from 2002-2003 levels, GHG emissions per vehicle kilometre from the departmental fleet by 2010.
  • Federal Goal 6: Strengthen federal governance and decision-making to support SD/GGO Target: Set a minimum of three procurement targets over three years.
[Footnote 1] Spending and FTE figures for sub-activities may not add up to this total due to rounding.

Department's Expected Results for 2007-2008
Supporting Performance Indicator(s)
Achieved SDS Departmental Results for 2007-2008
Activity 1.1.1.1: Develop a methodology for estimating Greenhouse Gas (GHG) emissions from waste management programs at priority facilities.
GHG methodology (output)
The GHG methodology was developed. It was applied to the 2006-2007 solid waste audit of 29 priority facilities. The results showed that by reducing, recycling and reusing about 2,700 tonnes of solid waste, the 29 priority facilities avoided generating more than 2,000 tonnes of CO2 equivalents per year.
We will assess the applicability of the GHG methodology to future solid waste audit results.
Status: In progress (77% complete)
Activity 1.1.2.1: Include SD clauses and environmental specifications in all new strategic sourcing contracts.
[Federal Goal 6/GGO Target: Set a minimum of three procurement targets over three years.]
Percentage of strategic sourcing contracts that include environmental specifications.
All (100% or 2 of 2) strategic sourcing contracts issued in 2007-2008 contained environmental specifications/criteria.
Percentage of green products purchased was 11.4% of total product spending, exceeding our target of 10% for 2007-2008.
Status: Complete
Activity 1.1.2.2: Develop a management plan to expand the scope of green procurement to include IT hardware and software.
Expanded scope of Environmental Management Program for Green Procurement. (output)
We drafted a management plan to green the procurement of Information Technology (IT) equipment. Implementation will begin in 2008-2009. We also expanded the scope of the Environmental Management Program for Green Procurement to include IT commodities.
Status: In progress (88% complete)
Activity 1.1.3.1: Expand the paper baseline to include the three major sources of the CRA's paper consumption: 1) multi-purpose office paper; 2) paper used in CRA printing systems (e.g., ELCS); and 3) paper printed in external printing shops.
New paper baseline.
We expanded the paper baseline in 2007-2008 to include paper used in CRA printing systems and external printing shops.
The results for 2007-2008 show that CRA bought the equivalent of 1.2 billion sheets of paper used in envelopes, publications, and forms.
Status: Complete
Activity 1.1.4.1: Establish an emissions (GHG) baseline for business travel to include local and long-distance travel and videoconferencing.
[Federal Goal 3: Reduce greenhouse gas emissions.]
Baseline for business travel. (output)
We will establish the business travel baseline in 2008-2009 when analysis of the travel data is complete.
Status: In progress (35% complete)
Activity 1.1.5.1: All vehicles purchased/leased by the CRA are either hybrid or alternative fuel capable, where operationally feasible.
[Federal Goal 3/GGO Target: Reduce by 15% from 2002-2003 levels, GHG emissions per vehicle kilometre from the departmental fleet by 2010.]
Number and percentage increase in hybrid and alternative fuel vehicles.
The number of hybrids and ATF vehicles owned/ leased by the CRA in 2007-2008 increased by 2 vehicles. The percentage of hybrids and ATF vehicles in CRA fleet increased by 1% (vis-à-vis 2006-2007) to 39%.
Status: Complete
Activity 1.1.5.2: All gasoline purchased for CRA road vehicles will be ethanol blended, where available.
[Federal Goal 3/GGO Target: Reduce by 15% from 2002-2003 levels, GHG emissions per vehicle kilometre from the departmental fleet by 2010.]
Percentage of gasoline purchased for CRA vehicles that is ethanol blended.
Total gasoline purchased by CRA in 2007-2008 was 135,436 litres. Total Ethanol blend was 25,107 litres. Percentage of gasoline that is Ethanol blended was 18.5% (up from 7.2% in 2006-2007).
Status: Complete
Activity 1.1.5.3: Develop and distribute communications materials to CRA fleet drivers on ethanol blended fuels and retailers.
Number of CRA fleet drivers who received communications material on ethanol fuels.
We developed the EMP for energy. Implementation will take place in 2008-2009, and results will be available after the fiscal year end March 31, 2009
Status: Complete
Activity 1.1.6.1: Develop an Environmental Management Program (EMP) for Energy.
Percentage of targets completed in environmental management program for energy.
Results will be available after fiscal year end March 31, 2009.
Status: Complete
Activity 1.2.1.1: Complete an assessment of IT hardware and software disposal practices across the CRA and use results to expand the scope of the environmental management program (EMP) for hazardous materials.
Assessment document, and new IT hardware/ software disposal activities in the EMP for hazardous materials. (output)
Competing priorities did not allow a thorough assessment. Work will continue in 2008-2009.
Status: In progress (10% complete)

[Footnote 1] A complete annual report on SD progress for 2007-2008 is available at: http://www.cra-arc.gc.ca/gncy/sstnbl/prfrmnc/menu-eng.html
[Footnote 2] Spending and FTE figures for sub-activities may not add up to this total due to rounding.

CRA SD Strategy Goal 2: Our programs demonstrate sustainable service delivery.
 
Activities scheduled for completion in 2007-2008 that contributed to the Federal SD Goal(s) and/or Green Government Operations (GGO) Government-wide Target(s) below are noted explicitly in the “Department's Expected Results” column.
  • Federal Goal 4: Sustainable Communities – Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations.

Department's Expected Results for 2007-2008
Supporting Performance Indicator(s)
Achieved SDS Departmental Results for 2007-2008
Activity 2.1.1.1: Research and develop an historical timeline of CRA tax filing processes, focusing on the shift from paper filing to E-filing, and the associated paper burden.
Timeline report with paper usage (output).
The timeline report was developed. We completed the report that assessed paper savings resulting from the electronic services provided by the T1 tax program between 1990 and 2007. The finding showed that of the 402 million tax returns filed by taxpayers within that period, a total of 107 million (27%) returns were processed electronically through EFILE and NETFILE. This resulted in savings of 4.3 billion sheets of paper from the reduction in the mail out of T1 returns and tax packages. This is equivalent to approximately 500,000 trees, and avoided the creation of about 54,000 tonnes of greenhouse gas emissions.
Status: Complete
Activity 2.2.1.1: Integrate sustainability criteria into new key federal/provincial partnerships, where appropriate.
Percentage of partnership negotiations/discussions that included considerations of sustainability criteria; number of commitments completed in the action plan for integrating SD into partnerships.
To assist the application of the criteria, we prepared a guide for applying the SD Criteria that was posted on the SD Website. The link to the Website was also included in the guide documents.
Data on the use of the criteria will become available when the guide documents are finalized and are in use.
Status: In progress (40% complete)
Activity 2.2.1.2: Promote the Community Volunteer Income Tax Program (CVITP) to ensure that eligible Canadians are aware of the assistance that can be obtained through the program; and provide program volunteers and community associations with the necessary software/computers to assist individuals to file their tax returns electronically.
Number of volunteers trained and number of community associations carrying out the CVITP in partnership with CRA; number of software/computers donated to the CVITP.
In order to carry out the CVITP in 2007-2008, the CRA trained 15, 041 volunteers and partnered with 2,096 community associations. We also donated 10,520 tax software programs. No computers were donated to the program during this period.
Status: Complete
Activity 2.2.1.3: Contribute to economic development in Canada and abroad by holding a leadership position within organizations, such as the Organization for Economic Co-operation and Development (OECD); and sharing information with partners on better tax administration, encouraging better economic practices, working with partners to develop internationally accepted tax rules, and managing and coordinating technical assistance projects in different countries.
[Federal Goal 4: Sustainable Communities – Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations.]
Membership and/or leadership position in international committees; shared information, best practices, and technical assistance with partners. (output)
The CRA continued to manage multilateral and bilateral relations with international organizations, and provide technical assistance on tax administration.
Status: Complete
Activity 2.3.1.1: Integrate principles of sustainable development, such as innovation and efficiency, into the CRA's marketing and/or branding strategies, and advertising campaigns.
Type of SD concepts included in marketing and branding products.
The CRA developed a branding strategy to encourage and equip employees to deliver clear and consistent messaging to both internal and external audiences when conducting CRA business.
As an example of SD messaging in CRA brand, the Agency's advertising radio campaign for the 2008 tax filing season advocated electronic tax filing as a way of lessening paper burden. The CRA also promoted the Agency's commitment to SD in a new youth recruitment video.
Status: In progress (65% complete)
Activity 2.3.1.2: Explore the use of an ‘SD watermark' or SD statement on client and taxpayer correspondence and the CRA's external Web site.
Result of recommendations report for the use of SD watermark and next steps.
Resulting from the consultations, the Minister's Office and the Commissioner's Office formally adopted the practice of duplex printing all Executive Correspondence letters destined for external or internal distribution. And specifically, those correspondences that are managed by the Executive Correspondence and Language Services (ECLS) Division. We also updated the CRA writing, and related guidelines to reflect this change, as well as, promoted CRA's Reduction in Internal Paper Consumption Directive.
Status: Complete

CRA SD Strategy Goal 3: All employees apply sustainable development in their jobs.
 
Activities scheduled for completion in 2007-2008 that contributed to the Federal SD Goal(s) and/or Green Government Operations (GGO) Government-wide Target(s) below are noted explicitly in the “Department's Expected Results” column.
  • Federal Goal 3: Reduce greenhouse gas emissions.

Department's Expected Results for 2007-2008
Supporting Performance Indicator(s)
Achieved SDS Departmental Results for 2007-2008
Activity 3.1.1.1: Include meaningful and measurable SD expectations in the guidelines for preparing performance agreements for Executive Cadre and Management/gestion (MG) management levels.
SD responsibilities in guideline document. (output)
For 2007-2008, a total of 89% of ECs included SD in their performance agreement. This compares to 68% in 2006-2007.
We updated and included SD clauses in the 2008-2009 guide for preparing EC performance agreements. We also drafted SD clauses for inclusion in the guide for preparing MG performance expectations. However, we were unable to finalize the MG clauses due to extended consultations with stakeholders. This will be completed in 2008-2009.
Status: In progress (95% complete)
Activity 3.1.1.2: Continue to develop and deliver job-specific SD training for MG managers.
Number of MG Learning Program sessions with SD content delivered and number of participants.
A total of 360 MGs attended 18 SD sessions under the MGLP for 2007-2008.
Status: Complete
Activity 3.1.1.3: Explore opportunities to deliver SD messages and communications materials to ECs, and to integrate principles of SD into new management development learning programs/resources. (e.g., EXDP).
Number of EC managers who received training or communications materials on SD.
Data on the number of EC managers who attended the sessions since the provision of SD information will be available in 2008-2009.
Status: Complete
Activity 3.2.1.1: Innovate in the delivery of general SD awareness messages to employees through national campaigns, events, and local initiatives, such as Environment Week.
Results of and participation in national and local SD awareness campaigns and events.
The results from the 2007 SD employee awareness survey showed that participation rates for our three national events were: Earth Day – 36%, Environment Week – 45%, and Waste Reduction Week – 54%.
Status: Complete
Activity 3.2.1.2: Implement the SD Innovation Fund (SDIF) nationally to employees.
Number of Innovation Fund proposals received, accepted and results of funded projects.
For the first launch in 2007-2008, we received 35 submissions from which 5 projects were selected and awarded a total of $50,000. In the second launch of the SDIF, we received 32 proposals from employees. A total of $37,000 was awarded to five projects for implementation in 2008-2009.
Status: Complete
Activity 3.2.1.3: Strengthen employee commitment to SD in workplace by providing employees and their managers with the necessary tools and examples to include SD commitments in employee performance agreements.
Web page and guidance material on including SD in employee performance agreements. (output)
We developed tools to help SD Coordinators promote employee SD clauses, and to enable managers and employees draft SD clauses that are appropriate to their job function. At the end of the period, stakeholder consultations were ongoing.
Status: In progress (40% complete)
Activity 3.2.1.4: Develop and launch a Recognition Toolkit for recognition coordinators to enable them to recognize employees in the branches and regions for their contributions to SD in the workplace, such as innovation in business practices leading to efficient internal operations and service delivery.
Number of employees recognized for their contributions to SD in the workplace.
During the year we finalized the SD Recognition Toolkit that was drafted in 2006-2007. The purpose of the toolkit is to enable the SD Network to integrate SD recognition in the formal recognition program of the CRA.
Through future reports from the Agency's internal SD Network, we will be able to report ad hoc results on the number of employees recognized for SD contribution.
Status: Complete
Activity 3.2.2.1: Establish a baseline for employee commuting, such as emissions (GHG) and employee commuting behaviour /mode of travel.
[Federal Goal 3: Reduce greenhouse gas emissions.]
Baseline survey and report. (output)
The results from our survey showed that CRA employees made over 20 million commuting trips; traveled over 360 million kilometers when commuting to and from work; and produced over 64,000 tonnes of greenhouse gases (GHGs) and 2,800 tonnes of air pollution while commuting. The results also showed that 47% of employees drove alone in their vehicles, 25% took public transit, 20% car pooled, 6% used active transportation (e.g. bike, walk, and inline skate) and 2% teleworked. We will use this information to implement effective sustainable commuting initiatives, and measure changes over time.
Status: Complete

CRA SD Strategy Goal 4: Use modern systems that support and maintain sustainable development.
 
Activities scheduled for completion in 2007-2008 that contributed to the Federal SD Goal(s) and/or Green Government Operations (GGO) Government-wide Target(s) below are noted explicitly in the “Department's Expected Results” column.
  • Federal Goal 6: Strengthen federal governance and decision-making to support sustainable development.

Department's Expected Results for 2007-2008
Supporting Performance Indicator(s)
Achieved SDS Departmental Results for 2007-2008
Activity 4.1.1.1: Continue to plan, implement, and report performance of the CRA Environmental Management System (EMS).
Timely SD and EMS reports that meet reporting timelines of the CRA and the Commissioner of the Environment and Sustainable Development (CESD).
All EMS and reports were delivered on time to the national committee, and senior management. The CESD forwarded one environmental petition to the CRA. The Agency acknowledged the petition and provided a response within the time frame prescribed by the Auditor General Act (1995).
Status: Complete
Activity 4.1.1.2: Renew the three-year commitment from SD Champions (Assistant Commissioner-level) and the Terms of Reference for SD Steering Committee.
SD Steering Committee quarterly meetings (indicator); SD Champions and committee terms of reference. (output)
Three meetings of the committee were held during 2007-2008. The revised terms of reference was approved by the group.
Status: Complete
Activity 4.1.1.3: Improve and formalize (where needed) the SD Network infrastructure in all branches and regions.
Type of improvements to the SD Network.
We developed an SD Committee toolkit that will be released to the SD Network in 2008-2009. A survey of SD Network was conducted to determine how to improve the delivery of the SD program. Job levels for regional SD Coordinators were increased, while we formalized job descriptions for branch SD Coordinators.
Status: In progress (80% complete)
Activity 4.1.1.4: Improve SD performance reporting by aligning the data management and statistical analysis systems for the national, branch and regional SD action plans, and the environmental management programs of the EMS.
Improved system for data management and statistical analysis of SD Strategy and EMS.
The systems documentation was finalized, and project is in the initial phase of development.
Status: In progress (55% complete)
Activity 4.2.1.1: Continue to integrate sustainability criteria into key programs and policies of the CRA.
[Federal Goal 6: Strengthen federal governance and decision-making to support sustainable development.]
Number and type programs, policies, and plans that were assessed using sustainability criteria.
We applied the SD Criteria to the E-resourcing project. The goal of the project is to leverage technology to reduce the average time required to hire employees at the Agency.
Status: In progress (80% complete)
Activity 4.2.1.2: Develop an SD Report Card by establishing economic, social and environmental indicators spanning all business lines.
[Federal Goal 6: Strengthen federal governance and decision-making to support sustainable development.]
Number and type of social/economic/environmental indicators developed.
To advance the preparation of an SD report card for the CRA, we completed a research paper on corporate social responsibility (CSR)[Footnote 3] reporting in the private, public and quasi-public sectors. It included a scan of the CRA to compile a set of potential SD indicators for the Agency. Competing priorities slowed progress on this activity. However, this report contains elements of CSR reporting that will be strengthened each year.
Status: In progress (30% complete)

[Footnote 3] CSR refers to the integration of environmental, social, and economic factors to traditional financial factors in the decision-making process.

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Canadian Environmental Assessment Agency

Table 5: Sustainable Development Strategy


SDS Departmental Goal:
Federal SD Goal(s) including GGO goals, if applicable:

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

Department's Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Governance for Sustainable Development: Federal SD Goal VI 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. Advancing the science and practice of strategic environmental assessment:
  • The Agency supported the work of the Minister's Regulatory Advisory Committee Subcommittee on SEA as it undertook its mandate to define the broader context for SEA, to explore meaningful linkages between strategic and project-level EA, and to examine the role of the public and Aboriginal groups in SEA.
  • The Agency funded a research project through the Research and Development Program, which advances the science and practice of SEA, entitled Atikamekw Nation Territorial Planning: The Role of Strategic Environmental Assessment in Sustainable and Adaptive Joint Management of Forest Area. The project is underway and the report is expected in 2009. The Agency continued to support the research project, funded in 2006, entitled Extending Models and Practice of Strategic Environmental Assessment in the Regional Municipality of York, Ontario, Canada, which is expected to be finalized in 2008.

Advancing the science and practice of regional-scale environmental assessment:

  • The Agency has been working with its partners to foster a better understanding and to help generate consensus on common principles for regional-scale environmental assessment. In March, the Agency and Fisheries and Oceans Canada jointly organized a federal workshop on regional environmental assessment (REA). The Agency also actively participated in work underway through the CCME to develop a common national understanding and conceptual framework for regional strategic environmental assessment. Efforts were also made to explore possibilities for pilot REAs offshore Nova Scotia and in the Beaufort Basin.
A timelier, coordinated, and consistent approach to the environmental assessment process of major projects is applied. Promoting and ensuring the implementation of initiatives, which improve the coordination among stakeholders in federal project environmental assessments:
  • Under Agency leadership, a Memorandum of Understanding pursuant to the 2005 Cabinet Directive on Implementing the Canadian Environmental Assessment Act was completed and ratified by five key departments.
  • The Agency continued to chair and support the work of the Environmental Assessment Project Committee (EAPC), which aims to facilitate a whole-of-government approach to the preparation of high-quality environmental assessments in a predictable, certain and timely manner.

Gaining a greater understanding of the effectiveness of the Agency and its supporting legislative and policy tools in achieving coordination among stakeholders:

  • The Agency has learned from its experiences as Federal Environmental Assessment Coordinator for a number of projects and has gathered data to track improvements in coordination.
Improved knowledge across government of how to engage the public, including Aboriginal peoples, in high-quality environmental assessments. Building knowledge and capacity internally and throughout the federal government in the area of engaging the public and Aboriginal peoples in environmental assessment:
  • The Agency developed guidance on meaningful public participation, and policy and skill-building training for engagement of Aboriginal peoples in the federal EA process. Specific examples of this include: the development of a Guide for Meaningful Public Participation in Environmental Assessments under the Canadian Environmental Assessment Act; the development of a course entitled Engaging the Aboriginal Peoples in Environmental Assessment; and the delivery of a number of other training sessions and workshops for both internal and external audiences, dealing with public or Aboriginal groups' engagement in federal environmental assessment.
  • The Agency worked with other federal departments to develop the Aboriginal Consultation and Accommodation: Interim Guidelines for Federal Officials to Fulfill the Legal Duty to Consult, released in February 2008. The Agency has been a key player in the development of policy and corresponding operational guidance for the engagement of Aboriginal peoples in the EA process for projects under the Major Project Management Office initiative.
  • Through its Research and Development Program, the Agency funded two proposals aimed at providing new understanding and approaches for the meaningful involvement of Aboriginal peoples in environmental assessment. The projects, Effective Engagement of Aboriginal Peoples in Environmental Assessment: A Case Study of Treaty 8 Nations and Atikamekw Nation Territorial Planning: The Role of Strategic Environmental Assessment in Sustainable and Adaptive Joint Management of Forest Area, are underway and are expected to be finalized in 2009.
Regular and consistent training in sustainable development tools for planners and analysts across the government of Canada. Collaborating with other federal departments and agencies to increase awareness and application of the principles of sustainable development and the sustainable development tools:
  • The Agency has joined other government departments and the Canada School of Public Service to design and support the delivery of a new Government of Canada Sustainable Development course (#727). The first French and English sessions, held in February and March respectively, were very well attended.
  • The Agency is also a member of the interdepartmental Awareness, Communication and Training Working Group of the Interdepartmental Network on Sustainable Development Strategies.
Identification of areas requiring improvement in the application of the Cabinet Directive and the Act. Evaluating the effectiveness of the SEA and project EA processes:
  • The Agency, in collaboration with the Privy Council Office, is leading a government-wide evaluation of the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals. Terms of reference were finalized and a process was established to secure an independent, third-party evaluator.
  • The Agency's quality assurance unit has been working to identify and to analyze aspects of the current EA process that are most likely to lead to favourable environmental outcomes.
Identification of opportunities to integrate the project-review process across jurisdictions. Examining how the Agency can move toward better integration of project review at the national level:
  • Through the Canadian Council of Ministers of the Environment, the Agency has worked with other jurisdictions to identify opportunities to improve the coordination of assessments for projects subject to both provincial/territorial and federal environmental assessment.
Themes of research and development reflect issues and needs addressed in the Agency's sustainable development strategies. Ensuring that the research areas promoted and encouraged by the Agency are consistent with, and supportive of, the goal and objectives set out in the Agency's sustainable development strategies:
  • The Agency has used the sustainable development strategy to guide the selection of future research priority areas for the Research and Development Program. Proposed priority areas were assessed against a number of criteria, including the degree of congruence and relevance to program objectives and the Agency's priorities, as well as their ability to contribute to the development and promotion of sound environmental assessments.

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Canadian Heritage

Table 9: Sustainable Development Strategy, 2007–2008

Summary of Key Objectives
The Department of Canadian Heritage's Sustainable Development Strategy (SDS) 2007–2009 focuses on ensuring that the environmental impacts of its decisions are understood, weighed, and appropriately addressed. To this end, the first SDS priority is to institute effective governance structures and management measures, with a primary objective of strengthening the Department's sustainable development decision making and monitoring . The SDS underscores the Department's unique contribution in the area of sustainable communities, particularly regarding the essential role of culture. This is reflected in the second SDS priority: to improve the federal knowledge base about sustainable development and to increase planning capacity so that it takes into account the cultural dimension of sustainable communities. Finally, the SDS advances previous departmental sustainable development strategies by furthering the ongoing commitment to integrate better environmental management in program and policy areas as well as in key operations.

Link to SDS 2007–2009

http://www.pch.gc.ca/pc-ch/publctn/sdd-sds/tdm-eng.cfm

In 2007–2008, the Department strengthened its sustainable development decision making and monitoring. During 2007–2008, the Department has focused on establishing effective governance structures and management measures. Most of planned results for sustainable development (SD) are still in progress as the Department restructures its SD capacity. The Department is also refining its approach and is taking concrete steps toward integrating better environmental management in key operations, program, and policy areas.

SDS Departmental Goal:
Priority 1 – To Strengthen decision-making and monitoring at the Department of Canadian Heritage in support of sustainable development.
Federal SD goal, including GGO goals
(if applicable)
Performance measurement from current SDS SDS departmental expected results for 2007–08 Achieved SDS departmental results for 2007–08
(6) Organizational structures and processes support meaningful and significant SD objectives
  1. Existence of an SD Coordinator responsible for developing and monitoring SDS actions
An SD Coordinator is expected to be in place by May 2007.

A business case was developed that recommended locating of an SD function in corporate planning/policy area of the Department.

An SD coordinator function has been established in the corporate planning/policy area of the Department.

  1. Report on SDS progress submitted twice each year to a committee of Directors General for discussion, review, and follow-up action as needed
A first report on SDS 2007–09 is expected to be submitted to a committee of DGs by September 2007, with a second report presented to DGs no later than March 31, 2008.

The establishment of the mandate and terms of reference for the SD DG Committee is in progress.

A governance plan will be developed and presented to the SD Committee along with ongoing reporting on SDS.

  1. SDS progress appears in the Report on Plans and Priorities (RPP) and the Departmental Performance Report (DPR) with references to specified actions and performance measures
Progress on the priorities identified in the 2007–08 RPP will be reported in the 2007–08 DPR. Progress on the priorities identified in the RPP is reported in the 2007–08 DPR.
  1. Managers' performance contracts include SD expectations for staff
By December 2007, managers' performance contracts are expected to include a standardized expression of expectations for managing staff that incorporates SD goals, where appropriate.

Activities supporting SD have been used as a tool to measure how managers meet their stewardship of resource objectives as described in their performance contracts.

In some branches (eServices), SD performance indicators have been integrated into their business and operations plans.

  1. Annual report of RFPs and service contracts with environmental criteria is made available on the Department's website, including annual accounting of total investments awarded to contracts meeting specified environmental standards
By December 2007, it is expected that accounting procedures will be established to collect and report on contracting and procurement data with environmental considerations; a summary of the relevant activity and investments will be prepared for the end of 2007–08 (to be posted on the Department's website by April 2008). A standard selection criteria is inserted in all RFPs allowing additional points to be allocated to bidders submitting their bids on double-sided recycled paper and confirming that all work provided under the contract will also meet these conditions.
  1. First report on baseline data related to SD is included with update to DGs
In the first report to DGs (September 2007), a first assessment of baseline data is expected to be included along with a plan for collecting missing baseline information.

The parameters for the SDS baseline data collection are being explored.

Once the parameters are established, an assessment of baseline data will be undertaken, and a plan for collecting missing baseline data will be established and communicated to the SD Committee.

  1. Analysis of SD-supportive practices throughout the Department is undertaken, with Report circulated to staff
An overview/update of current departmental practices that support SD goals should be circulated to staff by September 2007.

The overview/update of current departmental practices that support SD goals is currently under development.

This overview will be finalized and reported to staff once approved by the SD Committee.

  1. A Strategic Environmental Assessment (SEA) Advisor for new policy and program development is appointed and announced to the Department
A departmental SEA Advisor is expected to be in place by May 2007.

Owing to other departmental priorities, The Department will continue its service agreement with PWGSC for all matters related to Environmental Assessments (EA).

An officer (FI-3 ) within CoE on Gs&Cs has been assigned to coordinate PCH EA initiatives with PWGSC.

SDS Departmental Goal:
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
(if applicable)
Performance measurement from current SDS SDS departmental expected results for 2007–08 Achieved SDS departmental results for 2007–08
(4) Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
  1. Creation and dissemination of new research products about culture and sustainable communities
At least one new study on the cultural dimension of sustainable communities is produced for the department and circulated among staff by March 31, 2008. The parameters for a new study or background paper on the cultural dimensions of sustainable communities will be produced by September 2008.  
  1. A list of indicators or data tools
A research plan is designed and launched by December 2007, to enable the development of a list of indicators or data tools by 2009.

Preparations for the research plan are underway.

Currently, preparations are underway to enable the development of a list of sustainable development indicators by 2009.

