Departmental Sustainable Development Strategy Report 2011-2012

Table of Contents

Section I - Federal Sustainable Development Strategy

Section II - Departmental Overview of Canadian Heritage and Vision for Sustainable Development

Section III - Departmental Practices Related to Decision-Making and Sustainable Development

Section IV – Implementation Strategies for Sustainable Development, Theme IV: Shrinking the Environmental Footprint - Beginning with Government

Section V –Departmental Performance Report, Online Table on Greening Government Operations

Section VI – Hyperlink to the Federal Sustainable Development Strategy

[ PDF Version, 798 KB ]

[ Canadian Heritage ]

Section I – Federal Sustainable Development Strategy

Federal Sustainable Development Strategy

The 2008 Federal Sustainable Development Act requires the Government of Canada to develop a Federal Sustainable Development Strategy (FSDS)[1] and to update it every three years. The Strategy includes federal sustainable development goals and targets as well as implementation strategies for meeting each target. The government will report every three years on progress toward achieving the goals and targets established in the Strategy.

The FSDS establishes a framework for sustainable development planning and reporting with three key elements:

  • An integrated, whole-of-government picture of actions and results to achieve environmental sustainability;
  • A link between sustainable development planning and reporting and the Government’s core expenditure planning and reporting system; and,
  • Effective measurement, monitoring and reporting in order to track and report on progress to Canadians.

The FSDS brings together goals, targets and implementation strategies which have been created through the normal course of government decision-making. The FSDS itself does not establish new goals and targets, with the exception of those for greening government operations (GGO), rather it makes the outcomes of decision making more transparent.

Goals, targets, and implementation strategies are organized under four priority themes:

  • I. Addressing climate change and clean air,
  • II. Maintaining water quality and availability,
  • III. Protecting nature, and
  • IV. Shrinking the environmental footprint - Beginning with government.

The FSDS focuses on environmental sustainability as a first step in integrating environmental concerns with economic and social considerations and sets in motion a process that will over time improve the way in which environmental, economic and social issues are considered. The FSDS will be updated every three years to report on what measures have been taken to address sustainable development, and which priorities remain to be addressed.

Public consultation has guided the FSDS throughout its development. In June 2010, the Commissioner of the Environment and Sustainable Development made the following comment on the draft strategy:

"For the first time, the federal government has produced a draft strategy that proposes a single or overarching set of goals for the entire government. An overarching strategy is welcome both to help set Canada on a sustainable development pathway and to ensure policy coherence."[2]

The final FSDS,

  • links sustainable development to the Government's planning and reporting processes through the Expenditure Management System (EMS);
  • uses environmental indicators to measure and report on progress of the FSDS;
  • uses SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) criteria to establish the targets in the FSDS;
  • outlines the government's commitment to strengthen the application of strategic environmental assessments (SEAs). This will improve the consideration of environmental concerns when making economic or social decisions by applying the FSDS goals and targets when undertaking SEAs, reporting on the results of SEAs in Departmental Performance Reports (DPR), and describing the contribution of a proposal to the achievement of the FSDS goals and targets in the SEA public statements.

The FSDS goals, targets and implementation strategies give a detailed description of federal government activities under each heading, so for the first time it is possible to see all activities in one place.

The first Progress Report on the Federal Sustainable Development Strategy 2010-13 published on June 16, 2011 is available on Environment Canada’s website at:
http://www.ec.gc.ca/dd-sd/default.asp?lang=En&n=917F8B09-1.

The information provided on this website is supported by the 2012 FSDS Progress Report and outlines departmental FSDS implementation strategies and corresponding performance information applicable over the intermediate and immediate timeframe.

2010 Federal Sustainable Development Strategy

Theme IV: Shrinking the Environmental Footprint – Beginning with Government- Greening of Government Operations (GGO)

The Government of Canada has a significant operational presence across the country, with more than 40,000 buildings owned or leased, more than 30,000 on-road vehicles, and 260,000 employees across Canada. As a result, the Government of Canada is itself a major consumer of natural resources and a producer of air emissions and waste products which have a significant impact on the environment. As custodian, fleet manager, procurer of goods and services, and employer, the Government has demonstrated a commitment to do its part to reduce the impact of its operations and leadership with regard to greening operations.

