Greening Government Operations Table for 2012–13

Tables 8.1 to 8.4 do not apply to Citizenship and Immigration Canada (CIC) activities so these tables are not presented here.

Greenhouse Gas (GHG) Emissions Target

Strategies and/or Comments

1. Interim target: The Department's cumulative annual interim target is a minimum 1.7-percent absolute reduction in GHG emissions annually, relative to the baseline fiscal year of 2005–06. By the end of the 2013–14 fiscal year (i.e., the third year of the Federal Sustainable Development Strategy), the Department should have achieved a 6-percent reduction of GHG emissions (2 percent minimum per fiscal year).
2. Scope: Fleet.
3. Roles and responsibilities: Director General (DG) of Administration, Security and Accommodation is the target lead.
4. Key activities: Replacement and/or disposal of old vehicles.
5. Reporting requirements: Any project that has the potential to increase or decrease GHG emissions is reported to CIC's Assistant Deputy Minister of Corporate Services, after the project has been assessed using the Federal Greenhouse Gas Tracking Protocol—A Common Standard for Federal Operations.
6. Plans for engagement: Further management meetings among CIC's DGs and Regional DGs.
7. Tools and resources: Federal Greenhouse Gas Tracking Protocol—A Common Standard for Federal Operations

Surplus Electronic and Electrical Equipment (EEE) Target

Strategies and/or Comments

1. Disposal of EEE is centralized at the National Headquarters (NHQ) in Ottawa.
2. In the spirit of transparency and accountability, CIC links to the Public Works and Government Services Canada (PWGSC) EEE implementation plan (E-Waste) on its intranet, which includes all of the required elements, as per the mandatory implementation strategies listed in the greening government operations targets table.

Printing Unit Reduction Target

Strategies and/or Comments

1. Definition: Purchased and leased printing devices
   • Including: local printers, networked printers, multifunction devices, photocopiers and faxes,
   • Excluding: label printers, impact printers used only for business form printing, plotters, specialized inkjet ID card printers, specialized thermal wax transfer printers, laser card etchers, dedicated CD/DVD printers and desktop page scanners
2. Scope: all buildings, space configurations and employees are included to achieve an average ratio of 8:1. While some buildings may have a smaller ratio due to building occupancy or security considerations, on average, the Department will meet this target at the national level.
3. Method used for determining number of printing units: An initial inventory of printing devices (as defined above) was completed nationally in October 2011 using a combination of methods. These included a manual inventory, Zenworks Asset Management data and network discovery methods. For fax machine counts at NHQ, the number was estimated by counting the number of fax lines and subtracting the number of multifunction devices that also have fax capabilities. An update to this inventory is maintained as additional units are added or disposed of.
4. Method used for determining the number of office employees: For the initial report, unique users were calculated using Zenworks. However, for future reports, it would be best to refine the query and use Active Directory as a more accurate source of information.
5. Reporting requirements: Staff from the Solution and Information Management Branch (SIMB) will be responsible to collect information on and report on printing units annually.
6. Roles and Responsibilities: The Chief Information Officer (CIO)/DG of SIMB will be the target lead from the information technology (IT) side, whereas the business lead will be represented by the DG of Administration, Security and Accommodation.
7. Plans for Engagement: A voluntary return of printing devices by staff for disposal by SIMB, a printing services directive, and a request for proposals to obtain a centralized service provider for photocopiers and multifunction devices to ensure oversight and support reductions; this RFP will be issued and should be awarded near the beginning of fiscal year 2014–15.

Paper Consumption Target

Strategies and/or Comments

1. Scope: CIC has elected to include all departmental employees (approximately 5,800 employees mid 2010–11). Number of employees at the end of 2010–11 was 5,552, end of 2011–12 was 5,298 and end of 2012–13 was 5,333.^{Footnote 3}
2. Method used for determining paper consumption: PWGSC standing offer usage data.
3. Method used for determining number of office employees: Treasury Board Secretariat Population Affiliation Report.
4. Reporting requirements: DG of Administration, Security and Accommodation uses PWGSC standing offer information annually.
5. Roles and responsibilities: DG of Administration, Security and Accommodation is the target lead.
6. Plans for engagement: Procurement personnel and acquisition cardholders are now required to purchase paper only through PWGSC standing offers. This has been disseminated via central communication and is documented in the procedural manuals available on the CIC intranet.

Green Meetings Target

Strategies and/or Comments

1. Scope of the green meeting guide: All departmental or interdepartmental meetings held at CIC offices with at least 10 participants.
2. Reporting requirements: CIC's Administration, Security and Accommodation Branch implemented the green meeting guide and monitors its use. The objective is to promote the green meeting guide among key groups, such as administrative staff, etc. CIC published information on its intranet and its Wiki, and informed all employees.
3.  Green meeting guide was adopted on November 27, 2012.
4. Roles and responsibilities: DG of Administration, Security and Accommodation is the target lead.
5. Key components: Planning, travel/accommodations, procurement/hospitality and tracking/accountability.
6. Mechanisms to evaluate: The effectiveness of the green meeting guide will be evaluated in 2013–14.
7. Plans for engagement: Departmental policy mandating use, email dissemination, topic for management meetings, green meeting training seminar.

