Archived - Departmental Sustainable Development Strategy

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1. Overview of the Federal Government's Approach to Sustainable Development

The Federal Sustainable Development Strategy (FSDS) 2013–2016 guides 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 2014-2017 presents the planned contributions and expected results for Theme III – Protecting Nature and Canadians, and Theme IV – Shrinking the Environmental Footprint – Beginning with Government.

2. Theme III: Protecting Nature and Canadians

The Admissibility Determination Program contributes to Theme III of the Federal Sustainable Development Strategy 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.

3. Implementation Strategy

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 the following 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-Program

Highway, air, rail and marine modes

Performance Indicators

Wood-packaging Material Pathways
Number of commercial containers inspected for wood-packaging material  75% of commercial secondary examinations at 4 major marine ports
Number of interceptions of live pests in wood-packaging material Increased number of interceptions from previous years
Number of containers ordered removed from Canada for reasons of non-compliance with phytosanitary requirements for wood-packaging material   100%
Percentage of containers inspected for wood-packaging materials that are compliant with phytosanitary requirements    95%
Soil Pathways
Number of shipments inspected for goods contaminated with soil To be determined
Number of shipments contaminated with soil ordered removed from Canada 95%
Number of shipments contaminated with soil cleaned or cleaned and disinfected (and released into Canada) 5%
Food, Plant and Animal Non-compliant Commodities
Number and nature of interceptions of non-compliant food, plant and animal goods Increased number of interceptions from previous years
Number of food, plant and animal investigations resulting in convictions To be determined

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: Greenhouse Gas (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 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

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 Targeted Performance Level
Updated GHG reduction implementation plan in place by March 31, 2015 Yes [March 31, 2015]
GHG emissions (kt CO2 equivalent) in fiscal year 2005–2006 12.2 kt
GHG emissions (kt CO2 equivalent) in fiscal year 2015−2016 11.6 kt
Renewable power emission credits applied in current fiscal year (kt CO2 equivalent) 0 kt
Percentage change in GHG emissions from fiscal year 2005–2006 to fiscal year 2015−2016, inclusive of renewable power emission credits 5.5% decrease
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 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 Targeted Performance Level
A Real Property Sustainability Framework in place to improve the management of energy, waste and water in 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) 7 Crown-owned buildings 21,169 m2
0 new lease or lease renewal projects 0 m2
Planned assessment tool to be used: BOMA BESt
Total number of existing Crown-owned buildings, new construction, build-to-lease and major renovation projects achieving an industry-recognized level of high-environmental performance, and associated floor space (m2) 7 Crown-owned buildings 21,169 m2
2 new construction projects 3,800 m2
0 build-to-lease projects 0 m2
0 major renovation projects 0 m2
Planned environmental performance level to be achieved: Green Globe – 3 Globes
Number of fit-up and refit projects achieving an industry-recognized level of high-environmental performance 0 fit-up and refit projects 0 m2
Planned environmental performance level to be achieved: Green Globe Fit-up
Implementation Strategy Element Targeted Performance Level
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 Seeking to reach "Achieved" status
7.1.1.2. Conduct life-cycle assessments for major construction and renovation projects using an industry-recognized tool Seeking to reach "Achieved" status
7.1.1.3. Develop plans to address environmental performance assessment recommendations for existing Crown-owned buildings Seeking to reach "Achieved" status
7.1.1.4. Manage the collection, diversion and disposal of workplace waste in Crown-
owned buildings in an environmentally responsible manner
Seeking to reach "Achieved" status
7.1.1.5. Manage construction, renovation and demolition waste in Crown-owned buildings in an environmentally responsible manner Seeking to reach "Achieved" status
7.1.1.6. Develop an approach to improve performance of Crown-owned buildings via automation and commissioning Seeking to reach "Achieved" status
7.1.1.7. Develop an approach to training for building operators in Crown-owned buildings Seeking to reach "Achieved" status
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 and facility condition) Seeking to reach "Achieved" status
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 Seeking to reach "Achieved" status

