2018–2019 Departmental Results Report - Supplementary Information Tables

Departmental Sustainable Development Strategy

Introduction

This supplementary information table supports the commitment in the Federal Sustainable Development Act to make environmental 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 in this supplementary information table builds on information previously prepared in accordance with the following guidance documents:

Those documents provided text and tables to help departments describe their actions and performance measures, and show how their actions support the achievement of the goals and targets of the Federal Sustainable Development Strategy.

Applicability

Departments that are named in Schedule I of the Financial Administration Act (FAA) and in the Schedule of the Federal Sustainable Development Act (FSDA) must complete sections 1 to 3 of the template.

Departments that are not listed in Schedule I of the FAA or in the Schedule of the FSDA but participate voluntarily in the Federal Sustainable Development Strategy are encouraged to complete sections 1 to 3, in support of transparency.

All departments bound by the Policy on Green Procurement (departments as defined in section 2 of the FAA and listed in its Schedules I, I.1 and II, or departments listed in the Schedule of the FSDA) must report on corresponding departmental action(s) about green procurement using the “FSDS goal: low-carbon government” table in section 3.

All departments must comply with the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals by reporting on how they integrate environmental considerations into decision-making in section 4.

1. Context for the Departmental Sustainable Development Strategy

The 2016–2019 Federal Sustainable Development Strategy (FSDS):

In keeping with the objectives of the act to make environmental decision-making more transparent and accountable to Parliament, the Department of Justice Canada supports reporting on the implementation of the FSDS and its Departmental Sustainable Development Strategy, or equivalent document, through the activities described in this supplementary information table.

2. Sustainable development in the Department of Justice Canada

The Department of Justice Canada’s Departmental Sustainable Development Strategy for 2017 to 2020 describes the department’s actions in support of achieving a low-carbon government. This supplementary information table presents available results for the departmental actions pertinent to this goal. Last year’s supplementary information table is posted on the department’s website. This year, the Department of Justice Canada is also noting which United Nations Sustainable Development Goal (UN SDG) target each departmental action contributes to achieving.

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: Low-carbon government

FSDS goal: low-carbon government
FSDS target(s) FSDS contributing action(s) Corresponding departmental action(s) Support for United Nations Sustainable Development Goal (UN SDG) target Starting point(s), target(s) and performance indicator(s) for departmental actions Results achieved

Reduce greenhouse gas emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve it by 2025

Improve the energy efficiency of our buildings/operations.table note i
  • Tracking and uncovering energy use trends in the computer network and, where feasible, promoting a downward trend in energy use.

12.C
  • Change in average energy consumption (KwH) per user.

On track

  • Energy consumption of computers in 2018 has remained steady with no upward or downward trend.
  • In 2018-19, the department of Justice made significant investment in new laptops with better energy efficiency. The initial data is starting to show positive downward trend. More information will be provided in the next report.
  • Decrease in space footprint using innovative and collaborative methods.
  • Reducing the Department’s space footprint.
  • Percentage change in density of use, i.e. FTE/m2, for three offices undergoing lease renewal between April 1, 2017 and March 31, 2018.

Completed

  • Ontario Regional Office - Toronto fit-up project eliminated 3783.6m2 achieving a 24% space savings.
  • Prairie Regional Office - Saskatoon relocation project eliminated 1225.4m2 achieving a 38% space savings.
  • Prairie Regional Office - Winnipeg relocation project has been delayed until August 2020. Winnipeg is on track to eliminate 252.8m2 meeting a 12% space savings.

Modernize our fleet.table note i
  • Investing in infrastructure that enables the use of less carbon-intensive vehicles today supports green vehicle choices in the future
  • Developing fleet infrastructure.

12.C & 12.C.1
  • By March 31, 2020, Justice will install 2 workplace Electric Vehicle Chargers (EVC) at National Headquarters.

Completed

  • 2 EVCs approved and installed.

Support the transition to a low-carbon economy through green procurement.
  • Ensure all Procurement Specialists and acquisition card holders complete green procurement training.

12.7
  • Share of Procurement Specialists and acquisition card holders who have completed the Green Procurement training offered by the Canada School of the Public Service.

Completed

  • 100% of procurement specialists and acquisition cardholders have completed the Green Procurement training.
  • Reusing, recycling and repurposing goods and services.
  • Creation of a crowd-sourced exchange platform for unused JUS inventory.

12.5
  • Launch of internal platform on the Digital Workspace by March 31, 2020.
  • Volume of transactions over time.

On track

  • As of March 31, 2018, the exchange platform is being beta tested. The platform’s performance will be monitored during 2019-20.

Demonstrate innovative technologies.table note i
  • Reducing reliance on paper-based processes
    • Leveraging the power of digital platforms to enable greener, more collaborative ways of working;
    • Training staff on the use of the Digital Workspace.

12.7
  • Change in the count of sites created on the Department’s Digital Workspace since Fiscal year (FY) 2016-17.
  • Change in the count of staff trained in the use of the Department’s Digital Workspace since FY 2016-17.

