2015-2016 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 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 Federal Sustainable Development Strategy for 2013-2016 – 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 Activity

Admissibility Determination

Program Sub-Activity

Highway, air, rail and marine modes

Performance Indicators

Wood-packaging Material Pathways
Number of commercial containers inspected for wood-packaging material  6,783
Number of interceptions of live pests in wood-packaging material 12
Number of containers ordered removed from Canada for reasons of non-compliance with phytosanitary requirements for wood-packaging material   88
Percentage of containers inspected for wood-packaging materials that are compliant with phytosanitary requirements    99%
Soil Pathways
Number of shipments inspected for goods contaminated with soil 1,480
Number of shipments contaminated with soil ordered removed from Canada 84
Number of shipments contaminated with soil cleaned or cleaned and disinfected (and released into Canada) 44
Food, Plant and Animal Non-compliant Commodities
Number of interceptions of non-compliant food, plant and animal goods 61,686
Number of food, plant and animal investigations resulting in convictions 4

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
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 2015–16, not accounting for renewable power emission credits, if applicable 13.5 kt
Renewable power emission credits applied in fiscal year 2015–16 (kt CO2 equivalent) 0 kt
Percentage change in GHG emissions from fiscal year 2005–06 to fiscal year 2015–16, inclusive of renewable power emission credits, if applicable 10% increase
Adjustments made to base year GHG emissions 0 kt

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
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) 0 Crown-owned building
0 m²
1 new lease or lease renewal project
17,637 m²
Assessment tool used: LEED
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) 0 Crown-owned building
0 m²
1 new construction project
2,030 m²
0 build-to-lease project
0 m²
0 major renovation project
0 m²
Number of fit-up and refit projects achieving an industry-recognized level of high-environmental performance 1 fit-up and refit project
1,350 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 On track
7.1.1.2. Conduct life-cycle assessments for major construction and renovation projects using an industry-recognized tool Opportunity for improvement
7.1.1.3. Develop plans to address environmental performance assessment recommendations for existing Crown-owned buildings Attention required
7.1.1.4. Manage the collection, diversion and disposal of workplace waste in Crown-owned buildings in an environmentally responsible manner On track
7.1.1.5. Manage construction, renovation and demolition waste in Crown-owned buildings in an environmentally responsible manner On track
7.1.1.6. Develop an approach to improve performance of Crown-owned buildings via automation and commissioning On track
7.1.1.7. Develop an approach to training for building operators of Crown-owned buildings Opportunity for improvement
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) Opportunity for improvement
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 Attention required

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 2015–16 21 out of 34 PGs (materiel management and contracting) who completed the course
62%
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 2015–16 5 managers
100%
CBSA Green Procurement Targets Performance indicator Performance level achieved
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 Percentage volume of paper purchased containing a minimum of 30% recycled content that meets or exceeds the criteria established in the EcoLogo standard in the given fiscal year 96%
20% of photocopier purchases will be multi-functional devices to reduce the environmental impact associated with the life-cycle of equipment Number and percentage of photocopiers that are replaced by multi-functional devices in the given fiscal year 9 multi-functional devices
100%
75% of workstation reconfiguration projects in PWSGC occupancy within Headquarters using remanufactured or existing re-used furniture componentry Percentage of workstation reconfiguration projects in PWSGC occupancy within Headquarters using remanufactured or existing re-used furniture componentry 90% 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
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 33,192 transactions
93%
Number and percentage of transactions that are processed through My Travel tool 55,056 transactions
99%

Goal 8: Water Management

Target 8.1: Water Management

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

Scope and Context
Link to CBSA's Program Alignment Architecture

Internal Services 

Performance Measurement
Expected result: Water is managed sustainably in Government of Canada 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 2015–16 (where feasible) 40,995 m² existing Crown-owned
67%
0 m² new Crown built-to-lease
0%
0 m² major renovation
0%
0 m² lease
0%
Implementation strategy element Performance level achieved
8.1.1.1. Conserve potable water Opportunity for improvement
8.1.1.2. Manage storm water run-off On track
8.1.1.3. Improve the metering of water utility usage for existing Crown-owned buildings On track
8.1.1.4. Meter the water usage in new projects On track
8.1.2 Conduct potable water audits in Crown-owned assets Attention required
8.1.3 Analyze the water consumption data collected to determine steps to improve water management in Crown-owned assets Opportunity for improvement
8.1.4 Reclaimed non-potable water is used for landscape irrigation Opportunity for improvement

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 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 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 2014-2017 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 enableengageexemplify 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 2015–2016 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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