Canadian Heritage’s 2020-2021 Departmental Sustainable Development Strategy Report

November 2021

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2020-2021 Departmental Sustainable Development Strategy Report [PDF version - 691 KB]

List of acronyms and abbreviations

CCI
Canadian Conservation Institute
CCSF
Canada Cultural Spaces Fund
CHIN
Canadian Heritage information Network
CMMD
Contracting and Material Management Directorate
COVID-19
Coronavirus disease
DSDS
Departmental Sustainable Development Strategy
FSDA
Federal Sustainable Development Act
FSDS
Federal Sustainable Development Strategy
GIS
Geographic Information System
ICCROM
International Centre for the Study of the Preservation and Restoration of Cultural Property
IT
Information Technology
PCH
Canadian Heritage
PSPC
Public Service and Procurement Canada
SEA
Strategic Environmental Assessment

Canadian Heritage’s 2020-2021 Departmental Sustainable Development Strategy Report

This report on progress supports the commitment in the Federal Sustainable Development Act (FSDA) to make sustainable development decision-making more transparent and accountable to Parliament. It also contributes to an integrated, whole-of-government view of activities supporting environmental sustainability.

The departmental information reported accounts for information previously prepared in accordance with Canadian Heritage’s 2020 to 2023 Departmental Sustainable Development Strategy.

1. Introduction to the Departmental Sustainable Development Strategy

The 2019 to 2022 Federal Sustainable Development Strategy (FSDS) presents the Government of Canada’s sustainable development goals and targets, as required by the Federal Sustainable Development Act. In keeping with the purpose of the Act, to provide the legal framework for developing and implementing a Federal Sustainable Development Strategy that will make sustainable development decision-making more transparent and accountable to Parliament, Canadian Heritage has developed this report to demonstrate progress in implementing its Departmental Sustainable Development Strategy (DSDS).

2. Sustainable development in the Department of Canadian Heritage

The Department of Canadian Heritage’s 2020 to 2023 Departmental Sustainable Development Strategy describes the Department’s actions in support of achieving the FSDS goal of Greening Government. This report presents available results for the departmental actions pertinent to this goal. Previous years’ reports are posted on the Department of Canadian Heritage’s website.

Context
response to the coronavirus disease and sustainability

Greening of Government: Program and Policy functions

The COVID-19 response has had a significant impact on how the Department thinks about sustainability. This has included assessing opportunities for greener operations and integrating a climate change lens to program and policy functions. This includes the Budget 2021 planning process and in the design of the Recovery Fund for Arts, Culture, Heritage and Sport Sectors, which has an objective to provide organizations and individuals with the financial means to help build organizational resilience and pursue business innovation and transformation objectives, including related to equity, diversity and inclusion as well as greening activities.

One of the ways that the Department will incorporate greening into Budget 2021 initiatives is through data gathering and reporting, which will enable programs to respond to sector needs and assess the capacity of organizations to implement greening measures aligned with sector business transformation under the Recovery Fund, for example. This approach is consistent with feedback from stakeholders received at ministerial roundtables in the fall of 2020, and with broader Government priorities.

The Department is pursuing this work while being mindful that these sectors are recovering unevenly from the devastating effects of the pandemic. Some industries and organizations are still focused on immediate survival rather than longer-term recovery and may not have the capacity to take on additional environmental commitments that could be introduced through new funding streams or initiatives. Officials are looking at ways to help the sectors contribute to climate action and will continue to engage with stakeholders to identify their needs and challenges and to consider opportunities for alignment with the Department’s mandate, policies and programs.

As part of these efforts, two ministerial consultative committees on greening the arts, culture, heritage and sport sectors have been established and the meetings took place in August 2021. Environmental scans and literature reviews are being undertaken to assist the two committees and it is expected to be an ongoing activity, which will be tailored to the needs of committee members. The Department recognizes the crucial role that its Portfolio organizations play in greening the sectors and is also aware that most Portfolio organizations are more advanced in their greening policies and practices than PCH’s sectors and programs. Therefore, in addition to inviting these organizations to observe the ministerial consultative committees at work, it has begun a consultation process of Portfolio organization to learn about their experience in advancing the greening agenda. These consultations already show that Federal, Provincial and Territorial collaboration on greening strategies for our sectors is highly desirable. There is an opportunity to engage with Provinces and Territories to tackle multi-jurisdictional challenges, which we intend to explore further moving forward. These consultations are still in progress and will later inform, as applicable, policy development activities related to greening at PCH.

