Supplementary information tables

• In 2019–20, Library and Archives Canada (LAC) launched the "GBA+ at LAC” initiative for ongoing implementation of GBA+ across the institution. The internal working group responsible for the initiative is led by two champions and will continue to deliver its action plan in 2020–21.
• The working group will establish the internal governance structure for GBA+ at LAC. The overall structure for reporting and reports, including the selection of performance indicators, will therefore be developed.

• At LAC, implementation of GBA+ is a shared responsibility. The Strategic Research and Policy Division has one resource partially dedicated to GBA+ (0.5 full-time equivalent).

The working group, which has members from each sector at LAC, is also among the resources dedicated to GBA+ in 2020–21.

• In 2020–21, the GBA+ working group will continue to implement its action plan. The goal is to apply GBA+ on an ongoing basis in developing relevant policies, initiatives and programs.
• In addition to establishing a governance structure, the action plan includes training, internal communications activities and GBA+ analyses conducted by working group members in their sectors.
• These analyses will be conducted on selected policies, initiatives and policy programs. They will serve as a training exercise and provide an overview of challenges and capacities related to GBA+ at LAC.
• Of the subjects assessed, one with identified deficiencies will be selected as a flagship project, and corrective measures will be applied. The working group’s flagship project will be used as a concrete example of GBA+ objectives.

Program Inventory—Program: Public Services

1. Microdata will be collected through a LAC client satisfaction study in 2020–21 and will be comparatively analyzed by sex, gender, ethnicity, religion, age, and intellectual or physical disability (GBA+).
2. LAC does not plan to publish any reports in 2020–21.

The Gatineau 2 Project is a key element of Library and Archives Canada’s (LAC) Long-Term Real Property Plan. It involves the construction of a new state-of-the-art preservation facility (Gatineau 2) aimed at meeting, in a sustainable manner, LAC’s program and collection needs for its analog archival holdings and optimizing the vaults of the current Preservation Centre. The project will also provide for the funding, maintenance and operation of both facilities.

The specialized new facility will be linked to LAC’s existing Preservation Centre and so constructed on adjacent Crown land in Gatineau, Quebec. Having the two buildings physically linked will reduce the risks to archival holdings when they are transported from one building to the other. The building will be designed to meet stringent standards for long-term archival preservation, and it will employ modern, highly space-efficient shelving technology. The Gatineau 2 Project will also support the government’s sustainable development objectives.

The Gatineau 2 Project will be delivered by a Public-Private Partnership (P3) under the Design-Build-Finance-Operate-Maintain (DBFOM) procurement model.

Construction of a state-of-the-art special-purpose facility.

The new preservation facility will allow for the long-term storage and preservation of LAC’s analog records, in an optimal environment.

In addition to working closely with PSPC, LAC is collaborating regularly with the following federal departments and organizations to deliver The Gatineau 2 Project:

• Canadian Heritage—LAC is part of its portfolio, and it serves as an ex-officio member of the Gatineau 2 steering committee;
• Justice Canada—project’s legal authority
• Treasury Board Secretariat—ex-officio member of the Gatineau 2 steering committee and responsible for the Centre for Greening Government
• Shared Services Canada—provides technical specifications and IT guidelines LAC also consults other departments on specific issues:

LAC also consults other departments on specific issues:

• Natural Resources Canada—expertise on the best initiatives to support the Greening Government Strategy
• Employment and Social Development Canada (Accessibility Secretariat), as an expert on the CSA (B651) standard on accessibility in federal infrastructure;
• Environment and Climate Change Canada, as the lead for the process of the Service Standards and Performance Targets for Permitting Decisions under the Species at Risk Act;
• National Capital Commission—leads federal approvals for land use, design and real estate transactions

• Plenary Group (Canada) Ltd. (Vancouver, B.C., Canada)
• PCL Investments Canada Inc. (Edmonton, Alta., Canada)
• B+H Architects Corp. (Toronto, Ont., Canada)
• PCL Constructors Eastern Inc. (Edmonton, Alta., Canada)
• ENGIE Services Inc. (Montréal, Que., Canada)

