Section 6: Department of Veterans Affairs’ 2021-22 Departmental Sustainable Development Strategy Report

Starting points:

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

61,901g CO2eq/100km

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

Results:

In 2021-2022, our fuel consumption remained dramatically low due to COVID-19 confinement measures not relaxing until Spring 2021.

In 2021-2022, our fleet reported less than 18000 km’s driven in the entire fleet.

2159 LGE

11.99 LGE/100km

35,959g CO2eq/100km

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)

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

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.

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.

Results:

In 2021-2022 the pandemic continued to cause an increase in overall remote working with less than 10% of Veterans Affairs, Bureau of Pension Advocates and Veterans Review and Appeal Board staff in the office.

There was no expansion in VAC’s overall headroom as we continued to provide solutions to employees to work from home.

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.

As we proceed through re-occupancy Veterans Affairs Canada’s the National Accommodations Unit will be working closely with PSPC to evaluate future space requirements considering what we have learned throughout the pandemic. New workspaces will incorporate collaborative working areas as well as focus areas for staff.

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

Starting points:

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.

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:

As Government Employees worked from home for almost the whole duration of this progress report, there were no single-use plastics in government operations, events and meetings.

Single use water bottles are used in certain offices in small quantities when the water is not potable due to lower occupancy or other issues identified in annual water testing.

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

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

FSDS: Promote and distribute green meetings awareness guide to management teams for government operations, events and meetings

UN SDG:
SDG 13 - Climate Action

Starting points:

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

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 2021-2022, 100% of the department’s procurement functional specialists were trained in green procurement within one year of being appointed to their position.

FSDS:

Promote and provide training in green procurement

UN SDG:

SDG 13 - Climate Action

Starting points:

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.

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 2021, 4,274 readers to the teams DS workplace wellness challenges, interactions and education articles.

Over 40 diverse active engagements in various local areas (such as home/family or work).

72 active replies

368 positive reactions

32 new applications reactions regarding environmental awareness and positive behavior changes consisting of personal, family and co-workers education, behavioral changes for greening and conservation goals.

FSDS:

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

UN SDG:

SDG 13 – Climate Action

Starting points:

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

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.

Performance indicators:

Total number of vehicles in administrative fleet

Percentage of annual administrative fleet purchases that are ZEV or hybrid

Percentage of ZEV or hybrid 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:

Veterans Affairs Canada employees continued to work from home for the 2021-2022 fiscal year, therefor the fleet was not evaluated as a whole, however we were able to reduce our fleet by 5 light-duty vehicles were sold, (3 cars, 1 van and 1 Cargo Truck) and were not replaced.

As of March 31, 2022 our fleet was reduced to 16 vehicles. Rather than replacing the vehicles, their usage was reviewed and it was determined they were no longer necessary.

Performance indicators:

Total number of vehicles in administrative fleet = 16 vehicles

Percentage of annual administrative fleet purchases that are ZEV or hybrid – no fleet vehicles were purchased in 2021-22

Percentage of ZEV or hybrid in administrative fleet = 31%

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

Starting points:

In 2021-2022, as a result of the Hazard Risk Assessment, VAC continued its work on 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.

Performance indicators:

Departmental planning and performance include climate change considerations as appropriate.

Target:

For 2021-22, Managers continued to consider natural disasters as a part of the Business Continuity Plan.

Results:

For 2021-22, Managers continued to consider natural disasters a part of the Business Continuity Plan.

FSDS:

Departmental Planning Process

UN SDG:

SDG 13 - Climate Action

Actions supporting the Goal:

Greening Government

Starting points:

In 2020-2021, 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 2021-2022, 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

Starting point:

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.

Performance indicator:

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 2021-2022, the department continued to manage commonly used office supplies and furniture and also adapted to a unassigned seating model. As a result of this, and a space reduction exercise, there was a large volume of articles that were identified for divestiture.

2021-2022

GC Transfer – 69 transfers to educational institutions, total weight of 42,459 lbs. of materiel’s re-used, diverted from landfills.

GC Sale – 119 lots of furniture sold through gc-surplus strategies, total weight 56,010 lbs. of materiel’s re-used, diverted from landfills.

GC Donate – 4 direct donate, weight 20,515 lbs of materials re-used, diverted from landfills.

**CFS – 8 donations of IT equipment through the computers for schools program.

No waste was declared through the divestiture programs as of March 31, 2022.

UN SDG:

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

Starting points:

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.

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:

For 2021-22 VAC offices were not open for employees therefor battery collection was not done. Recycling sites to be established in offices upon

re-occupancy.

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

Starting points:

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

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:

In 2021-2022, 100% of the department’s acquisition cardholders were trained in green procurement.

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

Starting points:

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.

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:

Training continues for Managers and Administrative Assistants.

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

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

Starting points:

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.

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 2021-2022 the department continued their focus on pandemic management. As a result, performance evaluations were not amended to reflect the Policy on Green Procurement. This will be revisited for when re-occupancy occurs.

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