2013-14 Departmental Performance Report - Canada Border Services Agency

ARCHIVED - Overview of the Federal Government's Approach to Sustainable Development

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The Federal Sustainable Development Strategy (FSDS) 2013–16, tabled on November 4, 2013, guides the Government of Canada's sustainable development activities, as required by the Federal Sustainable Development Act (FSDA). In keeping with the objectives of the FSDA, to make environmental decision–making more transparent and accountable to Parliament, the Canada Border Services Agency (CBSA) supports the implementation of the FSDS through the activities found in this departmental strategy.

Accordingly, this Departmental Sustainable Development Strategy (DSDS) presents the results for commitments for Theme III – Protecting Nature and Canadians, within the context of the 2013–16 FSDS. This DSDS also provides the results for Theme IV – Shrinking the Environmental Footprint – Beginning with Government based on the 2010–13 FSDS. 

Theme III: Protecting Nature and Canadians

The Admissibility Determination Program contributes to Theme III – Protecting Nature and Canadians of the Federal Sustainable Development Strategy for 2013-16. The Food, Plant and Animal Program within this program activity plays a vital role in preventing and managing the risks associated with the introduction of invasive alien species. In partnership with other key departments and agencies, the CBSA coordinates a rapid and effective response to the threat posed by invasive alien species to our nation's ecosystems and resource-based economies.

Theme III: Implementation Strategy

Prevent the introduction and rapid dispersal of invasive species and disease into Canada via land, air and marine ports of entry, thus reducing potential deleterious effects to ecosystems, economies and society.

Strategic Outcome 

International trade and travel is facilitated across Canada's border, and Canada's population is protected from border-related risks.

  • Program Activity
    • Admissibility Determination
  • Program Sub-Activity
    • Highway, air, rail and marine modes
  • Program Sub-Sub-Activity
    • Food, Plant and Animal Program

Performance Indicators

Wood packaging material pathway
Number of commercial containers inspected for wood packaging material 3,674
Number of interceptions of live pests in wood packaging material 73
Number of containers ordered removed from Canada for reasons of non-compliance with phytosanitary requirements for wood packaging material 130
Percentage of containers inspected for wood packaging material that are compliant with phytosanitary requirements 93%
Food, plant and animal non-compliant commodities
Number and nature of interceptions of food, plant and animal non-compliant goods 59,492
Number of food, plant and animal investigations concluded with convictions 2

Theme IV: Implementation Strategies

The Government of Canada is dedicated to improving the environmental performance of its own operations by shrinking its environmental footprint in the following target areas: green buildings, greenhouse gas emissions, electronic and electrical waste, printing unit reduction, paper consumption, green meetings and green procurement. The CBSA contributes to these commitments through the Internal Services Program Activity. The Agency is committed to incorporating each of these seven target areas into its organizational functions to enhance our sustainable corporate practices.

By meeting the targets associated with these seven key areas, the CBSA is continuing its efforts to reduce its operational environmental impacts while helping the Government of Canada to reduce its environmental footprint. The following tables represent the performance levels for each target:

Green Building Targets

As of April 1, 2012, and pursuant to the CBSA Green Building Strategic Framework, new construction and build-to-lease projects, and major renovation projects, will achieve an industry-recognized level of high environmental performance.Footnote 1 (Target 8.1 from FSDS 2010-2013)

Performance Measure Performance Status
Target status Achieved
Number of completed new construction, build-to-lease, and major renovation projects in the given fiscal year, according to the CBSA Green Building Strategic Framework 4
Number of completed new construction, build-to-lease, and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, according to the CBSA Green Building Strategic Framework 4
Existence of the CBSA Green Building Strategic Framework Yes: Updated November 2012
Strategies / Comments 
  1. Minimum level of environmental performance: LEED NC Silver or Green Globes – 3 Globes.
  2. Threshold: All buildings will be contracted to achieve LEED NC Silver or Green Globes – 3 Globes standards.
  3. Industry-recognized assessment and verification tool used: LEED or Green Globes.
  4. Certification to be sought: Certification recommended for buildings over 2000m2.
  5. Rationale for traffic light indicator selected: 100% of completed new construction and major renovation projects have achieved the target, as per the CBSA Green Building Strategic Framework.
  6. Location of completed projects:
    • Manitoba (all projects were designed according to LEED Silver standards, < 2000m2)
      • Goodlands
      • Lyleton
      • Coulter
    • Quebec
      • Rigaud (certification expected for Fall 2014)

