2014-2015 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 presents the Government of Canada's sustainable development activities, as required by the Federal Sustainable Development Act. In keeping with the objectives of the Act 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 in this supplementary information table.

The CBSA Sustainable Development Strategy presents the results for Theme III – Protecting Nature and Canadians and Theme IV – Shrinking the Environmental Footprint – Beginning with Government.

Theme III: Protecting Nature and Canadians
Implementation Strategy

The Admissibility Determination Program contributes to Theme III of the FSDS for 2013–16 – Protecting Nature and Canadians. The Agency’s Food, Plant and Animal Program 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.

The CBSA is responsible for an implementation strategy under Goal 4 of the Theme III, which commits the federal government to: conserving and restoring ecosystems, wildlife and habitat, and protecting Canadians.

The CBSA is working with other federal counterparts participating in an invasive alien species strategy for Canada to address Target 4.6: Invasive Alien Species – By 2020, pathways of invasive alien species introductions are identified, and risk-based intervention or management plans are in place for priority pathways and species.

The Agency is the lead for implementation strategy 4.6.10: 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.

  • Program
    • Admissibility Determination
  • Sub-Programs
    • Highway, Air, Rail and Marine modes

Performance Indicators

Wood-packaging Material Pathways
Number of commercial containers inspected for wood-packaging material 7,024
Number of interceptions of live pests in wood-packaging material 34
Number of containers ordered removed from Canada for reasons of non-compliance with phytosanitary requirements for wood-packaging material 131
Percentage of containers inspected for wood-packaging materials that are compliant with phytosanitary requirements 96%
Soil Pathways
Number of shipments inspected for goods contaminated with soil 639
Number of shipments contaminated with soil ordered removed from Canada 66
Number of shipments contaminated with soil cleaned or cleaned and disinfected (and released into Canada) 25
Food, Plant and Animal Non-compliant Commodities
Number and nature of interceptions of non-compliant food, plant and animal goods 45,453
Number of food, plant and animal investigations resulting in convictions 9
Strategic Outcome
International trade and travel is facilitated across Canada’s border, and Canada’s population is protected from border-related risks.

Theme IV: Targets and Implementation Strategies

Goal 6: GHG Emissions and Energy

Target 6.1: GHG Emissions Reduction

The Government of Canada will reduce greenhouse gas emissions from its buildings and fleets by 17% below 2005 levels by 2020.

CBSA Target

11% below 2005 levels by 2020

Scope and Context

  • Targeted emissions sources include the CBSA custodial facilities and fleet.
  • No emissions sources are excluded from the CBSA Greenhouse Gas Inventory.
  • Floor area of CBSA’s custodial facilities has increased by 38% since 2005.

Link to CBSA's Program Alignment Architecture

Internal Services

Performance Measurement

Expected result

Reduce the carbon footprint and energy consumption of federal operations.

Performance indicator Performance level achieved
Updated GHG reduction implementation plan in place by March 31, 2015. Yes [March 31, 2015]
GHG emissions (kt CO2 equivalent) in fiscal year 2005–06. 12.2 kt
GHG emissions (kt CO2 equivalent) in fiscal year 2014–15, not accounting for renewable power emission credits, if applicable. 13.5 kt
Renewable power emission credits applied in fiscal year 2014–15 (kt CO2 equivalent). 0 kt
Percentage change in GHG emissions from fiscal year 2005–06 to fiscal year 2014–15, inclusive of renewable power emission credits, if applicable. 11% increase
Adjustments made to base year GHG emissions. No

Goal 7: Waste and Asset Management

Target 7.1: Real Property Environmental Performance

As of April 1, 2014, and pursuant to the CBSA Real Property Sustainability Framework, an industry recognized level of high environmental performance will be achieved in Government of Canada real property projects and operations.

Scope and Context

  • All custodial facilities over 1,000 m2 are applicable.
  • 21 buildings from 17 facilities fall within the scope of this target.
  • Large proportion of the custodial facilities are remote.

Link to CBSA's Program Alignment Architecture

Internal Services

Performance Measurement

Expected result

An industry-recognized level of high environmental performance will be achieved in Government of Canada real property projects and operations.

