HomeMy WebLinkAboutCIS Agenda - 2018-02-05Community &Infrastructure Services Committee
Agenda
Monday, February 5, 2018
2:00 p.m. - 4:00 p.m.
Office of the City Clerk
Council Chamber
Kitchener City Hall
nd
200 King St. W. - 2 Floor
This is an approximate start time, as this meeting will commence immediately following
Kitchener ON N2G 4G7
the Finance & Corporate Services Committee meeting.
Page 1 Chair - Councillor K. Galloway-Sealock Vice-Chair - Councillor S. Marsh
The following matters are considered not to require debate and should be approved by one motion in
accordance with the recommendation contained in each staff report. A majority vote is required to discuss any
report listed as under this section.
1. INS-18-002 - On-Street Parking Regulations - Fallowfield Drive
-law, delegations are permitted to address the Committee for a maximum of
5 minutes.
None at this time.
2. CAO-18-002 - 2018 Artist in Residence Appointment (10 min)
(Staff will provide a 5 minute presentation on this matter)
3. CSD-18-004 - Community Energy Investment Strategy for Waterloo Region (30 min)
(Staff will provide a 5 minute presentation on this matter)
4. INS-18-001 - South Kitchener District Park - 1664 Huron Road Heritage House (30 min)
5. INS-18-003 - Traffic Calming Priority Roadways - 2018 (20 min)
Unfinished Business List
Dianna Saunderson
Committee Administrator
** Accessible formats and communication supports are available upon request. If you require assistance to
take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 **
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: February 5, 2018
SUBMITTED BY: Ken Carmichael, Interim Director of Transportation Services,
519-741-2200, ext. 7372
PREPARED BY: Aaron McCrimmon-Jones,Transportation Planning Project
Manager, 519-741-2200, ext. 7038
WARD(S) INVOLVED: Ward 3
DATE OF REPORT: January 3, 2018
REPORT NO.: INS-18-002
SUBJECT: Fallowfield Drive On-Street Parking Regulations
___________________________________________________________________________
RECOMMENDATIONS:
That parking be prohibited at any time at specific locations along Fallowfield
Drive including:
West side of Fallowfield Drive from Britton Place to Brisbane;
Both sides of Fallowfield Drive from Brisbane Drive to a point
approximately 80metres south thereof;
East side of Fallowfield Drive from a point approximately 396 meters south
of Block Line Road to approximately 28 meters south thereof;
East side of Fallowfield Drive from a point approximately 515 meters south
of Block Line Road to approximately 26 meters south thereof, and further;
That the Uniform Traffic Bylaw be amended accordingly;
BACKGROUND:
Fallowfield Drive is a minor neighbourhood collector roadway with primarily residential
land use and parkland.Fallowfield Drive is currently undergoing aformal traffic calming
review. As part of the review,feedback received by residents cited safety issues when
accessing Fallowfield Drive from private driveways and side streets due to parked
vehicles blocking sightlines.City of Kitchener staff conducted site review and site line
measurements and confirmed that parked cars, combined with the grade change and
curvature of the road, create a safety hazard for drivers and pedestrians.
Currently, on-street parking is permitted on the both sides of Fallowfield Drive from
Britton Place to Bleams Road for a maximum period of three consecutive hours.Parking
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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is currently prohibited at anytime from Block Line Road to Britton Place on the west side
of Fallowfield Drive, and from Block Line Road to a point approximately 150m south
thereof on the east side of Fallowfield Drive.These regulations are outlined in the City
of Kitchener Uniform Traffic Bylaw No. 2007-038.
section of this report, no parking areas are also to be implemented at all intersecting
roadways as per the general provisions of the Uniform Traffic Bylaw.
REPORT:
In order to address sightline issues related to parked vehicles, Transportation Services
is proposing aprohibition of on street parking at key locations. The proposed on-street
parking prohibition would prevent vehicles from blocking sightlines, illegally parking
within 1.5m of private driveways and promote safer access to Fallowfield Drive. This
will result in the loss of approximately 30 legal on-street parking spaces. Note the
majority of legal parking spaces being removed are along the frontage of Fallowfield
Park and near the trail (approximately 20 of the 30 spaces being removed).
Residents of Fallowfield Drive were notified of the proposal to remove on-street parking
along Fallowfield Drive throughon two occasions:
1) Fallowfield Drive Traffic Calming Public Information Centre #2 held on November
15, 2017;
2) Mailed notification letter dated November 27, 2017.
Transportation staff received strong support for the proposed changes from residents
who attended the November 15, 2017 traffic calming public meeting, as well as written
responses received after November 15, and the notification letter mail out. There were
25 written responses that supported the proposed parking plan. Itshould be noted there
were two residents who were opposed to the proposed parking plan.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the c
vision through the delivery of core service.
FINANCIAL IMPLICATIONS:
The approximate cost for implementing Parking signage along Fallowfield Drive is
$2,500 and will be taken from the existing capital traffic calming budget.
COMMUNITY ENGAGEMENT:
INFORM This report has been posted to the ciadvance
of the council / committee meeting.The proposed parking regulations are included in
Residents were
made aware of the proposed changes to prohibit parking on Fallowfield Drive through a
public meeting and mailed notification.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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CONSULT Directly affected residents were notified of the proposed parking
regulations at the November 15, 2017 public meeting and mailed notification. Residents
were given until December 15, 2017 to provide feedback by mail, email or phone.
ACKNOWLEDGED BY: Justin Readman,Interim Executive Director
Infrastructure Services Department
Attached:
Appendix A Key Map Proposed On-Street Parking Regulations
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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Key Map
Fallowfield Drive Proposed On-Street Parking Regulations
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: February 5, 2018
SUBMITTED BY: Cory Bluhm, Executive Director, Economic Development, 519-741-2200
ext. 7065
PREPARED BY: Emily Robson, Coordinator, Arts/Creative Industries, 519-741-2200 ext.
7084
WARD (S) INVOLVED: All
DATE OF REPORT: January 4, 2018
REPORT NO.: CAO-18-002
SUBJECT:2018 ARTIST IN RESIDENCE APPOINTMENT
___________________________________________________________________________
RECOMMENDATION: That Sumaira Tazeen Shiekh be appointed as the 2018 City of
Kitchener Artist in Residence as recommended by Public Art Working Group and Arts
and Culture Advisory Committee; and further,
That the Mayor and Clerk be authorized to execute an agreement, satisfactory to the
City Solicitor, with Sumaira Tazeen Shiekh, outlining the obligations of the Artist in
Residence appointment.
BACKGROUND:
Established in 1995 as the first municipal program of its kind, the City of Kitchener Artist-in-
Residence program aims to engage the community in the production of contemporary art that
reflects our shared identity and supports the development of local artists. The program delivers
on the understanding that meaningful engagement in the arts, and growth of the creative
sector contributes positively to the dynamism, authenticity, attractiveness and overall
competitiveness of the City of Kitchener.
Link: https://www.kitchener.ca/en/things-to-do/artist-in-residence.aspx
Make it Kitchener identifies the expansion of the Artist in Residence Program as an action item
The annual program includes community engagement components
such as workshops and events, exhibitions in the Rotunda Gallery and Berlin Tower
ARTSPACE, collaboration with City events, programs and facilities, and participation on Public
Art Working Group (PAWG), a subcommittee of the Arts and Culture Advisory Committee
(ACAC). The artist-in-residence is provided with an honorarium for the year.
Since 2015, the call has been broadened to include artists working in any discipline, a shift
developed in close consultation with PAWG and ACAC. Beyond visual arts, proposals can
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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include performing arts, dance, design, digital and media arts, folk and traditional arts,
literature and spoken word, music, multidisciplinary works, opera, theatre, musical theatre and
performing arts. The program continues to emphasize a high level of community engagement.
Activities associated with the artist-in-residence program occur throughout the city over the
course of the year. Planning and preparation with city staff occurs from January to April. The
project may be adjusted collaboratively during that time period and will then be executed from
May to December 2018.
REPORT:
The annual call for proposals was advertised in the summer of 2017. Ten proposals were
submitted by the competition close in October 2017.Members of PAWG assessed the entries
based on:
Potential for meaningful exchange between the artist and community
Artistic excellence
Strength of the submission
Balance of professional practice and community engagement
Feasibility
PAWG reached consensus at their December 11, 2017 meeting, selecting Sumaira Tazeen
Shiekh a multidisciplinary artist - as the recommended 2018 City of Kitchener Artist in
Residence.
Sumaira Tazeen Shiekh investigates the discourse of how traumatic events disrupt the identity
construct (gender/female). She draws from wide sources of symbolism from nature, land,
religion, politics and historical and cultural events.As a newcomer to Canada, and a female
artist in the Muslim South Asian diaspora, Sumaira explores narratives on social issues of
displacement, abuse, alienation and belonging.
The artist proposes a series of participatory creative workshops to create collaborative
needlecraft and textile works alongside herself. The participants will also record oral stories
that convey the complications associated with immigration and the trauma they may have
experienced along the way. Furthermore, Sumaira plans to deliver a series of interactive
activities at community centres and during existing family and cultural events, to disseminate
information at various stages of the project thereby involving a wider community audience of
people of different gender, ages and cultural backgrounds. The community at large will have
the opportunity to address questions about cultural identity, personal behaviours, migration,
ideas about living heritage and Canada as a multicultural country. The works created during
the residency will be displayed in a public exhibition at City Hall and the ideas gathered
presented in a public seminar.
Through her residency project (Appendix A); will focus on engaging
immigrant women of colour, living in Waterloo region, to share in a communal collaboration to
tell stories of common experience. With staff guidance and facilitation, thee project will be
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delivered across Kitchener and in collaboration with organizations working with immigrant
women and will focus on building self-confidence and better integration of immigrants in their
local communities through art.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
through the delivery of core service.
FINANCIAL IMPLICATIONS:
The $10,000 artist honourarium and $2,500 allocation for expenses are supported by
Arts/Creative Industry budgets
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting.
COLLABORATE An important component of the Artist-in-Residence program is the
requirement for meaningful public engagement. City staff works with the artist to identify
interesting opportunities for public engagement and develop creative programming to suit
these opportunities. Sumaira Tazeen Shiekh will engage the community in a variety of ways
including community events and collaboration with other organizations.
Engaging advisory committees: In addition to consulting on the Artist-in-Residence call for
entry, PAWG serves as the selection committee for the position, as a subcommittee of ACAC.