As of April 1, 2012, and pursuant to the CBSA Green Building Strategic Framework, existing crown buildings over 1000 m2 will be assessed for environmental performance using an industry-recognized assessment tool.Footnote 2 (Target 8.2 from FSDS 2010-2013)

Performance Measure Performance Status
Target status On Track
Number of buildings over 1000 m2, according to the CBSA Green Building Strategic Framework 12
Percentage of buildings over 1000 m2 in the given fiscal year that have been assessed using an industry-recognized assessment tool, according to the CBSA Green Building Strategic Framework 50%
Existence of the CBSA Green Building Strategic Framework Yes: Updated November 2012
Strategies / Comments 
  1. Minimum level of assessment: BOMA BESt Level 1.
  2. Threshold: All custodial buildings over 1000m2.
  3. Industry-recognized assessment tool used: BOMA BESt.
  4. Certification to be sought: Yes.
  5. Level achieved: All at BOMA BESt Level 1.
  6. Rationale for traffic light indicator: The CBSA has achieved its interim target for the given fiscal year.
  7. Location of assessments:
    • Douglas, British Columbia
    • Huntingdon (commercial building), British Columbia
    • Huntingdon (traveller building), British Columbia
    • Pacific Highway, British Columbia
    • Stanhope, Quebec
    • Stanstead, Quebec

As of April 1, 2012, and pursuant to the CBSA Green Building Strategic Framework, new lease or lease renewal projects over 1000 m2, where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool.Footnote 3 (Target 8.3 from FSDS 2010-2013)

Performance Measure Performance Status
Target status N/A
Number of completed lease and lease renewal projects over 1000 m2 in the given fiscal year, according to the CBSA Green Building Strategic Framework N/A
Number of completed lease and lease renewal projects over 1000 m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, according to the CBSA Green Building Strategic Framework N/A
Existence of the CBSA Green Building Strategic Framework  N/A
Strategies / Comments
  1. This target is not applicable to the CBSA as all new lease and lease renewal projects are negotiated through Public Works and Government Services Canada (PWGSC) on behalf of the Agency. As the client, the CBSA can request inclusion of this target in its lease requirements.

As of April 1, 2012, and pursuant to the CBSA Green Building Strategic Framework, fit-up and refit projects will achieve an industry-recognized level of high environmental performance.Footnote 4 (Target 8.4 from FSDS 2010-2013)

Performance Measure Performance Status
Target status Achieved
Number of completed fit-up and refit projects in the given fiscal year, according to the CBSA Green Building Strategic Framework 2
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, according to the CBSA Green Building Strategic Framework 2
Existence of the CBSA Green Building Strategic Framework  Yes: Updated November 2012
Strategies / Comments
  1. Minimum level of environmental performance: Green Globes Fit-Up 3 Globes.
  2. Threshold: Fit-up projects over 1000m2 and/or $1 million.
  3. Applicable building types: Office buildings.
  4. Industry-recognized verification tool used: Green Globes.
  5. Certification Required: No.
  6. Exemptions: Spaces provided to the CBSA under Section 6 of the Customs Act.
  7. Rationale for traffic light indicator selected: 100% of completed fit-up and refit projects have achieved the target in the given fiscal year, as per the CBSA Green Building Strategic Framework.
  8. The CBSA Green Building Strategic Framework currently applies to headquarters accommodation projects only. The strategic framework will incorporate regional projects during the next review/update.
  9. The fit-up projects were designed according to Workplace 2.0 standards and 80% of the furniture is made of recycled materials.
  10. Location of completed projects: Two floors of 191 Laurier avenue West, Ottawa, Ontario.

