2023 to 2027 Departmental Sustainable Development Strategy
Correctional Service of Canada
Collins Bay Institution
Message from the Commissioner
Correctional Service of Canada’s (CSC) 2023 to 2027 Departmental Sustainable Development Strategy (DSDS), our ninth DSDS since 1997, commits once more to numerous energy, water and waste reduction measures that demonstrate departmental ownership to reduce greenhouse gas (GHG) emissions. This latest DSDS remains in line with the previous eight voluntary DSDS that CSC implemented over the last decades.
Since 2005, based on CSC’s Energy and Greenhouse Gas Report for 2022 to 2023, our department has achieved a 31.9% reduction in GHG emissions from its facilities (which includes the purchase of clean electricity for our institutions in Alberta) by improving the energy efficiency of buildings and equipment with modern technologies. Significant progress has also been achieved to reduce the GHG emissions from our fleet by replacing traditional cars with hybrid and electric vehicles. On the path toward carbon neutrality, CSC now needs to further its organizational attention to meet the Government of Canada commitment to reduce GHG emissions from federal buildings and fleets by 50% below 2005 levels by 2030.
Additionally, amendments to the Federal Sustainable Development Act (FSDA) have been promulgated in December 2020 to include all federal departments, define expectations and set specific targets. Consequently, CSC is now subject to the FSDA, and therefore to the Federal Sustainable Development Strategy (FSDS) that was tabled in Parliament on November 2, 2022. As CSC is currently the third largest GHG emitter amongst all federal departments and agencies (from the real property perspective), our organization has a very important role to assume on this matter.
Notwithstanding the difficult times we went through since 2020 with the pandemic situation, we need to reinforce, now more than ever, our involvement in support of environmental sustainability and climate resilience. Our corporate leadership in greening government operations is nothing less than considerable, essential, and imperative to all Canadians.
Anne Kelly
Commissioner
Anne Kelly, Commissioner
Executive Summary
Corporate Services Sector has been preparing and publishing a Departmental Sustainable Development Strategy (DSDS) every three years since its first edition in 1997. For this DSDS, the Correctional Service of Canada’s (CSC) ninth edition, we have placed again the priority on energy saving initiatives, infrastructure renewal via energy performance contracts, clean energy technologies, waste reduction and modernizing the vehicle fleet. These initiatives are to lower greenhouse gas (GHG) emissions and to reduce consumption costs, which are in line with the three pillars of sustainable development, i.e., social, economical, and environmental aspects. CSC is now mandated to develop and implement its DSDS for the 2023 to 2027 cycle to comply with the revised Federal Sustainable Development Act (FSDA, promulgated in December 2020) and to align with the Federal Sustainable Development Strategy 2022 to 2026 (FSDS) that was tabled in Parliament on November 2, 2022.
CSC’s DSDS 2023 to 2027 proposes 17 departmental actions and 13 planned initiatives that contribute to the following three FSDS goals:
- Goal 10: Advance Reconciliation with Indigenous Peoples and Take Action on Inequality
- Goal 12: Reduce Waste and Transition to Zero-Emission Vehicles
- Goal 13: Take Action on Climate Change and its Impacts
With the creation of the Centre for Greening Government in late 2016 at the Treasury Board Secretariat (TBS), followed by the Greening Government Strategy in December 2017 (revised in 2020), an ambitious target was set to: “Reduce GHG from federal buildings and fleets by 40% below 2005 levels by 2025, and by 50% by 2030”. CSC is considered, from a real property perspective, the third largest GHG emitter of all federal departments, after the Department of National Defence (DND) and Public Services and Procurement Canada (PSPC). Accordingly, the contribution of CSC to the fight against climate change is significant and fully aligns with the government priority of GHG emissions reduction.
Finally, for the current DSDS, CSC has realigned the focus from exclusively environmental aspects to sustainable development decision-making that includes social and economical elements for the benefits of present and future generations.
SECTION 1
Introduction to the Departmental Sustainable Development Strategy
The 2022 to 2026 Federal Sustainable Development Strategy (FSDS) presents the Government of Canada’s sustainable development goals and targets, as required by the Federal Sustainable Development Act. This is the first FSDS to be framed using the 17 Sustainable Development Goals (SDGs) of the United Nations 2030 Agenda and provides a balanced view of the environmental, social, and economic dimensions of sustainable development.
In keeping with the purpose of the Act, to make decision-making related to sustainable development more transparent and accountable to Parliament, the Correctional Service of Canada supports the goals laid out in the FSDS through the activities described in this Departmental Sustainable Development Strategy (DSDS).
The Federal Sustainable Development Act also sets out 7 principles that must be considered in the development of the FSDS as well as DSDSs. These basic principles have been considered and incorporated in the Correctional Service of Canada’s DSDS.
In order to promote coordinated action on sustainable development across the Government of Canada, this departmental strategy integrates efforts to advance Canada’s implementation of the 2030 Agenda National Strategy, supported by the Global Indicator Framework (GIF) and Canadian Indicator Framework (CIF) targets and indicators. The strategy also now captures Sustainable Development Goals (SDG) initiatives that fall outside the scope of the FSDS to inform the development of the Canada’s Annual Report on the 2030 Agenda and the SDGs.