Green Procurement Targets

8.10 As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.

Strategies and/or Comments

1. Specific: Refers to specific type of commodity and purchasing mechanism.
2. Measurable: Information available from CIC's financial system.
3. Achievable: Departmental policy mandating use of PWGSC standing offers.
4. Relevant: High volume of IT hardware purchases.
5. Time-bound: Date established for target implementation and completion.
6. Use of standing offers, supply arrangements and other competitive methods such as buyandsell.gc.ca/, etc.

Other Reporting Considerations

1. Scope: All IT hardware purchases.
2. Processes/reporting requirements: Financial database.
3. Roles and responsibilities: Manager of IT Procurement is the target lead.
4. Opportunities for continuous improvement: For select IT hardware not available from PWGSC, the Department will work to ensure that IT hardware purchases incorporate environmental considerations.
5. Plans for engagement: E-mail dissemination and meetings with DGs.

Strategies / Comments

1. Specific: Refers to specific type of commodity and purchasing mechanism.
2. Measurable: Information available from CIC's financial system.
3. Achievable: Departmental policy mandating use of PWGSC standing offers.
4. Relevant: High volume of professional IT services contracts.
5. Time-bound: Date established for target implementation and completion.

Other Reporting Considerations

1. Scope: All IT professional services.
2. Processes/reporting requirements: Financial database.
3. Roles and responsibilities: Manager of IT Procurement is the target lead.
4. Opportunities for continuous improvement: For select IT professional services not available from PWGSC, the Department will work to ensure that purchases incorporate environmental considerations.
5. Plans for engagement: E-mail dissemination and meetings with DGs.

Strategies and/or Comments

1. Although there is no specific performance measure, progress has been made in this area. CIC is working with technical authorities to encourage planning through regular communication and reporting.
2. Procurement and Contracting Services (PCS) has procedural manuals; where applicable, the manuals encourage consolidation of requirements. For example, they state that CIC must ensure that standing offers/supply arrangements are used. PCS cannot control what responsibility centre managers do under their authority. There is no monitoring capacity in procurement at this time.

8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.

Training for Select Employees

As of April 1, 2011, 95% of materiel managers and procurement personnel [including all Purchasing Group (PG)-classified employees, as well as employees and managers identified as procurement and/or materiel management functional specialists] will receive green procurement training through the Canada School of Public Service (CSPS) Green Procurement course (C215) or in-house equivalent.

Strategies and/or Comments

1. All 15 procurement specialists completed the CSPS C215 course. Administrative assistants have access to in-house equivalent training.
2. Reporting requirements: Collect data from CSPS annually; Human Resources maintains an up-to-date list of employees with/needing training.
3. Roles and responsibilities: DG of Administration, Security and Accommodation is the target lead.
4. Opportunities for continuous improvement: Targeting 100 percent of employees is difficult due to turnover. However, in future years, acquisition cardholders could also be targeted.
5. Plans for engagement: Email dissemination of policy.

Employee performance evaluations for managers and functional heads of procurement and materiel management.

As of April 1, 2012, environmental considerations will be incorporated into the performance evaluations of all functional heads of procurement and materiel management.

Strategies and/or Comments

1. Specific: 100 percent of procurement specialists have the environmental considerations incorporated into their employee performance evaluations.
2. Measurable: Information available from in-house human resources tracking system.
3. Achievable: Departmental policy mandates that performance evaluations for all existing and new functional heads of procurement and materiel management include environmental considerations. (Achievement level: 100 percent for all NHQ procurement and materiel management specialists.)
4. Relevant: Targets all relevant employees (i.e., DGs and Directors of PG classified employees and employees identified as procurement functional specialists)
5. Time-bound: Target implementation and completion expected by the end of 2013–14.

Other Reporting Considerations:

1. Methodology: Review of performance evaluation of relevant employees
2. Reporting requirements: Managers to report to target lead.
3. Roles and responsibilities: Director of Administration is the target lead.
4. Plans for engagement: Inclusion in employee performance management agreement.

Strategies and/or Comments

1. Although there is no specific performance measure, progress has been made in this area. PCS has procedural manuals; where applicable, the manuals encourage incorporating environmental considerations into management processes and controls relating to procurement. For example, CIC must ensure that standing offers/supply arrangements are used. Using standing offers and supply arrangements will reduce the environmental footprint by reducing paper consumption in procurement activities (paper work). As well, PWGSC identifies standing offers and supply arrangements as green instruments. PCS cannot control what responsibility centre managers do under their authority. There is no monitoring capacity in procurement at this time.
2. PCS has incorporated environmental considerations in its management processes and controls relating to procurement through the policy suite renewal, consolidation of requirements, reduced amount of printing, higher number of email transactions and the use of GCDocs. Using GCDocs for consultation and saving of documents reduces the environmental footprint by reducing paper consumption with the use of electronic documentation rather than hard copies. For instance, GCDocs will reduce the need of physical signature by proceeding with electronic approval without printing.