Greenhouse Gas Emissions Target

The federal government will take action now to reduce levels of greenhouse gas (GHG) emissions from its operations to match the national target of 17% below 2005 by 2020. (Target 8.5 from FSDS 2010-2013)

Performance Measure Performance Status
Target status Action Required
CBSA GHG reduction target: Percentage of absolute reduction in GHG emissions by FY 2020-2021, relative to FY 2005-2006 11%
CBSA GHG emissions in FY 2005-2006, in kilotons of CO2 equivalent 12.3
CBSA GHG emissions in the given fiscal year, in kilotons of CO2 equivalent 14.1
Change in the CBSA GHG emissions from FY 2005-2006 to the end of the given fiscal year, expressed as a percentage +12.9%
Existence of the CBSA implementation plan to reduce GHG emissions Yes: Completed March 2012
Strategies / Comments
  1. Scope: Targeted emissions sources include the CBSA facilities and fleet.
  2. Emissions sources excluded from GHG inventory: No exclusions.
  3. Change to the CBSA GHG reduction target: There have been no changes to the reduction target since it was established in RPP 2011-2012.
  4. Base year adjustments: No base year adjustments.
  5. GHG management strategy: Implementing a building specific energy management plan in partnership with Natural Resources Canada.
  6. Key components of GHG reduction plan:
    • Energy audits and retrofits at key existing facilities;
    • Implement a recommissioning and ongoing commission program to continuously optimize building efficiency at existing facilities;
    • Complete an Energy Performance Contract at Rigaud Training Facility, Quebec; 
    • Implementing high energy efficiency targets in CBSA new construction and major renovation projects;
    • Complete a fleet modernization review in 2014-2015;
    • Increase the purchase of hybrid, electric and ultra-compact vehicles.
  7. Additional information:
    • The CBSA's building floor area has increased by 36% since the baseline year (2005-2006) due to an expanding operational demand. Despite this significant increase in operational space, the Agency has held GHG emissions to an increase of only 12.9%;  
    • GHG intensity continues to decline. Overall GHG intensity of the CBSA facilities (in CO2e/m2) decreased by 5.1% since 2005-2006;
    • In 2013-2014 absolute GHG emissions decreased by 2.5% from the previous year;
    • Fleet size and corresponding GHG emissions stabilized in 2013-2014.
  8. Rationale for traffic light indicator selected: Emissions are greater than, or equal to, baseline year emissions. This status does not directly reflect Agency's efforts to reduce its greenhouse gas emissions.

Surplus Electronic and Electrical Equipment Target

By March 31, 2014, the CBSA will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner. (Target 8.6 from FSDS 2010-2013)

