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AAFC's fourth Sustainable Development Strategy (SDS), Making Progress Together, can be found on AAFC's website.
1. SDS Departmental Goals: AAFC's fourth SDS presents eight outcomes (goals) to indicate what the Department planned to accomplish by the target date of 2009. These comprise the Department's Expected Results identified below.
2. Federal Sustainable Development (SD) Goal(s) including Greening Government Operations (GGO) goals: 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 where applicable.
3. Department's Expected Results for 2008-2009 | 4. Supporting Performance Measure(s) | 5. Achieved SDS Departmental Results for 2008-2009 |
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1. The Next Generation of Agriculture and Agri-Food Policy is in place and operational. | The number of new policy, programs and research initiatives that consider the three pillars of sustainable development (SD) as determined through application of the SD Test Questions. | The overall participation rate for completing the SD Test Questions, now referred to as Sustainability Questions, is 34% which has risen from 26% in 2007-2008. The Sustainability Questions are in the process of being enhanced to improve their application. |
A suite of policy, program and research activities in place to support the objectives of the next generation of agricultural policy. | Growing Forward Business Risk Management (BRM) programming was launched as of April 1, 2008. In addition, in 2008/09 FPT governments signed 12 out of 13 bilateral agreements outlining eligible programs, funding levels and performance indicators to facilitate implementation of non-BRM programming. | |
Number of stakeholders (both internal and external) from various disciplines involved in the development of the next generation of agricultural policy. | Input received directly from over 3000 stakeholders, as well as from provinces and territories and other Government of Canada departments, and through the Growing Forward Website. | |
2. Government policies, programs,
and services increase opportunities for, and mitigate barriers,
to sustainable rural community development. 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 seven Interdepartmental Committee (IDC) meetings, and provided input to 48 briefing notes or MCs by applying the Rural Lens to federal policies and programs. Coordinated with 10 other departments to prepare the Canadian submission in the 17th report of the UN Commission on Sustainable Development - Rural Development. |
Number of partnership plans with key federal, provincial and territorial, and First Nation partners. | Through Rural Teams, involving federal/provincial/territorial government representatives, eleven initiatives were undertaken in support of rural community development. Example: The Northern Economic Development Conference, held in December 2008, aimed at developing working relationship with organizations who have a vested interest in the economic growth of the North. | |
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:
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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 Goal - 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. | Initial research activities began May 2008. Networks have begun reporting knowledge and technological advances in their reports which are currently being submitted for the program to the ABIP secretariat. |
Increased number of effective networks/clusters involving Canadian-based researchers. | A total of nine new networks were approved for funding by the Minister. These nine networks have now executed Contribution Agreements, Letters of Understanding and Agency Agreements. | |
Improving transfer of knowledge, technology and expertise to organizations that can commercialize these innovations. | The execution of agreements through the fiscal year 2008-2009 allowed the nine Networks to initiate the implementation of their work plan activities. ABIP Networks are working to improve knowledge, technology, and expertise transfer via the development of individual technology management plans associated with the protection and application of intellectual property developed by ABIP networks. In addition, the Networks have begun work toward the publication of research and extension information in scientific, industry and media, presentations at conferences in related sectors, and the hiring and training of highly qualified personnel (HQPs) aimed at adding value to Canada’s capacity to deliver and implement innovation. | |
An ABIP that considers each of the three pillars of SD. | The ABIP considers the three pillars (economic, environmental and social) of SD. The economic pillar is expanded upon via the development of valuable traditional and non-traditional feedstocks, new bioproducts from agricultural feedstocks, and the creation of and connection to new and more diverse market opportunities for crop and biomass conversion products. ABIP Networks are building on the environmental pillar with research into new environmentally friendly processing techniques for whole crop utilization and decreased environmental impact of processing via co-location of processing waste streams. Finally, the ABIP program takes also into account the social pillar through research on how the science and technology developments of the networks are anticipated to support community capacity building and other quality of life improvements in Canada. | |
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. Strategic Environmental Assessment).” 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 | Efforts were made to increase awareness of SD through:
The review of the Sustainability Questions process with plans to enhance and improve their application. The development and delivery of an SD information session to AAFC employees. Initiating a discussion on SD among AAFC employees through the Associate Deputy Minister's blog. The discussion explored employee awareness and understanding of SD. Developing a series of articles to illustrate to AAFC employees, integration of the three pillars of Sustainable Development, and how they apply to programs and policies offered by AAFC. |
Each pillar of SD is taken into consideration together and not in isolation through the application of the SD Test Questions. | The Sustainability Questions were developed to ensure policy makers identify how their new policy or program contributes to all three pillars of SD (a stronger economy, an improved environment or enhanced health and social well-being). The Sustainability Questions are in the process of being enhanced to improve their application. | |
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, 85 percent (up from 76 percent in 2007-2008) of the new policies, plans, and programs that required an SEA, went through the SEA process. This represents 69 percent of all MCs and 96 percent of all TB submissions. |
The results of SEAs are accurately reported on in all Memoranda to Cabinet (MCs) and Treasury Board (TB) submissions. | Eighty-five (85) percent of all new policies, plans and programs went through the SEA process and in all of these cases, the results of the SEA were 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 increased through:
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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. | Existing integrated economic and environmental models (both mathematical optimization programs and spreadsheet models) have been improved and new integrated models have been developed to enhance AAFC’s capacity to predict environmental impacts with respect to biofuels, land use, water, climate change and business risk management.
The Canadian Regional Agriculture Model (CRAM), which is a mathematical optimization programming model, has been enhanced to deal with biofuels and risk. A water demand module has been completed while a water supply module is being developed. |
Number of requests for integrated analyses and incorporation of results into the policy decision-making process. | As many as three specific requests have been met for analyses on a) biofuels and carbon footprint, b) climate change mitigation options, (in support of AAFC policy development) and c) environmental assessment of the Canadian Agricultural Income Stabilization Program and Production Insurance. This analysis has helped inform the decision making process as well as allowed the department to meet its legislative obligations with respect to required environmental assessment of programs. | |
The development of the integrated modeling system considers all three pillars of SD (particularly the economic and environmental pillars) | The integrated modeling system encompasses environmental indicators, economic information as well as social pillar in the form of employment and welfare measurement. | |
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 2008 to discuss the development of valuation research at AAFC. The meeting helped inform the approach AAFC is undertaking with respect to economic valuation studies |
Increased public awareness of the need for, and the practical application of environmental valuation. | AAFC, working with local stakeholders, completed two economic valuation studies in 2008/09, one in King’s County, Nova Scotia, and one in the tributaries of the St.Lawrence River. Regional awareness was raised through AAFC’s cooperation with local stakeholders. Large samples of local residents were contacted about the importance they place on environmental improvements. | |
Number of estimated economic values assigned to environmental effects of specific agricultural practices at specific locations in Canada. | AAFC completed two studies that measured the value to local residents of improved water quality, biodiversity and other attributes through changes in agricultural practices. The Annapolis study estimated the value of four different sets of improvements, while the St. Lawrence study measured the value of three sets of improvements. Both studies measured the variation in value among different segments of the population. | |
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 AAFC's focus on economic and environmental performance, the focus of the social indicators was to identify social factors that influence innovation.
On behalf of AAFC, a report was written and published by International Institute for Sustainable Development in 2008. The report identified farmer’s cultural and social capital as being highly correlated with innovation and can be used in program development which targets the uptake of environmental BMPs. |
Number of links established between social issues affecting the agriculture sector and related economic and environmental issues. | Progress is being made on understanding factors influencing innovation and adoption of environmental beneficial management practices, including social factors. Work is underway to link Ag Census social variables data with Farm Environmental Management Survey data and further explore causal linkages between social factors and adoption of beneficial management practices. The final report will be published in the 2009/10 fiscal year. | |
Number of methods available for sharing information on social issues affecting the agriculture sector. | AAFC has developed methods such as social networking and learning opportunities to link innovation, economic and environmental performance.
To share this information, AAFC held a seminar in 2008 and IISD published the material. |
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6. Research: To increase carbon sequestration in agricultural soils, reduce greenhouse gas 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 Greenhouse Gas (GHG) calculator for evaluating innovative technologies. | AAFC’s GHG calculator is being used increasingly to identify ways of reducing emissions. For example, the software is being used in a national effort, coordinated by the Soil Conservation Council of Canada (SCCC), to disseminate information on GHG mitigation to Canadians. |
Number of confirmed contributions of the program to various offset system pilot projects. | AAFC scientists have had a major role in providing scientific advice for developing protocols for reducing greenhouse gas (GHG) emissions from agriculture. These protocols are intended to help farmers obtain Carbon or GHG credits for adopting beneficial management practices. Five of these protocols, which have been funded by the Alberta government, have recently been approved (3 beef protocols, one on biofuels and one on energy efficiency of barns). Four other protocols are under development: A dairy protocol funded by Agriculture and Agri-Food Canada, a nitrous oxide reduction protocol funded by the Canadian fertilizer Institute and reduced summerfallow and beef residual feed intake protocols funded by the Alberta government. (http://www.carbonoffsetsolutions.ca/offsetprotocols/ finalAB.html). | |
Enhanced integration of the three pillars of SD by identifying and promoting farming practices that consider all three pillars of SD. | Management practices such as no-till, reduced summer fallowing and more perennial forages have been identified and promoted as a beneficial management practice 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. | AAFC’s EG&S policy framework was approved in 2006. Eight EG&S pilot projects were completed in 2008/09, each providing environmental benefits and insights into future EG&S policy design. The environmental benefits of the EG&S policies tested in the pilot projects were measured in biophysical terms, such as adoption rates for Beneficial Management Practices and improvements in water quality. |
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 was developed and implemented in 2006. The framework adheres to the three pillars of the SD as demonstrated through the implementation of pilot projects. EG&S policy research shows that potential policy options will: improve the environment through new beneficial management practices; provide the agricultural sector with potential economic benefits through market-based instruments such as permit-trading; and in turn, communities will be well positioned to adapt and generate sustainable economic activities. | |
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. | Progress on drafts of new web-based tools (e.g. National Water Atlas (NWA), Rural Water Resources Planner) which provide water resource information for decision-making at the watershed level.
A prototype of the NWA is available through GCPedia and draft products are being developed. Planning is under development to incorporate the Rural Water Resources Planner into NLWIS. |
Percentage of watershed planning and management activities that apply the IWRM approach to managing resources in watersheds. | 50% of provinces are now formally using IWRM approaches in watershed planning and management activities.
On-going development and implementation of Integrated Watershed Management Plans in 21 priority watersheds in agricultural areas in Manitoba, Saskatchewan and Alberta for which AAFC provided technical support and decision-making capacity. Co-ordinated Ag-Water Forum III which facilitated networking and information sharing on climate change adaptation between federal and provincial departments and the agriculture sector in Saskatoon, SK on Feb 18 & 19, 2009. |
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Percentage of partners and watersheds with capacity-building or decision-making tools, plans and instruments that consider the three elements of sustainable development. | Approximately 25% of partners and watersheds are using tools, plans and instruments that consider the three elements of sustainable development – economic, environmental and social (health, education and fostering the values and principles of resource stewardship).
Group farm plans, developed using watershed management activities, contributed to the implementation of over 1200 additional Beneficial Management Practices for agri-environmental improvements. Lake Winnipeg Stewardship Initiative and the Great Lakes-St. Lawrence River Basin Sustainable Water Resources Agreement benefit from AAFC’s collaboration with federal and provincial partners. Four working groups were established by the federal Interdepartmental Assistant Deputy Minister (ADM) Water Committee on Water Policy to draft policy papers on the following priority topics - a) Contaminants, b) Excess Nutrients c) Assessing Water Availability and d) Reducing Water Use / Water Efficiency. Initial drafts of two policy papers have been prepared and circulated for review. Technical information and financial capacity was provided to the Prairie Provinces Water Board, Red River Basin Commission, International Water Institute and the International Joint Commission to enhance basin and watershed-based decisions regarding flooding, drainage and drought issues in agricultural areas. |
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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. | 20% of Co-operative development (CDI) projects (08/09) were initiated in new and emerging areas of the economy. |
Percentage of new co-operatives in areas of federal priority. | 100% of CDI projects (08/09) are within federal CDI priorities. | |
Percentage of new co-op funded projects within priority areas that integrate the three pillars of SD. | 100% of CDI projects (08/09) meet at least one pillar of SD; 14% integrate all three 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. | 55% of Farm Business Assessment respondents indicated the program helped them reach their most important goal and for 48% of respondents, their most important goal was to be more profitable.
80% of Canadian Agricultural Skills Service respondents indicated the program helped them reach their most important goal and for 60% of respondents, their most important goal was financial. 49% of Farm Business Assessment respondents indicated that the program had a positive impact on their income. 53% of Canadian Agricultural Skills Service respondents indicated that the program has a positive effect on their income. |
Increased skills of farmers and farm families. | The business management knowledge and skills of farmers and farm families are being increased through improved access to business management tools, information and services. | |
Enhanced integration of the three pillars of SD (particularly the social and economic pillars). | The integration of the three pillars of SD is enhanced as farmers’ social, economic, and environmental circumstances and goals are considered in the provision of business management tools, information and services through such programs as the Canadian Farm Business Advisory Services. | |
Greening Government Operations: As part of their SDS commitments, and consistent with the Policy on Green Procurement, departments and agencies are required to set 4 green procurement targets over three years, one of which is training. | ||
1. A 10% per year increase in the number of duplex printers in operation across the department. | Number and % of additional duplex printers in use | AAFC has 1005 printers enabled for duplex printing. Of the 1005 enabled printers, approximately 300 are set as default for duplex, compared to only 130 last year, an increase of over 100%. |
2. Reduction of 3% per year in paper consumption at the NCR Headquarters facility. | Change in volume of paper used compared to baseline | AAFC has met its reduction target in the NCR with a decrease in paper consumption (# of sheets) by 24% since the 2005 baseline year. |
3. Inclusion of green technical specifications where possible in building cleaning contracts for facilities, e.g. use of green products/practices. | Number of contracts considered and number where green specifications included | All of the submissions for janitorial related contracts incorporated the use of green products and practices (i.e. 100% of major contracts). Seven contracts were awarded. |
4. 100% of new materiel managers and procurement officers receive procurement training, either through the Treasury Board Secretariat (TBS) Professional Development and Certification program or other green procurement course offerings. Note: AAFC has already trained existing contracting staff as of 2005. | Number and % of staff who have received training | Ongoing provision of green procurement training to the procurement community within AAFC, either through the TBS Professional Development and Certification Program or other green procurement course offerings. Benefits: Improved awareness and application of the green procurement policy. Through this awareness and knowledge, the procurement community can integrate green procurement practices in their areas of responsibility. AAFC is ensuring that procurement officers and functional specialists receive all mandatory training which includes green procurement elements. AAFC has registered 110 staff as procurement, material management and real property (PMMRP) functional specialists. Of these individuals, 43% have completed all training requirements while 57% are registered and will attempt to complete all their mandatory courses, depending on availability. (Most require only 1 or 2 courses). All overview courses became available on-line in 2008-2009 free of charge making them more accessible to employees. |
Green Fleet All gasoline purchased for federal road vehicles to be ethanol blended, where available by 2010 |
% of AAFC road vehicles that are ethanol blend-compatible | AAFC has a total of 367 road vehicles representing 28.4% of our total fleet which are ethanol compatible. |
By 2010, reduction of the greenhouse gas emissions per vehicle kilometre of the departmental fleet to 15% below 2002-2003 levels. | Estimated annual average GHG emissions per vehicle/kilometre | AAFC has not completed the calculations at this point in time since it is not cost effective to undertake this annually. AAFC is committed to undertaking this analysis in 2009 at the end of our SDS commitment and to report accordingly. In the interim, a number of measures aimed at reducing greenhouse gas emission from vehicles have been taken: use of E-5 and E-10 fuel is being promoted as is fuel-efficient driving techniques, and newly purchased fuel-efficient vehicles are replacing older less fuel efficient models. |
Energy Reduction of the department’s overall greenhouse gas emission levels accounted for by operations to 8.5% below 1998 business-as-usual levels by 2010. |
AAFC’s annual greenhouse gas emission level, calculated using recorded quantities of annual energies consumed within AAFC buildings and fleet. | GHG emissions at AAFC continue to decrease. Based on a combination of estimated and actual data, 2007/08 saw an annual GHG emission decrease of 2.5%. This means, as of 2007/08, AAFC is 7.7% below the target reduction level for building related GHG. |
Contaminated Sites Completion of third-party Phase I Environmental Site Assessments (ESAs) by 2009 at all AAFC research properties with potential for contamination. |
Number and % of third-party Phase I ESAs completed at research properties with potential for contamination per approved plan. | Goal achieved. Third-party Phase I ESAs at all research properties with the potential for contamination have been completed by the target date of 2009 (100%). |
Halocarbon Management Up-to-date inventory of halocarbon equipment and refrigerants. |
Inventory verified and updated each year. | 90% of the research sites have completed their inventory. There are a limited number of outbuildings that have not been captured for fridges and small appliances due to extremely low volume. |
Halocarbon management and compliance program delivered. | Plan delivered per schedule each year (reporting of releases, site visit reports and follow-up annual report). | Two formal reminders were issued to all AAFC sites regarding reporting of releases and reporting of releases twice annually to Environment Canada on time per regulations.
Two Working group meetings were held as per the annual request for halocarbon releases and biannual request for leak testing and accuracy verification of inventory. In addition, the revised Halocarbon Management Digest (a desk manual for local management of halocarbons per regulations in October 2008) was published. |
Species at Risk Assessment of research and rangeland sites for potential or actual presence of species at risk (SAR) and SAR habitat by 2009. |
Number and % of Community Pasture SAR and SAR habitat assessments completed. | Several community pastures were surveyed
by outside organizations, principally by Environment Canada, in
2008-2009 for specific SAR, bringing the total of surveyed pastures
to 51of 85 (60%). Most of the remaining 34 pastures all have the
potential to support grassland bird Species at Risk and will be
investigated in future years. A field survey for plant SAR was conducted at AAFC Frelighsburg (QC). A desktop SAR analysis was completed for three BC sites (Agassiz, Kamloops and Pass Lake). This brings the overall assessment of AAFC research sites that have sufficient potential wildlife habitat to support SAR to 100%. However, as a follow-up to the desktop assessments, field surveys are required to confirm the presence of SAR at the three BC sites identified above. |
Completion of a management plan for each research site with high SAR/SAR habitat potential by 2009. | Number and % of management plans completed. | A SAR management plan was developed for AAFC’s Frelighsburg (QC) research sub-station site, bringing the total of management plans to 3. Three other sites with a high potential to support SAR remain outstanding but cannot be completed until field surveys have been completed (2009-2010). Overall percentage complete: 50% |
Water Quality Implementation of a departmental potable water quality management plan by 2009. |
Number and % of sites with a potable water quality management plan in place. | AAFC has a departmental potable water management plan and 100% of AAFC-owned facilities have site specific potable water management plans. Implementation of site specific water quality management plans are occurring and are at various stages. Full implementation will be completed as financial and human resources allow the completion of sanitary surveys for each site. |
AHRC Goal: Incorporate sustainable development considerations into the planning and implementation of Agency activities |
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The Agency began operations in February 2007. It is in the early stages of developing a Sustainable Development Strategy, and intends to complete that work in 2009-2010. |
2. ACOA's Sustainable Development Strategy (SDS) Goal
Internal: Training, information sessions and other awareness building activities.
Expected results
Policy, Advocacy and Coordination: Research, policy development and advocacy.
Expected results
Enterprise Development: Training, information sessions and other awareness building activities, project screening and funding.
Expected results
Community Development: Training, information sessions and other awareness building activities, project screening and funding.
Expected results
3. Supporting Performance Measures:
Internal: Develop and deliver workshops and training sessions for all staff; develop a communications plan to promote SD awareness; provide SD information and tips to staff; establish regional and Head Office SD committees; include SD activities in program activity work plans; enforce mandatory use of remanufactured toner cartridges; create an identification method through the financial system to capture the purchase of green products; establish inventory of items currently being purchased; look for more eco-friendly products; provide inventory list (including eco-friendly alternatives) to all procurement staff; replacement or new vehicles to use alternative-fuel; evaluate energy consumption of all ACOA equipment; conduct energy audit of ACOA Head Office and regional offices; purchase energy-efficient equipment when replacing existing equipment.
Policy, Advocacy and Coordination: Develop and deliver presentations to Regional Federal Councils; provide ACOA SDS information to provincial partners and stakeholders throughout Atlantic Canada; facilitate the establishment of an SD sub-committee of Regional Federal Councils.
Enterprise Development: Deliver sessions in partnership with other government departments (OGDs) and non-government organizations, share best SD practices/findings through sessions; fund SD reviews/audits of SMEs; deliver awareness sessions; encourage stakeholders to promote SD practices to their clients; partner with OGDs to deliver information sessions on national SD-related programs available; ACOA staff to work with these SMEs to implement SD practices/initiatives.
Community Development: Deliver a series of information sessions; coordinate the delivery of the infrastructure programs in Atlantic Canada; ACOA staff to work with community stakeholders on collaborations in community development planning and implementation.
4. Expected SDS Results for 2008-2009 | 5. Achieved SDS Results for 2008-2009 |
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Increased awareness by SMEs of SD and its potential benefits to their organizations (SDS 1.1) |
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Increased awareness by stakeholders of the importance of their involvement in providing SD services to SMEs (SDS 1.2) |
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Improved access to SD government programs and services (SDS 1.3) |
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SMEs implement/adopt SD practices and/or technologies (SDS 1.4) |
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Awareness of opportunities for community sustainable development (SDS 2.1) |
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Improved, sustainable community infrastructure (SDS 2.2) |
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 98 projects were approved during this fiscal year. Investments will continue under the Building Canada Fund.
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Sustained community partnerships, collaboration to explore, develop and capitalize on SD opportunities (SDS 2.3) |
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Provinces and other federal government departments and agencies are aware of ACOA’s vision for SD in Atlantic Canada (SDS 3.1) |
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Coherent approach to achieving federal SD priorities by federal departments in Atlantic Canada (SDS 3.2) |
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Employees are aware and knowledgeable of how they can and should contribute to ACOA’s SDS and the importance of their contribution (SDS 4.1) |
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Staff is aware of the SD programs and services available to ACOA clients (SDS 4.2) |
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Increased senior management commitment to SD (SDS 4.3) |
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Emphasize green procurement (SDS 4.4) |
Achieved:
Head Office
Newfoundland and Labrador:
New Brunswick:
Nova Scotia:
Prince Edward Island:
Although it is sometimes difficult to track the exact number of green products purchased, information on green products was provided to all purchasing staff at ACOA. |
Purchase of hybrid or fuel efficient vehicles. (SDS 4.5) |
Achieved:
Agency
Head Office
Newfoundland and Labrador
New Brunswick
Nova Scotia
Prince Edward Island
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Reduce amount of energy consumed in offices. (SDS 4.6) |
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The Canada Border Services Agency (CBSA) has made challenging sustainable development commitments with the aim of making significant progress towards achieving its vision of sustainable development. The Agency has demonstrated its commitment to sustainable development and has shown leadership in this field and this is reflected by an overall increase in sustainable development awareness among its employees.
The CBSA has completed the first two years of its Sustainable Development Strategy 2007–2009, and it has made significant gains towards integrating sustainable development into its decision-making processes and culture as a whole. To improve the continuity of and ensure the success of its long-term goals, the Agency based its 2008–09 commitments on those of the previous fiscal year. In 2007–08, the CBSA's emphasis was on linking sustainable development to existing policies and programs; in 2008–09, targets were focused on integrating sustainable development practices into program delivery.
More information can be found in the CBSA's Sustainable Development Strategy 2007–2009, which is available on the CBSA's Web site.
Sustainable Development Strategy Departmental Goals:
1. The CBSA is a socially responsible organization.
Sustainable Development Strategy Departmental Objective:
1.1. Forge strategic partnerships to leverage the strengths of the CBSA's mandate.
Sustainable Development Strategy Departmental Target:
1.1.1. By March 31, 2008, develop a partnership strategy on sustainable development horizontal issues.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
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The CBSA's mandate is maximized. | Partnership strategy on sustainable development horizontal issues developed. | Results reported in 2008. |
Sustainable Development Strategy Departmental Target:
1.1.2. By March 31, 2009, forge three internal and/or external strategic partnerships.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
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The CBSA's mandate is maximized. | Number and percentage of partnership agreements. |
The CBSA forged three strategic partnerships:
Note: Many internal strategic partnerships were also forged among branches and regions. |
Sustainable Development Strategy Departmental Objective:
1.2. Endorse the Federal House in Order initiative to reduce greenhouse gas emissions.
Sustainable Development Strategy Departmental Target:
1.2.1. By March 31, 2008, develop a 2007–12 greenhouse gas emissions reduction strategy.
Federal Goal: Reduce greenhouse gas emissions.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
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Greenhouse gas emissions are reduced. | Greenhouse gas emissions reduction strategy completed. | Results reported in 2008. |
Sustainable Development Strategy Departmental Target:
1.2.2. By March 31, 2009, implement phase 1 of the 2007–12 greenhouse gas emissions reduction plan.
Federal Goal: Reduce greenhouse gas emissions.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Greenhouse gas emissions are reduced. | Percentage of reduction of greenhouse gas emissions. |
The CBSA implemented phase 1 of the 2007–12 greenhouse gas emissions reduction plan:
|
Sustainable Development Strategy Departmental Target:
1.2.3. Annually apply Leadership in Energy and Environmental Design certification standards for new CBSA-owned border crossing facilities.
Federal Goal: Reduce greenhouse gas emissions.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Resources are used in a sustainable manner. | Number and percentage of new Leadership in Energy and Environmental Design-certified facilities. |
No new facilities were Leadership in Energy and Environmental Design-certified; however, four facilities are currently in the certification process:
|
Sustainable Development Strategy Departmental Target:
1.2.4. Annually reduce by 15 percent (from 2002–03 levels) greenhouse gas emissions per vehicle kilometre.
Federal Goal: Reduce greenhouse gas emissions.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Greenhouse gas emissions are reduced. | Annual average of greenhouse gas emissions per vehicle kilometre. |
The target, to read as intended and to be compatible with the equivalent Government of Canada target, should be "By March 31, 2010, reduce by 15 percent (from 2002–03 levels) greenhouse gas emissions per vehicle kilometre." Results not reported until 2010. |
Sustainable Development Strategy Departmental Target:
1.2.5. Annually purchase ethanol-blended fuel for vehicle fleet, where available.
Federal Goal: Reduce greenhouse gas emissions.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Greenhouse gas emissions are reduced. | Percentage of ethanol-blended gasoline purchased. | The CBSA purchased 84,717 litres of ethanol or ethanol-blended gasoline in 2008–09, which represents 4.5 percent of all vehicle fuel purchased. |
Sustainable Development Strategy Departmental Objective:
1.3. Utilize green procurement to advance the government-wide sustainable development objectives.
Sustainable Development Strategy Departmental Target:
1.3.1. By March 31, 2008, develop and implement a national green procurement program.
Federal Goal: Strengthen federal governance and decision making to support sustainable development.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Agency procurement is sustainably planned and managed. | Dollar value and percentage of green assets purchased (goods and services). | Results reported in 2008. |
Sustainable Development Strategy Departmental Target:
1.3.2. By March 31, 2010, develop and implement a life-cycle approach to asset management.
Federal Goal: Strengthen federal governance and decision making to support sustainable development.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Assets are sustainably planned and managed. | Number and percentage of asset categories identified and managed according to the life-cycle approach. | Results not reported until 2010. |
Sustainable Development Strategy Departmental Target:
1.3.3. By March 31, 2010, train all procurement personnel on green procurement.
Federal Goal: Strengthen federal governance and decision making to support sustainable development.