Greening of Government: Technology and Accessibility

In response to the requirements of the COVID-19 pandemic, the Department of Canadian Heritage made several technological advancements to facilitate digital transformation while ensuring a seamless experience for Canadians and decreasing the carbon footprint when accessing PCH information and programs. A few of these examples include:

Beyond the Federal Sustainable Development Strategy

Canadian Heritage applauds the work that arts, culture, heritage and sport organizations are doing to address the climate crisis and has sought their expertise to explore ways in which it can support their efforts. Furthermore, the Department has the opportunity to inform Canadians’ understanding of environmental sustainability and more specifically the arts, culture, heritage and sport sectors. Sustainable development activities supported by Canadian Heritage include:

Supporting Arts, Culture, Sports and Heritage organizations

The Canadian Conservation Institute (CCI) advises heritage institutions (via facility assessment and preventive conservation technical services) on how to optimize preservation for their collections; this advice often focuses on the building envelope and mechanical systems, which may also lead to energy savings. The CCI is also currently supporting stakeholders to combat climate change and its impact on heritage by investing in a Geographic Information System (GIS) to help Canadian heritage institutions reduce their energy consumption and adapt to hazards and risks. This research project will help identify heritage institutions most exposed to certain hazards, some of which are directly related to climate change (e.g. wildfires, sea level rise, etc.).

The Canadian Heritage Information Network (CHIN) and the Canadian Conservation Institute (CCI) joined forces with International Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM) and other international partners on a new initiative called Our Collections Matter. The initiative aims to ensure that all collections-based institutions play their fullest part in environmental, economic and social sustainability. It assists heritage institutions in connecting their collections-based work to sustainable development using the Sustainable Development Goals, thereby demonstrating more effectively their added value to society.

Finally, in 2020-2021, the Canada Music Fund developed a project aiming to introduce a policy that would encourage recipients to adopt sustainable development measures. Moving forward, the Canada Music Fund plans to collaborate with and obtain advice from external organizations in the implementation of concrete actions aimed at making the cultural sector more eco-friendly.

Canada Cultural Spaces Fund

The Canada Cultural Spaces Fund (CCSF) supports cultural and heritage institutions in their efforts to reduce the environmental impact of their facilities and activities.

The Performing Space and Art Gallery at L’Alliance Française de Vancouver is currently undergoing a project through the Canada Cultural Spaces Fund in which the Alliance Française de Vancouver will demolish its current building and build a new Cultural Centre on the same site. The new facility will be designed around sustainable building practices, built to a LEED Gold standard and is expected to allow the organization to add 100 new presentations per year. The artistic community will benefit from enhanced professional resources, improved conditions and suitable spaces to create and present their work. The art gallery will be open to artists and creators working on projects related to the francophone community and can accommodate 6-10 exhibitions of diverse configurations and set-ups per year.

Greener celebration and commemoration programs and services

Environmental considerations continue to be a part of the planning and delivery of in-person national events managed by the Department as it looks to the future. Due to COVID-19 public health regulations put in place to ensure Canadians’ safety, the Department celebrated the first-ever virtual Canada Day on July 1, 2020 and continued with the virtual celebration in 2021. These online events introduced a number of new virtual elements to Canada’s national celebration. For example, rather than offering promotional items such as stickers and pins, which often get discarded, the Celebrate Canada program partnered with the Major Events team to promote a virtual activity kit made available to organizations hosting Canada Day celebrations. This virtual kit showcased activities from partners such as other government departments and national museums for Canadians to enjoy and was offered as part of other events such as Winterlude 2021. The Celebrate Canada program also supported organizations who requested to use their funding for environmentally friendly alternatives to fireworks.