  1. Integration of PCH advice and data in other departments' policy and program development, reflecting social/cultural considerations for sustainable communities
By March 31, 2008, a resource guide to be prepared for sharing with federal policy analysts. It will highlight key information and data from currently known sources, addressing the social and cultural aspects of sustainable communities. Preparations for the resource guide are currently underway.
  1. Number of occasions Canadian Heritage supports and advances discussion and reflection about the role of culture in supporting sustainable communities
By the end of 2007–08, Canadian Heritage will have supported at least two internal and at least two external (that is, other federal departments and/or other government or non-government partners) discussions to advance understanding of the role of culture in sustainable communities. The Department has played a key policy role in the Interdepartmental Federal Family Initiative and has developed a policy model for place-based approaches to community and cultural sustainability.
SDS Departmental Goal:
Priority 3 – To integrate better environmental management in departmental policies, programs and operations.
Federal SD goal, including GGO goals
(if applicable)
Performance measurement from current SDS SDS departmental expected results for 2007–08 Achieved SDS departmental results for 2007–08
(1) Clean and secure water for people, marine and freshwater ecosystems.
  1. Number of departmental units seeking advice on Strategic Environmental Assessment (SEA)
 
By March 31, 2008, at least 4 departmental units to be in contact with the SEA Advisor. Four departmental units are in regular contact with PWGSC regional EA Advisors: Cultural Space Canada, Official Language, Sports and Vancouver 2010.
(2) Clean air for people to breathe and ecosystems to function well.
  1. Number of SEAs conducted for new policy, plans and programs
By March 31, 2008, at least one Strategic Environmental Assessment is expected to be completed or underway for a new policy, plan or program. There has been no SEA completed in 2007–08 because the departmental SEA advisor position was not filled. As part of the Service Agreement with PWGSC, The Department anticipates completing at least one SEA in 2008–09.
(3) Reduce greenhouse gas emissions.
  1. Canadian Conservation Institute (CCI) facilities management plan with SDS targets developed and submitted to DG Committee that oversees SD
The CCI facilities management plan will identify the type of baseline data required, and the responsibilities for developing and monitoring SDS targets.  The CCI service agreement with PWGSC for the provision of facilities management services will include the collection of baseline data for developing and monitoring SDS targets.
SDS Departmental Goal:  
Priority 3 – To integrate better environmental management in departmental policies, programs and operations.
Federal SD goal, including GGO goals
(if applicable)
Performance measurement from current SDS SDS departmental expected results for 2007–08 Achieved SDS departmental results for 2007–08
(5) Sustainable development and use of natural resources.

(3) Reduce greenhouse gas emissions.    
  1. Reduction in paper use as measured by amount of paper purchased per capita
 
For 2007–08, an assessment is expected to be made of the current paper use within the department and targets will be identified for reducing usage. An analysis was completed and revealed that recycled paper is used in approximately 90% of areas. A plan is underway to target the remaining 10%.  
  1. Percent of meetings and training sessions conducted with technology assistance for participants in multiple locations
For 2007–08, an assessment is expected to be made of the extent of meetings and training sessions that are conducted in the Department, involving participants from multiple locations and including those occasions where travel is involved. A strategy will be developed for expanding the use of technology assistance, where appropriate, and targets will be established for the following year. All PCH space that accommodates its members includes meeting rooms.

Also established is a new Learning and Conference Centre at Les Terrasses de la Chaudière at PCH NHQ. This centre is a high-tech, multi-functional room, capable of serving 54 persons as is or when divided in two, 33 persons in one room and 21 in the other. It is fully equipped with 32 personal computers to support in-house IM/IT training. Its videoconferencing capability permits remote training and information sessions.
  1. Per cent of new environmentally-friendly/low emissions equipment and facilities accessories that are integrated in building upgrades when such upgrades occur
At least 80% of all new building upgrades in 2007–08 over which Canadian Heritage has control to integrate environmentally-friendly and/or low emissions equipment or accessories. 100% achieved, largely due to Green Procurement initiatives

Upgrades (such as office fit-ups requiring furniture etc.) are done according to fit-up standards which are planned to respect an integrated design approach and sustainable design principles. For example finish materials are chosen for their "green" characteristics as well as their performance, durability, recyclability, low embodied energy and low toxicity.
  1. Annual percent ratio of ethanol-blended fuel acquired versus regular fuel
By March 31, 2008, the department will increase its acquisition of ethanol-blended fuel. In 2007–08 completed the conversion of PCH vehicles to hybrid.
  1. Annual report on the per cent reduction in Greenhouse Gas (GHG) emissions across the department's building spaces (Note: CCI facilities will be evaluated once renovations are completed and baseline measures can be established, beginning in 2008)
By March 31, 2008, the department will prepare its first annual report, in consultation with PWGSC, on the GHG emissions of its building spaces (excluding CCI) and the processes for further reducing those emissions. (This report may be combined with the SDS report to be submitted to DGs by March 31, 2008)  Consultation with PWGSC was initiated for the creation of an Annual Report on the per cent reduction in GHG emissions across the department's building and accommodation inventory. Discussions remain underway.
SDS Departmental Goal:  
Priority 3 – To integrate better environmental management in departmental policies, programs and operations.
Federal SD goal, including GGO goals
(if applicable)
Performance measurement from current SDS SDS departmental expected results for 2007–08 Achieved SDS departmental results for 2007–08
(6) Organizational structures and processes support meaningful and significant SD objectives
  1. Instances of environmentally friendly clauses or stipulations in procurement documents for goods and services
A baseline of instances of environmentally friendly clauses or stipulations in procurement documents is expected to be established by March 2008 for future comparisons. An environmental clause is now generated automatically in procurement documents.
  1. Percent increase in green purchases and use of green suppliers from baseline set at beginning of 2006–07
A baseline will be established for collecting data. An entry field was inserted into SAP for Administrative Officers to record green procurement transactions.
  1. Report annually on the percentage of procurement community trained
 
The SDS report to DGs, due by March 2008, to include an account of the percentage of the procurement community trained in green procurement. Training course for new SAP users discusses the requirement to consider environmentally friendly products when purchasing goods.
(1) Clean and secure water for people, marine and freshwater ecosystems.

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

(3) Reduce greenhouse gas emissions.
  1. Number of focused communications materials and activities that raise awareness about SDS 2007–09 actions
In 2007–08, at least 2 significant communications initiatives to raise awareness among PHC staff about SDS 2007–09 actions In setting up its SD capacity, the Department is working with its environmental working group to plan communications initiatives for 2008–09).

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

(5) Sustainable development and use of natural resources.

(6) Organizational structures and processes support meaningful and significant

  1. Number of communications materials and activities about commuting alternatives
In 2007–08, at least 2 communications initiatives will raise awareness among staff about commuting alternatives. In setting up its SD capacity, the Department is coordinating communications initiatives with its volunteer group to raise awareness among staff.
  1. Number of Canadian Heritageemployees participating in the ECOPass Program
The number of Canadian Heritage employees participating in the ECOPass Program is expected to increase by at least 5%. In setting up its SD capacity, baseline information will be collected for 2008–09 to determine the percentage increase of participation.
  1. Per cent of employee travel/commuting by public transit and other green choices (carpooling, cycling, walking) in relation to single-person automobile travel
A baseline of commuting practices by PHC staff will be established by March 2008, for comparative assessments and setting future targets s. In setting up its SD capacity, the Department is ensuring that the parameters required to establish this baseline will be set.

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Canadian International Development Agency

Table 6: Sustainable Development Strategy

Four core objectives were established for the Sustainable Development Strategy (SDS) 2007-2009 in support of CIDA's goal of reduced poverty, promotion of human rights and increased sustainable development. Progress on implementing this SDS is reported according to the measurement framework below.


CIDA Objective 1: Support equitable economic development  
Expected results Performance measurement Actual Performance
Increased productivity, innovation and employment, and income opportunities Number of business service organizations and Small and Medium Enterprises receiving technical assistance and/or resources1. No global data available.
Domestic credit to the private sector (% of GDP) Domestic credit to the private sector in Low and middle income countries was 57.3% in 2006, up from 50.4% in 20002.
Labour productivity (PPP GDP per person employed) Labour productivity in the developing world was 4,356$ in 2006, up from 2,507 $ in 19903.
Youth (15-24 years old) employment-to-population ratio and Youth unemployment rate Youth employment-to-population ratio: 48% in 2006, down from 54% in 1991. Between 1995 and 2005, job prospects for youth declined in most regions of the world as youth unemployment rose globally from 72.8 to 85.7 million, an increase of 17.7%. In 2005, the highest youth unemployment rates of 34.5 % were observed in Northern Africa, followed by western Asia (23.6%) and Sub-Saharan Africa (18.3%)4.
Share of women in wage employment in the non-agriculture sector Between 2000 and 2005, women's participation in paid, non-agricultural employment slightly rose from 38% to 39%5.
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 Within the last five years, 92 of the 175 countries covered by the World Bank's Doing Business report have introduced reforms with the aim to improve the environment for doing business. The most popular reform was easing the regulations on starting business.

Between January 2005 and April 2006, two hundred and thirteen reforms - in 112 economies - were introduced, with forty-three countries simplifying procedures on starting business, reducing cost and delays.

Between April 2006 and June 2007, two hundreds reforms - in 98 economies - were introduced, with thirty nine countries making start-up simpler, faster or cheaper6.

In Low and middle-income countries, the business entry rate (new registration as % of total) was 9.4% in 2005 and 7.9% in 2006, compared to 6.8% in 20007.

Increased ability of developing countries to benefit from the global trading system Number of new trade agreements implemented8 No global data available.
Changes in total merchandise exports from developing countries and Least Developed Countries (LDCs) Total merchandise exports: (US$ million )9.

Non-LDC developing countries

  • 2004: 2 989 516.8 (growing 26.4%)
  • 2005: 3 643 340.4 (growing 22.1%)
  • 2006: 4 370 213.2 (growing 20.2%)

LDCs

  • 2004: 55 878.0 (growing 29.8%)
  • 2005: 76 513.6 (growing 36.9%)
  • 2006: 99 294.7 (growing 29.8%)
Number of persons reached through trade-related technical assistance (TRTA) activities delivered to developing countries and LDCs The estimated grand total of beneficiaries of the entire WTO TRTA in 2007 amounted to more than 19,000. It also includes those who benefited from WTO's contributions to TRTA events organised by other agencies. By comparison, the TRTAs in 2006 reached 14,700, in 2005: 12,400, in 2004: 12,000, in 2003: 14,000 and in 2002 some 16,000 persons. It should be noted that in reality the number of beneficiaries is smaller since many participants attended more than one TRTA events.
Satisfaction of the participants with the results of the attended TRTA A TRTA event is usually considered successful if at least 80% of the participants rated it "very successful" or "successful". The audit of WTO TRTA identified a higher than standard satisfaction of participants, i.e. 98 per cent of them rated the attended TRTA "very successful" and/or "successful". This performance is about the same as in 2005 and 200610.
CIDA's Objective 2: Support social development, with particular emphasis on people living in poverty
Expected results Performance measurement Actual Performance
Progress on the prevention and control of poverty-linked diseases Proportion of population in malaria risk areas using effective malaria prevention and treatment measures No global data available
Prevalence and death rates associated with tuberculosis Tuberculosis prevalence in low-income countries:
  • 2000: 457 per 100,000
  • 2006: 362 per 100,000
Reduce the burden of HIV/AIDS HIV prevalence among young people (15-24 years old) HIV prevalence among young people (15-24 year old) has declined since 2000/2001 in 8 of the 11 highest level prevalence countries where sufficient data is available to analyze recent trends
Reduced infant and child mortality rates Under-five mortality rate Under-five mortality in low-income countries:
  • 2000: 121 per 1000
  • 2006: 110 per 1000
Infant mortality rate Infant mortality in low-income countries:
  • 2000: 81 per 1000
  • 2006: 73 per 1000
Improved sexual and reproductive health and reduced maternal mortality Proportion of births attended by skilled health personnel Birth attended by skilled health personnel in low-income countries:
  • 1990-1999: 39
  • 2000-2006: 44
Maternal mortality rate Maternal mortality ratio in low-income countries:
  • 2005: 650 per 100,000
Improved food security and nutrition Prevalence of underweight children under five years No global data available
Strengthened health systems Access to health services within a 15 km radius No global data available
Better access to education for all Percentage of children enrolled in primary education Between 1999 and 2005, the global net enrolment rate rose from 83% to 87%. During this same period, the number of out-of-school children dropped by 24 million to reach 72 million. The net enrolment ratio in Sub-Saharan Africa is 70%, up from 57% in 1999.
Percentage of children completing primary schooling The percentage of children reaching the last grade of primary education improved between 1999 and 2004 in most countries with data. While 79% of students in the developing world enroll in this final year, not all complete. For example, 88% of students in the Caribbean reach the last grade, but only 63% of students in sub-Saharan Africa. This may be because they fail to pass final exams or because they drop out for other reasons.
Progress on closing the gender gap in education Ratio of girls to boys in primary, secondary and tertiary education in developing countries For every 100 boys enrolled in primary school in 2005, there were 94 girls enrolled (up from 91 in 1999).

For every 100 boys enrolled in secondary school in 2005, there were 93girls enrolled (up from 88 in 1999).

  • In Latin America, for every 100 boys enrolled in secondary school in 2005, there were 108 girls enrolled.
  • In South and West Asia, for every 100 boys enrolled in secondary school in 2005, there were 83 girls enrolled.

For every 100 boys enrolled in tertiary education in 2005, there were 91 girls enrolled (up from 78 in 1999).

  • In the Pacific, for every 100 boys enrolled in tertiary education in 2005, there were 131 girls enrolled.
  • In Sub-Saharan Africa, for every 100 boys enrolled in tertiary education in 2005, there were 62 girls enrolled.
Ratio of literate women to men 15-24 years old Between 1995 and 2004, ratio of literate women to men (15-24 years old) was 91 to 84 (previously 88 to 79).
Strengthened action against HIV/AIDS through education Number of HIV/AIDS education policies and programs in place The 2006 report entitled Education Sector Global HIV & AIDS Readiness Survey11 presents the outcomes of the first international survey of education sector readiness which examined how 71 Ministries of Education across the world are managing and mitigating the impact of HIV and AIDS.
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 The constantly changing number and nature of global crises or emergencies means that tracking statistics in a manner which shows improvement is unreliable due to changing population numbers as crises ebb and flow unpredictably. Moreover, with regards to education there is no consolidated global data available or proxies that have been developed to date. Children living in crisis situations includes children affected by natural disasters and children affected by urgent war and conflict-related violence including refugee children.

Between 37% to over 50% of all out of school children (72 million in 2005) live in conflict affected fragile states12.

With regards to 141 reporting UNHCR refugee camps in 200713:

Enrollment in grades 1-6 in UNHCR camp schools (2007):

Refugee students enrolled in grades 1-6 - 37 percent of the reporting camps meet the standard of having 100% children enrolled.

Attendance by sex in UNHCR camp schools (2007) :

Concerning grades 1-6, 90 percent of the boys are enrolled while only 76 percent of the girls are enrolled. Despite an increasing number of girls enrolled in primary schools in the last years, the issue of completion and transition to secondary education remains a concern.

CIDA's Objective 3: Support environment and natural resources management
Expected results Performance measurement Actual Performance
100 per cent 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 CIDA is fully compliant with the Canadian Environmental Assessment Act. For 2007-2008, 112 projects were assessed and published in the Public Registry.

In recognition of its exceptional efforts in impact assessment over the years, CIDA was recently awarded with the International Association for Impact Assessment's 2008 Institutional Award.

In 2007-2008, 120 policies, plans and programs were subjected to the SEA process, which resulted in 24 detailed SEAs being completed. Each completed SEA is accompanied by a public statement from the Minister, made available on the CIDA website. CIDA was one of the 3 federal agencies (out of 12) to earn good marks on the development and implementation of SEAs according to Canada's Commissioner on the Environment and Sustainable Development's 2008 report.

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 Environment specialists are present in each geographic branch to provide strategic advice on integration of environment into projects and programs.

CIDA is undergoing a sectoral stocktaking exercise to ensure interventions that are in line with the priorities of Canada and its developing country partners.

CIDA's Country Development Programming Framework (CDPF) guide includes guidance on environmental assessment and integration. Moreover, following the completion of an SEA, resulting recommendations pertaining to environmental integration and use of SEA were integrated into the Draft Policy on Program-Based Approaches.

Additional tools that have been developed by CIDA to enhance integration include a series of environmental linkage papers, transferring accumulated knowledge via the web and various working groups, and the inclusion of environmental sustainability aspects within the new mandatory development officers training program. These include an on-line corporate e-learning program on environmental integration at CIDA and a CEAA Job Aid CDROM.

Operations at headquarters are green 1. Number of employees in the procurement area trained 1. All material management, corporate procurement and planning officers have completed the On-line Green Procurement Training.
2. Number of initiatives for reducing energy and water consumption launched 2. a) Launched an awareness campaign to reduce CIDA's energy consumption by encouraging employees to turn off lights and electrical appliances.
b) Computer monitors are automatically shut off after 20 minutes of non-use.
c) Implemented a green meeting protocol across the Agency.
3. Number of vehicles replaced with hybrid models 3. Replaced 75% of CIDA's vehicles by hybrids. Replacement to be completed by August 2008.
4. Percentage of gasoline purchased for CIDA vehicles that is ethanol blended 4. 75 % of gasoline purchased for CIDA's vehicles is ethanol blended.
5. Level of usage of videoconferencing between CIDA headquarters and foreign offices 5. Videoconferencing is being used approximately 50 hours per week with Canadian and foreign partners and offices.
6. Amount of paper purchased for printers and photocopiers. 6. 3,371 cartons of paper where purchased in 2006-2007 - a reduction of 7% compared to 2005-2006.
CIDA's Objective 4: Support progress in democratic governance and human rights
Expected results Performance measurement Actual Performance
Greater democratization; improved public sector performance and accountability; improved rule of law Level of democratic governance Democratic Governance

The extent to which citizens are able to participate in selecting their government and enjoy freedom of expression, freedom of association, and a free media - has increased slightly over recent years in Sub-Saharan Africa, Latin America and the Caribbean, despite decreases in South Asia, East Asia and the Middle East14. Across all regions, progress has been made towards the achievement of political stability15. The number of conflicts in low-income countries has decreased and, conflicts have become shorter and more intense than before (on average, generating a 12 percent decline in GDP growth per year of conflict)16.

Public Sector Performance and Accountability

Despite mixed progress in terms of government effectiveness in East Asia over recent years, there have been consistent improvements in the level of public sector performance in Sub-Saharan Africa, the Middle East and North Africa since 200417.

Apart from a minor reduction in Sub-Saharan Africa, the number of women in parliaments has increased across all regions18.

  Proportion of seats held by women in local government bodies Despite increased attention to issues of corruption, improvements in controlling the level of corruption worldwide are waning19. An increasing number of countries, primarily in Africa but also in Asia and South America, are signing on to the Extractive Industries Transparency Initiative, which supports improved governance through the verification and full publication of company payments and government revenues from oil, gas and mining.

Rule of Law

Apart from decreases in the regions of East Asia and Latin America, there have been general improvements in rule of law across Sub-Saharan Africa, Middle East and North Africa, South Asia, and the Caribbean20.

Strengthened human rights institutions, effective civil society initiatives (e.g. human rights education) and inclusive public policies Level of improvements in human rights In the areas of civil and political rights, people were tortured or ill-treated in at least 81 countries, faced unfair trials in at least 54 countries and were not allowed to speak freely in at least 77 countries21.

Progress has been made in addressing human rights violations through advances in the development of legal human rights standards and in enhanced awareness and commitment of the international community.

Progress in economic social and cultural rights was also uneven. For example, while overall child mortality rates fell, only 32 countries are on track to achieve the MDGs on child mortality, and around 28 per cent of children in LDCs are underweight or stunted22.



1 This measure is being replaced by "Domestic credit to the private sector (% of GDP)"

2 World Development Indicators 2008

3 Ibid

4  World Development Indicators 2008 and MDG Report 2006

5  MDGs Report 2007

6  World Development's Doing Business Report 2007 and 2008

7  World Bank - The Little Data Book on Private Sector Development 2007 and 2008

8  This measure is being replaced by the new measures added below

9  UNCTAD (2006). The Least Developed Countries Report 2006

10 WTO Training activities – Committee on Trade and Development (2008): Technical Cooperation Audit Report for 2007

11  http://hivaidsclearinghouse.unesco.org/ev.php?ID=5293_201&ID2=DO_TOPIC

12 UNESCO (2007) Education for All Global Monitoring Report 2008 Summary, Paris: UNESCO, pg. 5. And Save the Children Alliance (2007) Last in Line, Last in School: How Donors are failing children in conflict-affected fragile states, London: Save the Children Alliance, pg.11

13 UNHCR Standards and Indicators Handbook 2007

14 World Bank Institute Governance Matters VI: Governance Indicators for 1996-2006

15  Ibid

16 World Bank/IMF Millennium Development Goals: Confronting the Challenges of Gender Equality and Fragile States, Global Monitoring Report 2007

17 World Bank Institute Governance Matters VI: Governance Indicators for 1996-2006

18 Inter-Parliamentary Union. Women in National Parliaments

19 World Bank Institute Governance Matters VI: Governance Indicators for 1996-2006

20 Ibid

21 Amnesty International Annual Report 2008

22 UNDP Human Development Report 2008

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Citizenship and Immigration Canada

Sustainable Development

Implementation of Citizenship and Immigration Canada (CIC) fourth Sustainable Development Strategy (SDS) started in 2007–2008, and had the following goals:

  1. Promote awareness of sustainable development principles and objectives among departmental staff, clients and stakeholders;
  2. Strengthen 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 main accomplishments in 2007–2008 include:

  • Implementation of the communications plan developed during SDS III;
  • Development of new management tools for SD;
  • Preliminary work to review CIC’s SD requirements, clarify roles and responsibilities, and strengthen procedures; and
  • Development of a training course on SD.

SDS Departmental Goal: Promote awareness of sustainable development principles and objectives among departmental staff, clients and stakeholders.
Federal SD Goal: Sustainable Communities

Activity

Performance Measure from Current SDS

Department’s Expected Results for 2007–2008

Develop and implement an SD training plan for CIC covering the following topics:
  • Principles of SD
  • Strategic Environmental Assessments (SEAs)
  • Waste Management
  • Green Procurement
  • Fleet Management
  • Optimal Use of Information Technologies (IT).
A list of training needs and existing material is drafted by December 2007. An SD training plan for CIC that covers the principles of SD, SEAs, waste management, green procurement, fleet management and optimal use of IT.
Achieved SDS Departmental Results for 2007–2008

Several existing courses, training modules, tutorials, an information-sharing forum and learning activities have been identified for potential inclusion in the SD training plan. For instance, human resources-related courses, such as Diversity and Respectful Workplace training, support workplace sustainability by fostering a healthy working environment for employees. The Administrative Assistants Conference is an ideal forum to share information on green procurement practices and green meetings.

CIC has also undertaken a fundamental review of overall departmental requirements for sustainable development. In 2008–2009, work will continue to focus on examining roles, responsibilities, and supporting tools such as training, that are required to support the implementation of sustainable development.

The following activities were held at CIC in 2007–2008 to foster a better understanding of SD, its objectives and implications:

  • Creation of a SD Newsletter (two (2) issues were distributed; one on environmental sustainability, one on socio-economic development).
  • Coordination of three (3) awareness campaigns: Environment Week, Socio-Economic Development Week and a panel of Equity in the context of Immigration.
  • Promotion of the new introductory course on sustainable development offered by the Canada School of Public Service and of the strategic environmental assessment course offered by the Canadian Environmental Assessment Agency.
  • Presentation on green procurement at the 2007–2008 Administrative Assistant Conference.
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.
Achieved SDS Departmental Results for 20072008

In 2007–2008, CIC held 2,897 citizenship ceremonies and realised an increase in the number of community-based ceremonies.

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.
Achieved SDS Departmental Results for 20072008

A Newcomer’s Introduction to Canada and Welcome to Canada are publications distributed to new permanent residents as they prepare to move to Canada. The distribution of these publications contributes to the sustainability of the Immigration Program by ensuring immigrants have access to basic and important information on life in Canada to help them through the first few challenging months of settling in a new country.

These publications provide an overview of life in Canada, including information on essential services, health care, Canadian weather, the environment, the Canadian way of life and government. They also include information on sustainable development, its purpose and the importance of protecting the environment.


 


SDS Departmental Goal: Strengthen governance and decision making to support sustainable development.
Federal SD Goal: Same as SDS Departmental Goal

Activity

Performance Measure from Current SDS

Department’s Expected Results for 2007–2008

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.
  • Funds invested.
  • Training material reviewed.
  • Contribution to the development of the training material.
  • Input for 100% of material submitted for review by March 2007 and thereafter.
Achieved SDS Departmental Results for 20072008

CIC contributed $2,000 towards the development of the course, and participated in all stages of development, including taking part in an interview process with the developers, participating in the working group, reviewing the training material and attending the pilot.

The course was advertised broadly from the moment delivery started in February 2008 and CIC employees have attended every session to date.


 


SDS Departmental Goal: 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: Sustainable Communities

Activity

Performance Measure from Current SDS

Department’s Expected Results for 2007–2008

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 performance, see previous sections of the 2007–2008 DPR.
Achieved SDS Departmental Results for 20072008

Sustainable development goes beyond greening initiatives and environmental concerns. In fact, sustainable development is about how initiatives are carried out, regardless of the degree to which they impact the environment. CIC programs often have a very diffuse environmental impact while their impact on Canada’s socio-economic development is significant. For instance, the influx of people in Canadian cities through immigration is not very significant environmentally speaking, as it represents a small fraction of the overall population growth. However, the impacts of immigration on the source country, the host community and the immigrants themselves are much more significant and need to be carefully managed in order to be viable in the long term.

Several initiatives undertaken by Citizenship and Immigration Canada as part of its regular business contribute to the sustainability of its programs. For example:

  • Research and evaluation initiatives enable CIC to gather data essential to understanding complex issues inherent to its mandate and to strengthening the sustainability of its programs;
  • The Integration Program contributes to a sustainable Immigration Program by providing newcomers with the tools and assistance they need to ease their transition into life in Canada;
  • The Immigration and Temporary Resident Programs contribute to an enriching and ongoing exchange between Canada and the rest of the world by facilitating the movement of people across our borders while protecting the health and safety of Canadian society;
  • By participating in programs such as the Global Forum on Migration and Development and through its Refugee Program, CIC recognizes that Canada is part of the global community and has an active role to play on the international scene to further global sustainability.

For more details on CIC’s activities please refer to Section II of this report.


 


SDS Departmental Goal: Minimize the negative environmental impacts of departmental operations.
Federal SD Goal: SD and use of natural resources: “Federal SD Goal V” and reduce greenhouse gas emissions

Activity

Performance Measure from Current SDS

Department’s Expected Results for 2007–2008

Implement CIC’s Think Green Waste Reduction (TGWR) Plan developed and piloted under SDS III at CIC National Headquarters (NHQ).
  • Number of branches in which the Plan is implemented.
  • Amount of paper purchased per branch.
  • Number of ink cartridges purchased per branch.
  • TGWR Plan is implemented in at least six branches at CIC NHQ by March 2008.
  • Previously achieved waste reduction levels are maintained.
Achieved SDS Departmental Results for 20072008

Five branches have developed green plans. Three of these have formed committees and have action plans as well as tracking mechanisms for greening their operations.

Results to date include the development of a guide entitled Organizing Green Events at CIC, which outlines ways to green departmental conferences and meetings.

Revise CIC’s procurement practices to incorporate new government-wide directions on green procurement.
  • Description of tracking and monitoring methodologies.
  • Number of SD/green procurement working groups or meetings where CIC is represented.
  • CIC administrative assistants receive information on green procurement twice a year through CIC’s Administrative Assistants Conference.
  • 100% participation in SD/green procurement working groups.
Achieved SDS Departmental Results for 20072008

Green procurement was discussed at the Administrative Assistants Conference, where a presentation was made on how to use CIC’s financial system to track green purchases.

Detailed guidelines will be developed in 2008–2009 to ensure the information is tracked accurately.

Investigate technologies that would help reduce the energy consumption of IT equipment at NHQ.
  • Number of options identified.
  • A list of options is drafted and presented to senior management.
  • Number of technologies introduced/proposed.
Achieved SDS Departmental Results for 20072008

Three initiatives were identified in 2007–2008:

  • Optimization of the performance of the cooling system to reduce energy consumption of the air conditioning units.
  • Replacement of 1,134 cathode-ray tube monitors with liquid crystal display monitors for an estimated total saving of 123,092 KWh per year.
  • Consolidation of underutilized servers into one centralized virtual centre server environment, for a reduction of electricity consumption by an estimated 10,000 watts per year.
Continue to implement the Fleet Management Program to maximize opportunities to achieve the sustainability of the Department’s vehicle fleet.
  • Fleet’s fuel performance and emissions.
  • Number of vehicles that meet new emissions (or other SD) standards.
  • Fleet performance is maintained or improved.
  • Number of vehicles is maintained or reduced.
Achieved SDS Departmental Results for 20072008

CIC continued to track data related to its fleet of vehicles throughout 2007–2008 and set up a management system to monitor greenhouse gas (GHG) emissions.