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Employees apply green procurement principles. | Number and percentage of procurement personnel trained. | Results not reported until 2010. |
Sustainable Development Strategy Departmental Goal:
2. The CBSA is an employer of choice.
Sustainable Development Strategy Departmental Objective:
2.1. Enhance environmental performance of the CBSA's operations.
Sustainable Development Strategy Departmental Target:
2.1.1. By March 31, 2009, develop and implement an environmental management system.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Environmental impacts are minimized and environmental performance is continually improved. | Number of significant environmental aspects that are identified and managed by the environmental management system. |
The CBSA identified and managed six significant environmental aspects:
|
Sustainable Development Strategy Departmental Target:
2.1.2. By March 31, 2010, develop and implement an environmental database.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Reports for internal and external stakeholders are generated. | Number of environmental aspects that are managed by the environmental database. | Results not reported until 2010. |
Sustainable Development Strategy Departmental Objective:
2.2. Utilize technology to make effective and efficient use of resources.
Sustainable Development Strategy Departmental Target:
2.2.1. By March 31, 2012, develop and implement an electronic information management system.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Information is sustainably managed. | Number and percentage of electronic information management system components developed and implemented. | Results not reported until 2012. |
Sustainable Development Strategy Departmental Target:
2.2.2. By March 31, 2008, develop and implement a paper reduction policy.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Consumption of paper is reduced. | Volume of paper purchased (office paper and forms). | Results reported in 2008. |
Sustainable Development Strategy Departmental Target:
2.2.3. By March 31, 2008, undertake a pilot project that uses technology in boardrooms to reduce travel.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Travelling and associated costs are reduced. | Number of electronic components installed in boardrooms. | Results reported in 2008. |
Sustainable Development Strategy Departmental Goal:
3. The employees of the CBSA contribute to a sustainable Canada.
Sustainable Development Strategy Departmental Objective:
3.1. Build capacity and enhance sustainable development awareness.
Sustainable Development Strategy Departmental Target:
3.1.1. By March 31, 2009, develop and implement a national sustainable development awareness program.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Knowledge and understanding of sustainable development is increased. | Number and percentage of sustainable development awareness initiatives that have been identified and implemented. |
The CBSA informed employees of Public Works and Government Services Canada's online compensation tool that helps to alleviate the paper burden. On its intranet site, the CBSA launched an online course, Sustainable Development Principles and Practices, and promoted Earth Hour, Earth Day and Canadian Environment Week. Note: Sustainable development initiatives also took place in the branches and regions. |
Sustainable Development Strategy Departmental Target:
3.1.2. By March 31, 2009, develop and implement a national sustainable development recognition program.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Employees have contributed to sustainable development. | Number and percentage of recognized employees who have contributed to sustainable development initiatives. |
The CBSA developed and implemented a national sustainable development recognition program. This program is currently under revision. As a result, candidates were not nominated in 2008–09. |
Sustainable Development Strategy Departmental Target:
3.1.3. By March 31, 2008, create a virtual sustainable development centre of expertise.
Federal Goal: n/a
Expected Results | Supporting Performance Measure(s) | Achieved Departmental Results |
---|---|---|
Knowledge and understanding of sustainable development is increased. | Number of click-through rates on the virtual sustainable development centre of expertise. | Results reported in 2008. |
Activities scheduled for completion in 2008-2009 that contributed
to the Federal SD Goal(s) and/or Green Government Operations
(GGO) Government-wide Target(s)[Footnote 1] below are noted explicitly in the “Department’s Expected Results”
column.
|
||||
|
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The CRA developed
a methodology to convert solid waste diversion rates into GHG
emissions. Based on the 2007 solid waste audit results, the CRA
avoided the generation of approximately 2,000 tonnes of Co2 equivalents by diverting 2,700 tonnes of solid
waste from landfill. Further analysis determined that the general methodology was suitable for application
to the next round of solid waste audits that is scheduled in 2009-2010.
|
||||
Within CRA facilities,
reduction and reuse programs include the Second Life Paper program, recycling centres for office supplies,
reusable mugs, green meetings, and green office moves. In order to formalize these activities, the
CRA developed a Reduction & Reuse toolkit. The toolkit,
which will be completed in 2009-2010, will assist employees to measure results from reduction and reuse
programs. In the meantime, the Agency continued to provide employees with information to implement these
initiatives.
|
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The draft management plan to green the procurement of Information
Technology (IT) equipment was finalized during the period. The Agency incorporated environmental criteria
into the CRA national contract for end-user devices (laptops,
desktops, servers and monitors). The environmental criteria include the requirement that end-user devices
meet an internationally recognized green certification program for IT equipment. The management program
for green procurement for 2009-2010 also included the greening of IT hardware equipment.
|
||||
The Agency introduced a new electronic-procurement tool, Synergy.
The tool is an integrated suite of software applications specifically designed to automate the purchasing
process. It enables the Agency to eliminate duplication, reduce administrative and paper burdens, increase
process efficiencies; and allows for better tracking of green procurement performance.
Internal collaboration ensured that green products that are available
within Synergy are identified and labelled; and that its reporting capacity meets the Agency's green procurement
reporting requirements. An added benefit is Synergy's improved accessibility to timely reporting. Analysis
is ongoing to estimate paper savings resulting from these efficiencies.
|
||||
The Agency conducted a scan of
CRA, industry, and other government departmental practices
related to the procurement of services. A standard definition for green services was developed, along with
criteria for identifying and procuring green services. The report is being used as a tool to green
CRA service contracts.
|
||||
1. General communications on sustainable business travel:
The CRA updated the Transportation section within the
SD Website to include information on videoconferencing,
teleconferencing, and the sustainable travel provisions contained in the
CRA Travel Policy.
2. Promotion of the Sustainable Business Travel (SBT) course: The
SBT course was finalized, and an implementation plan
drafted. The plan outlines a structured approach for delivering the course to frequent travellers within
the Agency.
There were 1,361 hits on the Business Travel Web page and 2,977 hits
on the main Transportation Web page on the SD Website
by CRA employees during 2008-2009.
|
||||
During the period, the CRA
acquired ten vehicles. Five were alternative transportation fuel (ATF) capable, and the other five were
conventional fuel vehicles due to operational requirements. On March 31, 2009, the
CRA owned/leased 94 vehicles - 13 (14%) were hybrids and
27 (29%) were ATF capable.
|
||||
The Agency finalized the draft
CRA Fleet Manager's Handbook, and
CRA Fleet Directives and Procedures. Both policy instruments
promote the use of Ethanol-10 fuel in CRA fleet vehicles,
where feasible.
|
||||
The Agency selected six facilities to implement energy conservation
initiatives. To establish a baseline measure of energy use for each facility, the Agency conducted equipment
inventories in five of the six facilities. The remaining inventory will be completed in early 2009. Further
analysis of the inventories is required to establish the energy use baselines.
|
||||
The CRA liaised
with PWGSC's Office of Greening
of Government Operations (OGGO),
as they lead the interdepartmental effort to streamline the environmentally responsible disposal of electronic
waste. The plans include enhancements to federal programs for recycling and disposal of electronic waste
such as Computers for Schools, and Crown Assets disposal centres. The Agency will conduct a more detailed
review of its IT disposal practices in 2009-2010 to better inform its management plan for IT hardware and
software disposal.
|
||||
To promote full and meaningful application of a results-oriented federal environmental assessment framework.
Federal SD Goal(s), including Greening Government Operations (GGO) goals
Strengthen federal governance and decision making to support sustainable development:
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
---|---|---|
The government is better informed and equipped to address policy and regional-scale sustainable development issues. | 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 (SEA) and regional-scale environmental assessment (REA)
|
There is improved cooperation and collaboration between federal departments and agencies and with other jurisdictions, which results in high-quality environmental assessments delivered through a timely, predictable process. | A more timely, coordinated, and consistent approach to the environmental assessment process of major projects is applied. |
Promoting and ensuring the implementation of initiatives that improve the coordination among stakeholders in federal project environmental assessments
|
Decisions are better informed through effective engagement of the public, including Aboriginal peoples, in the environmental assessment process. | 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 public and Aboriginal peoples engagement in environmental assessment
|
Improved understanding of the strengths and weaknesses of self-assessment processes. | Regular and consistent training in sustainable development tools for planners and analysts across government. |
Collaborating with other federal departments and agencies to increase awareness and application of the principles of sustainable development and sustainable development tools
|
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 has the knowledge necessary to make informed decisions regarding the future of the federal environmental assessment framework. | Identification of opportunities to better integrate the project review process across jurisdictions. |
Examining how the Agency can move toward better integration of the project review process at the national level
|
Themes of R&D 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 goals and objectives set out in the Agency's sustainable development strategies
|
SDS Departmental Goals: Priority 1 - To strengthen decision-making and monitoring at the Department of Canadian Heritage in support of sustainable development (SD).
Federal SD Goal(s), including GGO goals: (6) Organizational structures and processes support meaningful and significant SD objectives.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
a) Location and dedicated resources for SD Coordinator are expected to be in place by May 2008. | a) Existence of an SD Coordinator responsible for developing and monitoring SDS actions. | An SD coordinator was appointed in October 2008. |
b) By July 2008, a SD governance plan will be developed and presented to the Director General steering committee, along with ongoing reporting on Sustainable Development Strategy (SDS) 2007-2009. | b) Report on SDS progress submitted twice each year to a committee of Directors General for discussion, review, and follow-up action as needed. | A Sustainable Development governance plan and terms of reference for a Director General committee was developed. The Director General Steering Committee is expected to meet in the Fall of 2009. |
c) Progress on the priorities identified in the 2008-2009 RPP will be reported in the 2008-2009 DPR. | c) 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. | Sustainable Development Strategy progress appears regularly in the RPP and the DPR. |
d) Activities supporting sustainable development will continue to be used as a tool to measure how managers meet their stewardship of resources objectives as described in their performance contracts. | d) Managers' performance contracts include SD expectations for staff. | In the Management Performance Agreement, the sustainable development file was not specified; however, managers are required to respect the programs and policies as well as to contribute to the effective development and implementation of priorities and activities of the Department and their own organizations. |
e) By June 2008, 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 FY 2008-2009 (to be posted on the Department's website by April 2009). | e) 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. | Accounting procedures are in place, which allows for appropriate data capture. Training of this new "information field" is still ongoing to the user community, therefore limiting the accuracy of the data. Ongoing training and upcoming communications for this new "information field" should rectify the situation, rendering the data more accurate of the actual state of departmental performance. Although financial and transaction figures will be made available, we are not forecasting making this information public on the Department's Internet site. |
f) An assessment of baseline data will be included in the June 2008 report to DGs, along with a plan for collecting missing baseline information. | f) First report on baseline data related to SD is included with update to DGs. | The scope of the baseline data project was discussed at the working level. However, a plan and implementation are still to be developed. |
g) An overview/update of current departmental practices that support SD goals will be undertaken by September 2008 and subsequently reported to staff. | g) Analysis of SD-supportive practices throughout the Department is undertaken, with Report circulated to staff. | A high-level environmental scan of the report was completed. |
h) A departmental SEA Advisor is expected to be in place by May 2008. | h) A Strategic Environmental Assessment (SEA) Advisor for new policy and program development is appointed and announced to the Department. | The Centre of Expertise for Grants and Contributions (CoE) is now the Departmental Coordinator for Environmental Assessment and has been identified as the Departmental Coordinator on Strategic Environmental Assessment. To support the CoE in these functions, the Department entered into a Service Level Agreement (SLA) with PWGSC to acquire the expert advice required. |
SDS Departmental Goals: Priority 2 - To improve the federal knowledge base about SD and increase planning capacity to account for the social and cultural dimensions of sustainable communities.
Federal SD Goal(s), including GGO goals: (4) Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
i) At least one new study on the cultural dimension of sustainable communities will be produced for the Department and circulated among staff by September 2008. | i) Creation and dissemination of new research about culture and sustainable development. | Resource pressures did not allow for the completion of this project in fiscal year 2008-2009. |
j) A departmental research plan is updated and approved by June 2008, to enable the development of a list of sustainable development indicators or data tools by 2009. | j) A list of indicators or data tools. | A departmental research plan has been completed. A framework of performance indicators is also being developed, guided by the research plan. |
k) By September 2008, a resource guide or bibliography will be updated and refined for sharing with federal policy analysts, highlighting key information and data from currently known sources on the social and cultural dimensions of sustainable communities. | k) Integration of Canadian Heritage advice and data in other departments' policy and program development, reflecting social/cultural considerations for sustainable communities. | Resource pressures did not allow for the completion of this project in fiscal year 2008-2009. However, the Department of Canadian Heritage's participation in INSDS has provided the Department with opportunities to provide input on the implementation of the Federal Sustainable Development Act and the development of programs in other departments. |
l) By the end of FY 2008-2009, it is expected that Canadian Heritage will have supported at least two internal and at least two external (i.e., with other federal departments and/or other government or non-government partners) discussions to advance understanding of the role of culture in sustainable communities. | l) Number of occasions in which Canadian Heritage supports and advances discussion and reflection about the role of culture in supporting sustainable communities. | The Department of Canadian Heritage is an active participant in the Federal Family on Community Collaboration, which brings together federal officials interested in horizontal collaborative action to enhance the sustainable development of communities across Canada. A policy paper was developed and presentations were made at different levels internally and externally. |
SDS Departmental Goals: Priority 3 - To integrate better environmental management in departmental policies, programs and operations.
Federal SD Goal(s), including GGO goals: (1) Clean and secure water for people, marine and freshwater ecosystems.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
m) In fiscal year 2008-2009, SEA awareness will be increased with information sessions for departmental units as required. | m) Number of departmental units seeking advice on Strategic Environmental Assessment (SEA). | Cultural Spaces Canada, the Department's program with the highest number of projects requiring environmental assessments, has been made aware of the SEA obligations through an information session. |
n) By March 31st 2009, in the event of new policy, plans or programs, the SEA advisor will ensure that a preliminary scan is completed to determine if a Strategic Environmental Assessment (SEA) is required. If required, the SEA process will be initiated. | n) Number of SEAs conducted for new policy, plans and programs. | No SEA has been conducted in 2008-2009, as there was no new policy, plans or programs. The Department has entered into a Service Level Agreement with Public Works and Government Services Canada (PWGSC) to obtain expert advice on environmental assessment. With the support of PWGSC, CoE will develop guidelines for programs to assist programs and policy groups to consider whether or not an SEA is required prior to moving forward for Cabinet approval. This will assist programs and policy groups to ensure that the Department meets its obligation under the legislation. The Department has committed in its 2009-2010 RPP to develop the guideline document. |
Federal SD Goal(s), including GGO goals:
(2) Clean air for people to breathe and ecosystems to function well;
(3) Reduce greenhouse gas emissions.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
o) The Canadian Conservation Institute's Service Agreement with PWGSC for the provision of facilities management services will include the collection of baseline data for developing and monitoring SDS targets. | o) Canadian Conservation Institute (CCI) facilities management plan with SDS targets developed and submitted to DG Committee that oversees SDS. | Completed. |
Federal SD Goal(s), including GGO goals:
(5) Sustainable development and use of natural resources;
(3) Reduce greenhouse gas emissions.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
p) For 2008-2009, an assessment is expected to be made of the current paper use within the Department and targets will be identified for reducing usage. | p) Reduction in paper use as measured by amount of paper purchased per capita. | Measurements have been taken, based on data available in the Department's Integrated
Financial and Materiel System. A small reduction was registered in the use of paper in 2008-2009: 1.45 cases per capita compared to 1.46 in 2007-2008. |
q) For 2008-2009, an assessment is expected to be made of the extent of meetings and training sessions 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. | q) Percentage of meetings and training sessions conducted with technology assistance for participants in multiple locations. | There are approximately 95 meeting rooms that range from small to large (seats six to 20+ people) within the Department of Canadian Heritage--Headquarters space at Les Terrasses de la Chaudière. Of these, approximately 85% have teleconference capabilities and approximately four larger boardrooms have video-conferencing capabilities. Each regional office has at least one boardroom with video-conferencing capabilities and is used on a regular basis. |
r) At least 50% of all new building upgrades for Les Terrasses de la Chaudière in 2008-2009 over which Canadian Heritage has control are expected to integrate environmentally friendly and/or low emissions equipment or accessories. | r) Percentage of new environmentally friendly/ low emissions equipment and facilities accessories that are integrated in building upgrades when such upgrades occur. | 100% achieved, largely due to Green Procurement initiatives. Upgrades (such as office fit-ups requiring furniture, etc.) are done according to fit-up standards that 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. |
s) For 2008-2009, an assessment is expected to be made of the current ratio of ethanol blended fuel used within the Department, and targets will be identified for increasing the ratio of ethanol blended fuel. | s) Annual per cent ratio of ethanol blended fuel acquired against regular fuel. | The Department of Canadian Heritage has upgraded its departmental fleet to only hybrid
models*. Because use is mainly in the city, the vehicles operate mostly on electric energy. (*Hybrid vehicles cannot use ethanol blended fuels.) |
t) The Department's SDS report will include information on its building space greenhouse gas (GHG) emissions (excluding CCI) where department-specific information is available. | t) Annual report on the percentage 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). | In the service relationship between the Department of Canadian Heritage (PCH) and Public Works & Government Services Canada (PWGSC), PCH (as the client) works collaboratively with PWGSC (the common service provider) to coordinate office accommodation needs. As this falls within PWGSC's responsibility for environmental stewardship in the built environment, the management of PCH accommodations includes priorities of greening operations and related procurement aimed at reducing energy, air pollution and greenhouse gas emissions. Examples include the rigorous efficiency standards applied to floor re-fits at Les Terrasses de la Chaudière and the "No Waste" program in place in various PCH office locations. |
Federal SD Goal(s), including GGO goals: (6) Organizational structures and processes support meaningful and significant SD objectives.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
u) A baseline of instances of environmentally friendly clauses or stipulations in procurement documents is expected to be established by June 2008, for comparative assessments in subsequent years. | u) Instances of environmentally friendly clauses or stipulations in procurement documents for goods and services. | All departmental procurement document templates include environmentally friendly clauses or stipulations. In 2008-2009, approximately 90% of requests for proposals posted included environmental-related criteria. |
v) Automated System will be modified to better capture green purchases and suppliers. | v) Percent increase in green purchases and use of green suppliers from baseline established at the beginning of 2006-2007. | A tracking feature for green purchases and suppliers was implemented in the Department's
integrated finance and materiel system. Results for 2008-2009 show that 3.4% of the Department's total purchases
made were identified as "Green Procurement". In 2008-2009, this field of information was discretionary for users to complete. The field is now mandatory and should provide more precise results for fiscal year 2009-2010. |
w) The SDS report to DGs will confirm the training provided to the procurement community, which included Green Procurement. | w) Report annually on the percentage of the procurement community that received training. | 95% of Department procurement staff have completed Green Procurement training. 100% of all new staff with procurement-related duties have been provided training/tools/information relating to Green Procurement. |
Federal SD Goal(s), including GGO goals:
(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.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
x) In 2008-2009, two significant communications initiatives are expected to raise awareness among Canadian Heritage staff about SDS 2007-2009 actions. | x) Number of focused communications materials and activities that raise awareness about SDS 2007-2009 actions. | In 2008-2008, Groupe Eco, an employee initiative, organized two brown-bag lunches to raise environmental awareness among Department staff. They also began a poster campaign and are developing further communications on email printing and photocopying practices. |
y) In 2008-2009, two communications initiatives are expected to raise awareness among staff about commuting alternatives. | y) Number of communications materials and activities about commuting alternatives. | A broad range of commuting alternatives was discussed at the employee level via Groupe Eco. |
Federal SD Goal(s), including GGO goals:
(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 objectives in regard to SDS.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
z) The number of Canadian Heritage employees participating in the ECOPASS Program is expected to continue increasing. | z) Number of Canadian Heritage employees participating in the ECOPASS Program. | As of late June 2009, the total number of employees using the OC Transpo ECO-PASS is at 187 active members. |
aa) In 2008-2009, a survey will be conducted among PCH staff to contribute to baseline information concerning commuting practices. | aa) Percentage of employee travel/ commuting by public transit and other green choices (e.g., carpooling, cycling, walking) in relation to single-person automobile travel. | This initiative has been rescheduled for 2009-2010. |
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 | 1. Domestic credit to the private sector (percentage of gross domestic product (GDP)) | 1. Domestic credit to the private sector in low- and middle-income countries was 57.3% in 2006, up from 50.4% in 2000.1 |
2. Labour productivity (purchasing-power parity (PPP) GDP per person employed) | 2. Labour productivity in the developing world was $4,356 in 2006, up from $2,507 in 1990.2 This trend continued, and was roughly $4,762 in 2007. It ranged from a high of $11,262 for Europe and Central Asia, a midrange of $9,678 for Latin America and the Caribbean, and a low of $1,869 for sub-Saharan Africa. | |
3.Youth (15–24 years old) employment-to-population ratio and youth unemployment rate | 3. Youth employment-to-population ratio: 48% in 2006 and 44.5% in 2007, 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 million to 85.7 million, an increase of 17.7%. (In 2007 the rate was 71.4 million). Between 2005 and 2007, the highest youth unemployment rates of 34.5%, 24%, and 24% were observed in Northern Africa, followed by western Asia (23.6%, 21%, 21%) and Sub-Saharan Africa (18.3%, 12%, 12%).3 In the years to come, developing countries will face the largest challenge in terms of youth unemployment and whether available employment will be decent and productive. | |
4. Share of women in wage employment in the non-agricultural sector | 4. Between 2000 and 2008, women's participation in paid non-agricultural employment rose slightly, going from 52.3% to 52.6%4 Employment-to-population rates also rose slightly, going from 49% to 49.3%.5 However, the economic crisis has created new hurdles to women's employment in developing countries, where even though participation rates may be high, they represent mostly vulnerable jobs. | |
5. Number of people living on $1.25/day | 5. Reduced number of people living on $1.25/day:6
|
|
More-effective regulations conducive to investment, business formation and responsible enterprise7 | Number of administrative and regulatory barriers eliminated to create a favourable environment for doing business | Globally, 113 economies implemented 239 reforms between June 2007 and June 2008, making it easier to do business and representing the most reforms recorded in a single year since 2004. These reforms focused on easing business start-ups, lightening the tax burden, simplifying import and export regulations, and improving credit-information systems. Economies in Africa implemented more "Doing Business" reforms in 2007–2008 than in any previous year covered, with 28 economies implementing 58 reforms, more than in any year since 2004. In 2007–2008, 49 economies simplified business start-ups and reduced the costs associated. And 115 economies-more than half the world's total-have reformed in this area through 193 reforms over the past five years (since 2004). |
Increased ability of developing countries to benefit from the global trading system | 1. Changes in total merchandise exports from developing countries and least-developed countries (LDCs) | Total merchandise exports: (US millions)8 1B. LDCs |
2. Number of persons reached through trade-related technical assistance (TRTA) activities delivered to developing countries and LDCs | 2. The estimated grand total of beneficiaries of the entire World Trade Organization (WTO) TRTA in 2007 amounted to more than 19,000. It also includes those who benefited from WTO contributions to TRTA events organized by other agencies. By comparison, the TRTAs in 2006 reached some 14,700 persons; in 2005, 12,400; in 2004, 12,000; in 2003, 14,000; and in 2002, 16,000. It should be noted that, in reality, the number of beneficiaries is smaller since many participants attended more than one TRTA event. In 2007 a total of 457 training activities were provided by the WTO. Training courses varied in length, from one day to 12 weeks, and the number of staff involved in each activity ranged from 1 to more than 20 for the longer courses. The number of participants for each course averaged around 30. The majority of activities in 2007 were held in Africa (166), representing 37% of total training output for the year. This was followed by Asia and the Pacific (77 activities, or 17%), Latin America (12%) and the rest to others.10 | |
3. Volume of aid for trade (AFT) delivered | 3. Between 2002 and 2005, AFT averaged $21.1 billion, and stood at $23.5 billion in 2006 and $25.4 billion in 2007. AFT helps developing countries exploit the potential benefits of trade liberalization by increasing their capacity to produce goods and to comply with the product standards required in export markets. | |
4. Satisfaction of participants with the results of the TRTA | 4. A TRTA event is usually considered successful if at least 80% of the participants rated it "very successful" or "successful." The audit of WTO TRTAs identified a higher-than-standard satisfaction of participants, i.e. 98% of them rated the attended TRTA "very successful" and/or "successful." This performance is about the same as in 2005 and 2006.11 | |
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 | Prevalence and death rates associated with tuberculosis | Tuberculosis prevalence in low-income countries:12 2000: 421 per 100,000 persons 2007: 387 per 100,000 persons |
Reduce the burden of HIV/AIDS | HIV prevalence among young people | HIV prevalence among young people (15–24 years old) has declined since 2000–2001 in 8 of the 11 highest-prevalence countries where sufficient data is available to analyze recent trends. Young women make up more than half of all young people (15–24 years old) living with HIV/AIDS. |
Prevalence of HIV among adults | Prevalence of HIV among adults in low-income countries in 2007: 1,842 per 100,000 persons13 | |
Annual number of new HIV infections | Annual number of new infections declined from 3 million in 2001 to 2.7 million in 2007. (Source: UNAIDS 2008 global epidemic report.) | |
Deaths related to HIV | Overall, 2 million people died due to AIDS in 2007 compared with an estimated 1.7 million in 2001. | |
Reduced infant and child mortality rates | Under-five mortality | Under-five mortality in low-income countries:14 2000: 142 per 1,000 persons 2007: 126 per 1,000 persons |
Infant mortality | Infant mortality in low-income countries: 2000: 90 per 1,000 persons 2007: 80 per 1,000 person |
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Improved sexual and reproductive health and reduced maternal mortality | Attended births | Births 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 persons (data unavailable for later years) |
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Improved food security and nutrition | Undernourished persons | Percentage of undernourished persons in total population in developing countries: 2004–2006: 16% 2008: 17% |