Research and Analysis of Sustainable Practices

The Department of Canadian Heritage also supports stakeholders under its Portfolio by conducting research and analysis of sustainability practices through an inventory of best practices in the arts sector, exploring energy sustainability for heritage institutions and measuring the environmental impact of investments in the cultural sector. As an example, the Cultural Industries Branch undertook a series of research activities on the environmental issues related to the cultural industries under its responsibility. A first report on the environmental issues relating to the audiovisual production industry was completed. This report consists of a literature review on the state of knowledge, practices, actions and policies in this area, internationally and in Canada. Research is currently underway to produce similar reports on the other three industries under the Branch’s Portfolio: the music industry, the periodical industry and the book industry.

In July 2021, the Minister of Canadian Heritage attended virtually the G20 Culture Ministerial which was held in Rome Italy. During the meeting, the Minister delivered a keynote speech entitled “Addressing the Climate Crisis through Culture” where he stated that now, more than ever, culture and creativity must be drivers for environmental action. The meeting concluded with the adoption of the first ever G20 Culture Ministers’ Declaration, which reflects the five priorities set out by the Italian Presidency, one of which is “Addressing the Climate Crisis through Culture”.

3. Departmental performance by FSDS goal

The following tables provide performance information on departmental actions in support of the FSDS goal listed in section 2.

Context: Greening Government

At Canadian Heritage (PCH), environmental action is part of our daily thinking. We are working with the provinces and territories and with municipalities, Indigenous peoples and all stakeholders to integrate the green shift into the Department’s policies and programs. To demonstrate the Department’s level of ambition, the following is a summary of departmental actions that demonstrate the efforts made by all sectors of PCH to reduce their environmental impacts. Furthermore, the breadth of the activities below demonstrates that the question of sustainability is being built into the Department’s corporate culture.

Greening Government: The Government of Canada will transition to low-carbon, climate-resilient and green operations
This goal captures commitments from the Greening Government Strategy, as well as reporting requirements under the Policy on Green Procurement.
FSDS target(s) FSDS contributing action(s) Corresponding departmental action(s) Starting point(s) Performance indicator(s) Target(s) Results achieved Contribution by each departmental result to the FSDS goal and target
By 2022, departments have developed measures to reduce climate change risks to assets, services and operations. 1.1 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. 1.1.1 Continue the implementation of a policy of one primary source of technology per employee (i.e.: laptop or tablet), rather than multiple devices.

Indicator: Percentage of employees using one primary source of technology for day-to-day operations.

Baseline: 100% as of 2019-20.

Target: Maintain the percentage of employees using one primary source of technology at 100%.

100% of employees use one primary source of technology.

This action encourages public service employees’ understanding of climate change while providing a tangible way for them to contribute to climate change action. It also reduces the demand for energy and leads to a reduction in GHG emissions.

This action supports UN Sustainable Development Goal target 13.2 to integrate climate change measures into policy and planning.

1.1.2 Conduct Strategic Environmental Assessments (SEA) and ensure compliance with the Cabinet Directive on Policy, Plan and Program Proposals.

Indicator: Percentage of Memorandum to Cabinet, Treasury Board Submissions and other proposals have been assessed for environmental considerations.

Baseline: 100% as of 2019-20.

Target: 100% of these documents include environmental considerations.

100% of the Memorandum to Cabinet, Treasury Board Submissions and other proposals submitted to the Corporate Affairs Sector for advice have been assessed and include environmental considerations as required.

By factoring climate variability in the departmental operation and decision-making processes, this action contributes to the government’s adaptation to a changing climate. This approach is consistent with the government’s risk management approach of enhancing the protection of public assets and resources and strengthening planning and decision-making.

This action supports UN Sustainable Development Goal target 13.2 to integrate climate change measures into policy and planning.

1.1.3 Canadian Heritage encourages alternative work arrangements, and as such, is an early adopter of PSPC’s two-year GCCoworking pilot project with the objective to help reduce employees’ commute time.

Indicator: Number of employees participating in the GCCoworking project.

Baseline: A total of 54 employees asked to participate in GCCoworking project in 2019-20.

Target: No target identified yet as GCCoworking locations were closed in March 2020 and remained closed at the moment of finalizing this DSDS due to the physical distancing measures following the outbreak COVID-19 pandemic.