Performance Measure Performance Status
Target status Achieved
Existence of the CBSA implementation plan for the disposal of all generated EEE Yes: Completed March 2012
Total number of CBSA locations with an EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year 100%* (applies to CBSA-owned equipment)
Strategies / Comments
  1. Scope: Electronic and electric waste is defined as all surplus electronic and electrical assets/materiel that have reached the end of their useful life. This includes all information technology, laboratory, security, telecommunication, audio-visual and office equipment, as well as all other equipment powered by electricity.
  2. Definition and number of locations:
    • For the purposes of measurement, "CBSA locations" are all facilities with network connectivity. This represents 319 locations, including ports of entry, inland enforcement offices, headquarters and regional offices.
    • *Electronic equipment located within headquarters accounts for approximately 33 percent of all electronic equipment used within the CBSA. Regionally located electronic equipment is owned and managed by the Canada Revenue Agency on behalf of the Agency.
    • For the purposes of this target, "fully implemented" is defined by the presence of the CBSA Policy on Disposal of Surplus Materiel Assets, including electronic and electric waste, which is accessible to all employees. 
  3. Security considerations: Information, Science and Technology Branch is arranging for sanitization of the information technology asset.
  4. Rationale for traffic light indicator selected: The CBSA has achieved 100% of locations with an EEE implementation plan fully implemented.
  5. Process to track EEE:
    • In headquarters, the Information Technology Asset Inventory tracks disposal records of headquarters electronic waste. 
    • Each regional/district materiel manager maintains disposal records, and responds to reporting requests from headquarters.
  6. Streams used for reusing or recycling: The CBSA ensures that all surplus materiel assets are disposed of in accordance with the Federal Electronic Waste Strategy and Treasury Board Secretariat Directive on Disposal of Surplus Materiel and makes use of the following mechanisms:
    • Computers for Schools;
    • Crown Assets Distribution Centres;
    • Donation or transfer to other qualifying organizations;
    • Provincial Extended Producer Responsibility programs;
    • Other waste programs (e.g. Departmental Individual Standing Offer).

Printing Unit Reduction Target

By March 31, 2013, the CBSA will achieve an 8:1 average ratio of office employees to printing units. The CBSA will apply the target where building occupancy levels, security considerations, and space configuration allow. (Target 8.7 from FSDS 2010-2013)

Performance Measure Performance Status
Target status Exceeded
Ratio of CBSA office employees to printing units in fiscal year 2010-2011, where building occupancy levels, security considerations and space configuration allow 3:1
Ratio of CBSA office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow 8.9:1
Strategies / Comments 
  1. Definition: "Printing units" include all stand-alone and network printers (LAN printers), and multifunctional devices.
  2. Scope: To reduce the reporting and simplify tracking of this target, the CBSA has scoped all buildings, space configurations and employees. While some buildings may have a smaller ratio due to building occupancy or security considerations, the CBSA must exceed this target in larger locations to meet this target overall for all employees. Direct line-of-business printing units were identified as out-of-scope as they are essential to delivering specific Agency client requirements.
  3. Performance measurement:
    • The number of printers is determined by the Printing Unit Inventory.
    • The number of office employees is available in the Human Resources Staffing Reports.
    • All the office employees (i.e. headquarters and regions) are subjected to the target.
  4. Reporting requirements: Information Technology Asset Inventory will track the average ratio of office employees to printing units.  
  5. Rationale for traffic light indicator selected: The CBSA developed and put into action a comprehensive implementation plan for achieving and maintaining an 8:1 average ratio of office employees to printing units and has exceeded target by 0.9.
  6. Stakeholder roles and responsibilities:
    • Senior management ensures sustainable development guidelines are communicated and endorsed within the CBSA.
    • Information Technology Shared Services Management Division is leading the Device Rationalization Initiative.
    • Development of awareness material will outline efficiencies and opportunities to ensure that the target ratio is met and sustained, while enabling employees to have the appropriate tools for the job.
    • Managers ensure requests for new devices are accompanied with business rationale/justification, and ensure disposable items (such as paper and print cartridges) are recycled.
    • Information technology procurement officers ensure devices are purchased with environmentally friendly considerations.
    • Information technology support ensures that devices are configured to take advantage of environmentally friendly settings, and ensures end-of-life equipment is disposed of in a secure and environmentally friendly manner.
  7. Plan for engagement:
    • Strategic Review of all information technology devices indicated an opportunity to reduce the number of devices in use within the CSBA. This reduction began in 2011-2012 and will be accomplished through a reduction in ever-greening (end-use renewal) of aging equipment.
    • The actual removal/clean-up of inventory meant that 3,467 printers were removed from actual inventory.
    • The Device Rationalization Initiative was targeting stand-alone and network printers in Phase I and PCs and laptops in Phase II.
    • Approaches to greening information technology have been factored into asset management practices with an aim to reduce the overall environmental footprint.
  8. Opportunities for continuous improvement:
    • The CBSA has established an approval process for procuring net-new printing units, whereby requests must be accompanied by a printer exemption form (business rationale) endorsed by senior management. Where possible, multifunction devices are being introduced to reduce the number of overall devices within the organization.