The Government of Canada is committed to improving the environmental performance of its own operations. With this in mind, the federal government has developed new targets in the areas of green buildings, greenhouse gas emissions, electronic waste, printing units, paper consumption, green meetings, and green procurement. Public Works and Government Services Canada will continue to provide technical support to departments in greening their operations.

GGO Theme 4: What applies to Canadian Heritage?

Responsibility for Greening Government Operations Targets
Departments and Agencies1Green BuildingsGreen ProcurementE-waste, Printing Units, Paper Consumption
Green Meetings		GHG** emissions from buildings and fleetGHG emissions from fleet only
Canadian Heritage No* Yes Yes No No

* For explanations concerning Green Buildings, please see Section IV of this Report.
**Legend: GHG: Green House Gas

Source: Extract from Canada, FSDS, Annex 4: Theme IV, Shrinking the Environmental Footprint - Beginning with Government, Goal: Greening Government Operations, Minimize the environmental footprint of government operations, Figure 6. (http://www.ec.gc.ca/dd-sd/default.asp?lang=En&n=D39CB7AC-1 )

Section II – Departmental Overview of Canadian Heritage and Vision for Sustainable Development

Previous Canadian Heritage's Sustainable Development Strategies

Previous Departmental Sustainable Development Strategies were implemented in 1997-00, 2000-03, 2003-06 and 2007-09. Canadian Heritage's fourth Sustainable Development Strategy (SDS 2007-09)[3] focused on ensuring that the environmental impacts of its decisions were understood, weighed and appropriately addressed. The 2007-09 Strategy made its first priority to institute effective governance structures and management measures. Results–whether in improvements to operational practices or increased capacity to undertake strategic environmental assessments of programs and policies–were reported in previous Departmental Performance Reports[4].

2007-09 SDS advanced earlier departmental sustainable development strategies in the area of the greening of operations and the integration of environmental considerations in program and policy areas. Actions in 2007-09 SDS contributed to a focused set of federal government-wide goals.

Raison d'être of the Department of Canadian Heritage

The Department of Canadian Heritage and Canada's major national cultural institutions play a vital role in the cultural, civic and economic life of Canadians. We work together to support culture, arts, heritage, official languages, citizenship and participation, Aboriginal, youth, and sport initiatives.

Summary of Performance

2011–12 Financial Resources ($ millions)

Planned Spending

Total Authorities

Actual Spending

1,186.6

1,343.3

1,308.5

2011–12 Human Resources (full-time equivalents)

Planned

Actual

Difference

1,752.8

1,951.3

-198.5

Contribution to the Federal Sustainable Development Strategy (FSDS)

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada’s commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. Canadian Heritage ensures that consideration of these outcomes is an integral part of its decision-making processes. Canadian Heritage contributes to the following FSDS theme:

Theme IV Shrinking the Environmental Footprint - Beginning with Governement

Overall Responsibilities of Canadian Heritage

The Department of Canadian Heritage is responsible for policies and the delivery of programs that help all Canadians participate in their shared cultural and civic life. The Department's legislative mandate is set out in the Department of Canadian Heritage Act and in other statutes for which the Minister of Canadian Heritage is responsible, which presents a wide-ranging list of responsibilities for the Minister under the heading of "Canadian identity and values, cultural development, and heritage."

The Department oversees the administration of numerous laws, notably: the Broadcasting Act, the Copyright Act and the Investment Canada Act (the latter two acts are shared with Industry Canada), the Official Languages Act (Part VII), the Museums Act, the Cultural Property Export and Import Act, the Status of the Artist Act and the Physical Activity and Sport Act (shared with Health Canada).

The Department of Canadian Heritage is specifically responsible for formulating and implementing cultural legislation related to copyright, foreign investment and broadcasting, as well as policies related to arts, cultural industries, heritage, official languages, sports, state ceremonial and protocol, and Canadian symbols. The Department's main program activities are the funding of community and third-party organizations to promote the benefits of culture, identity, and sport for Canadians.