Result not available due to temporary closing of GCCoworking locations due to the physical distancing measures following the COVID-19 pandemic.

This action encourages public service employees’ understanding of climate change while providing a tangible way for them to contribute to climate change action. The use of these locations can also contribute to reducing GHG emissions and promote work-life balance.

This action supports UN Sustainable Development Goal target 13.2 to integrate climate change measures into policy and planning.

1.1.4 Canadian Heritage encourages alternative work arrangements with the objective to help reduce employees’ commute time.

Indicator: Percentage of employees who avail themselves of telework arrangements.

Baseline: While around 35% of Canadian Heritage employees officially opted for telework arrangements in 2019-20 through the signing of an agreement, an internal survey revealed about 62% of employees actually telework as of 2019-20.

Target: no target identified because telework is voluntary, under regular circumstances, although mandatory at the time of drafting this strategy, due to the physical distancing measures following the outbreak of the COVID-19 pandemic. The Department will continue to encourage employees’ uptake of this alternative work arrangement.

Result not available due to the COVID-19 pandemic.

Since the pandemic commenced in March 2020, the vast majority of PCH employees have been and will continue working virtually until further notice.

This action encourages public service employees’ understanding of climate change while providing a tangible way for them to contribute to climate change action. The use of this alternative can also contribute to reducing GHG emissions and promote work-life balance.

This action supports UN Sustainable Development Goal target 13.2 to integrate climate change measures into policy and planning.

1.1.5 Actively participate in Interdepartmental senior management meetings and forums that support the FSDS and the greening of government.

Indicator: Percentage of meetings attended.

Baseline: 100% as of 2019-20.

Target: 100% meeting attendance.

100% of interdepartmental senior management meetings and forums that support the FSDS and the Greening of Government were attended.

Participation at Assistant Deputy Minister and Director General committee meetings and forums that support the objectives of the FSDS. By participating in these meetings and forums, Canadian Heritage officials become aware and share best practices and lessons learned on climate change impacts, thus creating a common understanding of the FSDS objectives across the Government of Canada.

This action supports UN Sustainable Development Goal target 13.2 to integrate climate change measures into policy and planning.

1.1.6 Canadian Heritage actively looks at opportunities to improve and modernize management practices towards more efficient and greener solutions.

Indicator 1: Uptake of the SAP-STAR financial management system solution for financial delegation approval activities.

Baseline: 80% of Financial delegation approval activities done electronically as of 2019-20.

Target: 100% of Financial delegation approval activities done electronically.

100% of financial delegation payment approval activities are done electronically. There is no longer a need for paper approvals.

Also, the SAP-STAR* solution developed financial dashboards for managers and the teams who support them. These dashboards allow managers to see an overview of their financial situation and have eliminated the need to print numerous reports at month end and year end.

* SAP-STAR (Systems Technologies Applications Regrouped) is the financial management and logistics system at Canadian Heritage.

This action supports adaptation to climate change as it allows managers to complete their management responsibilities in a paperless environment. The Financial Management Branch currently requires managers to exercise their delegated financial authorities electronically as it pertains to procurement, Grants & Contributions and invoice approval. Delegated managers also have a suite of reporting tools and dashboards available on their desktop.

Actions to support the strategy:

  • Electronic Approvals
  • Electronic Signature
  • Financial Dashboards and Reporting

This action supports UN Sustainable Development Goal target 12.7 to promote sustainable public procurement practices.

1.1.6 Canadian Heritage actively looks at opportunities to improve and modernize management practices towards more efficient and greener solutions.

Indicator 2: percentage of Grants & Contributions approved using e-signatures.

Baseline: 0%.

Target: 100% of Grants & Contributions funding agreements.

100% of grants and contributions funding agreements are approved through various forms of e-signatures.

Since the start of the pandemic, the Department has moved away from requiring wet signatures on funding agreements, instead relying on electronic and digital signatures, as we have adapted to the current reality through the pandemic.

This action supports adaptation to climate change as it allows managers to complete their management responsibilities in a paperless environment. The Financial Management Branch currently requires managers to exercise their delegated financial authorities electronically as it pertains to procurement, Grants & Contributions and invoice approval. Delegated managers also have a suite of reporting tools and dashboards available on their desktop.

