2017–18 Results - Departmental Sustainable Development Strategy
Context for the Departmental Sustainable Development Strategy (DSDS)
The 2016–2019 Federal Sustainable Development Strategy (FSDS):
- sets out the Government of Canada's sustainable development priorities
- establishes goals and targets
- identifies actions to achieve them, 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, Veterans Affairs Canada supports reporting on the implementation of the FSDS and its Departmental Sustainable Development Strategy, or equivalent document, through the activities described in this supplementary information table.
Sustainable Development in Veterans Affairs Canada (VAC)
Veteran Affairs Canada's Departmental Sustainable Development Strategy for 2017 to 2020 describes the department's actions in support of achieving the FSDS goal: low-carbon government. This supplementary information table presents available results for the departmental actions pertinent to this goal. Last year's supplementary information table is posted on the department's website. This year, VAC is also noting which UN Sustainable Development Goal target each departmental action contributes to achieving.
Departmental performance by FSDS goal
The following table provides performance information on departmental actions in support of the FSDS goal listed in section 2.
| FSDS target(s) | FSDS contributing action(s) | Corresponding departmental action(s) | Support for UN Sustainable Development Goal target | Starting point(s), target(s) and performance indicator(s) for departmental actions | Results achieved |
|---|---|---|---|---|---|
| Reduce greenhouse gas emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve it by 2025 | Improve the energy efficiency of our buildings/operations | Effective space utilization
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9.4 | Density of use – the number of m2/FTE. Average for 2016–17 is 17m2/FTE. |
Working on several strategies to implement a GCWorkplace environment, and will continue to do so as leases expire at VAC office locations across the country. Average for 2017–18 is 15.2m2/FTE. |
| Modernize our fleet | Optimize vehicle fleet size and that the vehicle be the most fuel efficient vehicle in its class and / or is an alternative fuel vehicle. | 12.7 | Percentage of vehicle purchases in any given year will meet the target. Current = 100% | There were no vehicle purchases in 2017–18 | |
| Support the transition to a low-carbon economy through green procurement | Integrate environmental considerations into 100% of procurement management processes and control. | 12.7 | Number of departmental procurement processes and controls that incorporate environmental considerations relative to the total number of departmental procurement processes and controls. | All procurement and contracting at VAC considers environmental options whenever possible. | |
| Incorporate environmental considerations into the development of 100% of any common-use procurement instruments. | 12.7 | Percentage of common-use procurement instruments developed that incorporate environmental considerations. | VAC uses tools set up by PSPC which incorporate environmental considerations. | ||
| Ensure 100% of decision makers have the necessary training and awareness to support green procurement. | 12.7 | Percentage of specialists in procurement and material management who have completed training on green procurement in 2016–17 = 100%. | Result for 2017–18 is 100% | ||
| Ensure key officials include contribution to and support for the Government of Canada Policy on Green Procurement objectives in their performance evaluations. | 12.7 | Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution towards green procurement. 2016–17 standard = 2 staff (100%). | Result for 2017–18 is 100% | ||
| Set departmental targets to reduce the environmental impact of specific goods or services. | 12.7 | ||||
| Copy paper, commercial printing, and envelope purchases will contain a minimum of 30% recycled content and be certified to a recognized environmental standard to reduce the environmental impact of its production. | 12.7 | Percentage of copy paper, commercial printing and envelope purchases that meet the target objective relative to the total dollar value or volume of all copy paper, commercial printing and/or envelope purchases. 2016–17 rate = 95%. | The 95% rate remained the same for the 2017–18 period | ||
| Maintain or improve existing approaches to sustainable workplace practices. | 12.7 | ||||
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12.7 |
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The 1:8 ratio remained the same for the 2017–18 period. | ||
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12.7 |
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For 2017-18 year we achieved the result of 10% reduction from the 2011–12 baseline year. | ||
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12.7 |