The Minister of Canadian Heritage and Official Languages is accountable to Parliament for the Department and the 19 organizations that make up the Canadian Heritage Portfolio.

Strategic Outcomes

The Department's activities are structured around three strategic outcomes. The details on these strategic outcomes are in the Canadian Heritage's Departmental Performance Report 2011-12 (http://www.pch.gc.ca/pc-ch/publctn/mindep-eng.cfm).

  • Strategic Outcome 1: Canadian artistic expressions and cultural content are created and accessible at home and abroad

    This strategic outcome speaks to the importance placed by the Government of Canada on the continuing existence and public availability of Canadian cultural products, artistic work by Canadian creators and performers, and Canada's tangible and intangible cultural heritage. It is underpinned by a series of assumptions: 1) that Canadians have a right to access this material readily in their domestic market, for reasons of identity and cultural sovereignty; 2) that special measures are required to ensure this access, given the proximity, economies of scale, and ready supply of American cultural production and exports; and 3) that international promotion of Canadian cultural expressions and heritage provides measurable economic benefits to Canada, by strengthening the growth of creative industries and a knowledge economy, attracting creative talent and tourism, fostering trade and investment, and branding Canada throughout the world as a dynamic, confident, forward-looking society.
  • Strategic Outcome 2: Canadians share, express and appreciate their Canadian identity

    This strategic outcome recognizes that Canadians, as members of communities and society, need to enhance their understanding of their country, its basic shared values and its symbols, and to come together and celebrate their contributions to Canadian society, and to express, appreciate and share in their Canadian identity.

    This outcome supports strengthening Canadian identity through active and engaged citizenship, and recognition of the importance of linguistic duality and Aboriginal peoples to our identity.

    The outcome asserts that Canadian identity arises out of knowledge of shared Canadian values, (such as freedom and human rights), Canadian political and social history, the conduct and importance of national ceremonial activities, and active and inclusive participation of citizens in the civic and cultural life of Canadian communities, which include opportunities for shared celebration and commemoration and pride in and attachment to Canada.

    The outcome implies a collective civic identity based on shared democratic values underscored by the recognition that Canada is strengthened by French- and English-language communities, Aboriginal communities, and its broader pluralistic communities.
  • Strategic Outcome 3: Canadians participate and excel in sport

    This outcome speaks to the beneficial effects of sport participation on the health and well-being of individuals, and on the cohesion of communities. To this end, it portrays a spectrum of sport participation from beginner to high-performance, and recognizes the inspirational value of sporting excellence in Canadian life, as well as the regard in which world-class Canadian athletes are held at home and abroad. It asserts the importance of sport to the Canadian identity. It also speaks to the importance of the sport system at all levels, enabling sport participation among Canadians and, at the same time, fostering the development of high-performance athletes, coaches, and officials. This system includes national sport organizations and sport facilities throughout the country, and contributes directly to the capacity of Canadian communities to host international sport events that can be expected to further enhance Canada's sport system and international sporting reputation.

Program Activity Architecture (PAA)

The Program Activity Architecture (PAA) illustrates how the Department's programs and activities are linked and how their expected results are organized in order to achieve the Department's Strategic outcomes and mandate. A Performance Measurement Framework (PMF) has been developed to serve as an objective basis for collecting information related to the intended results of the Department's programs. The 2011-12 Departmental Performance Report is primarily based on the PAA and the expected results and performance indicators identified in the PMF.

Theme IV of FSDS is included in Program Activity 8 (Internal Services) of Canadian Heritage's Program Activity Architecture.

2011-12 Program Activity Architecture

2011-12 Program Activity Architecture

[2011-12 Program Activity Architecture]

Departmental Vision for the Sustainable Development Strategy

The vision of the Department of Canadian Heritage, for its fifth Sustainable Development Strategy, is built on the Federal Sustainable Development Act (2008) and on the Federal Sustainable Development Strategy (FSDS) (October 2010).

Canadian Heritage aims to contribute to the achievement of the highest level of sustainable development as a means to fulfilling its mandate.