A PAWG motion that ACAC support the selection of Sumaira Tazeen Shiekh as the 2018 City
of Kitchener Artist-in-residence was considered and supported by ACAC on January 16, 2018.
ACKNOWLEDGED BY: Dan Chapman, CAO
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CAO 18-002
2018 Artist in Residence Appointment
AppendixA:
Sumaira Tazeen Shiekh Proposal
1 Page
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Sumaira Tazeen Shiekh
City of Kitchener Artist in Residence
Proposal Summary
Conceptand Background:
Considering myself a new immigrant and a female artist in the diaspora, I want to highlight the
challenges faced by immigrant women the region. I feel that women moving from third world nations
face challenges because their cultural backgrounds tend to alienate them, adding pressures to their
experience. These female immigrants go through the burden of seeking employment to help support
their families, but specifically tend to struggle because of educational deficiencies, language barriers,
and other cultural constraints. I want to focus on this issue more publicly by engaging wider
communities sothatimmigrant families may lead successful lives intheir new homeland.
Strategy:
I would like to partner with organizations who work with immigrants and survivors of domestic abuse. I
propose to engage womenin a collaborative needle craft, textile, and audio-based art project that
explores and expressestheir experiences.
During the execution of the project, I would like to interview participants and encourage themto share
their stories and ideas on immigrant experiences, and adjusting to life in this community. These
interviews will then be converted into a sound installation. This will actas a form of stress relief for the
women while also allowing them tofind strength intheir shared experiences.
I would like todisplay my final bodyofworkinthe Rotunda andBerlin Tower ARTSPACE galleries.
Outcome:
The purpose ofmy project isto create awareness, raise questions, and explore solutions for the issues
preventing immigrant families from leading happy, healthy, andpeaceful lives.
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REPORT TO: Community & Infrastructure Services Committee
DATE OF MEETING: February 5, 2018
SUBMITTED BY: Alain Pinard, Director of Planning, 519-741-2200 ext. 7319
PREPARED BY: Carrie Musselman, Senior Environmental Planner, 519-741-2200
ext. 7068
Brandon Sloan, Manager, Long Range & Policy Planning, 519-
741-2200 ext. 7648
WARD(S) INVOLVED: All
DATE OF REPORT: January 17, 2018
REPORT NO.: CSD-18-004
SUBJECT: Community Energy Investment Strategy for Waterloo Region
____________________________________________________________________________
RECOMMENDATION:
THAT the Community Energy Investment Strategy for Waterloo Region dated January 10,
2018 as attached as Appendix A to Report No. CSD-18-004be endorsed.
BACKGROUND:
Managing energy use is fundamental to ensuring sustainable development and to protect the
fundamental well-being of Canadian communities. As the energy system evolves in Ontario,
municipalities are one of many actors expected to play a larger role in ensuring equitable,
sustainable access to energy.
In response, in 2015, Council approved entering into a collaborative agreement with the Region
of Waterloo, Cities of Cambridge and Waterloo and the five local electric and natural gas utilities
to develop a Community Energy Investment Strategy (CEIS).
REPORT:
Community Energy Plans are gaining momentum as a way for municipalities to build prosperous
and livable communities. In Ontario, this includes communities such as Barrie, Guelph, London,
Markham, Oakville and Toronto, with many more in progress. We have been fortunate to learn
many lessons from those who have completed and/or are in the process of implementing their
community energy plan.
Community energy planning is guided by an integrated energy approach, which takes municipal,
utility, transportation and other public and private infrastructure investments into consideration.
The plan focuses on addressing the challenges and identifying the opportunities related to
meeting local energy needs in a reliable and cost-effective manner. The big picture perspective
is that understanding our energy usage and investing in its optimization can enhance economic
prosperity, promote more sustainable communities and help mitigate and adapt to climate
change. It is also important for communities in Ontario to undertake energy planning in order to:
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advance local economic development by attracting green tech/energy businesses,
stimulating private and public investment in new innovative energy projects, job creation
collaborate with local energy distributors to optimize local programs that fulfill
provincially-mandated Conservation and Demand Management (CDM) targets;
integrate regional-scale energy management with land use planning and environmental
policies; and
achieve policies identified in the Provincial Policy Statement and the Pro
Plan related to land-use, energy and climate change.
Supporting Policiesand Plans
Kitchener has had an interest in the reduction of Greenhouse Gas emissions, climate change
and the wise and efficient use of energy supplies for many years. This interest was reflected
1984 Official Plan Amendment for
Energy Policies, and the 1994 Official Plan with Energy Conservation Policies.
Most recently for the City, the direction to undertake the CEIS comes from the new Regional
Official Plan (Liveability in Waterloo Region Policies), the City Official Plan (Energy
Conservation and Generation Policies),the Community Climate Action Plan for Waterloo
Region .
Waterloo Region currently has a Community Climate Action Plan which includes a list of actions
and opportunities that broadly address the 94% of GHG emissions that come from local energy
use. The CEIS builds on this plan, andfocuses on identifying what needs to be done to attract
investment in the energy projects.Having a strategy to attract investment into further improving
our local energy system over the next 25 years will also help support economic development as
a core pillar for prosperity, growth and sustaining a high quality of life as energy is a part of our
everyday lives. This Strategy builds on important inter-relationships between major community-
scale planning activities.
The Strategy (attached as Appendix A)
The purpose
competitiveness and quality of life through the coordination of targeted energy investments. It is
guided by four goals and objectives as listed below:
GOAL 1: Significantly Improve the Energy Performance of Buildings
a) Promote construction of high performance and energy self-sufficient buildings
b) Increase energy efficiency of existing buildings
c) Increase the use of on-site renewable energy in buildings
d) Empower energy users to utilize consumption data for smart energy management
GOAL 2: Enhance Local Energy Generation and Security
a) Optimize use of local resources for energy generation
b) Assess and support opportunities to develop distributed and integrated energy systems
c) Investigate energy storage options (technologies and scenarios/scale) and support their
use where feasible
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GOAL 3: Transition to a Low-Carbon Local Transportation Network
a) Increase reliance on active transportation and transit
b) Increase electrification of local transportation
c) Increase use of clean low carbon fuels
GOAL 4: Cultivate a Supportive and Innovative Environment for Energy Investments
a) Raise energy literacy within the community regarding the need to evolve how we locally
manage our energy.
b) Proactively integrate energy considerations into ongoing land development and local
infrastructure planning processes.
c)
innovation, technology and support services for the energy sector as well as economic
sectors with high energy demands.
A number of energy opportunities (within CEIS as Appendix A) were derived from research,
stakeholder consultation and best practices implemented in other communities. Energy
opportunities are the means by which the goals and objectives would be achieved. The energy
opportunities were categorized into four main types as listed below:
A) Those that could be applied to existing buildings to improve their energy efficiency or reduce
their energy use through conservation;
B) Those that could be incorporated into new buildings as they are constructed;
C) Locally utilized renewable energy and/or distributed generation as a source of on-site power,
or for use in space and water heating and cooling; or
D) Opportunities to reduce use of fossil fuels within the transportation sector.
The energy opportunities are general in nature, cover a broad spectrum, and are things that
could be done in or by the community, but not necessarily by the municipalities, to generate,
conserve or use energy differently. Examples include:
increasing net zero residential construction,
increasing the installation of solar panels on buildings,
increasing the use of ground source heating and cooling,
retrofitting existing homes and industrial, commercial and institutional buildings,
Incrementally switch local transit buses to electric or Hydrogen.
Evaluative criteria were created and used to assess which of the energy opportunities would
move us further towards our community energy goals, based on factors related to effectiveness,
security, feasibility, and investment appeal.
The results are 20 Recommended Actions organized under the fourGoals to support or
facilitate the implementation of the energy opportunities. Many of the actions require
collaboration and/or leadership from the municipalities, Region and utilities. Some will involve
community partners. For the most part the actions that involve Kitchener are intended to be part
of our upcoming work program. The full list of Recommended Actions is identified within CEIS
as Appendix B.
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Implementation and Governance Considerations
When finalized, the CEIS will need to be implemented and overseen in order for the intended
outcomes to come to fruition. Since the CEIS is a joint creation of the nine partners, it is fitting
that each partner continues to play a role in its implementation and governance. Different
preferred approach is included as one of the recommended actions and would result in the
creation of a collaborative governance body to oversee the implementation of the Strategy.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority #4 Sustainable Environment and Infrastructure.
Business Plan ID# NB20 Community Energy Investment Strategy
FINANCIAL IMPLICATIONS:
was $10,000 from Kitchener Utilities
and $10,000 from Planning Studies Capital account (paid in 2015/16). This was leveraged
through the partnership to have a total of approximately $180,000 towards the project through
contributions of the other municipal and utility partners and through the Provincial Municipal
Energy Plan grant program ($90,000).
-
recommended collaborative governance group will review the actions and future opportunities to
further determine any financial implications that may need to be considered in future budget
processes or grant applications. It is noted that the City of Waterloo has identified funds in their
budget forecast towards implementation.
COMMUNITY ENGAGEMENT:
INFORM
committee and council meeting. The draft strategy was also posted on
website for information and commenting in November. Council received correspondence
updates on the preparation of the CEIS several times throughout the process.
CONSULT and COLLABORATE A wide variety of workshops, presentations, on-line and
telephonesurveys of both residents and local organizations, meetings and interviews took place
as part of the development of the CEIS. Feedback was received from a variety of stakeholders,
including, but not limited to, Advisory Committees, senior officials/council members/utility
boards,
ClimateActionWR, Conestoga College, Toyota, the Greater Kitchener Waterloo Chamber of
Commerce, and the general public. The feedback was incorporated into the Strategy as
appropriate.
In October 2016, theEnvironmental Committee (EC) was updated on the progress of the
strategy. A draft framework for the CEIS was presented and discussed at the June 2017
Economic Development Advisory Committee (EDAC) and EC meetings. In November 2017, the
draft strategy was presented to EDAC and EC.Both Committees asked a number of questions,
discussed and provided feedback. Committee members were also able to send any comments
directly to the Region.
At the December Environmental Committee meeting, the following recommendation was made
in support of the initiative:
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as presented at the
Environmental Committee on November 16, 2017, be endorsed with a number of
recommended actions as discussed at the Environmental Committee on December 14,
The following additional comments from the Environmental Committee were forwarded onto the
Region and are included in the final CEIS or will be part of the implementation:
a better reflection of community input into the Energy Opportunities and Recommended
Actions;
each action should consider messaging and approaches tailored to each community or
audience;
encourage or highlight that the implementation of the Community Energy Investment
Strategy (CEIS) should learn from and/or collaborate with local advocacy groups such as
REEP, as they have successfully executed local community projects;
coordinate advocacy with federal, provincial, and municipal partners; and,
implementation should emphasize the spirit of a holistic approach which should focus on
the social, economic, and environmental aspects.
