Section 5: Department of Veterans Affairs’ 2020-21 Departmental Sustainable Development Strategy Report

Reduce GHG emissions from federal government facilities and fleets by 40% below 2005 levels by 2030 (with an aspiration to achieve this target by 2025) and 80% below 2005 levels by 2050 (with an aspiration to be carbon neutral)

All new buildings and major building retrofits will prioritize low-carbon investments based on integrated design principles, and life-cycle and total-cost-of ownership assessments which incorporate shadow carbon pricing.

All new fleet vehicles purchased will take into consideration the FSDS contributing action

Starting points:

In 2019-2020, our fleet reported:

• 16 550,2 LGE
• 24,25 LGE/100km
• 57957.5g CO2eq/100km travelled

GHG emissions rate (g CO2eq/100km travelled) was calculated using the formula:

Overall fuel consumption in Liters ÷ Average vehicles fuel consumption/100km x 2.39 = g CO2eq/100km travelled

No data was collected regarding the overall electricity consumption from hybrid vehicles.

Performance indicators:

• Overall fuel consumption (LGE)
• Average fuel consumption rate (LGE/100km)
• Overall electricity consumption from electric vehicles
• GHG emissions rate (g CO2eq/100km travelled)

Target:

All new fleet vehicles purchased take into consideration the FSDS contributing action

Result:

In 2020-2021, our fuel consumption decreased dramatically from 16 550,2 LGE to 3450 LGE due to the COVID-19 confinement measures.

As the security measures lower, we expect an increase in LGE for the upcoming fiscal year, independently of our target to increase our use of clean energy.

In 2020-2021, our fleet reported:

• 3450 LGE
• 25,9 LGE/100km
• 61901g CO2eq/100km

No data was collected regarding the overall electricity consumption from hybrid vehicles.

FSDS: Actions that reduce the demand for energy or switch to lower carbon sources of energy will lead to reductions in GHGs from building / fleet operations

UN SDG:
SDG 7 – Affordable and clean energy

SDG 9 – Industry, Innovation and Infrastructure
SDG 11 - Sustainable Cities and Communities

SDG 12 - Responsible Consumption and Production

SDG 13 - Climate Action

N/A

N/A

• Effective space utilization
• Apply current standards of 12m2/FTE in departmental facilities as leases expire
• Implement GCworkplace and flexible work approaches

Starting points:

The GoC Accommodation and Fit-Up Standard uses the following foundations to determine overall footprint density:

• 3.5m2/FTE per typical workstation
• 2.0m2/FTE per touchdown work point
• 4.0m2/FTE per Focus Pod
• 7.5m2/FTE per Focus Room (Enclosed)
• 5.0m2/FTE per Phone Booth/Room (Enclosed)
• Collaborative Spaces (house more than a single FTE) vary in allocation from 1.5m2-3.0m2 per FTE.

In 2018-2019 (pre-pandemic), VAC continued to implement current GoC Accommodation and Fit-Up Standards with focus on enhanced space design with incorporation of multi-use and flexible spaces to support modernization of core infrastructure (pilot of GCWIFI in selected sites) and digitization of selected business functions resulting in overall smaller footprint while expanding work point options to staff.

In 2019-2020, VAC continued to implement current GoC Accommodation and Fit-Up Standards with application of GCWorkplace to Field Offices across Canada and with our partners (VRAB, BPA).

The pandemic caused an increase in overall remote work capacity with staff transitioning to working from home. As a result of this shift, additional flexibility was required to accommodate the need for temporary swing space where staff can continue to work from home or other existing office spaces without VAC expanding its overall headroom and purchasing addition technology, equipment, and furnishings. This accommodations model has also been applied to address the additional 350 FTEs hired to assist with disability claim backlogs where all staff work from home until the end of this temporary project.

All PSPC initiated and internal VAC space enhancements/ expansions etc., now fully incorporate GCW with continued support of digitization of business processes and space modernization through technology and design.

Addition of Change Management function to support accommodation projects for FO. It is important to note that circulation space in office design has been increased to 35% by PSPC. This is space required in addition to calculated space to support FTE requirements and any special purpose space.

Performance indicators:

Density of use – the number of m2/FTE

Target:

Increased flexibility of existing space that can be easily converted to address any program additions/changes quickly without the need for complex construction or procurement of additional equipment furniture, among others.