Paper Consumption Target

By March 31, 2014, the CBSA will reduce internal paper consumption per office employee by 20%. The CBSA will establish a baseline between 2005-2006 and 2011-2012, and an applicable scope. (Target 8.8 from FSDS 2010-2013)

Performance Measure Performance Status
Target status Exceeded
Number of sheets of internal office paper purchased or consumed per office employee in the selected baseline year, baseline year 2008-2009, as per CBSA scope 7639 Sheets
Cumulative reduction (or increase) in paper consumption per office employee in the given fiscal year, expressed as a percentage, relative to the selected baseline year -26%
Strategies / Comments
  1. Scope: All the CBSA employees are included.
  2. Method used for determining paper consumption: Data based on PWGSC National Standing Offer.
  3. Method used for determining number of office employees: CBSA Demographic Reports
  4. Number of employees subject to the target: 14,841 employees.
  5. Reporting requirements: The CBSA collects PWGSC National Standing Offer information quarterly.
  6. Rationale for traffic light indicator selected: The CBSA developed and put into action a comprehensive implementation plan for achieving the target and maintaining a level of reduced paper consumption.
  7. Roles and responsibilities:
    • The Environmental Operations and Contracting and Materiel Management Divisions are target leads.
    • All procurement personnel and acquisition cardholders are required to purchase paper through the PWGSC National Standing Offer.
  8. Plans for engagement:
    • Create virtual green office guidelines, including a paper section.
    • Develop a communication plan to educate all employees about the economic, social and environmental impacts of paper consumption.
    • Report paper consumption to ensure continuous improvement.
  9. Implementation plan for maintaining a level of reduced paper consumption: Electronic initiatives have been put in place to make processes more efficient, use fewer resources and reduce our environmental footprint. The adoption and use of the CBSA Self-Service Portal and the Government of Canada Compensation Web Applications have been the key drivers in the reduction of paper consumption in the Agency. Other best practices such as printing double-sided, using Web conferencing services, rationalizing information technology devices and shifting to electronic records have also assisted in our paper reduction accomplishments. 

Green Meetings Target

By March 31, 2012, the CBSA will adopt a guide for greening meetings. (Target 8.9 from FSDS 2010-2013)

Performance Measure Performance Status
Target status Achieved
Presence of a green meetings guide Yes: Adopted March 2012
Strategies / Comments
  1. Scope: The green meeting guide is applicable to all meetings held within the CBSA premises.
  2. Rationale for traffic light indicator selected: The CBSA has adopted a green meeting guide.
  3. Roles and responsibilities:
    • The Environmental Operations Division is responsible for reviewing the green meeting guide every three years to evaluate and update as required.
    • All CBSA employees are responsible for carrying out activities consistent with the green meeting guide.
  4. Key components of the guide:
    • Composed of environmental best practices and tools.
    • Raises awareness of green meetings and sustainable practices in the workplace, reducing the environmental footprint of Agency-hosted meetings, in particular, large meetings and events. 

Green Procurement Targets

As of April 1, 2011, the CBSA will establish at least three SMART green procurement targets to reduce environmental impacts. (Target 8.10 from FSDS 2010-2013)

By March 31, 2014, 90 percent of vehicles purchased annually will be right-sized for operational needs and will be the most fuel-efficient vehicles in their class in the Government Motor Vehicle Ordering Guide and/or will be alternative fuel vehicles.