Principles
The following principles shall be considered in the development of sustainable development strategies:
(a) the principle that sustainable development is based on an efficient use of natural, social and economic resources and the need for the Government of Canada to integrate environmental, economic and social factors in the making of all of its decisions;
(a.1) the principle that sustainable development
(i) is a continually evolving concept,
(ii) may be achieved by, among other things, the protection of ecosystems, prevention of pollution, protection of human health, promotion of equity, conservation of cultural heritage, respect for domestic and international obligations relating to sustainable development and recognition of the present generation’s responsibility to provide future generations with a healthy and ecologically sound environment, and
(iii) may be advanced by, among other things, taking into account the precautionary principle, the “polluter pays” principle, the principle of internalization of costs and the principle of continuous improvement;
(b) the principle of intergenerational equity, which is the principle that it is important to meet the needs of the present generation without compromising the ability of future generations to meet their own needs;
(c) the principle of openness and transparency, which is the principle that the release of information should be encouraged to support accountability and public engagement;
(d) the principle that it is important to involve Aboriginal peoples because of their traditional knowledge and their unique understanding of, and connection to, Canada’s lands and waters;
(e) the principle of collaboration, which is the principle that it is important for stakeholders to collaborate in the pursuit of common objectives; and
(f) the principle that a results and delivery approach — that allows for developing objectives, developing strategies for meeting those objectives, using indicators for reporting on progress towards meeting those objectives and establishing accountability — is key to meeting measurable targets.
SECTION 2
Correctional Service of Canada’s Sustainable Development Vision
The Correctional Service of Canada (CSC) is the Canadian federal government agency responsible for the incarceration and rehabilitation of convicted criminal offenders sentenced to two years or more. Accordingly, CSC is fundamentally a federal entity with a social mandate that is guided by its mission statement:
The Correctional Service of Canada, as part of the criminal justice system and respecting the rule of law, contributes to public safety by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control.
Mission and Priorities
The mission statement provides a wide view of the organization’s reason for existence. It identifies the ultimate goal and responsibility of the organization. It also serves as the foundation for the values and culture of CSC. CSC‘s corporate priorities stem from its mission, legislative framework and risk profile. They provide a specific focus for the organization’s direction, programs, and initiatives. CSC has six equally important priorities:
1. Safe management of eligible offenders during their transition from the institution to the community, and while on supervision.
2. Safety and security of the public, victims, staff and offenders in institutions and in the community.
3. Effective, culturally appropriate interventions and reintegration support for First Nations, Métis and Inuit offenders.
4. Effective and timely interventions in addressing mental health needs of offenders.
5. Efficient and effective management practices that reflect values-based leadership in a changing environment.
6. Productive relationships with diverse partners, stakeholders, victims’ organizations, and others involved in support of public safety.
Stony Mountain Penitentiary, Donnacona Institution, Dorchester Penitentiary, Dorchester Penitentiary, Kwìkwèxwelhp Healing Village, Federal Training Centre
Facilities and security
CSC has a presence from coast to coast, from large urban centres, to remote Inuit communities in the North. Across the country, CSC serves increasingly diverse populations. Each major correctional institution is similar to a small community. There are living units, offices and work program areas. There are also buildings and spaces designed for spirituality, healthcare, employment, recreation, and other services. The nature of CSC’s mandate and the need for security often make these facilities unique and complex.
CSC is a significant federal custodian that is responsible for the management of:
- 43 institutions (including five regional treatment centres)
- six maximum security
- nine medium security
- five minimum security
- 12 multilevel security
- 11 clustered institutions
- 92 parole offices and sub-parole offices
- 14 community correctional centres
CSC also manages four healing lodges (included in the 43 institutions) and works in close collaboration and partnership with Indigenous communities in the management of six Corrections and Conditional Release Act (CCRA) Section 81 healing lodges to foster a traditional healing environment that supports the reintegration of Indigenous offenders back into the community.
Given the size of its real property holdings and fleet (over 2250 vehicles) and the numerous environmental compliance obligations that the department is subject to, CSC’s vision is to reinforce its contributions to the advancement of sustainable development. Thus, contributions need to remain on greenhouse gas emissions reduction and landfilled waste diversion, while reinforcing its climate resilience operations through adapted facilities and services consistent with the long-term carbon neutrality objective. CSC will continue to make progress on these critical challenges as per available resources.
Previous DSDS
The Corporate Services Sector of CSC has been preparing and publishing a Departmental Sustainable Development Strategy on average every three years since its first edition in 1997. For this DSDS, CSC’s ninth edition, the priority has again been placed on energy (and water) saving initiatives, infrastructure renewal via energy performance contracts, clean energy technologies, waste reduction and modernizing the vehicle fleet. These initiatives are to lower greenhouse gas (GHG) emissions and to reduce consumption costs, which are in line with the three pillars of sustainable development, i.e., social, economical, and environmental aspects.
CSC has achieved many environmental performance improvements over the last decades, mostly attributable to meeting or surpassing voluntary DSDS commitments/targets. Although many DSDS accomplishments were achieved, there are still opportunities to further reduce CSC’s environmental footprint. For example, CSC reported a 31.9% GHG emissions reduction in 2023 (which includes the purchase of clean electricity for its institutions in Alberta) from a 2005 baseline. CSC is now aiming to achieve a 50% reduction in GHG emissions by 2030 from the 2005 reference year. This implies that additional energy reduction measures and investments on real property and vehicle fleet will need to be moved forward between 2023 and 2030. Waste reduction initiatives (through better sorting, recycling, composting, etc., practices) will also require more corporate attention to significantly divert waste from landfills, especially organic waste.