Canadian Heritage will:

  • integrate sustainable development in operational planning and governance structures[5];
  • contribute to sustainable development within the legislative mandate of the Department as set out in the Department of Canadian Heritage Act and in other statutes for which the Minister of Canadian Heritage is responsible, which offers an extensive but not exhaustive list of responsibilities for the Minister under the heading of "Canadian identity and values, cultural development, and heritage.[6].
  • contribute to the Federal Sustainable Development Strategy by improving the environmental impacts of its internal operations (GGO activities)[7] The Department will continue to change its way to operate its activities by ensuring that specific, measurable, attainable, relevant and time bound goals for greening Government operations are developed and met.

Canadian Heritage aims to achieve the following seven areas and goals of Theme 4 (GGO):

  1. Green Buildings: Only one target applies to Canadian Conservation Institute (CCI) Building: As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1000m2, where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool.
  2. Disposal of Electronic and Electric Waste: By March 31, 2014, Canadian Heritage will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.
  3. Manage Printing: By March 31, 2013, Canadian Heritage will achieve an 8:1 average ratio of office employees to printing units. The Department will apply target where building occupancy levels, security considerations, and space configuration allow.
  4. Reduce Paper Consumption: By March 31, 2014, Canadian Heritage will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-06 and 2011-12, and applicable scope.
  5. Green Meetings: By March 31, 2012, Canadian Heritage will adopt a guide for greening meetings.
  6. Green Procurement: As of April 1, 2011, Canadian Heritage will establish at least 3 SMART green procurement targets to reduce environmental impacts.

    1. By March 31, 2014, 80% of furniture purchases will be through PWGSC Green Standing Offers;
    2. By March 31, 2014, 80% of Information Technology (IT) Hardware purchases will have at least one environmental attribute (e.g., energy star);
    3. As of April 1, 2011, Canadian Heritage will ensure that 90% of paper purchases have a minimum of 30% recycled content.
  7. Training, Employee Performance Evaluations, and Management Processes and Controls: As of April 1, 2011, Canadian Heritage will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making:

    1. Training for select employees;
    2. Employee performance evaluations for managers and functional heads of procurement and materiel management;
    3. Management and controls.

The Department of Canadian Heritage will also continue to work with other federal departments and agencies to develop future Sustainable Development Strategies that will incrementally develop the environmental, social and economic pillars of sustainable development.

Section III – Departmental Practices Related to Decision-Making and Sustainable Development

Departmental organization for the sustainable development strategy

In the Department of Canadian Heritage, the Sustainable Development Strategy (SDS) is under the Program Activity 8: Internal Services, as only Theme 4 of the Federal Sustainable Development Strategy applies to Canadian Heritage. The SDS will be implemented within existing resources.

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization, and not to those provided specifically to a program.

Among these areas, specific branches contribute to the development of the SDS: 

  • Human Resources Management Services;
  • Information Technology Services;
  • Real Property Services (especially for the Canadian Conservation Institute );
  • Materiel Services;
  • Acquisition Services;
  • Legal Services.

Program Activity 8 (Internal Services): Financial Resources and Human Resources 2011-12

2011–12 Financial Resources ($ millions)

Planned SpendingTotal AuthoritiesActual Spending

92.3

113.2

113.7

2011–12 Human Resources (FTEs)

PlannedActualDifference

904.6

950.1

-45.5

Departmental Working Group on Sustainable Development

The Canadian Heritage Working Group on Sustainable Development (specialists and Directors General) is developing the Canadian Heritage Sustainable Development Strategy. Senior level approval is done through the Report on Plans and Priorities (RPP) and the Departmental Performance Report (DPR) approval processes (See the chart of the Department Governance Structure).

The Working Group is chaired by the Director General, Strategic Policy, Planning and Research (within the Strategic Policy, Planning and Corporate Affairs Sector).

The main partners of the Departmental Working Group for SDS are: 

  • Contracting and Material Management Directorate (within Financial Management Branch).
  • Facilities Management Directorate (within Human Resources Workplace Management Branch).
  • Corporate Services and Real Property, Canadian Conservation Institute (within Citizenship and Heritage Sector).
  • Strategic Planning, Policy and Performance Directorate (within the Chief Information Officer Branch, Strategic Policy, Planning and Corporate Affairs Sector).
  • Strategic Policy, Planning and Research Branch, (within the Strategic Policy, Planning and Corporate Affairs Sector).
  • Cabinet Affairs Directorate (within Strategic Policy, Planning and Research Branch, (for Strategic Environmental Assessments implementation) (within the Strategic Policy, Planning and Corporate Affairs Sector). 
  • Legal Services.
  • Regional Offices.