Performance Measure Performance Status
Target status Achieved
Percentage of vehicle purchases that meet the target relative to total dollar value of all vehicle purchases in the given year 90%
Progress against measure in the given fiscal year +10%
Strategies / Comments
  1. The target meets the SMART principle as described below:
    • Specific: The target is specific to the fleet and clearly identifies precise procurement objective.
    • Measurable: The CBSA Vehicle Matrix and Automotive Resources International management tool will guide right-sizing purchases of vehicles.
    • Achievable: The National Fleet Manager has developed and implemented the CBSA Fleet Management Framework to ensure the completion of this target.
    • Relevant: By right-sizing the fleet, fuel consumption and greenhouse gas emissions have reduced, offering significant environmental benefits.
    • Time-bound: A firm date is established for target completion.
  2. Rationale for traffic light indicator selected: The CBSA developed and put into action a SMART target approach and a comprehensive implementation plan for achieving the self-selected target and efforts are made to quantify and report on reduced environmental impacts associated with the adoption of the CBSA Fleet Management framework (GHG / energy reduction).

By March 31, 2014, five percent of the CBSA vehicles will be hybrid or ultra-compact.

Performance Measure Performance Status
Target status Achieved
Percentage of hybrid or ultra-compact vehicles that the CBSA has in its vehicle inventory 5%
Progress against measure in the given fiscal year +1 %
Strategies / Comments
  1. The target meets the SMART principle as described below:
    • Specific: The target identifies a clear and quantifiable fleet objective.
    • Measurable: An accurate fleet inventory that tracks the required information is used to measure target performance.
    • Achievable: Resources and responsibilities for target completion have been identified. The National Fleet Manager, in collaboration with Regional Fleet Managers, determine operational needs and feasibility of purchasing hybrid and/or ultra-compact vehicles.
    • Relevant: By purchasing hybrid and/or ultra-compact vehicles, fuel consumption and greenhouse gas emissions have reduced, offering significant environmental benefits.
    • Time-bound: A firm date is established for target completion.
  2. Rationale for traffic light indicator selected: The CBSA has achieved the self-selected target.
  3. Key actions to meet target:
    • Priority for vehicle replacement is in place for clients requesting hybrid or ultra-compact vehicles.

By March 31, 2013, 90 percent of solicitation documentation, including requests for proposal, evaluation criteria and contracts, will incorporate environmental clauses.

Performance Measure Performance Status
Target status Achieved
Percentage of solicitation documents that incorporated environmental clauses relative to the total number of solicitation documents 90%
Progress against measure in the given fiscal year +10%
Based on competitive solicitation issued by CBSA
Strategies / Comments
  1. The target meets the SMART principle as described below:
    • Specific: The target precisely defines the type and percentage of solicitation documents that include environmental clauses.
    • Measurable: Information available from contracting system and various procurement templates serve to measure performance.
    • Achievable: The National Contracting and Procurement Manager integrate environmental clauses in appropriate solicitation documents.
    • Relevant: The CBSA contracts a significant amount of goods and services. By including environmental clauses in solicitation documents, the CBSA can ensure the goods and services it contracts are made and/or delivered in an environmentally-friendly manner.
    • Time-bound: A firm date is established for target completion.
  2. Rationale for traffic light indicator selected: The CBSA has achieved the self-selected target.

As of April 1, 2011, the CBSA will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision making. (Target 8.11 from FSDS 2010-2013)

Training for select employees

By March 31, 2014, 90 percent of procurement personnel and acquisition cardholders will have successfully completed a recognized training course on green procurement offered by the Canada School of Public Service, or other federal government organization.