• Procurement options analysis (completed in March 2017)
• Launch of Request for qualifications, intended to pre qualify three respondents for an invitation to tender in the potential Public-Private Partnership (P3) (completed in October 2017)
• Assessment of Request for qualifications (completed in March 2018)
• Launch of Request for proposals for the selection of a private sector partner to construct and operate the new building (completed in March 2018)
• Request for Proposals assessment (completed in January 2019)
• Selection process for the consortium (completed in January 2019)
• Contract awarding process for the selected consortium (completed in April 2019)
• Start of project implementation (April 2019)
• Completion of construction of the new preservation facility (2022)
• Start of the relocation of the documentary collections (2022)
• Start of optimization work on the existing Preservation Centre (2022)
• Completion of optimization work on the existing Preservation Centre (2024)
• End of the relocation of the documentary collections (2024)

• Increase access to, and awareness of, Canada’s local documentary heritage institutions and their holdings
• Increase the capacity of local documentary heritage institutions to better sustain and preserve Canada’s documentary heritage

Not applicable

No program evaluation is planned between now and 2022–23. However, LAC follows up twice a year on the action plan that was developed based on the recommendations of the October 2018 evaluation report.

• Archives
• Genealogical organizations/societies
• Historical societies
• Indigenous government institutions
• Libraries
• Organizations with an archival component
• Professional library and archival associations

All applicants must be privately funded (50% or more) with the exception of Indigenous government institutions

Although LAC is not bound by the Federal Sustainable Development Act and is not required to develop a full departmental sustainable development strategy, LAC adheres to the principles of the Federal Sustainable Development Strategy (FSDS) by complying with the Policy on Green Procurement.

The Policy on Green Procurement supports the Government of Canada’s efforts to promote environmental stewardship. In keeping with the objectives of the policy, LAC supports sustainable development by integrating environmental performance considerations into the procurement decision making process through the actions described in the 2019 to 2022 FSDS "Greening Government” goal.

LAC is planning to further integrate sustainable development into its internal policies and directives.

• In 2020–21, LAC will finalize revision of its policy instrument templates that include references to the general legal framework of policy instruments, including the Federal Sustainable Development Act, to incorporate these considerations at the start of policy development.

LAC is planning to further integrate sustainable development into its decision processes.

• Since 2018–19, LAC has been conducting systematic feasibility studies to reduce greenhouse gas (GHG) emissions and improve energy efficiency of existing buildings for which it is responsible. For example, the document storage facility in Winnipeg is currently undergoing a carbon neutral study. Results will be available in late 2019–20. In addition, the current Preservation Centre greening project aims to reduce GHG emissions by 40% by 2030 and 80% by 2050.
• In terms of LAC’s investment projects in building new modern, green and sustainable infrastructure, it should be noted that the future preservation facility will be carbon net zero when it opens and will be the first federal infrastructure to exceed the requirements of the Greening Government Strategy. In addition, LAC is currently working with its partners at Ottawa Public Library to explore opportunities to build the shared facility on the carbon net-zero standard.
• In 2020–21, LAC will finalize a complete version of the departmental sustainable development strategy and begin developing an action plan in collaboration with the working group. It will also finalize its real property master plan that includes environmental criteria to reduce environmental impacts and ensure optimal and sustainable value in decision making. Through its long-term infrastructure plan and its real property master plan, LAC will prioritize investments to build energy-efficient and carbon neutral facilities, as well as those focused on upgrading existing facilities to reduce GHG emissions and environmental impacts. LAC’s real property master plan will also include requirements to protect and preserve ecosystems and biodiversity, green spaces, natural environments, and the characteristics of all real property development sites.

LAC is planning to further integrate sustainable development into its operational processes.