Key Priorities
As per CSC’s recent DSDSs, the key priorities will remain focused on reducing the GHG emissions from our facilities and vehicle fleet as well as reducing our operational waste sent to landfills by reinforcing waste diversion programs namely through recycling and composting practices (including organic bioliquefaction and organic dehydration). In parallel, CSC will continue to implement its National Carbon Neutral Portfolio Plan as well as to conduct additional institutional Climate Risk and Vulnerability Assessments.
For this DSDS, a special attention has also been given to advance reconciliation with Indigenous Peoples and take action on inequality in line with Goal 10 of the FSDS. Accordingly, the departmental actions will focus on reinforcing training, staffing, policy, procurement, and consultations to further advance this important mandate.
Furthermore, notwithstanding the importance of moving further on the sustainable development path, and based on current internal resourcing levels, CSC needs to continue ensuring ongoing environmental compliance to Federal Acts and Regulations, namely: the Canadian Environmental Protection Act (CEPA), the Impact Assessment Act (IAA), the Species at Risk Act (SARA), the Federal Halocarbon Regulations (FHR), the Wastewater Systems Effluent Regulations (WSER) and the Storage Tank Systems for Petroleum Products and Allied Petroleum Products Regulations. CSC believes that Canadians expect that our department continues to reduce its ecological footprint while maintaining compliance to all applicable environmental regulations.
Consultations and Partnerships
The preparation of CSC’s DSDS 2023 to 2027 was led by the Environmental Protection Division within the Technical Services and Facilities Branch in consultation with different departmental sectors, including all the regions and institutions.
As for the delivery of its DSDS 2023 to 2027 commitments, CSC will continue to partner with several federal departments. As it was the case in previous DSDSs, CSC closely works and collaborates with the following departments depending on the aspects:
- Public Services and Procurement Canada (PSPC) via Specific Service Agreements (SSA) for the delivery of energy performance contracts, construction projects, management of the contaminated site program, etc.
- Environment and Climate Change Canada (ECCC) via the Federal Contaminated Sites Action Plan (SCSAP), the interdepartmental committee on Zero Plastic Waste and Circular Economy (ZPWCE), the interdepartmental committee on FSDS/DSDS, etc.
- Natural Resources Canada (NRCan) through direct consultation aimed at GHG reduction, green buildings, and reporting (RETScreen).
- Treasury Board Secretariat – Centre for Greening Government (TBS-CGG) via the Greening Government Assistant Deputy Ministers Steering Committee as well as other subcommittees under the governance of the CGG.
SECTION 3
Listening to Canadians
As required by the Federal Sustainable Development Act, the Correctional Service of Canada has considered comments on the draft 2022 to 2026 FSDS made during the public consultation held from March 11 to July 9, 2022.
During the public consultation, more than 700 comments were received from a broad range of stakeholders, including governments, Indigenous organizations, non-governmental organizations, academics, businesses, and individual Canadians in different age groups and of various backgrounds. The draft FSDS was also shared with the appropriate committee of each House of Parliament, the Commissioner of the Environment and Sustainable Development, and the Sustainable Development Advisory Council for their review and comment.
What We Heard
Across the submissions received, the Correctional Service of Canada identified sustainable development comments that are peripherally related to CSC operations and activities that our organization could improve on. The following comments that were submitted during the consultation were considered while developing CSC’s DSDS:
SDG 12: Responsible Consumption and Production
“Wanted to see more emphasis on circularity and not just on managing waste”.
Commenters suggested electrifying medium and heavy-duty vehicles.
SDG 13: Climate Action
Suggested including a plan for decarbonizing the existing federal building stock (not just new buildings).
“To reduce pollution and its impacts, the government needs to support, encourage, and fund initiatives which aim to do just that. “Greenifying” buildings can significantly lower the emissions caused by heating and cooling establishments. This can be done by planting rooftop gardens, encouraging growth along the sides of buildings, and overall planting more trees”.
What We Did
Correctional Service of Canada took the above-mentioned comments into consideration in this DSDS for the development of departmental actions, targets and performance indicators.
Please find more information on the FSDS public consultation and its results in the FSDS Consultation Report.
Collins Bay Institution
Springhill Institution
SECTION 4
Correctional Service of Canada’s Commitments
GOAL 10
ADVANCE RECONCILIATION WITH INDIGENOUS PEOPLES AND TAKE ACTION ON INEQUALITY
FSDS Context:
Indigenous offenders are disproportionately represented in the Canadian federal correctional system. As per the 2016 Canadian Census, 4.9% of the Canadian population was Indigenous, however Indigenous offenders comprise 28.6% of federally sentenced offenders. The Correctional Service of Canada’s Strategic Plan for Aboriginal Corrections ensures a federal correctional system that responds to the needs of all Indigenous offenders and contributes to safe and healthy communities. In addition, CSC has developed a National Indigenous Plan to provide a national framework to transform Indigenous case management and corrections. This plan is to amend policies, establish Indigenous Intervention Centres, and enhance case management practices. CSC has implemented seven Indigenous Intervention Centres (IICs) at men’s sites and at all women’s sites. The IICs integrate the intake assessment process, programs and interventions, and focus on preparation of release at the earliest parole eligibility date.