Agricultural productivity | Agricultural productivity (agricultural value added per worker in dollars) in developing countries: $558 | |
Proportion of vulnerable people identified as requiring food assistance compared with the proportion of food assistance needs met | ||
Vitamin A | Vitamin A supplement coverage rate (6–59 months) with at least one dose:15 2001: 59% 2007: 72% (full coverage was 62%) |
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Consumption of iodized salt | Households consuming iodized salt in developing countries16 1997–2002: 66% 2000–2007: 70% |
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Strengthened health systems | Access to health services (number of consultations per year per inhabitant) | |
Human resources for health (number of health workers by cadre and by region) | In 2007 the proportion of physicians per 100,000 persons ranged from 2 in Africa to 32 in Europe. The numbers in other regions were as follows: Americas,19; Southeast Asia, 5; Eastern Mediterranean, 10; and Western Pacific, 14. The density of nursing and midwifery personnel per 100,000 persons ranged from 11 in Africa to 79 in Europe. The numbers in other regions were as follows: Americas, 49; Southeast Asia, 12; Eastern Mediterranean, 15; and Western Pacific, 20. The proportion of community health workers by region was unavailable. |
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Inequities (note that work is underway to reach a consensus around the conceptual and statistical issues involved in constructing and interpreting these inequity measures). | The evidence from 90 countries17 that have the necessary data shows that in many countries, there are still significant inequities between urban and rural regions, and richer and poorer households. For example, in half the countries, child mortality rates are at least 1.4 times higher in rural areas compared with those in urban areas, and are at least 1.9 times higher among the poorest 20% of households compared with the richest 20%. In 64% of countries, the proportion of births attended by skilled personnel is at least 20% higher in urban than in rural areas. There appears to be less inequity in measles immunization: the urban–rural difference is 20%, or higher, in only 10% of countries. | |
Better access to education for all | Percentage of children enrolled in primary education | In 2006 an estimated 75 million children, 55% of them girls, did not attend school,
down from 103 million in 1999. Sub-Saharan Africa raised its average net enrolment ratio from 54% to 70% between 1999 and 2006, and child enrolment in South and West Asia rose from 75% to 86%. |
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 for which there are data. Although 79% of students in the developing world enrol for in the final year, not all complete it. 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 |
In 2006, 59 of the 176 countries with data had achieved gender parity in primary school, 20 countries more than in 1999. In developing countries, for every 100 boys enrolled in primary school in 2006, 95 girls were enrolled, up from 91 in 1999:
Of countries with data, 37% had reached gender parity in secondary education by 2006. In developing countries, for every 100 boys enrolled in secondary school in 2005, 94 girls were enrolled, up from 89 in 1999:
In developing countries, for every 100 boys enrolled in tertiary education in 2006, 93 girls were enrolled, up from 78 in 1999:
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Ratio of literate women to men 15–24 years old | From 1985–1994 to 2000–2006, the number of adults lacking literacy skills fell by 100 million. There are still an estimated 776 million adults who cannot read or write, with women accounting for 64% of them. In developing countries, for every 100 literate men, there are 85 literate women. This is an increase from 1985–1994, when there were only 77 literate women for every 100 men. | |
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 Survey18 presents the outcome of the first international survey of
the education sector outlining its HIV/AIDS readiness. This report documents the readiness of 71 ministries
of education to manage and mitigate the impact of HIV/AIDS. The report found that:
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Improved stability and protection for children in emergency settings | Number of girls and boys living in crisis situations who participate in formal and non-formal education programming | The constantly changing number and nature of global crises and emergencies means that tracking statistics in a manner that shows improvement is unreliable due to changing population numbers as crises ebb and flow unpredictably. Moreover, with regard to education, there is no consolidated global data available or proxies that have been developed to date. Children living in crisis situations include those affected by natural disasters and by urgent war and conflict-related violence, including refugees. Between 37% and more than 53% of all out-of-school children (75 million in 2006) live in conflict-affected fragile states.19 Enrollment in Grades 1-6 with regard to 98 reporting United Nations High Commissioner for Refugees (UNHCR) refugee camp schools in 2008.20 Concerning refugee students enrolled in Grades 1–6, 38 percent of the reporting camps meet the standard of having 100% children enrolled, 30.6% almost meet the standard and 32% do not meet the standard. Attendance by gender in UNHCR camp schools in 2008. Enrollment in Grades 1-6 of refugee children in urban areas (2008). |
CIDA's Objective 3: Support environment and natural resources management | ||
Expected results | Performance measurement | Actual Performance |
100% compliance regarding the application of these environmental tools to CIDA's decisions on policies, plans, programs, and projects | Number of CIDA environmental impact assessments and strategic environmental assessments (SEAs) applied to CIDA decisions on policies, plans, programs, and projects using the Canadian Environmental Assessment Act (CEEA) or the Federal Cabinet Directive on SEA, as appropriate | CIDA is fully compliant with the CEEA. For 2008–2009, 122 projects were assessed and published in the Public Registry. CIDA is currently in the preparatory research phase of the 2010 parliamentary review of the CEAA. CIDA is now co-chair of the Organisation for Economic Co-operation and Development (OECD) SEA Task Team, a subcommittee of the OECD Development Assistance Committee and ENVIRONET. CIDA engaged the OECD SEA Task Team to develop SEA quality review methodology for CIDA and other OECD members. In 2008–2009, 57 policies, plans, and programs were subjected to detailed SEAs. Each completed SEA is accompanied by a public statement from the Minister, made available on the CIDA website. |
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 programming branch to provide strategic advice on integration of environment considerations into projects and programs. CIDA provided results-based management training to its environment specialists to ensure that they are better able to integrate environmental considerations into country programs. CIDA also provides training on environmental considerations for those going on postings, helping to ensure they are aware of these issues while in the field. CIDA has integrated items of environmental consideration into the guidelines for the new country-programming frameworks. Environmental integration is now being captured in the new CIDA investment monitoring and reporting tool (IMRT) in order to make the Agency better able to assess how environment considerations are being integrated and how improvements can be made on environmental integration in the future. This tool has also been designed to help the Agency report more accurately on its international environmental commitments (United Nations Convention to Combat Desertification, United Nations Convention on Biological Diversity, and United Nations Framework Convention on Climate Change). Additional tools have been developed by CIDA, including the environment section of the mandatory new development officers training program, integration of the environment into the chapter on responsive programming in the CIDA Roadmap, an online corporate e-learning program on environmental integration at CIDA, and a CEAA Job Aid CD-ROM. |
Operations at headquarters are green | 1. Initiatives to implement the Government of Canada Green Procurement Policy | 1. a) Material Management Green Procurement Report is in development and will be operational
by 2010 in order to report on green procurement performance. b) The Green Procurement Policy and CIDA's requirements were presented and discussed with accommodations suppliers. c) An Asset Management Plan, including green criteria, has been developed. d) Some 90% of office furniture was purchased through PWGSC Green Standing Offers. e) Some 80% of solid and hazardous wastes were recycled. In addition, a new program for recycling classified CDs and diskettes has been implemented. |
2. Number of employees trained in the procurement area | 2. All material management, corporate procurement, and planning officers have completed the online Green Procurement Training. | |
3. Number of initiatives for reducing energy and water consumption launched | 3. a) An awareness campaign was launched 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 disuse. c) A green meeting protocol was implemented across the Agency, reducing the negative environmental impact of meetings. e) A green team builds awareness and engagement within the branches. |
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4. Number of vehicles replaced with hybrid models | 4. The vehicle fleet meets the Green Procurement Policy requirements in this area, reducing greenhouse gas emissions. | |
5. Percentage of gasoline purchased for CIDA vehicles that is blended with ethanol | 5. Some 80% of gasoline purchased for CIDA's vehicles is blended with ethanol. | |
6. Level of usage of videoconferencing between CIDA headquarters and foreign offices | 6. Videoconferencing is used approximately 50 hours per week with Canadian and foreign partners and offices, reducing the number of trips made for meetings. | |
7. Amount of paper purchased for printers and photocopiers. | 7. Since 2006, a 15% reduction of paper purchased was achieved by implementing the double-sided printing feature by default. | |
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, and improved rule of law | Level of democratic governance | In recent decades, there has been significant democratization across the globe: 80 countries-representing almost half of the world's population-are considered to be democracies. However, the spread of democracy has stagnated over the past two years.21 Over the past decade, 1998–2008, both Eastern Europe and Latin America have shown improvements across all governance dimensions, but South Asia has shown a decline. Progress in other regions has been mixed.22 Evidence shows, however, that where there is commitment to reform, improvements in governance can, and do, occur. Individual countries in all regions have shown substantial improvements in governance, even if at times they are starting from a very low level.23 Democratic governance Public sector performance and accountability |
Proportion of seats held by women in local government bodies | Although women still hold a minority of seats in local government bodies, the proportion of seats held by women has increased over time. The average percentage of women in national parliaments worldwide increased from 12.8% in May 1999 to 18.4% in May 2009.27 From May 2008 to May 2009, the number of women in parliaments has remained the same in all regions, except for sub-Saharan Africa and Asia, where the number of women in national parliaments slightly increased. Despite increased attention given to issues of corruption, improvements in controlling the level of corruption worldwide are waning.28 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 |
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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 78 countries (compared to 81 in 2007), faced unfair trials in at least 50 countries (compared to 54 in 2007) and were not allowed to speak freely in at least 81 countries (compared to 77 in 2007).30 At least 2,390 people were executed worldwide, with 78% of executions taking place in G20 countries. People seeking asylum were forcibly returned by at least 27 countries to states where they faced detention, torture-even death. Prisoners of conscience were held in at least 50 countries.31 Progress in economic, social, and cultural rights was also uneven. For example, while overall child mortality rates fell, only 33 countries (compared to 32 in 2007) are on track to achieve the MDG on child mortality.32 Increased poverty and deprivation due to the global financial situation have led to denial of economic and social rights, including food shortages and the use of food as a political weapon, forced evictions in at least 24 countries, and abuse of rights of indigenous peoples.33 Progress has been made in addressing such human rights violations through advances in the development of legal human rights instruments, mechanisms, and standards, both at the United Nations and in other international forums, and in enhanced awareness and commitment of the international community. In 2008, Canada was chair of the International Coordinating Committee of National Human Rights Institutions, which contributed to advancing their role at every level. Canada was also an active member of the Human Rights Council, an intergovernmental body that makes recommendations to the UN General Assembly about situations in which human rights are violated. |
1 World Development Indicators 2008
2 Ibid
3 World Development Indicators 2008 and MDG Report 2006
4 MDG Report 2007
5 Global Employment Trends for Women, International Labour Organisation, Geneva, 2009
6 The Millennium Development Goals Report, 2009
7 Since 2004, Doing Business has been tracking reforms aimed at simplifying business regulations, strengthening property rights, opening up access to credit and enforcing contracts by measuring their impact on 10 indicator sets.
8 UNCTAD (2006). The Least Developed Countries Report 2006
9 All new (2007, 2008) trade figures come from the UNCTAD Handbook of Statistics 2008
10 World Trade Organization Annual Report 2008
11 WTO Training activities – Committee on Trade and Development (2008): Technical Cooperation Audit Report for 2007
12 World Health Statistics 2009, WHO
13 Ibid.
14 Ibid.
15 www.unicef.org/sowc09/docs/SOWC09_Table_2.pdf
16 www.unicef.org/sowc09/docs/SOWC09_Table_2.pdf
17 World Health Statistics 2009, WHO
18 http://hivaidsclearinghouse.unesco.org/ev.php?ID=5293_201&ID2=DO_TOPIC
19 UNESCO (2007) Education for All Global Monitoring Report 2008 Summary, Paris: UNESCO, pg. 5. And Save the Children Alliance (2009) Last in Line, Last in School 2009: How Donors are failing children in conflict-affected fragile states, London: Save the Children Alliance, pg. 1 & 18.
20 UNHCR Standards and Indicators Handbook 2007 & 2008.
21 Economist Intelligence Unit's Democracy Index 2008
22 Governance Matters VIII: Aggregate and Individual Governance Indicators, 1996–2008, World Bank Policy Research Working Paper No. 4978
23 Ibid.
24 Ibid.
25 Ibid.
26 Ibid.
27 Women in National Parliaments, Inter-Parliamentary Union
28 Governance Matters VIII: Aggregate and Individual Governance Indicators, 1996–2008, World Bank Policy Research Working Paper No. 4978
29 Ibid.
30 Amnesty International Report 2009
31 Ibid.
32 Global Monitoring Report 2009 – A Development Emergency
33 Amnesty International Report 2009
In June 2008, a new Federal Sustainable Development Act (FSDA) came into force and replaced the Auditor General Act as the framework for sustainable development. In light of these changes, in 2008–2009, CIC shifted its focus from its previous Sustainable Development Strategy (SDS) IV 2007–2010. CIC is now focusing on supporting the development of the federal SDS and laying the foundations to align a new departmental SDS with this broader strategy.
The new Act requires the Minister of the Environment to lead the development of a federal SDS that be tabled by spring 2010 and updated every three years. In addition, by spring 2011, other government departments will be required to develop, table, and update every three years, departmental strategies that align with the federal SDS.
To position itself for this alignment, and to build on the lessons learned from previous strategies and the recommendations made by the Commissioner of the Environment and Sustainable Development, CIC focused its efforts in 2008–2009 on laying the groundwork to develop a departmental sustainable development policy framework. In doing this, CIC aimed to bring together the full suite of relevant policy instruments, strengthen the clarity of requirements and associated roles and responsibilities, and enhance effective monitoring and support to enable CIC to continue fulfilling its commitments.
1. SDS Departmental Goals:
CSC’s Sustainable Development Strategy 2007-2010 Goal (i.e. Strategic Outcome):
Contribute to a just, peaceful and safe Canadian society, respectful of natural resources and ecological capacities.
2. Federal SD Goal(s), including GGO goals:
CSC’s SDS 2007-2010 sets out the following seven goals that are all in line with the Federal SD goals contribute to:
3. Expected Results 2008-09 | 4. Supporting Performance Measure(s) | 5. Achieved SDS Departmental Results for 2008-09 |
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Although CSC’s SDS targets span over a 3-year cycle, implementation of SD/Environmental initiatives is done on an annual basis in accordance with the available budget and human resource level. CSC expects:
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CSC’s SDS 2007-2010 refers to the following performance measures to evaluate progress toward its commitments/targets:
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As of April 1, 2009, CSC has achieved the following SDS results for 2008-2009:
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For supplementary information on the Correctional Service Canada’s Sustainable Development Strategy 2007-2010 please
refer to:
HTML Format: http://www.csc-scc.gc.ca/text/pblct/environmentRpt/toc-eng.shtml
PDF Format: http://www.csc-scc.gc.ca/text/pblct/environmentRpt/sds_e.pdf
The Department of Finance Canada’s Sustainable
Development1 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 the Department’s
previous strategies, which includes key achievements in debt
reduction, the evaluation of environmental tax proposals, strategic
environmental assessment, and green stewardship.
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.
The Department’s vision for sustainable development is as follows:
It highlights the long‑term ideal that the Department will strive to achieve.
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 three-year period, 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.
A detailed outline of the Department’s objectives, actions, planned results, and results achieved for 2008–09 as well as highlights of the 2007–09 SDS are available on its website (http://www.fin.gc.ca/purl/susdev-eng.asp).
1. “Sustainable development” is a continually evolving concept based on the integration of social, economic, and environmental concerns. It may be achieved by, among other things, the following:
Agenda 2009: A Sustainable Development Strategy for Foreign Affairs and International Trade Canada defines DFAIT's sustainable development (SD) initiatives for the period of 2007-09. The initiatives support two broad goals and five objectives as follows:
Goal 1: Ensure greater integration of sustainable development into departmental policies, programs and operations.
Objective 1.1: Organisational structures and processes support meaningful and significant sustainable development objectives.
Objective 1.2: Improved environmental management practices through the Environmental Management System.
Goal 2: Advance Canada's sustainable development interests related to foreign affairs and international trade.
Objective 2.1: Effective promotion of international security and respect for human rights, good governance and the rule of law as prerequisites for sustainable development.
Objective 2.2: Enhanced Canadian prosperity through advancement of Canadian sustainable development interests and priorities in trade relations, policies and programs.
Objective 2.3: Advancing Canada's interests on key environmental and sustainable development issues.
To meet these goals and objectives, DFAIT identified 13 targets supported by 43 actions that are led by 23 divisions throughout the department. The planning and implementation of each action is supported by a results chain template outlining proposed actions in terms of outcomes, indicators, timelines, resources and risks. The results chain template was put in place in an attempt to better articulate linkages to the regular departmental business planning processes. Progress on each action is recorded in DFAIT's SD database, which is used to produce the annual progress reports. These include the 2008 annual progress report, which falls under the 2008-09 Departmental Performance Report.
DFAIT's Sustainable Development Strategy-Agenda 2009-and annual reports can be found at www.international.gc.ca/enviro/strategy-strategie/2009/index.aspx?lang=eng.
Expected outcomes and linkages to government-wide outcomes are highlighted in Agenda 2009. Approximately half of DFAIT's 43 actions directly support five of the six federal sustainable development goals, which are described in the 2006 guidance document Coordinating the Fourth Round of Departmental Sustainable Development Strategies (www.sdinfo.gc.ca/s12_e.cfm), namely: Clean Water; Reduce Greenhouse Gas Emissions; Sustainable Development Management: Sustainable Communities; Sustainable Development and Use of Natural Resources; and Governance for Sustainable Development. Below are a few examples of results achieved this year.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Three green procurement targets will be established and specific performance indicators will be identified. | Number of green procurement targets that are developed and approved. | The following three green procurement targets have been identified through the Environmental
Management System action plans and agreed to for the department:
|
Nuclear materials at three to five facilities will be secured against potential threats. | Number of facilities where weapons-grade nuclear materials will be secured. | Nuclear upgrade projects have now been established and/or completed at five facilities
in the Russian Federation. The work at two of the five facilities has now been completed, effectively securing these
facilities and bringing them up to international physical protection standards. The development of the security upgrade design documents and the security upgrade projects at two additional facilities will be initiated in 2009 thanks to Canadian funding. Canada continues to fund projects through the International Atomic Energy Agency's Nuclear Security Fund. Upgrading the physical protection at poorly secured facilities prevents the acquisition of materials that could be used for harmful purposes by terrorists and/or cause environmental damage. |
Work with other countries to continue the elaboration and negotiation of the international regime on access and benefit sharing (ABS) of genetic resources. | Negotiations on ABS to assist countries in meeting the World Summit on Sustainable Development target of a significant reduction by 2010 in the current rate of loss of biological diversity. | DFAIT co-leads interdepartmental work on this issue with Environment Canada, including the development of Canadian negotiating positions. The Ad Hoc Open-Ended Working Group on Access and Benefit-Sharing was instructed in May 2008 by the ninth meeting of the Conference of the Parties (CoP-9) to the Convention on Biological Diversity to finalize the international ABS regime and to submit instruments for consideration and adoption by CoP-10, scheduled for October 2010 in Nagoya, Japan. Negotiations continue. |
SDS Departmental Goals: Further develop the capacity of the Department to support the provision of legal services related to sustainable development.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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SDS Departmental Goals: Incorporate sustainable development principles and practices into the Department’s policy and program operations.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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SDS Departmental Goals: Improve the environmental sustainability of the Department’s physical operations.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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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.
The Sustainable Development Strategy 2007-2010 (SDS) is an integral part of the Agency’s strategic directions for 2006-2011. This SDS, the Agency’s fourth, is built around activities associated with its mandate and around its operations. Also designed to be compatible with the federal approach to sustainable development, the Agency's action plan for 2007-2010 targets goals shared by all federal agencies and departments, and goals specific to its own mandate.
In 2008-2009, the Agency set up a Sustainable Development Committee, with representation from different branches. The committee’s mandate is to draw up sustainable development strategies; its members promote them in their respective areas, and contribute to their implementation. A diagnostic tool and materials for providing training in sustainable development have been developed and are ready to be used to help Agency employees develop skills in guiding clientele with respect to sustainable development.
In 2008-2009, the Agency used the performance indicators specific to sustainable development to measure the commitments of its strategy. These indicators were used to account for the number and type of projects associated with sustainable development for 2008-2009. Also, the Agency now has a specific section devoted to sustainable development on its Intranet, bringing the relevant information together in one place.
The Agency was able to fund 88 projects in connection with sustainable development. The following tables present commitments and achievements for 2008-2009 under the Sustainable Development Strategy.
3. Expected results in 2008-2009 | 4. Supporting performance measurements | 5. Agency results achieved in 2008-2009 |
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SDS commitments are integrated in decision-making processes as early as the planning stage. | Review of departmental commitments contained in plans | Sustainable development will be integrated in the planning process from 2009-2010 to 2011-2012. |
Clear, effective governance mechanisms integrate sustainable development in the decision-making process. | Annual plan for monitoring the commitments in the fourth SDS approved by senior management as well as progress of results. | The Sustainable Development Committee was set up in 2008-2009. Different Agency branches are represented on it. |
Expected results in 2008-2009 | 4. Supporting performance measurements | 5. Agency results achieved in 2008-2009 |
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A sustainable development diagnostic tool will be set up in business offices by 2010. | Implementation of a diagnostic tool in business offices | The diagnostic tool was approved and circulated to business offices in Spring 2009. |
Agency managers and personnel have a common understanding of the concept of sustainable development, they are sensitized to the commitments made in the Agency’s fourth SDS, and they are aware of memorandums of understanding with partners. | Staff participation in training sessions | SD training for business office advisors is in the approval process. Training is scheduled for Fall 2009. |
Survey for 2008-2009 on timeliness of training | No survey has yet been conducted. | |
Information on sustainable development is accessible within the Agency. | Compilation of information on sustainable development | Performance indicators specific to sustainable development were compiled for projects carried out in 2008-2009. A sustainable development section is available on the Agency’s Intranet. |
3. Expected results in 2008-2009 | 4. Supporting performance measurements | 5. Agency results achieved in 2008-2009 |
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Communities are sensitized and mobilized, and they have set out a vision and drawn up development and diversification plans which take sustainable development principles into account. | Number of communities sensitized and number of plans taking sustainable development into account | Two community development plans taking sustainable development into account have been drawn up (development of ecotourism in Sheldrake and Rivière-au-Tonnerre, and in Saint-Félicien). |
Sustainable development initiatives and projects are carried out in communities. | Number of sustainable development initiatives and projects carried out in communities | Two sustainable development initiatives were implemented in communities. |
Case study conducted to identify more accurately the impact of initiatives or projects on communities’ development | No case study has been conducted. | |
Green entrepreneurship is supported. | Number of projects and activities supporting green entrepreneurship | No projects or activities supporting green entrepreneurship have been carried out. |
Number of SMEs having implemented pollution prevention or energy eco-efficiency projects | 23 pollution prevention and energy eco-efficiency projects | |
Number of SMEs operating in green sectors assisted | Three SMEs operating in green sectors have been assisted. | |
Communities benefit from tourism projects that take sustainable development into account. | Number of tourism projects that take sustainable development into account | Eleven tourism projects that take sustainable development into account were carried out. |
3. Expected results in 2008-2009 | 4. Supporting performance measurements | 5. Agency results achieved in 2008-2009 |
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Enterprises have better strategic capability for grasping green business opportunities and enjoy enhanced environmental performance. | Number of innovative SMEs in pre-startup or startup phase operating in green sectors | Five innovative SMEs operating in green sectors were in pre-startup or startup phase. |
Enterprises are engaged in a process of enhancement of strategic capabilities in line with the principles of sustainable development and energy efficiency. | Number of eco-design diagnostics of existing products carried out | Seven eco-design diagnostics of products were carried out. |
Number of SMEs having implemented pollution prevention or energy eco-efficiency projects | Twenty-two SMEs implemented pollution prevention or energy eco-efficiency projects. | |
Eco-friendly products and services and environmental technologies stemming from R&D are commercialized. | Number of products, services and environmental technologies commercialized or developed | Eight products, services and environmental technologies were developed or commercialized. |
Commitment 1.1.1 - Actions are taken to reduce air pollutants and greenhouse gas emissions for key sectors across Canada
Sustainable Development Strategy (SDS) Departmental Goal 1: Canadians and their environment are protected from the effects of pollution and waste in support of a sustainable economy
Federal Sustainable Development (SD) Goal(s)
including Greening of Government Operations (GGO) goals, if
applicable:
Federal SD Goal II - Clean Air: Clean air for people to
breathe and ecosystems to function well
Federal SD Goal III - Reduce greenhouse gas emissions
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Industrial Sector Air Pollutant regulations:
Industrial Sector Greenhouse Gas regulations:
Volatile Organic Compound (VOC)
Regulations:
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Commitment 1.1.2 - Development of a risk-based priority-setting approach for assessing and managing toxic substances
SDS Departmental Goal 1: Canadians and their environment are protected from the effects of pollution and waste in support of a sustainable economy
Federal SD Goal(s) including GGO goals, if
applicable:
Federal SD Goal I - Water: Clean and secure water for
people, marine and freshwater ecosystems
Federal SD Goal II - Clean Air: Clean air for people to
breathe and ecosystems to function well
Federal SD Goal VI - Reduce greenhouse gas emissions
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment 1.2.1 - Adopt a more harmonized and integrated approach to the collection of information on pollutant release and other related data from Canadian industry, to inform Canadians and support decision-making
SDS Departmental Goal 1: Canadians and their environment are protected from the effects of pollution and waste in support of a sustainable economy
Federal SD Goal (s), including GGO goals (if
applicable):
Federal SD Goal V - Sustainable development and use of
natural resources
Federal SD Goal VI - Strengthen federal governance and
decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment 1.2.2 - Advance sustainable consumption and production through initiatives
SDS Departmental Goal 1: Canadians and their environment are protected from the effects of pollution and waste in support of a sustainable economy
Federal SD Goal(s) including GGO goals, if
applicable:
Federal SD Goal V - Sustainable development and use of
natural resources
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment 2.1.1 - Through consultations with stakeholders, identify the gaps in hydrometric and climate data currently provided, where changes could permit more informed decision making
SDS Departmental Goal 2: Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.