PREVIOUS CONSIDERATION OF THIS MATTER:
CSD-15-072 (August 12th, 2015) - Authorization to Sign Collaborative Agreement Community
Energy Investment Strategy
CSD-17-062 (June 16, 2017) - Authorization to Sign Collaborative Agreement Amendment -
Community Energy Investment Strategy
ACKNOWLEDGED BY: Jon Rehill, Acting Deputy CAO, Community Services
Attachments:
Appendix A Community Energy Investment Strategy for Waterloo Region
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Community Energy Investment Strategy
for Waterloo Region
January 10, 2018
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Community Energy Investment Strategy for Waterloo Region
This Strategy was developed in collaboration
with the following organizations.
-----------------------------------------------------------
The parties involved in developing this Strategy acknowledge project funding support
provided by the Government of Ontario Municipal Energy Planning program.
However the content of this Strategy is reflective of the work conducted by the
collaborating organizations identified above and does not necessarily represent the
views and opinions of the Government of Ontario.
2516683 Page 2 of 59
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Community Energy Investment Strategy for Waterloo Region
TABLE OF CONTENTS
EXECUTIVE SUMMARY ........................................................................................................... 4
1.0 INTRODUCTION AND BACKGROUND ............................................................................... 6
1.1 What is Community Energy Planning? .............................................................................. 8
1.2 Community Partners and Local Energy Stakeholders ....................................................... 9
1.3 A Changing Energy Market ..............................................................................................10
1.4 Policy Context .................................................................................................................11
1.5 Energy Planning in Ontario ..............................................................................................13
1.5.1 Municipal (Community) Energy Planning Process .....................................................14
1.6 Development of the CEIS: Investment Strategy Versus Energy Plan ...............................15
2.0 ENERGY IN WATERLOO REGION ....................................................................................18
2.1 How We Use Energy Today in Waterloo Region ..............................................................18
2.2 What We Heard from the Community ..............................................................................25
3.0 OUR COMMUNITY ENERGY STRATEGY .........................................................................30
3.1 Purpose, Goals and Objectives .......................................................................................30
3.2 Identification and Screening of Energy Opportunities ......................................................31
3.3. Evaluating Opportunities .................................................................................................33
3.3.1 Evaluation Results ....................................................................................................34
3.4 Recommended Actions ....................................................................................................36
4.0 MOVING THE STRATEGY INTO ACTION ..........................................................................37
4.1 Implementation Requirements and Options .....................................................................37
4.2 Recommended Implementation Approach .......................................................................39
4.3 Finance Mechanisms and Business Models ....................................................................45
4.4 Measuring Progress ........................................................................................................49
5.0 CONCLUSION ....................................................................................................................50
APPENDIX A - Summary Description of Energy Opportunities (2018 to 2041)..........................51
APPENDIX B Recommended Actions Categorized by Strategic Goals ..................................54
Endnotes ...................................................................................................................................59
2516683 Page 3 of 59
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Community Energy Investment Strategy for Waterloo Region
EXECUTIVE SUMMARY
Canada population is both growing and aging, and there isan ever present concern
related to public spending, rising energy prices, economic competitiveness as well as
climate change and environmental protection. In order to sustain a communits quality
of life in the long-term, optimized infrastructure investments are required to improve
energy efficiency and conservation, reduce costs and adverse environmental impacts.
This includes ensuring the energy system is reliable while recognizing the need to
implement innovative technologies that make better use of local energy resources.
Towards this end, manymunicipalities in Canada have developed communityenergy
plans or greenhouse gas (GHG) emission reduction planswhich includea
comprehensive list of initiatives that should occur to achieve associated goals,
objectives and targets.The challengefor proponents of these plans is to successfully
accessthe resources required and gain the necessary policysupport forimplementation
of initiativeseven though there are a wide variety of sources of funding available.
In 2015, nine local organizations formed a partnership to collaboratively develop a
Community Energy Investment Strategy (CEIS) for Waterloo Region. The partners
included the Region of Waterloo, the Cities of Cambridge, Kitchener and Waterloo, the
three local electric utilities and the two natural gas utilities serving this region. Waterloo
Region already has a Community Climate Action Plan including a list of measures that
broadly address its GHG emissions, the vast majority of which come from local energy
consumption. In order to build on this plan, development of the CEIS has required key
stakeholders to identify community perspectives on energy challenges, needs and
opportunities. They also helped identify the supports necessary to implement local
solutions that work for the Waterloo Region community.
The main components of the Strategy include a purpose, goalsand objectives,
description and evaluation of strategic energy opportunities, recommended actions to
support implementation of the most promising opportunities, as well as progress
indicators to monitor change periodically. With a time horizon of25 years, the purpose
of the CEIS isto improve and sustain Waterloo economic
competitiveness and quality of life through the coordination of targeted energy
investments.
2516683 Page 4 of 59
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Community Energy Investment Strategy for Waterloo Region
Appendices A and B include the list of22 Energy Opportunities evaluated within the
CEIS and the 20 Recommended Actions that aim to support and facilitate
implementation of the opportunities towards achieving the CEIS goals and objectives.
The impact of fully implementing all 22 Opportunities on Waterloo community-
wide energy consumption in comparison with a business-as-usual (BAU) forecast is
estimated tobe a 39% reduction in use of imported electricity generation and fuelby the
year 2041. This also translates to about 50% less GHG emissions compared to actual
base year levels estimated using data from calendar year 2014 as the baseline year. In
this context, the CEIS represents a potential lower energy and emissions path for
Waterloo Region over the next two decades while keeping more energy dollars
circulating within the local economy.
The CEIS is not intended to prescribe specific projects at pre-determined locations, but
rather focusses on identifying better ways to attract investment towards projects that will
provide the most community benefits to Waterloo Region. Achieving this focus is, in
part, fundamentally dependent on how well we integrate energy management
considerations into existing major community-scale planning activities within Waterloo
Region including:
the Economic Development Strategy which recognizes the need to create a
green, sustainable and efficient region that anticipates growth;
the Community Climate Action Plan involving GHG emission reduction targets;
Provincial policy requiring municipal land-use and infrastructure master planning
to influence development and transportation patterns regarding energy
conservation along with climate change mitigation and adaptation; and,
Energy infrastructure planning efforts focused on this region involving the local
utilities and Independent Electricity System Operator starting in 2018.
Collaboration and commitment to the necessary governance structure, providing
administrative resources to support implementation, ongoing stakeholder engagement,
and periodic monitoring of the Strategy are critical success factors. Implementation of
the CEIS will support better integrated decision-making on community energy planning
within Waterloo Region over the next 25 years inan economic, environmental and
social context. This is integral to attracting investment into energy projects that are
responsive to local needs as well as their integration with development patterns.
2516683 Page 5 of 59
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Community Energy Investment Strategy for Waterloo Region
1.0 INTRODUCTION AND BACKGROUND
For several decades, energy planning in Ontario and many other parts of Canada has
involved three main groups: i) regulators, ii) energy generators or fuel suppliers and, iii)
organizations who transmit and distribute energy services to where they are required.
Traditionally, the focus of this type of infrastructure planning has primarily focused on
ensuring adequate and reliable supply to serve populations, communities and to support
economic development and growth.
More recently,the groups involved in energy planning have broadened and the focus
expanded to include using energy more efficiently and effectively, captured under the
concept of conservation and demand-side management, reducing greenhouse gas
(GHG) emissions and trying to make energy more affordable.It is this broader focus
that opens up the localized scale of energy planning as a means to yield value-added
benefits for communities.
However, there are some significant system-wide and background influences that
create challenges to effective energy planning. Urban growth and development
pressures, aging infrastructure, the impact of extreme weather events on energy
infrastructure and services along with the rising cost of supplying and delivering fuel and
utilities are some of the challenges faced today. Additionally, the presence of multiple
municipal governments and utility providers within a single community adds to the
complexity of local decision making in this regard.
On top of all these influential factors, there is a low level of energy literacy amongst the
general public as well as decision makers in the industrial, commercial and institutional
sectors. Generally speaking, the energy system is poorly understood by those that it
serves which affects the ability to recognize opportunities to influence energy costs that
are within direct control of consumers. The critical role that smart energy planning and
management play in ensuring a sustainable and prosperous level of economic
development is also not widely understood.
Many of the aspects of our current energy system that require improvement are
associated with too much energy being generated (or not enough) at the wrong time,
too far away from where it is needed and often used inefficiently.Community energy
planning enables greater local influence in meeting local energy needs with a focus on
accessing the right type of energy services where we need them, in the right quantities
and at an affordable price using environmentally responsible resources. Optimizing this
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Community Energy Investment Strategy for Waterloo Region
influence requires progressively transforming or, in the short-term, incrementally
evolving our current energy system into something that is more effective, equitable and
sustainable.
Recognizing these issues,a small forum of local stakeholders gathered in the fall of
2014 to explore the collective interest in developing a community energy plan for
Waterloo Region. The community energy plan was being considered in the context of
the then recently approved Community Climate Action Plan, which focused on GHG
emission reductions, existing utility Conservation and Demand Management Plans, and
a growing interest by municipalities to meet climate and energyrelated objectives within
provincial regulations and land use policy. Participants in the local forum agreed that a
proposal should be submitted to Ontario Municipal Energy Planning (MEP) program in
the hopes of securing funding support to conduct the necessary planning activities.
After successfully obtaining leveraged provincial funding, a local partnership was
formally established in the fall of 2015 to develop the CEIS. The partners included the
Region of Waterloo, as the lead, the Cities of Cambridge, Kitchener and Waterloo, the
three local electric utilities as well as the two natural gas utilities serving this community.
From the outset, the CEIS was intended to guide Waterloo Region in:
optimizing its use of energy resources,
improving energy resiliency,
achieving several region-wide economic development objectives,
reducing GHG emissions, and
complementing long-term municipal land use and infrastructure master planning.
Over the past two years, the core partners have worked to develop the CEIS, with
assistance from various technical consultants, and input provided by the community.