Actions to support the strategy:

  • Electronic Approvals
  • Electronic Signature
  • Financial Dashboards and Reporting

This action supports UN Sustainable Development Goal target 12.7 to promote sustainable public procurement practices.

Actions supporting the Goal Greening Government

[This section is for actions that support the Greening Government Goal but do not directly support a FSDS target]

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

2.1.1 Ensure green procurement is included in the performance evaluation of managers and functional specialists of Canadian Heritage’s Contracting and Material Management Directorate.

Indicator: Percentage of managers and functional specialists of procurement and materiel management whose performance evaluation includes support and contribution towards green procurement in the current fiscal year.

Baseline: 100% as of 2019-20.

Target: 100% of evaluations of managers and functional specialists of the Contracting and Material Management Directorate.

42% of managers and functional specialists of the Contracting and Material Management Directorate (CMMD) have a performance evaluation which includes an element of support and/or contribution towards green procurement. The lower percentage of participants can be attributed to the ongoing organizational change, as multiple positions were left temporarily vacant or filled through ‘acting’ appointments.

This action commits managers to support the objectives of green procurement as it relates to the goal of Greening Government.

This action supports UN Sustainable Development Goal target 12.7 to promote sustainable public procurement practices.

2.1.2. Acquire audiovisual equipment, Information Technology (IT) hardware, and office furniture through mandatory PSPC’s acquisition mechanisms, embedded with green procurement clauses.

Indicator: Percentage of audiovisual equipment, IT hardware, and office furniture purchased via mandatory PSPC and Shared Services Canada’s acquisition mechanisms.

Baseline: 100% as of 2019-20.

Target: 100% of audiovisual equipment, IT hardware, and office furniture purchased via mandatory PSPC and Shared Service Canada’s acquisition mechanisms.

100% of audiovisual equipment, IT hardware, and office furniture is purchased via mandatory PSPC and Shared Service Canada’s acquisition mechanisms.

Continue to acquire IT hardware and audio-visual equipment, through the Department of Shared Service Canada’s system for procurement.

This action bolsters a common approach to sustainable procurement across government in keeping with recommendations in the FSDS.

This action supports UN Sustainable Development Goal target 12.7 to promote sustainable public procurement practices.

2.1.3. Eliminate personal printers thereby increasing the ratio of number of employees per printer.

Actions to support strategy:

  • Review printing requirements in a remote work context
  • Assess whether employees will require ability to print to do their work
  • Assess impact on current policy and practices

Indicator: Ratio of employees per printer.

Baseline: 9 employees per printer as of 2020-21

Target: Reduce the current ratio to average 30 employees per printer.

Note: at the time of drafting this strategy, employees lack access to all network printers as most work remotely due to the physical distancing measures following the outbreak of the COVID-19 pandemic.

The Department is currently at 1 printer per 9 employees, but the Department is in the process of awarding a new contract for printer services that will increase the ratio to 1 printer per 30 employees.

Canadian Heritage currently provides shared network printing for the majority of employees, with the exceptions of senior management and the accommodation of special circumstances.

This action reduces the demand for energy, which is an important environmental criterion for procurement.

This action supports UN Sustainable Development Goal target 13.2 to integrate climate change measures into policy and planning.

2.1.4. Move to digital funding applications by creating an online service delivery channel aligned to the Government of Canada’s Digital Operations Strategic Plan.

Indicator: Number of Canadian Heritage program components receiving and processing funding applications digitally.

Baseline: 3 of 90 program components.

Target: 18 program components representing 30% of Canadian Heritage application volume by 2023-24.

PCH successfully launched The Canadian Heritage Funding Portal. At the time of its first public launch, it supported the delivery of 4 program components.

The My PCH Online project team will continue to improve upon portal functionality and onboard new program components over the course of the next two years.

Canadian Heritage currently requires applications for funding to be sent by potential clients by either mail or by email as PDF files. Those PDF files are often printed, saved and managed. An online service delivery channel will reduce energy and material use by streamlining and simplifying the funding application process, avoiding the creation, transport and management of paper.

