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Strategies/Comments

The 2011–12 CBSA Green Buildings Strategic Framework will, at a minimum, identify the following:

• Industry-recognized assessment and verification tools to be employed;
• Assessment level to be achieved;
• Application threshold (dollar value and/or floor area);
• Applicable building types for inclusion; and
• Certification process.

Strategies/Comments

The 2011–12 CBSA Green Buildings Strategic Framework will, at a minimum, identify the following:

• Industry-recognized assessment and verification tools to be employed;
• Assessment level to be achieved;
• Applicable building types for inclusion;
• Number or percentage of existing Crown buildings targeted for assessment in each year; and
• Certification process.

Strategies/Comments

The 2011–12 CBSA Green Buildings Strategic Framework will, at a minimum, identify the following:

• Industry-recognized assessment and verification tools to be employed;
• Assessment level to be achieved;
• Applicable building types for inclusion; and
• Certification process.

Strategies/Comments

The 2011–12 CBSA Green Buildings Strategic Framework will, at a minimum, identify the following:

• Industry-recognized assessment and verification tools to be employed;
• Assessment level to be achieved;
• Appropriate threshold (dollar value and/or floor area);
• Applicable building types for inclusion; and
• Certification process.

Strategies/Comments

• The greenhouse gas emissions inventory includes both facilities and fleet.
• From 2005 to 2009, facility greenhouse gas emission intensities have declined by 10 percent as the CBSA has built new efficient buildings. However, over the same time period, absolute emissions have remained constant as newer buildings are larger to meet increasing operational demand.
• Fleet greenhouse gas intensity has decreased by nine percent from 2005 to 2009. However, absolute fleet emissions have not declined over the same period due to an increase in fleet size. 
• Since 2006–07, the CBSA has maintained a greenhouse gas emissions inventory and a management strategy for custodial facilities, fleet, leased space and employee commuting. These documents provide insight into the Agency's energy consumption trends and inform cost, consumption and emissions management approaches. 
• The Greenhouse Gas Emissions Reduction Implementation Plan will include:
  • Interim greenhouse gas reduction targets;
  • Report on performance measures;
  • Clear links to Agency business plans; and
  • Time-bound action items.

Strategies/Comments

• Electronic and electric waste is defined as all surplus electronic and electrical assets/materiel that have reached the end of their useful life. This includes all information technology, laboratory, security, telecommunication, audio-visual and office equipment as well as all other equipment powered by electricity.
• For the purposes of measurement, “CBSA locations” are all facilities with network connectivity. This represents 319 locations, including ports of entry, inland enforcement offices, headquarters and regional offices.
• *Electronic equipment located within headquarters accounts for approximately 33 percent of all electronic equipment used within the CBSA. Regionally located electronic equipment is owned and managed by the Canada Revenue Agency on behalf of the Agency.
• The CBSA ensures that all surplus materiel assets are disposed in accordance with the Federal Electronic Waste Strategy and Treasury Board Secretariat Directive on Disposal of Surplus Materiel and makes use of the following mechanisms:
  • Computers for Schools;
  • Crown Assets Distribution Centres;
  • Donation or transfer to other qualifying organizations;
  • Provincial Extended Producer Responsibility Programs; or
  • Other waste programs (e.g. Departmental Individual Standing Offer).
• Each regional/district materiel manager will maintain his/her own disposal records, and respond to reporting requests from headquarters.
• For the purposes of this target, “fully implemented” is defined by the presence of a strategy that is accessible to all employees and whose use is mandated by a policy.

Strategies/Comments

• “Printing units” include all desktop and networked printers (LAN printers).
• Strategic Review of all information technology devices indicated an opportunity to reduce the number of devices in use within the CSBA. This reduction will begin in 2011–12 and will be accomplished through a reduction in ever-greening (end-use renewal) of aging equipment. It is anticipated that the Agency will be able to reduce the number of printers within the organization by 340. A reduction of 120 desktop PCs will also be accomplished during this time frame.
• Performance measurement:
  • The number of printers is determined by the Printing Unit Inventory;
  • The number of office employees is available in Human Resource Staffing Reports.
• Stakeholder roles and responsibilities:
  • Senior management ensures sustainable development guidelines are communicated and endorsed within the CBSA;
  • Managers ensure requests for new printers are accompanied with business rationale/justification, and ensure disposable items (such as paper and print cartridges) are recycled
  • Information technology procurement officers ensure devices are purchased with environmentally friendly considerations; and
  • Information technology support ensures that printers are configured to take advantage of environmentally friendly settings, and ensures end-of-life equipment is disposed of in an environmentally friendly manner.
• Information Technology Asset Inventories (i.e. service desk reports) will track the average ratio of office employees to printing units.