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Delayed due to operational priorities. Will have guide adopted by end of fiscal, March 31, 2019. | ||
| Dispose of e-waste in an environmentally sound and secure manner. | 12.7 | Departmental locations with electronic and electrical equipment disposal plan implemented. | The percentage of disposal plans in departmental locations is 100% for the 2017–18 period. | ||
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12.7 |
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The total weight of batteries collected and recycled from Head Office was 269.4lbs. | ||
| Train 100% of acquisition cardholders on green procurement as a best practice. | 12.7 | Percentage of acquisition cardholders with green procurement training. | Will collaborate with Finance Division to achieve our goal of 100% by implementing a new process by March 31, 2019. | ||
| Increase awareness of the Policy on Green Procurement among managers as a best practice. Target is 100% of managers trained by 2020. | 12.7 | Percentage of managers with purchasing ability who have had Policy on Green Procurement awareness training. | Currently collaborating with Procurement and HR to identify a means to track this information and accurately report our results based on our target for 2020. | ||
| Promote sustainable travel practices | By March 31, 2021, reduce GHG emissions from business travel by 25% of 2008–09 levels. | 7.1 or 7.A | Emissions associated with business travel in tonnes carbon dioxide equivalent (CO2eq). The 2008–09 baseline level is 2,118 CO2eFootnote 1. | VAC has already met this goal. During 2017–18, VAC's emissions associated with business was 1,441 CO2e tonnesFootnote 2. | |
| Understand climate change impacts and build resilience | Identify the range of climate change impacts and adaptation measures that could potentially affect departmental assets, programs, and services across the country. | 13.2 | |||
| Develop and begin to implement a departmental climate adaptation plan. | 13.2 | Participate in an intradepartmental working group to develop a climate adaptation plan, as part of Business Continuity Planning by March 31, 2018. | The Business Continuity Coordinator at VAC participates in interdepartmental working groups where climate change is discussed. BCP's currently take into account natural disasters eg. Flooding. Climate adaptation plan will be developed in 2019-20. | ||
| Integrate consideration of climate change impacts and adaptation into departmental planning, policy, programs, and operations. | 13.2 | ||||
| Review and revise departmental strategic environmental assessment tools to ensure that climate change impacts and adaptation are fully considered in the development of policy, plan and program proposals. | 13.2 | Development and Implement Strategic Environmental Assessment policy and process by March 31, 2018. | Completed. | ||
| Ensure service disruptions are avoided by incorporating climate change considerations and adaptation measures into corporate risk and business continuity planning. | 13.2 | ||||
| Review and revise the departmental corporate risk and business continuity plans to integrate considerations of climate change mitigation and adaptation. | 13.2 | Corporate risk and business continuity plans integrate considerations of climate change mitigation and adaptation by March 31, 2018. | Business Continuity Plan documentation currently considers climate change, and is being revised to include climate adaptation plan by 2020. | ||
| Climate change impacts and adaptation inform investment planning. | 13.2 | ||||
| Review and revise the departmental investment plan to integrate consideration of climate change mitigation and adaptation measures. | 13.2 | Investment plan incorporates consideration of climate change mitigation and adaptation measures as part of the 2018-2023 Investment Plan. | VAC's current Investment Plan (IP) does not incorporate climate change mitigation and adaptation measures. The next iteration of the IP will be for the 2020–21 cycle and will be reviewed with a climate change lens at that time. | ||
| Key officials incorporate the Federal Adaptation Policy Framework in their performance evaluations. | 13.2 | Climate change adaptation is addressed in the 2018–19 performance management agreements for executives. | Due to operational priorities, this goal has not been met. Currently working with Human Resources Executive Services to include this commitment in the 2019–20 performance agreements. | ||
| Demonstrate innovative technologies | Not applicable | Not applicable | Not applicable | Not applicable | |
| Improve transparency and accountability | Not applicable | Not applicable | Not applicable | Not applicable | |
| Develop policy for low-carbon government | Not applicable | Not applicable | Not applicable | Not applicable |
Report on integrating sustainable development
During the 2017–18 reporting cycle, Veterans Affairs Canada had no proposals that required a Strategic Environmental Assessment and no public statements were produced.