Result:

In 2020-2021, full application of current GoC Accommodation and Fit-Up Standards with newly updated Accessibility Standards across VAC regardless of accommodation requirement. Continued support of digitization of business processes and space modernization through technology and design. It is expected that a portion of FTEs will remain working from home permanently, full time or in a hybrid model, VAC is currently exploring opportunities (in alignment with PSPC’s 25-year accommodation plan) to either convert existing space to meet new requirements and/or release space back PSPC resulting in a reduction to the overall VAC space envelope.

FSDS: Actions that reduce the demand for energy will lead to reductions in GHGs.

UN SDG:

SDG 7 – Affordable and clean energy
SDG 9 - Industry, Innovation and Infrastructure

Our administrative fleet will be comprised of at least 80% zero-emission vehicles by 2030

Fleet management will be optimized including by applying telematics to collect and analyze vehicle usage data on vehicles scheduled to be replaced

At least 80% of administrative fleet vehicle purchases will be zero-emission vehicles or hybrids.

Starting points:

In 2019-2020, no vehicles were purchased, and 4 were sold. There were 2 hybrids in an administrative fleet of 20 vehicles at the end of fiscal year.

For 2019-2020, VAC’s administrative fleet reported:

• 16 550,2 LGE
• A total of 20 vehicles in the fleet
• No vehicles were purchased
• 0% of ZEV in administrative fleet
• 10% as the percentage of hybrid in administrative fleet

No data was collected regarding the overall electricity consumption from hybrid vehicles.

Performance indicators:

• Overall fuel consumption (LGE)
• Overall electricity consumption from electric vehicles
• Total number of vehicles in administrative fleet
• Percentage of annual administrative fleet purchases that are ZEV or hybrid
• Percentage of ZEV in administrative fleet

Target:

Depending on the models available in the desired category of vehicle, our administrative fleet will be comprised of at least 80% ZEV or hybrid.

VAC considers a vehicle’s electric battery range when acquiring a hybrid vehicle rather than a ZEV, depending on the vehicle’s operational needs.

Result:

In 2020-2021, 3 vehicles were sold, and 4 new vehicles were purchased. Three of the new acquisitions were hybrid. The fourth acquisition was a cargo van which offered no ZEV or hybrid alternative in its category. By the end of fiscal year, there were 5 hybrids in an administrative fleet of 21 vehicles.

For 2020-2021, VAC’s administrative fleet reported:

• 3450 LGE
• A total of 21 vehicles in the fleet
• 75% of all vehicles purchased are ZEV or hybrid
• 0% of ZEV in administrative fleet
• 23,8% as the percentage of hybrid in administrative fleet

No data was collected regarding the overall electricity consumption from hybrid vehicles.

FSDS: As conventional vehicles are replaced over their lifetimes with ZEVs, and/or the size of the fleet is reduced, a greater proportion of the fleet will be ZEV

UN SDG:

SDG 7 - Affordable and clean energy
SDG 9 - Industry, Innovation and Infrastructure
SDG 11 - Sustainable Cities and Communities
SDG 12 - Responsible Consumption and Production

SDG 13 - Climate Action

By 2022, departments have developed measures to reduce climate change risks to assets, services and operations

Increase training and support on assessing climate change impacts, undertaking climate change risk assessments and developing adaptation actions to public service employees, and facilitate sharing of best practices and lessons learned

Inclusion of climate change in departmental planning and performance as appropriate.

Starting points:

In 2019-2020, VAC began to develop and implement a departmental climate adaptation plan.

Performance indicators:

Departmental planning and performance include climate change considerations as appropriate.

Target:

Completion of a departmental climate risk assessment by March 31, 2021.

Result:

In 2020-2021, as a result of the Hazard Risk Assessment, VAC demonstrated a greater understanding of the impacts of climate change.

Climate change was one of the risks assessed in the Departmental Hazard Risk Assessment analysis and is mentioned in the Departmental Security Plan implementation strategy.

For 2020-21, Managers continued to consider natural disasters as a part of the Business Continuity Plan.

FSDS: Departmental Planning Process

UN SDG:

SDG 13 - Climate Action

Actions supporting the Goal:

Greening Government

Departments will use environmental criteria to reduce the environmental impact and ensure best value in government procurement decisions

Integrate environmental considerations into procurement management processes and controls

Starting points:

In 2019-2020, 100% of the Department’s procurement specialists have completed Green Procurement Training and have familiarized themselves with the Policy on Green Procurement. They provide relevant advice and guidance to internal clients as applicable.