Although the CEIS was developed by the nine core partners, its implementation will
involve stakeholders from across the community. The Strategy provides an opportunity
to develop a bridge for residents and employers from being merely energy consumers
to energy stakeholders. This transformation is critical in making our energy system
better at meeting our local needs and objectives.
The following sections further describe the Strategy as well as the planning process that
was followed in its development.
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Community Energy Investment Strategy for Waterloo Region
1.1 What is Community Energy Planning?
A Community Energy Plan (CEP) is a tool that can help communities realize smarter
approaches to energy use at the local level by helping to define their priorities around
energy with a view to improving efficiency, cutting emissions, and driving economic
i
development. Community energy planning involves examining how and where we use
energy in relation to current and desired land use, growth management objectives, and
initiating a dialogue with local stakeholders who are affected by energy policy, planning
and management decisions. Figure 1 Illustrates this planning concept.
Figure 1. Conceptual diagram of Community Energy Planning
How we develop and manage our communities, including all the buildings and
transportation systems within them, is directly tied to our energy use. Establishing more
clarity on this interconnection within decision-making frameworks in this regard is what
the localized scale of energy planning can bring. It is a platform to offer community
members more conscientious choice in a social, economic and environmental context.
Communities that have analyzed their local energy opportunities have identified
opportunities for strong economic returns on investments, environmental and health
benefits, and improved quality of life for local residents. More than 400 communities
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Community Energy Investment Strategy for Waterloo Region
across Canada, representing more than 50 percent of the population, are engaged in
ii
community energy planning. The benefits of community energy planning are
summarized within Table 1 below.
iii
Table 1. Benefits of Community Energy Planning
1.2 Community Partners and Local Energy Stakeholders
Any successful community scale energy strategy can only be progressive, effective and
responsive to local needs with the involved participation of a wide array of different
stakeholders. In addition to the Region and local Cities, the core partners involved in
developing this strategy included five utilities as outlined below.
Local Distribution Companies (LDCs)
There are three electrical utilities that distribute power throughout Waterloo Region as
follows:
Energy+ serving Cambridge, North Dumfries and Brant;
Kitchener-Wilmot Hydro serving the City of Kitchener and Township of Wilmot;
and,
Waterloo North Hydro serving the City of Waterloo and the Townships of
Wellesley and Woolwich.
LDCs are responsible for getting electricity from the major transmission lines through
the distribution and feeder substations to individual business and residential customers.
These utility companies are also responsible for delivering mandated conservation and
demand management programs (e.g. incentives, rebates) as well as ensuring
appropriate connections are made when installing rooftop solar photovoltaic (PV)
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Community Energy Investment Strategy for Waterloo Region
systems, combined-heat and power (CHP) systems as well as electric vehicle (EV)
charging stations. The LDCs are wholly owned by the three local Cities and four area
Townships within Waterloo Region.
Natural Gas
Union Gas Limited (UGL) is the primary supplier of natural gas to this region, which was
recently purchased by Enbridge Gas when they acquired UGLs parent company
Spectra Energy. In addition, Kitchener Utilities purchases natural gas from a variety of
suppliers and use the Union Gas storage and transmission network to get the gas to
customers within the City of Kitchener.BothUGL and Kitchener Utilities are also
responsible for new customer connections and delivery of conservation demand-side
management programs.
There are other major stakeholders that have already or could influence energy
planning and management throughout Waterloo Region. Section 2.0 of this Strategy
provides a brief summary of what we heard from the broader community during the
stakeholder engagement activities conducted in 2016 and 2017. A separate document
entitled Community Perspectives on Energy includes more details of this stakeholder
engagement as well as a list of the key local influencers related to energy planning and
management.
1.3 A Changing Energy Market
Canadarn
related to public spending, climate change and the environment as well as increasing
energy costs.Internationally, the cleantech and renewable energy market is expanding
rapidly internationallyas capital investment and jobs in renewable energy has
surpassed the combined total for oil, gas, coal for the past five years in a row. However,
Canada is struggling to remain competitive and earn more market share in this
iv
innovative emerging economic sector. In this context, affordable and sustainable
energy is perceived as a challenge by many stakeholders. As a result, Canadian
communities, businesses, industry and residents are missing opportunities to use
v
energy resources more efficiently and to improve economic competitiveness.
The evolving economy is also changing the energy marketplace. Innovations in energy
and equipment technology such as energy storage in homes and businesses, new
market players along with consumer demands for real-time information and control over
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Community Energy Investment Strategy for Waterloo Region
energy decisions are requiring energy providers and distributers in the marketplace to
adopt many new changes with regard to how they operate and interact with customers.
Ontarioelectricity generation capacity and vast network of transmission
lines and natural gas pipelines has many advantages. However,energy systems that
are more localized and integrated with communities are increasingly showing potential
to improve resiliency to extreme weather impacts and exposure to volatility in market
vi
pricing, enable local energy savings as well as GHG emission reductions.
Increasing consumer uptake of electric vehicles (EV) is motivating provincial and local
policy changes to make EVs easier to charge. Growing consumer adoption of EVs
represents the beginning of a potentially major shift in the long-term from powering
vii
vehicles with imported fossil fuels to relatively cleaner and less expensive electricity
created within the Province of Ontario. As more consumers recognize the opportunity to
save money on fuel by driving EVs instead of gas powered vehicles, this shift could also
translate into new revenues for the LDCs whose shareholders are usually municipalities
representing a boost to local economies and communities.
Local energy generation is also seeing increased investment by residents, organizations
and institutions, driving local interest in sharing energy between buildings, even when
those buildings and the energy generation have different owners. As local energy
needs continue to evolve, communities will need to anticipate and adapt to changes in
the energy market to better support them. Communities that are sustainable in the long-
term must make optimized infrastructure investments. They must also implement
innovative technologies to reduce energy consumption, as well as the associated costs
and environmental impacts, while ensuring the energy system is reliable and makes
better use of local energy resources.
1.4Policy Context
Communities, as end users of energy, are central to enabling federal, provincial and
territorial governments to achieve their energy, climate change and related land-use
planning objectives through the implementation of CEPs. This role is particularly
evident as communities grow because energy and emissions are closely associated
with development patterns over time in terms of the types of buildings and
transportation networks that are constructed.
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Community Energy Investment Strategy for Waterloo Region
The following Acts, Plans and Policies, most of which are set by the Province of Ontario,
are highly relevant to Waterloo Reg Details of
their relevance to the CEIS are provided as context within a supplementary document
entitled Strategic Energy Opportunities for Waterloo Region.
Energy Planning and Management
OntarioLong-TermEnergyPlan
2015 - 2020 Conservation First Framework
OntarioMunicipalEnergyPlanprogram
Ontario Regulation 397/11: Energy Conservation and Demand Management
Plans
MunicipalAuthority, Land-Use Planning and Buildings
Ontario ProvincialPolicyStatement(2014)
Section147oftheOntarioMunicipalAct(asamendedMay2017,OntarioBill68)
Ontario Building Code (2012)
Growth Plan for the Greater Golden Horseshoe (2017)
The Regional Official Plan and the seven area Cities and Townships community-
specific Official Plans
Climate Change and Economic Development
(2016)
Ontario Green Energy and Green Economy Act(2011)
Waterloo Region Economic Development Strategy (2014)
Community Climate Action Plan for Waterloo Region (2013)
Long-term energy planning is an essential component of advancing sustainable
community development. Municipalities have access to, as well as the authority to use,
a variety of tools that can facilitate the implementation of community energy solutions
and influence energy choices. Some examples include Official Plans and infrastructure
master planning, zoning by-laws, site plan controls,community improvement plans,loan
improvement charges as well as parking charges to support transportation demand
viii
management plans.
Many changes to the Ontario Building Code (OBC)related to energy and water
efficiency have also been introduced through recent amendments with a continued
the future in order to facilitate the building construction
industry to meet the provincial direction for all new construction to be b
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Community Energy Investment Strategy for Waterloo Region
standards by 2030. A net zerohome is designed, modelled and constructed to produce
as much energy as it consumes on an annual basis. Significant changes to the OBC
are proposed for the 2019 -2022 period including energy efficiency, solar-ready roofs
ix
and infrastructure required to charge electric vehicles.
Planning solutions to increase energy investments made within Waterloo Region will
x
imported resources and exposure to volatile commodity markets. Sustainable growth
and an adequate energy system will require flexible partnerships involving a variety of
stakeholders to collaborate on local policy changes, advocate for needed provincial and
national policy, anticipate and adapt to changing technology and market forces, and
continue to involve the community in integrated energy planning processes.
1.5 Energy Planning in Ontario
The Province of Ontario released its first Long-Term Energy Plan (LTEP) in 2010 to
establish high level goals and objectives for energy infrastructure, particularly
addressing electricity generation and demand. The Planwas subsequently reviewed
with public consultation and updated in2013 with an emphasis on the role of
conservation as well as energy planning.In 2016, stakeholder consultation was
initiated again to feed into the development of the thirditeration of the LTEP,which was
xi
recently released late in October2017.
The latestversion of the LTEP builds on principles related to existing provincial
initiatives such those listed below:
AffordabilityincludingtheFairHydroPlanregardingelectricityprices;
Reliabilitythroughregionalenergyplanningofinfrastructureanda
vulnerabilityassessmentoftheenergytransmissionanddistributionsectorso
utilitiescandevelopstate-of-the-artstrategiestomanagerisk;
CleanenergywhichlargelyreferstoClimateChangeActionPlan;
CommunityandIndigenousengagementwithspecificinclusionofachapter
onFirstNationsandMétisleadership;and,
Conservationanddemandmanagementcontinuedasapriorityfromprevious
versionsoftheLTEPasthecheapestwaytoprovideaunitofenergy.
While the LTEP addresses a province-wide scale, electricity system planning for
communities has evolved in Ontario over many years. The Independent Electricity
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Community Energy Investment Strategy for Waterloo Region
System Operator (IESO) and LDCs conduct regional-scale system planning to ensure a
reliable supply and distribution of electricity to regions. Ontario has 21 electricity
xii
planning regions based on electrical infrastructure boundaries.Waterloo Region,
including the Townships,is captured within the Kitchener, Cambridge, Waterloo, Guelph
xiii
Planning area.This scale of regional electricity system planning looks at each s
specific needs and considers the entire spectrum from generation, transmission and
distribution to end use and conservation.
Based on a process of needs assessment and consultation, energy planners develop
recommendations on how best to meet theneeds after considering a variety of factors.