Federal SD Goal(s) including GGO goals, if
applicable:
Federal SD Goal I - Water: Clean and secure water for
people, marine and freshwater ecosystems
Federal SD Goal III - Reduce greenhouse gas emissions
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment 2.1.2 - Develop a multi-disciplinary environmental prediction capability that supports policy and decision making on key government issues such as clean air, clean water, clean land, energy, health and safety, and economic competitiveness
SDS Departmental Goal 2:Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians
Federal SD Goal (s), including GGO goals (if applicable):Federal SD Goal VI -Strengthen federal governance and decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment 2.2.1 - Improve safety and security margins for all Canadians from environmental hazards through forecasts, precision improvements, and increased warning advance notice that will permit citizens to take appropriate actions
SDS Departmental Goal 2:Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians
Federal SD Goal (s), including GGO goals (if applicable): Federal SD Goal IV - Sustainable Communities
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment 2.2.2 - Increase access by Canadians to water quantity and climatic information to make more sound environmental and economic decisions
SDS Departmental Goal 2: Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians
Federal SD Goal(s) including GGO goals, if
applicable:
Federal SD Goal I - Water: Clean and secure water for
people, marine and freshwater ecosystems
Federal SD Goal III - Reduce greenhouse gas emissions
Federal SD Goal IV - Sustainable Communities
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment 2.2.3 - Improve quality services to enable partners to use meteorological and ice information to its fullest to improve the safety of their operations and their economic efficiency while reducing the impact of their activities on the environment.
SDS Departmental Goal 2: Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians
Federal SD Goal(s) including GGO goals, if
applicable:
Federal SD Goal IV - Sustainable Communities
Federal SD Goal VI - Strengthen federal governance and
decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment 2.2.4 - Provide Canadians with the scientific information and tools needed to understand and manage their vulnerabilities and opportunities due to our changing climate in ways which balance social, economic and environmental needs
SDS Departmental Goal 2: Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians
Federal SD Goal(s) including GGO goals, if
applicable:
Federal SD Goal III - Reduce greenhouse gas emissions
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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SDS Commitment: 3.1.1 - Establish regulations for incidental take under the Migratory Birds Convention Act, 1994 to ensure effective conservation of migratory bird populations while fostering sustainable economic development
SDS Departmental Goal 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
Federal SD Goal (s), including GGO goals (if applicable): Goal IV - Sustainable Communities
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment: 3.1.2 - A national biodiversity outcomes framework is implemented in partnership with provincial and territorial governments to provide improved coordinated action such as better monitoring and reporting of status and trends, engagement of Canadians in conservation planning, implementation, and reporting
SDS Departmental Goal 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
Federal SD Goal (s), including GGO goals (if applicable): Goal IV - Sustainable Communities
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment: 3.2.1 - New scientific knowledge/instruments/tools and strategic options are developed and made available to encourage sustainable water use by sectors and federal/provincial/territorial governments, water resource managers, industry, municipalities and Canadians
SDS Departmental Goal 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
Federal SD Goal (s), including GGO goals (if
applicable):
Federal SD Goal I - Water: Clean and secure water for
people, marine and freshwater ecosystems
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment: 3.3.1 - Ensure improved integration of social and economic factors in the development and implementation of new programs for priority ecosystems
SDS Developmental Goal 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
Federal SD Goal (s), including GGO goals (if
applicable):
Federal SD Goal I - Water: Clean and secure water for
people, marine and freshwater ecosystems
Federal SD Goal IV - Sustainable Communities
Federal SD Goal VI - Strengthen federal governance and
decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Atlantic Canada Ecosystems Initiative
St. Lawrence Ecosystem Initiative
Great Lakes Basin Ecosystem Initiative
Georgia Basin Action Plan
Northern Ecosystem Initiative
Western Boreal Conservation Initiative
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Commitment: 3.3.2 Influence decision makers by improving the effectiveness of Environment Canada's involvement in the environmental assessment process
SDS Departmental Goal 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
Federal SD Goal (s), including GGO goals (if
applicable):
Federal SD Goal VI - Strengthen federal governance and
decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment: 4.1.1: In its role to provide leadership, coordination and guidance on sustainable development strategies (SDS), Environment Canada will be a source of sustainable development policy advice and will work interdepartmentally to improve the management and accountability of the departmental SDSs
SDS Departmental Goal 4: Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD Goal (s), including GGO goals (if applicable): Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment: 4.1.2 - A robust approach is developed and used to ensure Environment Canada's implementation of the Species at Risk Act better integrates the socio-economic dimensions of sustainable development.
SDS Departmental Goal 4: Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD Goal (s), including GGO goals (if applicable): Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment: 4.1.3: Develop a strategy and action plan to guide the development, reporting and/or realignment of environmental sustainability indicators in line with departmental priorities and to better integrate social, health and economic considerations into the reporting of the indicators
SDS Departmental Goal 4: Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD Goal (s), including GGO goals (if applicable): Federal SD Goal VI - Strengthen federal governance and decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment: 4.1.4: Increase access of educators and interested Canadians to curriculum-linked learning material on sustainable development themes and topics (e.g., energy sustainability) through strategic partnerships with expert organizations responsible for content development and dissemination
SDS Departmental Goal 4: Integration and Enabling Services contribute to achieving departmental Strategic Outcomes
Federal SD Goal (s), including GGO goals (if applicable): Federal SD Goal IV - Sustainable Communities
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Target Dates:
Target Dates: Beginning of the videoconferences and other Distance Learning Initiatives on air quality by September 2008.
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Commitment: 4.1.5 - A federal model for action is designed and launched in one or more watersheds and demonstrates practical techniques for managing water as a capital asset
SDS Departmental Goal 4: Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD Goal (s), including GGO goals (if applicable): Federal SD Goal I - Water: Clean and secure water for people, marine and freshwater ecosystems
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Progress on the Action Plan for Clean Water in 2008–2009 included the following:
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Commitment: 4.2.1 - Advance an effective process to work cooperatively with provinces and territories to inform the department's strategic decision making in pursuing work on intergovernmental issues.
SDS Departmental Goal 4: Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD Goal (s), including GGO goals (if applicable): Federal SD Goal VI - Strengthening federal governance and decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment: 4.2.2 - Country and institutional strategies are developed to advance Canada's environmental priorities internationally in a way that supports our economic and social objectives
SDS Departmental Goal 4: Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD Goal (s), including GGO goals (if applicable): Federal SD Goal VI - Strengthening federal governance and decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment: 4.2.3- Guidelines on Aboriginal and stakeholder consultation are established and in use to ensure effective engagement of all partners and stakeholders in Environment Canada's policy development process
SDS Departmental Goal 4: Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD Goal (s), including GGO goals (if
applicable):
Federal SD Goal IV - Sustainable communities
Federal SD Goal VI - Strengthening federal governance and
decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Commitment: 4.3.1 - To prevent, reduce, minimize or eliminate air, land and water pollution that result from the department's activities and operations
SDS Departmental Goal 4: Strengthened integrated decision making in the delivery of departmental strategic outcomes
Federal SD Goal (s), including GGO goals (if
applicable):
Federal SD Goal I - Water: Clean and secure water for
people, marine and freshwater ecosystems
Federal SD Goal III - Reduce greenhouse gas emissions
Federal SD Goal IV - Sustainable Communities
Federal SD Goal VI - Strengthening federal governance and
decision-making to support sustainable development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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1Stratos Inc. (2008). Canadian Corporate Sustainability Reporting - Best Practices 2008. 2.
SDS Departmental Goals: 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 SD Goal(s), including GGO goals:
Expected Results for 2008-09 | Supporting Performance Measure(s) | Results Achieved for 2008-09 |
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Aquatic species at risk are protected or on the way to recovery | DFO will receive recommendations from stakeholders and a response proposed to the Minister of Environment will follow | DFO provided listing recommendations to the Minister of the Environment for 10 aquatic species. Final listing decisions were made by Governor in Council to list eight aquatic species, to re-classify one species and to refer one species back to COSEWIC in March 2009. |
Completion of recovery strategies that are in development by Recovery Teams. | One recovery strategy was finalized and posted on the SARA Public Registry, following the 60 day public comment period. | |
Marine activities are proactively managed and the health of Canada's oceans is preserved in collaboration with stakeholders | Number of committees established federally and in each LOMA | Integrated management processes have been established in 5 large areas in each of our three oceans. These bring together government regulators, industry, communities and Aboriginal Canadians to develop plans for the sustainable use of our oceans. This work is complemented by the Government's $61.5 million Health of the Oceans agenda which invests in science, marine protection and pollution prevention.
In 2008-09, DFO launched the Pacific North Coast Integrated Management Area to engage Canadians on our West Coast in the development of an integrated management plan for the Pacific North Coast. |
Number of sectors represented on committees | Oceans governance mechanisms including representatives from all key sectors and regulators are now in place in all of our regions, in four of our five LOMAs and nationally. | |
Integrated Management Plans in place for all LOMAs | Significant progress has also been made on the development of integrated management plans for the Beaufort Sea Integrated Management Area and the Placentia Bay/Grand Banks Large Oceans Management Area. Implementation planning is underway for the integrated management plan development for the Eastern Scotia Shelf. | |
Creation of at least three new MPAs | This planning has also been supported by specific conservation measures including the establishment of Canada's 7th Marine Protected Area (under the Oceans Act) - the Bowie Seamount on Canada's West Coast.
In addition, as part of the Health of the Oceans initiative, DFO has launched consultations throughout the country to engage Canadians in identifying the next candidates for designation as Marine Protected Areas under the Oceans Act. Work was also launched in cooperation with the provinces to design, by 2012, a national system of networks of Marine Protected Areas. |
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Efficacy in ensuring an effective response to minimize adverse impacts of marine pollution incidents in Canadian waters is enhanced | Development of a National Environmental Response Strategy | The National Environmental Response Strategy remains a work in progress. CCG has begun an internal review of the draft Strategy and is planning to conduct broader discussions with partners to continue the update of the Strategy. Progress was made in a couple of key areas in 2008-09; competency profiles and a training strategy for Environmental Response management were completed. A senior managers training course was also developed. |
Percentage of ship-source spills where Canadian Coast Guard acted as Federal Monitoring Officer, On-Scene Commander and Resource Agency vs. total number of reported ship-source spills | CCG acted as Federal Monitoring Officer, On-Scene Commander and Resource Agency for 100% of reported ship-source spills. | |
A new aquaculture governance regime is developed | Number of federal/provincial/territorial implementation agreements signed
* Since this measure was identified, policy direction has changed and the above implementation instruments are no longer valid. |
Following the Budget announcement of $70 million in few funding for the Sustainable Aquaculture Program, a new governance regime has been implemented. The internal framework consists of the Departmental Aquaculture Management and Operations Committees and an ad hoc industry liaison committee. Coordination across provinces and territories with the Government is enhanced by the federal Interdepartmental Committee on Aquaculture and the Canadian Council of Fisheries and Aquaculture Ministers Task Group. |
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 approach and ecosystem approach | Percentage of conservation frameworks that incorporate the precautionary and ecosystem approach | "Conservation frameworks" has been interpreted to mean the sum of the conservation elements in the management framework for individual stocks, which were examined with the Fishery Checklist in 2008: 27.8% (27 of 109 stocks) of major stocks surveyed in 2008 incorporate key elements of the precautionary and ecosystem approaches in their management frameworks. |
Number of fisheries with self-rationalization programs | Self adjustment and/or rationalization programs have been successfully introduced in all four Atlantic regions to various degrees in lobster, shrimp, crab, herring and various groundfish fisheries. | |
Completed national co-management policy framework | As a result of the Larocque decision, the Department has adopted an alternative approach to working with industry and is currently developing a policy for collaborative arrangements. | |
Number of roundtables, task groups and summits that address specific fisheries issues |
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Number of fisheries with stable sharing arrangements | Data for this performance measure is currently being collected. Results will be updated as soon as the information becomes available. | |
Number of disputes regarding access and allocation that are settled | This performance measure is currently being modified. A draft concept paper has been developed. It is a proposed access and allocation policy to be used to ensure transparent mechanisms are in place when changes to sharing arrangements are requested. | |
Number of education programs and communication and inter-governmental initiatives | Sustainable Seafood Outreach Strategy:
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Number of partnerships and negotiated enforceable management measures; number of major case investigations | Increased emphasis on compliance promotion through education and shared stewardship. Approximately 100,000 Fishery Officer hours were dedicated to this activity (35 percent increase from 2007 and 75 percent increase from 2004). Maintained effort on major case/special investigations to deal with large scale illegal activities and complex investigations (approximately 160,000 Fishery Officer hours). The Conservation and Protection program currently has approximately 55 formal collaborative arrangements with other government departments and other partners and this involvement of third parties is increasing. There has been a steady rise in use of ticketing as an alternative to prosecution for minor offences (1338 tickets in 2008 compared to 740 in 2005). Program has also expanded the use of alternative measures such as restorative justice. |
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Establishment of administrative sanctioning regime | Administrative sanctions and ticketing were part of the proposed amendments put forward for parliamentary consideration of a renewed Fisheries Act. | |
Expanded ticketing system | ||
Strengthened collaboration with Aboriginal groups, contributing to sustainable Aboriginal communities | Evaluation of trainee performance by the service provider | 87 in-class courses were taken by 45 Fish Harvesters with a 91% success rate. |
Development and implementation of software, regional partnership funds, and contribution agreements with participating First Nations | 14 Contribution Agreements executed to implement the Fisheries Management System software. | |
Number of Aboriginal Fisheries Strategy contribution agreements | One hundred and thirty nine Aboriginal Fisheries Strategy contribution agreements. | |
Number of groups with signed contribution agreement | There are approximately 200 groups with signed contribution agreements. | |
Number of short-term Aboriginal Aquatic Resource and Oceans Management capacity-building contribution agreements | Eight short-term AAROM capacity-building contribution agreements. | |
Number of multi-year Aboriginal Aquatic Resource and Oceans Management collaborative management agreements | Twenty-three multi-year AAROM collaborative management agreements. | |
Number of groups who have made the transition from capacity-building to collaborative management | One group has made the transition from capacity building to collaborative management. | |
Environmental impacts are taken into consideration in DFO's policies, plans and programs through the integration of a Strategic Environmental Assessment approach | Ten percent increase in number of participants who have completed Strategic Environmental Assessment training and awareness sessions | In 2008, there was more than a 20% increase in the number of DFO participants in Strategic Environmental Assessment training and awareness sessions and activities. |
Improved awareness of environmental compliance responsibilities by employees who have completed the training modules | Development of one additional environmental compliance awareness course module | Additional environmental awareness modules and training resources added to the Office of Environmental Coordination website. Delivery methods for specific training are being assessed. |
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 | Completion of condition surveys of all high-risk assets as per the Vessel Condition Survey Plan and the shore-side Asset Condition Survey Plan | Surveys of our six highest priority vessels were completed. The intent was to continue the vessel-survey program as a standard practice within CCG, with about 20% of the fleet's vessels being surveyed, to some degree, each year. Instead a new approach has been adopted which consists of conducting Vessel Condition Assessments for all vessels during 2009-10, and, based on the results of the assessments, implementing a Vessel Condition Continuous Survey Program in the following year. A program to assess the condition of shore-side assets was initiated in 2007-08 and as part of its ongoing work, CCG continued to conduct surveys and implement mitigation strategies for any risks or issues found unacceptable. |
Implementation of the system to measure health, safety and environmental performance and a basis to track improvements | A decision was taken to have one Departmental Occupational Health and Safety (OHS) Program. As part of the implementation of an inclusive safety management system, Corporate OHS is researching all best practices of all sectors and regions, including the CCG. Discussions began with Departmental OHS to determine what application a CCG pilot system in Pacific Region may have nationally. | |
EMP objectives and targets assigned for storage tanks and halocarbons
Operating procedures and training programs will be delivered as EMPs are implemented Ongoing participation in the FSCAP program for site assessments, remediation and risk management to address contaminated sites. |
Number of Environmental Management Plan (EMP) objectives and targets assigned | Completed drafting and consultations on the National Storage Tank EMP. Development of additional national EMPs will follow formal approval of Storage Tank EMP. |
Development and distribution of standard operating procedures to applicable DFO staff | Developed and distributed operating procedures for storage tanks. | |
Development of training programs related to each EMP | Developed and delivered National storage tank awareness training at multiple locations. | |
Number of site assessments undertaken each year under the Federal Contaminated Sites Action Plan | Performed assessment activities at 778 sites. | |
Number of contaminated sites funded under Federal Contaminated Sites Action Plan for remediation or risk management | Remediation and/or risk management activities were performed at 164 sites. | |
Vehicle gas emissions and maintenance costs are reduced by proper vehicle utilization | Comparing gas emissions output for vehicles | Continued to control and monitor the purchase of vehicles, balancing equipment needs versus environmental sustainability (including programs when available that encourage purchasing vehicles that consume less fuel, alternative fuels, or both). Explored different approaches to purchase hybrid or duel fuel where applicable such as Leadership Vehicle Rebate Initiative; potential funding when available. 180 vehicles were purchased in different regions and 7 vehicles were hybrid at a cost of $256,995. Continued to form part of the Federal Sustainable Development Strategy working group to improve vehicle fleet management, to reduce greenhouse gas emissions and other air pollutants and to meet legislation and policy objectives. |
1. SDS Departmental Goals:
Health Canada's Sustainable Development Strategy (SDS) for 2007-2010 A Path to Sustainability builds on the success of the previous strategy, maintaining three identical themes;
1. Helping to create healthy social and physical environments.
2. Minimizing the environmental and health effects of the Department's physical operations and activities.
3. Integrating sustainable development into departmental decision-making and management processes and advancing the social pillar of sustainability.
Health Canada's current SDS contains 51 measurable targets under these three long-term themes. The targets contribute to the department's strategic outcomes including access to safe and effective health products and information, reduced health and environmental risks, safer living and working environments and better health outcomes for First Nations and Inuit and other Canadians. Specific targets address priorities such as clean air, clean water, sustainable communities, protection of the environment and human health, food safety, procurement, training and awareness, environmental stewardship and integrating sustainable development into departmental decision-making and management processes. Expected results and performance measures are clearly laid out in the Strategy.
2. Federal Sustainable Development Goal(s), including Greening of Government goals:
To strengthen coherence and accountability across departmental SDSs, 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.
Federal Goal | # of corresponding HC Targets |
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I) Clean and secure water | 7 |
II) Clean air | 4 |
III) Reduced greenhouse gas emissions | 8 |
IV) Sustainable communities | 17 |
V) Sustainable use of natural resources | 1 |
VI) Improved decision making for SD | 3 |
Total | 40 |
Our Sustainable Development Strategy encompasses a three year period ending March 31, 2010. Each target has its own timeline for completion, many targets are already complete. Below is a summary report on a select list of targets where significant progress was anticipated during the 2008-09 year, as identified earlier in the Report on Plans and Priorities.
3. Expected Results 2008-09 | 4. Supporting Performance Measure(s) | 5. Achieved SDS Departmental Results for 2008-09 |
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SDS Target 1.1.3 - Federal Goal II - Clean Air Between 2007-10, Health Canada will work to improve management and communication of the health risks of indoor and outdoor air pollution, including fact sheets, finalization of the Air Quality Health Index (AQHI) and further development of the Air Health Indicator (AHI). |
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Finalize development and test the AHI by March 31, 2009 Report on AHI in the final Canadian Environmental Sustainability Indicators Report |
# of Census Metropolitan Areas where AQHI is implemented Air Health Indicator (AHI) developed and tested |
Implementation of the Air Quality Health Index (AQHI) expanded to additional communities, making the AQHI available in 26 locations across Canada, including Halifax, Saint John, Quebec City, Ottawa-Gatineau, the Greater Toronto Area, Vancouver and Victoria. Through agreements with provincial and municipal partners, outreach products were developed to support the launch of the AQHI in regions across the country, and work is also underway on the national marketing campaign. Research on the development of the AHI, used to asses the effectiveness of control actions already taken, continued with examination of various pollutants and health endpoints. |
SDS Target 1.1.4 - Federal Goal II - Clean Air During the course of SDS IV, Health Canada will develop tools and information materials, including a summary of the Climate Change and Health Vulnerability Assessment, to better prepare Canadians and health professionals to deal with potential health impacts associated with a changing climate. |
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Assessment and summary document published and distributed |
Risk management tools developed and implemented (e.g. Heat alert systems) with partners and stakeholders Publication of completed Climate Change and Health Vulnerability Assessment on Health Canada web site |
The technical report entitled "Human Health in a Changing Climate: A Canadian Assessment of Vulnerabilities and Adaptive Capacity" and its related summaries have been published and are available upon request. Health Canada has launched a 3-year initiative entitled "Building Heat Resilient Communities and Individuals in Canada." As part of this initiative, the following key activities have been completed: An Advisory Committee on heat alerts has been created and is active. Memoranda of Agreement are now in place with 3 communities to develop pilot heat alert and response systems, and negotiations are underway with a 4th community. An Advisory Committee on clinical knowledge has been created, to develop guidance for health professionals. |
SDS Target 1.2.5 - Federal Goal I - Clean and Secure Water During the period 2007-10, Health Canada will establish and/or implement strategies, including a national waterborne contamination and illness response protocol, to help address and prevent incidences of drinking water contamination across jurisdictions, including for small systems and in small, rural and remote communities. |
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Promote use through F/P/T channels Identification/evaluation of tools and strategies for small systems Expected Result by 2010: Provinces adopt a common set of strategies to address current gaps specific to small drinking water systems, leading to improved drinking water quality, particularly in rural and remote communities |
Real-time alert and reporting system for Boil Water Advisories developed (with the Public Health Agency of Canada), pilot tested, launched, and adopted progressively by federal, provincial and territorial (F/P/T) governments Successful completion of pilot projects or strategies to address current gaps specific to small systems, and testing and adoption by Canadian jurisdictions |
The protocol was completed in Year 1 of SDS IV, and is being used and distributed nationally through the Canadian Network for Public Health Intelligence (CNPHI). CNPHI includes a real-time drinking water advisory alert system that is being piloted by a number of FPT partners and is continuing to
gain participation. It also includes a Small Community Water Supplies Research Collaboration Centre, with a collaborative network and research database being developed and piloted. Reports were completed on the pilot testing of risk assessment tools in 4 communities. Two studies were commissioned, to look at different types of drinking water remote monitoring systems. One study report has been received by HC and is undergoing review; the 2nd study report will be received in April/09. |
SDS Target 1.2.6 - Federal Goal I - Clean and Secure Water During the course of SDS IV, Health Canada will develop and update a minimum of 5 water quality guidelines for specific contaminants annually, including drinking and recreational water. | ||
5 guidelines/guidance documents for water quality approved by F/P/T committees Guidelines for Canadian Recreational Water Quality posted on Health Canada website for public consultation Publication of final version of Guidelines for Canadian Household Reclaimed Water |
# of guidelines for water quality approved and adopted by F/P/T committees |
4 Guidelines/guidance documents were approved by FPT Committees (plus 4 additional pending approval), as follows: Approved by CHE: Chloral Hydrate, Potassium (both posted to HC web site); Boil Water Advisories, Drinking Water Avoidance Advisories (guidance documents, will be posted on HC web site summer 2009). Submitted for final approval to CHE: Radiological characteristics; Benzene; Chlorine; Corrosion Control (guidance document). Approved for consultation by the Committee on Health and Environment (CHE) - revised Guidelines for Canadian Recreational Water Quality. |
SDS Target 1.3.2 - Federal Goal IV - Sustainable Communities By March 2010, Health Canada commits to having completed the assessment of 16 sites requiring investigation of suspected petroleum hydrocarbon contamination, as well as the remediation of the 18 known petroleum hydrocarbon contaminated sites (as of March 2006) for which the department is responsible at health facilities on reserves. |
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Remediate 10 petroleum hydrocarbon contaminated sites |
Sites suspected, or known to have petroleum hydrocarbon contamination assessed and remediated, if required Assessment and remediation reports developed |
Nine petroleum hydrocarbon contaminated sites were completely remediated in 2008-09, with one additional multi-year project initiated. Fifteen of the 16 sites identified in March 2006 requiring investigation for suspected petroleum hydrocarbon contamination have been assessed. The 16th site requires an environmental site assessment which is scheduled for 2009-10. Nine of the 18 contaminated sites identified in March 2006 have been completely remediated, with no treatment remaining. An additional three sites have been remediated with treatment ongoing. |
SDS Target 1.3.17 - Federal Goal IV- Sustainable Communities During the course of SDS IV, at least one of Health Canada's regional offices will explore the opportunity to collaborate with provincial and municipal organizations in the development of sustainable development practices or initiatives. |
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The Démarche Allégo project in the Québec Region will encourage and promote better commuting habits with the car-pooling initiative | Number of car-pooling registrations on the internet site |
In 2007 Allégo participated in a number of events including "En ville sans ma voiture" the "Salon national de l'environnement". Through participation in the Federal Interdepartmental Group on Sustainable Development Allégo was engaged as a partner in the sustainable development plan for the city of Montreal. |
SDS Target 1.4.2 During the 2007-10 period, develop a regulatory framework based on policy and technical analysis of issues related to the development of Environmental Assessment Regulations for new substances contained in products regulated under the Food and Drugs Act. |
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Advancing the development of the regulatory framework for the Environmental Assessment Regulations for new substances contained in products regulated under the Food and Drugs Act Consultation on the regulatory frameworks for the Environmental Assessment Regulations Development of data requirements for the Environmental Assessment Regulations |
International analysis conducted Development of the regulatory framework data requirements for the Environmental Assessment Regulations |
Work continued on the regulatory framework during the period. |
SDS Target 1.5.2 By March 2010, continue to establish policies and standards related to the nutritional quality of foods (Trans Fat, Food Fortification, Product-Specific Health Claims). |
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Product-specific Health Claims: Regulatory framework: revised policies and recommendations |
Product-specific Health Claims: Revised policy for management of health claims finalized and published |
Product-specific Health Claims: Published revised Guidance Document for Industry to assess submissions for Health Claims As of March 31, the project was in the final stages of the action plan with recommendations for next steps regarding the Modernization of Health Claims Framework. Issued a policy on the use of probiotic claims on food |
SDS Target 1.5.4 By March 2010, continue to:
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Food borne Pathogens Increased consumer awareness of risk avoidance practices for:
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Food borne Pathogens Number of educational documents published (i.e., Codes of Practice, policies, Internet postings) |
Food borne Pathogens Published 10 articles on Health Canada's Internet about food borne pathogens. The Be Food Safe Campaign, including the website was re-lauched with media attention and retailer participation. |
3. Expected Results 2008-09 | 4. Supporting Performance Measure(s) | 5. Achieved SDS Departmental Results for 2008-09 |
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SDS Target 2.1.1 - Federal Goal III - Reduced greenhouse gas emissions By March 2010, reduce greenhouse gas (GHG) emission per vehicle per kilometre. |
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Establish procedures and mechanisms to phase-out low fuel-efficient vehicles, increasing the use of ethanol-blended vehicles and hybrids Standardizing key fleet management processes |
Annual average GHG emissions per vehicle per kilometre reduced |
The average 2008-2009 Health Canada vehicle is more fuel efficient than in 2006-2007, however the majority of kilometres are travelled by the larger, less fuel efficient vehicles. In 2008-2009, draft standards were developed that will phase-out fuel-inefficient vehicles. These standards are planned to be implemented in 2009-2010 for purchasing vehicles in fiscal year 2010-2011. |
SDS Target 2.2.2 - Federal Goal III - Reduced greenhouse gas emissions and Greening of Government Operations Goal 'Other custodian departments and agencies will establish and report on meaningful departmental targets in support of the overall Federal House in Order target for building by 2010 By March 2009, an action plan to reduce greenhouse gas (GHG) emissions in Health Canada's custodial laboratories will be developed and implemented | ||
With consultation and cooperation with the Real Property and Facilities Management Division Custodial Portfolio, establish baseline data, tracking mechanisms and develop action plan | Level of GHG emissions |
Completed multiple Federal Building Initiative (FBI) retrofits in HC labs, and through different types of environmental audits. A table reporting GHG emissions is being finalized. |
SDS Target 2.3.2 - Federal Goal III - Reduced greenhouse gas emissions By March 2010, all materiel managers and procurement personnel will have received training on green procurement offered by Public Works and Government Services Canada (PWGSC), Canada School of Public Service (CSPS), or any other federal government department. |
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Advertise Green Procurement training courses offered by PWGSC and CSPS to all materiel managers and procurement personnel Updated internal procurement training material Review action plan on green procurement training for the department and conduct a follow-up survey to assess increase in knowledge and awareness of green procurement |
Number of materiel managers and procurement personnel trained Increase in level of knowledge and awareness on green procurement |
At the May 2009 Materiel and Assets Management Directorate Workshop, 58 staff participated in a green procurement training session. The Canada School of Public Service Green Procurement course was added to the online finance and materiel management training course catalogue. |
SDS Target 2.4.1 - Federal Goal VI - Improved decision making for SD Health Canada will join with other government departments and the CSPS to design and deliver new Government of Canada Sustainable Development training material. Delivery to begin by December 2007. |
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In 2008, the new course will be part of the regular course offerings of the CSPS Policy analysts will be better trained in the application of SD principles in their particular domain |
Formal inclusion of the SD course (#727) in the CSPS program of studies Number of Health Canada employees that successfully complete the course |
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. In 2008-2009 two offerings (English and French) of the course took place at Health Canada with a total of 32 participants. |
3. Expected Results 2008-09 | 4. Supporting Performance Measure(s) | 5. Achieved SDS Departmental Results for 2008-09 |
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SDS Target 3.1.1 - Federal Goal VI - Improved decision making for SD By the end of 2008, as a pilot project, Health Canada will apply a sustainable development lens to select policies and programs. |
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In 2008-09, final revisions and improvements to the lens will be made based on feedback received from the pilot with the Health Policy Branch The lens will be introduced to senior management to secure support for its inclusion in planning and policy development process |
Final revision and printing of the SD lens following the completion of a pilot Presentation of the lens and pilot results to management committees as a tool to be applied in the development of all planning documents. Inclusion of the lens in planning and policy development process |
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. In 2008-2009 revisions were made to the lens based on the pilot. A variation of the lens is used in the Canada School of Public Service course on SD. |
Update on the Health Canada Sustainable Development Policy Suite: Policies the Department has adopted to advance Sustainable Development
Sustainable Development Policy
Since its first SDS, Health Canada has worked to create a culture that recognizes the importance of sustainable development in the planning and delivery of our strategic outcomes. Approval of a Sustainable Development Policy in December 2000 enabled the integration of five key principles (shared responsibility, integrated approaches, equity, accountability, and continuous improvement) into the Department's third SDS and acted as guiding principles for the development of the fourth strategy covering the 2007 to 2010 period. The policy was reviewed in 2008-09 clarifying roles and responsibilities.