Using the 2005–2006 fiscal year as a baseline, CIC has reduced the GHG emissions for its fleet by 18.2%. 


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Correctional Service Canada

 Table 12 - Sustainable Development Strategies (non-financial)

1. SDS Departmental Goal:

Correctional Service Canada’s Sustainable Development Strategy 2007-2010 Goal:

Contribute to a just, peaceful and safe Canadian society, respectful of natural resources and ecological capacities.

2. Federal SD Goal (s) including GGO goals, if applicable:

CSC’s SDS 2007-2010 sets out the following 7 goals that are all in line with the Federal SD goals:

  1. Contribute to the reduction of greenhouse gas (GHG) emissions that are responsible for climate change;
  2. Contribute to the protection of the atmosphere;
  3. Contribute to the conservation of the tropospheric air quality;
  4. Contribute to the protection of the hydrosphere;
  5. Contribute to the support of sustainable communities;
  6. Contribute to the sustainable use of natural resources;
  7. Contribute  to the reinforcement of governance and decisions that support SD.

3. Department’s Expected Results for 2007-2008

Notwithstanding the fact that the SDS targets span over a 3 year cycle, CSC has started to implement in 2007-2008 numerous environmental/SD initiatives in line with its SDS commitments. Even if most results cannot be fully accounted for after only the first year of the SDS implementation, CSC focused its efforts in 2007-2008 on two fronts, i.e. building its capacity to deliver the SDS/Environmental Program commitments through a significant staffing process while moving forward several SD/Environmental projects.  In summary, the expected results for 2007-2008 were the following:

  • A reduction of 0.5% of natural gas and/or heating oil consumption;
  • The continuation of the installation of 2 large wind turbines and the implementation of other minor renewable energy projects;
  • At least 10% of all new acquired vehicles being hybrid models or vehicles running on alternative fuels;
  • Optimization of boiler operation, including NOx emissions measurements, by expanding the annual tune-up of large boilers to all regions;
  • Replacement of at least one large halocarbon cooling systems that represent the highest risk of leaks;
  • Implementation of at least one Phase 1 and 2 VOCs Recovery Project on its petroleum storage tanks;
  • Implementation of at least one project to improve the quality of targeted outfalls from wastewater treatment systems;
  • A reduction by approx. 3% of potable water consumption;
  • Remediation of a minimum of 1 priority contaminated site and expansion of the environmental farms management plan;
  • Environmental assessments of at least 2 new of potentially contaminated sites based on their risks to health and ecosystems;
  • Completion of one solid waste audit to improve solid waste management practices;
  • Development of an internal policy on green procurement and related training for procurement officers;
  • Production of at least one SDS progress report for Senior Management.
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Department of Finance Canada

Table 7: Sustainable Development Strategy

The Department of Finance Canada's Sustainable Development[2] Strategy (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 laid by previous strategies, which includes key achievements in debt reduction, the evaluation of environmental tax proposals, strategic environmental assessment, and green stewardship. The Department's 1998–00,
2001–03, 2004–06, and 2007–09 strategies can be found at http://www.fin.gc.ca/purl/susdev-e.html.

The Department's current management strategy for the SDS consists of a departmental sustainable development champion, a core working group of officials with representatives from all branches, and reviews of sustainable development progress and planning by senior management. The Department also continues to raise awareness of the departmental process for fulfilling its obligations under The Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals.

Strategic outcomes

The Department's vision for sustainable development is as follows: "Economic and fiscal policy frameworks and decisions that promote equity and enhance the economic, social, and environmental well-being of current and future generations." It highlights the long-term ideal that the Department will strive to achieve.

Key issues

For the 2007–09 SDS, the Department has 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) integration of sustainable development considerations into policy making; (4) integration of sustainable development considerations into the economy; and (5) demonstration of the Department's commitment to sustainable development in operations.

Under 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 next three years, the Department recognizes that fully achieving its vision for sustainable development will take time and continued effort, requiring a long-term strategic approach as well as an ongoing commitment to short-term actions.

Targets and reporting

A detailed outline of the Department's objectives, actions, planned results, and results achieved for 2007–08 as well as the highlights of its new 2007–09 SDS are available at http://www.fin.gc.ca/purl/susdev-e.html.

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Department of Foreign Affairs and International Trade

Table 10: Sustainable Development Strategy (SDS)


Achieved Results for 2007-2008

Agenda 2009: A Sustainable Development Strategy 2007-2009 for Foreign Affairs and International Trade Canada defines sustainable development initiatives for the 2007-2009 period. The initiatives support two broad goals and five objectives. An example of results achieved for each objective is found below; detailed progress on each commitment can be found in the Agenda 2009 annual report for 2007.

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

Objective 1.1: Organizational structures and processes support meaningful and significant sustainable development objectives. In cooperation with the Canadian Foreign Service Institute, the Canadian Energy Research Institute offered an "Energy for Diplomats" course on June 11 and 12, 2007, and an expanded course was on track to be offered from June 9 to 11, 2008. This course is designed to fill a knowledge gap on the interface between energy issues and Canadian foreign and trade policy and was so well received it has been expanded to three days.

Objective 1.2: Improved environmental management practices through the Environmental Management System. The department has reduced its greenhouse gas emissions per vehicle-kilometre by approximately 50% for the departmental fleet within Canada. Reductions were measured based on 2003-2004 figures.

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. DFAIT provided funding for the dismantlement and defuelling of five decommissioned Russian nuclear submarines, which took place at the Federal State Unitary Enterprise Zvyozdochka in Severodvinsk. Recovering and securing nuclear fuel from decommissioned nuclear submarines eliminates a range of security and environmental threats, such as spent nuclear fuel leaking into the Arctic Ocean. This work is complemented by a $32 million contribution to the Northern Dimension Environmental Partnership, whose efforts tackle some of the most pressing security and environmental problems in northwest Russia, where Canadian submarine dismantlement is taking place.

Objective 2.2: Enhanced Canadian prosperity through advancement of Canadian sustainable development interests and priorities in trade relations, policies and programs. Canada’s Trade Commissioner Service recognizes the importance of including corporate social responsibility as an element of its promotional activities. Responsible business conducted by Canadian companies abroad reinforces the positive effects that trade and investment can have on human rights, the environment and competitiveness. Canada’s trade commissioners are encouraged to incorporate the promotion of CSR (including the OECD Guidelines) into the delivery of the core services provided to Canadian companies operating abroad. DFAIT is, with that perspective in mind, enhancing the capacity and knowledge of government officials on CSR through training and development of tools. For instance, in early 2007, the Trade Commissioner Service developed a course on CSR, including a session on the OECD Guidelines. The pilot course was held on May 16, 2007.

Objective 2.3: Advancing Canada’s interests on key environmental and sustainable development issues. Canada has actively promoted its excellent record in sustainable forest management internationally by emphasizing Canada’s leadership as the country with the largest area of forest coverage certified to sustainable forest management standards. Canada has promoted how its legislative framework and sustainable forest management certification schemes operate to provide assurance of the legality and sustainability of forest products. Canada has stressed the importance of recognizing Canadian and international sustainable forest management certification schemes and, within the context of the development of public policies, the importance of developing reasonable criteria in the assessment of sustainable forest management certification schemes.

Key Results: Key results achieved in 2007-2008 on each target and commitment in Agenda 2009 are detailed in the annual report for 2007, which will be made available at http://international.gc.ca/foreign_policy/ees/Agenda2007/menu-en.asp.

Linkages with the Federal Sustainable Development Goals: DFAIT was an active participant in the development and consultative process for the federal sustainable development goals. DFAIT supports this type of collaboration on horizontal sustainable development issues, and it has identified the actions that contribute directly to the federal goals in the "expected outcome" column in the charts of Agenda 2009 as well as in the 2007 annual report. It should be noted that although many DFAIT initiatives support the overarching federal goals, the outcomes were often too specific or too domestically focused for a clear linkage to be evident.


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Department of Justice Canada

Table 7: Sustainable Development Strategy

The Department of Justice’s fourth Sustainable Development Strategy (SDS), spanning from 2007 to 2009, has been developed by building on accomplishments and challenges from the three previous strategies, by responding to the government guidance for a more coordinated and consistent approach to implementing sustainable development efforts in the Government of Canada, and by linking sustainable development efforts in the Department to the key legal, policy and operational activities of the Department.

The Strategy has three objectives:

  • Further develop the capacity of the Department to support the provision of legal services related to sustainable development (supports Strategic Outcome II – A federal government that is supported by effective and responsive legal services)
  • Incorporate sustainable development principles and practices into the Department’s policy and program operations (supports Strategic Outcome I – A fair, relevant and accessible justice system that reflects Canadian values)
  • Improve the environmental sustainability of the Department’s physical operations (supports Program Activity C1 – Internal services)

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/07_09/index.html

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


Department’s Expected Results
for 2007-2008
Achieved SDS Departmental Results for 2007-2008
A minimum of 5 best practices and/or case studies will be identified, documented, and developed to support the enhancement of the Department’s capacity to include sustainable development in its legal services, where appropriate
  • Distribution of a framework for a Sustainable Development Checklist for Counsel in progress
  • Considerations of adding sustainable development to the client impact statement of the Legal Risk management tool in progress
  • Case study of the procedures developed and implemented for coordination of legal advice on Environmental Assessments
  • Examination of Precautionary Principle in provision of legal advice under review
  • Citizenship and Immigration Law Conference, November 2007 – presentations on the application of SD within immigration policy on migrant workers and the contribution of the Canada Border Services to promoting sustainable communities.
New areas for application of sustainable development will be identified
  • Application of  green procurement policy and environmental standards within Commercial Law practice and advice
  • Exploring the connection between the harmonization of federal legislation with the civil law of the Province of Quebec initiative as a practical application of sustainable development principles
  • Connection between sustainable development and Aboriginal law
Guidelines, learning and practical tools will be identified to support achievement of this goal, along with the relevant existing training tools
  • Distribution of a Framework for a Sustainable Development Checklist for Counsel in progress
  • Sustainable development was one of the themes explored at the Legislative Services Branch Perspective Building Day (02/21/08)
  • Enhancements to SD intranet site centred around the three SDS objectives
  • SD is a component of a compulsory management training and three DOJ staff attended the CSPS one-day course on sustainable development.
A survey will be conducted to establish the baseline for raising awareness and knowledge of sustainable development among staff and to identify training needs
  • A department-wide online survey was completed for the end of the fiscal year.  The environment was identified as the number one priority, requiring more efforts in supporting recycling, public transit or carpooling, better user education on reducing printing. Energy consumption and waste management were top of mind. Better than 55% of employees felt that SD was relevant to their work.

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


Department’s Expected Results
for 2007-2008
Achieved SDS Departmental Results for 2007-2008
A minimum of 5 case studies and/or best practices will be developed to demonstrate clear link to sustainable development
  • A process was established to select and document, in a systematic fashion, key examples of Best Practices that link the department’s policies or programs to sustainable development, with an emphasis on the social dimension of sustainable development.  
  • Some key examples of Best Practices were identified and work was begun to document them.
Areas where sustainable development can be applied more rigorously will be identified
  • An assessment of actions to be undertaken to implement sustainable development in relation to policy and program work was conducted (examples include a sustainable development checklist for policy and program development; integration of sustainable development into the department’s policy structures, etc.).
  • An internal working group developed an interpretation of sustainable development for use in the context of departmental policy and program work.
  • The department’s Policy Committee, Policy Committee Working Group and Policy Cycle were identified as key mechanisms through which to apply sustainable development more rigorously in policy and program work.
  • Sustainable development was taken into consideration in foresight, “access to justice” and emerging issues discussions involving the department’s policy community – for instance by considering the sustainability of the justice system as a factor for evaluating possible future policy initiatives.  
Full compliance will be achieved with the Cabinet Strategic Environmental Assessment Directive
  • All MCs and TB submissions are subject to a preliminary scan in compliance with the Strategic Environmental Assessment (SEA) Directive and documents acknowledge this requirement.  sustainable development.
Policy research capacity will be enhanced to address sustainable development issues impacts on the Department’s work
  • A process for systematically building sustainable development into the department’s policy research capacity was identified - specifically to integrate sustainable development into the formal Research Review Committee process applied in the department. This will entail a revision to the formal template and protocol for evaluating research proposals with a SD lens.
SD activities will be re-grouped and linked to the Department’s Program Activity Architecture
  • This activity was not pursued because it is not aligned with Government standards for Program Activity Architecture.
Legal risk management will be linked to sustainable development
  • Analysis begun of the appropriateness of including sustainable development considerations in the assessment of client impact.
Sustainable development will be integrated into our corporate priorities
  • Analysis begun of how sustainable development can be integrated into departmental business planning and management performance agreements
Processes and systems will be developed to monitor progress of sustainable development activities
  • The SD Working Group established by the Policy Committee Working Group provided leadership with respect to the application of sustainable development in the context of policy and program work.
  • Consultations within the Policy Sector resulted in a work plan which serves as a practical blueprint of activities for the SD Working Group and more broadly.

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


Department’s Expected Results
for 2007-2008
Achieved SDS Departmental Results for 2007-2008
All areas of significant impact will be identified The following areas were identified:
  • Paper consumption
  • Solid waste management
  • Energy conservation
  • Technology use and funding
  • Green Procurement Policy
A pilot area will be established and measures implemented to reduce environmental impact in one area by 20%
  • The Department is working with PWGSC and building property manager to implement the composting of its paper towels, which represents the bulk of DOJ’s solid waste. 
Double-sided printing will be monitored and increased by 20%
  • Department is moving to double-sided printing as a default setting through user education and IT service agreement.
Paper consumption levels will be monitored and measures will be put in place to reduce consumption by 10%
  • Large litigation case files are increasingly being prepared in electronic form and copied to disk resulting in bulk paper savings.
  • Analysis begun of how to track paper consumption through purchasing data.
Diversion of solid waste will be increased from 78% to 80%
  • Paper towels and battery recycling discussed with Headquarters Office facility manager.
Training will be developed for all appropriate managers on sustainable development practices
  • SD is a component of a compulsory management training  and three DOJ staff attended the CSPS one-day course on sustainable development.
Specific sustainable development targets will be developed and included in senior managers’ performance agreements, including targets on green procurement
  • Analysis begun of how sustainable development can be integrated into departmental business planning and management performance agreements
Specific sustainable development targets will be developed and included in senior managers’ performance agreements, including targets on green procurement
  • Analysis begun of how sustainable development can be integrated into departmental business planning and management performance agreements
Implementation of at least two recommendations from the energy and solid waste audits will be initiated
  • Reuse of surplus office items encouraged through Finance and Administration’s Web inventory
  • Paper reduction campaign through double-sided printing and photocopying promoted through website and corporate newsletter
  • The Information Management Branch has made changes  regarding standards for more energy efficient monitors and the associated renewal period, which were approved by BIT.COM;
  • IMB undertook a comprehensive "Server Virtualisation and Consolidation" initiative, which should reduce the number of servers, and reduce power consumption;
All appropriate staff will have received training on Green Procurement Policy
  • All contract officers provided training on green procurement as part of their contract training
Increase in suppliers offering green products will be monitored
  • Clients will be encouraged to ensure that future supply arrangements and standing offers negotiated by PWGSC with suppliers address desired environmental criteria
Spending data will be assessed and baseline for future purchases established
  • Implementation of Green Procurement Policy is monitored and enforced
  • As part of a redesign of the IM/IT Investment Proposals, information regarding how initiatives support SD objectives was added to the template for all IM/IT investment proposals (ref: new template). The information provided in these proposals was subsequently used in a new investment selection criteria which now takes into consideration SD objectives (ref: new evaluation sheet).
Other
  • IMB has worked towards improving the infrastructure to support tele-working (for example, the implementation of crypto cards, and enhancements to remote access)

The tabling of the current strategy provided renewed impetus to consider how sustainable development might be integrated into the operations of the department.  This resulted in the establishment of a departmental steering committee and departmental networks for each of the three SD objectives.  The SD secretariat was also reorganized to include a legal counsel to focus on the first objective relating to the provision of legal services.

During 2007-08, the Office of the Auditor General conducted an audit of the implementation of the department’s SD strategy.  The audit report and recommendations have had a significant impact on implementation activities, particularly resulting in a review of the strategy itself.  This review has led to the conclusion that, although the strategy is fundamentally sound, there are weaknesses in some of the performance indicators.  The current implementation plans accordingly focus on indicators involving activities that will produce clear results.  Activities related to indicators that cannot be accomplished or are not aligned with the business of the department are not being pursued.

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Economic Development Agency of Canada for the Regions of Quebec

Table 12: Sustainable Development Strategy

The 2007-2010 Sustainable Development Strategy (SDS) forms an integral part of the Agency’s strategic directions for the years 2006 to 2011. This fourth SDS centres on activities relating to the Agency’s mandate and operations. Integrated as well with the federal approach to sustainable development, this action plan for 2007-2010 targets objectives common to all federal departments and agencies as well as those specific to the Agency’s own mandate.

The following tables illustrate the Agency’s commitments and achievements with respect to the 2007-2010 Sustainable Development Strategy. The Agency intends to place greater emphasis on sustainable development in its decision-making process by, most notably, incorporating Strategic Environmental Assessment (SEA) into its governance mechanisms and applying a sustainable development management system, as well as in its staff empowerment activities to help employees develop competencies to guide promoters with respect to sustainable development.

In 2007-2008, the Agency established specific performance indicators for sustainable development to measure strategy commitments. These indicators will make it possible to record both the number and type of projects related to sustainable development as of 2008-2009. Moreover, a sustainable development diagnostic tool is being prepared to enable business office advisors to identify these projects and incorporate them into the results.

Agency’s goal with respect to governance:
Reinforce governance and decision-making to support sustainable development

Government of Canada objective Performance measurement Agency results achieved in 2007-2008
Governance for sustainable development Review of departmental commitments contained in the plans The SEA process has been applied to programs and a SEA procedure is pending approval.
Annual plan for monitoring the commitments of the fourth SDS approved by senior management as well as progress of results The terms of reference for a sustainable development committee have been established. This committee should be in place in 2008-2009.

Agency’s goal with respect to empowerment:
Continue empowering personnel with respect to sustainable development

  Performance measurement Agency results achieved in 2007-2008
Implementation of a diagnostic tool in business offices Development of a diagnostic tool is under way and should be distributed to business offices in autumn 2008-2009.
Staff participation in training sessions Training has been given to business office advisors on the use of the new performance indicators, including those pertaining to the SDS.
Survey on satisfaction concerning timeliness of training No specific training on sustainable development has been given. Consequently, no survey has been conducted.
Compilation of information on sustainable development The performance indicators on sustainable development will be used as of 2008-2009, thus enabling compilation of relevant data.

A sustainable development component for the Agency intranet site is being prepared.

Agency’s goal with respect to Vitality of communities:
Support communities so they contribute to a prosperous, sustainable economy

Government of Canada objective Performance measurement Agency results achieved in 2007-2008
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 This performance measurement will be put into effect as of 2008-2009.
Number of sustainable development initiatives and projects carried out in communities This performance measurement will be put into effect as of 2008-2009.
Case study conducted to more accurately identify the impact of initiatives or projects on communities’ development No case study has been conducted.
Number of projects and activities supporting green entrepreneurship This performance measurement will be put into effect as of 2008-2009.
Number of tourism projects that take sustainable development into account. This performance measurement will be put into effect as of 2008-2009.

Agency’s goal with respect to Competitiveness of SMEs and regions:
Contribute to enhancing the performance of Quebec SMEs and regions with respect to sustainable development

Government of Canada objective Performance measurement Agency results achieved in 2007-2008
Clean air

Reduce greenhouse gas emissions

Sustainable development and use of natural resources
Number of Enviroclubs established Two Enviroclubs were established.
Number of enterprises participating in Enviroclubs Thirty manufacturing SMEs were sensitized.
Number of synergy initiatives carried out This activity has not been measured.
Number of eco-design diagnostics of existing products carried out Twenty-one enterprises benefited from an eco-design diagnostic.
Number of green products, services and technologies commercialized. As at September 30, 2007, 23 projects had been or were in the process of being completed.

Agency’s goal with respect to greening of operations:
Reduce greenhouse gas emissions and resource use

Government of Canada objective Performance measurement Agency results achieved in 2007-2008
Motor vehicle fleet

Clean air

Reduce greenhouse gas emissions
Greenhouse gas emissions are estimated from annual fuel consumption reports (from the automotive services supplier) and the number of kilometres travelled (from business offices). Based on our estimates, greenhouse gas emissions were reduced from 79,000 kg in 2006 to 67,000 kg in 2007.
The number of vehicles replaced with energy-efficient vehicles is compiled. During the year, eight vehicles were replaced with more energy-efficient models, one of which operates with hybrid technology.
Green procurement

Clean air

Reduce greenhouse gas emissions

Sustainable development and use of natural resources
Au 31 mars 2010 :
  • the number of equipment managers and employees responsible for purchasing who have followed training is compiled.
  • only recycled paper is purchased.


Training session on green procurement was given in March 2008.



Only 100% recycled paper is purchased.
A green procurement policy is in effect as of April 1, 2008. The Treasury Board policy is applied.
Business travel

Clean air

Reduce greenhouse gas emissions
A business travel policy is in effect as of April 1, 2008. The Treasury Board policy is applied.
Communication of green practices

Clean air

Reduce greenhouse gas emissions

Sustainable development and use of natural resources
Annually:
  • Articles published in the Agency’s in-house newsletter are compiled.
  • Leaflets published on the intranet are compiled.
  • Number of visitors to the leaflets on the intranet is compiled.
Two articles were published.

Two messages were published in the internal newsletter and posted on the intranet.

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Environment Canada

2007-2009 Sustainable Development Strategy

Environment Canada tabled its fourth Sustainable Development Strategy (SDS) for the period 2007-2009 in the House of Commons in December 2006. This is the first progress report on the Strategy.

Environment Canada's SDS 2007-2009 highlights for Canadians key commitments that the Department will undertake to strengthen the integration of sustainable development in the planning and delivery of our strategic outcomes. Commitments in the SDS focus on two key aspects of Environment Canada's approach to sustainable development: strengthening the Department's capacity to integrate social and economic considerations into our decision-making processes; and continuing to provide the environmental information, programs and services that enable Canadians to better integrate the true value of the environment into their decision-making. Environment Canada's SDS is aligned along four main goals:

  1. Canadians and their environment are protected from the effects of pollution and waste in support of a sustainable economy;
  2. Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians;
  3. 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; and
  4. Strengthened integrated decision-making in the delivery of departmental strategic outcomes.

The commitments made in the Strategy are fully integrated into the Department's results management framework to ensure that they remain a core element of the Department's planning, managing and performance reporting practices. This first report on progress for the 2007-2009 SDS outlines the results achieved up to March 31, 2008. The purpose of the SDS subsection is to apprise parliamentarians and Canadians of the results achieved and progress made during the first year of SDS implementation.

Environment Canada has made a number of important accomplishments under this Strategy. Detailed performance information is available at http://www.ec.gc.ca/sd-dd_consult/DPR2007Table_e.html . The Department's SDS 2007-2009 document is available at http://www.ec.gc.ca/sd-dd_consult/SDS2007/index_e.cfm .

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Fisheries and Oceans Canada

Sustainable Development Strategy

Sustainable development is central to DFO's vision and priorities, and the Sustainable Development Strategy (SDS) constitutes a core element of departmental planning. It outlines objectives and commitments for incorporating sustainable development into daily work, while offering DFO employees a practical working document that will help them attain results the Department has committed to achieving as part of its regulatory, operational and natural-resource management roles.

DFO clearly links sustainable development commitments to the Department's strategic outcomes and continues to make significant progress in ensuring that environmental, social and economic aspects are systematically considered in planning and policy development documents. DFO's Sustainable Development Strategy for 2007-2009 is an important tool to help the Department deliver on its mandate and guides the Department in terms of what it wants to achieve, what it will do to achieve those goals and how it will measure its results.

DFO's SDS metholodogy is based on the major elements of the Department's policy and program agenda as set out in the Strategic Plan, the results of consultations, and lessons learned from previous strategies. DFO's 2007-2009 SDS is organized according to the Department's three strategic outcomes and a fourth goal related to the impacts of DFO's operations on the environment:

  • Safe and accessible waterways;
  • Healthy and productive aquatic ecosystems;
  • Sustainable fisheries and aquaculture; and
  • Environmentally sustainable operations and management.

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 (s), including Greening of Government Operations goals, if applicable

The SDS departmental goal contributes to the following federal sustainable development goals:

  • Sustainable Development and Use of Natural Resources;
  • Governance for SD; and
  • Climate Change.

DFO's 2007-2009 Sustainable Development Strategy can be found on the DFO website.