Performance Measure Performance Status
Target status Exceeded
Percentage of procurement personnel and new acquisition cardholders who have successfully completed training relative to the total number of procurement personnel and acquisitions cardholders 99%
Progress against measure in the given fiscal year +16.5%
Strategies / Comments
  1. The target meets the SMART principle as described below:
    • Specific: The target clearly states who is required to complete green procurement training, and what types of courses are acceptable.
    • Measurable: Information from the Canada School of Public Service measures the successful completion rate of the green procurement course. The CBSA Central Feedback Management System measures the successful completion of the CBSA online acquisition card training.
    • Achievable: Both training courses are available online at no cost and are mandatory
    • Relevant: The CBSA procurement personnel and acquisition cardholders are better able to integrate environmental considerations into the goods and services that they procure.
    • Time-bound: A firm date is established for target completion.
  2. Rationale for traffic light indicator selected: The CBSA developed and put into action a SMART target approach and a comprehensive implementation plan for achieving and maintaining greater than 90% of designated employees trained in green procurement. 

Employee performance evaluations for managers and functional heads of procurement and materiel management

By March 31, 2013, all procurement and materiel management functional specialists, associated managers and functional heads will have environmental clauses incorporated into their performance evaluations.

Performance Measure Performance Status
Target status Achieved
Percentage of performance evaluations of targeted procurement personnel that have environmental clauses relative to the total of procurement personnel 95%
Progress against measure in the given fiscal year 0%
Strategies / Comments
  1. The target meets the SMART principle as described below:
    • Specific: The target precisely identifies the positions that should have environmental clauses incorporated into performance evaluations.
    • Measurable: The CBSA Contracting and Assets Division tracks the percentage of performance evaluations with environmental clauses.
    • Achievable: A responsible authority has been identified to ensure that clauses are included in performance evaluations.
    • Relevant: By incorporating environmental clauses into targeted employee performance evaluations, clear accountability enhances green purchasing.
    • Time-bound: A firm date is established for target completion
  2. Rationale for traffic light indicator selected: The CBSA has achieved its performance evaluation target.

Management processes and controls

By March 31, 2013, the CBSA Fleet Management Framework will be developed and implemented.

Performance Measure Performance Status
Target status Achieved
Existence of the CBSA Fleet Management Framework Yes: Implemented in March 2013
Strategies / Comments
  1. The target meets the SMART principle as described below:
    • Specific: The target clearly identifies an output related to a specialized area of procurement.
    • Measurable: Measurement is based on the completion of the target.
    • Achievable: Resources and responsibilities for target completion have been identified. The National Fleet Manager, in collaboration with other stakeholders, have developed and implemented appropriate policy, standards and guidelines to complete the framework.
    • Relevant: The CBSA has a significant vehicle fleet. Having a fleet management framework that combines traditional fleet practices with green procurement principles ensures that the CBSA fleet is procured and managed in a manner that contributes to a sustainable Canada.
    • Time-bound: A firm date is established for target completion.
  2. Rationale for traffic light indicator selected: The CBSA has achieved the self-selected target.

Sustainable Development Activities at the CBSA

The relationship that exists between the CBSA's mandate and the pillars of sustainable development places the Agency in a unique position to advance sustainability within the Government of Canada.

In support of the environmental pillar, the CBSA strives to minimize environmental impacts. The Agency's role has two facets: it works to reduce the environmental impact of its operations and works to protect Canada's environment against harmful threats from outside our borders. Through its various environmental management programs, the Agency ensures that it carries out its operations without damaging the environment. As an enforcement and intelligence Agency, with mobile operations conducted at both rural and urban locations, the Agency is helping to reduce greenhouse gas emissions by minimizing the amount of time vehicles wait idling. The Agency also helps protect Canada's environment by preventing the entry of prohibited goods, including hazardous wastes, illegal plants and animals, which may have a harmful effect on the country's biological resource base, on food safety as well as on plant and animal health.

The Agency plays a fundamental role in maintaining Canada's economic prosperity. We promote trade and economic benefits by administering trade legislation and agreements. We enforce trade remedies that help protect Canadian industry from the injurious effects of dumped and subsidized imported goods, and we collect applicable duties and taxes on imported goods. Pre-approval programs — NEXUS, FAST and eManifest — allow the Agency to minimize resources dedicated to traders and travellers that have demonstrated a sufficient level of "trust", so that enforcement efforts can be focused on those deemed higher risk.  By facilitating Canada's international business and trade, the CBSA contributes significantly to Canada's economic prosperity.