Above and beyond these plans, CSC is proposing alternatives to custody and reintegration projects via the Indigenous Community Corrections Initiative (ICCI). ICCI projects provide culturally relevant services that may include counselling, treatment, life skills coaching, family reunification and addressing the impacts of residential schools and involvement with child welfare systems. CSC is currently reviewing proposals from several Indigenous communities who have expressed interest in entering into an agreement to establish a Healing Lodge facility for the care and custody of Indigenous offenders, and has strengthened its agreements with existing partners. CSC will continue to strengthen the Indigenous Corrections Accountability Framework with the ongoing implementation of programs, policies, services and interventions that are culturally appropriate and effective, leading to better results for Indigenous offenders. Finally, CSC is fortunate to have 1750 self-declared Indigenous employees and 153 Elders representing rural and urban Indigenous communities from coast to coast to coast.
Target theme: Advancing reconciliation with First Nations, Inuit, and the Métis communities
Target: Between 2023 and 2026, and every year on an ongoing basis, develop and table annual progress reports on implementing the United Nations Declaration on the Rights of Indigenous Peoples Act (Minister of Justice and Attorney General of Canada).
Note:CSC performance indicators and targets have an end date of March 31 of the year indicated.
IMPLEMENTATION STRATEGY |
DEPARTMENTAL ACTION |
PERFORMANCE INDICATOR |
HOW THE DEPARTMENTAL ACTION CONTRIBUTES TO THE FSDA GOAL AND TARGET AND, WHERE APPLICABLE, TO CANADA’S 2030 AGENDA NATIONAL STRATEGY AND SDGS |
Implement the United Nations (UN) Declaration on the Rights of Indigenous Peoples Act |
10.1 CSC Technical Services and Facilities Branch will consult relevant Indigenous communities for all major infrastructure projects, i.e., more than $25M, and update its internal processes accordingly. Program: Internal Services Lead: Technical Services and Facilities Branch |
Performance indicator: Starting point: Target: |
With the passage of the UN Declaration Act, the Government of Canada must, in consultation and collaboration with Indigenous peoples, take all measures necessary to ensure that the laws of Canada are consistent with the UN Declaration on the Rights of Indigenous Peoples. |
Implement the United Nations Declaration on the Rights of Indigenous Peoples Act |
10.2 Contracting and Materiel Services will implement a Procurement Strategy for Indigenous Business to ensure that a minimum of five percent of the total value of departmental contracts are awarded to businesses owned and led by Indigenous Peoples. Program: Internal Services Lead: Contracting and Materiel Services |
Performance indicator: Target: |
With the passage of the UN Declaration Act, the Government of Canada must, in consultation and collaboration with Indigenous peoples, take all measures necessary to ensure that the laws of Canada are consistent with the UN Declaration on the Rights of Indigenous Peoples. |
Implement the United Nations Declaration on the Rights of Indigenous Peoples Act and Take Action to Reduce Inequality |
10.3 The Human Resources Management Sector (Learning and Development) will deliver Diversity and Cultural Competency Training to all staff as well as Foundations for Indigenous Corrections Training to targeted staff. Program: Internal Services Lead: Human Resources Management |
Performance indicator: Starting point: Target: |
With the passage of the UN Declaration Act, the Government of Canada must, in consultation and collaboration with Indigenous peoples, take all measures necessary to ensure that the laws of Canada are consistent with the UN Declaration on the Rights of Indigenous Peoples. |
Implement the United Nations Declaration on the Rights of Indigenous Peoples Act and Take Action to Reduce Inequality |
10.4 The Human Resources Management Sector (Classification, Resourcing and Operations), will increase the number of Indigenous employees to reflect CSC’s own organizational representation objectives, which are generally higher than workforce availability, and consider the representation of the offender population. Program: Internal Services Lead: Human Resources Management |
Performance indicator: Starting point: Target: |
With the passage of the UN Declaration Act, the Government of Canada must, in consultation and collaboration with Indigenous peoples, take all measures necessary to ensure that the laws of Canada are consistent with the UN Declaration on the Rights of Indigenous Peoples. |
Initiatives advancing Canada’s implementation of SDG 10 – Advance reconciliation with Indigenous peoples and take action on inequality
The following initiatives demonstrate how the Correctional Service of Canada’s programming supports the 2030 Agenda and the SDGs, supplementing the information outlined above.