• Clean energy and energy efficiency
  LAC uses energy-efficient systems for its building management activities.
  • The Nitrate Film Preservation Centre (NFPC) in Ottawa has energy recovery and reduction systems for water and energy consumption.
  • In 2018–19, the Preservation Centre received BOMA BEST® "Gold" certification by complying with best practices in environmental management and energy performance.
  • LAC continues to install LED energy-efficient bulbs in its buildings.
  • In the future preservation centre, energy consumption will be reduced through building design strategies and energy-efficiency measures. Its design will meet prescribed energy targets through building envelope, lighting and mechanical efficiencies. This facility will be LEED® and BOMA BEST® certified.
• Waste management and environmental heritage conservation
  • Construction of new preservation centre:
    A waste management plan and procedures are in place, with a focus on reduction, reuse and recycling of materials. The planning and logistics strategy ensures that water at the construction site is contained and filtered on site, away from the wetlands that will be protected, before being sent to the City of Gatineau’s water management infrastructure.
  • Computer equipment:
    90% of the equipment is donated to Industry Canada’s Computers for Schools Program; 10% is collected by certified recyclers (batteries, power cords, etc.).
  • Printer ink cartridges:
    They are collected monthly for recycling.
  • Meetings, activities, conferences:
    A Corporate Communications representative is on the Sustainable Development Working Group and promotes its activities. During in-house conferences and events, LAC strives to use reusable materials (digital screens instead of paper printouts) and encourages employees to bring their own mugs to limit the use of single-use plastic cups and bottles.
    For external conferences and events, LAC also ensures the use of reusable materials and limits the use of single-use plastics (e.g., four-litre water drums instead of individual plastic bottles). LAC also encourages sorting waste by providing the public and employees with collection bins.
• Awareness and engagement
  • Communications:
    The Corporate Communications team supports the efforts of internal partners by communicating sustainable development initiatives and achievements to employees and the public. Internal communication strategies emphasize the use of the intranet and digital screens to inform employees. Employees are encouraged to bring their own drinks to organizational events, or mugs or containers when beverages are available.
  • Sustainable Development Working Group:
    The Sustainable Development Working Group is currently developing recommendations for short-, medium- and long-term actions to advance sustainable development at LAC.
  • Training:
    LAC will explore options to raise awareness and train staff to support sustainable development and encourage the integration of environmentally responsible practices in all of the organization’s activities.

Strategic Environmental Assessment

LAC 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 proposals on policies, plans or programs includes an analysis of the impacts of a given proposal on the environment, including on FSDS goals and targets.

To date, LAC has not conducted a detailed SEA for proposals on policies, plans or programs. The results of LAC's assessments will be made public when an initiative has undergone a detailed SEA.

9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities.

1.1 Percentage change in total organizational GHG emissions from facilities and in fleets relative to 2005 levels

Starting point: Total organizational GHG emissions from LAC’s Real Property portfolio in fiscal year 2005–06 (base year): 2,954 tCO2

LAC is currently developing its approach to reduce the GHG emissions of its buildings.

2020–21 target: N/A

1.2 Percentage of electricity obtained from clean sources

Starting point: As of 2020, LAC obtains its electricity for each facility from the respective provincial electricity grids.

2020–21 target: N/A

2. Implement procedures to better manage non-hazardous waste and implement awareness programs.

2.1 Conduct a waste assessment to set a baseline for non-hazardous operational waste.
2.2 Ensure that each facility has a recycling program in place.
2.3 Increase awareness to promote more sustainable workplace practices.
2.4 Conduct further assessments and report on progress.
2.5 Assess opportunities to reduce packaging waste in the procurement process.

FSDS related target: Divert at least 75% (by weight) of non-hazardous operational waste from landfills by 2030.

Goal 12: Ensure sustainable consumption and production patterns

12.5 By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

Goal 13: Take action to combat climate change and its impacts

13.3 Improve education, awareness raising, and human and institutional capacity on climate change mitigation, adaptation, impact reduction, and early warning.

2. Percentage reduction in total organizational non-hazardous waste to landfills relative to 2020–21 levels

Starting point: Total organizational non-hazardous waste to landfills 2020–21 (base year): N/A

LAC will conduct a waste assessment for non-hazardous operational waste for its facilities to establish a baseline.

2020–21 target: N/A

3. Implement procedures to better manage and eliminate plastic waste and implement awareness programs.

3.1 Conduct a waste assessment to set a baseline for plastic waste.
3.2 Ensure that each facility has a recycling program in place.
3.3 Increase awareness to reduce the use of single-use plastics and promote more sustainable workplace practices.
3.4 Conduct further assessments and report on progress.
3.5 Eliminate the use of single-use plastics at departmental events.
3.6 Assess opportunities to reduce plastic packaging in the procurement process.