The CBSA contributes to a sustainable society by protecting the health and safety of all Canadians by enforcing legislation that ensures only those people and goods deemed admissible are granted entry into Canada. The Agency is responsible for detaining people who are a potential threat to Canada and removes those who are inadmissible as a result of their involvement in terrorism, organized crime, war crimes or crimes against humanity. We also help protect the health of Canadians by restricting the entry of hazardous products and goods that may have a negative impact on food safety, thus ensuring a secure society for Canadians.

In short, the CBSA is committed to carrying out its operations in a way that balances all three pillars of sustainable development – economy, society and environment.

Sustainable Development Management System

The CBSA is being called upon to continue providing excellent service with fewer resources. By making tasks and processes more efficient, the Agency uses fewer resources, reduces its ecological footprint, and makes a significant contribution to the sustainable development of the Agency — while ultimately providing improved service to employees and Canadians. The change in habits, accompanied by an evolution of its operational processes, makes the Agency more efficient and sustainable. This cultural transformation is at the heart of our EcoShift Program. The program is designed to transform the ideas and commitments of the CBSA sustainable development strategy into action.

The Agency's Sustainable Development Network, composed of the Sustainable Development Champion, the National Committee and the Operational Committee, acts as a vehicle for change within the Agency.

The Sustainable Development Steering Committee and the Sustainable Development Champion provide key leadership in building decision-making capacity that sustains a constant process of change. Senior management is a key driver influencing decision making with respect to our policies, programs and operations. Their performance management agreements have included a leadership and management commitment to support the implementation of the CBSA's Sustainable Development Strategy 2011-2013.

The Agency has created a wide range of approaches to raise awareness, understanding and improve skills required to meet the challenges of sustainable development. The CBSA's Sustainable Development Strategy is the main vehicle that we use to identify and resolve sustainable development problems in a systematic way. Other informal approaches also complement the strategy, such as online training in sustainable development, green procurement, paper and printer reduction initiatives, and collaboration and coordination between the various stakeholders of the Sustainable Development Network. All of these approaches act as a catalyst to share innovative ideas on sustainable development. They mobilize the employees to use their energy and creativity to advance the Agency's vision.

Strategic Environmental Assessment

Strategic environmental assessment is a key analytical tool to support sustainable decision-making. It evaluates the environmental impacts of our proposed policies, plans and programs and their alternatives. In short, it informs strategic decision making through a careful analysis of environmental risks and opportunities.

During 2013-2014 reporting cycle, the CBSA employees responsible for preparing Memoranda to Cabinet and Treasury Board Submissions were asked to carry out the strategic environmental assessment process for every submission that required the approval of the Minister or Cabinet. During this fiscal year, two proposals were initiated to determine whether they were likely to cause significant environmental impacts as well as impacts on the goals and targets of the Federal Sustainable Development Strategy 2010-2013. These two preliminary scans did not identify significant environmental impacts or a high degree of uncertainty or risk, therefore no detailed analysis were required.

By ensuring environmental impacts are identified early in the planning process, employees can modify the design of policies, plans and programs to reduce the negative environmental impacts and enhance the positive ones.

Footnotes

Footnote 1

High environmental performance is demonstrated by achieving LEED NC Silver, Green Globes Design 3 Globes, or equivalent.

Return to footnote 1 referrer

Footnote 2

Industry-recognized assessment tools are BOMA BESt, Green Globes, or equivalent.

Return to footnote 2 referrer

Footnote 3

Industry-recognized assessment tools are BOMA BESt, an appropriately tailored BOMA International Green Lease Standard, or equivalent.

Return to footnote 3 referrer

Footnote 4

High environmental performance is demonstrated by achieving LEED CI Silver, Green Globes Fit-Up 3 Globes, or equivalent.

Return to footnote 4 referrer

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