PLANNED INITIATIVES |
ASSOCIATED DOMESTICS TARGETS OR AMBITIONS AND/OR GLOBAL TARGETS |
CSC will consult and cooperate with Indigenous Peoples on the development of new/amended internal policies and programs, namely by revising the internal policy instruments including, but not limited to, a revised Commissioner’s Directive 702 (CD 702). These internal policy instruments will be aligned, as applicable, with the United Nations Declaration on the Rights of Indigenous Peoples. |
Public servants are in a unique position to help build respectful relationships with Indigenous Peoples in Canada. This action encourages public service employees to increase their cultural competency skills and awareness of issues related to First Nations, Inuit and Métis in Canada, and their knowledge of the UN Declaration. Relevant targets or ambitions: |
CSC will continue to strengthen the Indigenous Corrections Accountability Framework with the ongoing implementation of programs, policies, services and interventions that are culturally appropriate and effective, leading to better results for Indigenous offenders. CSC will also assess the possibility of an expansion of capacity in the community, specifically for Inuit offenders. |
Public servants are in a unique position to help build respectful relationships with Indigenous Peoples in Canada. This action encourages public service employees to increase their cultural competency skills and awareness of issues related to First Nations, Inuit and Métis in Canada, and their knowledge of the UN Declaration. Relevant targets or ambitions: |
CSC launched its Anti-Racism Framework in 2021 that outlines actions the organization is taking to address systemic racism, diversity and inclusion across three pillars: employees, those in our care and custody, and stakeholders. Our goal is to create an anti-racist organization that is more inclusive, diverse and equitable. To support the organization to realize this goal, CSC created an Anti-Racism, Diversity and Inclusion unit (ARDI), which provides expertise, awareness, and knowledge on systemic racism, diversity, and inclusion across the organization and supports the Employment Equity and Diversity Committees. In fiscal year 2023 to 2024, CSC will continue consultations with offenders, employees, and stakeholders to identify issues and opportunities for change. The department also plans to launch an ‘anti-racism lens’ for analyzing processes, policies, guidelines, and programs. |
Public servants are in a unique position to help build respectful relationships and address systemic racism with Indigenous Peoples in Canada as well as Black and other racialized Canadians. This action supports the organization to provide awareness and tools to reduce inequalities and discrimination in our policies and practices. Relevant targets or ambitions: |
CSC is developing a national Black Offender Strategy to address the unique lived experiences and barriers faced by federally sentenced Black individuals. While CSC has taken action to address gaps for Black offenders, and outcomes for Black offenders have continued to improve, CSC believes that more can and should be done for Black offenders as the second most overrepresented population in CSC’s care and custody (as compared to their population in the general Canadian population). This work will help to address systemic racism in the correctional system. CSC believes this will contribute to the Black Community Justice Strategy. The strategy will be finalized and launched by the end of 2023 calendar year. |
Public servants are in a unique position to help build respectful relationships and address systemic racism with Indigenous Peoples in Canada as well as Black and other racialized Canadians. This action supports the organization to provide awareness and tools to reduce inequalities and discrimination in our policies and practices. Relevant targets or ambitions: |
GOAL 12:
REDUCE WASTE AND TRANSITION TO ZERO-EMISSION VEHICLES
FSDS Context:
CSC has an important role in taking effective actions on reducing waste and purchasing of zero-emissions vehicles as the third largest facility portfolio in the federal government and having a significant vehicle fleet. CSC must lead by example for other government departments and Canada as a whole.
Managing non-hazardous waste effectively reduces the reliance on landfilling which causes negative impacts on the surrounding environment and beyond. In addition, recycling and reusing the waste generated at CSC will benefit the environment by decreasing the need to extract resources, lowering the potential for contamination, saving on costs for disposal and reducing GHG emissions associated with the disposal of waste in landfills. By changing the behavioural culture at CSC and seeing waste as a valuable resource, the department can increase the economic benefit and save costs that can be invested in other ecologically beneficial initiatives.
With every new zero-emission vehicle purchased and electric charging station installed, CSC is positively contributing to the reduction of reliance on fossil fuels and diminishing its negative impact on the environment (reduction of GHG emissions) and lowering the presence of smog. Essentially, zero-emission vehicles will contribute to cleaner air and in turn better health for humans and the environment.
Finally, CSC will continue to reduce its environmental liabilities associated with contaminated sites. CSC has been an active participant in the Federal Contaminated Sites Action Plan (FCSAP) fostered by ECCC since Phase I in 2005. As the FCSAP Phase IV will sunset by March 31st, 2025, CSC plans to have closed all its main FCSAP eligible sites and therefore withdraw from FCSAP at that point.
Target theme: Management of waste, resources and chemicals
Target: By March 31, 2025, 60% of Federal Contaminated Sites Action Plan eligible sites are closed or in long-term monitoring.
Note: CSC performance indicators and targets have an end date of March 31 of the year indicated.
Headingly Transmitter Site, Manitoba, during clean-up
Headingly Transmitter Site, Manitoba, after clean-up
IMPLEMENTATION STRATEGY |
DEPARTMENTAL ACTION |
PERFORMANCE INDICATOR |
HOW THE DEPARTMENTAL ACTION CONTRIBUTES TO THE FSDA GOAL AND TARGET AND, WHERE APPLICABLE, TO CANADA’S 2030 AGENDA NATIONAL STRATEGY AND SDGS |
Remediate high-priority contaminated sites |
12.1 Reduce CSC's environmental liabilities by closing all FCSAP eligible sites listed on the FCSI [1]. Program: Internal Services Lead: NHQ [2]-Environment |
Performance indicator: Starting point: Target: |
When reducing environmental liability by closing FCSAP eligible sites, there is a reduction in environmental and human health risks across Canada. |
Target theme: Federal Leadership on Responsible Consumption
Target: By 2030, the Government of Canada will divert from landfill at least 75% by weight of non-hazardous operational waste.