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

Performance Indicator Targeted Performance Level
As of April 1, 2014, the CBSA's approach to further the implementation of the Policy on Green Procurement is in place Yes [April 1, 2014]
Number and percentage of procurement and/or materiel management specialists who have completed the Canada School of Public Service Green Procurement course (C215) or equivalent, in the given fiscal year 27 79%
Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution toward green procurement, in the given fiscal year 10 managers 100%

CBSA Green Procurement 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 Targeted Performance Level
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 95%

CBSA Green Procurement Target

20% of photocopier purchases will be multi-functional devices to reduce the environmental impact associated with the life-cycle of equipment

Performance Indicator Targeted Performance Level
Number and percentage of photocopiers that are replaced by multi-functional devices in the given fiscal year Establish baseline figures for assessing future performance

CBSA Green Procurement Target

75% of workstation reconfiguration projects in PWSGC occupancy within Headquarters using remanufactured or existing re-used furniture componentry (either CBSA-owned or OGD transferred)

Performance Indicator Targeted Performance Level
Percentage of workstation reconfiguration projects in PWSGC occupancy within Headquarters using remanufactured or existing re-used furniture componentry 75%
Implementation Strategy Element Targeted Performance Level
7.2.1.5. Leverage common use procurement instruments where available and feasible Seeking to reach "Achieved" status
7.2.3. Train acquisition cardholders on green procurement Seeking to reach "Achieved" status
7.2.4. Increase awareness of the Policy on Green Procurement among managers Seeking to reach "Achieved" status

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 where feasible in the regions

Link to CBSA's Program Alignment Architecture

Internal Services

Performance Measurement

Expected Result

CBSA workplace operations have a reduced environmental impact

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

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 Targeted Performance Level
Number and percentage of transactions that are processed through the Procure-to-Pay tool 55,000 transactions 95%
Number and percentage of transactions that are processed through My Travel tool 50,000 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

  • 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 Government of Canada real property operations

Performance Indicator Targeted Performance Level
Approach to improving water management included in 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 the given fiscal year (where feasible) 40,995 m2 existing Crown-owned 67%
0 m2 new Crown built-to-lease 0%
0 m2 major renovations 0%
0 m2 leases 0%
Implementation Strategy Element Targeted Performance Level
8.1.1.1. Conserve potable water Seeking to reach "Achieved" status
8.1.1.2. Manage storm water run-off Seeking to reach "Achieved" status
8.1.1.3. Improve the metering of water utility usage for existing Crown-owned buildings Seeking to reach "Achieved" status
8.1.1.4. Meter the water usage in new projects Seeking to reach "Achieved" status
8.1.2 Conduct potable water audits in Crown-owned assets Seeking to reach "Achieved" status
8.1.3 Analyze the water consumption data collected to determine steps to improve water management in Crown-owned assets Seeking to reach "Achieved" status
8.1.4 Reclaimed non-potable water is used for landscape irrigation Seeking to reach "Achieved" status

5. 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 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 – the environment, economy, and society.

6. 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 Sustainable Development Lens and the Strategic Environmental Assessment will 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.

7. Strategic Environmental Assessment

Strategic environmental assessment (SEA) 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.

The CBSA employees responsible for preparing Memoranda to Cabinet and Treasury Board Submissions are asked to carry out the strategic environmental assessment process for every submission that require the approval of the Minister or Cabinet. 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.

The CBSA will continue to ensure that its decision-making process includes consideration of the FSDS goals and targets through the strategic environmental assessment process. An SEA for policy, plan or program proposals includes an analysis of the impacts of the given proposal on the environment, including on the FSDS goals and targets. The results of the CBSA's detailed assessment are made public when an initiative is announced. The purpose of the public statement is to demonstrate that the environmental effects, including the impacts on achieving the FSDS goals and targets, of the approved policy, plan or program have been appropriately considered during proposal development and decision making.

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