 


Expected Results for 2007-2008 Supporting Performance Measure(s) Results Achieved for 2007-2008
Aquatic species at risk are protected or on the way to recovery
  • A positive evaluation that indicates overall support for the way DFO has developed and implemented the Species at Risk Program
  • The July 2006 Formative Evaluation of Federal Species at Risk (SAR) Program concluded that DFO has established an appropriate and effective management and administrative structure to support delivery of programs and activities related to the Species at Risk Act (SARA).
  • The evaluation also identified challenges for DFO related to recovery strategies; data deficiencies; resources; reliance on other partners and other governments that are dealing with their own internal issues related to lack of capacity, resources or commitment; and delays in the development of a coordinated federal policy and guidance framework to support SARA.
  • DFO has developed and implemented an Action Plan to address the evaluation's recommendations.
  • In 2007-2008, DFO embarked on a transformation initiative to further strengthen the management of the SAR Program to both respond to the 2006 evaluation and to meet the growing demands of SARA.
  • DFO will receive recommendations from stakeholders, and a response proposed to the Minister of Environment will follow
  • In 2007-2008, the government worked on developing its response to the recommendations of the First Round Table on SARA.
  • The Round Table was held in December 2006 (pursuant to section 27 of SARA).
  • DFO's SAR Program contributed to and participated in the development of the response, which is documented in an April 2008 report prepared by the Minister of the Environment.
  • The Round Table recommendations addressed five areas: Improving Efficiency and Accountability; Strengthening the Use of an Ecosystem Approach; Promoting a Conservation Legacy; Improving Consideration of Socio-Economic Factors in SAR Decision Making; and Facilitating the Engagement of Aboriginal Peoples.
  • Completion of recovery strategies that are in development by Recovery Teams
  • The status of aquatic species recovery strategies at the end of 2007-2008 was:
    • Total recovery strategies due: 37 (54 species);
    • Final recovery strategies posted: 26 (43 species);
    • Draft recovery strategies posted: 2 (2 species); and
    • Recovery strategies in development: 9 (9 species).
  • The SAR Program has experienced some delays in the development of recovery strategies because of ongoing consultations with affected stakeholders and complexities associated with the identification and protection of critical habitat.
  • The SAR Program is actively involved in initiatives to strengthen and enhance the development of recovery strategies.
The introduction of aquatic invasive species is minimized, and the impact of existing ones is remediated
  • 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
  • In support of the implementation of Canada's Action Plan to Address the Threat of Aquatic Invasive Species:
    • Conducted research to address high-priority species, pathways of invasion and geographic locations;
    • Undertook activities associated with the rapid response to newly discovered introductions;
    • Developed a database, methodologies and a tracking system to monitor aquatic invasive species; and
    • Developed a national standard for assessing the risk of aquatic invasive species and completed biological risk assessments for Chinese Mitten Crab, Green Crab, Bloody Red Shrimp and spiny-rayed freshwater fish.
  • Fully operationalized the Centre of Expertise for Aquatic Risk Assessment (CEARA). CEARA has been established to conduct biological risk assessments of high-priority aquatic invasive species.
Marine activities are proactively managed, and the health of Canada's oceans is preserved in collaboration with stakeholders
  • Committees established federally and in each Large Ocean Management Area
  • Regional Implementation Committees (RICs) or equivalents for all Large Ocean Management Areas (LOMAs) have been established. The three national Interdepartmental Committees on Oceans (ICOs) continued to support integrated oceans planning and management among roughly 20 federal departments and agencies. In 2007-2008, Oceans Directorate convened two meetings of the Directors General Interdepartmental Committee on Oceans.
  • Number of sectors represented on committees
  • Each RIC or equivalent has an average of 20 participating federal and provincial/territorial departments and organizations. Committee membership and meaningful relationships will continue to be developed.
  • Integrated Management Plans in place for all LOMAs
  • An Integrated Management Plan has been completed for the Eastern Scotian Shelf LOMA. Plans for the other LOMAs are in various stages of development.
  • Creation of at least three new MPAs
  • One new Marine Protected Area (MPA) was established in 2008 (Bowie Seamount, bringing the total to seven). As announced in Budget 2008, six new MPAs are to be designated within the existing Large Ocean Management Areas, and a national monitoring and reporting system will be implemented for all Oceans Act MPAs by 2012.
  • Management plans in place for designated MPAs
  • Management Plans for three MPAs have been approved, while management plans for another six MPAs are in progress.
A new aquaculture governance regime is developed
  • Percentage of negotiations completed with provinces and percentage of consultations undertaken with all stakeholders
  • The Department has developed and is implementing a new Aquaculture Program initiative that will focus on governance and regulatory reform, regulatory science, innovation, and certification and market access.
  • Ratification of the renewed aquaculture management framework by federal, provincial and territorial ministers
  • Approval of the initiative was delayed a year; no progress has been made on federal/provincial/territorial implementation agreements.
  • Number of federal/provincial/territorial implementation agreements signed
A new fisheries management governance model is developed to meet the needs of an evolving industry, recognizing principles of sustainable development, as well as the precautionary and ecosystem approach
  • Percentage of conservation frameworks that incorporate the precautionary and ecosystem approach
  • The conservation framework has been developed and is being implemented. Included in this framework is a tool that will help the Department monitor the implementation of key initiatives that incorporate an ecosystem and precautionary approach. Regions are developing priorities and targets that we will report on for 2008-2009.
  • Number of fisheries with self-rationalization programs
  • Rationalization, restructuring and combining initiatives flowing from summit and round table fora are under way across Atlantic Canada. Many fisheries are implementing, while others are still considering options. In the Pacific Region, rationalization initiatives are under way for Groundfish, Crab and Salmon fisheries. An inventory of existing initiatives and gaps will be developed in 2008-2009, and where required, self-adjustment programs in other regions will be developed and implemented in the coming three years. All fisheries are to be rationalized/restructured and have self-adjustment mechanisms in place by 2010-2011.
  • Completed guidelines for entering into such arrangements
  • Rules are currently developed on a fishery-by-fishery basis. An inventory of existing rules/guidelines and gaps will be developed in 2008-2009.
  • Completed national co-management policy framework
  • The current work plan foresees finalized and published co-management guidelines in place in 2010.
  • Number of roundtables, task groups and summits that address specific fisheries issues
  • Outside regular resource management sessions, more than 20 sessions have been held nationally to address specific fisheries issues, both conservation and socio-economic. Some of these initiatives began in 2006 and continue to be active.
  • Number of fisheries with stable sharing arrangements
  • Three fisheries had stable sharing arrangements in 2007-2008 (two in the Quebec region and one in the Maritimes region)
  • Number of disputes regarding access and allocation that are settled
  • Three disputes regarding access and allocation were settled in 2007-2008 (two in the Quebec region and one in the Maritimes region)
  • Number of education programs and communication and inter-governmental initiatives; number of partnerships and negotiated enforceable management measures; number of major case investigations
  • Data are not available for 2007-2008.
  • Establishment of administrative sanctioning regime
  • Quota reconciliation is currently implemented in 37 active fisheries for vessels over 65 feet long.
  • Expanded ticketing system
  • Data are not available for 2007-2008.
Strengthened collaboration with Aboriginal groups contributing to sustainable Aboriginal communities
  • Evaluation of trainee performance by service provider
  • Under the At-Sea Mentoring Initiative, 183 of the 220 deckhands and eight of the 43 wheelhouse trainees involved are "ready for work." Of the 35 wheelhouse trainees deemed "not yet ready," 20 were very close to (less than 10% below) the "ready for work" threshold.
  • Development and implementation of software, regional partnership funds and contribution agreements with participating First Nations
  • Nineteen Fisheries Operations Management contributions agreements signed.
  • Number of Aboriginal Fisheries Strategy contribution agreements
  • One hundred and forty-five Aboriginal Fisheries Strategy contribution agreements.
  • Number of groups with signed contribution agreements
  • Two hundred and thirty-three Aboriginal communities participating in the Aboriginal Fisheries Strategy.
  • Number of short-term Aboriginal Aquatic Resource and Oceans Management (AAROM) capacity-building contribution agreements
  • Sixteen short-term AAROM capacity-building contribution agreements.
  • Number of multi-year AAROM collaborative management agreements
  • Twenty-two multi-year AAROM collaborative management agreements.
  • Number of groups who have made the transition from capacity-building to collaborative management
  • Five groups have made the transition from capacity-building to collaborative management.
  • Number of groups with signed Aboriginal Inland Habitat Plan (AIHP) contribution agreements
  • Fourteen groups have signed AIHP contribution agreements.
  • Regional funding distribution (DFO and joint DFO and Environment Canada)
  • There are 25 groups with signed Aboriginal Funds for Species at Risk (AFSAR) contribution agreements.
  • AFSAR regional funding distribution is as follows: Pacific $220,800, Central and Arctic $146,002, Maritimes $157,405, Gulf $64,654 and Quebec $167,591.
Environmental impacts are taken into consideration in DFO's policies, plans and programs through the integration of a Strategic Environmental Assessment approach
  • 10% increase in the number of participants who have completed Strategic Environmental Assessment training and awareness sessions
  • In 2007, there was more than a 20% increase in the number of DFO participants in Strategic Environmental Assessment training and awareness sessions and activities.
DFO staff members understand and are able to respond to environmental concerns as part of their daily work, including environmental compliance requirements, when relevant
  • Module 1 and 2 completed by 2008
  • Module 1, "Environmental Awareness Training," is intranet based and available on the Office of Environmental Coordination website.
  • Module 2, "Greening Your Office," was developed and incorporated into the Environmental Awareness Training module.
A Canadian Coast Guard 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
  • Further integrate climate change, severe weather event and natural disaster considerations into the planning, risk management and operational readiness of Coast Guard response capabilities
  • The establishment of the Canadian Coast Guard (CCG) National Co-ordination Centre (NCC) was completed in Spring 2007. In the event of a major emergency, centralized co-ordination helps to ensure that CCG senior management has prompt, accurate information upon which to base decisions and support high-level Government of Canada decision-making.
  • As part of its Aids to Navigation of the 21st Century initiative, CCG has converted as many steel buoys to plastic and lighted buoys to light emitting diode (LED) technology as current technology permits, thus completing an SDS commitment that was planned for 2009-2010.
The impact of climate change issues on departmental business is better understood
  • Climate change considerations are integrated in the Report on Plans and Priorities and engage all sectors
  • DFO recognizes climate change affects many aspects of its Science activities and that understanding and predicting climate change and its impacts is important. The Department's Science Program has accordingly established the Climate Change Science Initiative (CCSI) to provide for a focus on national climate-change research priorities. Research under the initiative will start in 2008-2009 and will be aligned with three major themes:
    1. Understanding the role of oceans in regional climate;
    2. Assessing the effects of climate change on ecosystem composition, structure and function; and
    3. Investigating emerging issues that could affect ecosystem health.
  • DFO is leading six Canadian International Polar Year science projects and participating in five others to better understand the Arctic Ocean's role in global climate and the effect of climate variability and change on Arctic marine ecosystems.

 

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Health Canada

Table 9: Sustainable Development

1) Health Canada's Sustainable Development Strategy (SDS) Goals

Health Canada's new Sustainable Development Strategy (SDS) for 2007-2010 A Path to Sustainability builds on the success of the previous strategy, maintaining identical themes;

Theme 1: Helping to create healthy social and physical environments.

Theme 2: Minimizing the environmental and health effects of the Department=s physical operations and activities.

Theme 3: Integrating sustainable development into departmental decision-making and management processes and advancing the social pillar of sustainability.

Under theme one are 37 targets relating to clean air, clean water, sustainable communities, protection of the environment and human health and food safety. Under theme two are 11 targets on fleet management, building energy, procurement, training, business travel and environmental stewardship. Under theme three are 3 targets relating to the integration of SD principles into decision making. For each target there are associated outputs and outcome measures.

2) Federal Sustainable Development Goals

To strengthen coherence and accountability across departmental SDS's, six government wide, long term sustainability goals were developed in a process led by Environment Canada. Where possible, departments were asked to align their targets to the federal goals. The design of Health Canada's strategy underlines our commitment to this coordinated federal approach: 40 of our 51 targets are aligned to federal goals.


Long term sustainability goals
Federal Goal Number of corresponding HC Targets
I) Clean and secure water 7
II) Clean air 4
III) Reduced green house gas emissions 8
IV) Sustainable communities 17
V) Sustainable use of natural resources 1
VI) Improved decision making for SD 3

3) Departmental Expected Results, Actual Results and Measures for 2007-08

Our strategy extends over a three year period ending March 31, 2010. Each target has its own timeline for completion, some in the first year, some in the second and so forth. Some targets extend beyond the three year time frame. Below is a select list of targets by theme that were anticipated to be completed or have made significant progress by the end of the 2007-08 period.


Theme 1: Helping to create healthy social and physical environments.
Expected Results Actual Result & Measures
Target 1.2.2: Starting April 2007, development and application of water management plans by Health Canada to reduce the risks to health on passenger conveyances.

Supports Federal Goal I

Health Canada has developed and applied water management plans to reduce the risks to health on passenger conveyances. Potable Water Management Plans were approved and implemented with 9 major Canadian airline carriers, representing 80% of the Canadian industry.
Target 1.2.7: Starting April 2007, HC will coordinate tools to assist and support federal drinking water purveyor departments.

Supports Federal Goal I

Health Canada has coordinated tools to assist and support federal drinking water purveyor departments, including a federal information sharing network supporting increased awareness and collaboration.
Target 1.3.1: By March 2008, Health Canada commits to promoting sustainable development and environmental management via the distribution of an awareness package to all nursing stations across the country.

Supports Federal Goal IV

In 2007/08, "Taking Action for Sustainable Communities" fact sheets were distributed to all regions with nursing stations and the fact sheets were then distributed to 63 nursing stations across the country.
Target 1.3.3: By March 2010, Health Canada commits to conducting phase one environmental site assessments and environmental compliance audits at all health centres to identify and assess environmental issues as part of a broader campaign to reduce environmental and health risks at health facilities.

Supports Federal Goal IV

In 2007/2008, concurrent phase one environmental site assessments and environmental compliance audits were completed at 45 Health Centres located across the country and subsequently final reports outlining the findings were developed.
Target 1.3.8: PMRA will encourage the Canadian public to report pesticide incidents by implementing a process for voluntary incidents reporting by 2007.

Supports Federal Goal IV

In 2007-08 Health Canada encouraged the Canadian public to report pesticide incidents by implementing a process for voluntary incident reporting. Thus far, 1,100 incidents were reported by registrants and a web-based voluntary reporting form was recently posted on the web.
Target 1.3.12: Based on the results of CEPA categorization process, HC will undertake 5 risk management strategies from December 2006-July 2007 with the aim to complete approximately 15 risk management strategies annually thereafter to 2010.

Supports Federal Goal IV

Health Canada has prepared Risk Management Scopes for substances used in the Chemical Management Plan, based on the results of Canadian Environmental Protection Agency categorization process.


Theme 2: Minimizing the environmental and health effects of the Department's physical operations and activities
Expected Results Actual Result & Measures
Target 2.2.1: By March 2008, Health Canada commits to conducting energy audits at two health facilities to model energy fluxes in order to identify energy saving options.

Supports Federal Goal III

In 2007/2008, energy audits were conducted at three health facilities subsequently final reports outlining the findings were developed.
Target 2.4.1: HC will join with other government departments and the Canada School of Public Service to design and deliver new Government of Canada Sustainable Development training material.

Supports Federal Goal VI

2007-08 saw the development and launch of the first corporate SD training course at the Canada School of Public Service.  Health Canada lead the ten department initiative of the Interdepartmental Network on Sustainable Development Strategies (INSDS) to develop the curriculum. Over 50 analysts and planners have already taken the course
Target 2.6: By April 2008 Health Canada will develop a policy on responsible use of paper and a supporting action plan for implementation at the departmental level.

Supports Federal Goal V

The policy on the responsible use of paper has received approval and will be presented at the next Departmental Executive Council-Operations meeting for the final approval.


Theme 3: Integrating Sustainable Development into Departmental Decision-Making and Management Processes and Advancing the Social Pillar of Sustainability
Expected Results Actual Result & Measures
Target 3.1.1: By the end of 2008, as a pilot, HC will apply a sustainable development lens to select policies and programs.

Supports Federal Goal VI

During 2007-08 a draft SD lens for assessing policies and plans from an SD perspective was developed and piloted.  The pilot was conducted on two files in the Health Policy Branch with complex social and economic dimensions. The lens was also informally piloted on early drafts of the Health Canada Science and Technology Strategy.
Target 3.1.2: By the end of 2008, Health Canada will convene a workshop on the social aspect of sustainable development to help frame SDS V. An initial round of internal consultations for SDS V was conducted in early 2008 on topics including gender, vulnerable populations and global health security. Approximately 50 staff participated.
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Human Resources and Social Development Canada

TABLE 9: Sustainable Development Strategy

Human Resources and Social Development Canada's Sustainable Development Strategy was tabled in Parliament on December 20, 2006. The strategy has a two-pronged approach: it focuses on the application of a sustainable development lens while developing policies and programs through a select number of Signature Projects and Greening Operations initiatives associated with day-to-day operations. 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 our approach to sustainable development in policy making and program design.

The departmental Green Operations involve twenty-four activities such as infrastructure energy saving initiatives, energy conserving lighting, decreasing our 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.

Human Resources and Social Development Canada's longer term approach for this Sustainable Development Strategy is to select a focused number of meaningful projects to advance sustainable development knowledge from the policy and program design perspective 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. HRSDC will undertake 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.

Over the last year, the implementation of the departmental Sustainable Development Strategy was improved in a number of ways.

The governance structure was strengthened with the nomination of Sustainable Development Champions for both the policy and program components, and the green operations. The role of these Champions is supported by the Corporate Planning and Accountability Directorate for the Department and the Strategic and Business Planning Division of the Policy, Partnerships and Corporate Affairs Directorate for Service Canada.

A Sustainable Development Strategy network was created, which includes activity leads, individuals who support sustainable development activities and representatives from the Corporate Planning units. The Sustainable Development Strategy network is a prime way to provide broad functional support. For instance, at the Departmental Planners Workshop in March 2008, the lead responsible for sustainable development for the Quebec region shared information and animated a discussion about best practices, achievements, upcoming initiatives, and other sustainable development related issues of interest across the departmental planning community. Through a series of other effective communication practices, awareness campaigns, training of policy analysts, and monitoring of related activities, the Department is providing a robust foundation to the implementation of the Strategy.

Through concerted efforts, departmental plans, activities and expected results increasingly reflect sustainable development concerns. For instance, branch business planning guidelines used across the Department now incorporates a sustainable development lens, to help broaden the business planning process. An Sustainable Development Strategy "lens" is also being included in the Human Resources and Social Development Canada's Policy Development Guide, which is currently in development. The creation of the Sustainable Development Course: Turning Principles into Practice, to which the Department contributed, and now delivered by the Canada School of Public Service, is regularly promoted through internal communications to attract policy analysts, program managers and planners to take the training.

Finally, performance information is collected on a regular basis to monitor progress against Sustainable Development Strategy commitments. The current Sustainable Development Strategy performance information is based on a results chain that links its short-term activities and outputs with long-term outcomes and establishes clear linkages between the Department's sustainable development vision, government-wide sustainable development priorities and departmental priorities, planned activities, and short, medium and long-term outcomes. As of March 31, a status report on Signature Projects and Green Operations was completed and will be presented at an upcoming Executive Management Committee by the Department's Champions.

Activities related to Green Operations are monitored on a quarterly basis. The Service Canada Corporate Reporting Scorecard provides year over year indicators related to sustainable development activities and provides the foundation for reporting.


Departmental Sustainable Development Strategy Vision: Advancing sustainable development by supporting a strong, inclusive labour market and society, and by being an example of sustainability in the provision of Government of Canada services to Canadians in a manner that reduces the impact on the environment.
SD Priority Federal SD Goal and Government-wide Outcomes Department Activity Department's Expected Results for 2007-2008 a Supporting Performance Measures Achieved SDS Departmental Results for 2007-2008
Building Energy 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

Energy Conserving Lighting Initiative

Decreasing our office equipment energy use

Recycling Initiative

Increase use of energy conserving lighting

Reduced energy use for building office equipment

Increased volume of recycled materials

Percentage of planned refits or fit ups for both offices and Service Canada Centres that incorporate a building control system (to automatically shut off lighting) and / or energy efficient bulbs.

Performance measures for the activity are currently being approved

Percentage of planned refits or fit ups of offices that incorporate recycling centres that accept plastics and / or a battery recycling program.

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Reduction in Vehicle Emissions Goal 3: Reduce greenhouse gas emissions

3.3.1 Emissions are reduced

Fleet Optimization Initiative

Carpooling Initiative

Vanier-Portage Shuttle Bus Service

Eco-driving Initiative

Reduced vehicle fleet Green House Gas emissions

Increased carpooling

Increased sustainable vehicle usage awareness among staff

Performance measures for the activity are currently being approved

Performance measures for the activity are currently being approved

Performance measures for the activity are currently being approved

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Green Procurement Goal 5: Sustainable Development and Use of Natural Resources

5.3.1 Environmentally sustainable use of natural resources is promoted

Green Hotel Usage Initiative

E-Waste Initiative

Sustainable Procurement Initiative

Regional Offices Phonebook Reduction Initiative

Increased departmental purchases of 'green' or sustainable products or services

Increased procurement with E-Waste clause

Increased departmental purchases of 'green' or sustainable products or services

Reduced acquisition of paper materials by moving to online directories

Performance measures for the activity are currently being approved

Performance measures for the activity are currently being approved

Performance measures for the activity are currently being approved

Performance measures for the activity are currently being approved

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Green Processing Goal 5: Sustainable Development and Use of Natural Resources

5.3.1 Environmentally sustainable use of natural resources is promoted

Processing Automation Initiative

Simplification of Program Delivery Document Requirements

Paper Reduction Initiative

Reduced energy and paper use through service process automation

Decreased service delivery processing requirements

Reduced quantity of paper is used for printing

Number of service offerings available electronically (information and transactions)

Number of Service Canada Internet visits (servicecanada.gc.ca)

% of Employment Insurance applications received via internet

% of Records of Employment received via internet

% of EI claimant reports received via internet

% of Canada Pension Plan/Old Age Security/Employment Insurance benefits paid via direct deposit

% of CPP basic online retirement application

% increase/decrease of Tax Information Slips on-line viewed on-line (TISO)

% increase/decrease of Statement of Contribution View viewed on-line (SOCV)*

% increase/decrease of View Update Personal Information (VUPI)* accessed on-line

# of electronic tools for In Person staff to gather information from claimants accessible on Intranet (checklists)

% of EI applications received via internet

% of Records of Employment received via internet

% of EI claimant reports received via internet

% of CPP/OAS/EI benefits paid via direct deposit

% of CPP basic online retirement application received via internet

Performance measures for the activity are currently being approved

76 (As of March 1, 2008

6,174,137 (As of March 1, 2008)

96.1% out of 653,774 EI applications received (As of March 1, 2008)

37.1% out of 742,362 Record of Employment received (As of March 1, 2008)

47.3% out of 5,101,095 EI claimant reports received (As of March 1, 2008)

85.7% out of 30,697,300 benefits paid (As of March 1, 2008

26.89% out of 57,763 basic CPP retirement applications (As of March 1, 2008)

28.8% increase from 22,867 initial (As of March 1, 2008

20.5% increase from 24,922 visits the previous year (As of March 1, 2008

22.4% increase from 4,120 visits the previous year (As of March 1, 2008)

51 (As of December 1, 2007

96.1% out of 653,774 EI applications received (As of March 1, 2008)

37.1% out of 742,362 ROE received (As of March 1, 2008

47.3% out of 5,101,095 EI claimant reports received (As of March 1, 2008)

85.7% out of 30,697,300 benefits paid (As of March 1, 2008)

26.89% out of 57,763 basic CPP retirement applications (As of March 1, 2008)

Reporting will begin in Fall 2008

Collaboration with Communities 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

Promoting Environmentally Friendly Service Delivery Channels

Strengthening Environmental Assessment Function

Encouraging Staff Volunteerism in Local Communities

Facilitating Recycling in Service Canada Centres

Reduced mail processing

Funding proposals are pre-screened

Increased number of volunteering activities by employees

Increased volume of recycled materials in Service Canada Centres

% of on-line applications compared to total applications

% of applications processed by phone compared to total applications

% of direct deposits compared to total payments

Performance measures for the activity are currently being approved

Performance measures for the activity are currently being approved

Percentage of planned refits or fit ups of Service Canada Centres that incorporate recycling centres

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Reporting will begin in Fall 2008

Signature Projects 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 cleanup of federal contaminated sites)

Partnership - Promote work with the Environmental Career Organization:

Building Environmental Aboriginal Human Resources Growth Phase 1 Project

Contaminated Sites Labour Market Study Supply Side

Knowledge - Develop the pilot website - "Indicators of Well-being in Canada"

People -Supporting Signature Projects with the Pan-Canadian Innovations Initiative:

British Columbia Reclamation and Prospecting Teams project

New Brunswick Partners Building Futures project

Results of the national steering committee and advisory groups guide the subsequent phases of the project

Preliminary findings of the project are reported

Key "Indicators of Well-being in Canada" are made available for policy, program and service delivery improvement

Participants gain skills and have a positive perception of the mineral exploration, mining, and environmental protection sectors as a source of employment

Assisting and encouraging participating women formerly on Social Assistance to continue apprenticeship training in order to obtain employment as skilled journey-persons in non traditional trades

  Environmental Monitor training has been offered or is scheduled to be offered in 11 of Canada's 13 jurisdictions

To date, 16 organizations have been licensed as trainers and at this time 12 are active

There have been 351 students registered in the program and 29 are currently in class

24 course offerings have been completed, 2 are ongoing and 3 are scheduled for upcoming delivery

Three new curriculum are being developed : Environmental Site Assessment Assistant- scheduled for the first delivery in April 2007; II Water and Waste Water small Systems- in development and Local Environmental Coordinator- scheduled For September 2007 completion

The research report was submitted in March 2008

Information was shared at a workshop held in Yellowknife in February 2008, attended by employers, AHRDA holders, government representatives and other stakeholders

Launch and pilot testing of site within Human Resources Social Development Canada (January 2007) Release of site to other government departments (April 2007) Release of website to the general public (January 10, 2008)

Planned activities
On-going periodic updates of indicators; development of new indicators; release of Special Reports on the website

Completion of training with the first cohort

50 participants from the first cohort completed the training

40% of the participants have industry related employment

8% of participants have found resource related employment

10% of participants employed in other sectors

16% of participants returned to school

Second cohort scheduled to start in May of 2008 (50 participants)

First and Second intakes of the project are now complete. No new participants will enter the program

19 participants are still in the program from the first intake, 19 from the second

Partners Building Futures had maintained its original purpose of introducing women on Social Assistance to the advantages of post-secondary training environment and the developing an attachment to the labour force

Project is still operating in 3 locations: Saint John, Fredericton and Moncton

7 individuals are currently employed, including 3 who have entered an apprenticeship agreement with an employer

Amendment underway to decommit $111,365. The new total contribution amount on the part of HRSDC will be $2,128,847

Strengthened Management Measures Goal 6: Governance for Sustainable Development

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

6.1.2 Clear and effective governance mechanisms to integrate sustainable development in decision making, e.g., SEA

Identification of Champions for Sustainable Development

Development of an Action Plan to implement the Sustainable Development Strategy

Development of a internal Communication Plan

Organizing lectures and other awareness activities in the Department

Delivery of Sustainable Development Leadership training course modules for policy analysts in partnership with Canada School of Public Service and Health Canada

Conducting Training Sessions with Administrative Assistants for green procurement

Reporting results to the Parliament

Champions for Sustainable Development are identified and play a leadership role to implement the Strategy

Action Plan is developed with milestones and timelines for the deliverables in the Strategy

Employees of the Department learn about various aspects of the Strategy

Increased levels of awareness is created among the employees

Sustainable development training modules for policy analysts are developed to start the training process

Increased awareness is created among administrative staff for green procurement

Through departmental reporting processes, results are reported to the Parliament

  The governance structure was strengthened with the nomination of Sustainable Development Champions for both policy and program components, and the green operations.

A status report including next steps was presented at senior management committees

An internal communication plan was initiated with a completion date in 2008-2009

Awareness campaigns and information booths during Environment Week and Earth Day were established.

An SDS network was created, which includes activity leads, individuals who support sustainable development activities and representatives from the Corporate Planning units. The SDS network is a prime way to provide broad functional support. For instance, at the Departmental Planners Workshop in March 2008, the lead responsible for sustainable development for the Quebec region shared information and animated a discussion about best practices, achievements, upcoming initiatives, and other sustainable development related issues of interest across the departmental planning community.

The creation of the Sustainable Development Course: Turning Principles into Practice, to which HRSDC contributed, and now delivered by the Canada School of Public Service, is regularly promoted through internal communications to attract policy analysts, program managers and planners to take the training.

Finally, performance information is collected on a regular basis to monitor progress against SDS commitments. The current SDS performance information is based on a results chain that links its short-term activities and outputs with long-term outcomes and establishes clear linkages between the Department's sustainable development vision, government-wide sustainable development priorities and departmental priorities, planned activities, and short, medium and long-term outcomes. As of March 31, a status report on Signature Projects and Green Operations was completed and will be presented at an upcoming Executive Management Committee by the Department's Champions.

Activities related to Green Operations are monitored on a quarterly basis. The Service Canada Corporate Reporting Scorecard provides year over year indicators related to sustainable development activities and provides the foundation for reporting.


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Indian and Northern Affairs Canada and Canadian Polar Commission

Sustainable Development Strategy

Indian and Northern Affairs Canada (INAC) has now completed the first year of implementation of its Sustainable Development Strategy (SDS). The Strategy has two areas of focus: 1) Supporting Sustainable Communities — focused on both external programming around planning, community development, and environmental stewardship for First Nations, Métis, and Northerners; and 2) Building a Culture of Sustainability — focused on further enhancing the sustainable development (SD) of internal operations.

The Strategy consists of fifteen result-oriented commitments, most of which are also reflected in INAC’s strategic outcome plans. The targets have been reported on in the Report on Plans and Priorities and also in this performance report. All commitments support one or more of the Federal SD goals and Greening Government Operations (GGO) goals. A separate detailed annual progress report is also produced by the Department and submitted to the Commissioner on Environment and Sustainable Development.

Varying levels of progress have been made on the fifteen commitments in the Strategy over the past year, with two targets experiencing challenges. The development of Comprehensive Community Planning (CCP) strategy has not made any progress. The development of a Departmental Environmental Management System (EMS) has been modified to focus on developing an EMS for department-owned material and real property. Completion of all commitments is still expected by the end of the Strategy period. Highlights include:

  • significant progress on examining quality of life in remote communities;
  • the launch of two climate change programs : the ecoENERGY for Aboriginal and Northern Communities program (which has provided funding support of more than $1.6 million for 13 projects), and the Aboriginal and Northern Climate Change Adaptation Strategy;
  • significant social investments including $55.6 million for five new shelters and increased support for existing ones, over $70 million for First Nations education, and a reduction in high risk water systems;
  • a focus on environmental initiatives including remediation of contaminated sites, implementation of the Environmental Performance Framework, and development of a green procurement policy for the Department; and
  • increased integration of sustainable development into internal operations.

Objective/
Commitment
Federal SD Goal Including GGO Goals SDS Departmental Expected Results for 2007–2008 Performance Measure from Current SDS Achieved SDS Departmental Results for 2007–2008
Supporting Sustainable Communities
Improved departmental and federal co-ordination and harmonization of program planning and implementation in support of long-term planning
The Comprehensive Community Planning (CCP) Strategy approved and implemented in collaboration with First Nations. Sustainable Communities Communication and awareness plans and activities.