IMPLEMENTATION STRATEGY |
DEPARTMENTAL ACTION |
PERFORMANCE INDICATOR |
HOW THE DEPARTMENTAL ACTION CONTRIBUTES TO THE FSDA GOAL AND TARGET AND, WHERE APPLICABLE, TO CANADA’S 2030 AGENDA NATIONAL STRATEGY AND SDGS |
Maximize diversion of waste from landfill |
12.2 Optimize waste recycling programs at all institutions. Program: Internal Services Leads: RHQs [3], Institutions Support: Environment |
Performance indicator: Starting point: Target: |
Actions that reduce the generation of non-hazardous operational waste will help to reduce Scope 3 emissions for the production, transport and disposal of material. Diverting waste from landfill reduces landfill gas and transport hauling emissions. Material recovery via recycling reduces emissions for the extraction and production of virgin materials. Relevant targets or ambitions: |
Maximize diversion of waste from landfill |
12.3 Implement institutional organic waste diversion programs. Program: Internal Services Leads: RHQs, Institutions Support: Environment |
Performance indicator: Starting point: Target: |
Actions that reduce the generation of non-hazardous operational waste will help to reduce Scope 3 emissions for the production, transport and disposal of material. Diverting waste from landfill reduces landfill gas and transport hauling emissions. Relevant targets or ambitions: |
Maximize diversion of waste from landfill |
12.4 Implement food loss and waste analysis at three different types of institutional kitchens (Production Centre, Finishing Kitchen, and Stand-Alone Kitchen) and implement relevant recommendations as appropriate. Program: Internal Services Lead: Food Services Support: NHQ-Environment |
Performance Indicator: Starting Point: Target: |
Actions that reduce the generation of non-hazardous operational waste will help to reduce Scope 3 emissions for the production, transport and disposal of material. Diverting waste from landfill reduces landfill gas and transport hauling emissions. Relevant targets or ambitions: |
Target: By 2030, the Government of Canada will divert from landfill at least 90% by weight of all construction and demolition waste.
| IMPLEMENTATION STRATEGY | DEPARTMENTAL ACTION |
PERFORMANCE INDICATOR |
HOW THE DEPARTMENTAL ACTION CONTRIBUTES TO THE FSDA GOAL AND TARGET AND, WHERE APPLICABLE, TO CANADA’S 2030 AGENDA NATIONAL STRATEGY AND SDGS |
Maximize diversion of waste from landfill |
12.5 Ensure a clause is included in each major construction project [4] contracting documents so that general contractors are required to divert construction and demolition waste from landfills. Leads: CPI [5], FPS [6] Support: PSPC [7], Environment |
Performance indicator: Starting point: Target: |
Actions that reduce the generation of non-hazardous operational waste will help to reduce Scope 3 emissions for the production, transport and disposal of material. Diverting waste from landfill reduces landfill gas and transport hauling emissions. Material recovery via recycling reduces emissions for the extraction and production of virgin materials. Relevant targets or ambitions: |
Target: The Government of Canada’s procurement of goods and services will be net-zero emissions by 2050, to aid the transition to a net-zero, circular economy.
| IMPLEMENTATION STRATEGY | DEPARTMENTAL ACTION |
PERFORMANCE INDICATOR |
HOW THE DEPARTMENTAL ACTION CONTRIBUTES TO THE FSDA GOAL AND TARGET AND, WHERE APPLICABLE, TO CANADA’S 2030 AGENDA NATIONAL STRATEGY AND SDGS |
Transform the federal |
12.6 Each year, new light-duty fleet vehicles purchases will be zero-emission vehicles (ZEVs), pluggable hybrids, or hybrids when ZEVs, pluggable hybrids and hybrids are available within the required specifications. Program: Internal Services Lead: Support Services/Fleet Support: RHQs, Institutions, Parole Offices, Community Correctional Centres, PSPC |
Performance indicator: Starting point: Target: |
Purchasing zero emission vehicles reduces greenhouse gas emissions from conventional fleet operations. This enhances sustainable consumption. |
Transform the federal |
12.7 Each year install additional Electric Vehicle Charging Stations (EVCS). Program: Internal Services Lead: RHQs Support: NHQ-Environment, Support Services/Fleet, Institutions, Real Property/Accommodations, PSPC |
Performance indicator: Starting point: Target: |
Installation of electric vehicle charging stations will help to reduce greenhouse gas emissions. This enhances sustainable consumption. |
Strengthen green procurement criteria |
12.8 Strengthen green procurement criteria by updating and promulgating an internal policy on green procurement. Program: Internal Services Lead: CMS [8] Support: NHQ-Environment |
Performance indicator: Starting point: Target: |
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. |
Strengthen green procurement criteria |
12.9 Ensure all materiel management officers (i.e., staff in charge of procurement) are trained in green procurement (such as, the Canada School of Public Service course on green procurement, or equivalent). Program: Internal Services Lead: CMS Support: NHQ-Environment |
Performance indicator: Starting point: Target: |
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. Relevant targets or ambitions: |
Initiatives advancing Canada’s implementation of SDG 12 – Responsible Consumption and Production
The following initiatives demonstrate how the Correctional Service of Canada’s programming supports the 2030 Agenda and the SDGs, supplementing the information outlined above.
PLANNED INITIATIVES |
ASSOCIATED DOMESTICS TARGETS OR AMBITIONS AND/OR GLOBAL TARGETS |
CSC will continue to conduct institutional waste audits and report annual rate of diversion of non-hazardous operational waste from landfill. |
Actions that reduce the generation of non-hazardous operational waste will help to reduce Scope 3 emissions for the production, transport and disposal of material. Diverting waste from landfill reduces landfill gas and transport hauling emissions. Material recovery via recycling reduces emissions for the extraction and production of virgin materials. Relevant targets or ambitions: |
CORCAN [9] will conduct a circular economy analysis on at least one of its business lines. |
To limit emissions of GHG that cause climate change, actions must be taken by the Government of Canada. By applying the concept of circular economy, progress towards carbon neutrality will become more achievable. Relevant targets or ambitions: |
CSC will explore extending the training in green procurement to all section 34 budget managers, procurement officers and those with acquisition cards. |
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. Relevant targets or ambitions: |
Institutional Waste Sorting Station
GOAL 13:
TAKE ACTION ON CLIMATE CHANGE AND ITS IMPACTS
FSDS Context:
As a large custodial department in the federal government, CSC has a responsibility to demonstrate leadership on reducing greenhouse gas (GHG) emissions from its operations and establish climate change adaptability and resilience. By reducing CSC’s carbon footprint, CSC can contribute to slowing the heating of the atmosphere that causes global warming.