This action supports UN Sustainable Development Goal target 13.2 to integrate climate change measures into policy and planning.

2.2. Support for green procurement will be strengthened, including guidance, tools and training for public service employees. 2.2.1. Require procurement and material management specialists to complete the most current Canada School of Public Service Green Procurement course.

Indicator: Percentage of specialists in procurement and materiel management who have completed training on green procurement.

Baseline: 100% as of 2019-20.

Target: 100% of specialists in procurement and materiel management have completed training on green procurement.

79% of specialists in procurement and materiel management have completed training on green procurement in fiscal year 2020-21. Three new employees have been hired and will complete training on green procurement during the 2021-22 fiscal year.

This action ensures the necessary level of subject matter expertise to manage actions that support Low Carbon Government effectively.

This action supports UN Sustainable Development Goal target 12.7 to promote sustainable public procurement practices.

2.2.2. Implement the best practice of requiring acquisition card users to take training in green procurement.

Indicator: Percentage of acquisition cardholders trained on green procurement.

Baseline: 100% as of 2019-20.

Target: 100% of acquisition cardholders are trained on green procurement.

100% of acquisition cardholders are trained on green procurement. New cardholders are required to take the training prior to receiving their acquisition card and provide proof of completion to the Finance unit. The employee also confirms that they have taken the training by signing off on the Acknowledgement of Responsibilities and Obligations form.

This action allows the Department’s functional experts in procurement to educate and inform users and carry out due diligence of sustainable development practices.

This action supports UN Sustainable Development Goal target 12.7 to promote sustainable public procurement practices.

4. Report on integrating sustainable development

Canadian Heritage will continue to ensure that its decision-making process includes consideration of FSDS goals and targets through its strategic environmental assessment (SEA) process. A SEA for a policy, plan or program proposal includes an analysis of the impacts of the given proposal on the environment, including on relevant FSDS goals and targets.

During the 2020–21 reporting cycle, Canadian Heritage had no proposals that required a strategic environmental assessment (SEA) and no public statements were produced.

Leadership

Canadian Heritage supports the arts, culture, heritage and sport communities in their ecological transition while also remaining committed to integrating environmental considerations into its decision-making. In alignment with these commitments, PCH hosted a series of environmental roundtables in the fall of 2020 to assess the effects of the COVID-19 Pandemic on partners and to plan how to move forward while supporting each other. The primary goal of the roundtables, which was met through impactful and collaborative discussions, was to understand the on-the-ground impacts of the pandemic on environmental sustainability within all sectors and organizations. It was discussed that with the shortage of supplies and resources during the pandemic, it provided an opportunity for sectors and organizations to think about how to build back better while reducing their environmental footprint, including ways to implement sustainable productions and re-using materials. These roundtables served as an excellent opportunity and event in which Canadian Heritage brought together sectors and stakeholders to promote and increase intra-sector and cross-sector collaboration and communication on the importance of sustainable development and the information gathered will continue to be referenced as we make decisions moving forward.

The Department of Canadian Heritage is undertaking policy development activities to support the arts, culture, heritage, and sport sectors as they develop, integrate or enhance their environmentally oriented practices. Furthermore, in keeping with the goal of Greening Government, the Minister of Canadian Heritage has developed two advisory committees to help further the Department’s initiatives in achieving its sustainable development goals and environmental commitments. The committees are underway and will help guide the Department in its greening efforts and ensure departmental decisions are made with an environmental lens.

Environmental Provisions

The Department of Canadian Heritage continues to ensure that environmental considerations govern a range of projects and initiatives such as sporting events, festivals and celebrations. As an example, Sport Canada and its funded organizations take the impact of sport and the natural environment into account within contribution agreements and in alignment with the Canadian Environmental Assessment Act. More specifically, Sport Canada’s standard Contribution Agreement requires that recipients comply with all federal, provincial/territorial and municipal laws and regulations and related laws or guidelines with respect to environmental matters.

Considerations in support of green procurement are also embedded within the forms, clauses and templates used for procurement and materiel management activities.

© Her Majesty the Queen in Right of Canada, 2021.
Catalogue No. CH1-43E-PDF
ISSN: 2292-5198

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