Canadian Heritage Governance Structure

Canadian Heritage Governance Structure

Based on a review of the PCH governance model, The Department has simplified and reinforced the governance structure to strengthen the PCH decision-making process.

The new governance model has a two-levelled governance structure. This model will streamline the decision-making process and align committee mandates to the departmental priorities.

Level 1 committees include the Talent Management Board, Executive Committee (ExCom), Communications and Coordination Committee, and Departmental Audit Committee.

Level 2 committees consist of the Integrated Planning, Performance Measurement and Evaluation Committee, Program and Policy Committee, Human Resources and Business Services Committee, and Finance Committee. In these committees, issues are raised, consultations take place and options are refined before being brought to ExCom for decision.

Strategic Environmental Assessments Planned Highlights and Commitments

As per the 2004 Cabinet Directive on Strategic Environmental Assessment and its 2010 Guidelines, the Department has reviewed its process, and a new guide and a questionnaire/checklist have been drafted and are now in the approval process. Once approved and implemented, the questionnaire/checklist will be included at the development phase of all Memoranda to Cabinet (MC) and/or Treasury Board submissions. 

This process will ensure that environmental considerations have been incorporated into the development of any new or renewed policy, plan or program initiatives.  All will have been subject to the SEA initial checklist, and where applicable a preliminary scan or a detailed analysis will have been completed.

Summary of the performance of departmental implementation strategy

In compliance with the FSDS tabled in October 2010, Canadian Heritage has implemented measures that demonstrate its commitment to sustainable development. For example, during 2011-12, Canadian Heritage began to reduce the ratio of printing units to departmental office employees and the removal of surplus units has already begun. The Department has adapted Environment Canada’s Green Meetings Guide and is working to raise awareness among employees and is promoting ways of minimizing environmental impacts.

Section IV – Implementation Strategies for Sustainable Development, Theme IV: Shrinking the Environmental Footprint - Beginning with Government

Introduction

This Section reproduces the online table on Greening of Government Operations (GGO) which is part of the Canadian Heritage's 2011-12 Departmental Performance Report (available on Canadian Heritage website at http://www.pch.gc.ca/pc-ch/publctn/mindep-eng.cfm and on the Treasury Board of Canada Secretariat website at http://www.tbs-sct.gc.ca/est-pre/index-eng.asp)

The entire GGO table is a requirement whose content and format are prescribed by the Treasury Board of Canada Secretariat in its Supplementary Information Tables, 2011-12 Departmental Performance Report.Information on Greening Government Operations at Canadian Heritage is available in SECTION IV – Implementation Strategies for Sustainable Development, Theme IV: Shrinking the Environmental Footprint – Beginning with Government.  Even if some tables are not applicable to Canadian Heritage, we are obliged to include them in the document.

Section V - Hyperlink to the Canadian Heritage 2011-12 Departmental Perfomance Report, Online Table on Greening Government Operations

Canadian Heritage website: Publications, The Department, 2011-12 Departmental Performance Report: http://www.pch.gc.ca/eng/1349272778481

Section VI - Hyperlink to the Federal Sustainable Development Strategy

Environment Canada website, Federal Sustainable Development Strategy, October 2010:
http://www.ec.gc.ca/dd-sd/default.asp?lang=En&n=F93CD795-1.

Address:

Canadian Heritage
15 Eddy Street
Gatineau, Quebec, K1A-0M5, Canada
E-mail:

info@pch.gc.ca
Telephone:

819-997-0055
Toll-free*:

1-866-811-0055
TTY**(Toll-Free):

1-888-997-3123

*The toll-free lines have agents available to answer your questions, Monday to Friday, 8:30 a.m. to 5:00 p.m. (Eastern Time).
**The TTY is a telecommunication device for people who are deaf, hard of hearing, or speech-impaired.

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