CCP tool kit.

Baseline data available
Number of communities engaged in comprehensive community planning. Communication and awareness plans and activities are ongoing in five regions (British Columbia, Alberta, Saskatchewan, Atlantic, and Yukon).

British Columbia and Atlantic regions have developed CCP tool kits that they are sharing with other regions and First Nations.

No progress on developing Department CCP Strategy.

Preliminary baseline data is available: 109 communities engaged in CCP.
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. Sustainable Communities Partnerships, proposals, and funding.

Comparative data on remote communities and government policies.

Research results and recommendations.
Number of recommendations.

Number of recommendations acted upon.
Partnerships have been established within and outside the Department.

Some comparative data on remote communities has been assembled through a literature review.

Results of the literature review, a draft conceptual framework, and some regional/sectoral meetings have been collected.
Enhanced social and economic capacity in Aboriginal communities through educational and social programming
Graduate more Aboriginal learners from high schools and post-secondary institutions. Sustainable Communities New reformed programs and relationships.

System that will allow performance measurement and reporting.

A legislative framework and regional education.

Organizations for the delivery of second-level services participation rates.
High school graduation rates.

Post-secondary education.
Education authorities renewed for one additional year.

Special Education Program evaluation completed and an Action Plan produced to strengthen program evaluation, reporting, and performance.

Produced and commissioned a series of reports on education reform.

First Nations Jurisdiction over Education in British Columbia Act supports a tripartite partnership between British Columbia First Nations, the Province, and the Government of Canada.
Enhance the Family Violence Prevention Program (FVPP). Sustainable Communities Awareness campaign.

Professionally trained staff.

Four to five new shelters.
Number of families able to transition back into community.

Percentage of participants with increased awareness of personal safety situation.
FVPP is developing program brochures for stakeholders and clients.

$55.6M investment will be allocated to operational support and provide training opportunities for staff.

Plans announced for construction of five new shelters (Quebec, Ontario, Manitoba, Alberta, British Columbia).
Housing, water, and wastewater facilities to First Nations that meet standards applicable to other comparable Canadian communities
Increase the amount of affordable and suitable housing while building capacity to ensure effective management and control by First Nation communities. Sustainable Communities Twenty First Nations each year will develop the capacity to create home ownership initiatives. Number of First Nations with housing by-laws and land codes.

Percentage of First Nations houses that are owned by occupants.
Announced creation of the new $300M First Nations Market Housing Fund, to allow First Nation families and individuals greater access to market-based housing, including home ownership on reserves.

INAC and CMHC started a compregensive evaluation of the Governments’s role and performance in First Nation housing, and is considering policy alternatives to existing on-reserve housing programs.
Reduce the number of high-risk and medium-risk sites identified in the National Assessment of Water and Wastewater Systems in First Nation Communities. Sustainable Communities and Clean Water Remedial plans for high-risk systems, oversight operators who ensure operations and management of systems, and a regulatory regime for drinking water in First Nation communities. Reduction in the number of high- and medium-risk systems.

Increase in the number of certified operators.
Creation of 24-hour hotlines, through which circuit rider trainers provide oversight and technical support to First Nations.

Third-party provision contracting to provide additional oversight, supervision, and mentoring.

Remedial plans for all high-risk systems were developed and implemented.
Sound environmental practices in First Nation, Inuit, and Northern communities
Support development of energy management initiatives in First Nation, Inuit, and Northern communities. Greenhouse Gas (GHG) Emissions Reductions Greenhouse gas tracking report.

Project tracking report.
All INAC regions and sectors developed an approach to integration of renewable energy and energy efficiency in their business lines.

Number of Aboriginal and Northern communities with renewable energy or energy efficiency projects implemented.
Offered funding support for more than $1.6M with 13 projects approved.

GHG emissions tracking table keeps track of estimated GHG emissions saving over the project life cycle.

Project tracking table keeps track of all projects, whether proposed or funded.
Support development of First Nation, Inuit, and Northern communities to adapt to the impacts of climate change. Greenhouse Gas Emissions Reductions Support community level work. 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.

All INAC regions and sectors developed an approach to integration of climate change risk management in their business lines.
INAC supported key Northern and Aboriginal communities and organizations to identify impact and adaptation knowledge gaps, and to adapt needs and actions at the community level.

Integrated RMAF/RBAF was completed.
Reduce the number of contaminated sites south of 60. Sustainable Use of Natural Resources Approval of a three-year National Contaminated Sites Management Plan.

Approved funding from Federal Contaminated Sites Action Plan (FCSAP).
Regionally approved a three-year Contaminated Sites Management Plan.

Regionally submitted FCSAP applications.

A percentage decrease in Class I and Class II contaminated sites liabilities.
All regions have implemented a three-year Contaminated Sites Management Plan (identification and assessment of Class I and II sites; management and remediation of high risk sites; and sharing of best practices).

A three-year National Contaminated Sites Management Plan has been approved.

All regions submitted applications to FCSAP.

Funding from FCSAP approved for 2007-08 in the amount of $4,648,513.
Increase the number of Northern contaminated sites in remediation phase or completed. Sustainable Use of Natural Resources Contaminated Sites Management Plan.

Remediation plans.

Detailed work plans and quarterly reports.
Contaminated Sites Management Plan approved by Associate Deputy Minister.

Absolute number of sites in remediation phase or completed.
Contaminated Sites Management Plan drafted.

Regional plans developed for each territory.

Remediation completed at two sites.

Two sites have almost completed remediation, and nine sites are in Step Eight of the remediation process.

Annual detailed work plans are drafted to plan the remediation phase, and quarterly reports are completed to report on plans.
Building a culture of sustainability
Improved sustainable development integration within INAC
Raise awareness of sustainable development within the Department. Governance for Sustainable Development Communications plan.

Baseline data and comparison data.

Environmental Sustainability Network members and events.
Level of sustainable development awareness. Communications plan for tabling was implemented and an internal communications plan is in progress.

An external communications plan is drafted.

An SD awareness survey was conducted in March 2007.

Internet and intranet sites are being revised.
Improve the integration of the sustainable development considerations within the Department. Governance for Sustainable Development SDS commitments appear in strategic outcome (SO) plans.

Timely annual SD reports.

Strategy to improve linkages with SO tables.

Officers trained in SEA, electronic tracking registry for SEA.
SD reporting coincides with DPR reporting and SDS4 commitments are included annually in DPR and RPP.

Number of preliminary scans and SEAs completed.

The results of SEAs are reported on in all MCs and TB submissions.
Most SDS commitments appear in SO plans.

First Annual SD report in production.

A strategy to improve the linkage with the SO tables is in progress.
Promote sound environmental management practices into departmental operations
Implement IIABL’s Environmental Stewardship Strategy (ESS) Environmental Performance Framework through the integration of sound environmental management practices into IIABL departmental operations. Governance for Sustainable Development National fuel tank inventory.

National waste site inventory.

Standardized national policy and protocols on waste management.
A completed tank inventory database.

A completed waste site inventory database.

An approved IIABL Waste Management Policy.

An approved IIABL Environmental Performance Framework.
Waste site inventory is under development.

Fuel tank inventory is under development.

National policy on waste management remains in the very preliminary stages of development.
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 material and real property. Governance for Sustainable Development Baseline data regarding the environmental impacts of department-owned material and real property is collected. Policies and procedures for department-owned material and real property are updated and comply with federal requirements.

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

Results of EMS for department-owned material and real property are quantified and reported.
Amended commitment 2.3.1 approved.
Develop and implement a Green Procurement Strategy for INAC. Governance for Sustainable Development A Green Procurement Policy and supporting guidance, tools, training, and awareness is created and promoted throughout the Department. The dollar value and quantity of green procurement is documented.

Historical data and rates of consumption between past years and the current year are measured and documented.
Literature review of green procurement and related issues completed.

Preliminary model of a simplified process map of the procurement process was drafted.

Terms of reference for an expert level working group on green procurement drafted.

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Industry Canada

Table 7: Sustainable Development Strategy

A Sustainable Development Strategy (SDS) is a departmental strategy required by the Auditor General Act to advance the government’s commitment to development that meets the needs of the present without compromising the ability of future generations to meet their own needs.

The theme of Industry Canada's Sustainable Development Strategy 2006–09 (SDS IV), which was tabled in Parliament in December 2006, is "to sell the sustainability value proposition." The Strategy seeks to further support efforts by the Department's partners and stakeholders to implement productivity-enhancing sustainability technologies and processes that can improve their economic, environmental and social performance.

The Strategy contains 26 action items spread across 11 branches in five sectors in the Department. The action items supporting the first strategic outcome — sustainability-driven technologies and commercialization — are related to renewable energy, the hydrogen economy, bio-refineries and vehicle fuel efficiency. Action items supporting the second strategic outcome, which aims to promote sustainability tools, practices, research and awareness, are related to corporate social responsibility, consumer policy research, sustainable “lean” manufacturing, sustainable “green” buildings, environmental industries, enhancing sustainable development in the curricula of post-secondary education, and recycling computers. The third strategic outcome aims to improve sustainability practices within Industry Canada, including by promoting training awareness of sustainable development, renewing the Strategic Environmental Assessment (SEA) for all policies, programs and plans of the Department, and further greening operations.

More information can be found on the Department’s Sustainable Development Strategy Website.

In 2006, prior to the preparation of the fourth round of sustainable development strategies, Environment Canada led efforts to improve coordination and consistency among departmental strategies. Through their Office of Greening Government Operations, Public Works and Government Services Canada led efforts to improve the Greening of Government Operations (GGO). As a consequence of this work, six federal sustainable development goals and three greening government operations goals were established. Ten action items within the Department’s Strategy will contribute to the following federal sustainable development goals:

  • Environmental Quality Goals
    • Clean and secure water for people and marine and freshwater ecosystems
    • Clean air for people to breathe and for ecosystems to function well
    • Reduced greenhouse gas (GHG) emissions
  • Sustainable Development Management Goals
    • A prosperous economy for communities, a healthy environment for current and future generations, and a vibrant and equitable society
    • Sustainable development and use of natural resources
    • Strengthened federal governance and decision making to support sustainable development

Satisfactory progress is being made on all the action items in the Strategy with a view to successful implementation by December 2009. For more information with respect to implementation of action items, please see the semi-annual progress reports.

 


Sustainable Development Strategy
1.  SDS Departmental Goal:

In support of a competitive economy, Industry Canada is positioned as a leader in supporting sustainable development technologies and practices for businesses and consumers.

The Strategy commits Industry Canada to pursue sustainability initiatives that will contribute to its three strategic outcomes:

1) Sustainability-driven technologies and commercialization: Increased development, commercialization, adoption and diffusion of environmental, energy and bio-based technologies.

2) Sustainability tools, practices, research and awareness: Increased use by firms, industries and institutions of sustainability and corporate social responsibility practices, and increased consumer awareness of sustainability issues.

3) Sustainability practices and operations within Industry Canada: Increased implementation of sustainable operations and practices and integration of sustainable development principles into departmental planning, performance measurement and evaluation frameworks.

2.  Federal sustainable development goal(s) including GGO goals, if applicable:
10 action items in Industry Canada’s SDS IV will contribute to the following federal sustainable development goals:

Environmental Quality Goals

  • Clean and secure water for people and marine and freshwater ecosystems
  • Clean air for people to breathe and for ecosystems to function well
  • Reduced greenhouse gas (GHG) emissions

Sustainable Development Management Goals

  • A prosperous economy for communities, a healthy environment for current and future generations, and a vibrant and equitable society
  • Sustainable development and use of natural resources
  • Strengthened federal governance and decision making to support sustainable development
3. Department’s Expected Results for 2007–08:

Given that the 26 action items in the Strategy are spread across 11 branches in five sectors, there was continued progress on the implementation of the action items, with a view to their successful completion by December 2009. To obtain information on progress already made with respect to implementation of some action items, please see Sustainable Development Strategy 2006–2009.

4. Supporting Performance Measure(s):

In support of the departmental sustainable development goal, the Strategy commits Industry Canada to achieving the following outcomes:
1) Increased sustainability-driven technologies and commercialization.
2) Increased sustainability tools, practices, research and awareness.
3) Increased sustainability practices and operations within Industry Canada.

5. Achieved SDS Departmental Results for 2007–08:

The results achieved in fiscal year 2007–08 are noted through the preparation of two reports to the senior management and posted on the sustainable development website. Results are as expected and good progress is being made in meeting commitments made to the Sustainable Development Strategy.

Please see Performance Report April 1, 2007–September 30, 2007.


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National Defence

Table 7: Sustainable Development Strategies

The following table includes a number of commitments made by National Defence to green its operations.  At the government-wide level, these departmental commitments are co-ordinated by the Office of Greening Government Operations (OGGO) at PWGSC, which includes work toward common governance, measurement, and reporting methods across departments.  In summary, the four overarching Strategic Commitments aim to protect the health of ecosystems; protect human health and the environment through the responsible management; protect the atmosphere through reduction in emissions; and integrate environmental considerations fully into Defence management processes, systems and activities.  Of the total number of supporting strategic commitments, none were exceeded, 1 was met, 11 are on track, and 4 were not satisfactory. The three Sustainable Development Strategies (SDS) 2000/2003 Legacy Targets were not met.


Points to Address

Departmental Input

1.  What are the key goals, objectives, and/or long-term targets of the SDS? The key goals and overarching Strategic Commitments of Defence’s SDS 2006 are to:
  • protect the health of ecosystems through the sustainable use of training areas;
  • protect human health and the environment through the responsible management of hazardous materials and addressing departmental contaminated sites;
  • protect the atmosphere through reduction in the Ozone Depleting Potential of in-service systems and equipment using halocarbons and reduce Green House Gas emissions; and
  • integrate environmental considerations fully into Defence management processes, systems and activities through integration of sustainable buildings concepts into the design process, and promulgate a Defence Green Procurement policy.
2.  How do your key goals, objectives, and/or long-term targets help achieve your department’s strategic outcomes? Defence SDS 2006 looks further out than the 3-year cycle of the strategy itself.  The Strategic Commitment on sustainable military training areas for instance spans the period 2003 to 2010, continuing its support of resource conservation, sound environmental stewardship and good governance.  Defence is the government’s largest employer and consumer of goods and services and is one of the largest landholders.  As such, the Department acts in compliance with the Government of Canada’s administrative and governance policies, legislation and regulations, and contributes to broader government priorities through responsible stewardship of the assets with which it has been entrusted.

Furthermore, in addition to the traditional Strategic Commitments contained in the Defence strategy, SDS 2006 also contains four Monitoring Commitments (commitments to report on government priorities, such as water consumption) and three Legacy Targets (targets that were not met in SDS 2000 or SDS 2003, but on which the Department will continue to report until the targets are fully achieved).

3.  What were your targets for the reporting period? Sixteen Strategic Commitments are set out in Table 1 of the Defence SDS 2006supporting the key goals listed above.
4.  What is your progress to date? For the first year of reporting on SDS 2006:

1 Strategic Commitment has been met: SC.3.1. (Supporting the federal Green Procurement agenda);

11 Strategic Commitments are on track: SC.1.2. (Developing urban forest policies, and implementing Urban Forest plans at all affected bases); SC.2.2. (Improving the Department’s understanding of the feasibility of  “bundled” Energy Performance Contracts and sharing the lessons learned with federal colleagues); SC.3.2. (Developing and integrating where appropriate Green Procurement modules and messages into all existing training); SC.3.3. (Eliminate or reduce 30% of specified nationally procured high-risk hazardous materials (HRHM) from use by 31 March 2010 from a baseline of 31 March 2007); SC.3.4. (Acquiring, using and maintaining greener vehicles); SC.3.5. (Reducing vehicle GHG emissions by 15% within the commercial pattern on road vehicle departmental fleet by 31 March 2010); SC.3.7. (Minimizing the environmental liability associated with bulk petroleum fuel storage infrastructure and distribution assets); SC.4.1. (Reducing disposal of waste fuel by 31 March 2010); SC.4.3. (Reduce the contaminated sites liability by 7% per year from a baseline of 31 March 2006); SC.4.4. (Reducing the weight of halocarbons by 5% in in-service systems and equipment as expressed by their Ozone Depletion Potential per year by 31 March 2010 from a baseline of 31 March 2004); and, SC.4.5. (Reducing Greenhouse Gas (GHG) emissions by 134.9 kilotonne carbon dioxide equivalent by 2010 from 1998 baseline); and,

4 Strategic Commitment are not satisfactory: SC.1.1 (Measuring the sustainability of military training areas and managing them accordingly); SC.2.1. (Expanding the integration of the Green Building concept into the total design process); SC.3.6. (Piloting a managed print solution); and, SC.4.2. (Reducing the long-term impact of releases to the environment by: Increasing the recovery of lead by 5% from 2003/2004). Measuring the sustainability of military training areas and managing them accordingly.

None of the three SDS 2000 Legacy targets, also pursued during SDS 2003, were met: SDS 2000 target A.3. (Develop and implement Integrated Pest Management (IPM) Plans at all Bases /Wings); SDS 2000 target B.1. (Develop and implement Hazardous Material Management Plans at all Bases/Wings/Organizations); and, SDS 2000 target D.1. (Implement Environmental Management Systems).  While there has been some progress on each of the Legacy targets during this reporting year, 100% completion has yet to be achieved.

5.  What adjustments have you made, if any? (To better set the context for this information, discuss how lessons learned have influenced your adjustments.) With the first year of the three-year reporting cycle for SDS 2006 completed, the Department continues to refine the content of business planning and functional guidance tools to promote innovative activities, including sustainable building, and cost-saving and environmentally sound activities, such as energy performance contracting. National Defence is concerned with the continuing failure to address problematic areas, for instance the rationalization and upgrading of fuel storage tanks.  Many of the lessons learned from these initiatives have been formalised within the new (SDS 2006) iteration of the Defence SDS.  In fact, lessons learned during the process of SDS 2003 have led the Department to include the three targets that were not reached in FY 06/07 as commitments in SDS 2006 to further improve the Department’s understanding of and performance on these issues.  The failure to “close the book” on the SDS 2000 Legacy Targets during this SDS cycle is a cause for increasing concern.

Source:  Assistant Deputy Minister(Infrastructure and Environment) Group

Status of Fuel Storage Tanks on DND Land

As required under the Canadian Environmental Protection Act (CEPA), Part IV, Registration of Storage Tank Systems for Petroleum Products and Allied Petroleum Products on Federal Lands Regulations, this report provides the information set out in Schedule II of the aforementioned regulation, updated to December 16, 2006.

The following number of aboveground storage tanks systems:

Are registered with DND: 931 (DND owned 901, non-DND 30).

DND owned systems that comply with the Federal Aboveground Storage Tank Technical Guidelines: 158

DND owned systems that do not comply with the Federal Aboveground Storage Tank Technical Guidelines: 222

The following number of underground storage tank systems:

Are registered with DND: 951 (DND owned 201, non-DND 750).

DND owned systems that comply with the Federal Underground Storage Tank Technical Guidelines: 78

DND owned systems that do not comply with the Federal Underground Storage Tank Technical Guidelines: 25

Explanatory Note:  DND maintains a consolidated record of all registered storage tanks in a national database.  Due to data gaps in this consolidated record, it was not possible to determine compliance with the applicable Technical Guidelines for 521 aboveground tanks and 98 underground tanks (DND owned).

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Natural Resources Canada

10. Sustainable Development Strategy

Natural Resources Canada's Sustainable Development Strategy (SDS), Achieving Results, was tabled in Parliament in December 2006. The document is NRCan's action plan for sustainable development and sets out three long-term goals, long-term objectives, intermediate outcomes and targets.

The table below reflects the progress achieved against the SDS targets scheduled for completion by March 31, 2008 and linkages to the department's Program Activity Architecture and intermediate outcomes. Detailed progress reports on all of NRCan's SDS 2007–2009 targets are available at: http://sd-aims.nrcan.gc.ca/. Further information on the department's performance by program activity/intermediate outcome can be found in Section II of the Departmental Performance Report for the period ending March 31, 2008 at http://www.tbs-sct.gc.ca/est-pre/estime.asp.


SDS Goal 1: To enable Canada's natural resource sectors to contribute to a competitive economy and advance positive social and environmental outcomes
Expected Results for 2007–08 Performance Measure(s) Achievements for 2007–08 NRCan 2007–08 Program Activities/Intermediate Outcomes
Develop a forest community program to provide knowledge, tools and best practices on landscape-level decision-making and other means to build adaptable and self-sufficient rural communities. (SDS Target 1.1.1.1) Number of new community-based partnerships and initiatives launched. Treasury Board approval for the Forest Communities Program (FCP) was obtained. Fifty-eight full proposals were received in response to the Call for Proposals. These were reviewed by an external, interdisciplinary Proposal Review Team, recommendations were provided to department.

Twelve multi-year contribution agreements (funding agreements) were signed with 11 forest communities program sites and one national organization. Strategic plans and annual work plans have been approved and funding is flowing to all twelve partnerships. A second meeting of all contribution agreement recipients was held in February in Winnipeg, with a view to enhancing collaboration between individual sites.

Sustainable Forest – Forest-dependent communities have choices and options for economic opportunities
Provide online access to all National Topographic Series (NTS) maps in digital format via NTS On‑line. (SDS Target 1.2.3.1) Percentage of sample files available in test-ready in pdf and tiff formats. Work to convert all paper NTS maps into an electronic format suitable to publish on the Internet has been completed. The Internet application to deliver the maps is now available for public viewing and downloading.

In FY 2007–08, there were 841 NTS map files colour corrected, bringing the total percentage of colour correction completed to 55%.

Earth Sciences – New economic opportunities created for Canadians
Provide online access to one million aerial photos from the National Air Photo Library's (NAPL) asset via NAPL On‑line. (SDS Target 1.2.3.2) Number of aerial photos available on NAPL On-line Web tool. NRCan's NAPL contains over 6 million air photos in film or paper format. More than 700,000 paper and film photos have been converted to electronic format to publish on the Internet and 315,000 photos are available online (http://airphotos.nrcan.gc.ca/prod_e.php). Program efforts are focused on continuing the conversion to electronic format for the remaining photos and are concentrated on the most in‑demand photos.

For 2007–08, 183,755 photos were scanned for a total of 689,000. The objective of this project was to scan one million photos total. However, due to shift in priorities, this project was slowed to ensure delivery on the full range of priorities facing the program. As of March 31, 2008 there were 375,000 photos available online.

Earth Sciences – New economic opportunities created for Canadians
Develop an integrated portfolio of research activities to improve understanding of national large-scale disturbance patterns and the impacts of climate change on forest function and productivity to assess the capacity of forests and the forest sector to adapt to climate change. (SDS Target 1.2.5.1) Design and implement a forest research agenda on climate change impacts and adaptation. External consultations took place as planned from January to September 2007 with the following groups:
  • Forest Sector Sustainability Table;
  • Canadian Council of Forestry Ministers (CCFM); and
  • National Forest Sinks Committee.

Also, a 2‑day science-policy workshop took place on October 25–26th, 2007. It gathered several external key players (e.g. provinces and non-government organizations) and more than 20 NRCan staff and led to the development of a synthesis report (below) that builds the case for adaptation.

Ongoing research activities for adaptation to climate change and on climate change impacts with respect to disturbances by wildland fire, forest insects, forest management, air quality and impacts on forest productivity has continued. A number of presentations to conferences of articles on the above topics have been published, including:

  • McKenney et al. 2007 – Potential impacts of climate change on the distribution on North American trees. BioScience 57: 939–948; and
  • Kurz et al. 2008 – Risk of natural disturbances makes future contribution of Canada's forests to the global carbon cycle highly uncertain. PNAS 105: 1551–1555).

Completion of two synthesis paper on climate change:

  • An NRCan synthesis report entitled The Importance of Forest Sector Adaptation to Climate Change is in press. This report provides information on the state of science and builds the case for taking action on adaptation, as well as identifying what is needed to move forward.
  • A special report was published jointly in the Summer of 2008 by the Government of Canada and the Network Centre of Excellence: Sustainable Forest Management entitled Climate Change and Canada's Forests: Current and Future Impacts. This document provides guidance on actions NRCan and Canada's forest sector could take with respect to climate change impacts and adaptation.

The CCFM produced the following report Adapting to Climate Change: Exploring a Framework for Action. In addition, a study has been initiated for the identification of science gaps in climate change adaptation and mitigation. A draft version of the science report entitled The Importance of Forest Sector Adaptation to Climate Change was presented to the CCFM Innovation Working Group in mid‑December 2007. Climate change impacts and adaptation was identified as one of the two priorities to be addressed in the draft A Vision for Canada's Forests 2008 and Beyond.

Sustainable Forest – Canada's climate change forest reporting obligations are met, and forest-based options for adaptation to, and mitigation of, climate change are developed

Forest losses are addressed through the provision of balanced social, economic and environmental information and advice

A national assessment of the risks and benefits posed by a changing climate to the Canadian economy, environment and society has been completed. (SDS Target 1.2.5.2) Interest in national assessment and related information products, measured by number of downloads of electronic versions and number of requests for hard copies. The full national assessment was released on line (http://adaptation.nrcan.gc.ca/assess/2007/index_e.php). The revised completion date for the regional posters is Fall 2008. Earth Sciences – Canadians and their institutions understand and prepare for the effects of a changing climate
Engagement and capacity building activities within targeted groups such as professional, sectoral or regional organizations have been completed. (SDS Target 1.2.5.3) Targeted groups understand adaptation and are prepared to incorporate climate considerations into practices, as demonstrated by annual surveys. NRCan and Nunavut stakeholders met to coordinate research and the development of a Nunavut adaptation strategy. The communities of Iqaluit, Clyde River and Hall Beach were selected for integrated assessment case study.

A workshop entitled "Adaptation Action in Arctic Communities" was held in Iqaluit December 2006 and a workshop report was produced. Contribution agreements are in place with the Assembly of First Nations, Canadian Institute of Planners, and Engineers Canada.

The Council of Yukon First Nations and the Assembly of First Nations completed their projects by March 31, 2008. Both used traditional and scientific knowledge to assess the vulnerability of communities and water systems to climate change. The final reports have been delivered to NRCan.

The Canadian Institute of Planners completed their project which resulted in (i) a draft climate change policy that requires its professional members to consider climate change in all their day-to-day planning activities; (ii) preparation of 3 learning modules on adaptation for university-based and in-service training; (iii) 10 fellowships and 5 studio awards were awarded to students in planning programs in Canadian universities; and (iv) two remote community case studies were completed.

The Canadian Council of Professional Engineers delivered an infrastructure assessment report to NRCan.

The level of awareness of climate change among Canadian engineers was measured in a survey conducted by the Canadian Standards Association with support from Infrastructure Canada. The initial survey of planners has been delayed until Fall 2008 due to work required on other project deliverables.

Surficial geology: truthing and field sampling around targeted Nunavut community:

  • The first year of field work was completed, including: watershed assessments in Clyde River and Iqaluit; coastal erosion and sea-level rise assessments in Clyde River and Hall Beach; landscape hazard mapping in Clyde River and Iqaluit, vegetation assessments in Clyde River and Iqaluit. The impact of this work is being felt across Nunavut and has led to the involvement of new partners within the territorial government, Indian and Northern Affairs and the Canada-Nunavut Geoscience Office.
  • In addition, 10 scientific reports and presentations on the surficial geology of Nunavut were delivered.
Earth Sciences – Canadians and their institutions understand and prepare for the effects of a changing climate
Development of a national gas hydrate science and technology strategy. (SDS Target 1.4.1.2) Utilization of the strategy to develop an integrated science and technology action plan to realize natural gas production from hydrates. Progress has been made toward developing a national gas hydrates strategy, but full development has been delayed one year (until 2009). This decision was made based on two factors:
  • To avoid duplicating the work of the Council of Canadian Academies (CCA). CCA is preparing an assessment of gas hydrates that engages Canadian and international experts. CCA's final report is expected in 2008 and will provide valuable information to guide the further development of Canada's strategy.
  • To wait for the spring 2008 completion of the current Mallik production tests. These tests will likely provide some answers concerning the extraction and economics of hydrate production.

Postponing the full strategy for one year will allow incorporation of the CCA assessment and the results from the Mallik test.