This processis known as Integrated Regional Resource Planning (IRRP).The objective
of the IRRP process is to ensure regional long-term electricity plans consider and
integrate all relevant resource options, such as conservation and demand-side
management(CDM/DSM), distributed generation, large-scale generation, transmission
and distribution. When an IRRP is needed, a working group involving the IESO, the
electricity transmitter, andLDCs is convened to collaboratively develop the Plan while
xiv
consultinglocal stakeholders.
The IRRPfor the Kitchener, Cambridge,Waterloo, Guelph Planning areawas released
in April 2015. The next five-year review and development process is expected to begin
later in 2018with an updated plan released in 2020. There will be an opportunity for
Waterloo tobe integrated with the next IRRP for this area as itis
required to consider a mix of the best available options including improved CDM/DSM,
new or increased generation, investment in transmission or distribution facilities, or
other innovative solutions.These solutions can give communities more influence and
control over their energy costs andsources of energy supply, as well as associated
benefits to the local economy as wellas reduction of GHG emissions.
1.5.1 Municipal (Community) Energy Planning Process
The Ontario Ministry of Energy launched the Municipal Energy Plan (MEP) program in
2013. This voluntary program providesgrantsforlocalmunicipalgovernmentsand
communitiestodeveloplocalenergyandGHGinventories,engageinstakeholder
consultations(withparticularfocusonsecuringthesupportoflocalutilitycompanies),
xv
andidentifyopportunitiesforconservingenergyandimprovingenergyefficiency.
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Community Energy Investment Strategy for Waterloo Region
With the financial support secured from the MEP program, and collaboration with its
core community partners in place, the Region of Waterloo followed the three stages
required by the MEP program which are included in a diagram below as Figure 2.
1. Baseline Data and Forecasting Analysis
Create current and
2. Stakeholder Consultation
projected business-
Discuss local challenges,
3. Plan Development
as-usual energy
opportunities and
profile of Waterloo
Assess feasibility of
priorities with key
Region as basis of
opportunities, develop
stakeholders who shape
dialogue with local
recommendations and an
our community and
stakeholders
action plan to support
economy
implementation
Figure 2. Three Required Stages of Community Energy Planning
These stages have been carried out commencing in late 2015 until the end of 2017.
Sections 2, 3 and 4 of this document provide a summary of outcomes from each stage.
However, the details of this work are contained in supplementary documents including:
a)A Baseline Analysis and Business-as-usual Energy Forecast for Waterloo
Region using 2014 as the base year and forecasted out to 2041 as a planning
xvi
time horizon;
b)Community Perspectives on Energy - Results of stakeholder consultations;
c) Strategic Energy Opportunities - Background on the energy system serving
Waterloo Region and policy context supporting community energy planning in
Ontario as well as a description and assessment of energy opportunities; and,
d)Finance Mechanisms and Business Models that Support Community Energy
Projects - Research to support development and implementation of local energy
opportunities.
1.6 Development of the CEIS:Investment Strategy Versus Energy Plan
Many CEPs and GHG emission reduction action plans in Canada identify a
comprehensive list of actions and initiatives that should occur to achieve associated
targets, goals and objectives. Yet, it is often difficult for proponents to access the
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Community Energy Investment Strategy for Waterloo Region
resources required and gain the necessary policy support for implementation of actions
within the plans even though there are a wide variety of sources of funding available in
this regard. Aligning the most suitable financing and policy mechanisms as well as
business model to specific projects is key to accessing funding resources at an
acceptable cost to ensure effective and timely implementation.
Waterloo Region already has a Community Climate Action Plan which includes a list of
actions and opportunities that broadly address the 94% of GHG emissions that come
xvii
from local energy use.In order to build on this plan, local energy planning efforts
have been focused on identifying what needs to be done to attract investment in the
energy projects that would meet the most community needs and how to go about
assessing priorities. Therefore, the core partners have focused this current local energy
planning initiative towards developing aCommunity Energy Investment Strategy.
This Strategy builds on important inter-relationships between major community-scale
planning activities as illustrated in Figure 3.
Figure 3. Linking Community Energy with Major Local Planning Activities
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Community Energy Investment Strategy for Waterloo Region
The inter-relationship between these planning and development activities is
summarized below:
The Economic Development Strategy for Waterloo Region includes objectives
related to ensuring sufficient infrastructure capacity to accommodate growth
including power, the need to create a green, sustainable and efficient region that
anticipates growth as well as the desire to support and stimulate new and
existing high growth sectors, including green energy;
ClimateActionWR is currently developing long-term Community Climate Action
Plan emission reduction targets for consideration of local government councils;
Provincial policy is requiring municipal land-use and infrastructure master
planning to influence development and transportation patterns regarding energy
conservation along with climate change mitigation and adaptation; and,
The IESO will be working with local utilities on its next iteration of their Integrated
Regional Resource Plan for electricity planning in this region starting in 2018.
Creating and implementing this Strategy should contribute to advancing energy master
planning at a community scale to go beyond ensuring adequate centralized supply of
energy resources. This will fill a gap amongst the existing infrastructure master plans
that are already in place within Waterloo Region and periodically reviewed regarding
land-use, water/wastewater, transportation and waste management.Having a strategy
to attract investment into further improving our local energy system over the next 25
years will also help support economic development as a core pillar for prosperity,
growth and sustaining a high quality of life as energy is a part of our every day lives.
The CEIS complements the broader planning processes and provincial policy context
previously described and aspires to keep more energy dollars circulating within the local
economy through more local energy generation and reduced energy spending overall.
An important social and economic link includes supporting local businesses to reduce
energy costs and encourage new investment as well as business retention, with local
job creation in related industries in addition to improving energy savings for residents
through increased conservation efforts, making it more affordable to live in the
community. Garnering support for energy based GHG emission reduction projects to
can also yield other environmental and social benefits such as reducing tail pipe
emissions from vehicles using fossil fuels which help to reduce healthcare costs due to
xviii
improved air quality and access to transit and active transportation.
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Community Energy Investment Strategy for Waterloo Region
2.0 ENERGY IN WATERLOO REGION
This section provides a summary energy profile of Waterloo Region regarding
generation, consumption, and community perspectives.
2.1 How We Use Energy Today in Waterloo Region
Defining the strategic direction that a community wants to go with respect to energy
planning requires an understanding of how we currently utilize energy resources. This
is broken down into two main elements: how much is used, such as the quantity by
activity and cost by energy source, and where it is used spatially within the community
including by sector (i.e. residential, industrial and commercial including institutional). A
summary of this information is provided below with more details included in two
separate supplementary documents on a) Baseline Analysis and Business-As-Usual
Forecast of Energy Use in Waterloo Region and b) a background section within the
supplement that describes the Strategic Energy Opportunities for this region.
Based on the local data collected, Waterloo Region used an estimated 78 Petajoules of
energy during the year 2014 to heat and cool our buildings, provide power to lights,
xix
equipment and machinery and to fuel our automated transportation. Figure 4
Illustrates this consumption by end use and Figure 5 shows consumption by energy
type.
26%
36%
Residential
Commercial
Industrial
Transportation
23%
16%
Figure 4. Energy Consumption in Waterloo Region (2014) by End Use
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Community Energy Investment Strategy for Waterloo Region
Gasoline
Diesel
NaturalGas
26%
Electricity
4%
8%
22%
6%
Other
1%
Solar
38%0.1%
0.7%
Propane
FuelOil
Figure 5. Energy Consumption in Waterloo Region (2014) by Energy Type.
The cost of using all of this energy every year is significant. When considering all local
buildings and transportation activity by residents and organizations throughout Waterloo
Region, this community spent nearly $2.1 billion on energy in the year 2014 as
illustrated in Figure 6.Waterloo Region currently relies on imports for approximately
99.9% of its energy supply including electricity, natural gas and transportation fuels
which are shipped in to various depots and local filling stations. As of year-end 2015,
approximately 57,000 megawatt hours (MWh) of renewable electricity generation was
created within Waterloo Region, by a number of different facility and landowners, with
almost the entire amount of energy being sold to the Province and connected to
ion of local energy generated was used on
site where the landfill gas, solar photovoltaic, geothermal or biomass energy generation
occurred.
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Community Energy Investment Strategy for Waterloo Region
Figure 6. Cost of energy used in Waterloo Region (2014)
As virtually all the energy supply used within the region is imported, only 13% of the
energy dollars spent within the community stayed locally with distribution companies
and retailers. This current situation represents a very large hole in our local economic
bucket as this translates to approximately $1.8 billion of our energy expenditures
leaving our community each year. Keeping more energy dollars circulating within our
local economy is directly related to a number of opportunities such as conserving
energy and using it more efficiently, the continued shift over to electric vehicles as well
as generating and distributing locally sourced energy. These opportunities, which can
save money on energy costs for other uses, are further addressed in section 3.
There is an important distinction between energy prices and energy costs particularly in
energy resources such as power or fuel, for example, reflect the province-wide per
kilowatt hour rates for electricity or price at the pump for vehicle fuel at gas stations.
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Community Energy Investment Strategy for Waterloo Region
Energy prices have definitely increased significantly over the past 10 to 15 years as can
be seen in Figure 7. Energy costs on the other hand are more representative of our
individual or organizational energy consumption patterns. Our costs are directly
influenced by our consumption behaviours and the types of residential or employment
buildings that we live and work in as well as the equipment used within those buildings
for heat, power or mechanical processes. Our transportation costs are similarly
influenced by our choices in terms of where we live and work for example and how we
get to and from our destinations with regard to the mode of travel and how it is fueled.
CPI = Consumer Price Index
xx
Figure 7. Energy prices in Canada rising faster than inflation 2000 2015
Note: Energy includes: "electricity", "natural gas", "fuel oil and other fuels",
"gasoline", and "fuel, parts and accessories for recreational vehicles".
Althoughcommunities will have no influence over prices at gas pumps, an individual or
organization can change the type of vehicle or mode of transportation used over time to
reduce their overall transportation costs. It is a similar case for energy prices for power
or heating fuel whereas conservation and efficiency actions can effectively lower costs
for an individual resident or organization. The CEIS presents opportunities for residents
and employers to lower their direct energy costs to respond to rising energy prices while
also helping Waterloo Region remain more competitive by keeping energy dollars
circulating within our local economy.
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Community Energy Investment Strategy for Waterloo Region
Energy use is separated into two main categories in this regard i) stationaryenergy as
used in buildings or process equipment and, ii) transportation fuels as used in vehicles.