Environmental Management Systems
The importance of sound environmental management of our operations and activities was underscored in the creation of the 2000 Health Canada Environmental Management Policy and the development of the Environmental Management Systems (EMS) Division. The use of an EMS, a tool for managing compliance, minimizing negative impacts and risks to the environment, and for continual improvement, supports the principles of sustainable development. The priorities of the EMS Division include:
Strategic Environmental Assessment
While environmental management of operations and activities is done through the EMS process, Strategic Environmental Assessment (SEA) offers a systematic and comprehensive process for evaluating the environmental effects of a policy, plan or program and its alternatives, at the earliest stage of planning. Health Canada has a requirement to complete SEAs in conformance with the 2004 Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals. The Department has developed a policy and guidelines for SEA to support departmental efforts to ensure proposals with important positive or negative environmental effects are identified and that these effects are either enhanced or mitigated in the implementation of the policy, plan or program.
In 2008-09, the Office of Sustainable Development (OSD) revised the 2004 Health Canada Policy and Guidelines on Strategic Environmental Assessment to formalize new protocols and practices to improve SEA management in response to the recommendations made by the Commissioner of the Environment and Sustainable Development. The policy changes combined with aggressive, professional SEA training will ensure that environmental considerations are better reflected in all departmental documents submitted to the Minister or to Cabinet for decision.
HRSDC's Sustainable Development Strategy (SDS) 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. Over the course of the Strategy, key departmental priorities are:
The departmental Green Operations will involve twenty-four activities such as infrastructure energy saving initiatives, energy conserving lighting, decreasing office equipment energy use, recycling, fleet optimization, eco-driving or carpooling, green hotel usage, green procurement, e-waste management and simplification of program delivery document requirements.
HRSDC 's longer term approach for this SDS is to select a focused number of meaningful projects to advance sustainable development knowledge from the policy and program design perspective. These Signature Projects will demonstrate that the Department is stretching beyond business as usual by representing a broader approach to review programs and identify areas where all three sustainable development areas - economic, environmental and social - are addressed. This will occur through the application of a sustainable development lens to policy and program development, requiring a greater investment of funds, time, and participation stretching beyond a three-year period. HRSDC will undertake Signature Projects in the following three areas:
HRSDC has determined that the best way to ensure probity and accountability for the outcomes identified in Greening Operations and Signature Projects is to strengthen the development, management and monitoring of proposed activities, and to ensure that staff are trained to incorporate sustainable development measures into their day-to-day work. Over and above these activities, in 2008-2009, the Department will be focusing on reducing its environmental impact through more efficient and environmentally-friendly processing of service offerings and increasing awareness of promoting the role of staff in undertaking sustainable development initiatives.
The following provides an overview of the planned SDS activities and their expected results for 2008-2009 as per governmental and departmental goals:
Departmental SDS Vision: Advancing sustainable development by supporting a strong, inclusive labour market and society, and by being an example of sustainability in the provision of GC services to Canadians in a manner that reduces the impact on the environment.
SDS Departmental Goals: Building Energy
Federal SD Goal(s), including GGO goals:
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
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Reduced energy use for buildings Increased volume and types of materials recycled Increased number of shared office properties with different levels of government |
Infrastructure Energy Saving Initiative | Since April 1, 2007, 44% of refits and fit-ups for both offices and Service Canada Centres include building control systems. |
Energy Conserving Lighting Initiative | Since April 1, 2007, 46% of refits and fit-ups for both offices and Service Canada Centres include energy efficient lighting. | |
Decreasing Office Equipment Energy Use | Currently identifying relevant data requirements and need to establish baseline and evaluate energy usage of digital copier fleet. | |
Recycling Initiative | Since April 1, 2007, 72% of refits and fit-ups for offices include recycling centres that accept plastics. | |
Extra/Intra-jurisdictional Offices Sharing Initiative | Since April 1, 2007, 49% of refits and fit-ups of Service Canada Centres share office elements will other levels of government. |
SDS Departmental Goals: Vehicle Emissions
Federal SD Goal(s), including GGO goals:
Goal 3: Reduce greenhouse gas emissions
3.3.1 Emissions are reducedExpected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Reduced vehicle fleet GHG emissions
Increased carpooling with other government departments and jurisdictions Increased sustainable vehicle procurement by fleet management staff Increased sustainable vehicle usage awareness among staff |
Fleet Optimization Initiative | Since April 1, 2007, GHG emissions from Departmental fleet have decreased by 9.5% (diverted 130 kilo tonnes of GHGs) |
Extra/Intra-jurisdictional Carpooling Initiative | It has been determined that this initiative is not feasible. The rationale as to why this is not feasible will be prepared and submitted to the Strategic Business Planning (SBP) Branch who is responsible for HRSDC ’s Sustainable Development Strategy (SDS). | |
Conducting Training Sessions with Fleet Management | This commitment needs to be re-evaluated given that fleet management has been centralized after the commitment was established. | |
Employees Eco-driving Initiative | Once Procurement awards contract for training, an on-line training tool will be created and will focus on vehicle maintenance, alternative fuel usage and reduction of GHGs. This training will be provided to approximately 3,000 employees across the country driving fleet vehicles. |
SDS Departmental Goals: Green Procurement
Federal SD Goal(s), including GGO goals:
Goal 5: Sustainable Development and Use of Natural Resources
5.3.1 Environmentally sustainable use of natural resources is promoted
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Increased departmental usage of certified sustainable accommodations Increased purchase of green items Increased green procurement awareness among procurement staff Redirection of E-Waste to recycling depots Reduced acquisition of paper materials by moving to online directories |
Green Hotel Usage Initiative | Sessions are being provided to inform participants that employees are encouraged to use Green Leaf Hotels. HRSDC Travel Framework contains Environmental Ratings for Hotels based on PWGSC 2009 Accommodation and Car Rental Guide. |
Sustainable Procurement Initiative | From a process perspective, awareness is provided on green procurement by encouraging the purchase of green goods and services (where feasible) and promoting the use of acquisition cards thereby reducing paper. | |
Conducting Training Sessions with Administrative Assistants | Functional specialists receive training through courses offered by the School of Public Service, and managers and administrative staff receive information through departmental awareness sessions. | |
E-Waste Initiative | Once PWGSC ’s e-Waste Policy takes effect (Fall 2009), Departments will be able to send e-Waste not destined for reuse to supplier. This will ensure e-Waste is disposed of in an environmentally responsible manner. | |
Regional Offices Phonebook Reduction Initiative | Reduction initiative has resulted in a substantial number of phonebooks being distributed in the Regions, from a high of 398 in the NHQ to a low of only 50 in Nova Scotia. |
SDS Departmental Goals: Green Processing
Federal SD Goal(s), including GGO goals:
Goal 5: Sustainable Development and Use of Natural Resources
5.3.1 Environmentally sustainable use of natural resources is promoted
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Decreased use of paper and energy to process service offerings Decreased service delivery processing requirements and paper usage Reduced quantity of paper printed within the Department |
Processing Automation Initiative | Service Canada has been placing increasing number of service on-line as the part of the Process Automation Initiative. Please see the statistics below for the Simplification of Program Delivery Documents: |
Simplification of Program Delivery Document Requirements | 98.6% of initial of EI applications and 90,3% of renewal applications received via internet. (Target 95%) 49.4% of Record of Employment received via internet (Target 35%) 99.6% of EI claimant reports received via internet/telephone (Target 50%) 85.9% of CPP, 88.5% of OAS and 79.7% of EI benefits paid via direct deposit (Target 85% for each) 22.6% of CPP basic on-line retirement applications (Target 20%) |
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Paper Reduction Initiative | Electronic Record of Employment submission through the Web has increased by almost 600% in the past 3 years, and employees can now view their electronic Record of Employment online, which eliminates the need to print a copy. |
SDS Departmental Goals: Collaboration with Communities
Federal SD Goal(s), including GGO goals:
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
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Increase in awareness and use of electronic Service Canada service offerings
Increased number of Service Canada Service Centres designed to enhance service experience Increase the number of grants and contributions applications funded by Service Canada that receive environmental reviews Increase in volunteerism by Departmental staff in their communities Improvement in meeting client needs in the delivery of service offerings Posted and updated sustainable development information in Service Canada Service Centres Increased volume of recycling in Service Canada Service Centres |
Promoting Environmentally Friendly Service Delivery Channels Service Canada Centre Design Initiative | Since April 1, 2007, 38% of refits and fit-ups of Service Canada Centres include environmental and sustainable development considerations for design elements. |
Strengthening Environmental Assessment Function | Governance structure established and resources allocated to manage the EA function; service agreement signed with PWGSC for the servicing of EA | |
Encouraging Staff Volunteerism in Local Communities | Departmental management encourages staff on a regular basis to take their volunteer day as a way to contribute to their community. | |
Building Feedback Process to Policy Departments | A formal policy feedback process is in currently being developed | |
Diffusing Sustainable Development Information in Service Canada Service Centres | The sustainable development strategy has been accessed on the Departments website by 1,903 unique visitors. | |
Facilitating Recycling in Service Canada Service Centres | Since April 1, 2007, 77% of refits and fit-ups of Service Canada Centers include recycling centers. |
SDS Departmental Goals: Signature Projects
Federal SD Goal(s), including GGO goals:
Goal 4: Sustainable Communities
4.1.1 Communities are well positioned to advance sustainable social development
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDSDepartmental Results for 2008-2009 |
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Identification of future HR skills needs for the environmental sector;
improved awareness and capacity among educators, practitioners and employers Key indicators available on the well-being of Canadians Strategies developed and training available |
Partnerships - Sector Councils: Promote the work with the ECO council to encourage similar work in other sectors | 25 new occupational and role model profiles completed; 13 licensed trainers and 378 graduates from the Environmental Monitoring program and one approved trainer for the Environmental Site Assessment Assistant program; eight BEAHR interns being placed through the Career Focus program in 2008-2009 and 106 jobs posted on the BEAHR Job Board since October 2008. |
Knowledge - indicators on the well-being of Canadians; visits to key indicators of well-being webpage | Total of 72 indicators on the website provides a national trend, breakdowns by age, gender and region, and international comparisons where possible; Since April 2008, 300,000 unique site visits, an average of 730 visits per day. | |
People - Labour Market and Skills Development | In 2008, 49 of 60 participants (82%) in the Partners Building Futures in New Brunswick initiative completed the pre-employment training. (Target was 80% completion). In 2008, the same initiative resulted in 8 participants becoming registered as apprentices and a total of 18 now working in trades. In 2008, 86% of participants in the British Columbia Reclamation and Prospecting (RAP) Teams completed their training and 70% of participants are now currently employed. |
SDS Departmental Goals: Governance for Sustainable Development
Federal SD Goal(s), including GGO goals:
Goal 6: Governance for Sustainable Development
6.1.1 SDS 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
Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Sustainability initiatives within Department supported by timely and appropriate
policies and directives Ensuring that there are defined SD leadership roles and responsibilities within the Department Reporting by the Department on SDS activities in departmental documents including the RPP, DPR and Service Canada Annual Report Recognizing Departmental staff for their sustainable development-related efforts Increase awareness of sustainable development issues among staff Developing a national network of Service Canada staff to support sustainable development activities and assist with monitoring |
Developing and Implementing Sustainable Development Policies and Directives | SD Lens developed for inclusion into the Policy Development Guide for use by Dept policy analysts. |
Establishing Organizational Structure dedicated to Sustainable Development | SD Governance Charter developed and signed by all stakeholders | |
Integrating SDS into the Departmental Planning and Reporting Cycle | Director General of Corporate Planning taking part in interdepartmental working group to establish guidelines for SD reporting in the RPP/DPR | |
Building a Sustainable Development Recognition Program | HRSDC Regions have incorporated Recognition Programs as Part of Environmental Week activities. Numerous employees withing the Department have been formally recognized for doing their part for sustainable development. | |
Building Engagement Enablers Establishing SDS Network with Representatives from all Branches and Regions | Sustainable Development network of representatives from across HRSDC Branches and Regions is established and operational. |
SDS Departmental Goals | Federal SD Goal(s), including GGO goals | Expected Results 2008-2009 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-2009 |
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Supporting Sustainable Communities | ||||
Improved departmental and federal co-ordination and harmonization of program planning and implementation in support of long-term planning | ||||
Approve and implement the Comprehensive Community Planning Strategy in collaboration with First Nations | Sustainable Communities | Establish baseline through conducting a survey Provide support to First Nations through facilitation and funding Provide support for First Nations and other key stakeholders through the development of a new fiscal and accountability framework Provide support for First Nations and other key stakeholders through increasing the prioritisation of comprehensive community planning across INAC |
Number of communities engaged in Comprehensive Community Planning | 138 communities engaged in Comprehensive Community Planning |
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 | Identification of challenges and opportunities to sustainability in Aboriginal communities south of 60° and development of sustainability indicators | Number of recommendations Number of recommendations acted upon |
Ongoing research into the Quality of Life in remote Aboriginal communities continued with community workshops being held with the Douglas First Nation, British Columbia, the Fond du Lac Denesuline Nation, Saskatchewan, the God’s Lake First Nation, Manitoba, and the Naskapi Nation, Québec |
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 | Establish additional regional partnership agreements between First Nations and other Aboriginal partners, provincial/territorial governments | High school graduation rates Post-secondary education |
An audit and action plan for the Post-Secondary Education Program was released to the public outlining fourteen recommendations to improve the management of the Program. The action plan will guide work to implement the recommendations 1 Memorandum of Understanding established with New Brunswick where several Programs and Services agreements have been implemented, and a "First Nations Early Years Project" for on-reserve children was put in place Supported joint partnership activities in British Columbia, New Brunswick and Manitoba that focussed on First Nation student success Continued work on the development of a Memorandum of Understanding in Saskatchewan |
Enhance the Family Violence Prevention Program (FVPP) | Sustainable Communities | Support access to new shelters | Number of family violence prevention shelters | Program continued to provide support for its existing network of 35 shelters. In addition, the program provided support for preconstruction activities associated with the construction of the five new proposed shelters in First Nations communities for the Family Violence Prevention program which were announced in March 2008. |
Increased level of education and awareness of family violence in First Nation communities | Number of family violence prevention projects | Supported approximately 350 projects | ||
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 Nations communities. | Sustainable Communities | Access to adequate housing in First Nation communities | Percentage of First Nation community houses reported as adequate. | 72% of First Nation community houses were self-reported as adequate. |
Number of First Nations communities completing annual housing reports. | 560 First Nations completed annual housing reports. | |||
INAC and the Canada Mortgage and Housing Corporation launched a $300 million First Nations Market Housing Fund, an initiative that will increase access to financing for individuals wishing to purchase homes on reserves. | ||||
Reduce the number of high-risk and medium-risk sites identified in the National Assessment of Water and Wastewater Systems in First Nations Communities. | Sustainable Communities and Clean Water | INAC, in collaboration with Health Canada and other departments, will undertake consultations with First Nations representatives, regional First Nations organizations and provincial/territorial governments on the principles of a new federal legislative framework for safe drinking water on First Nation reserves, based on incorporating by reference existing provincial/territorial regulations (adapted as required to First Nation realities). This will support the Government of Canada’s commitment in Budget 2007 to promote First Nations’ access to safe drinking water and to develop a regulatory regime to oversee water and wastewater quality on reserve Continue to reduce the number of high risk systems through capital investment in drinking water and wastewater systems; improve operator training and certification; improve the accountability for operations and maintenance (O&M) funding; and revise policies to ensure that the most effective and cost-efficient systems to meet a community’s need are selected Research new and innovative ways to extend the lifecycle of water/wastewater systems and to adopt new cost-effective technologies, systems, and policies |
Reduction in the number of high- and medium-risk systems. | The number of high-risk drinking water systems has been reduced from 77 to 48. The number of high-risk wastewater systems has been reduced from 71 to 60. |
Increase in the number of certified operators. | The number of water treatment operators with their first level of certification or greater has increased from 41% to 64%. The number of wastewater treatment operators with their first level of certification or greater has increased to 47%. 14 additional Circuit Rider Trainers have been hired for a current total of 54. More will be hired in 2009. |
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Sound environmental practices in First Nations, Inuit and Northern communities | ||||
Support development of energy management initiatives in First Nations, Inuit and northern communities | Greenhouse Gas (GHG) Emissions Reductions | Support projects at the community level to reduce greenhouse gas emissions and increase of efficiency in energy use | All INAC regions and sectors developed an approach to integration of renewable energy and energy efficiency in their business lines | Work is ongoing for the development of an integrated approach of renewable energy and energy efficiency within INAC regions and sectors |
Reduce greenhouse gas emissions in Aboriginal and northern communities | Number of Aboriginal and Northern communities with renewable energy or energy efficiency projects implemented | 24 communities benefited from projects receiving funding support: — 18 renewable energy projects — 7 energy efficiency projects Opportunities for GHG reductions were identified in 130 off-grid communities Projected greenhouse gas reductions for projects supported in 2008-09 is 1.089 MT CO2e over a 20 year period once projects are commissioned |
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Support development of First Nations, Inuit and northern communities to adapt to the impacts of climate change | Greenhouse Gas Emissions Reductions | Develop a departmental policy framework that identifies risks and opportunities Identify and document risks and opportunities for the department related to climate change Support projects at the community level to increase awareness, understanding and planning for managing the risks and opportunities created by climate change |
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 |
21 projects supporting Aboriginal and northern capacity building and training initiatives 8 communities completed and are implementing climate change risk assessments (other communities in progress) |
Number of INAC regions and sectors that have developed an approach to integration of climate change risk management in their business lines | As per the 2008-09 Report on Plans and Priorities (RPP), the internal activities to identify departmental risks and opportunities will be completed by March 2010 | |||
Reduce the number of contaminated sites south of 60°. | Sustainable Use of Natural Resources | Regions implement 5-year contaminated sites management plans with actions defined by regions | Regionally approved 3-year Contaminated Sites Management Plans (CSMP). | All regions have approved the 3-year CSMP plan for period 2008-2009 to 2010-2011 which was submitted to Treasury Board Secretariat in December 2008. |
Regions submit Federal Contaminated Sites Action Plan (FCSAP) applications to leverage additional funding | Number of regionally submitted FCSAP applications. | In 2008-2009, 375 projects were submitted to FCSAP for funding in fiscal year 2009-2010. There were 47 in Alberta, 9 in Atlantic, 163 in British Columbia, 35 in Manitoba, 28 in Ontario, 70 in Quebec, and 23 in Saskatchewan. | ||
While no defined targets were identified in the SDS for 2008-2009, the following targets were identified in the Land Strategic Outcome Plan for 2009-2010: | ||||
15% reduction of financial liability for high and medium risk contaminated sites known as of March 31, 2010 | In 2008-2009, the department reduced contaminated sites liability by 13% ($18M in spending against $98M in known liabilities as of April 1/08). Subsequent assessment of new sites and the re-assessment of existing sites resulted in an increase in liabilities by 46% ($143M by the end of the fiscal year). The department is now in a better position to forecast and plan for annual funding requirements to address liabilities associated with contaminated sites. | |||
Assess 20% of suspected sites | In 2008-2009 (as per info found in the Environmental Stewardship Strategy Information Management System (ESSIMS) on April 22, 2009), 14% of the total suspected sites were assessed. 32% of the total suspected sites are forecasted to be assessed in 2009-10 | |||
Increase the number of northern contaminated sites in remediation phase or completed | Sustainable Use of Natural Resources | Contaminated sites management plan approved in accordance with Treasury Board guidance | Number of Contaminated Site Management Plans approved by Associate Deputy Minister | Contaminated Sites Management Plan accepted by Treasury Board Annual Detailed Work Plans developed for thirty sites under remediation planning or implementation |
Develop and implement remediation/risk management strategies by site | Absolute number of sites in remediation phase or completed | Remediation completed at five sites (Atkinson Point, Axe Point, Discovery Mine, Sarcpa Lake, and Ekalugad Fjord) | ||
Building a culture of sustainability | ||||
Improved sustainable development integration within INAC | ||||
Raise awareness of sustainable development within the Department. | Governance for Sustainable Development | Establish an environmental sustainability network | Level of sustainable development awareness. | The National Sustainable Development Working Group (NSDSWG) is a network of SD Practitioners with representatives from headquarters, the regions and the various sectors delivering programs that contribute to the SDS. The NSDSWG meets twice annually to review progress, share knowledge and experience, and determine next steps. |
Develop learning tools for departmental employees | An online introductory course in sustainable development is currently being developed. | |||
Improve the integration of the sustainable development considerations within the Department. | Governance for Sustainable Development | SDS commitment integration in strategic outcome (SO) plans | The SDS is part of INAC’s Land strategic outcome. | |
Integrate SDS annual reporting with departmental reporting | SD reporting coincides with Departmental Performance Report (DPR) reporting and SDS4 commitments are included annually in DPR and RPP. | The SDS supplementary table is part of INAC’s annual RPP and DPR reporting process. | ||
Develop strategy to increase linkages with SO tables | ||||
Implement a strengthened Strategic Environmental Assessments (SEA) management system across INAC that integrates SD principles | Number of preliminary scans and SEA completed. | Work to strengthen the SEA management system and integrate SD principles is ongoing. | ||
Sound environmental management practices into departmental operations | ||||
Implement Indian and Inuit Affairs’ Business Line (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 | Creation: a fuel tank inventory (March 31/08) and a waste sites inventory (March 31/08) |
Number of tank inventory database entries completed Number of waste site inventory database entries completed. Number of approved IIABL waste management policies |
Tank Inventory work continuing into 2009–2010 $3.9 million has been allocated to INAC CSMP South of 60° by FCSAP to support Phase 1 environmental site assessment data collection at 2749 sites for fiscal year 2009–2010. This data will contribute to the development of the waste sites and tank inventories |
Development and approval of an IIABL Waste Site Management Policy in accordance with the Indian Act Indian Reserve Waste Regulations (March 31/08) | Final draft of IIABL Solid Waste Management Strategy has been developed. Other policies and strategies continue to be developed | |||
Sustainable development will be firmly integrated into corporate systems (finance, human resources, information management, audit and evaluation, and administrative services) nation-wide | ||||
Develop and implement an Environmental Management System (EMS) for department-owned materiel and real property | Governance for Sustainable Development | Complete policy review and gap analysis for Chief Financial Officer Sector | Policies and procedures for department-owned materiel and real property are updated and comply with federal requirements Baseline data regarding the environmental impacts of department-owned materiel and real property is collected |
Updated policies for materiel, firearms, and vehicles finalized and scheduled for implementation Work is ongoing on updating the departmental policy for real property management |
Results of EMS for department-owned materiel and real property are quantified | The finalization of all relevant updated policies and implementation of an environmental management system for departmental internal operations was delayed due to the impacts of substantial internal reorganization | |||
Develop and implement a Green Procurement Strategy for INAC | Governance for Sustainable Development | Write a departmental green procurement policy | 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 |
Developed project plan for development of a departmental green procurement directive, policy requirements and training Progress on developing the departmental green procurement policy is behind plan due to the departure of the organization’s lead on Green Procurement implementation in late 2008 Substantial reorganization of departmental asset management and procurement services over the past year also detracted from the implementation of green procurement |
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 5 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 (SD) in the curricula of post-secondary education and recycling computers. The third strategic outcome aims to improve sustainability practices within Industry Canada by promoting training awareness of sustainable development (SD), 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 SDS page.