The progress towards the development of a gas hydrate strategy in 2009:

  • The CCA has continued to develop its assessment of gas hydrates as an energy resource. Their report will provide valuable information to further guide development of the strategy.
  • The field component of the Mallik production test was successfully completed and the resultant data is being analyzed. Significant sustained gas flow was attained by depressurization, confirming that this might be a viable production technology. This not only directly informs the development of the strategy but will also result in increased engagement of industry, an integral component of the strategy.
Earth Sciences – New economic opportunities created for Canadians
SDS Goal 2: To advance Canada's position as a world leader in sustainable resource development and use
Expected Results for 2007–08 Performance Measure(s) Achievements for 2007–08 NRCan Program Activities
No SDS targets were due in 2007–008. Progress reports on Goal 2 expected results can be found at: http://sd-aims.nrcan.gc.ca/ Earth Sciences

Sustainable Forest

Minerals and Metals

Corporate Management

SDS Goal 3: To integrate economic, environmental and social considerations into departmental decision-making and to continuously improve operations
Expected Results for 2007–08 Performance Measure(s) Achievements for 2007–08 NRCan Program Activities
Provide Environmental Management System (EMS) training to staff with environmental management responsibilities at key NRCan facilities. (SDS Target 3.1.1.6) Percentage of targeted individuals that have received training. A total of 155 staff attended operations-focused EMS training at six NRCan locations between December 2007 and March 2008. Corporate Management
Ensure senior management commitment to the EMS. (SDS Target 3.2.1.1) Establishment of mechanism for regular review of environmental performance and compliance. A "Green Departmental Management Committee (DMC)" meeting was held October 17, 2007, during which the Deputy Minister and DMC members endorsed implementation of the EMS and its procedures across the department, and provided initial agreement with the draft Environmental Operations Policy.

A draft report to be presented to senior management on the status of the EMS for 2007–08 is being prepared. The venue in which this information will be presented has not yet been determined due to the organizational changes taking place within the department.

Corporate Management
All gasoline purchased for NRCan road vehicles will be ethanol blended, where available. (SDS Target 3.2.3.2) Annual, percentage of gasoline purchased for NRCan road vehicles that is ethanol blended. NRCan is proactively purchasing ethanol blended fuel for its vehicle fleet, across Canada. The departmental fleet policy requires that all employees operating NRCan vehicles must use ethanol blended fuel (10% mixture) whenever available. Within its headquarters location, NRCan uses 85% ethanol fuel (E85) to operate 32 ethanol vehicles within its pool. NRCan also provides E85 to 13 other government departments and fuels 51 of their vehicles including the Minister's and Deputy Minister's executive vehicles. In fiscal year 2007–08, a total of 120,000 litres of E85 was dispensed at the Booth Street pool. The amount of E85 dispensed at Booth Street is equivalent to 20% of the total quantity of fuel consumed by NRCan vehicles (600,000 litres) across Canada. Corporate Management
Complete and commence implementation of the draft NRCan Green Procurement Implementation Plan. (SDS 3.2.4.1) Completion of document. During this reporting period, the department further developed aspects of the plan to implement green procurement in the department including training, guidelines, target-setting, for example.

Completed the overarching draft implementation plan and liaised with other key stakeholders to prepare for finalizing and commencement of implementation over the next reporting period. Progress was made on foundational items for the plan:

  1. Specific reference to NRCan's responsibility to comply with the Policy on Green Procurement was included in the updated departmental environmental operations policy statement, which was endorsed by senior management in October 2007. (Reference to the Policy on Green Procurement requirement has also been incorporated into the updated Vehicle Fleet Management Policy.)
  2. Completed draft NRCan Green Procurement Guideline and held focus groups with key user groups.
Corporate Management
Develop commodity specific performance targets to be implemented during the remainder of this SDS time frame. (SDS Target 3.2.4.2) Completion of performance targets.

Annual dollar value spent or quantity purchased, and number of contracts issued against the procurement target established.

Identification of environmental outcomes.

Input was gathered on potential commodity areas for performance targets through a number of broad employee engagement activities over the spring months, including a Green Procurement Target-setting Workshop on May 17, 2007. Other ideas were submitted through the NRCan Green Operations web site, the Green Zone.

These ideas were compiled, analysed, and three areas were found to be appropriate for initial target-setting ideas: paper, internal printing and travel.

Proposed target areas were presented to DMC and achieved endorsement in principle. Completion of this target development will be delayed; finalization of firm performance targets will commence in the next reporting period.

Corporate Management
In conjunction with other key federal departments, develop an industry managed extended producer responsibility implementation plan for end-of-life, government wide, federal information technology (IT) equipment. (SDS Target 3.2.4.3) Completion of implementation plan. Although this program was originally developed and managed by NRCan, it is currently being managed by PWGSC's Office of Greening of Government Operations (OGGO). (Note: As NRCan is no longer the lead on this file, it is proposed to terminate this action plan from reporting requirements under NRCan's SDS.) Minerals and Metals – Policies enhance the productivity and sustainability of the minerals and metals industries

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Public Health Agency of Canada

During fiscal year 2007-2008, the Public Health Agency of Canada (PHAC or the Agency) launched its first Sustainable Development Strategy (SDS), available at: link http://www.phac-aspc.gc.ca/publicat/sds-sdd/sds-sdd2-a_e.html. During this first year of implementation, the Agency began to accomplish its three SDS goals, eight objectives and 23 targets. Some steps taken related to each of the three Agency goals are discussed below.

To serve its first goal, the Agency took steps to incorporate SD considerations into the planning and implementation of Agency activities, as it contributed to building sustainable communities and improving the health status of Canadians through preventive and collaborative processes. By funding preventive programs for 119,500 high risk women, children and families across the country, the Agency contributed to the sustainability of communities. It also evaluated seven community-based projects that incorporated the three pillars of sustainable development into the projects. A healthy, sustainable community development approach draws on simultaneous interventions to address the social, environmental and economic sectors, and therefore improves the health and living conditions of populations and communities. This approach has been tested by the PHAC Quebec regional office since 2002. The healthy, sustainable approach proved very successful in addressing social determinants of health in general and in bringing positive change to communities and their health, thus demonstrating that integrated sustainable development and public health projects were effective and mutually reinforcing. 

In support of its second goal, ensuring the Agency conducts its operations in a sustainable manner, the Agency reached 90% ENERGY STAR-compliance for its office equipment inventory. Over two years, the Agency has successfully brought down water consumption in its owned laboratories, but is still challenged to reduce energy use. An increase in occupancy of 30% in the laboratories during this period is a mitigating factor. The Agency is also committed to decreasing energy use in leased and rented buildings. Because of an increase in occupancy, the Agency is concerned this target may not be achieved, and has therefore initiated an energy reduction initiative to reduce energy usage outside working hours in its office buildings.

To contribute to its third goal of building capacity to implement the SDS, the Agency put in place management systems to assure accountability for the commitments made in the SDS. During 2007-2008 the Agency introduced two key monitoring and reporting processes for sustainable development. First, it began tracking the completion of Strategic Environmental Assessments (SEAs) on policy proposals, in order to be able to alert the Minister and Agency management to any important positive or negative environmental risks implied in the initiatives, and to develop mitigations. The Agency conducted three SEAs on initiatives it led during the year. This SEA accountability initiative supports both the Agency SDS and its Strategic Plan 2007-12. Second, the Agency developed a database to track progress on the Agency’s 23 SDS targets, supported by 119 expected results (milestones) and 88 performance indicators. The results of this monitoring are reported to the Agency Management Committee twice per year and to Parliament once per year through the Departmental Performance Report. Expected Results that came due during the first year of the SDS and all indicators are reported in the table below. Over the course of the three-year Strategy, these targets, milestones and indicators will document progress implementing the Strategy. When milestones appear to be falling behind, risks are identified to Management Committee for corrective action. Once per year the Results-Based Management and Accountability Framework for the SDS is updated with management. Finally, the Agency introduced a sustained and accessible Geographic Information Systems infrastructure for public health in Canada. 

Implementation of the Agency SDS was strengthened by the identification of the environment as an Agency priority in the PHAC Strategic Plan 2007-2012, available at: link http://www.phac-aspc.gc.ca/publicat/2007/sp-ps/index-eng.php.


PHAC Goal 1. : Incorporate SD considerations into the planning and implementation of Agency activities
PHAC Objective 1.1 : Contribute to building healthy and sustainable communities
PHAC Target 1.1.1 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Include SD considerations in all Population Health Fund solicitation documents by December 2009.

0% Solicitations that address SD issues

50% Eligible employees received SD training

21% Funding that involves SD criteria

0 Solicitations where SD is mentioned

Sustainable communities- communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations

Expected Results 2007-2008 Achieved Issues

Training made available to Agency staff on sustainable development concepts to enable them to deliver on this target by April 2007.

Yes

Information & resources regarding SD were posted on POPNET data base which is accessible to all PHAC staff. Two training sessions given (POPNET).

PHAC Target 1.1.2 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

By March 31, 2008, review outcomes of Population Health Fund projects funded by the Quebec Region to determine project SD contributions.

14  Funded projects with SD elements

844,638   Families and/or individuals reached through projects either directly or indirectly

Sustainable communities- communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations

Expected Results 2007-2008 Achieved Issues

As of April 1, 2007, review of funded population health fund projects to determine contribution to sustainable development.

Yes

 

Report on findings on an annual basis, the first report by March 31, 2008.

Yes

Report was completed by April 10th, 2008

PHAC Target 1.1.3 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Develop a working group by July 2007 that increases awareness of and that advises program and policy areas on the health implications of changes in climate by December 2009.

0  Programs that consider the health implications of a changing climate

0   PHAC policies that consider the health implications of a changing climate

0   Integration of climate change considerations in PHAC policy and program development

0   Cross-jurisdictional consideration of climate change in its relation to activities associated with human health

0   Development of a PHAC approach to the human health implications of a changing climate

0   Files receiving input from climate change committee

0   Presentations to senior management, interdepartmental fora, meetings, conferences, etc.

Reduce greenhouse gas emissions

Expected Results 2007-2008 Achieved Issues

Organize an expert group on Climate Change by July 2007.

No

Plans are in place to identify members for a PHAC-wide climate change working group. Terms of Reference have been drafted and the first meeting of the working group should take place by Fall 2008.

PHAC Objective 1.2 : Improve the health status of Canadians by fostering preventive and collaborative approaches to SD among the Agency and its partners
PHAC Target 1.2.1 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Genetically fingerprint anti-microbial resistant strains to describe patterns in human antimicrobial use and antimicrobial resistance by December 31, 2009.

4 Databases developed/integrated

0   Tools developed

2   Collaborations

4   Meetings

0   Presentations delivered

3   Articles published

0   Documents created

0   Educational/training sessions delivered

1   Recognitions received

0   Viable suggestions to improve treatment

0   Fingerprinted strains of antimicrobial-resistant community- or-hospital acquired organisms

 

Expected Results 2007-2008 Achieved Issues

Develop an integrated database of susceptibility testing and bacterial fingerprints by 31 December 2007.

No

Developed and implemented an integrated, web-accessible AMRSS database to hold and share CIPARS data from animal, food and human.
NML implemented LabWare-LIMS, Web-based NESP and Fingerprint databases for E. coli, Salmonella, Shigella, Vibrio and Campylobacter. Other linkages pending FTE availability.

PHAC Target 1.2.2 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

As a partner in the Northern Antibiotic Resistance Partnership, study and contribute to the development and delivery of an education program on infectious organisms that are becoming increasingly resistant to commonly used antibiotics for both health care providers and community individuals by December 31, 2008

3  Education Program delivered

0   Active surveillance programs developed and implemented

3   Presentations given

0   Articles published

0   Health care providers and community individuals accessing the education program

0   Recognitions received for research

0   Viable suggestions to improve treatment

0   Case control studies

0   Active surveillance programs

Sustainable communities- communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations

Expected Results 2007-2008 Achieved Issues

Develop and implement a case-control study to determine risk factors for community acquisition of methicillin-resistant Staphylococcus aureus (MRSA) an ongoing problem in the region under study by December 31, 2007.

No

CIHR funding was terminated in 2007, but some data has been collected on the case control and will be published shortly. The educational programs and surveillance for community acquired MRSA have ended.

PHAC Target 1.2.4 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

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.

580  Community-based groups receiving funding

910   Community-based groups receiving strategic guidance on programming

119,500   Children and families receiving program benefits

Sustainable communities- communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations

Expected Results 2007-2008 Achieved Issues

Community Programs Annual Report March 2008.

No

Community-based children's programs collect performance and reach data, and evaluate impact. Data on numbers of individuals and communities served is collected routinely. Data is collected and reported in documents such as the Early Childhood Development Expenditures Reports. In 2007-08, the CAPC Formative Evaluation Report was produced.

PHAC Target 1.2.6 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Strengthen the public health system in numerous ways (e.g., continued funding for public health education and improved surveillance) that includes establishing Public Health Chairs, in collaboration with universities, in at least 10 universities by December 2007, with funding through 2010. Each recipient university establish, by 2009, a continuing education strategy aimed at local public health workers and a community-oriented applied public health research program.

14  Teaching positions funded

1   Exchanges between university training centres and local public health organizations (e./g. workshops conducted, joint activities)

0   Continuing education strategies established

0   Community-oriented applied public health research programs established

Sustainable communities- communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations

Expected Results 2007-2008 Achieved Issues

By December 2007, Public Health Chairs in 10 universities.

Yes

In partnership with its federal partner, the Canadian Institutes of Health Research (CIHI), the Agency co-funded 14 Applied Public Health Chairs to strengthen academic links to public health practice. These Chairs were appointed in 9 universities.

PHAC Goal 2. : Ensure that the Agency conducts its operations in a sustainable manner
PHAC Objective 2.1 : Maximize the use of green procurement
PHAC Target 2.1.1 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Provide procurement training to 75% of material managers and integrate green procurement into training for acquisition cards by December 31, 2008.

10% Materiel managers trained

1   Training courses offered

30   Participants in training courses

10%   Acquisition card holders that have received green procurement training

Sustainable development and use of natural resources

OGGO Target

Expected Results 2007-2008 Achieved Issues

Green Procurement Course has been updated and is available September 2006

Yes

Canada School for Public Service has developed free online green procurement course.

Explore possibilities of entering into an MOU with PWGSC by April 30, 2007 to ensure training of PHAC staff on green procurement and reporting of results.

No

Canada School for Public Service has developed online course, so Memorandum of Understanding with Public Works and Government Services is not needed.

Create and maintain the list of PHAC purchasing personnel and acquisition card holders by May 2007.

No

This Expected Result 2007-2008 will be completed by May 2009. The unit is continuing to staff positions that would carry out this task

Explore possibility of incorporating green purchasing into PHAC-based learning events in collaboration with PHAC's Learning Coordinator by June 20, 2007.

Yes

The Corporate Learning and Employee Programs Division of HR (CLEPD) supports and promotes the procurement of green products and has always considered SD an integral part of its operations. Due to lack of space, examples of how CLEPD does this are available upon request.

Train identified PHAC procurement staff on green procurement by December 20, 2007.

No

Green Training has been added to the Procurement training but it has not yet been presented to PHAC.

PHAC Target 2.1.2 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

By July 1, 2007, meet the Government of Canada standards for purchase and by March 31, 2010 meet the guidelines for operations of office equipment

90% Inventory that is ENERGY STAR-compliant

100   LCD monitors vs. CRT monitors

100%   LCD monitors

100   Duplex printers vs. regular printers

100%   Printers with duplex capacity

25   Stand-alone printers replaced

25   Individual printers replaced with group printers

90%   Group printers moved to well-ventilated areas

Sustainable development and use of natural resources

OGGO Target

Expected Results 2007-2008 Achieved Issues

Inventory of IT equipment in July 2006 to produce baseline for 2006-2007.

Yes

An inventory was done for the NCR. Winnipeg maintains its own inventory in cooperation with CFIA. The regional PHAC employees are supported by Health Canada.

Effective April 1, 2007, all new desktop computers, computer monitors and printers or multifunction devices (combined printer-scanner-fax) purchased meet the environmentally friendly ENERGY STAR standard

Yes

It is getting very difficult to even find new equipment that is NOT Energy Star compliant.

Effective April 1, 2007 and with a view to ensuring more sustainable use of printers, reduce the number of individual printers, and place office equipment in well-ventilated areas, where practical. Individual printers to be authorized only if the individuals print confidential documents on a regular basis or are physically disabled.

Partially met

The PHAC print strategy designed to reduce the number of printers and the use of re-usable toner cartridges has been endorsed by senior management. The guidelines to ensure that all PHAC printers conform to the strategy are in development and full implementation of the initiative to be completed in 2008-09.

Except for those that need graphic capacity, CRT monitors are replaced with more environmentally friendly LCD flat screen monitors that use less energy, emit less radiation and are lighter to carry by July 1, 2007.

Yes

 

By July 1, 2007, and with a view to encouraging sustainable use of paper products, all group printers without double-sided copy capability are replaced by printers or multifunction devices (combined printer-scanner-fax) that print on both sides of the paper

Yes

 

As of April 2007, replacement of IT equipment each year based on the 3 year evergreening standard upon receipt of Evergreening funds.

Yes

 

PHAC Target 2.1.3 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Establish a baseline of PHAC’s green procurement patterns by December 31, 2007, and explore options to develop an effective, efficient and affordable green tracking system by December 31, 2008.

1  Baselines of PHAC's procurement patterns established

0   Report on tracking options

Sustainable development and use of natural resources

OGGO Target

Expected Results 2007-2008 Achieved Issues

Do a green procurement awareness presentation to the attendees at the PHAC Finance and Administration retreat by June 30, 2007 to create general awareness that procurement processes and mechanisms are being reviewed.

Yes

Presentation done December 2006 to 40 attendees.

Map PHAC’s procurement processes by December 31, 2007. Mapping will identify who, what, where, when and how PHAC purchases.

No

There was a delay with the target launch of the new PHAC Asset and Materiel Management Division.

Create a focus group of PHAC purchasing personnel and acquisition card holders to brainstorm and provide input into possible green procurement tracking options by March 31, 2008.

No

There was a delay with the target launch of the new PHAC Asset and Materiel Management Division.

PHAC Target 2.1.4 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Increase awareness of green travel options to 50% of all PHAC employees by March 31, 2009.

0  Times telephone, video and WEB conferencing services used.

1   Awareness of green travel options among PHAC employees

20   People attending information sessions on green travel options

0%   Employees using green travel options

0%   Employees using alternative modes of transportation

0%   Employees using telephone, video and web conferencing services

Sustainable development and use of natural resources

OGGO Target

Expected Results 2007-2008 Achieved Issues

Communicate to employees the notion of Green Travel Options through a variety of media starting in January 2007.

Yes

Communications through employee newsletter, Intranet site, daily Broadcast News, bicycle repair workshop, display booth on green hotels, green commuting, anti-idling, Commuter Challenge, green travel strategies.

Contact PWGS Shared Travel Services Initiative with a view to create joint green travel option awareness training, and reviewing any options for mapping travel patterns and tracking by June 30, 2007

No

This requirement should be met by June 30, 2009. The unit is continuing to staff vacancies that will be assigned these tasks

Do a Green Travel Options Awareness presentation to participants at the PHAC retreat by June 30, 2007.

Yes

Presentation December 2006 to 40 staff.

 

Identify from the PHAC purchasing personnel and acquisition card holders, travellers and travel arrangers and compile list by August 31, 2007. This list allows you to identify and prioritize who needs awareness training.

No

The development of this list is being revisited.

PHAC Objective 2.2 : Minimize the generation of hazardous waste
PHAC Target 2.2.1 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

By March 31, 2010, institute effective hazardous waste monitoring and reporting.

1 Tool developed for effective hazardous waste monitoring and reporting

Sustainable development and use of natural resources

Expected Results 2007-2008 Achieved Issues

Beta Testing of the NCR Hazardous Waste database in 2006.

Yes

Completed

Effective April 1, 2007, monitor hazardous waste generations and disposal and identify recycling opportunities on an ongoing basis in the National Capital Region, National Microbiology Laboratory (NML) and Laboratory for Foodborne Zoonoses (LFZ).

Yes

This issue is ongoing. At the LFZ, hazardous waste monitoring and recycling efforts are ongoing activities. At the NML, hazardous waste generation and disposal is continually monitored & recycling opportunities identified as technology and availability allows for it. New database being sought which will allow for improved generation reporting.

As of April 1, 2007, ongoing review of hazardous waste generation and each disposal to ensure that all regulatory and safety requirements related to monitoring and disposal are met for laboratories in the National Capital Region.

No

This is an ongoing issue. Hazardous waste generation and disposal is continually monitored and recycling opportunities identified for the NML as technology and availability allows for it. A new database is being sought which will allow for improved generation reporting.

Regional Testing of the NCR Hazardous Waste database by March 2007.

No

 

Based on the results of this testing, a full roll out to NCR will be determined b y Information Management and Information Technology Division by March 31, 2007.

No

 

Effective April 2007, NCR will add assurance of ongoing monitoring of waste disposal for recycling opportunities and compliance with regulatory and safety requirement as one of the requirements that must be reviewed for feasibility in all disposal quotes within the NCR. It will also ensure that this is reflected as a requirement in the Waste Management contract RFP being issued.

No

 

By March 31, 2008, develop and roll out a database for PHAC and Health Canada for monitoring the generation of hazardous waste and recycling opportunities, as a tool that can identify opportunities for more sustainable use and disposal of chemicals and other materials.

No

Authority and Capacity are required to proceed.

PHAC Objective 2.3 : Increase resource efficiencies in operating PHAC buildings
PHAC Target 2.3.1 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Improve energy efficiency and reduce water consumption in PHAC-owned laboratory buildings under normal operating conditions by 2% by FY 2009-2010, using FY 2005-2006 energy and utility management data as the baseline.

18.3% Reduction in water consumption over two years
0%  Decrease in  energy consumption over two years

Reduce greenhouse gas emissions

PHAC Target 2.3.2 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Reduce energy use in rented or leased building

1500  Offices that meet the 8 ft. x 8 ft. (2.3m x 2.3m ) standard cubicle size

42   Hotelling workstations

Unknown   Employees who telework

Unknown %   Change in energy use in PHAC tenant buildings

Reduce greenhouse gas emissions

Expected Results 2007-2008 Achieved Issues

Reduce office cubicle size to create more work stations to meet PHA growth requirements starting in September 2006.

Yes

Achieved in NCR at 100 Colonnade and 130 Colonnade resulting in total gain of 71 workstations.
1500 of approx. 2500 PHAC offices nationally now fitted to 8x8.

Set up hotelling work stations by April 1, 2007.

Yes

Achieved in NCR as part of the new fit-up at 785 Carling and in the Regions in Regina and Winnipeg. Any new fit-up/re-fit for PHAC will include hotelling work stations (either quiet rooms and/ or drop down stations).

Revise PHAC telework policy y March 31, 2007.

No

In final consultation phase as of July 2008. 

Reach agreement on lease and fit-up project requirements for tenant facilities with PWGSC by April 1, 2007.

Yes

Still negotiating for lease replacement with PWGSC in St-John's, Newfoundland

Revisit PHAC requirements for expanded office space by March 31, 2008.

Yes

On-going activity in conjunction with the development of a National Accommodation Strategy for PHAC.

PHAC Goal 3. : Build capacity to implement Goals 1 and 2
PHAC Objective 3 1: Develop knowledge, commitment and action to implement SD approaches to health public policy  
PHAC Target 3.1.1 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Track Strategic Environmental Assessments (SEAs) of policy, plan and program proposals by March 30, 2008.

SEAS conducted on 3 of 5 new policies, plans and programs sponsored by PHAC.

60%   Policy, plan and program proposals entered in the system that have completed SEAS, on an annual basis

Strengthen federal governance and decision-making to support sustainable development

Expected Results 2007-2008 Achieved Issues

Seek clarity around the requirements imposed by the Cabinet Directive by April 30, 2007.

Yes

 

Make early presentation to Policy Forum to raise awareness of SD Strategy and to seek input for development of SEA Policy proposal by May 30, 2007.

Yes

 

Confirm accountabilities and process for SEA assessments within PHAC by May 30, 2007.

Yes

 

Present SEA policy proposal to PHAC Policy Forum by September, 2007.

Yes

 

Adapt HC SEA tracking system for PHAC interim use by October 30, 2007.

Yes

 

Draft PHAC Policy on strategic environmental assessments by November, 2007.

Yes

 

Management approval of PHAC SEA Policy by December 20, 2007.

Yes

 

Hold training sessions on SEA requirements for policy and planning officers and introduce SEA tracking system in the Winter of 2008.

Yes

Health Canada trained 13 in 2-hour sessions FY 2007-08 and PHAC trained 35 in one-day session April 22, 2008.

Implement PHAC tracking system by March 20, 2008.

Yes

First report to Management Committee December 2007.

PHAC Target 3.1.2 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

75% of PHAC employees understand how SD applies to their work by March 31, 2009.

605  Awareness-building activities

50%  PHAC employees understand their responsibilities in relation to SD

 

Expected Results 2007-2008 Achieved Issues

Beginning in September 2006, ongoing communications to staff regarding Sustainable Development through a variety of media (submissions to Just the PHACs, skit or a stunt during United Way fund raising, presentations to Management Committees or at retreats).

Yes

 

Work with Communications to develop an Internal Communications Plan for each year of the strategy, the first to be developed for use in 2006-2007 by January 2006.

Yes

 

By May 2007 distribute Sustainable Development Fact Sheet and Questions and Answers to staff through managers.

Yes

 

In coordination with the Office of Sustainable Development, Human Resources Directorate will conduct awareness sessions and/ or consultations with HRD staff of each division on SD by December 2007 and report on them to the OSD.

No

Planned for September 2008.

In coordination with the Office of Sustainable Development, Human Resources Directorate will explore further explore ways of engaging HR staff by October 2007.

Yes

Support the use of teleconferencing instead of local or long distance travel. Also, created a New Employee Orientation video tape to help decrease travel. Updated HR Intranet site to include more information and reports, and eliminate paper copies. Recycled paper used for printing.

Each Earth Day, April 22, beginning April 2007, engage PHAC staff in SD activities. Commitment by Human Resources Directorate to encourage staff participation in Earth Day activities

Yes

 

Each June, beginning June 2007, promote Environment Week activities and an SD issue of Just the PHACs. Commitment by Human Resources Directorate to encourage staff to participate in Environment Week activities.

Yes

 

PHAC Objective 3.2 : Develop and use the tools to support the achievement of Goals 1 and 2
PHAC Target 3.2.2 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Provide a sustained and accessible Geographic Information Systems infrastructure for public health and SD practice

10  Provinces where the GIS services are available to public health professionals

42.5%   Increase in the number of public health professionals using the GIS services between June 2006 and December 2008

Strengthen federal governance and decision-making to support sustainable development

Expected Results 2007-2008 Achieved Issues

December 2007, Offer GIS Infrastructure services to 9 provinces.

Yes

 

PHAC Goal 3. : Build capacity to implement Goals 1 and 2
PHAC Objective 3.3 : Establish management systems, roles and responsibilities, authorities and accountabilities to support SDS
PHAC Target 3.3.1 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Report progress to management on SD goals and objectives twice a year as of December 31, 2007.

1  Progress report submitted per year

0   SD listed as a standing item on Management Committee meeting agenda

6  SD discussions in Management Committee meetings

Strengthen federal governance and decision-making to support sustainable development

Expected Results 2007-2008 Achieved Issues

Develop Sustainable Development Strategy database to track progress toward achievement of SD targets by April, 2007.

Yes

 

Train SD Working Group members on SD reporting requirements and use of the SD database by April 20, 2007.

Yes

 

Initiate biannual updates of the SD database by SD Working Group members by November 30, 2007.

Yes

 

Introduce SD as a standing item on Management Committee agendas by December 2007.

No

Not a standing item, but a regular agenda item:
6 presentations between April 2007 and March 2008.

PHAC Target 3.3.2 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Integrate SDS commitments into PHAC's key planning and reporting processes by March 31, 2010.

4  Strategic, human resources and planning documents in which SD considerations are integrated

0   Budget review processes that consider SD principles

Strengthen federal governance and decision-making to support sustainable development

Expected Results 2007-2008 Achieved Issues

OSD offers to attend and provide advice from a sustainable development point of view at all Agency-wide planning exercises, early 2007.