Performance indicator:

Integration of Environmental considerations into procurement management processes and controls.

Target:

100%

Result:

In 2020-2021, 100% of the department’s procurement functional specialists were trained in green procurement within one year of being appointed to their position.

FSDS: Green procurement incorporates environmental considerations into purchasing decisions and is expected to motivate suppliers to reduce the environmental impact of the goods and services they deliver, and their supply chains.

UN SDG:

SDG 12 - Responsible Consumption and Production

SDG 13 - Climate Action

N/A

N/A

Incorporate environmental considerations into the development of any common-use procurement instruments

Starting points:

In 2019-2020, VAC used GC Sales, GC Transfer and GC Donate to divest material assets, surplus to requirement.

VAC donated common-use instruments such as monitors, printers, computers and partially used office supplies to non-profit organizations, such as the Computers for Schools (CFS) program.

This furthered our agenda of diverting waste from landfills.

Performance indicators:

Inclusion of environmental considerations (e.g. reduce, reuse, or include environmental criteria) in new common-use procurement instruments.

Target:

To ensure that materials are managed throughout their life cycle as effectively as possible. This includes after they become surplus to the requirements of program delivery, in a manner that obtains highest net value for the Crown, and in compliance with the Treasury Board of Canada.

Result:

In 2020-2021, the department continued to manage commonly used office supplies and furniture. Upon the end of an item's useful life VAC follows the divestiture requirements to ensure that we optimize the lifecycle of the product.

The following divestiture methods were employed for material assets:

2018-2019

GC Transfer - 0

GC Sale - 7

*GC Donate - 2

2019-2020

GC Transfer - 0

GC Sale - 6

*GC Donate - 25

2020-2021

GC Transfer - 0

GC Sale - 6

GC Donate - 25

**CFS - 16

*Prior to 2020-2021, GC Donate was not available through the GC Surplus site.

UN SDG:

SDG 12 - Responsible Consumption and Production
SDG 13 - Climate Action

N/A

N/A

N/A

Starting points:

In 2019-2020, though battery recycling bins were present notably at Daniel J. MacDonald building, VAC’s head office, no data was collected regarding weight of batteries collected.

In 2019-2020, pen recycling bins were emptied 4 to 5 times at Daniel J. MacDonald, National Bank Tower and Jean Canfield buildings, by the Youth Network. The bags were then brought at Staples for recycling.

The bags collected were not weighted at the time.

Performance indicators:

• Weight (lbs) of batteries collected per year
• Weight/amount of other recycled items (ie. Pens)

Target:

Install pen recycling bins and batteries recycling bins in Charlottetown offices, and provide accurate data on the amount recycled

Result:

In 2020-2021, the pandemic brought the pen and battery recycling to a halt. The employees’ safety was prioritized over handling non-sanitized common-use material.

Additionally, VAC Head Office locations in Charlottetown participate in battery and other recycling programs

UN SDG:

SDG 12 - Responsible Consumption and Production
SDG 13 - Climate Action

N/A

N/A

N/A

Starting points:

In 2019-2020, VAC Procurement created a tailored course on procurement which covers all procurement priorities and trends, including sustainable development considerations. VAC acquisition cardholders complete this course in place of the C215.

Functional Specialists are expected to complete the C215 within the first year of employment.

Performance indicators:

Percentage of acquisition cardholders with green procurement training

Target:

100% of acquisition cardholders received a training on green procurement as a best practice.

Result:

Given the scope of VAC’s procurement practices, a substantial portion of procurement activities are completed by Functional Specialists, who have completed the C-215 among other training in the subject.

All acquisition cardholders are offered internal procurement training that includes green procurement among other priorities.

FSDS: Train 100% of acquisition cardholders on green procurement as a best practice

UN SDG:

SDG 12 - Responsible Consumption and Production
SDG 13 - Climate Action

N/A

N/A

N/A

Starting points:

In 2019-2020, As stated in the Policy on Green Procurement, and with a focus on our current volumes and performance objectives, VAC procurement specialists integrated environmental considerations into their processes, including planning, acquisition, use and disposal.

Performance indicators:

Percentage of managers with purchasing ability who have had awareness training on green procurement

Target:

100% of managers with purchasing ability receive awareness training on green procurement.

Result:

VAC’s procurement team created two information sessions, one for Project Authorities (PA) and Managers and one for Administrative Assistants.