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, 6 federal sustainable development goals and 3 greening-government operations goals were established. 10 action items within the Department’s Strategy will contribute to the following federal sustainable development goals:
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 the implementation of action items, please see the semi-annual progress reports:
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 the Department to pursue sustainability initiatives that will contribute to its 3 strategic
outcomes: 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
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2. Federal SD Goal(s) including
GGO goals, if applicable: 10 action items in Industry Canada’s SDS IV will contribute to the following federal SD Goals: Environmental Quality Goals
Sustainable Development Management Goals d. A prosperous economy for communities, a healthy environment for current and
future |
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3. Department’s Expected Results for 2008–09: Given that the 26 action items in the Strategy are spread across 11 branches in 5 sectors of the Department, 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 refer to the Sustainable Development Strategy (SDS) website. |
4. Supporting Performance Measure(s): In support of the departmental
SD goal, the Strategy commits Industry Canada to achieving the
following outcomes: |
5. Achieved SDS Departmental
Results for 2008–09: The results achieved in fiscal year 2008–09 are noted through the preparation of 2 reports to senior management and posted on the SDS website. Results are as expected and good progress is being made in meeting commitments made in the SD strategy. Many action items are already completed. Please see below for the two reports covering the periods:
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The following table reports on progress made by National Defence towards the commitments made in the fourth iteration of the Defence Sustainable Development Strategy. A certain number of these commitments also support the federal Greening Government Operations agenda. These departmental commitments are coordinated by the Office of Greening Government Operations (OGGO) at Public Works and Government Services Canada (PWGSC), which includes work toward common governance, measurement, and reporting methods across departments.
National Defence | |
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Points to Address | Departmental Input |
1. SDS Departmental Goal: | The four overarching Strategic Commitments aim to:
Defence SDS 2006 looks further out than the three-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. |
2. Federal SD Goals including GGO goals: | 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 we continue to report). Sixteen Strategic Commitments are set out in Table 1 of the Defence SDS 2006 supporting these key goals. |
3. SDS Departmental Results for fiscal year 2008-09: | Issues have been raised regarding the completion of a number of lagging commitments this year to ensure that all commitments are completed by the end of the SDS 2006 cycle. All commitments will be closely monitored including following up with the individual sites that are lagging. |
4. Supporting Performance Measures: | The following outputs/outcomes are imbedded in each of the four overarching Strategic Commitments as found below:
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5. Achieved SDS Departmental Results for fiscal year 2008-09: | For the second year of reporting on SDS 2006:
One Strategic Commitment has been met:
Eleven Strategic Commitments are on track:
Four Strategic Commitments are lagging:
None of the three SDS 2000 Legacy targets, also pursued during SDS 2003, were met:
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Natural Resources Canada's (NRCan) 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 current SDS extends to March 31, 2010.
The table below reflects the progress achieved against the SDS targets scheduled for completion by March 31, 2009 and linkages to the department's Program Activity Architecture. Detailed progress reports on all of NRCan's SDS 2008-2009 targets are available at: http://sd-aims.nrcan.gc.ca. Further information on the department's performance by program activity can be found in Section II of the Departmental Performance Report for the period ending March 31, 2009 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 2008-09 | Performance Measure(s) | Achievements for 2008-09 | Linkage to Program Activities |
---|---|---|---|
Develop and initiate implementation with the provincial and territorial governments, the Canadian Wildland Fire Strategy (CWFS), a strategy to enhance the safety of Canadian communities from wildfire. (SDS Target 1.1.1.2) |
Increase in preparedness and response capability through enhancements to the Canadian Interagency Forest Fire Centre (CIFFC). Expansion of the development and use of the CWFS as a publicly accessible fire warning and monitoring system. Development of a wildland fire plan in support of the CWFS |
The Canadian Council of Forest Ministers (CCFM) replaced the ad hoc ADM Wildland Fire Task Group with a Wildland Fire Management Working Group, with direct links to a reconstituted Canadian Interagency Forest Fire Centre (CIFFC) Board of Corporate Trustees. (Recommendations by NRCan were central to several of the changes to the governance structure of the CIFFC.) These developments set the stage for early progress during fiscal year 2007-2008: – Consultations on the CWFS were initiated with the forest industry (the Forest Products Association of Canada – FPAC) and the insurance industry through the Institute for Catastrophic Loss Reduction (ICLR). – The CCFM Wildland Fire Management Working Group identified key issues to be addressed. – An update on the status of the implementation of the CWFS, which is now in progress. – In support of the CWFS, NRCan contracted the ICLR to organize and report on a meeting of international experts in wildland-urban interface fires. This meeting occurred in February 2008. Progress during fiscal year 2008‑2009 included:
Areas of analysis:
|
Adapting to a Changing Climate and Hazard Risk Management |
Increase Aboriginal understanding of and participation in mining. (SDS Target 1.1.1.3) |
Number of information sessions delivered. Number of information Products distributed. |
Early progress during fiscal year 2007-2008 included the delivery of information sessions on mining for aboriginal communities as well as workshops on human resources for Human Resources Development Agreement holders. In addition, NRCan contributed to the development of a proposal from the Mining Industry Human Resources Council (MIHR); funding for the proposal was received from Human Resources and Skills Development Canada and a steering committee formed. In addition, the Call for Request for Proposals was issued; proposals were received and distributed to the steering committee. Progress during fiscal year 2008-2009 included:
|
Natural Resoource-Based Communities |
Develop with the provincial and territorial governments, a National Forest Pest Strategy (NFPS) that establishes a national decision-making framework based on a risk-based ecosystem approach, to ensure an integrated response to increasing threats posed by native and alien invasive pests to rural and urban forests. (SDS Target 1.2.1.1) |
Increase in capacity for monitoring and prediction. Improvement in response to forest pests based on integrated, risk-based approach. Identification of key Science and Technology gaps and development of a plan to address gaps. |
The NFPS Prospectus (Vision, principles and approach) was approved in principle by the CCFM in the fall of 2006. Subsequent early progress towards the development of the NFPS during fiscal year 2007-2008 included: – Review by the NFPS Steering Committee and Working Group of the results of a national stock-taking exercise conducted by NFPS partners. The exercise identified key S&T gaps and provided an overview of the current national situation including pest monitoring and prediction capacity. – A draft NFPS was presented to the CCFM Deputy Ministers in June 2007, followed, in September 2007, by a revised version, which included a preliminary 5-year implementation plan. The draft was approved in principle by CCFM Ministers. – A Task Force was created to act as a National Coordination Body, and worked to further develop the NFPS Implementation Plan. Approval by CCFM Deputy Ministers and Ministers of a revised implementation plan was deferred in anticipation of the inclusion of an NFPS benefit – cost analysis, when completed. – Early implementation actions undertaken included development of a risk analysis framework for assessing the risk of the Mountain Pine Beetle moving into the Boreal Forest. (A report describing the framework was published in 2008). During fiscal year (2008-2009), the following progress was made:
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Adapting to a Changing Climate and Hazard Risk Management |
Develop policy alternatives to arrest the decline in Canada's base-metal reserves and promote adoption by mines ministers and other decision-makers. (SDS Target 1.2.1.2) |
Completion of policy alternatives. Adoption of alternatives by mines ministers and other decision-makers. |
Early progress during fiscal year 2007-2008 included the production of reports on levels of ore reserves, mineral discoveries and exploration spending trends. A chapter was provided on the use of Qualified Environmental Trusts (QETs) in financing mine site rehabilitation in "Taxation Issues for the Mining Industry – 2007 Update" (presented at the September 2007 Mines Ministers' Conference). In addition, the Mines Ministers Conference 2007 was provided with detailed analysis of administrative guidelines for using Canadian Exploration Expense tax treatments and on industry's proposal to allow flow-through share financing for QETs. Further consultations were held with exploration associations at follow-up Intergovernmental Working Group (IGWG) meetings regarding policy options to address declining base-metal reserves in Canada and to remove barriers to exploration near existing mines. Progress during fiscal year 2008-2009 included: The tabling of a report at the Mines Ministers Conference 2008 that included analysis and conclusions on three industry proposals to help address declining base-metal ore reserves.
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Economic Opportunities for Natural Resources |
Develop and implement an information system on mining research across Canada. (SDS Target 1.2.2.1) |
Development and implementation of information system. |
Early progress during fiscal year 2007-2008 included the development and implementation of information in the MineCan database (used as the reference database of the Canada Mining Innovation Council (CMIC), increasing from the earlier listing of 37 major research projects to 96 entries of current research projects performed by about 80 principal investigators from 5 research organizations. Progress during fiscal year 2008-2009 included:
|
Economic Opportunities for Natural Resources |
Develop and deploy an innovative process to enhance the recovery of gold and silver. (SDS Target 1.2.2.2) |
Development and deployment of the process. |
Early progress during fiscal year 2007-2008 included the identification of CANMET Enhanced Leaching Process (CELP) chemical reaction mechanisms, and provided improved understanding of the parameters and confirmed the superiority / advantages of CELP to conventional processes. The first commercial implementation of the technology reached the start-up phase at the Canadian owned Kinross Kupol Mine in northern Russia. Progress during fiscal year 2008-2009 included:
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Economic Opportunities for Natural Resources |
Analyze the current state of water use in natural resource sectors based on available data. (SDS Target 1.2.4.2) |
Completion of synthesis document. |
Early progress during fiscal year 2007-2008 included the drafting of a synthesis document and undertaking of internal and external consultations (Environment Canada and Statistics Canada). Progress during the course of fiscal year 2008-2009 included:
|
Economic Opportunities for Natural Resources |
Develop improved materials and processes to achieve more energy-efficient, lower-emission vehicles. (SDS Target 1.3.2.1) |
Development of a new high-temperature aluminum-copper alloy and a metal-matrix composite for application in automobiles. Granting of the patent application and completion of foundry trials. Improvement in energy efficiency and reduction in manufacturing costs through the application of hydroforming using ultra-high strength steels. |
Early progress during fiscal year 2007-2008 included, in the case of the Aluminum-copper alloy, submission of a preliminary report on the development of the new alloy to the industry partner. Pending notification from the industry partner, foundry trials commenced. An Intellectual Property Disclosure Kit was not prepared due to patent search and potential for infringement on recent patents. The final report was submitted to the customer, who is proceeding on a tangential path to commercialization with a similar but patently different processing route. In the case of Ultra High-strength Steel, the report to industry was delayed until completion of additional welding trials planned for September 2008. Progress during fiscal year 2008-2009 included:
|
Clean Energy |
Work with the Canadian Environmental Assessment Agency (CEAA) and other government departments to develop innovative approaches to improve regulatory efficiency in the natural resource sectors. (SDS Target 1.5.1.1) |
Number of innovative approaches developed. Number of pilot projects. |
Early progress during fiscal year 2007-2008 included provision of support to the NRCan-led Deputy Minister (DM) task force that developed recommendations that lead to the Budget 2007 announcement of $150 million over 5 years to improve the performance of the regulatory system for major resource projects. NRCan also led the following: – The development of a joint Memorandum to Cabinet to obtain policy and funding approval to create the Major Projects Management Office (MPMO) within NRCan and increase capacity funding to key federal regulatory departments (approved June 2007); – The development of a new Cabinet Directive on Improving the Performance of the Regulatory System for Major Resource Projects that creates a new governance framework for the management of federal regulatory responsibilities pertaining to regulatory approvals of major new resource projects, which includes the establishment of Project Agreements, a new DM-level oversight committee and the mandate for the MPMO (approved June 2007); – The negotiation of a Memorandum of Understanding (MOU) that articulates the roles and responsibilities of the key regulatory department in implementing the MPMO Cabinet Directive (signed by DMs of NRCan, Environment Canada (EC), Transport Canada, Department of Fisheries and Oceans, Indian and Northern Affairs Canada, CEAA, the National Energy Board and Canadian Nuclear Safety Commission in August 2007) – The development of an omnibus Treasury Board submission to obtain approval of funding announced in Budget 2007 to improve the performance of the regulatory system for major resource projects (approved September 2007; – An interdepartmental study to map the federal regulatory process for new mining projects and to develop recommendations on how to increase the efficiency and effectiveness of this process (final report distributed September 2007). In terms of pilot projects, NRCan developed and launched the Natural Resources Regulatory Web Portal, a one-window on-line tool directing the public to sites with information about natural resource regulations. (July 2007). NRCan also launched a pilot project called BizPaL+ to serve as the single point of contact for entrepreneurs that provides access to information on permits and licences needed from all orders of government to start or operate a business. NRCan, in collaboration with Industry Canada and provincial/territorial and local governments, undertook and completed business process mapping for various natural resource sectors in British Columbia, Yukon and Saskatchewan. Progress during fiscal year 2008-2009 included:
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Natural Resoruces and Landmass Knowledge for Canadians |
SDS Goal 2: To advance Canada's position as a world leader in sustainable resource development and use.
Expected Results for 2008-09 | Performance Measure(s) | Achievements for 2008-09 | Linkage to Program Activities |
---|---|---|---|
A minimum of five new members join the Intergovernmental Forum on Mining, Minerals, Metals and Sustainable Development, and the Forum adopts a clear set of priorities. (SDS Target 2.1.1.3) |
Number of new members. Adoption of priorities by the Forum. |
Early progress during fiscal year 2007-2008 included the holding of a successful annual meeting of the Forum with 80 delegates from member countries. The meeting focussed on policies and practices to optimize benefits at community and national levels and on threats to market access for minerals and metals. The United Nations Commission on Sustainable Development (UNCSD) Committee intends to coordinate effective contributions to the UNCSD review of mining in 2010-11 at national, regional and global levels. At the Forum's annual meeting referenced above, a strategy was adopted to prepare for the UNCSD meeting in 2010-2011. In total, five new members joined the Forum: Mexico, India, Botswana, Papua New Guinea and Mozambique. Progress during fiscal year 2008-2009 included:
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Economic Opportunities for Natural Resources |
Enhance leadership on international science and technology related to natural resources, and joint knowledge development with partner countries. (SDS Target 2.1.2.1) |
Strategic approach for development of joint knowledge and understanding of sustainable development of natural resources. Three new regional monographs developed to promote international cooperation and compliance with natural resource commitments. |
Early progress during fiscal year 2007-2008 included the agreement to proceed with Canada's participation in this initiative, and a Canadian position paper was developed to consolidate Canada's approach. Canada's funding of the United Nations Environment Program (UNEP) Steering Committee of the Resource Panel was also secured and eminent Canadian scientists for the Panel were identified. In addition, Canada became a formal supporter of the UNEP Panel and a member to the Panel's Steering Committee. Canada's nomination of Dr. Yvan Hardy (NRCan's former Chief Scientist) as an eminent Canadian Scientist was accepted. Further progress during fiscal year 2008-2009 included:
|
Economic Opportunities for Natural Resources |
Establish a pilot quarterly information platform for Canadian Trade Commissioners on Canadian efforts to ensure sustainable natural resource development and use. (SDS Target 2.1.2.2) |
New partnerships to provide information and data on NRCan best practices and innovations. Three new regional monographs developed to promote international cooperation and compliance with natural resource commitments. |
Early progress during fiscal year 2007-2008 included the securing of support within NRCan and the Department of Foreign Affairs and International Trade's (DFAIT) Trade Commissioner Service for a pilot of the Platform and the development of the Proposal outline. Following further discussion with DFAIT, there was a change in priorities and it was decided that this initiative should be postponed until further notice. However, NRCan continued to provide information to Canada's Embassy in Beijing, China, through an NRCan employee, a natural resource specialist, there. NRCan also worked on the development and completion of an America's Strategy, which was approved by senior management. During fiscal year 2008-2009:
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Economic Opportunities for Natural Resources |
Contribute to the development of the Arctic Energy Summit (AES), in partnership with the United States, as part of the International Polar Year. (SDS Target 2.1.3.1) |
Development of a vision and direction for energy and energy technology in the circumpolar north to be adopted by the Arctic Council. Participation in the AES Conference and Exposition to advance NRCan science, technology and policy expertise. |
Early progress during fiscal year 2007-2008 included the provision by NRCan to the AES organizers an outline of Canada's contribution and priorities for this event. NRCan secured Canada's financial contribution to this event and identified Canada's representation on the Arctic Energy Action Team (AEAT). NRCan represented Canada at the AES, and provided further input to the outcomes of the Summit, including an international Arctic Energy Dialogue and action plan. During fiscal year 2008-2009:
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Natural Resoruces and Landmass Knowledge for Canadians |
Minimize or eliminate unnecessary restrictions on market access and investment in the area of metals. (SDS Target 2.1.4.3) |
Completion of a roadmap on the flow of metals through their life cycle, for the international Council on Mining and Metals. Completion of a report on metals' depletion related to life-cycle assessment, for the United Nations Environment Programme / Society for Environmental Toxicology and Chemistry. |
Early progress during fiscal year 2007-2008 included the delivery of a presentation to an international conference, "Light Metals Technology 2007" at St‑Sauveur QC, in August 2007. In addition, the work by CANMET-Mining and Mineral Sciences Laboratories (MMSL) to develop a technical description on how to measure the recycling of metallic materials was accepted by industry and resulted in publication of the "Declaration of the Mining Industry on Recycling Principles" by International Council on Mining and Metals. Also, the project to conduct a complete Life Cycle Assessment (LCA) of a part made of various alloys to be used in a luxury passenger car was expanded to ensure buy-in from China on the life cycle framework. Progress during fiscal year 2008-2009 included:
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Economic Opportunities for Natural Resources |
Build strategic analysis of linkages between trade and investment, competiveness and corporate social responsibility (CSR). (SDS Target 2.1.5.2) |
Completion of a series of short working papers/briefings on key techniques and issues, and lessons learned, linking economic performance, competitiveness and CSR. |
Early progress during the first half of fiscal year 2007-2008 included the use by NRCan of a sustainable development Free Trade Agreement (FTA) assessment tool to initiate intradepartmental discussion on the possibility of including Corporate Social Responsibility language in trade agreements, including offering possible text. This contributed to whole-of-government consensus to include language in the Colombia/Peru FTA. Beginning in the latter half of fiscal year 2007-2008 and continuing on an ongoing basis through fiscal year 2008-2009:
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Economic Opportunities for Natural Resources |
SDS Goal 3: To integrate economic, environmental and social considerations into departmental decision-making and to continuously improve operations.
Expected Results for 2008-09 | Performance Measure(s) | Achievements for 2008-09 | Linkage to Program Activities |
---|---|---|---|
Work with other government departments and the Canada School of Public Service to design and deliver new Government of Canada sustainable development training material. (SDS Target 3.1.1.1) |
Completion of training materials and commencement of implementation of training. |
Early progress during fiscal year 2007-2008 included the contribution of NRCan, in partnership with ten federal departments, to the development of a course on the topic of Sustainable Development (SD). During fiscal year 2008-2009, the course, entitled Sustainable Development: Turning Principles into Practice (T727), was piloted by the Canada School of Public Service and subsequently launched in September 2008. |
Internal Services |
Department vision and strategies for Information Management (IM) and Information Technology (IT). (SDS Target 3.1.2.1) |
Development of departmental perspective on all IM and IT activities and where IM and IT dollars are spent. Development of investment plans. Updating of governance structure with increased business input / representation and strategic focus. |
Early progress during fiscal year 2007-2008 included: senior management approval of NRCan's I-Vision; the completion and approval of the Enterprise I-Strategy (which outlines eight objectives in support of the five outcomes of the departmental I-Vision) and the approval of the Terms of Reference and membership for the new I-Governance committees. In addition, an effective approach to investment planning was provided through the development of: a Portfolio Management Framework that addresses how Information Management and Technology (IMT) Projects will be identified, selected, evaluated and controlled; a draft Enterprise IMT Strategic Plan that outlines strategic directions and investments for IMT based on operational activities and IMT projects that meet business requirements; and appropriate templates in the then developing departmental business planning process to capture investments in IMT. Innovation was also utilized to provide opportunities to enhance management of information through the introduction of an NRCan Resource Wiki and related processes. During fiscal year 2008-2009, NRCan continued to make progress to moving towards an Enterprise approach to the management of IMT:
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Internal Services |
Commitment |
Indicators and targets |
Actual results |
---|---|---|
Prepare long-term audit plans and individual performance audits using the Office’s environmental risk assessment guide (4th E Practice Guide). |
100 percent of audit teams use the Guide’s screening tool and consult with environmental specialists to identify and assess environmental risks when they are preparing long-term audit plans. |
100 |
100 percent of performance audit teams use the Guide’s screening tool and consult with internal environmental specialists to determine if there are any important environmental issues related to their audit topic. |
100 |
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Provide enhanced support and advice to audit teams conducting special examinations where important environmental risks for Crown corporations have been identified. |
100 percent of these cases receive enhanced support and advice starting in 2007. |
100 |
Increase use of Green Key/Leaf certified hotels in Canada with a rating of three or higher. |
Where green-certified hotels are available, we increase our use of them to 60 percent (10 percent over the 2007 baseline of 50 percent) by 2009. |
65 |
Increase use of compact rental cars where one or two passengers are travelling. |
Where compact cars are available, we increase our use of them to 65 percent (10 percent over the 2007 baseline of 55 percent) by 2009. |
69 |
The full version of the Office’s Sustainable Development Strategy can be found on our website under http://www.oag-bvg.gc.ca/internet/English/acc_rpt_e_17602.html |
1. SDS Departmental Goal 1: Incorporate SD considerations into the planning and implementation of Agency activities
2. Federal SD Goal(s), including GGO goals: Sustainable communities – communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
3. Expected Results 2008-09 | 4. Supporting Performance Measure(s) | 5. Achieved SDS Departmental Results for 2008-09 |
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Target 1.1.1: SD considerations are included in all Population Health Fund solicitation documents by December 2009 Milestone: 1. Training made available to Agency staff on sustainable development concepts to enable them to deliver on this target |
0% of solicitations address SD issues 50% Eligible employees that received SD training 21% of funding involves SD criteria 0 of solicitations mentioning SD |
Target 1.1.1 changed. Milestone completed. Following a decision to discontinue the Population Health Fund, current projects will be renewed for one year. The next solicitation will be within the context of a new contributions program. |
Target 1.1.2: 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 |
Target 1.1.2 completed. Highlights of the evaluation of seven projects include reduced exposure of 4,235 children to toxic products, improvement in the quality of housing for 380 households, potential annual harvest of 528,000 kilos of organic vegetables. |
Target 1.2.2: 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 programs 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 |
Target 1.2.2 completed. Developed and delivered an education program for health care providers and community individuals on reducing the prevalence of antibiotic resistant organisms. |
Target 1.2.3: Contribute to reducing the risks to human health from foodborne and waterborne diseases arising from animals and the agro-environment through knowledge generation, knowledge synthesis and evidence-based interventions Milestones: 1. Research and development of a rapid molecular typing system for the most common serotypes of Salmonella using micro arrays by March 2009 2. Communication of the results of research activities at Laboratory for Foodborne Zooneses ( LFZ) through peer reviewed publications, book chapters and reviews, presentations at scientific meetings and to other government departments, etc. (Ongoing but reported annually, 3 times by March 31, 2010) 3. Usage of the high performance disease modelling and Health Geographic Information System (GIS) laboratory (St-Hyacinthe) for spatial analysis and geomatics for specific health risks associated with foodborne and waterborne infections (on-going but reported annually, 3 times by March 31, 2010) 4. Communication of the integrated results of surveillance programs (Integrated Program for Anti-microbial Resistance Surveillance (CIPARS) annually and C-EnterNet, a surveillance pilot program for enteric pathogens, report on pilot study findings by March 2009) |
1 Report on the availability of rapid molecular typing system 11 Reportings on the availability of phage therapy for E. coli 0157:H7 in food animals 211 Reportings of results of research activities at the Laboratory for Foodborne Zoonoses 35 Reportings of activities undertaken at the high-performance disease modelling and Health Geographic Information Systems (GIS) Laboratory |
Milestone 1 completed – Commercialization of a Salmonella molecular serotyping array is in progress. Milestones 2 and 3 in progress – Ongoing communication in publications and presentations. DNA sequencing of 20 E. coli, 5 Salmonella and numerous bacteriophages. External funding secured for genomics, agro-environment health indicators and zoonoses. Invitation from World Health Organization to organize workshop on risks to human health associated with water contaminated by animal wastes. Co-developed WHO Collaborating Centre on Veterinary Public Health. Participated on United Nations Action Team 6 on peaceful use of space technology to improve public health. Milestone 4 completed – Integrated results of surveillance programs communicated through Canadian Integrated Partnership for Anti-microbial Resistant Strains and C-EnterNet. Ongoing provision of evidence to policy makers through publications, presentations, and systematic reviews; and preliminary development of a National Strategy for Safe Food. |
Target 1.2.4: 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 Milestone: 1. Community Programs Annual Report March 2009 |
910 Community-based groups receiving funding 910 Community-based groups receiving strategic guidance on programming 119,500 Children and families receiving program benefits |
Milestone 1 in progress. Summative Evaluations of Community Action Program for Children and the Canada Prenatal Nutrition Program are in development for completion by January 2010. Work on a summative evaluation for Aboriginal Head Start in Urban and Northern Communities is also in progress for completion by March 31, 2012. |
Target 1.2.5: With provincial and territorial partners, help to increase the proportion of Canadians who participate in physical activity, eat healthier diets and have healthy weights by 20% by the year 2015 Milestone: 1. By March 2010, evaluate progress toward the federal provincial healthy living target for input to evaluation of the pan-Canadian Healthy Living Strategy |
52% Canadians reporting participation in physical activity 41.3% Canadians reporting healthy eating 47.4% Canadians reporting healthy weight |
Milestone in progress. $5.4 M provided over two years for 13 National Healthy Living Projects A scientific review of physical activity guidelines and measurement published Results of Canadian Physical Activity Levels among Youth Study received Healthy living bilateral agreements on shared priorities signed with provinces and territories, March 2008. |
Target 1.2.6: 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 2012 |
14 teaching positions funded | Target 1.2.6 in progress. In partnership with its federal partner, the Canadian Institutes of Health Research, the Agency continued to co-fund 14 Applied Public Health Chairs to strengthen academic links to public health practice. These Chairs were appointed in 9 universities. |
1. SDS Departmental Goal 2: Ensure that the Agency conducts its operations in a sustainable manner
2. Federal SD Goal(s), including GGO goals: Sustainable development and use of natural resources
3. Expected Results 2008-09 | 4. Supporting Performance Measure(s) | 5. Achieved SDS Departmental Results for 2008-09 |
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Target 2.1.1: Provide procurement training to 75% of material managers and integrate green procurement into training for acquisition cards by December 31, 2008 Milestone: 1. Train existing acquisition card holders by December 21, 2008 |
46% of materiel managers trained 22 training sessions offered 388 participants in training courses |
Target 2.1.1 in progress. Procurement functional specialists have been trained on green procurement. Milestone in progress - 52% of acquisition card holders have been trained. |
Target 2.1.2: 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 Milestones: 1. 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 2. Individual printers to be authorized only if the individuals print confidential documents on a regular basis or are physically disabled 3. As of April 2007, replacement of IT equipment each year based on the 3 year evergreening standard upon receipt of evergreening funds |
100% Inventory that is ENERGY STAR-compliant 100% LCD monitors 100% Duplex printers versus regular printers 100% Printers with duplex capacity 100% Stand-alone printers replaced 90% Individual printers replaced with group printers 90% Group printers moved to well-ventilated areas |