Performance indicator Performance level achieved
CBSA Real Property Sustainability Framework in place to improve the management of energy, waste and water in the CBSA real property assets by March 31, 2015. Yes [March 31, 2015]
Total number of existing Crown-owned buildings (over 1000 m2) and new lease or lease renewal projects (over 1000 m2) where the Crown is the major lessee, assessed for environmental performance using an industry-recognized assessment tool, and associated floor space (m2). 2 Crown-owned buildings
3,290 m2
0 new lease or lease renewal projects
0 m2
Assessment tool used: BOMA BESt
Total number of existing Crown-owned buildings, new construction, build-to-lease projects and major renovations projects achieving an industry recognized level of high environmental performance, and associated floor space (m2). 2 Crown-owned buildings
3,290 m2
Performance level achieved:
  • BOMA BESt 2 - Armstrong (1,690 m2)
  • BOMA BESt 1 - Saint-Armand (1,600 m2)
0 new construction projects
0 m2
0 build-to-lease projects
0 m2
0 major renovation projects
0 m2
Number of fit-up and refit projects achieving an industry-recognized level of high-environmental performance. 0 fit-up and refit projects
0 m2
Implementation strategy element Performance level achieved
7.1.1.1. Achieve a level of performance that meets or exceeds the CBSA's current commitment to sustainable buildings using industry-recognized assessment and verification tool. Achieved
7.1.1.2. Conduct life-cycle assessments for major construction and renovation projects using an industry-recognized tool. Achieved
7.1.1.3. Develop plans to address environmental performance assessment recommendations for existing Crown-owned buildings. Achieved
7.1.1.4. Manage the collection, diversion and disposal of workplace waste in Crown-owned buildings in an environmentally responsible manner. Achieved
7.1.1.5. Manage construction, renovation and demolition waste in Crown-owned buildings in an environmentally responsible manner. Achieved
7.1.1.6. Develop an approach to improve performance of Crown-owned buildings via automation and commissioning. Achieved
7.1.1.7. Develop an approach to training for building operators of Crown-owned buildings. Achieved
7.1.1.8. Integrate the use of sustainable real property performance management indicators into the investment decision-making process for Crown owned assets in the building portfolio (e.g. density, energy intensity, facility condition). Achieved
7.1.1.9. Benchmark and report annually on the energy usage intensity of Crown-owned office buildings using an industry-recognized tool. Achieved
7.1.2. Real property managers and functional heads responsible for new construction, leases or existing building operations will have clauses related to environmental considerations incorporated into their performance evaluations. Achieved

Target 7.2: Green Procurement

As of April 1, 2014, the Government of Canada will continue to take action to embed environmental considerations into public procurement, in accordance with the federal Policy on Green Procurement.

Scope and Context

All offices within Headquarters and where feasible in the Regions.

Link to CBSA's Program Alignment Architecture

Internal Services

Performance Measurement

Expected result

Environmentally responsible acquisition, use and disposal of goods and services.

Performance indicator Performance level achieved
CBSA approach to further the implementation of the Policy on Green Procurement in place as of April 1, 2014. Yes [April 1, 2014]
Number and percentage of procurement and/or materiel management specialists who completed the Canada School of Public Service Green Procurement course (C215) or equivalent, in fiscal year 2014–15. 36 specialists who completed the course
80%
Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution toward green procurement, in fiscal year 2014–15. 10 managers
100%
CBSA Green Procurement Targets
CBSA Target: 95% of paper purchased will contain a minimum of 30% recycled content that meets or exceeds the criteria established in the EcoLogo UL 2771 standard for paper or equivalent.
Performance indicator Performance level achieved
Number and percentage of photocopiers that are replaced by multi-functional devices in the given fiscal year. 25 multi-functional devices
14%
CBSA Target: 75% of workstation reconfiguration projects in PWSGC occupancy within Headquarters using remanufactured or existing re-used furniture componentry.
Performance indicator Performance level achieved
Percentage of workstation reconfiguration projects in PWSGC occupancy within Headquarters using remanufactured or existing re-used furniture componentry. 95% of projects completed in PWSGC occupancy within Headquarters.
Implementation strategy element Performance level achieved
7.2.1.5. Leverage common use procurement instruments where available and feasible. Achieved
7.2.3. Train acquisition cardholders on green procurement. Achieved

Target 7.3: Sustainable Workplace Operations

As of April 1, 2015, the Government of Canada will update and adopt policies and practices to improve the sustainability of its workplace operations.

Scope and Context

All offices within Headquarters and regions where feasible.

Link to CBSA's Program Alignment Architecture

Internal Services

Performance Measurement

Expected result

CBSA workplace operations have a reduced environmental impact.

Performance indicator Performance level achieved
An approach to maintain or improve the sustainability of the CBSA’s workplace is in place by March 31, 2015. Yes [March 31, 2015]
Implementation strategy element Performance level achieved
7.3.1.1. Engage employees in greening government operations practices. Achieved
7.3.1.2. Integrate environmental considerations into corporate policies, processes and practices in accordance with CBSA refresh cycles. Achieved
7.3.1.3. Maintain or improve existing approaches to sustainable workplace practices (i.e., printer ratios, paper usage, and green meetings). Achieved
7.3.1.4. Minimize the ratio of information technology (IT) assets per employee. Achieved
7.3.1.5. Select and operate IT and office equipment in a manner that reduces energy consumption and material usage. Achieved
7.3.1.6. Dispose of e-waste in an environmentally sound and secure manner. Achieved
7.3.1.7. Reuse or recycle workplace materiel and assets in an environmentally sound and secure manner. Achieved
7.3.1.8. Minimize all non-hazardous solid waste generated, and leverage service offerings to maximize the diversion of waste. Achieved
7.3.1.9. Increase the population density in office buildings, and increase space utilization in special purpose buildings. Achieved
7.3.1.10. Maintain or improve sustainable fleet management. Achieved

Target 7.4 : Greening Services to Clients

By March 31, 2015, the CBSA will establish a Specific, Measurable, Achievable, Relevant and Time-bound (SMART) target to reduce the environmental impact of its services to clients:

The CBSA will implement electronic procurement and payment tools including Procure-to-Pay and My Travel to reduce the paper burden of their client services.