These were well attended, with 106 participants attending the Admin Session and 29 attending the PA and Managers session.

FSDS: Increase awareness of the Policy on Green Procurement among managers as a best practice

UN SDG:

SDG 12 - Responsible Consumption and Production
SDG 13 - Climate Action

N/A

N/A

Ensure key officials include contribution to and support for the Policy on Green Procurement objectives in their performance evaluations

Starting points:

In 2019-2020, this was not included on the performance evaluations.

Performance indicators:

Inclusion of support for the Policy on Green Procurement objectives in key officials' performance evaluations

Target:

100% of managers with purchasing ability received awareness training on green procurement

Result:

In 2020-2021, the pandemic brought key officials to focus their efforts on changing the way VAC operates and on providing employees with guidance on safety among others.

Performance evaluations were amended to reflect this changing time.

Contribution and support for the Policy on Green Procurement were not considered in performance evaluations.

FSDS: Collaborate with Procurement and HR to identify a means to track this information
UN SDG:

SDG 12 - Responsible Consumption and Production
SDG 13 - Climate Action

Divert at least 75% (by weight) of plastic waste from landfills by 2030

Other

Eliminate the unnecessary use of single-use plastics in government operations, events and meetings

Starting points:

In 2019-2020, Managers and employees continued to make concerted effort to reduce the use of single-use plastics in government operations, events, and meetings.

Performance indicators:

Total number of managers and functional heads of procurement and material with green procurement training

Target:

Develop departmental policy instruments to mandate and support the elimination of unnecessary single-use plastics.

Create a standard for operational, events and meeting planning that includes reducing single-use plastics as best practice, second to best money value.

Increase attendees' awareness on unnecessary use of single-use plastics

Result:

In 2020-2021, because of the remote work initiated by the pandemic, the use of sole use plastic in the workplace was reduced dramatically.

No data is available on the percentage of attendees that used reusable drinkware during events, whether they worked remotely or in an office.

FSDS: Promote and distribute green meetings awareness guide to management teams for government operations, events and meetings
UN SDG:
SDG 13 - Climate Action

N/A

N/A

When procuring products that contain plastics, promote the procurement of sustainable plastic products and the reduction of associated plastic packaging waste

Starting points:

In 2019-2020, as stated in the Policy on Green Procurement, and with a focus on the protection of the environment, procurement, Functional Specialists received tailored training on green procurement. Lifecycle analysis including the best money value was part of this course.

Performance indicators:

Total number of managers and functional heads of procurement and material with green procurement training.

Target:

100% of Managers and Functional Heads of procurement are trained in green procurement, including lifecycle analysis. Second to best money, sustainable development, such as supporting plastic waste reduction, is considered best practice.

Result:

In 2020-2021, Managers and Functional Heads continue to procure products from suppliers who promote the procurement of sustainable plastic products and the reduction of associated plastic packaging waste.

FSDS: Promote and provide training in green procurement
UN SDG:
SDG 13 - Climate Action

N/A

N/A

Engage employees in promote sustainable development behavior changes (e.g. anti-idling campaigns)

Starting points:

In 2019-2020, the Youth Network put in place a Pen Recycling Initiative in 3 offices in Charlottetown, including headquarters.

In 2019-2020, and from April to February, Monthly Sustainability Challenges were issued through department-wide emails.

Performance indicators:

Total number of new challenges/initiatives

Target:

Engage employees in discussing green topics/behaviors.

Post bimonthly information on green topics on the departmental Sustainable Development Forum.

Create new challenges/initiatives promoting green behaviors and/or increasing awareness on green topics.

Result:

In 2020-2021, the Youth Network, in association with VAC’s Administrative Services Directorate, created the MS Teams Sustainable Development Forum, to offer members a platform to exchange on Sustainable Development.

Apart from this, no new initiatives dedicated to promoting green behavior were put in place.

No interactions apart from the administrators’ posts were noticed on the MS Teams platform. New tactics are being envisioned for 2021-2022, to get employees engaged further in the topic, and stimulate discussions between peers.

Due to the COVID-19 outbreak, concerns for sanitation, and teleworking in certain cases made pen collecting hazardous or impossible.

During the pandemic, Monthly Sustainable Challenges were put on hold to avoid those messages to interfere with the emergency messages from the Emergency Operations Center.

FSDS: Continue to promote sustainability challenges, now with a work from home lens

UN SDG:
SDG 13 – Climate Action