Target 2.1.2 completed. All new office equipment meets the environmentally friendly ENERGY STAR standard. No new or replacement individual printers were installed by IM/IT without a rationale from the person’s Director. In 2007-2008, a print optimization pilot study was conducted in one Agency building then extended to 4 additional major NCR buildings in 2008-2009. As a result of this pilot, purchase of imaging devices was carefully monitored, and an implementation plan was developed to maximize efficiency when doing floor mapping of devices. IT equipment is replaced on a 3-year evergreening standard. |
Target 2.1.3: Establish a baseline of green procurement patterns by December 31, 2007, and explore options to develop an effective, efficient and affordable green tracking system by December 31, 2008 Milestones: 1. Map PHAC’s procurement processes by December 31, 2007. Mapping will identify who, what, where, when and how PHAC purchases. 2. Create a focus group of purchasing personnel and acquisition card holders to brainstorm and provide input into possible green procurement tracking options by March 31, 2008 3. Compile report and make recommendations on green procurement tracking options by December 31, 2008 |
1 Baseline of procurement patterns established 0 Report on tracking options |
Target 2.1.3 completed. In the 2007 Health Canada and Public Health Agency Green Procurement Survey, 24% of respondents indicated that at least 60% of their purchases had been subject to environmental considerations. In February 2009, the Agency introduced a “green procurement” field within the financial system to monitor green procurement patterns. |
Target 2.1.4: Increase awareness of green travel options to 50% of all PHAC employees by March 31, 2009. Milestones: 1. Develop a Green Travel Options Awareness Program by December 31, 2008 2. Include module related to Green Travel Options Awareness in survey of Agency employees by January 31, 2009 3. Include results of employee awareness of Green Travel Options in Report on Employee Awareness of Sustainable Development by March 31, 2009 |
333 video conferencing services used. 1 Awareness of green travel options among PHAC employees 20 people attending information sessions on green travel options Unknown % Employees using green travel options Unknown % Employees using alternative modes of transportation Unknown % Employees using telephone, video and web conferencing services |
Target 2.1.4 deferred. The Agency plans to focus on green travel options, such as videoconferencing and net conferencing for Environment Week 2009. A joint Health Canada / Agency green purchasing survey, including green travel, is planned for Fall 2009. |
Target 2.2.1: By March 31, 2010, institute effective hazardous waste monitoring and reporting Milestones: 1. As of April 1, 2008 and yearly thereafter, annual review of hazardous waste volumes in the Laboratory for Foodborne Zoonoses (LFZ) and the National Microbiology Laboratory (NML) 2. By March 31, 2008, develop and roll out a database for the Agency 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 |
1 tool developed for effective hazardous waste monitoring and reporting | Milestone 1 completed during 2008-09. At the LFZ, hazardous waste monitoring and recycling efforts are ongoing activities. At the NML, hazardous waste generation and disposal is continually monitored and recycling opportunities identified as technology and availability allows for it. A proposed database will allow for improved generation reporting. Milestone 2 in progress. The database is developed and will be rolled out when the Laboratory Safety Office is fully staffed. |
2. Federal SD Goal(s), including GGO goals: Reduce greenhouse gas emissions
3. Expected Results 2008-09 | 4. Supporting Performance Measure(s) | 5. Achieved SDS Departmental Results for 2008-09 |
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Target 2.3.1: Improve energy efficiency and reduce water consumption in Agency-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 Milestones: 1. Building Management Plans for PHAC-owned building reviewed annually to ensure that planned projects, where applicable, will reduce energy consumption by March 31, 2010 2. Report annually on the effectiveness of preventative maintenance and building improvements on usage of non-renewable resources, comparing building performance review of energy/utility management to the baseline data of 2005-06 by March 31, 2010 |
21% reduction in water consumption from 2005-06 to 2008-09 7.5% increase in energy consumption from 2005-06 to 2008-09 (17.3% per capita decrease) |
Target 2.3.1 completed. At both Agency owned NML and LFZ laboratory facilities, building management plans are reviewed to seek out opportunities for energy reduction. At project initiation, the project manager must review a Development and Environmental Impact Checklist to attempt to reduce our ecological footprint. Since 2005-06, within both Agency-owned laboratory facilities, gross water use is down 21%, while gross energy use has increased by 7.5%. Occupancy has increased from 500 to 650, a 30 % increase. Energy use per capita; however, declined 17.3%. Steps taken to reduce water and energy use in the NML laboratory facility include: Installed more efficient steam humidification coils on 3 supply fans Reduced (est. 35%) humidification in labs Changed water closets for low flush ones (est. saving 2,000,000 litres/year) Replaced HID lights with high output fluorescent Replaced parking lot plugs with intelligent receptacles Phased out individual humidification reboiler with direct steam, resulting in less energy and water use Through a computerized low voltage lighting control system, lighting levels are reduced to 10% of all luminaries as required for safety and security, outside work hours. LFZ facilities in Guelph: Replaced 30 100-watt mercury vapour bulbs with 28-watt compact fluorescents Replaced 200 T12 fluorescents with T-5 electronic fluorescent Improved usable power from 65% to 95% by reducing harmonic distortions Reduced power requirements of motors during non peak loads and eliminated wasted heat from over-exhausting conditioned air Replaced 3 35-ton reciprocating compressors with one 100–ton no-oil centrifugal compressor, thus saving energy from friction losses and oil contamination of refrigerants Converted storage facility from 30kw electric heating to hot water heating using a high efficiency condensing boiler Replaced 2 10-HP high/low fire boilers with 2 10-HP fully modulating natural gas boilers Replaced two high/low-fire 60% heating boilers with two fully modulating 90% efficiency boilers Eliminated site irrigation Replaced distilled water system with reverse osmosis water system Created autoclave holiday every Friday. |
Target 2.3.2 : Reduce energy use in rented or leased building Milestone: 1. Revise the Agency’s telework policy by March 31, 2007 |
1500 Offices that meet the 8 ft. x 8 ft. (2.3m x 2.3m ) standard cubicle size 42 Hotelling workstations 31 Employees who telework 1.3% Change in energy use in Agency tenant buildings |
Target 2.3.2 completed. Agency volunteers undertook two energy reduction exercises in May and November 2008. The second assessment of phantom energy use (use outside working hours) in rented office space demonstrated a saving of 111 KWh, 2.8 tonnes of carbon dioxide and $11.59 per employee per year. A third energy assessment is planned for Fall 2009. Milestone completed. |
1. SDS Departmental Goal 3: Build capacity to implement Goals 1 and 2
2. Federal SD Goal(s), including GGO goals: Strengthen federal governance and decision-making to support sustainable development
3. Expected Results 2008-09 | 4. Supporting Performance Measure(s) | 5. Achieved SDS Departmental Results for 2008-09 |
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Target 3.1.1: Track Strategic Environmental Assessments (SEAs) of policy, plan and program proposals by March 30, 2008 |
6 preliminary SEA statements conducted for new policies, plans and programs 100% Policy, plan and program proposals entered in the system that have completed SEA statements, on an annual basis |
Target 3.1.1 completed. Strategic Environmental Assessment statements are prepared for all new policies, plans and programs. |
Target 3.2.1: Develop and implement a SD Policy by March 31, 2010 Milestones: 1. Consultation with staff by October 2008 regarding link between SD and the Agency mandate for public health 2. Mapping of how Agency policies, programs and operations interact with Sustainable Development principles and initiatives by November 20, 2008 3. Proposal by December 30, 2008 on the Agency’s role in sustainable development and on how an SD policy would help guide staff to implement SD within the Agency |
60% of Agency employees who understand how SD applies to their work No policy implemented by March 31, 2010 |
Target 3.2.1 in progress. Milestones 1, 2 and 3 completed. Ongoing consultation with staff regarding the link between SD and public health. Mapping of how the Agency’s policies, programs and operations interact with SD is ongoing. A decision was made to model the SD Strategy on the sustainable and healthy communities approach. Development of the SD Policy is on track for March 31, 2010. |
Target 3.2.2: Provide a sustained and accessible Geographic Information Systems (GIS) infrastructure for public health and SD practice Milestone: 1. December 2008, Offer GIS infrastructure services to 13 provinces and territories |
10 Provinces where the GIS services are available to public health professionals 37.5% Increase in the number of public health professionals using the GIS services between June 2006 and December 2008 |
Milestone not fully achieved. The GIS Infrastructure served clients in all 10 provinces by March 31, 2009. The territories did not receive GIS services. |
Target 3.3.1: Report progress to management on SD goals and objectives twice a year as of December 31, 2007 Milestone: 1. Review overall progress toward SD goals and objectives by January 30, 2009 |
2 Progress reports submitted during 2008-09 0 SD listed as a standing item on Management Committee meeting agenda 2 SD discussions in Management Committee meetings |
Target 3.3.1 completed. The Report on overall progress was completed as of May 7, 2009. Corrective action plans are in place. |
Target 3.3.2: Integrate SDS commitments into the Agency’s key planning and reporting processes by March 31, 2010 Milestone: 1. Integrate SD concepts into business planning templates for the 2007-08 fiscal year by May 2007 2. Review of the adequacy of SD integration in overall Agency planning and reporting processes by April 1, 2009 |
4 Strategic, human resources and planning documents in which SD considerations are integrated 10% Budget review processes that consider SD principles |
Target 3.3.2 completed. Office of the Chief Financial Officer has integrated SDS in the 2009-10 Agency Integrated Operational Planning process and templates. This process included a review of SD integration in overall Agency planning. |
Target 3.3.3: Consider SD principles in all budget review processes undertaken within the Agency by March 31, 2010 Milestones: 1. Contribute to the 2-year Base Budget Review 2. Assess base budget review findings for SD gaps and opportunities and provide SD expertise for recommendations by June 30, 2008 3. Assess base budget review findings for SD gaps and opportunities and provide SD expertise for recommendations by June 30, 2008 |
10% Budget review processes consider SD principles | Target 3.3.3 completed. Office of the Chief Financial Officer integrated SD into integrated operational planning in Fall 2008. SD was considered in the 2009-10 Integrated Operational Planning cycle. The resulting SD gaps and opportunities were analyzed for input into Agency SD activities and initiatives. |
2. Federal SD Goal(s), including GGO goals: Not linked to a federal SD goal
3. Expected Results 2008-09 | 4. Supporting Performance Measure(s) | 5. Achieved SDS Departmental Results for 2008-09 |
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Target 1.2.1: Genetically fingerprint anti-microbial resistant strains to describe patterns in human antimicrobial use and antimicrobial resistance by December 31, 2009 Milestones: 1. Develop an integrated database of susceptibility testing and bacterial fingerprints by 31 December 2007 2. Support the development of a risk analysis framework for antimicrobial use in agriculture and humans by December 31, 2008 |
4 Databases developed/integrated 0 Tools developed 2 Collaborations 4 Meetings 5 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 |
Milestone 1 changed. The Agency has increased its ability to describe patterns in human antimicrobial resistance by developing and implementing an integrated, web-accessible anti-microbial resistant strain database to hold and share antimicrobial resistance data from animals, food and humans. The Agency also implemented LabWare-LIMS, Web-based National Enteric Surveillance Program and Fingerprint databases for E. coli, Salmonella, Shigella, Vibrio and Campylobacter. Milestone 2 in progress – Development of risk analysis for antimicrobial use in agriculture and humans is ongoing. |
Target 3.1.2: 75% of Agency employees understand how SD applies to their work by March 31, 2009 Milestones: 1. Beginning in September 2006, ongoing communications to staff regarding Sustainable Development through a variety of media 2. Work with Communications to develop an Internal Communications Plan for each year of the strategy, the first to be developed for use in 2006-07 by January 2006 3. In coordination with the Office of Sustainable Development, Human Resources Directorate will conduct awareness sessions and/ or consultations with their staff on SD by December 2007 4. Conduct consultations on SD with staff of each directorate, centre, lab, region etc by September 2008 and report on them to Management Committee 5. Each Earth Day, April 22, beginning April 2007, engage Agency staff in SD activities. Commitment by Human Resources Directorate to encourage staff participation in Earth Day activities 6. 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 7. Conduct a survey of all staff by January 2009, in order to be able to determine whether awareness has increased. Human Resources Directorate commitment to discuss whether or not awareness among HR staff has increased and to report results to Office of Sustainable Development 8. Use this information in planning for SD in the Agency, including the next round of SDSs (Undertaken by January, 2010) |
87,500 Awareness-building activities 60% PHAC employees who understand their responsibilities in relation to SD |
Target 3.1.2 has made good progress. 60% of PHAC employees indicate an understanding of how SD applies to their work by March 2009 (proxy measure from the results of the integrated operational planning process). Employee understanding was built through active communication to staff on SD, Greening Operations and Sustainable and Healthy Communities using a variety of vehicles. The SD Booth at two employee orientation sessions in 2008-09 was well attended. All Directorates and Regions were involved in some or all of the following SD-related activities: Earth Day and E-week activities, the energy reduction initiative and the development of a sustainable and healthy communities approach. Given this emerging engagement with SD issues among Agency staff, a formal survey of all staff may be deferred until the next SDS. |
Public Safety Canada Goal A: Reduced energy consumption and greenhouse gas (GHG) emissions
Federal SD Goal(s), including GGO goals: Clean air
Expected Result | Performance Measure(s) | Results Achieved |
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Public Safety Canada offices will have improved energy conservation performance | Reduction in use of paper for printing/copying | The installation of duplex printers has enabled the reduction in paper for printing/copying. |
Reduction of office electricity use | Energy meters have been installed at PS’s National Headquarters (NHQ) offices. These will enable the establishment of baselines. Communication has been issued to staff on ways to reduce energy consumption. The Department’s intranet provides information to staff on alternative lighting options and best “green” equipment practices. |
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Completion of energy audits for PS offices located in National Capital Region (NCR) by 2007-08 and 2008-09 | The Department is working with Public Works and Government Services Canada (PWGSC) to establish baseline data energy level and target reduction levels where possible. | |
Completion of GHG emissions reduction strategy for PS offices located in NCR by 2007-08 and 2008-09 |
Public Safety Canada Goal B: Reduced Departmental vehicle usage and GHG emissions
Federal SD Goal(s), including GGO goals: Reduce greenhouse gas emissions
Expected Result | Performance Measure(s) | Results Achieved |
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Reduced vehicle fleet and staff private vehicle GHG emissions | Increase in number of green of fuel-efficient vehicles leased or rented by PS staff | Vehicles used by the Minister and DM are both hybrid vehicles. |
Increase in number of new users of public transit services | 185 Ecopass users users as of January 2009 (169 in previous year) |
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Reduction of fuel purchased on PS business per kilometre driven |
Public Safety Canada Goal C: Most products and services procured are "green"
Federal SD Goal(s), including GGO goals: Sustainable use of natural resources
Expected Result | Performance Measure(s) | Results Achieved |
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Products and services purchased have a lesser or reduced effect on human health and the environment | Reduced energy use in offices | Wherever possible, all incandescent light bulbs have been replaced by compact fluorescent bulbs. PS has sent annual messages to all staff on ways to reduce office energy consumption during peak periods e.g. summer demands on power grid. |
Increase in percentage of “green products” procured | All new PCs, laptops and printers have Energy Star accreditation |
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All toner cartridges used are remanufactured or recycled | 95% of toner cartridges procured are recycled products. All used toner cartridges are diverted to recycling |
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Reduction in the number of toner cartridges sent to landfill (waste) | 100% of PS toner cartridges are recycled | |
Increase in volume of computer and office equipment diverted to E-waste depots or returned to manufacturers | Used computers (95%) and printers (6%) are re-used in schools through Computers for Schools programs. The balance of equipment is returned to Crown Assets where possible. |
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Increase in volume of recycled materials diverted to recycling programs | All offices and shared spaces are equipped with recycling bins. All material wastes are sent to recycling program. |
Public Safety Canada Goal D: Maximize departmental contribution to sustainable communities
Federal SD Goal(s), including GGO goals: Sustainable communities
Expected Result | Performance Measure(s) | Results Achieved |
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Community sustainability is enhanced | Emergency management legislation in force |
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National critical infrastructure plan implemented |
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Number of youth engaged in gang prevention activities | Data forthcoming | |
Number of projects aimed at reducing substance-related crime | 41 projects | |
Number of projects funded to lower risk factors for at-risk families and children | 51 projects |
SDS Departmental Goals: 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.
PWGSC's departmental SDS goals are provided below in the context of the federal and greening government operations (GGO) goals to which they contribute.
Federal SD Goal(s), including GGO goals: For SDS 2007-2009, PWGSC's goals are:
Goal 1: Governance for Sustainable Development - Strengthen federal governance and decision making to support sustainable development (contributes to federal SD Goal VI and GGO goal on green procurement)
Goal 2: Sustainable Development and Use of Natural Resources (contributes to federal SD Goal V)
Goal 3: Reduce Greenhouse Gas Emissions (contributes to federal SD Goal III and GGO goals on building energy and vehicle fleet)
Goal 4: Sustainable Communities - Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations (contributes to federal SD Goal IV)
More information on PWGSC's SDS 2007-2009 is available at: http://www.tpsgc-pwgsc.gc.ca/dd-sd/strategies/2007/index-eng.html
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Outcome 1.1: Clear and effective governance mechanisms to integrate sustainable development in decision making. Target 1.1.5: By March 2009, develop and implement departmental direction for the implementation of the Policy on Green Procurement. |
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. |
For the 2008-2009 reporting period, PWGSC continued to make progress on its four overarching goals and respective objectives. Detailed progress for all targets is provided in the PWGSC Sustainable Development Performance Report. This report is available on the internet at: http://www.tpsgc-pwgsc.gc.ca/dd-sd/rendement-performance/index-eng.html |
Outcome 2.1: Environmentally sustainable use of natural resources is promoted Target 2.1.3: Consistent with previous SDS commitments, in real property projects over $1 million and in communities where industrial recycling is supported, the implementation of construction and demolition waste management practices will be completed, with waste materials being reused or recycled. |
Number of projects over $1 million managing construction, renovation, demolition waste. Number of projects over $1 million. |
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Outcome 3.1: Emissions are reduced Target 3.1.4: Effective April 2007, all gasoline purchased for departmental fleet will be ethanol blended, where available. Note: The wording of this expected result and performance measure were updated in PWGSC's Report on Plans and Priorities 2009-2010 to reflect the intent of the original SDS commitment. |
% of gasoline purchased for departmental fleet that is ethanol blended. |
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Outcome 4.1: Risks to human and ecosystem health from harmful substances are reduced (including cleanup of federal contaminated sites) Target 4.1.1: By March 31, 2009, complete remediation or risk management plans at 65% of known contaminated sites. |
% of the 172 active contaminated sites listed on the Federal Contaminated Sites Inventory (FCSI) with a status of either "remediation complete" (i.e. completed remediation or risk management plan implemented) or "assessed, no action required" as indicated in the Federal Contaminated Sites Inventory effective June 2008 |
Safe Homes Sustainable Communities (2007-2009)
Royal Canadian Mounted Police 4th Sustainable Development Strategy
SDS Departmental Goals:
Sustainable Development Strategy – Departmental Goals: | Departmental Driver: |
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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 2007-08 targets and work plans, as indicated below |
RCMP SDS Target | Federal SD Goal, including GGO goals | Supporting Performance Measure from current SDS | RCMP Expected Results for 2008-09 Establish Baseline | RCMP Achieved Results for 2008-09 | RCMP 2007-08 Narrative |
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1. Sustainable Communities | |||||
1A. Community Partnerships | Federal Goal V: Sustainable Communities | RCMP Volunteerism |
1.1.1 Effective partnerships with communities supporting sustainable development are increasing annually | Estimated 75,000 Volunteers in 2008-2009. Results: No Change |
Volunteerism rates remain healthy against 2007-2008 but accurate capture of data, including total volunteers, programs and hours of service, is currently unavailable. Volunteers give freely of their time to assist in Detachments, Community Police Offices and communities, helping to build better, stronger and safer communities. |
1B. Aboriginal Communities | Federal Goal V: Sustainable Communities | Degree of Aboriginal Perceptions Training among regular members | 1.1.2 Capacity to provide culturally sensitive police services is increasing annually | 8.5% of Regular Members have completed Aboriginal Perceptions Training (1667 of 19741). Results: Improving |
Total percentage of Regular Members with completed Aboriginal Perception training increased 2.5%. Cross-cultural, awareness and partnership programs are implemented nationwide to support the delivery of culturally appropriate policing services and stronger Aboriginal communities. |
1C. Youth | Federal Goal V: Sustainable Communities | RCMP members designated as Youth Officers | 1.1.3 Capacity to provide specialized policing services focused on Youth is increasing annually | 1202 designated Youth Officers, plus multiple non-designated members participating in Youth-related crime prevention programs. Results: Improving |
Total Designated Youth Officers increased slightly. A key objective of RCMP’s National Youth Strategy is working with young people to prevent crimes involving them either as victims or offenders. |
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† | 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. Results: No change |
Programs requiring risk-based management include Contaminated Sites; Potable Water Systems; Septic/Wastewater 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† | 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. Results: Improving |
The breadth of integration of Sustainable Development into RCMP process has remained
static, however the degree and depth of integration and alignment within engaged processes is increasing. |
2C. Green Procurement | Federal Goal VI: Governance for Sustainable Development and |
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 |
49% of procurement personnel have completed Green Procurement Training (65 of 132). Results: Improving |
Total percentage of Procurement Personnel with completed Green Procurement training has increased from 29% to 49%. |
Degree of utilization of PWGSC Standing offer agreements (SOA) respecting Green
Procurement |
2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing
annually |
1803 call-ups against 165 Green-designated PWGSC SOA's and Supply Arrangements. Results: Improving |
Available Green-designated PWGSC SOA's and Supply Arrangements has increased from 107 to 165. In response, total RCMP call-ups against Green-designated SOA's and Supply Arrangements has increased from 168 to 1803 call-ups. | ||
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 |
6.1% of all fuel purchased in 08-09 was E10 blended. 1,907,684 L of E10; Results: Improving |
Percentage of E10 blended fuel increased 4.1%. The RCMP supports approaches to reduce the emissions associated with Fleet, including the purchase of Flex Fuel (E85) vehicles and 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
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2.1.4 Integration of sustainable development into training and development for RCMP employees is increasing annually | 22 sustainable development oriented courses developed and 26 delivered to 836 total participants. Results: Improving |
Annual participation in sustainable development oriented courses increased 57% from 533 participants to 836. Courses covered SD / environmental legislation, risk and process requirements, green building/energy efficiency opportunities. |
Active participation in interdepartmental initiatives† | 2.1.5 Increased support and participation for interdepartmental initiatives and programs for sustainable development† | 36 active cross-departmental partnerships involving RCMP Sustainable Development interests. Results: Improving |
RCMP’s participation with interdepartmental projects increased 56% based on a total initiatives count. Collaborative projects across departments support strategic innovation, sharing of best practices and potential program efficiencies. | ||
2E. Communications | Federal Goal VI: Governance for Sustainable Development | Sustainable Development communications initiatives developed and delivered to RCMP employees† | 2.1.6 Communications for RCMP sustainable development program are improving† | 28 National and Regional SD communications initiatives developed and delivered. Results: Undeterminable |
Although the number of communications initiatives has increased, capacity to qualify the overall effectiveness of the communications program has not been developed therefore performance against expected results is indeterminable. |
3. Environmental Stewardship | |||||
3A. Green Building Design & Energy |
Federal SD Goal III: |
Buildings constructed with green considerations† |
3.1.1 Through awareness, education and policy integration, environmental and energy design ratings of RCMP portfolio are improving† |
91% of buildings constructed by RCMP in 2008-09 included green considerations or objectives (21 of 23). 21 out of 23 construction projects Results: Improving |
Total buildings constructed with green design considerations increased from 33% to 91%. The considerations captured do not meet the PWGSC proposed minimum green building design standards for custodial departments. Upon approval of the new design standards, existing targets for Green Building design will be rescinded and replaced accordingly. |
GHG emissions per annum |
3.1.2 GHG emissions per facility square metre is decreasing annually |
0.12 tonnes CO2 equivalent per gross square metre. Results: Undeterminable |
Green House Gas intensity (CO2 equivalent per gross facility square metre) decreased 20% from 0.15 to 0.12 tonnes CO2 per gross square metre. The change in total GHG emissions for the owned portfolio is indeterminable. Non-confidence and irregularities of energy consumption data assumes GHG emissions from owned buildings for FY 08/09 are equal to FY 04/05, the last year a detailed estimate was completed. |
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3B. Contaminated Sites |
Federal SD Goals I & IV: |
Financial liability of RCMP portfolio within Treasury Board Federal Contaminated Sites Action Plan (FCSAP) |
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 is $7,375,678. Results: Declining |
During the course of the 2008/2009 FY, $2,490,519 was expended on the assessment of
suspected and known sites. Consequently, as new information on the severity of the contamination on sites was
identified, liability estimates for some sites increased. This represents a substantial increase in departmental
liability, which offsets the reduction in liabilities achieved through the $951,906 spent on remediation activities. 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 | 3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually | 79% of RCMP properties (2,754 of 3450) have completed Step 1 and/or Step 2 Assessments, under the RCMP Contaminated Sites Management Plan. Results: Improving |
Percentage of sites with completed Step 1 and/or Step 2 assessments has increased from 66% to 79%. Additionally, 643 sites have Step 2 as their Highest Step completed of the total number of 1,115 contaminated sites under RCMP responsibility (58%) |
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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 |
3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually |
Reportable Tanks: 100% (83 of 83) with completed inventories Non-reportable Tanks: 37% (479 of 1294) with completed inventories Results: Improving |
Inventories for reportable tanks remains at 100% with inventories for non-reportable tanks increasing from 23% to 37%. | ||
3C. Potable Water |
Federal SD Goal I: |
Potable water systems managed in accordance with RCMP standard operating procedures for Potable water systems |
3.1.4 Potable Water systems managed in accordance with RCMP policy is increasing |
92% of RCMP owned potable water well systems (182 of 198) are managed in accordance with non-standardized interim operating procedures. Results: Declining |
Total Percentage of RCMP owned potable water well systems managed in accordance with
RCMP policy decreased by 5%. The decline is attributed to an increased count of known wells following inventory reviews. Standards Operating Procedures are expected to be finalized in 2009-2010 and upgrades to systems will be implemented accordingly. |
3D. Hazardous Materials |
Federal SD Goal II: |
Management/ abatement plans in-place for buildings with confirmed hazardous materials |
3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually |
19% (106 of 549) of buildings with confirmed presence of hazardous building material (lead paint, asbestos, etc.) have active management or abatement plans in place, depending on risk level. Results: Improving |
Total Management / abatement plans in place for buildings with confirmed hazardous materials has increased from 10% to 19%. Hazardous building materials continues to be a management priority. |
Facilities with confirmed halocarbon inventories |
3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually |
36% of RCMP owned/leased buildings have completed halocarbon inventories (903 of 2,527). Results: Improving |
Total facilities with completed halocarbon inventories increased from 26% to 36%. | ||
3E. Fleet Management |
Federal SD Goals II & III: |
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 |
6.1% of all fuel purchased in 08-09 was E10 blended. 1,907,684 L of E10; Results: Improving |
Percentage of E10 blended fuel increased by4.1 %. The RCMP supports approaches to reduce the emissions associated with Fleet, including the purchase of Flex Fuel (E85) vehicles and 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 |
330 g carbon-dioxide equivalent Greenhouse Gas emissions, per vehicle kilometre travelled. 31,227,800 L fuel consumed, generating 75,000 tonnes of emissions; 228,095,444 km travelled in 2008-2009 Results: Improving |
On-Road Green House Gas intensity has decreased by 7.1%. Total fuel consumption has increased as well as total kilometres driven. The decline in intensity may be attributed to fleet refreshment with more fuel efficient vehicles, behaviour response to anti-idling campaigns, increased use of cleaner fuels or other similar programs. Despite improved GHG intensities per vehicle kilometre travelled, Total GHG emissions for the entire fleet increased by 1%. |
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3F. Policing Operations |
Federal SD Goal IV: |
Degree of response to operational calls for service† |
3.2.1 Capacity for providing ongoing 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. Results: Improving |
RCMP Sustainable Development Office continuing to response to all service calls. There is currently no measure for effectiveness, timeliness or Client relevant to service requests. |
†relevance of target will be re-assessed for future performance reporting |
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. In the Sustainable Development Strategy, Transport Canada outlines the sustainable development commitments,
targets and performance measures the department will use to measure the success. The department's commitments align with
broader Federal Sustainable Development Goals as well
as the Greening Government Operations Goals.