Goal 12: Ensure sustainable consumption and production patterns

12.5 By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

Goal 13: Take action to combat climate change and its impacts

13.3 Improve education, awareness raising, and human and institutional capacity on climate change mitigation, adaptation, impact reduction, and early warning.

3. Percentage reduction in total organizational plastic waste to landfills relative to 2020–21 levels

Starting point: Total organizational plastic waste to landfills 2020–21 (base year): N/A

LAC will conduct a waste assessment for plastic waste for its facilities to establish a baseline.

2020–21 target: N/A

4. Decarbonize vehicles.

4.1 Update procurement requirements to reflect the need for zero-emission vehicles.
4.2 Develop fleet infrastructure to support the charging of zero-emission vehicles.
4.3 Assess opportunities for zero-emission or hybrid trucks for our operational fleet.

Goal 12: Ensure sustainable consumption and production patterns

12.7 Promote public procurement practices that are sustainable, in accordance with national policies and priorities.

4.1 Percentage of administrative fleet vehicles that are zero-emission

Starting point: LAC currently has no zero-emission vehicles. However, given that the number of LAC's vehicles is one (1), GHG emissions from its fleet are insignificant.

2020–21 target: N/A

4.2 Number of electric vehicle charging stations

Starting point: LAC currently has no infrastructure to support zero-emission vehicles.

2020–21 target: N/A

5. Understand climate change impacts on LAC’s assets, services and operations, and build resilience.

5.1 Assess the risk of climate change on LAC’s real property portfolio, services and operations.
5.2 Develop mitigation strategies for each identified risk.

Goal 13: Take action to combat climate change and its impacts

13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries.

13.2 Integrate climate change measures into national policies, strategies and planning.

5. Risk assessment and risk mitigation strategies developed for assets, services and operations

Starting point: LAC currently has not assessed the risks that climate change poses.

2020–21 target: Develop a risk assessment.

6. Use environmental criteria to reduce environmental impact and ensure best value in government procurement decisions

6.1 Integrate environmental performance considerations into its hardware procurement process by replacing obsolete hardware with new energy-efficient models.

Goal 12: Ensure sustainable consumption and production patterns

12.7 Promote public procurement practices that are sustainable, in accordance with national policies and priorities

6.1 Percentage of IT material more than five years old replaced by new energy-efficient models

2018–19 starting point:

2020–21 target:
30% of laptops will be replaced.
1% of PCs will be replaced.

6.2 Integrate environmental performance considerations into procurement management processes and controls

Goal 12: Ensure sustainable consumption and production patterns

12.7 Promote public procurement practices that are sustainable, in accordance with national policies and priorities.

6.2 Volume of used toner cartridges sent for recycling purposes

2018–19 starting point: 2 batches of cartridges

2020–21 target: 2 batches of cartridges

6.3 Promote the use of taxi carpooling or bus tickets when going from one LAC building to another in the National Capital Region.

Goal 13: Take action to combat climate change and its impacts

13.3 Improve education, awareness raising, and human and institutional capacity on climate change mitigation, adaptation, impact reduction, and early warning.

6.3 Number of annual communications in messages on LAC’s intranet, administrative services forum, senior leaders’ forum and executive forum

2018–19 starting point: 3

2020–21 target: 3

7. Strengthen support for green procurement, including guidance, tools and training for public service employees.

7. Ensure that decision makers, and material management and procurement specialists, have the necessary training and awareness to support green procurement.

Goal 12: Ensure sustainable consumption and production patterns

12.7 Promote public procurement practices that are sustainable, in accordance with national policies and priorities.

7.1 Number and percentage of procurement employees who completed the Green Procurement course (C215)

2018–19 starting point: 8 (100%)

2020–21 target: No anticipated changes.

7.2 Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes this objective

2018–19 starting point: 8

2020–21 target: 8 out of 8 managers or heads (100%)