In terms of where stationary energy is used throughout the region, the highest total
energy use is concentrated in the built-up urban cores, as expected.However, high
levels of energy intensity, or consumption persquare metre of building space,aremore
dispersed throughout the region depending on the level of energy efficiency within
buildings as well as type of business activityas illustrated in Figure8.
Figure 8. Stationary Energy Intensity within Waterloo Region 2014 (GJ/m2 )
From this perspective, age of the building or the type of activities taking place in certain
facilities, such as a community centrewith swimming pools and ice rinks, will influence
the intensity of energy use. This can provide insight into energy opportunities such as
potential sites for locally distributed generation or where to target energy conservation
and demand-side managementprograms.
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Community Energy Investment Strategy for Waterloo Region
-Term Energy Planning Outlook documents, demand for
both stationary energy and transportation fuel has declined within Ontario from 2005
xxixxii
2015.In Waterloo Region, the Community Climate Action Plan, which measures
and aims to reduce GHG emissions, indicated that total local electricity consumption
was essentially flat between 2010 and 2015 (only increasing by <1%) and total
stationary fuel consumption (natural gas, propane and fuel oil) in the industrial,
commercial and institutional (ICI) sector increased by approximately 4% during the
xxiii
same period. Transportation fuel consumption within Waterloo Region, predominantly
xxiv
gasoline and diesel, grew by almost 7% between 2010 and 2015.
The change in energy use over this time should also beconsidered with the context of
growth within the community and economy. As the population within Waterloo Region
grew by 6% and an increase of 14% in GDP occurred from 2010 to 2015, per capita,
per household and per employee values can illustrate changes in the efficient use of
energy as indicated in Table 2.The table shows that consumption intensity decreased
in almost all sectors within Waterloo Region from 2010 compared to 2015. The one
noteworthy exception was natural gas consumption in residences which is heavily
influenced by the demand for more space and hot water heating during the colder winter
months of 2015 compared to 2010.
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59
of
%%
24
65%23%
64%16%
6.8%2.5%2.6%2.6%
5.1%1.2%
--
3.4%3.4%
--
----
--
ChangeChange
Page
0.4
3.083.850.662.974.09
6,9731,62991.311,573145.7
11,543
20152015
Employee
Household
-
-
2015
Per
Per
1.1
2.984.581.863.055.33
7,3471,57692.451,614
12,379149.64
20102010
Employee
Household
-
-
Per
Per
%
%
%
.0
%%%
4
0
64%15%64%22%
-
0.4%50.9%1.4%1.8%1.0%0.8%
4.1%4.7%1.0%1.0%0.9%
----
-------
ChangeChangeChange
2
586769308
0.141.111.390.321.452.840.833.67
2,51032.875,64552.451,22653.14
Capita Capita Capita
---
201520152015
PerPerPer
33
3.7
563776305
0.391.061.630.891.472.562.870.83
2,6235,94553.421,21452.67
Capita Capita
--
201020102010
Per Capita
PerPer
LL
GJGJGJ
m3m3
UnitUnitUnit
kWhkWh
2516683
t CO2et CO2et CO2et CO2et CO2et CO2et CO2et CO2et CO2e
(Consumption values rounded to nearest whole number)
Community Energy Investment Strategy for Waterloo Region
Table 2
Consumption
Consumption
Residential SectorElectricity ConsumptionElectricity GHGsNG ConsumptionNG GHGsAll Energy Sources ConsumptionAll Energy Sources GHGsICI SectorElectricity Electricity GHGsNG ConsumptionNG
GHGsAll Energy Sources ConsumptionAll Energy Sources GHGsTransportation SectorGasoline ConsumptionGasoline GHGsDiesel Diesel GHGsAll Energy Sources ConsumptionAll Energy Sources GHGs
3 - 29
Community Energy Investment Strategy for Waterloo Region
Total aggregated demand for electricity and fuel supply within Waterloo Region is
expected to decline by about 1% over the next 25 years as illustrated in Figure 9. The
projected energy demand trend for Waterloo Region was modelled on the local baseline
energy analysis using data for the calendar years 2014 and 2015. The business-as-
usual forecast was done by factoring in projected population growth rates and local
economic development as well as anticipated changes to heating and cooling demands
xxv
due to changing climate conditions over time.This is consistent with the Provincial
outlook with respect to the combined impact of forecasted increases in electricity
demand and decreases in fuels demand (primarily natural gas, gasoline, diesel, fuel oil,
xxvi
propane).
Figure 9. Forecasted Total Energy Consumption
Waterloo Region 2016 -2041 (Petajoules)
100.00
90.00
80.00
70.00
Energy (PJ)
60.00
50.00
201620212026203120362041
Year
Another important factor in local scale energy planning includes different perspectives of
community stakeholders. The next section summarizes this less technical but equally
influential factor in decision-making for the CEIS.
2.2What We Heard from the Community
A critical part of developing the CEIS has been to identify and discuss local priorities,
challenges and opportunities with the stakeholders who shape our community. During
2016 and 2017, a wide variety of workshops, presentations, on-line and telephone
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Community Energy Investment Strategy for Waterloo Region
surveys of both residents and local organizations, meetings and interviews took place
as part of the community energy planning process.
The community perspectives that we heard during these stakeholder engagement
activities have been organized into the following three overarching themes:
1. Drivers behind community energy projects in Waterloo Region
2. Barriers and challenges facing implementing community energy projects
3. Opportunities and future outlook for community energy projects
The stakeholder engagement activities, along with these themes, are explained in more
detail within the supplementary document entitled Community Perspectives on
Energy. The following list includes some of the common or main points heard under
each theme.
Drivers behind Community Energy Projects
Shifting energy consumption habits is
The energy strategic
recognized as a way to enhance the local
dynamic of cost,
economy, community health and the
reliability and future
environment.
infrastructure is of real
significance to WEDC
Local energy generation is also seen as a way
and our ability to
to keep more energy dollars circulating locally
attract/retain capital
andsupporting economic development.
R ising energy prices and affordability issues are
behind the expressed desire to save money
-Tony LaMantia, CEO
Waterloo Economic
through reducing energy costs which is the
Development
primary motivator in local utility customers
Corporation (WEDC)
consideration of conservation and efficiency
projects within their homes and businesses.
Many stakeholders also identified a strong willingness and ability to find creative,
collaborative solutions to better support clean and local energy generation.
70% of residential survey respondents
they would be interested in knowing the energy rating of a home to compare with
other homes prior to purchasing.
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Community Energy Investment Strategy for Waterloo Region
Barriers and Challenges to Local Energy Projects
Low energy literacy is seen as a limiting factor to
Justtwoinevery five
residential telephone
implementing energy projects.
survey respondents
Incentives for energy projects are available, but
feel that they as
uptake is low.
homeowners or
renters are responsible
Many survey respondents look for short payback
for conserving energy.
on energy projects with little financial risk.
Two thirds of industrial, commercial and
institutional survey respondents indicated that they either have not yet
implemented an energy management strategy within their organization of have
not even developed such a strategy to control their energy consumption and
costs.
New technologies and methods have a lot of potential, but there may be
technological, social and/or regulatory barriers facing their implementation.
Financing challenges are affecting the viability of net zero energy homes and
renewable energy projects (particularly solar PV, in light of the FIT phase-out).
Opportunities and Future Outlook
are
Technology and / or revised incentive
enabled to share ownership
frameworks could help change energy
of local energy generation,
consumption behaviours and improve
then the knee-jerk reaction
participation in energy efficiency programs.
against clean and
Targeted local programs and the updated
renewable energy makes
Building Code will help local builders improve
the energy efficiency of new construction.
-Survey respondent
There are many opportunities to implement
new sources of local energy supply for stationary and transportation applications.
There is a desire to see increased local energy generation and energy sharing
between buildings and properties.
Current partnerships, and a willingness to forge new collaborative groups, will
provide many opportunities to generate creative energy solutions for Waterloo
Region.
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Community Energy Investment Strategy for Waterloo Region
Stakeholders want additional land use and infrastructure planning outcomes to
influence a greater shift in transportation choices towards more sustainable
solutions and away from the prevalent culture of single occupant vehicle trips.
There was also an expressed desire for local government, utilities and other community
partners to play a supportive role in advancing education on opportunities to lower
operating costs pertaining to energy use within buildings as a means to collaborate on
driving greater market demand for construction of more energy efficient homes and
buildings. One developer indicated that they are easily fulfilling demand for
approximately 120 net zero residential units in Guelph but struggle to effectively market
these highly energy efficient homes here in Waterloo Region. Given the interest of local
residential survey respondents regarding their desire for more energy efficient homes,
this may represent an opportunity to improve and coordinate marketing efforts rather
than an indication of an actual lack of demand locally.
When considering how to tackle energy planning locally, we also heard from the
community that the CEIS should consider the varying circumstances and characteristics
of different urban and rural areas within Waterloo Region. Stakeholders further indicated
that they believe the CEIS should influence and integrate with, but not control, other
parallel processes such as local land use and infrastructure master planning, economic
development strategies across the area municipalities as well as tie into both municipal
and community scale GHG emissions reduction plans. The area municipalities and
utilities can lead by example by facilitating advancement of local energy initiatives within
their own facilities and fleets of vehicles. As public organizations, this is essential
leadership in order to demonstrate what the CEIS aims to achieve. Additionally, there is
a role to play by the CEIS partners in bringing local stakeholders together, supporting
efforts to improve local energy literacy, and collaborating on consistent development
policy, where appropriate, across Waterloo Region.
Community stakeholders have also flagged the need to ensure that local leaders
provide accessibility to initiatives that promote energy resiliency in the face of
uncertainty and changes to our climate conditions including extreme weather events.
Burying overhead hydro wires along the ION light rail transit (LRT) route is a good
example of how this can be done effectively in alignment with other infrastructure
planning activities.Locally utilized energy generation and storage is also seen as a
means to potentially provide alternative back-up power when needed.
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Community Energy Investment Strategy for Waterloo Region
As the CEIS aims to benefit a wide variety of local stakeholders, its implementation will
need to involve ongoing consultation and engagement. There are already many
organizations and programs in place to encourage energy efficiency, local energy
generation and development, but there is room to increase participation rates, improve
programs and remove obstacles that are preventing action. Empowering community
stakeholders to lead actions and providing meaningful involvement in ongoing local
energy planning activities will be critical for the successful implementation of the CEIS.
Section 4.2 further addresses how implementation of the CEIS will need to be informed
by ongoing engagement with community stakeholders in the future.