Federal Sustainable Development Goals | Greening Government Operations Goals |
Goal 1 - Water - Clean and secure water for people, marine and freshwater ecosystems Goal 2 - Clean Air - Clean air for people to breathe and ecosystems to function well Goal 3 - Reduce greenhouse gas emissions Goal 4 - Sustainable Communities - Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations Goal 5 - Sustainable development and use of natural resources Goal 6 - Strengthen federal governance and decision making to support sustainable development. |
Building Energy: To be a leader in the reduction of greenhouse gas and other air emissions through the optimization of energy efficiency and conservation, and the implementation of renewable energy technologies. Vehicle Fleet: To be a leader in fleet management, so that planning, acquiring, managing and disposing of vehicles minimize negative effects on the environment. Green Procurement: To be a leader by integrating environmental performance considerations into procurement including planning, acquisition, use and disposal. |
Note: The following table provides an overview of the department's achievements for the 2008-2009 period only. To view
Transport Canada's Sustainable Development Strategy in its entirety, please visit:
http://www.tc.gc.ca/pol/en/acs/sd/sds0709/menu.htm.
SDS Departmental Goals: Commitment 1.3 - Green Commute
Federal SD Goals: 3 & 4
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Deliver three commuter options workshops per year to interested public and private employers. |
The number of workshops delivered and their outcomes. |
One workshop delivered in 2008-2009 in cooperation with the City of Kingston. The workshop received a very positive evaluation from attendees. |
By 2008-2009, work with federal partners to amend existing policies to enable reduction of single occupancy vehicle trips. Examples include parking and accommodation policy. | The number of federal policies reviewed and/or amended. | No policies were evaluated. Progress was made in the reduction of single occupant vehicle trips through the introduction of a ride-matching website developed in cooperation with the City of Ottawa and the continued expansion of the Transit Pass Program in the National Capital Region. |
SDS Departmental Goals: Commitment 1.4 - Explore Use of Economic Measures
Federal SD Goals: 2, 3 & 6
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Work with partners to explore the use of market incentives to increase the production and purchase of environmentally friendly motor vehicles, ongoing between 2007-2008 and 2009-2010. |
Number of consultations conducted. |
Consulted with the Canadian Trucking Alliance on their enviroTruck proposal and with the automotive industry regarding development of threshold criteria for 2008 model year vehicles for the ecoAUTO Rebate Program. |
Consult with stakeholders about design options and administration/ implementation issues ongoing between 2007-2008 and 2009-2010. | Consultations with industry stakeholders from marine, rail and aviation sectors were on-going. |
SDS Departmental Goals: Commitment 2.1 - Skills Development in the Transportation Sector
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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From 2007-2008 to 2009-2010, work in cooperation with stakeholders in the public and private sectors to raise the profile of the transportation sector careers, and to act as a catalyst for the exchange of ideas, expertise, and experience in transportation skills development. |
Number of jurisdictions that agree to distribute compendium electronically to stakeholders. |
Distributed materials from the Council of Deputy Ministers of Transport and Highway Safety's Policy and Planning Support Committee Skills Development Task Force to a number of key stakeholders (Council's Policy and Planning Support Committee; Motor Carrier Passenger Council of Canada; Canadian Trucking Human Resources Council; Transportation Association of Canada's Education and, Human Resources Council). |
Ongoing cooperation with federal-provincial-territorial jurisdictions to produce tools (including a compendium) for the transportation stakeholders to use in identifying and implementing strategic responses to skills development challenges. | Number of provincial/territorial jurisdictions in regular dialogue with Transport Canada regarding transportation skills development issues. Number of teleconference/ meetings with federal/provincial/ territorial jurisdictions to discuss skills development issues. |
Through meetings and teleconferences, Transport Canada is in regular contact with federal, provincial and territorial jurisdictions on skills development issues through a variety of fora, including:
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SDS Departmental Goals: Commitment 2.2 - Climate Change Impacts and Adaptation
Federal SD Goals: 3
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Subject to the availability of funds, and depending upon the recommendations of the preliminary assessment, increase the understanding and knowledge of the occurrence of permafrost and of the thermal regime in order to assess the vulnerability of the landing strip (Kuujuuaq Airport) to forecasted climatic changes over the next 20 years, 2008-2009. |
Usefulness of study results in understanding climate change impacts and adaptation. (Subject to funding). |
The Kuujjuaq landing strip has been instrumented and soil samples have been analyzed. |
SDS Departmental Goals: Commitment 3.1 - Intelligent Transportation Systems
Federal SD Goals: 3
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
Work with partners to build on the successes of previous investments in intelligent transportation systems. |
Number of deployment projects funded. |
35 active projects, of which 23 were completed. 26 ongoing projects, of which 25 were completed. |
Funding to be provided for research, development and deployment projects in each of fiscal years 2007-2008, 2008-2009 and 2009-2010. | Number of R&D projects fundedNumber of agreements signed with partners. | 13 new agreements were signed, including amendments to existing agreements to add new project work. |
SDS Departmental Goals: Commitment 3.2 - Promote Shortsea Shipping
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
Raise the profile of shortsea shipping in North America, ongoing between 2007-2008 and 2009-2010. Enhance understanding of the viability of shortsea shipping, its benefits, and barriers to implementation, ongoing between 2007-2008 and 2009-2010. |
Targeted shortsea shipping initiatives.
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Five shortsea shipping projects were selected for federal contributions under the Asia-Pacific Gateway and Corridor Initiative. Hosted, in collaboration with Atlantic provinces, a Regional Shortsea Shipping Working Session. Launched an invitation for expressions of interest for shortsea shipping projects under the Atlantic Gateway Initiative.
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Completion of studies in key areas of policy, markets, trade, urban transportation and sustainability. | “Study on Potential Hub-and-Spoke Container Transhipment Operations in Eastern Canada for Marine Movements of Freight (Shortsea Shipping)†completed. “Evaluation of Environmental and Social Impacts and Benefits of Shortsea Shipping in Canada†completed. |
SDS Departmental Goals: Commitment 3.5 - Quebec City - Windsor Corridor Modal Choice Study
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Complete a study of the Quebec City - Windsor Corridor by 2008-2009. This will involve developing models to analyze the impact of potential policy decisions on freight and passenger modal choice decisions in the Quebec-Windsor Corridor. Development and calibration of passenger modal choice model by 2008-2009. |
Expert recognition of quality of model from within and outside government (robustness of estimates, predictive capacity, etc.). |
Work of the freight modal choice freight modelling was completed. Report is in progress. Data gathering for the passenger modelling is being obtained through the High-Speed Rail feasibility study. Econometric modelling will be done during 2009-2010. |
SDS Departmental Goals: Commitment 4.1 - Promote Advanced Technology Vehicles
Federal SD Goals: 2 & 3
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
Evaluate the performance of advanced technology vehicles on an annual basis. |
Number and type of vehicles and technologies tested with results presented in various report formats. |
The EcoTechnology for Vehicles Program acquired, evaluated and presented results on 14 advanced vehicle technologies and developed 50 technology articles, 5 videos, 18 technical bulletins, 15 animations and several print publications to inform Canadians about clean vehicle technologies. |
Conduct activities to raise public awareness on an annual basis that also allows program information to be disseminated. | Number and type of activities attended throughout the year. | Attended 19 events and provided in-depth information to over 50,000 Canadians via its web site and outreach activities. Participated in various industry consultations, work groups, conferences and seminars. |
SDS Departmental Goals: Commitment 4.2 - Motor Vehicle Fuel Consumption
Federal SD Goals: 2 & 3
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Collect, verify and report on fuel consumption of new vehicles, on an annual basis.
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Timely data collection from all manufacturers. |
As of March 31, 2009, all but one manufacturer had reported the required data for 2008 model year. Processed 2009 model year data and worked with motor vehicle manufacturers to correct issues with the data. |
Audit and verification of data. | The Fuel Consumption Program completed compliance testing on 34 vehicles as part of its confirmatory audit test program. | |
Annual reporting of results. | Annual reporting for Fuel Consumption Program results will be available with the Fall 2009 release of the Vehicle Programs Division's 2008-2009 Annual Report. | |
Maintenance of the Vehicles Fuel Economy Information System database, on an ongoing basis. | The Vehicles Fuel Economy Information System application was redesigned and includes an online interface, which allows manufacturers to submit and correct data more efficiently. |
SDS Departmental Goals: Commitment 4.3 - Reduction of Emissions from the Rail Industry
Federal SD Goals: 2 & 3
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
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. |
Continued to work with the Railway Association of Canada and Environment Canada. Rail industry is making good progress towards the 2010 targets for Class I Freight, Regional/Short Lines, Intercity and Commuter rail operations. Total emissions of sulphur oxides decreased significantly by 60.2 per cent and total nitrogen oxide emissions from all rail operations decreased by 6.9 per cent. |
SDS Departmental Goals: Commitment 5.1 - Promote Best Practices for Environmental Management in the Transport Sector
Federal SD Goals: 1, 2 & 3
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Increase harmonization of international emission reduction efforts through Transport Canada participation in international forums such as International Civil Aviation Organization, International Maritime Organization, etc. by 2008 2009.
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Harmonization of international reduction efforts as evidenced by the ratification of international regulations of emission reductions and codes of practices and guidelines endorsed by international bodies.
Published findings of Airports Cooperative Research Panels . |
Work is continuing on international emission reduction efforts through the International Civil Aviation Organization as Transport Canada is an active member. Continued work to address greenhouse gas emissions from international aviation at the Committee on Aviation Environmental Protection and the Group of International Aviation and Climate Change of the International Civil Aviation Organization. The second phase of the Airport Air Quality Guidance is complete with two additional chapters proposed for development in 2009-2010. Continued participation on the Airports Cooperative Research Panel. Several reports have been published and available to the public including the ‘Guidebook on Preparing Airport Greenhouse Gas Emissions Inventories' and the ‘Deicing Planning Guidelines and Practices for Stormwater Management Systems. |
SDS Departmental Goals: Commitment 5.2 - Marine Sector Pollution Control
Federal SD Goals: 1
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Further Examination of Sulphur Emission Control AreaDevelop an inventory of sulphur emissions from ships, by 2008 2009.
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Further Examination of Sulphur Emission Control AreaSulphur emission levels.
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Emission Control Area: Canada, along with the U.S., made an application to the International Maritime Organization for the development of an Emission Control Area on both the east and the west coasts of Canada. Current sulphur levels in fuel on average is 1.7 per cent for domestic ships and 2.3 per cent for foreign.
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Ballast Water Management To assist in the development and approval of shipboard treatment systems capable of meeting international performance standards by 2008-2009. |
Ballast Water Management Number of systems developed and approved. |
Ballast Water Management: Efforts continue in working with the shipping industry to reach this goal. No systems approved in Canada yet, 6 under development, about 40 under development around the world. International Maritime Organization has approved about 7 systems, one has Administration approval (Alfa Laval, Norway). |
Hazardous and Noxious Substances spill response regime Create the required Hazardous and Noxious Substances response mechanism to provide a nationally consistent method of responding to, and managing the response to marine Hazardous and Noxious Substances incidents and spills from ships and during the loading and unloading of ships at chemical handling facilities starting in 2007 2008. |
Hazardous and Noxious Substances spill response regime Effectiveness of national Hazardous and Noxious Substances incident response framework. |
Hazardous and Noxious Substances spill response regime Final report on Hazardous and Noxious Substances Trade and Traffic in Canada expected later in 2009. On-going assessment of international chemical spill response regime amongst States that have ratified the International Convention on Oil Pollution Preparedness, Response and Co-operation, 1990 (OPRC) - Protocol on Preparedness, Response and Co-operation to Pollution Incidents by Hazardous and Noxious Substances, 2000 (HNS Protocol). Hazardous and Noxious Substances Discussion Document finalized in 2008-2009. However, updates are needed to reflect recent changes with regards to statistical information and to propose new options for implementing a Hazardous and Noxious Substances regime. |
Ship Waste Management Finalize a program to improve the provision of shore side waste reception in ports by 2008-2009. |
Ship Waste Management Improvements to waste reception at ports. |
Ship Waste Management Improvements to waste reception at ports ongoing. Terms of reference have been developed for a comprehensive technology study. |
National Aerial Surveillance Program 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. |
National Aerial Surveillance Program
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. |
National Aerial Surveillance Program National Aerial Surveillance Program reported 183 pollution sightings: 164 classified as mystery spills and 19 as ship source spills.
National Aerial Surveillance Program reported visually observing 9,947 vessels and 76,767 using Automatic Identification System.
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SDS Departmental Goals: Commitment 6.1 - Transportation Data and Information
Federal SD Goals: 6
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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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. |
Identification of the major data gaps and development of a strategy to address them. |
Developing a data strategy to address high priority data gaps at the federal, provincial, regional or local level. |
SDS Departmental Goals: Commitment 6.2 - Understanding Economic, Social and Environmental Costs of Transport
Federal SD Goals: 6
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Transport Canada will lead the development of an environmental analytical framework, by 2008-2009 to estimate the impact of various transportation-related environmental policies and instruments. This initiative includes the evaluation of the costs of the following emissions: clean air (CO, PM2.5, PM10, NOX, VOCs, O3, SO2), GHGs and noise. The emphasis is on human health impacts. To have a synthesis report made available to the public by 2008 2009. |
Better sense of priorities in assessing the relative importance of each cost element. Release of synthesis report. |
Released synthesis report entitled “Estimates of the Full Cost of Transportation in Canadaâ€. Background report entitled “Evaluation of Total Cost of Air Pollution Due to Transportation in Canada†was released. |
SDS Departmental Goals: Commitment 6.3 - Funding for Sustainable Development Initiatives
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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In 2006-2007, Transport Canada will establish an internal sustainable development strategy fund of up to $ 1million/year for three years for innovative projects that make significant contributions to sustainable transportation. Approved projects will be considered SDS commitments. 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. |
Total spending for the SDS Fund in 2008/09 was $700K of the $1 million allocated. Approved 13 innovative projects, of which, 3 were unable to proceed due to unforeseen circumstances. The 10 remaining projects were successful in a number of different areas related to transportation. |
SDS Departmental Goals: Commitment 7.1 - Transport Canada Environmental Management System
Federal SD Goals: 1, 3, 4, 5 & 6
Greening Government Operations Goals: Building Energy, Vehicle Fleet & Green Procurement
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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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 framework. |
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From Words to Work (Part 7)
All commitments in this section contribute to Federal SD Goal 6 |
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SDS Departmental Goal: Achieved SDS Departmental Results for 2008-2009: |
SDS Departmental Goal: Achieved SDS Departmental Results for 2008-2009: |
SDS Departmental Goal: Achieved SDS Departmental Results for 2008-2009: |
SDS Departmental Goal: Achieved SDS Departmental Results for 2008-2009: |
SDS Departmental Goal: Achieved SDS Departmental Results for 2008-2009: |
SDS Departmental Goal: Achieved SDS Departmental Results for 2008-2009: |
SDS Departmental Goal: Achieved SDS Departmental Results for 2008-2009: |
SDS Departmental Goal: SDS Departmental Results for 2008-2009: |
SDS Departmental Goal: Achieved SDS Departmental Results for 2008-2009: |
SDS Departmental Goal: Achieved SDS Departmental Results for 2008-2009: |
SDS Departmental Goal: Achieved SDS Departmental Results for 2008-2009: |
The Secretariat’s goals for sustainable development as set out in its Sustainable Development Strategy 2007-09 are as follows:
1. Contribute to improved management of and accountability for sustainable
development within the Government of Canada.
2. Make progress on federal priorities related to sustainable development.
3. Improve environmental stewardship of Secretariat operations.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Engage Environment Canada (EC) to:
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Produce revised guides and tools, as well as approaches for their assessment. | Develop revised guidance materials for submissions. | Completed in 2007. |
Support the Canada School of Public Service government-wide SD training course and explore other learning opportunities. | Offer learning opportunities on managing SD for the Secretariat. | The Secretariat used the materials developed by the Canada School of Public Service in 2007–08 to provide employees with information on SD. Training was delivered on March 30, 2009. Information on SD was incorporated into orientation packages for policy and program analysts. Two orientation sessions were held over the fiscal year (July 24, 2008, and February 11–12, 2009). |
Support EC, as appropriate, in addressing the management issues raised in the 2006 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. | Developed guidance on SD reporting to be included in subsequent versions of the Guide to the Preparation of Part III of the Estimates. The Secretariat provided ongoing support to EC in its review of SD management issues and its development and implementation of a federal sustainable development strategy. |
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Improve learning opportunities through workshops, sessions, and symposia. | Hold the annual Federal Fleet Workshop. | A Federal Fleet Workshop was held in October 2008 to identify additional ways to green the federal fleet. Best practice presentations and new technology demonstrations were also provided. Field experts from the automotive industry and fuel suppliers provided information on emerging technologies for green vehicles and fuels. |
Monitor the administration of the Federal Contaminated Sites Action Plan (FCSAP). |
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The Secretariat reviewed and analyzed two FCSAP submissions and supported commitments made for FCSAP in Budget 2009. The Secretariat supported EC
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Maintain the Federal Contaminated Sites Inventory (FCSI). |
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The Secretariat reviewed and analyzed two FCSAP submissions and supported commitments made for FCSAP in Budget 2009. The Secretariat supported EC in examining program performance data through the FCSAP formative evaluation, which was completed in the fall of 2008; and in the analysis and preparation of FCSAP annual reports, including posting past reports onto the Federal Contaminated Sites Web portal. |
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Lighting modernization | Reduction of greenhouse gas (GHG) emissions by 5 per cent. |
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Provide employees with more opportunities for involvement in workplace environmental initiatives. | Environmental initiatives are implemented and communicated across the Secretariat. |
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Continue to develop an Environmental Management System. | Corporate Services Branch undergoes a successful internal Environmental Management System (EMS) audit. |
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Training for materiel managers, procurement staff, and acquisition cardholders is complete. |
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Furniture procurement standards have been established and are being followed by the Secretariat | Establish:
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The recycling program at L’Esplanade Laurier has been updated, and new recycling opportunities have been added to the program. |
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Compost paper hand towels. |
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Veterans Affairs Canada remains committed to Sustainable Development. We have exceeded many of our targets as laid out in the 2007-2009 Sustainable Development Strategy. With the introduction of a Federal Sustainable Development Strategy (FSDS), we look forward to working together with other Departments to meet federal targets, as will be outlined in the FSDS. We will be ensuring that the necessary data sources are established to report on the targets.
In this reporting cycle we have adjusted some of our targets to ensure that we are consistently reporting each year from a baseline year rather than reporting based on each previous year, thus building on our commitments to greening government operations.
Although the Federal Sustainable Development Act has repealed the original Auditor General's act which established the requirement for Sustainable Development reporting, we will continue to report on those commitments listed in the strategy during the gap period between the new act and the tabling of the FSDS.
SDS Departmental Commitment | Federal SD Goal(s) including Greening Government Operation (GGO) Goals (if applicable) | Supporting Performance Measure | 2008-2009 | ||
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Target | Actual Value | ||||
1 | 100% of material 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) | 30% of materiel managers and procurement community trained | 25% of materiel managers and procurement community trained |
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) | 10% increase in green products purchased | $5.2 M was spent. This includes obtaining products from mandatory standing offers |
3 | Conduct an analysis of paper usage and implement strategies to reduce paper usage | Decrease in quantity of paper purchased | 10% decrease | 28% decrease | |
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 | 10% decrease | Not available | |
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) | 10% decrease | 10.6% decrease from 2002-2003 |
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) | 5% increase | 7.9% increase |
7 | Conduct an analysis of vehicle (fleet, personal, rental) usage by staff and implement strategies to reduce GHG emissions | Analysis of vehicle usage has been conducted and next steps have been identified | N/A | Next steps have been identified. | |
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) | 25% reduction | 45.4% 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) |
19 messages | |
10 | A high percentage of all Client Service Teams (CST) 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 | 33% | 75% 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 | N/A | Complete. Dissemination of finds to federal and provincial stakeholders completed |
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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 | 10% increase | 31% 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. | 3% decrease | 1.3% increase |
SDS Departmental Goals: Innovation Towards Sustainable Development (SD)
Federal SD Goal(s), including GGO goals: Clean water, clean air, reduce greenhouse gas emissions, sustainable communities.
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Development, commercialization, adoption and/or adaptation of environmental technologies and processes | Number of approved projects | 15 projects were approved that develop, commercialize, adopt and/or adapt environmental technologies and processes. Western Economic Diversification Canada (WD) committed $20,035,030 to these projects, resulting in $75,294,123 in leveraged funding. |
Capacity building, market development and development of management capacity in the environmental sector | $'s committed to projects | 11 projects were approved that support the environmental sector for capacity building, market development and to develop management capacity. WD committed $3,680,084 to these projects, resulting in $13,659,254 in leveraged funding. |
Expanded understanding of the impact of environmental issues on Western Canada through research. | Total $'s leveraged | 11 projects were approved that support research that expands our understanding of the impact of environmental issues on Western Canada. WD committed $1,155,794 to these projects, resulting in $353,184 in leveraged funding. |
SDS Departmental Goals: Greening of WD Operations
Federal SD Goal(s), including GGO goals: Governance for sustainable development
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
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Senior management is engaged and supported by corporate SD team | Executive committee briefed semi-annually about the implementation of SDS IV | Executive Committee received SD related briefings as required. Senior Management approved the SD Team Terms of Reference 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 Departmental Performance Report (DPR), the Report on Plans and Priorities (RPP),and regional business plans |
SD is well integrated with the departmental planning process. Â It is present in the Corporate Business Plan, all four Regional Business Plans, DPR and RPP. |
Strategic Environmental Assessment (SEA) management systems are implemented to ensure early, full and meaningful implementation of the Cabinet Directive | Numbers of SEAs completed | One preliminary scan was completed relating to the Official Languages Act. 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, and Greening Tips were emailed
to all staff. Key research findings from a study on Green Building Standards were also presented to WD staff at a videoconference research seminar. |
Greening clauses are incorporated in departmental goods and services contracts where appropriate | Number of contracts with green clauses | In progress. |
Purchase green office supplies | % 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 Forest Stewardship Council certified. WD staff members were also encouraged to purchase mechanical pencils and pens that use refills rather than replacing the whole pen. |
Purchase or lease green office equipment | % of green purchases or leases for office equipment | 100% of printers and photocopiers leased and/or purchased by WD in 2008/2009 have met criteria for green standards as determined by Public Works and Government Services Canada (PWGSC) for inclusion in standing offers. Across the regions, all of WD's newest printers have a smaller ecological footprint than our previous ones. |
SD and green training provided to officers | Number of staff attending training | No training scheduled for 2008/2009. |
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
aluminium can recycling. All offices are equipped with blue bins to easily recycle products. WD also disposed of its electronic waste in the most effective way possible. Many regions donated monitors, computers, laptops and miscellaneous parts to schools. Computers, photocopiers, printers, DVD players and hard drives that are not donated to schools or charities are sent to provincial recycle stations. Cell phones are returned to service providers and batteries are taken to eco-stations. |
SDS Departmental Goals: External Greening
Federal SD Goal(s), including GGO goals: Not applicable
Expected Results 2008-09 | Supporting Performance Measure(s) | Achieved SDS Departmental Results for 2008-09 |
---|---|---|
Work with other federal departments and partners to ensure access by western stakeholders to federal SD-related programs | % of federal SD-related $s distributed in Western Canada Number of applications from Western Canada for federal SD-related programs |
WD collaborated with other departments on SD related issues through the Interdepartmental
Network on Sustainable Development. All WD regions consult regularly with other federal departments on environmental
assessment through Regional Environmental Assessment Committees. Through the Senior Management Committee on
Environmental Assessment, WD collaborated with senior officials from other departments on issues related to
environmental assessment including Strategic Environmental Assessment. WD has also attended a preliminary findings meeting for the evaluation of the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals. Information on the percent of federal SD-related funds distributed in Western Canada, and 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 | WD-supported projects in 2008/2009 did not include support for SD-related 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. Both issues published in 2008/2009, contained information on WD's SD-related
activities. The BC Region “Green Team†joined and contributed to the “Green Corner Bulletin†network. The Bulletin is a monthly interdepartmental bulletin that is generated and distributed via participating Green Teams. Participating organizations take turns creating a bulletin and sharing it around. Other departments participating include Citizenship and Immigration Canada, Transport Canada, Environment Canada, and PWGSC. |
*Projects supported may contribute to one or more of the federal SD goals listed.
For a detailed report on key outcomes from 2008-2009, please refer to the annual update at: http://www.wd-deo.gc.ca/eng/6777.asp.