CSC will continue to implement its National Carbon Neutral Portfolio Plan (CNPP) to further reduce the GHG emissions from its facilities and operations. The National CNPP is a guide (similar to a road map) that enables better direction as to where investments are needed to reach carbon neutrality by 2050.
CSC is dedicated to the climate change related commitments set forth in Greening Government Strategy by evaluating energy consumption of institutions and implementing measures to reduce greenhouse gas emissions. Initiatives in this area contribute to the reduction of the severity and frequency of extreme temperatures and precipitation as well as wildfires, heatwaves, flooding and droughts. In addition, reducing GHG emissions will slow biodiversity loss in Canada and the negative health impacts on Canadians.
Subject to budget availability, CSC is planning to conduct Climate Risk and Vulnerability Assessments (CRiVAs) for all its institutions, prioritizing the sites that are more subject to significant climate change events. These assessments will focus on climate conditions, the likelihood of the impact and resulting consequences. In addition, recommendations on how to adapt to the risks will help better prepare CSC’s facilities for future weather/climate events.
Target theme: Federal Leadership on Greenhouse Gas Emissions Reductions and Climate Resilience
Target: The Government of Canada will transition to net-zero carbon operations for facilities and
conventional fleets by 2050
Note: CSC performance indicators and targets have an end date of March 31 of the year indicated.
Smog from wildfires in Quebec, 2023
IMPLEMENTATION STRATEGY |
DEPARTMENTAL ACTION |
PERFORMANCE INDICATOR |
HOW THE DEPARTMENTAL ACTION CONTRIBUTES TO THE FSDA GOAL AND TARGET AND, WHERE APPLICABLE, TO CANADA’S 2030 AGENDA NATIONAL STRATEGY AND SDGS |
Implement the Greening Government Strategy through measures that reduce greenhouse gas emissions, improve climate resilience, and green the government’s overall operations |
13.1 Reduce departmental GHG emissions from facilities by implementing Energy Performance Contracts (EPC), critical infrastructure renewal projects (via EPCs) and Strategic EPCs following Energy Audit Reports (EAR). Program: Internal Services Leads: |
Performance indicator: Starting point: Target: |
Actions that rationalize the portfolio, share facilities, reduce the demand for energy or switch to lower carbon sources of energy will lead to reductions in GHG emissions from real property operations. Relevant targets or ambitions: |
Modernize through net-zero carbon buildings |
13.2 All new buildings will be net-zero carbon unless a life-cycle cost-benefit analysis indicates net-zero-carbon-ready construction. Program: Internal Services Leads: FPS, CPI Support: |
Performance indicators:
Starting point: Target: |
Actions that rationalize the portfolio, share facilities, reduce the demand for energy or switch to lower carbon sources of energy will lead to reductions in GHG emissions from real property operations. Relevant targets or ambitions: |
Apply a greenhouse gas reduction life-cycle cost analysis for major building retrofits |
13.3 Incorporate GHG emissions reduction into the departmental decision-making process using GHG options analysis methodology for major renovation projects that affect energy consumption. Program: Internal Services Leads: FPS, CPI, RHQs Support: |
Performance indicator: Starting point: Target: |
Actions that rationalize the portfolio, share facilities, reduce the demand for energy or switch to lower carbon sources of energy will lead to reductions in GHG emissions from real property operations. Relevant targets or ambitions: |
Target: The Government of Canada will transition to climate resilient operations by 2050
IMPLEMENTATION STRATEGY |
DEPARTMENTAL ACTION |
PERFORMANCE INDICATOR |
HOW THE DEPARTMENTAL ACTION CONTRIBUTES TO THE FSDA GOAL AND TARGET AND, WHERE APPLICABLE, TO CANADA’S 2030 AGENDA NATIONAL STRATEGY AND SDGS |
Reduce risks posed by climate change to federal assets, services and operations |
13.4 Assess the risks of climate change impacts at designated institutions [11] and take steps to address these risks at CSC facilities. Program: Internal Services Lead: NHQ-Environment Support: CSC RHQs, Institutions |
Performance indicator: Starting point: Target: |
By assessing the risks of climate change impacts at mission critical assets, and developing plans to reduce the risks, the risk of disruption of critical service delivery to Canadians is reduced. |
Initiatives advancing Canada’s implementation of SDG 13 – Climate Action
The following initiatives demonstrate how the Correctional Service of Canada’s programming supports the 2030 Agenda and the SDGs, supplementing the information outlined above.