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3.0 OUR COMMUNITY ENERGY STRATEGY
3.1 Purpose, Goals and Objectives
The CEIS is guided by an overall purpose and four goals with supporting objectives as
outlined below. The fourth goal is seen as foundational as it supports action towards the
other three goals.
PURPOSE
quality of life through the coordination of targeted energy investments.
GOAL 1GOAL 2GOAL 3
Significantly Improve the EnhanceLocal Energy Transition to a Low-
Energy Performance of Generation and SecurityCarbon Local
Buildings Transportation Network
a)Optimize use of local
a)Promote construction of a)I ncrease reliance on
resources for energy
high performance and active transportation and
generation
energy self-sufficient transit
buildings
b)Assess and support
b)Increase electrification
opportunities to develop
b)Increase energy of local transportation
distributed and
efficiency of existing
c)Increase use of clean
integrated energy
buildings
low carbon fuels
systems
c)Increase the use of on-
c)Investigate energy
site renewable energy in
storage options
buildings
(technologies and
d)Empower energy users
scenarios/scale) and
to utilize consumption
support their use where
data for smart energy
feasible
management
GOAL 4
Cultivate a Supportive and Innovative Environment for Energy Investments
a)Raise energy literacy within the community regarding the need to evolve how we locally
manage our energy.
b)Proactively integrate energy considerations into ongoing land development and local
infrastructure planning processes.
c)
innovation, technology and support services for the energy sector as well as economic
sectors with high energy demands.
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3.2 Identification and Screening of Energy Opportunities
Within Waterloo Region, there are already a number of progressive energy initiatives
that are complete or in progress such as numerous rooftop solar photovoltaic
installations, use of solar thermal hot water and geo exchange heating systems, energy
storage pilots, construction of a net positive energy commercial building, the impending
launch of the new electrically powered ION LRT system and a growing number of local
EV charging stations and vehicles throughout the community. Building on the progress
achieved to date, Figure 10 provides a diagram of how additional energy opportunities
were identified and evaluated including the inputs and tools used within the Strategy
development process.
Document Weighted
Multi-
Inputs High-level
review, Evaluation based
Evaluative Criteria
and Screening
consultation, on stakeholder
Criteria
Analysis
Tools Assessment
Input
best practices
tool
Screen
Evaluation Compile Energy Application of ƚƦ hƦƦƚƩƷǒƓźƷźĻƭ
Options into
Process Opportunities unweighted {ĻƩǝźƓŭ /ƚƒƒǒƓźƷǤ
Short List
criteria
Steps (~50) LƓƷĻƩĻƭƷƭ ğƓķ bĻĻķƭ
(22)
Figure 10.Process Used for Identification and Screening of Energy Opportunities
Approximately 50 energy opportunities were initially identified by the energy modelling
consultants through document review, stakeholder consultation, review of best
energy profile. A screening assessment, influenced by stakeholder feedback, was used
to ensure the energy opportunities passed at least one of the following base
requirements prior to being subjected to a more detailed evaluation:
Cost and reliability potential to lower energy costs for local customers, reduce
power outages or need for imported fuel supply;
Performance and value-potential to improve energy conservation, efficiency
and demand side management or increased localownershipofenergy systems
within Waterloo Region;and,
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Scale of Benefits - potential toreduceGHG emissions fromWaterloo Regionor
achieveotherenvironmental benefits such as reduced waste sent to landfill.
After the screening assessment, 22 opportunities remained and proceeded to the more
detailed evaluation as described in the next section.The list of 22 Energy Opportunities
is included in Appendix A and are categorized into four main types as listed below:
A.Those that could be applied to existing buildingsto improve their energy
efficiency or reduce their energy use through conservation;
B. Those that could be incorporated into new buildings as they are constructed;
C. Locally utilized renewable energy and/or distributed generation as a source of
on-site power, or for use in space and water heating and cooling; or
D. Opportunities to reduce use of fossil fuels within the transportation sector.
The impact of fully implementing all 22 Opportunities -
wide energy consumption is illustrated in Figure 11 in comparison with a projected
virtually flat business-as-usual (BAU) forecast as previously outlined within Section 2.1.
Figure 11. Total Forecasted Energy Consumption in Waterloo Region: 2015 2041
Comparison of BAU Forecast with
Implementation of all 22 Opportunities
100
90
80
70
60
50
40
30
Energy (Petaoules)
20
10
0
201520202025203020352040
BAUImpact of all 22 Opportunities (PJ)
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The difference between these two scenarios in Waterloo Region equals a 39%
reduction in use of imported electricity generation and fuel by the year 2041 which
translates to about 50% less GHG emissions compared to actual base year levels
estimated using data from calendar year 2014. This reduction represents a potential
lower energy and emissions path for this community over the next two decades.
3.3. Evaluating Opportunities
Criteria for evaluating the energy opportunities were developed by the core partners,
with input from the economic development and environmental advisory
committees and the local utility boards. A total of 12 criteria were identified which are
illustrated below within four categories:
EFFECTIVENESS -Degree of impact associated with an opportunity
Generates or saves energy relative to dollars spent
Lowers energy costs
Reduces GHG emissions
SECURITY -Long term reliability of an opportunity and extent to which it enhances
local energy self-reliance
Results in fuelswitchingor reduced power supply interruptions
Utilizes local energy resources
Increases local influence on energy decision-making andownership of energy assets
FEASIBILITY-Extent to which the logistics of implementing an opportunity are
reasonably achievable
Sound technology (commercially proven, operated minimum 1 year)
Enabled by existing regulation, agreement, process or policy direction
Aligns with land use frameworks, infrastructure master plans and/or can be
coordinated with planned capital works
INVESTMENT APPEAL-Attractiveness to fund the opportunity
Demonstrated rate of return on investment or income opportunity
Eligible for incentives, grants or attracts partners/sponsors
Achieves other community benefits e.g. employment, health, waste management
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The application of the criteria was one step in identifying which opportunities would best
serve the most community needs within Waterloo Region. Another important step in
this evaluation process was to incorporate what we heard from the community during
the stakeholder consultations. This was achieved in part by changing the weighting of
individual evaluative criterion. For example lowering energy costs and reducing reliance
on imported energy were weighted high whereas being enabled by existing regulation
criterion was scored with no additional weighting. Thefull evaluation process and a
detailed description of the individual Opportunities are included within the
supplementary CEIS document entitled Strategic Energy Opportunities.
3.3.1 Evaluation Results
Interpreting the results of the evaluationneeds to considera number of factorsas
directly comparing between the four categories of opportunities previously outlined
within section 3.2 isnot recommended due to major differences in scale, complexity and
ease of implementation. Larger capital oriented projects,for example, require more
detailed feasibility analysis in order to inform the final design and construction of the
initiative.Differences in scale of projectsand specific site characteristics may also
dramatically influence costs and return on investment.Retrofitting homes as another
example may provide very meaningful reductions in energy costs at an individual
household level even if it scores relatively lower than more innovative and impactful
opportunities at a community-wide scale.With this in mind, Table3includes the top
threeranked opportunities, at a community scale, based on theweighted evaluation for
each of the four categoriesconsidering all of the criteriaas previously described.
It is important to understand that the list of ranked opportunities is not intended to be a
definitive set of energy priorities for Waterloo Region. The opportunities are broad
options for community stakeholders to meet the various expressed needs heard during
the engagement consultations. Prioritization should be considered at the appropriate
scale on a case-by-case basis in terms of specific options available to proponents and
beneficiaries including their perspectives on using the evaluative criteria. Furthermore,
as the regulatory landscape continues to evolve in Ontario and Canada, opportunities
such as net metering of solar PV electricity generated on building rooftops and energy
from waste can significantly change regarding their financial viability and investment
appeal. The impact of carbon pricing over time will also likely influence many of these
opportunities in comparison to the status quo where fossil fuel use is the current base
case scenario.
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Table 3. Top 3 Weighted Ranking ofEnergy Opportunities by Category
CategoryOpportunity
Retrofits to industrial, commercial and institutional (ICI) buildings
Existing Buildings
Increasing numberof buildings re-commissioned each year
(Goal 1)
Retrofits to townhouses and multi-unit residential buildings
Passive House standard for new multi-residential and commercial
buildings
New Building
Construction
Net zero new residential dwellings
(Goal 1)
Enhanced energy performance for new ICI buildings
Local hydro electric power plants
Renewable Energy
Generation
Biomassor biogasfuelled district energy systems
(Goal 2)
Ground mounted Solar PV community energygeneration
Expand local EV Charging Network to support increased EVs
Transportation
Incrementally switchlocal transit buses to EVsor Hydrogen
(Goal 3)
Expanded local carsharing networkusing electric vehicles
A ranking of all 22 opportunities by reductions in cost, energy consumption and GHG
emissions are included within the appendices of the Strategic Energy Opportunities
supplementary document.
There are additional and complimentary opportunities that should also be considered on
a case-by-case basis as they could yield multiple benefits that align with the CEIS. This
includes but is not limited to the following initiatives:
- Use of combined heat and power or energy storage for some ICI customers and
multi-residential buildings, such as condominiums and apartment buildings, in
addition to exploring use of micro-grids in industrial or business parks;
- Installation of rooftop solar PV on buildings for use on-site (net metering) and
capturing excess heat from the photovoltaic panels for use with an air-source
heat pump for space or water heating;
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- Pilot projects for Energy from Waste to better understand potential for distributed
generation or for production of biofuels such as renewable natural gas as a
transportation fuel orfor direct injection into natural gaspipelines;
- Investigating district energy in new high-density development areas;
- Construction of new high-performance ICI buildings optimizing use of utilities;
- Retrofitting existing single detached residential homes;
- Continuing to build transit oriented communities which includes investing in
active transportation infrastructure (pedestrian pathways, trails, bike lanes) to
help achieve the goals set out in the Regional Transportation Master Plan.
3.4 Recommended Actions
Local partners and stakeholders have an important supporting role to play to enable our
community to benefit from implementation of the Energy Opportunities. Twenty
recommended actions have been identified which focus on the tasks and processes that
support or facilitate advancement of the Opportunities in terms of attracting the
investment and leadership required for their implementation. These Actions are included
withinAppendix Bin alignment with the goals of the CEIS.Collectively, the
recommended actionssupport the objectives under each goal of the Strategy.