Yes

 

In coordination with the Office of Sustainable Development and the Finance and Administration Directorate, Human Resources Directorate will seek advice and participate in planning awareness sessions and exercises, early 2007.

Yes

HRD supports SD presentations and awareness sessions for its employees. When requested, the CLEPD of HRD provides advice to the Office of SD in matters concerning SD training and will continue to attend OSD training sessions.  HR plans to complete awareness sessions to their employees by the fall of 2008.

SD integrated into PHAC Strategic Plan by early 2007.

Yes

The environment has been identified as a priority in the PHAC Strategic Plan, 2007-2012 published September 2007, ISBN 978-0-662-05066-7.

SD integrated into HRD Strategic Planning exercises early 2007.

Yes

Since the inception of SD in PHAC, HRD has promoted and supported it through day-to-day operations. SD is not incorporated as a stand-alone priority in performance agreements, but is rated as part of core business practices.  SD was discussed at the last planning retreat and is noted in the 2006/07 HRD Business Plan.

Planning and Business solutions and OSD cooperate to integrate SD concepts into business planning templates for the 2007-2008 fiscal year by May 2007.

No

Office of the Chief Financial Officer anticipates completion of integrated planning guidance, including SD concepts, by the Fall of 2008.

PHAC Target 3.3.3 / Expected Results Performance Indicators by PHAC Target Federal SD Goal

Consider SD principles in all budget review processes undertaken within PHAC by March 31, 2010.

0 Budget review processes that consider SD principles (%)

Strengthen federal governance and decision-making to support sustainable development

Expected Results 2007-2008 Achieved Issues

Develop criteria by April 2007 for SD principles to be considered in all budget review processes.

No

Such criteria will be included in integrated planning guidance by Fall 2008.

Contribute to the 2-year Base Budget Review by October 2007.

No

Office of the Chief Financial Officer will ensure that SDS Targets are considered in the context of Branch Capacity Assessment and Financial Pressures.


Note: Some expected results appeared in the Report on Plans and Priorities that do not appear in this Report. They are ones that did not have Expected Results during 2007-08.

For supplementary information on the Agency’s Sustainable Development Strategy, please visit: link http://www.phac-aspc.gc.ca/publicat/sds-sdd/sds-sdd2-a_e.html

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Public Works and Government Services Canada

Table 12: Sustainable Development Strategy


1. SDS Departmental Goal:

Our SDS 2007-2009 fully supports the Greening of Government Operations Guidance for Organizations Developing Sustainable Development Strategies, incorporating targets and performance measures for the three key priority areas of Building Energy, Vehicle Fleet and Green Procurement. This will ensure that we are well positioned to work and report on the priority areas in a coordinated, government-wide fashion.  As well, PWGSC fully supports the common federal sustainable development goals, and uses them as a framework for our departmental commitments.

Therefore, for SDS 2007-2009, PWGSC’s goals are:

Goal 1: Governance for Sustainable Development – Strengthen federal governance and decision making to support sustainable development

Goal 2: Sustainable Development and Use of Natural Resources

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

More information on SDS 2007 is available at: http://www.tpsgc-pwgsc.gc.ca/sd-env/sds2007/strategy/sdd-sds2007-tc-e.html

2. Federal SD Goal including GGO goals
(if applicable)

3. Performance Measure from Current SDS

4. Department’s Expected Results for 2007-2008

Goal 1 is contributing to federal SD Goal VI (Strengthen federal governance and decision making to support sustainable development) and GGO goal on green procurement. Goal 1:
  • Degree to which pilot project (managed print solution) is completed.
  • Quantity of printing equipment PWGSC used.
  • PWGSC Green Printing Standard approved and communicated, and percentage of PWGSC published documents in compliance with the PWGSC Green Printing Standards.
  • Percentage of materiel managers, procurement personnel and acquisition card holders who have received green procurement training.
  • Departmental direction for the implementation of the policy on green procurement approved and procedures and systems established to support monitoring and reporting of departmental direction.
  • Managed print services contract(s) that includes support for environmental performance management available to departments and agencies.
  • Sustainable Building Policy and implementation plan approved.
  • Percentage of existing Crown-owned office buildings that have been assessed under Building Owners and Managers Association (BOMA) Go Green Plus.
  • Percentage of leases respecting the LEED®, BOMA requirements or equivalent standards/assessment tools specific to each type of lease.
  • Number of environmental considerations in the priority Canadian General Standards Board (CGSB) standards routinely used in the Government of Canada procurement process and number of environmental considerations recommendations related back to standards committee(s) for inclusion into the priority CGSB standards.
  • Environmental considerations in departmental procurement review decisions are addressed.
  • Number of asset management processes reviewed/number of processes and level of integration in each process.
  • Approved action plan and/or best practices for feasible opportunities to further enhance the environmental sustainability of its Real Property operations.
Goal 1:
  • Organizational structures and processes support meaningful and significant sustainable development objectives.
Goal 2 is contributing to federal SD Goal V (Sustainable Development and Use of Natural Resources) Goal 2:
  • Percent of strategy for managing electronic waste generated from federal operations implementation.
  • Number of contracts integrating sustainable development/number of contracts.
  • Number of projects over $1 million managing construction, renovation, demolition waste/number of projects over $1 million.
  • In relation to the implementation of standardized desktop configurations and associated management practices, reduction in energy consumption and reduction in amount of electronic waste.
Goal 2:
  • Responsible use of natural resources that conserves and protects environmental quality has been promoted.
Goal 3 is contributing to federal SD Goal III (Reduce Greenhouse Gas Emissions) and GGO goals on building energy and vehicle fleet Goal 3:
  • 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.
  • In Central Heating and Cooling Plants (CHCP), percentage of total building energy reduction converted to GHG emissions reduction relative to 2001-2002 GHG levels.  Emissions will be measured as kilotonnes, and also as kg/m2 of CO2 equivalent.
  • Annual average GHG emissions per vehicle kilometre.
  • Percent of gasoline purchases for federal road vehicles that is ethanol blended.
Goal 3:
  • Emissions that contribute to climate change have been mitigated and reduced.
Goal 4 is contributing to federal SD Goal IV (Sustainable Communities – Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations) Goal 4:
  • Percentage of the 172 active contaminated sites with a status of either “remediation complete” or “assessed, no action required” as indicated in the Federal Contaminated Sites Inventory (FSCI) effective June 2009, and completed final prioritized list of PWGSC brownfield sites as found in the Contaminated Sites Management Plan (CSMP) inventory.
  • Percent hazardous material reduction (reduction in the number of product types) based on statistical sampling.
Goal 4:
  • Increased environmental quality in communities
5.  Achieved SDS Departmental Results for 2007-2008 For the 2007-2008 reporting period, PWGSC continued to make progress on its four overarching goals and respective objectives. Detailed progress is provided in the PWGSC Sustainable Development Performance Report. This report is available on the internet at: http://www.pwgsc.gc.ca/sd-env/text/performance-report-e.html.

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Royal Canadian Mounted Police

Table 9: Sustainable Development Strategy

Safe Homes Sustainable Communities (2007-2009)

Royal Canadian Mounted Police 4th Sustainable Development Strategy

Through the strengths of our mandate and the manner in which we deliver it, the RCMP contributes to sustainable development in Canada in support of a healthy, stable and prosperous future for all Canadians. Sustainable Development (SD) is achievable through 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, SD is inherent in the very nature of RCMP operations, where for over 130 years, our relationship with Canadians has focused on supporting and nurturing the long-term health, wellness and public safety of the communities we serve.

Through traditional and non-traditional policing roles, the RCMP ensures both immediate 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. These contribute as critical socio-economic components required supporting communities and advancing them into the future. The corporate framework that supports our 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 Departmental Goals of Sustainable Communities, Corporate Governance and Environmental Stewardship, RCMP’s 4th sustainable development strategy, Safe Homes – Sustainable Communities (2007-2009) continues to focus on enhancing our policing operations and corporate management practices with sustainability in mind, to add a new dimension to the immeasurable value that our officers bring to the lives of individuals and families every day. Safe Homes – Sustainable Communities (2007-2009) embodies a commitment to ongoing improvements in our organization’s contribution to sustainability in Canada and 2007-2008 witnessed a successful establishment of our baseline for performance indicators identified in this first year of our renewed SD Strategy. Subsequent years will gauge our continued progress in achieving improvements beyond the successes of our 2007-2008 baseline, as targeted in our established commitment areas.


Sustainable Development Strategy - Departmental Goals:
Departmental Driver:
1. Sustainable Communities – Healthier and Safer Communities The need for long term health, wellness and security of communities
2. 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
3. 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
4. All Federal SD Goals, including Greening Government Operations Goals have been addressed in RCMP 2007-2008 targets and work plans, as follows

Sustainable Development Priority 1 – Sustainable Communities


RCMP SDS1 Target
Federal SD2 Goal, including GGO3 goals Supporting Performance Measure from current SDS RCMP Expected Results for 2007-2008 Establish Baseline RCMP 2007-2008 Achieved Results RCMP 2007-2008
Supporting Example
1. SUSTAINABLE COMMUNITIES
1A. Community Partnerships
Federal Goal V:
Sustainable Communities
RCMP Volunteerism

Total volunteers/annum (#), Total volunteer hours/annum (hrs) 4

1.1.1 Effective partnerships with communities supporting sustainable development are increasing annually
75,000 volunteers in 2007-2008
RCMP is developing a volunteer policy to enhance understanding and recognition of the invaluable role that volunteers play within our organization. Our volunteers exemplify the strong relationships and mutual commitment that we build and rely upon within the communities we serve.
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

9% of Regular Members have completed Aboriginal Perceptions Training

1578 regular members trained, 17645 total regular members

Aboriginal cross-cultural, awareness and partnership programs are implemented nation-wide in support of our communities. Successes are numerous and are highlighted through meaningful partnerships, youth camps, canoe journeys and mentorship programs. For example, “M” Division participates in interagency Residential Schools Crime Prevention community consultations in support of Residential Schools reparations; “D” Division developed a pilot Indigenous Police Preparation Diploma program in partnership with the University of Winnipeg, Manitoba Metis Federation, local government and subject experts.
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
1200 designated Youth Officers, plus multiple non-designated members participating in Youth-related crime prevention programs
School liaison officers play a critical role as mentors, role models and confidants for today’s youth, enabling a strong foundation for the leaders of tomorrow.

1 SDS: Sustainable Development Strategy
2 SD: Sustainable Development
3 GGO: Greening Government Operations
4 Volunteer service is currently not tracked at the hourly level, therefore this performance indicator is repealed

Sustainable Development Priority 2 – Corporate Governance


RCMP SDS Target
Federal SD Goal, including GGO goals Supporting Performance Measure from current SDS RCMP Expected Results for 2007-2008 Establish Baseline RCMP 2007-2008 Achieved Results RCMP 2007-2008
Supporting Example
2. 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 29% of sustainable development programs requiring risk-based management strategies have complete, accessible information to help guide and support sound decisions. Programs requiring risk-based management approaches include Contaminated Sites; Potable Water Systems; Septic/Waste Water Systems; Hazardous Building Materials; Halocarbon containing Systems, Fuel Storage Tanks (Reportable); and Fuel Storage Tanks (Non-reportable). Two have data requirements completed, with data collection underway for remaining programs.
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, TBS submissions, RPP, DPR (#)

2.1.2 Integration of Sustainable Development Principles into RCMP Business Practices is increasing annually 13 Total Integrations: 9 at National level; 4 at Regional Level

National: Environmental Scan, Directional Statement, Balanced Scorecard CM&C Internal Initiatives, Project Delivery System, TBS Submissions inclusive of Strategic Environmental Assessments, RPP and DPR, Contaminated Sites Management Plan.

Regional: SD and environmental integration into 15 Pacific Region Assets & Procurement Business Process Maps and Project Management Process for Major Projects; Northwest Region Building Management Plans; and Central Region’s Quick Reference Guide for Asset Management (planning phase).

The Commissioner’s 2007-2008 Directional Statement reinforced the strategic priorities of Organized Crime, Terrorism, Youth, Aboriginal Communities and Economic Integrity, which shape the RCMP's programs in support of crime prevention, social development and enforcement. The RCMP mandate of supporting Safe Homes and Safe Communities into the future is the foundation for RCMP commitments to sustainable development in Canada
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 materiel managers and procurement personnel (#); total materiel 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 29% of procurement personnel have completed Green Procurement Training.

23 Procurement officers with completed green procurement training out of 126 total Procurement (78) and Materiel Management (48) Personnel.

In September, 2007, the RCMP requested all regional procurement offices that all procurement Officers take the Canada School of Public Service ‘Green Procurement Course’ (C215 through Campus direct). In the 6 months that followed, 23 of 78 RCMP procurement officers successfully completed the training, with additional training planned for the remaining procurement staff and all materiel management staff in future years.
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)

2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually
168 call-ups against 107 Green-designated PWGSC SOA's and Supply Arrangements

Measurement does not include 'green' choices made on non-green-designated SOA's or green procurement not associated with SOA’s.

In addition to supporting green-designated SOA’s, the RCMP supports life cycle considerations for Procurement & Disposal decisions. One successful application is evident through a Soft Body Armour (SBA) Recycling effort that sees kevlar processed into new, unrelated commodities. This program will see 25,000 lbs of kevlar from 5000 SBA units recycled throughout the initial 3 years of the agreement.
Ethanol blended fuel purchased for RCMP fleet

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

2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually 2% of all fuel purchased in 07-08 was E10 blended

540,775 L of E10;

31,639,974 L regular/other gasoline

The RCMP supports approaches to reduce the emissions associated with Fleet, including the purchase of 1065 Flex Fuel (E85) vehicles and 75 Hybrid-electric vehicles with improved fuel efficiency.
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 23 sustainable development oriented courses developed and 28 delivered; 533 participants

25 courses covered SD / environmental legislation, risk and process requirements (491 participants); 3 focused on green building/energy efficiency opportunities (42 participants)

Training provided to RCMP staff on environmental risk management, legislative requirements and SD opportunities. National Headquarters delivered a session for Major Capital Project Managers and Real Property staff on BOMA Go Green and LEED Construction to demonstrate opportunities, constraints and strategies for consideration in the RCMP asset portfolio.
Active participation in interdepartmental initiatives

Total active participations including Sub-Committee for Canada 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 22 active cross departmental partnerships involving RCMP Sustainable Development interests

Various Interdepartmental Regional & National working groups on contaminated sites, SD, storage tanks and environmental assessment (16); Interdepartmental Working Group on Drinking Water & Training Sub-Committee; Pacific Federal Council SD Initiatives; Montebello Summit SD Planning Committee; Vancouver 2010 Olympics Sustainability Committee; International Policing Network for Sustainability.

An international network to explore, communicate, share best practices and expand the role that policing agencies play in supporting sustainability of their organizations and client communities was initiated in 2008 in partnership with the Netherlands Police Force and North Wales Police and is currently expanding to the UK policing community.
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. 6 National and 8 Regional SD communications initiatives developed and delivered.

National: Earth Day; Environment Week; SD Strategy Communications (2); Environment, Health & Safety Bulletins; Earth Hour.

Regional: International Volunteer Day, Recycling Program Promotion, Regional SD Programs (3), Contaminated Sites Programs and Halocarbon/Storage Tank Management Communication.

RCMP Environment, Health & Safety Protection Bulletins, covering 15 topics, have been created and made available to all building occupants to enhance awareness in order to identify potential environmental or health and safety concerns associated with facilities’ conditions, identify activities that may increase the potential risk for environmental issues to arise, identify risk mitigation approaches and communicate procedural requirements for responding to and managing these incidents.

Sustainable Development Priority 3 – Environmental Stewardship


RCMP SDS Target
Federal SD Goal, including GGO goals Supporting Performance Measure from current SDS RCMP Expected Results for 2007-2008 Establish Baseline RCMP 2007-2008 Achieved Results RCMP 2007-2008
Supporting Example
3. 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 31% of buildings constructed by RCMP in 2007-2008 included green considerations or objectives

11 out of 36 construction projects; 2 LEED6 Gold, R2000 Standard houses in Northwest Region, 1 house with heat pump system and 3 with high-efficiency insulation in Pacific.

RCMP is focused on integrating efficiency improving retrofits to the existing asset portfolio. Energy audits, lighting & window upgrades were completed in Pacific Region and Central Region implemented a ‘green renovation’ in Stoney Creek, Ontario which included zero emission ceiling tiles, recycling of project waste, timers/sensors for lighting in low use areas (i.e. washrooms), reuse of existing materials, recyclable carpet & panel fabric, high-efficiency lighting and layout design to maximize natural light.
GHG emissions per annum

Measures as per existing GHG calculations

3.1.2 GHG emissions per facility square meter is decreasing annually 0.15 tonnes CO2 equivalent per gross square meter
Total CO2 equivalent emissions = 89,000 tonnes; Total facility square meter (owned, non-residential) = 585,470 square meters (gross).
RCMP is incorporating innovative strategies into new buildings to improve operations, reduce costs and drive efficient use of energy and resources. For example, duplex style housing designs are considered where appropriate and sustainable design principles are being explored and adopted within RCMP plans.
3B. Contaminated Sites
Federal SD Goals I & IV:

Clean Water & Sustainable Use of Natural Resources

Financial liability of RCMP portfolio within TBS Federal Contaminated Sites Action Plan (FCSAP)

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

3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually Total confirmed/estimated liability associated with RCMP contaminated sites = $4,275,715 The RCMP is committed to the proper management of contaminated sites in a transparent and systematic manner that recognizes the principles of risk management and conforms to the following principles:
Reduction of human health and/or ecological risk;

Reduction of financial liabilities; Compliance with federal environmental legislation and policies; and, cost effectiveness, efficiency and accountability.

The RCMP Contaminated Sites Management Plan ensures that departmental resources are spent on priority areas in a transparent and accountable manner to all Canadians.

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 (#)

3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually 66% of RCMP properties have completed Step 1 and/or Step 2 Assessments, under the RCMP Contaminated Sites Management Plan.

2263 sites completed out of 3450 total sites

Through the RCMP Contaminated Sites Management Plan, an action plan is in place to complete 100% of all required Step 1 and 2 assessments by the end of FY 2009-2010. This process serves to identify and prioritize potential environmental risks and establish follow-up plans to address them.
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 (#)

3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually Reportable Tanks: 100% with completed inventories

* Sub-target 1 achieved.

102 tanks comprising 65 tank-systems.

Non-reportable Tanks: 23% with completed inventories

* Sub-target 2 in progress.

1307 tanks total; 305 with completed inventories.

Historically, old and leaking heating oil tanks have proved to be a common source of contamination on properties throughout Canada. With a focus on prevention, the RCMP has taken action to understand the risks posed by our fuel storage tanks, with initial focus on our underground and large aboveground tanks (i.e., reportable) which could pose the highest risk levels. Emergency spill response programs have also been launched nationally to ensure rapid response in the event of a possible leak, thus enhancing protection of human and environmental health.
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 97% of RCMP owned potable water well systems are managed in accordance with non-standardized interim operating procedures

173 owned potable water well systems managed under interim operating procedures, out of 179 total confirmed owned systems

The RCMP participates in the Interdepartmental Working Group on Drinking Water Quality, charged with identifying and standardizing an improved federal approach for managing and verifying potable water quality that is provided for employees. An RCMP Guidance Document to standardize a comprehensive improved approach is under development for launch in FY08-099
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 357 buildings have confirmed some degree of hazardous building material presence (lead paint, asbestos, etc.). 37 of these (10%) have active management or abatement plans in place, depending on risk level. The potential for presence of hazardous building materials can be gauged based on the age of the building. Suspected buildings are assessed for the potential presence of hazardous building materials and site-specific strategies are developed as solutions for each confirmed incidence.
Facilities with confirmed halocarbon inventories

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

3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually 26% of RCMP owned/leased buildings have completed halocarbon inventories

660 buildings out of 2527 total have halocarbon inventories

Northwest Region has piloted a Halocarbon Management Program to enhance employee awareness of responsibilities and encourage action to maintain compliance with the Federal Halocarbon Regulations. Pilot will be expanded to other regions in FY08-09.
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 2% of all fuel purchased in 07-08 was E10 blended

540,775 L of E10;

31,639,974 L regular/other gasoline

The RCMP supports approaches to reduce the emissions associated with Fleet, including the purchase of 1065 Flex Fuel (E85) vehicles and 75 Hybrid-electric vehicles with improved fuel efficiency.
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 350 g carbon-dioxide equivalent Greenhouse Gas emissions, per vehicle kilometre travelled.

32,180,749 L fuel consumed, generating 75,946,567 kg of emissions; 211,068,731 km travelled in 07-08

The RCMP encourages green-driving principles, including idling reduction, as a measure to assist our fleet related emissions. Efforts to integrate efficient vehicles and cleaner burning fuels, including ethanol-blended gasoline, further support this goal
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 100% of operational requests for service from SD/Environmental staff led to implementation of follow-up projects or programs

21 calls for service; 21 SD responses and follow-up action

Vancouver 2010 Integrated Security Unit requested assistance to identify environmental requirements for cruise-ship accommodations being commissioned in support of the Olympics. This has expanded to identify other opportunities for SD integration into planning and delivery of security services for major events.

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Transport Canada

Table 12: 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 has chosen to focus its efforts on three themes: urban transportation; commercial freight transportation; and marine transporttion.

The strategy includes an action plan, which is 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 has outlined the sustainable development commitments, targets and performance measures the department will use to measure the success.

For further information on Transport Canada’s updated sustainable development strategy, visit http://www.tc.gc.ca/SDS.


SDS Departmental Goal: Commitment 1.1 – Active Transportation
Federal SD Goals:
Goal 2 - Clean Air – Clean air for people to breathe and ecosystems to function well. Goal 3 - Reduce greenhouse gas emissions.
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Achieve a consensus among federal departments, provinces/territories and municipalities on the value of a national active transportation strategy in 2007-2008. Consensus among federal departments, provinces/ territories and municipalities on the value of a national active transportation strategy as shown by a decision to pursue such a strategy or not. In working towards this commitment, the department hosted two one-day consultation workshops during 2007-2008. The first was held with provinces/territories and other federal departments, and the second with municipal representatives.  In addition, several bilateral meetings were held with provinces and municipalities unable to attend the workshops.  

Stakeholders consistently expressed that there is value in developing a national active transportation strategy.  



SDS Departmental Goal: Commitment 1.3 - Green Commute
Federal SD Goals:
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.
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Provide support to enable Commuter Options within other federal departments and agencies across Canada by:

Delivering 3 commuter options workshops per year to interested public and private employers, beginning in 2007-2008.

The number of workshops delivered and their outcomes. One workshop delivered in 2007-2008. The workshop received a very positive evaluation.
SDS Departmental Goal: Commitment 1.4 - Explore use of economic measures
Federal SD Goals:
Goal 2 - Clean Air – Clean air for people to breathe and ecosystems to function well.


Goal 3 - Reduce greenhouse gas emissions. Goal 6 - Strengthen federal governance and decision making to support sustainable development.

Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Improve Transport Canada’s economic instrument modeling framework and enhance Canadian data as it relates to the reaction of consumers and manufacturers to economic instruments, subject to funding, by 2007-2008.

 

Conduct further analysis of a range of economic instruments by 2007-2008.
Transport Canada will, subject to funding, expand its analytical capacities to cover, for example, light duty vehicles fleet wide and new medium- and heavy-duty trucks initiatives.



Consult with stakeholders, including motor vehicle industry NGOs, Alternate energy producers and the academic community about design options and administration / implementation issues ongoing between 2007-2008 and 2009-2010.

Quality, usefulness and timeliness of analysis and data.

 

 

 



Number of analysis and studies completed.

 

 

 

 

Number of consultations conducted.

The development of the feebate assessment model provided the catalyst needed to stimulate the implementation of the ecoAUTO Rebate Program. During the period 2007/08, the feebate assessment model was used to examine various design options, which were essential in implementing the Program.


The key analytical work was the continuing development of the light duty vehicle rebate/feebate model framework. Another important data study was conducted during 2007-08 to provide transportation GHG emissions by mode and type of activity.

 

 

During 2007-08, the department met with the Canadian Trucking Alliance (CTA) to discuss its EnviroTruck proposal. 

SDS Departmental Goal: Commitment 2.2 - Climate Change Impacts and Adaptation
Federal SD Goal:
Goal 3 - Reduce greenhouse gas emissions .
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Preliminary assessment and recommendations aiming to increase the understanding and knowledge of the occurrence of permafrost and of the Kuujjuaq landing strip thermal regime in 2007-2008. Results of the analysis, including number of recommendations identified.   The temperature and weather data recording instruments installed in the runway in 2006-2007 are operating as expected. In 2007-2008, the data was collected and analyzed by the Centre d’études nordiques. Some work and subsequent analyses will be completed in 2008-2009.
SDS Departmental Goal: Commitment 3.1 - Intelligent Transportation Systems (ITS)
Federal SD Goal:
Goal 3 - Reduce greenhouse gas emissions.
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Funding to be provided for research, development and deployment projects in each of fiscal years 2007-2008, 2008-2009, and 2009-2010. Number of deployment projects funded.

 





Number of research and development projects funded.



Number of agreements signed with partners.

In 2007-2008, 36 projects were ongoing, with 12 being completed. Projects include traffic management systems, improvements to transit and commercial vehicle operations, and the provision of traveler information for better planning.


In 2007-2008, 37 projects were ongoing, with 12 completed.

 


A significant number of new agreements, and amendments to existing agreements for the purpose of adding new project work, were concluded in fiscal years 2006-2007 and 2007-2008. In total, 47 new projects were added to the ITS program.

SDS Departmental Goal: Commitment 3.4 Mobility Needs of the Aging Population and Persons with Disabilities
 
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Evaluate the effectiveness of a variety of policy instruments for improving accessibility in the federal transportation system, by 2007-2008. Completed evaluation of the effectiveness of various policy instruments for future policy developments for enhancing accessibility in the federal transportation system. Methodology and peer review have been completed.   Data collection completed, and a final draft report was prepared in March 2008.
SDS Departmental Goal: Commitment 4.1 - Promote Advanced Technology Vehicles
Federal SD Goals:

Goal 2 - Clean Air – Clean air for people to breathe and ecosystems to function well.
Goal 3 - Reduce greenhouse gas emissions.

Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
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.

Number and type of vehicles and technologies tested with results presented in various report formats.

 

 



Number and type of activities attended throughout the year.

The eTV program focused on conducting a global survey of advanced vehicle technologies during the first year of the program. In total, over 34 different advanced vehicles technologies were investigated for their environmental and safety performance. The compiled research and technical documentation can be found on the program’s web site: www.tc.gc.ca/etv. 

The eTV showcasing team attended 22 events throughout this period and provided information to over 20,000 visitors.  In addition to showcasing events, eTV staff have participated in various industry consultations, work groups, conferences and seminars.

SDS Departmental Goal: Commitment 4.2 - Motor Vehicle Fuel Consumption
Federal SD Goals:

Goal 2 - Clean Air – Clean air for people to breathe and ecosystems to function well.
Goal 3 - Reduce greenhouse gas emission s.

Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Collect, verify and report on fuel consumption of new vehicles, on an annual basis.








Maintenance of the Vehicles Fuel Economy Information System (VFEIS) database, on an ongoing basis.
Timely data collection from all manufacturers

 

Audit and verification of data.

 

Annual reporting of results.

As of March 31, 2008, all manufacturers had reported the required data for the 2007 model year.

In 2007-2008, the FCP completed compliance testing on 30 vehicles as part of its confirmatory audit test program.

Annual reporting for FCP results will be available with the September 2008 release of the Vehicles Program Annual Report.

In 2007-2008, the VFEIS application was replicated on an alternate software platform to allow analysts to better identify motor vehicle data integrity errors.

Also in 2007-2008, TC processed 2008 model year data and worked with motor vehicle manufacturers to correct issues with Company Average Fuel Consumption data from 1998 to 2007.

SDS Departmental Goal: Commitment 4.3 - Reduction of Emissions from the Rail Industry
Federal SD Goals:

Goal 2 - Clean Air – Clean air for people to breathe and ecosystems to function well.
Goal 3 - Reduce greenhouse gas emissions.

Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
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. Reductions in emissions achieved due to the Memorandum of Understanding. The 2006 Locomotive Emissions Monitoring (LEM) Program Report was published in December of 2007. The Report indicates that the rail industry is progressing well towards the established emission efficiency targets for 2010.
SDS Departmental Goal: Commitment 5.1 - Promote Best Practices for Environmental Management in the Transport Sector
Federal SD 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.
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Complete business case by March 2008.

 

 



With the Transportation Association of Canada (TAC), compile a synthesis of practices on Environmental Management Systems (EMS) and include EMS how-to guidance material by 2007-2008.

With International Civil Aviation Organization (ICAO) Committee on Aviation Environmental Protection (CAEP) Working Group 2, develop an Airport Air Quality Guidance Document by September 2008.

Usefulness of business case, including identified incentive opportunities, to advance the prospects of an environmental incentive program.

Number of TAC members that have developed and implemented EMSs for their respective organizations.

 

Publication of the Guidance Document.

Business cases for 9 ports were completed by February 2008.

 

 

 

A 2008 EMS survey of selected TAC members showed that 30 per cent of respondents have an EMS while 30 per cent are in the process of developing a system.  This was based on an email survey of 37 transportation agencies.


Airport Air Quality Guidance Manual is in the process of being drafted and technical experts are finalizing chapters.  The document is expected to be finalized for 2009.

SDS Departmental Goal: Commitment 5.2 - Marine Sector Pollution Control
Federal SD Goal:

Goal 1 - Water – Clean and secure water for people, marine and freshwater ecosystems.

Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
HNS spill response regime

Develop the legislative structure required to put a HNS regime in place together with the necessary regulations and standards starting in 2007-2008.

 

 

Create the required HNS response mechanism in order to provide a nationally consistent method of responding to, and managing the response to marine HNS incidents and spills from ships and during the loading and unloading of ships at chemical handling facilities starting in 2007-2008.

National Aerial Surveillance Program

Continue to increase the effectiveness of the National Aerial Surveillance Program (NASP) by increasing the frequency of patrols and expanding surveillance to areas not normally patrolled, such as the Arctic.


Improve capability for observing, detecting and reporting illegal discharges and identifying the vessels that are responsible for polluting Canada’s marine environment. By 2007-2008, Transport Canada’s modernized Moncton-based Dash 8 aircraft will be fully operational with trained crews and by 2008-2009 an identical capability will be implemented on the West Coast.

Number of regulations and standards developed.

 

 


 


Effectiveness of national HNS incident response framework.

 

 

 


Number of pollution patrol hours flown in each Region - per month, per year.


Number of ship source pollution incidents and number of mystery spills detected - per mission, per month, per year.

Number of vessels visually observed and number identified by the aircraft’s Automatic Identification System – per hour, per mission, per month, per year.

Number of prosecutions resulting from NASP pollution patrols – per year.

In 2007-2008, it was confirmed that TC has the power to put in place the framework, procedures and legislation to ensure an immediate and efficient response to an HNS incident.  Identification of gaps within the Canadian legislation has been identified in order to meet the OPRC-HNS Protocol’s requirements to International commitments and cooperation in responding to HNS incidents.


In 2007-2008, work began on evaluation of the marine chemical transportation industry, evaluation of the response capabilities, role and responsibilities of all stakeholders, equipment and resources needed, including training.

 

In 2007-2008, 2,578 patrol hours were flown.  This equated to a 56 per cent increase when compared to 2006-07. TC also expanded patrols to the Arctic and the Labrador Coast. 

 

Statistics are captured on an annual basis (i.e. per year basis vs. per month). The following was reported in 2007-2008:
Atlantic Region - 1257 hours
Quebec Region - 246.4 hours
Ontario Region - 120.4 hours
Prairie and Northern Region - 170.4 hours
Pacific Region - 784 hours

On January 22, 2008, TC deployed its second fully equipped Dash 8 pollution patrol aircraft.

During 2007-2008, TC also acquired a third Maritime Surveillance System for use in Canada’s Arctic.  This will be installed on TC’s Dash 7 pollution patrol aircraft during Spring 2009 and it is expected to be operational with trained crews by fall 2009.  

SDS Departmental Goal: Commitment 6.1 - Transportation Data and Information
Federal SD Goal:

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

Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Conduct, on a regular basis, assessments to identify the most important data gaps with regards to transportation activity and energy use for all modes, between 2006-2007 and 2009-2010.

 

 

 

The department will work with partners, including Statistics Canada, to improve data collection with respect to road vehicle use (including truck freight), by 2007-2008.

Identification of the major data gaps and development of a strategy to address them.

 

 

 

 


Number of data collection initiatives related to road vehicle use.

The Full Cost Investigation helped identify data gaps, in particular in linking activities levels and fuel consumption. Some actions are foreseen to improve this gap, in particular following the adoption of the amendments to the Canada Transportation Act. Several major research studies were launched in 2007-2008 under the Full Cost Investigation that allowed gauging the extent of the data gaps and researching robust methodologies to address the data gaps and produce defensible estimates.

During 2007-2008, collaboration occurred on an ad-hoc basis to provide feedback to Transport Canada colleagues who in turn provide comments to Statistics Canada. A number of methodologies were tested to improve the data gathering from the use of light road vehicles.

SDS Departmental Goal: Commitment 6.3 - Funding for Sustainable Development Initiatives
 
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Beginning in 2006-2007, select projects for funding on an annual basis in accordance with established criteria.

Implement approved projects, beginning in 2007-2008.

Number of projects funded and total investment.



Results of specific projects, including relevant improvements to environmental quality.

In 2007-2008, ten projects were funded with a total investment of $1 million dollars.

 

Nine of the ten 2007-2008 projects funded have been completed and final reports are being submitted by the project managers.

 

SDS Departmental Goal: Commitment 7.1 - Transport Canada Environmental Management System
Federal SD Goals and GGO Goals:
Goal 1 - Water – Clean and secure water for people, marine and freshwater ecosystems.

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

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

Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Conformance with the environmental management system framework (see Appendix B of the Sustainable Development Strategy) by 2009-2010. Level of conformance with the environmental management system (EMS) framework. Work is progressing to meet the EMS targets.  Reporting results for the 2007-2009 will not be available until Fall 2008.
SDS Departmental Goal: Commitment 7.2 - Pickering Green Space Lands
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Begin development of an Agricultural Management Plan, that will incorporate current best management practices, by 2007/2008. Plan for best management practice for agriculture developed.

Opportunities for participation of tenant farmers identified, and lease agreements reviewed.

Report prepared detailing priority restoration areas and phasing of work identified.
Progress is delayed due to external factors and complexities not foreseen at the time of planning. This project is expected to be back on track in 2009-2010
From Words to Work (Part 7)
SDS Departmental Goal:
Transport Canada will highlight key 2007-2009 SDS commitments, targets and indicators in the department’s annual Report on Plans and Priorities (RPP).

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

Achieved SDS Departmental Results for 2007-2008:
Key 2007-2009 SDS commitments, targets and indicators are included in the RPP on an annual basis.

SDS Departmental Goal:
The department will undertake to ensure that the accountability accords of those senior managers responsible for implementing specific actions in the strategy, reflect their respective 2007-2009 SDS commitments.

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

Achieved SDS Departmental Results for 2007-2008:
In 2007-2008, Transport Canada’s "Ongoing Executive Management Commitments" document was updated to reflect the requirement for Transport Canada’s SDS commitments to be implemented in an effective and timely manner. This will ensure that SDS targets are brought to the attention of senior managers as they develop their accountability accords.

SDS Departmental Goal:
Transport Canada will continue to hold regular meetings (for the 2007-2008 – 2009-2010 period) of the department’s internal Sustainable Development Strategy Committee (SDSC) to oversee and coordinate implementation of the strategy, and to provide a forum for sharing sustainable development information and best practices across departmental groups and regions.

Achieved SDS Departmental Results for 2007-2008:
As the development of the next SDS has not yet been initiated, SDSC meetings were not required in 2007-2008. However, the SDS Fund Subcommittee of the SDSC was convened at key stages of the SDS Fund Year 2 funding round.

SDS Departmental Goal:
Transport Canada will also join with other government departments and the Canada School of Public Service (CSPS) to design and deliver Government of Canada Sustainable Development training material. Delivery to begin in 2007-2008.

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

Achieved SDS Departmental Results for 2007-2008:
TC participated in the design and development of the Government of Canada Sustainable Development (SD) course. The first French SD Course was delivered through the CSPS on February 25, 2008 and the first English course on March 13, 2008.

SDS Departmental Goal:
The department will undertake efforts to increase employee awareness and understanding of sustainable transportation as well as the department’s environment and sustainable development programs and activities. This will include learning events and sustainable transportation articles in departmental newsletters on an ongoing basis.

Achieved SDS Departmental Results for 2007-2008:
An article on the Sustainable Development Strategy Fund was published on TC’s internal website. During 2007-2008 the department continued to hold its Sustainable Development course, to increase employee awareness of sustainable development and its application within Transport Canada.  The department also developed an on-line version of the Sustainable Transportation Lens, which will be launched in 2008-2009.

SDS Departmental Goal:
Transport Canada will produce an annual SDS Progress Report, supplemental to the Departmental Performance Report. The results of this report will be presented annually to Transport Canada’s senior management committee.

Achieved SDS Departmental Results for 2007-2008:
Transport Canada continues to prepare an SDS progress report that is supplemental to the Departmental Performance Report. A summary will be posted on the Transport Canada internet site.


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Treasury Board of Canada Secretariat

Table 6: Sustainable Development Strategy

The Secretariat's Sustainable Development Strategy 2007-09 (SDS) is the core plan for making its operations and policies more sustainable.

The following table* outlines the Secretariat's progress in implementing the SDS for the 2007-08 fiscal year. While progress has been achieved, it should be noted that several commitments are ongoing and will require the full three-year SDS cycle.

The Secretariat's SDS can be found at www.tbs-sct.gc.ca/report/orp/2006/sds-eng.asp.

*Note that the first box contains the Secretariat's SDS goal, which supports the broader federal sustainable development (SD) goal found in the second box. More information on Environment Canada's guidance and the federal SD goals can be found at http://www.sdinfo.gc.ca/reports/en/sd_guide/toc.cfm. Guidance on greening government operations (GGO) and the federal GGO goals can be found at http://www.pwgsc.gc.ca/greening/text/publications/guidance-sds-e.html.

Departmental SDS Goal 1: Contribute to improved management of and accountability for sustainable development within the Government of Canada.
Federal SD Goal:
Strengthen federal governance and decision making to support SD.


Expected Results for 2007-08 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-08

Engage Environment Canada (EC) to establish reporting priorities, to identify ways to improve guidance, and to provide guidance on reporting on horizontal initiatives and reporting from a Government of Canada (GC) perspective.

Improved guidance on SD is provided for Reports on Plans and Priorities (RPP) and Departmental Performance Reports (DPR), for increased linkages to federal SD goals in reporting, and for reporting from a whole-of-government perspective.
By 2008

The Secretariat worked with EC to revise the 2007-08 DPR and 2008-09 RPP guidance, making SD reporting more straightforward for departments and improving linkages between departmental goals, expected and actual performance, and federal SD goals.

Include SD in the Secretariat's and the Canada Public Service Agency's (CPSA) Policy Development Challenge Questions.

Guidance material for policy writing includes SD as a consideration in the Policy Suite Renewal Initiative.
By March 2007

SD was included in the Secretariat's and the CPSA's Policy Development Challenge Questions.
Complete

Produce revised guides, tools, and approaches for assessing existent documentation on Treasury Board submissions.

Revised guidance materials for submissions are developed.
By December 2007

The Guide to Preparing Treasury Board Submissions was revised to include guidance on SD. The introduction of this new guidance has been supported through targeted learning sessions with program sector analysts.

Support the Canada School of Public Service (CSPS) government-wide SD training course and explore other opportunities.

Learning opportunities about managing SD at the Secretariat are offered.
By December 2008

The Secretariat co-funded and participated in the interdepartmental development of an SD course through the CSPS to provide managers and analysts with a common SD knowledge base. This course was delivered once in French and once in English. The funds also supported three SD-themed CSPS Armchair Sessions.

Support EC, as appropriate, in addressing management issues raised in the 2006 September Report of the Commissioner of the Environment and Sustainable Development.

EC is supported by the Secretariat, where appropriate, in leading efforts to improve management tools.
By 2008

The Secretariat provided ongoing support to EC in its review of SD management issues and the development of government input to Bill C-474.

Support Public Works and Government Services Canada (PWGSC) in updating the GGO performance management framework and the performance management desktop.

PWGSC is supported, where appropriate, in leading and improving management of GGO for the GC through the development of management tools.
By 2008

The Secretariat provided ongoing support to PWGSC as it developed approaches to improving management of GGO performance and shares a co-lead role with PWGSC and EC for advancing GGO goals.



Departmental SDS Goal 2: Make progress on federal priorities related to sustainable development.

Federal SD and GGO Goals: Reduce greenhouse gas (GHG) emissions. Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations.


Expected Results for 2007-08 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-08

Hold the annual Federal Fleet Workshop.

Improved learning opportunities through workshops, sessions, and symposia.
Ongoing

The annual Federal Fleet Workshop was held in October 2007. The Secretariat chaired the planning committee and hosted the workshop, which included presentations on best practices, demonstrations of new technology for vehicles and new products, and brainstorming sessions on opportunities to further green the federal fleet. Departments were thus made aware of emerging technologies for green vehicles and fuels through various presentations from field experts and through demonstrations from the automotive industry and fuel suppliers.

Maintain the Federal Contaminated Sites Inventory (FCSI) and supporting guidance documents; perform annual certification of FCSI data for completeness and accuracy; and review departmental expenditure proposals.

As requested by EC, analyze annual custodian expenditure and performance data and draft the annual report for the Federal Contaminated Sites Action Plan (FCSAP).

Participate in planning and conducting the FCSAP formative evaluation.

With EC, implement the Federal Contaminated Sites Web portal.

Administration of the FCSAP is monitored.
Ongoing

The FCSI is maintained based on data provided and certified by custodians.
Ongoing

FCSAP reports and plans are prepared annually, and a formative program evaluation is conducted with EC.
Ongoing

The Federal Contaminated Sites Web portal is launched.
By March 2007

The Secretariat continued to maintain, monitor and, address FCSI data integrity issues.

The Secretariat provided review and analysis of FCSAP Treasury Board submissions from program sectors as required.

The Secretariat provided oversight on policy compliance through a review of departmental contaminated sites management plans.

The Secretariat supported EC in the analysis and preparation of FCSAP annual reports and the examination of program performance through the formative evaluation scheduled for completion in Q2 of 2008-09.

The Federal Contaminated Sites Web portal (a joint EC and Secretariat initiative) is on schedule for completion in Q1 of 2008-09.

Community Outreach: The Secretariat led the Planning Committee for the Federal Contaminated Sites National Workshop, scheduled for Q1 of 2008-09.



Departmental SDS Goal 3: Improve environmental stewardship of the Secretariat's operations.*

Federal SD and GGO Goals:

SD Goals: Reduce GHG emissions. Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations. Strengthen federal governance and decision making to support SD.

GGO Goals: Tenant departments will work with their facility providers to establish meaningful targets toward the reduction of GHG emissions. Reduce, by 2010, GHG emissions per kilometre per vehicle of the departmental fleet by 15 per cent from 2005 calendar-year levels. All gasoline purchased for federal road vehicles will be ethanol blended, where available.

Other Opportunities: Green stewardship―All materiel managers and procurement personnel, without exception, take green procurement training. Set a minimum of three procurement targets over three years.

Other Opportunities: Waste management.


Expected Results for 2007-08 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-08

Document the GHG baseline, assess opportunities for energy savings, develop a strategy with stakeholders, and implement the strategy.

The percentage reduction in GHG emissions is reported annually (based on 2005-06 utility figures for L'Esplanade Laurier)
By 2007-09

A GHG baseline was documented for fiscal year (FY) 2005-06 for L'Esplanade Laurier. PWGSC's lighting upgrade to improve energy efficiency is expected to be complete by April 2008.

Document the fleet baseline and advise the fleet manager; monitor the fleet composition yearly, document the baseline, and provide information for drivers; monitor purchases; and schedule training opportunities.

Annual average GHG emissions per kilometre 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).
By 2007

All drivers are given green driver training (based on 2005-06 baseline).
By December 2007

A fleet composition baseline was documented for the shared Department of Finance Canada (FIN), Secretariat, and CPSA fleet of six vehicles for the 2007 calendar year (CY). The fleet is being monitored to ensure that new acquisitions meet the Treasury Board Directive on Fleet Management: Executive Vehicles, which provides for reducing the environmental impact of the executive fleet through the purchase of hybrid-electric, flexible fuel, or four-cylinder conventional fuel engine vehicles. In CY 2007, two hybrid (electric and gas) vehicles were purchased to reduce GHG emissions from the executive fleet by approximately 24 per cent from baseline year (FY 2005-06).

The shared FIN, Secretariat, and CPSA fleet is being monitored annually to ensure that ethanol-based fuels are being purchased where available. Locations of sources of ethanol-based fuels were provided to drivers.

All six FIN, Secretariat, and CPSA fleet drivers have completed the green driver training.

Document the membership baseline and evaluate opportunities; develop and implement a strategy with the Green Citizenship Network (GCN).

GCN membership is increased by 25 per cent.

Environmental initiatives are implemented and associated environmental outcomes identified.
By 2009

GCN membership at the Secretariat increased from 20 to 55 members in CY 2007, which represents a 165 per cent increase. The Secretariat provided opportunities for grassroots involvement in workplace environmental initiatives (e.g. Lug-a-Mug campaign to reduce polystyrene waste).

Produce a first draft of the Environmental Management System (EMS) blueprint, establish a committee, evaluate opportunities, and develop and implement the EMS.

The Secretariat undergoes a successful internal EMS audit.
By September 2009

The Secretariat completed a first draft of the EMS and established an EMS committee composed of representatives from most business sectors and a PWGSC representative.

Document the green procurement training baseline, develop a green procurement e-learning course with the CSPS, ensure materiel managers and procurement staff complete the new e-learning course, and ensure that acquisition card holders complete the new course.

The Secretariat reports annually on the percentage of its materiel managers, procurement staff, and acquisition card holders trained.

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

PWGSC and CSPS developed green procurement training, which became available online through CampusDirect in July 2007. The Secretariat coordinated green training for 45 per cent of its materiel and procurement personnel in
January 2008. The Secretariat conducted training sessions for 46 per cent of its acquisition card holders to date.

Document the green furniture procurement and multi-function document manager (MFDM) baselines, assess opportunities and acquisition processes, develop strategies, implement and assess a green procurement tracking measure, develop a pilot program within the Secretariat, and implement and assess the pilot program.

The Secretariat reports annually on the number of contracts issued, the quantities purchased, and the dollar value of contracts-and identifies environmental outcomes (including total furniture purchases).
By 2009

The Secretariat reports on the pilot program's information technology and information management savings and client satisfaction.
By 2008

The Secretariat established furniture procurement standards for the facilities management staff and procurement buyers. Compliance was supported by periodic reminders.

The Secretariat and FIN initiated collaboration between departments and agencies using the common financial information system delivered by SAP to work on a common approach to tracking green procurement. The SAP Core Team developed and implemented a government-wide Integrated Financial and Materiel System (IFMS) field to track green procurement purchases. The green procurement tracking field came online in September 2007.

A pilot project for the MFDM was established in December 2007 at the Secretariat's 222 Nepean St. offices.

Document the waste baseline, assess recycling opportunities, and develop a strategy with PWGSC; implement a recycling system.

The Secretariat reports on the percentage of landfill waste diversion (based on the waste audit baseline of 2004 for L'Esplanade Laurier).
By 2007

The recycling program at L'Esplanade Laurier was updated, including more comprehensive signage. The recycling program was expanded to include CDs, DVDs, floppy discs, ZIP and JAZZ drives, toner cartridges, and inkjet cartridges.

Document the waste baseline, assess composting opportunities, and develop a strategy with PWGSC; implement a composting system.

A composting program that meets PWGSC guidelines is in place.
By 2007

The composting of paper hand towels (37 tonnes annually) and pulverized paper (100 tonnes annually) from L'Esplanade Laurier began in February 2008. These two measures enable a waste diversion rate of 85 per cent for the location. The pulverized paper is used as horse bedding before being composted.


*Secretariat SDS Goal 3―greening departmental operations―is a collaborative initiative with the Department of Finance Canada and the CPSA, on the basis of shared corporate services and co-location at L'Esplanade Laurier.

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Veterans Affairs Canada

Table 12: Sustainable Development Strategy


Although the Federal Sustainable Development Goals are not directly linked with the mandate of the Department, Veterans Affairs Canada remains committed to reducing our environmental footprint. In the development of the fourth round of the Sustainable Development Strategy (SDS), the focus was on fewer, more manageable and realistic commitments in the areas of federal governance, greenhouse gas (GHG) emissions, green stewardship, quality of life, regulatory compliance, and waste and water management.

Since tabling our latest SDS, we have seen success in meeting many environmental targets and contributed to the federal SD goals of clean water, reduce greenhouse gas emissions and governance for sustainable development.


  SDS Departmental Commitment Federal SD Goal (s) including Greening Government Operation (GGO) Goals (if applicable) Performance Measure Departmental Expected Result for 2007-2008 Achieved SDS Departmental Result for 2007-2008
1 100% of materiel managers and procurement personnel take green procurement training by 2010. (GGO Government-wide target) Governance for Sustainable Development Report annually on the percentage of materiel managers and procurement community trained. (GGO Government-wide performance measure) 5% of materiel managers and procurement community trained 6%
2 Quantity of green products purchased is increased by 15% Governance for Sustainable Development Report annually on the dollar value spent on green procurement (GGO Government-wide performance measure) 5% increase in green products purchased Reporting information not available
3 Conduct an analysis of paper usage and implement strategies to reduce paper usage   Decrease in quantity of paper purchased 10% reduction 4.8% 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 5% reduction 43% decrease in non-duplex printers from 2005-06 (data not available for 2006-07)

All photocopiers have duplex capability
5 Reduce by 15% from 2002-2003 levels, GHG emissions per vehicle kilometre from Veterans Affairs' fleet by 2010 (GGO government-wide target) Reduce greenhouse gas emissions Annual average GHG emissions per vehicle kilometre (GGO Government-wide performance measure) 5% decrease 29% decrease from 2002-03
6 All gasoline purchased for federal road vehicle will be ethanol-blended, where available (GGO government-wide target) Reduce greenhouse gas emissions Percentage of litres of gasoline purchased for federal road vehicles that is ethanol-blended (GGO Government-wide performance measure) 3.2% increase 10.7% increase
7 Conduct an analysis of vehicle (fleet, personal, rental) usage by staff and implement strategies to reduce GHG emissions   Analysis has been conducted and next steps have been identified N/A Analysis has been conducted
8 In support of the overall Federal House In Order target of 31%, reduce GHG emissions by 2010 at Ste. Anne's Hospital (GGO government-wide target) Reduce greenhouse gas emissions Report annually the percent reduction in GHG emissions at Ste. Anne's Hospital (GGO Government-wide performance measure) 20% reduction 34.7% reduction since 1991
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)
17 messages
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 17% 53.8% of Client Service Teams have undergone a certification review
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 Ongoing.
This project was completed in March 2008
12 Comply with applicable Federal environmental regulatory obligations at Ste. Anne's Hospital   Increase compliance with environmental regulatory clauses 100% 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 5% increase 9% increase
14 Reduce water consumption per square foot by 5% at Ste. Anne's Hospital by 2009 Clean Water Decrease in litres of water consumed. 1% decrease 5% decrease

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Western Economic Diversification Canada

Table 8: Sustainable Development Strategy


SDS Departmental Goal:  Innovation Towards Sustainable Development
Federal SD Goal (s) including GGO goals, if applicable:  Clean water, Clean air, Reduce greenhouse gas emissions, Sustainable Communities.
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Development, commercialization, adoption and/or adaptation of environmental technologies and processes Number of approved projects 9 projects were approved that develop, commercialize, adopt and/or adapt environmental technologies and processes.  WD committed $8,908,645 to these projects, resulting in $4,301,115 in leveraged funding. 
Capacity building, market development and development of management capacity in the environmental sector Dollars committed to projects 13 projects were approved that support the environmental sector for capacity building, market development and to develop management capacity.  WD committed $7,352,000 to these projects, resulting in $7,622,833 in leveraged funding. 
Expanded understanding of the impact of environmental issues on Western Canada through research. Total dollars leveraged 3 projects were approved that support research that expands our understanding of the impact of environmental issues on Western Canada.  WD committed $1,920,000 to these projects, resulting in  $940,000 in leveraged funding.   
SDS Departmental Goal: Greening of WD Operations
Federal SD Goal (s) including GGO goals, if applicable:  Governance for sustainable development
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Senior management is engaged and supported by corporate SD team Executive committee briefed semi-annually about the implementation of SDS IV Executive Committee received two SD related briefings.
Senior Management also discussed and approved the SD Performance Measurement Plan and the SD Implementation Plan. 
SD planning, tracking and reporting systems incorporated into new and existing initiatives Number of initiatives that incorporate SD tracking

SD is integrated into the DPR, RPP and regional business plans

Modifications were made to the departments project approval processes to enhance tracking of SD horizontal impacts.

SD is integrated with departmental planning process including Regional and Corporate Business Plans, Departmental Progress Report (DPR) and the Report on Plans and Priorities (RPP).

Strategic Environmental Assessment (SEA) management systems are implemented to ensure early, full and meaningful implementation of the Cabinet Directive Numbers of SEAs completed Three preliminary scans were completed relating to Mountain Pine Beetle, Flood Risk Structural Mitigation for BC and the renewal of WD’s Western Economic Partnership Agreement (WEPA).   No detailed SEA’s were required.
Internal communication on SD Maintain intranet website on greening

Regular greening tips to staff

13 Greening Tips were put on the WD Intranet website. 

Greening Tips were emailed to all staff.

Greening clauses are incorporated in departmental goods and services contracts where appropriate Number of contracts with green clauses In progress.
Purchase green office supplies Per cent of green office supplies purchased Across WD 100% of copy paper, letter and legal sized, are certified green purchases.  All copy paper is 30% recycled and FSC.
Purchase or lease green office equipment Per cent of green purchases or leases for office equipment 100% of printers and photocopiers, leased and/or purchased by WD in 2007/2008 have met criteria for green standards as determined by PWGSC for inclusion in standing offers.
SD and green training provided to officers Number of staff attending training WD staff received green training in a variety of contexts including conferences, courses offered by the CSPS and internal procurement training.
Working with facilities management on recycling programs Participate in paper, battery, and other recycling programs WD works with facilities management on recycling programs such as paper, plastic, and aluminum can recycling.
SDS Departmental Goal:  External Greening
Federal SD Goal (s) including GGO goals, if applicable:  Not applicable.
Department’s Expected Results for 2007-2008 Supporting Performance Measure(s) Achieved SDS Departmental Results for 2007-2008
Work with other federal departments and partners to ensure access by western stakeholders to federal SD-related programs Per cent of federal SD-related $s distributed in Western Canada

Number of applications from Western Canada for federal SD-related programs

Amongst federal SD programs tracking regional distribution of funding, twenty three per cent of total funding has been distributed in the West as of June 20, 2008.

Information on the number of applications from Western Canada for federal SD programs was not available.

SD excellence in Western Canada recognized Number of partners and/or stakeholders recognized A proposal for a WD SD award was submitted to the WD Awards and Recognition Committee.  

WD supported the 2007/2008 Alberta Emerald Awards.

Partners provided with information on SD concepts and best practices Number of SD communications

Number of WD outreach activities at SD-related events

WD provided information on SD concepts and best practices to partners through the Department’s publication Access West.  Each of the three issues published in 2007/08 contained SD related information.    

WD supports Community Futures Development Corporations (CFDC’s) situated in rural Western Canada.  In a recent online survey of CFDC’s, 86% of the respondents indicated that they are satisfied that WD generated awareness and action on SD during the 5 year period ending March 31, 2008.


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

For a detailed report on key outcomes from 2007-2008, please refer to the annual update at: http://www.wd.gc.ca/eng/57.asp.