PLANNED INITIATIVES |
ASSOCIATED DOMESTICS TARGETS OR AMBITIONS AND/OR GLOBAL TARGETS |
Complete Energy Performance Contracts at the following institutions: |
Actions that rationalize the portfolio, share facilities, reduce the demand for energy or switch to lower carbon sources of energy will lead to reductions in GHG emissions from real property operations. Relevant targets or ambitions: |
Complete critical infrastructure renewal projects (via EPC), critical infrastructure renewal projects (via EPCs) at the following sites: |
Actions that rationalize the portfolio, share facilities, reduce the demand for energy or switch to lower carbon sources of energy will lead to reductions in GHG emissions from real property operations. Relevant targets or ambitions: |
Initiate Strategic Energy Performance Contracts by completing the Energy Audit Reports (EAR) at the following sites: |
Actions that rationalize the portfolio, share facilities, reduce the demand for energy or switch to lower carbon sources of energy will lead to reductions in GHG emissions from real property operations. Relevant targets or ambitions:
|
Based upon the CRiVAs, CSC will implement critical recommendations to increase institutional climate resilience where risks were deemed to be moderate to high. |
By assessing the risks of climate change impacts at mission critical assets, and developing plans to reduce the risks, the risk of disruption of critical service delivery to Canadians is reduced. |
All institutional Energy Conservation Plans that have not been revised since 2020, will be updated by 2025 to further reduce GHG emissions in line with CSC’s National Carbon Neutral Portfolio Plan (CNPP). |
Actions that rationalize the portfolio, share facilities, reduce the demand for energy or switch to lower carbon sources of energy will lead to reductions in GHG emissions from real property operations. Relevant targets or ambitions: |
All institutional Water Conservation Plans that have not been revised since 2020, will be updated by 2025 to further reduce water consumption and related GHG emissions. |
Actions that rationalize the portfolio, share facilities, reduce the demand for energy or switch to lower carbon sources of energy will lead to reductions in GHG emissions from real property operations. Relevant targets or ambitions: |
Family of ducks
SECTION 5
Integrating Sustainable Development
The Correctional Service of Canada (CSC) updated its internal policy, Commissioner’s Directive (CD) 318 – Environmental Protection and Sustainable Development in April 2022. The revised policy amalgamated six Internal Services Directives (ISDs) and one Guideline (GL) to ensure clarity as well as to mitigate environmental risks and impacts as the policy governs all environmental programs in CSC. The policy outlines the principles of sustainable development, encourages CSC to reduce its negative environmental impact and increase its positive environmental impacts through implementation of greening initiatives. Moreover, updating this policy met target #23 (Environment and Strategic Policy) commitment of CSC’s Departmental Sustainable Development Strategy 2020 to 2023.
Correctional Service of Canada crest
The policy amendments align with the requirements specified in the Treasury Board Secretariat Greening Government Strategy and the changes to the Federal Sustainable Development Act.
In addition, CSC created the Environmental Protection Management Manual to supplement the CD 318 which outlines the proper management of: halocarbons, wastewater collection and treatment systems, petroleum storage tanks, energy, drinking water, etc.
As part of the three-year cyclical review process, CSC will review its environmental policy CD 318 in 2025 to ensure the department is continuing to contribute to the conservation of natural resources and environment performance by reducing adverse environmental impacts of CSC, that align with the Greening Government Strategy and Environment and Climate Change Canada’s 2022 to 2026 Federal Sustainable Development Strategy.
CSC will review its National Policy Development Process; specifically, Commissioner’s Directive 200 – Policy Framework and Guidelines 200-1 – Policy Instruments, establishing criteria for determining whether a Strategic Environmental Assessment (SEA) is required. Furthermore, CSC will work to develop resources and tools necessary to ensure that such assessments align with the requirements of The Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals (2010). This Cabinet Directive provides the framework on how to analyze, document and address the potential environmental impacts of proposals submitted to the Minister of Public Safety or to Cabinet for consideration. CSC will continue to ensure that its decision-making process includes consideration of FSDS goals and targets through its SEA processes. Most proposals at CSC require only a preliminary scan, which determines if a full SEA is warranted. A full SEA is required when one or all of the following occurs:
- the implementation of the proposal will result in important environmental effects, either positive or negative;
- the environmental effects are uncertain; and/or
- strong public and stakeholder reactions related to environmental impacts are anticipated.
Documents related to full SEAs can be found on CSC’s website:
CSC issues a Policy Bulletin every time a new or revised national policy instrument is promulgated. Its purpose is to introduce the policy change(s) and provide the rational for the change(s). Currently, Policy Bulletins include information under key headings, such as “Why was the policy changed?”, “What has changed?” and “How was it developed?”. CSC will explore the potential for amending the current Policy Bulletin template to include information around the completion of a SEA. The introduction of such an approach will assist CSC in undertaking reflexive policy development that is continually aligned with environmental legislation and the department’s Sustainable Development Strategy.
Heron with a fish
SECTION 6
In Closing
Historically, CSC has been publishing a voluntary departmental sustainable development strategy that mostly focused on environment and now with the requirement to align with the FSDS, in this edition CSC proposed targets and planned initiatives that gave more consideration to the social and economic pillars of sustainable development. The proposed 17 targets and 13 planned initiatives in this departmental strategy are in line with the FSDS Goals 10, 12 and 13. Within the four-year cycle of the FSDS, CSC will continue to strive towards reducing its ecological footprint from its operations to help further move forward the global agenda to protect the environment and combat climate change. This will include meeting or surpassing the targets and planned initiatives as outlined in this strategy as well other projects or programs that contribute to the overarching Sustainable Development Goals of the FSDS.
With the strengthened Federal Sustainable Development Act, CSC is required to table at least two progress reports to Parliament. CSC will table the first report in Parliament by November 2, 2024, and the second progress report by November 2, 2025, to show the advancement of its departmental actions and identify where work may be required to achieve its commitments. The subsequent publishing of the progress reports on the CSC website for the public will demonstrate an open and transparent government.
Hence, CSC will continue to make every effort to further demonstrate strong departmental leadership by managing its operations in an ecologically sound manner.
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