Scope and Context

  • Electronic approvals and payments of procurement transactions and invoices.
  • Travel authorizations, advances, authorities and claims.

Link to CBSA's Program Alignment Architecture

Internal Services

Performance Measurement

Expected result

The CBSA services to clients have a reduced environmental impact.

Performance indicator Performance level achieved
Number and percentage of transactions that are processed through the Procure-to-Pay tool. 50,289 transactions
95%
Number and percentage of transactions that are processed through My Travel tool. 60,066 transactions
97%

Goal 8: Water Management

Target 8.1: Water Management

As of April 1, 2014, the Government of Canada (GoC) will take further action to improve water management within its real property portfolio.

Scope and Context

  • All custodial facilities will be assessed against the threshold set in the CBSA Real Property Sustainability Framework.
  • Large proportion of the custodial facilities are remote and on wells.

Link to CBSA's Program Alignment Architecture

Internal Services

Performance Measurement

Expected result

Water is managed sustainably in GoC real property operations.

Performance indicator Performance level achieved
Approach to improving water management included in the CBSA Real Property Sustainability Framework by March 31, 2015. Yes [March 31, 2015]
Amount and percentage of floor space in buildings over 1000 m2 that includes water metering, in fiscal year 2014–15 (where feasible). 70,834 m2 existing Crown-owned
88%
0 m2 new Crown built-to-lease
0%
0 m2 major renovations
0%
0 m2 leases
0%
Implementation strategy element Performance level achieved
8.1.1.1. Conserve potable water. Achieved
8.1.1.2. Manage storm water run-off. Achieved
8.1.1.3. Improve the metering of water utility usage for existing Crown-owned buildings. Achieved
8.1.1.4. Meter the water usage in new projects. Achieved
8.1.2 Conduct potable water audits in Crown-owned assets. Achieved
8.1.3 Analyze the water consumption data collected to determine steps to improve water management in Crown-owned assets. Achieved
8.1.4 Reclaimed non-potable water is used for landscape irrigation. Achieved

Additional CBSA Sustainable Development Activities and Initiatives

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 GoC.

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

Sustainable Development Management System

Vision

In support of its responsibility for providing integrated border services, the CBSA will manage the lawful flow of people and goods while contributing to environmental quality, a prosperous economy and a secure society. The Agency’s Sustainable Development Strategy 2014-17 takes the vision a step further: to empower our employees to make better choices by creating a sustainable workplace and workforce.

Approach

The CBSA recognizes the need for a comprehensive and consistent approach if deep-rooted habits and routines are to change. A management-led approach to help employees reach Agency performance targets has been put forth to drive daily operations toward more sustainable practices. The five action-words are enable ― engage ― exemplify ― encourage and ensure. Known as the Sustainable Workplace Approach, these guiding principles will direct sustainable development integration across the CBSA.

Program

The EcoShift Program is based on applying practical approaches and enabling employees to influence decisions and remodel their workplaces by adopting modern business practices. EcoShift is designed to transform the CBSA Strategy from ideas and commitments into actions. It is a workforce platform that acts as a vehicle for engagement by minimizing paper, encouraging green meetings and reducing electric and electronic waste, from goods and services procurement offices to greening border-crossing facilities. By empowering employees with innovative solutions and tools at the local level, the CBSA can benefit from cost savings, enhanced environmental quality and improved organizational well-being.

People

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. Additionally, the CBSA has been building a community of practice by forging powerful coalitions with Agency-recognized Sustainable Development Champions through its Sustainable Development Network. The representatives from the various committees and the Offices of Primary Interest (OPIs) are advocates and drivers of change who play a lead role in communicating the important benefits of adopting sustainable practices at their respective branches and regions across Canada. They have become centres of expertise in their own right and are crucial to the sustainable development momentum.

Tools

The CBSA employees need to adopt new, environmentally sustainable approaches to business. Tools such as the Real Property Sustainability Handbook for Green Building Practitioners, the Strategic Environmental Assessment and the Sustainable Development Dashboard assist in the process. In addition to CBSA tools, corporate reports, including the CBSA's Report on Plans and Priorities and the Departmental Performance Report, provide annual feedback for measuring and improving sustainable development performance.

Strategic Environmental Assessment

During the 2014–15 reporting cycle, the CBSA considered the environmental effects of initiatives subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals, as part of its decision-making processes. As the CBSA did not develop any initiatives that required a strategic environmental assessment, no related public statements were produced.

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