On track

  • 29 new sites plus 51,500 LEX-Digital Workspace document libraries were created in FY 2018-19. (This represents over a 500% increase since FY 2017-18 or over 800% increase since FY 2016-17
  • 1020 new users were trained in FY 2018-19 (this amount while less than FY 2017-18 is still, on average, a consistent amount for the last 3 years.)
  • Enabling the move towards fully digital official records.

12.7
  • Publication of a digital official records standard.
  • Change in the volume of official digital records held.

On track

  • Publication of a Justice Standard on Managing Digital Information completed in January 2017.
  • Official digital records totaling 24,313 gigabytes held in various digital repositories. This represents approximately 490% increase in comparison to FY 2017-18.
  • Reducing reliance on print publications in the library.

12.7
  • Ratio of digital to print subscriptions

On track

  • Share of the legal research collection that is digital increased from 42% to 44% in FY 2018-19. In addition, some examples of recent initiatives undertaken that demonstrate the library’s commitment to shift away from print include:
    • Discard of approximately 30,000 individual physical volumes;
    • Cancellation of approximately 200 subscriptions to print titles.
  • Piloting a digital briefing note process

12.7
  • Count of briefing notes.
  • Work is underway to identify a test group and pilot process.
  • Piloting an e-signature process.

12.7
  • Count of processes piloted
  • Count of digital authorizations completed

On track

  • 1 digital approval process (approval under Section 34 of the FAA) was introduced in FY 2018-19 using Adobe Pro and myKEY.
  • Two Sectors participated in the pilot project of which 18 managers approved 241 payments electronically.
  • Implementing a Computer-Aided Facilities Management (CAFM) system.

12.7
  • Adoption of platform.
  • Count of completed requests processed and reported on an ad hoc basis.

Completed

  • Phase 1 -Space Planning and Management Module is complete. Specific Justice users can now make employee location changes in the Computer-Aided Design/CAFM system. Phase 1 allows for the tracking and reporting of Inventory of full Real Property portfolio, types and volume of space, and personnel use and occupancy tied to Full Time Equivalents (PeopleSoft).
  • Phase 2 -Service Desk Module, Tenant Services was completed on April 1, 2019 for the National Capital Region. Phase 2 allows for the: building of tenant request types and service level workflows, communications.
  • Regional roll-out and training of regional staff for Phase 2 will be completed in Fall 2019.

Promote sustainable travel practices.table note i
  • Encourage staff to opt for less carbon-intensive modes of transport for work-related travel in city centres
  • Decrease the use of carbon-intensive modes of work-related travel within city centres.

Not Available

Change in spending and use of taxi chits indicator(s) from the Departmental Sustainable Development Strategies (DSDS).

On track

  • There has been an 8% decrease in the use of taxi chits from the baseline year of FY 2016-17. 6,814 taxi chits were used in FY 2018-19, which is slightly higher than 2017 18. The Sector with the highest use of taxi chits has been targeted and is now engaged to reduce their use of taxi chits.
  • The Presto card green alternative in the Ottawa area has been introduced in FY 2018-19. 40 pre-loaded Presto cards have been purchased by the Accounting Operations Division and distributed throughout the organization in the National Capital Region.

Understand climate change impacts and build resilience.table note i
  • Streamlining of the Department’s Strategic Environmental Assessment processes.

13.2 & 13.3
  • Implementation of changes to Strategic Environmental Assessment (SEA) practices as outlined in the 2017 Management Action Plan for SEAs.

Completed

  • A revised SEA questionnaire and updated related briefing and guidance materials has been launched.
  • New monitoring and information-sharing processes have been implemented and a process map has been developed.

Sustainable workplace practices.
  • Piloting activity-based workspaces.
  • Creation of activity-based workspaces.

Completed

  • Three pilot projects were completed between FY 2017-18 and FY 2018 19. Collection of feedback is underway.
  • Procuring and using energy efficient computing devices.

7.3

  • Share of computing devices certified as energy efficient.

Completed

  • 100% of computing devices are energy efficient.
  • Engaging heavy paper and printing users in dialogues on how to change their practices.
  • Number of engagement actions undertaken.
 On track

Engagement in sessions were held on the use of various electronic tools replacing the need for paper:

  • Seven sessions on use of MS OneNote with over 40 participants
  • Two sessions on Laptop basics to two large groups (over 20 participants)
  • Three sessions on use of MS Lync with 10 participants
  • One session on VMR with four participants
  • Two sessions on GCSRA to over 50 participants

Improve transparency and accountability.table note ii

Not applicable

Not applicable

Not applicable

Not applicable

Develop policy for low carbon government.table note ii

Not applicable

Not applicable

Not applicable

Not applicable

4. Report on integrating sustainable development

During the 2018–19 reporting cycle, the Department of Justice Canada had no proposals that required a Strategic Environmental Assessment and did not produce any public statements.