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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 | |||||
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1A. Community Partnerships
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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
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75,000 volunteers in 2007-2008
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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.
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1B. Aboriginal Communities
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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
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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. |
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1C. Youth
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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
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1200 designated Youth Officers, plus multiple non-designated members participating in Youth-related crime prevention programs
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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.
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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: |
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. |
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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. | ||
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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. |
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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. |
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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. |
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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. | ||
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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. |
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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. |
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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. |