Strategies/Comments

• A paper consumption baseline will be established in 2011–12. 
• All CBSA employees are subject to this target.
• All multi-purpose office paper used in printers, photocopiers and faxes will be within the scope of this target.
• The Public Works and Government Services Canada Standing Offer will be used to determine paper consumption.
• CBSA Human Resource Staffing Reports will be used to determine the number of office employees.

Strategies/Comments

• The download rate of the green meeting guide from the Agency's sustainable development intranet site and/or a post-implementation survey will be used as evidence of adoption.
• The green meeting guide is applicable to all CBSA employees for all types and sizes of meetings.
• Roles and responsibilities:
  • The Environmental Operations Division will be responsible for developing and publishing the guide; and
  • All CBSA employees are responsible for carrying out their activities consistent with its guidelines.
• The guide will be composed of environmental best practices and tools.
• The CBSA's Environmental Operations Division will review the green meeting guide every three years to evaluate and update as required.
• The sustainable development champion will launch the guide through a series of communication initiatives and it will be easily accessible on the Agency's sustainable development intranet site.
• The guide will raise awareness of green meetings and sustainable practices in the workplace, thus reducing the environmental footprint of Agency hosted meetings, in particular, larger meetings and events.
• Target is on track to be met by March 31, 2012. 

Strategies/Comments

• The target meets the SMART principle as described below:
  • Specific: The target is specific to fleet and clearly identifies precise procurement objectives;
  • Measurable: The CBSA vehicle matrix and Automotive Resources International management tool will guide right-sizing purchases of vehicles;
  • Achievable: The national fleet manager will implement the CBSA Fleet Management Framework to ensure the completion of this target;
  • Relevant: By right-sizing the fleet, fuel consumption and greenhouse gas emissions will be reduced, offering significant environmental benefit; and
  • Time-bound: A firm date is established for target completion.

Strategies/Comments

• The target meets the SMART principle as described below:
  • Specific: The target identifies a clear and quantifiable fleet objective;
  • Measurable: An accurate fleet inventory that tracks the required information will be used to measure target performance;
  • Achievable: Resources and responsibilities for target completion have been identified. The national fleet manager in collaboration with regional fleet managers will determine operational needs and feasibility in purchasing hybrid and/or ultra-compact vehicles;
  • Relevant: By purchasing hybrid and/or ultra-compact vehicles, fuel consumption and greenhouse gas emissions will be reduced, offering significant environmental benefit; and
  • Time-bound: A firm date is established for target completion.

Strategies/Comments

• The target meets the SMART principle as described below:
  • Specific: The target precisely defines the type and percentage of solicitation documents that will include environmental clauses;
  • Measurable: Information available from contracting system and various procurement templates will serve to measure performance;
  • Achievable: The national contracting and procurement manager will integrate environmental clauses in appropriate solicitation documents;
  • Relevant: The CBSA contracts a significant amount of goods and services. By including environmental clauses in solicitation documents, the CBSA can ensure the goods and services it contracts are made and/or delivered in an environmentally friendly manner, thus contributing to a sustainable Agency; and
  • Time-bound: A firm date is established for target completion.

Strategies/Comments

• The target meets the SMART principle as described below:
  • Specific: The target clearly states who will be required to complete green procurement training, and what types of courses are acceptable;
  • Measurable: Information available from Canada School of Public Service will serve to measure rates of successful course completion;
  • Achievable: A budget has been identified to train procurement personnel and acquisition cardholders on recognized green procurement training courses;
  • Relevant: The CBSA's procurement personnel will be better able to integrate environmental considerations into the goods and services that they procure; and
  • Time-bound: A firm date is established for target completion.

Strategies/Comments

• The target meets the SMART principle as described below:
  • Specific: The target precisely identifies the positions that should have environmental clauses incorporated in their performance evaluations;
  • Measurable: The CBSA's Contracting, Assets and Telecommunications Division will track the percentage of performance evaluations with environmental clauses;
  • Achievable: A responsible authority has been identified to ensure that clauses are included in performance evaluations;
  • Relevant: By incorporating environmental clauses into targeted employee performance evaluations, clear accountabilities will enhance green purchasing; and
  • Time-bound: A firm date is established for target completion.

Strategies/Comments

• The target meets the SMART principle as described below:
  • Specific: The target clearly identifies an output related to a specialized area of procurement;
  • Measurable: Measurement is based on the completion of the target;
  • Achievable: Resources and responsibilities for target completion have been identified. The national fleet manager, in collaboration with other stakeholders, will develop and implement appropriate policy, standards and guidelines to complete the framework;
  • Relevant: The CBSA has a significant vehicle fleet. Having a Fleet Management Framework that marries traditional fleet practices with green procurement principles will ensure that the CBSA's fleet is procured and managed in a manner that contributes to a sustainable Canada; and
  • Time-bound: A firm date is established for target completion.