Each of the Recommended Actions listed in Appendix B include the following:
the lead organizations needed to carry out the action;
an initial estimation of timing for implementation categorized by short,medium,
andlongterm duringthe years 2018 2041;
thepotential financial and staff resource requirements;and,
theenergy opportunities which are supported by implementationofthe
recommendation.
The next section details the implementation approach including ongoing stakeholder
engagement and governance considerations to optimize the impact of the actions.
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4.0 MOVING THE STRATEGY INTO ACTION
4.1Implementation Requirements and Options
Experience from other communities who have developed CEPs has consistently proven
that introducing a robust governance and administration model to oversee and
implement the plan is necessary for success. Best practices show that, at minimum, the
new model should provide a platform for politicians, municipal staff and stakeholders to
engage regularly; ensure that a process is in place to monitor and report periodically on
implementation of the CEIS; and support further development of actions and projects. In
some cases, the chosen model may also provide a legal framework needed to
implement projects.
Through discussion about local context and reviewing practices from other
communities, the following components were determined to be necessary to
successfully implement the CEIS in Waterloo Region:
Governance:
o Ongoing partnership and coordination between municipalities and utilities.
o Oversight by representatives who have decision-making authority and
influence.
Human resources/administration:
o Some level of dedicated staff time to lead the S
move projects forward, and support the governance team.
o Capacity and ability to move projects forward by developing partnerships,
and determine feasibility and next steps for implementing energy projects
Community participation:
o Generating regular dialogue with local elected officials, staff and
community stakeholders to learn about the Strategy, and engage them in
discussions on contributing to solutions regarding local energy issues and
projects.
Financial resources:
o Costs and benefits of individual projects will be analyzed and implemented
through typical organizational budgeting cycles and preparation of project-
based action plans
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Dedicated financial resources through organizational budgets or external
o
funding sources will be needed commensurate to the level of any
additional human resources determined as necessary.
Given the requirements identified above, the core partners on the CEIS Steering
Committee considered a number of implementation approaches based on the ability of
each option to provide the necessary components for successful implementation. Four
main options were considered with variations on two of them as outlined below.
1.Existing external body takes on the responsibilities
a.Grand River Energy(GRE) -aCorporationcurrently funded and administered
by the LDCs to invest in and manage innovative energy assets;
b.ClimateActionWR -currently funded by municipalities, administered by
Sustainable Waterloo Region and Reep Green Solutions;
2.New organization is formed-community-wide, non-political, not-for-profit,
funded by municipalities and utilities, e.g.Economic Development Corporation;
3.New municipal body with political representation is established-
reports to Municipal/Regional Councilsuch as the existingEnvironmental
etc..
4. Governance and administration is led by staff
a.Maintain existing Steering Committee with one representative from each of 9
organizations members have mix of strategic and administration roles.
b. Split existing Steering Committee into two: a Governance Committee with
decision-making role, and an Implementation Committee with a support and
administration role. Municipalities and utilities appoint an existing staff person
to sit on each committee. Have a rotating chair so that each organization
takes turns leading administration of the committee and Strategy.
c. Transition Steering Committee into a Governance Committee, and support
temporary dedicated staff resource at one of the municipalities.
d.Transition Steering Committee into a Governance Committee (same as C),
of a permanent dedicated staff resource at one of the municipalities.
Other options used in other municipalities that were deemed to not be appropriate for
Waterloo Region at this time and thus not explored further include:
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Assigning energy plan management to a local economic development division or
corporation as done in Wawa and in other municipalities in B.C.
- Despite the strong connections between economic development and energy
as explored throughout this Strategy, adding energy to the mandate of the
local economic development organization and related groups was not seen as
ideal at this time given significant changes that have just recently occurred to
the structure and function of that service. Successful implementation will,
however, require strong coordination with and participation from economic
development groups.
Work with local energy distributorsto establish a new holding company within the
municipality as done in Brant County and Guelph.
- GRE Corporation is a relatively new company established by the LDCs within
Waterloo Region although this option was determined by the CEIS Steering
Committee not to be appropriate for housing the overall implementation of the
community-wide Strategy. However, GRE is a locally oriented business
model of ownership that may be considered to implement specific energy
projects in order to provide the legal jurisdiction and partnership structure
needed for development and operation including ongoing asset management.
4.2RecommendedImplementation Approach
The preliminary preferred implementation model was identified asone of the four sub-
options under number 4 as outlined above. This preferred option is as follows:
Governance and administration is led by staff: Transition the existing Steering
Committee into a Governance Committee, and support this committee and the
.
This includes a critical task for the temporary staff person to identify and secure long-
term funding or other options to establish and sustain a permanent human resource for
ongoingimplementation of the CEIS.This approach requires a moderate level of new
financial resources, but also meets the need to establishnew staff time and a dedicated
governance body in order to ensure successful Strategyimplementation. It is further
recommended that this model is supplemented in the area of community participation by
utilizing some established communicationchannels through engagement of existing
bodies (partof Option 1).The four local Townships willalso need to be given an
opportunity toparticipate in the CEIS Governance Committee which was communicated
during the final stakeholder consultation period of the Strategy development process.
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There are three critical elements to successfully moving the preferred implementation
approach forward which are described below.
1. Working together on implementation through shared governance
Why this is important.
Atotal of eight municipal and regional local government organizations and the presence
of five energy utilities in Waterloo Region present a complex energy planning
environment in which each of the partnering organizations needs to be part of the
decision-making to achieve maximum impact. Collaboration is critical here much in the
way it has been locally recognized as essential to advance economic development
within the region.
The CEIS flags the need to better integrate energy and land use planning processes,
and points to an opportunity to align existing local planning processes with LDC
objectives and provincial policies. These opportunities need to be recognized as
development sites and areas within the region go through normal planning processes.
For example, there are opportunities to incorporate innovative and more efficient energy
features within new development in areas such as the proposed transportation hub in
downtown Kitchener and in emerging greenfield developments such as the East Lands
south of the Regional Airport and the west-side employment lands in Waterloo.
How we will do it.
Ongoing partnership and coordination between municipalities and utilities will be
managed through the transition of the Steering Committee into a Governance
Committee that will, at minimum, have a mandate to fulfill the following responsibilities:
Ensure the recommended actions contained in this Strategy are included in
ongoing work plans and budget at each respective partner organization and
advance opportunities to embed energy planning into local decision-making.
Oversee the development of more specific action plans as needed to support
Guide a review and update the Strategy as required based on progress reports
every three years.
Advocate on behalf of the CEIS stakeholders for supportive policy and
programming from municipal, provincial and federal levels of government.
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Provide oversight and strategic direction to the staff resource person.
This Committee should meet a minimum of twice a year and include a senior staff level
representative who has decision-making authority and influence from each organization.
Committee members need to champion embedding energy considerations into local
policy, planning and development decision-making as the most direct and effective way
to achieve transformational changes over time.As this region continues to grow and
evolve, incorporating progressive community energy considerations into ongoing land-
use planning and development patterns can positively influence local energy needs for
several decades into the future such as in building and transportation infrastructure.
Involvement of area municipalities, local utilities, and special interest stakeholders such
as local developers,renewable energy co-ops and other local organizations focused on
achieving energy and/or emission reductions are necessary in order to collaborate on
recommendations for planning or policy amendments and updates. This collaboration
should ideally strive for consistent policies and programs across the region where
possible to avoid confusion for residents, employers and developers. This must include
municipal staff that can influence success of the initiative and may require additional
education to raise their awareness to help put policy into practice. A collaborative
dialogue needs to be established in order to determine any additional training required
to enable effective implementation by municipal staff, in addition to any engagement of
the public or other affected stakeholder groups.
2. Prioritizing implementation of the strategy by increasing staff capacity
Why this is important.
Plans without dedicated staff support to lead them have very little chance for success.
Assigning dedicated staff time to lead the administration and management of the CEIS
will provide the capacity to keep the Governance Committee moving forward towards
the objectives of the Strategy and ensure that someone is regularly engaging with the
community on energy issues. In absence of this, the CEIS would be lost amidst other
competing priorities and the efforts put into its creation will be for naught. An important
component of the temporary position will be to recognize that long-term success is
predicated on finding ways to incorporate energy planning into municipal and key
stakeholder planning and decision-making processes.
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How we will do it.
This capacity could be provided through re-allocation of responsibilities for current staff,
or, ideally, creation of a new temporary dedicated staff position. Key elements of this
capacity will include responsibility to:
Providesupport tothe Governance Committee
Liaiseand partnering with other key implementation bodies workinglocally in
climate and energy such as municipal staff andClimateActionWR teams
Developmore specific action plans, including partnership and funding
development, as needed tosupport follow-through on the S
Monitor and report on thestatus of the Strategyactions annuallyandthe
Progress indicators every three years.
Advocate for development and use of land use planning tools that will enhance
energy and GHG performance of municipalities.
Collaborate with partner organizations on opportunities to increase energy
literacy and uptake of energy programs through engagement of groups such as
manufacturers and large process facilities, school boards, small/medium-sized
commercial and retail businesses, owners/operators of condos and multi-
residentialbuildings and residents.
Cultivate relationships to stimulate growth of the local clean tech sector regarding
improving the efficient utilization of alternative energy resources
Search for and acquire outside sources of funding to facilitate CEIS
implementation.
3. Empowering community stakeholders to lead actions and provide meaningful
input
Why this is important.
Access to energy is a vital component of keeping our society and economy moving
every day. Changes to the energy system impact a wide variety of local stakeholders,
so implementation of the CEIS must involve local governments and elected officials,
municipal staff, utilities, not-for-profit organizations, energy co-operatives and other
businesses, financial institutions, public sector institutions, and the general public. As
the CEIS is likely to impact a wide variety of local stakeholders, its implementation will
need to involve ongoing consultation and engagement.
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Staff from all of the core partners will need play a key role to help engage and convene
local stakeholders to enable the implementation efforts (see Section 3.4 for examples of
stakeholder groups assigned to Recommended Actions). Ideally, the CEIS will
stimulate emerge and take ownership and/or leadership in
one or more aspects of the CEIS in relation to their organizational mandate and
expected benefits.
There are already many organizations and programs in place to encourage energy
efficiency, local energy generation and development, but there is room to increase
participation rates. CEIS collaborators and partner organizations willneed to develop
joint strategies to raise awareness of existing incentives and communicate the benefits
of longer-term energy projects, energy audits, green development options such as the
Canadian Green Building Council LEED standards and net zero buildings and other
local energy generation/efficiency initiatives. These collaborations could also help the
local utilities, municipalities, and/or other key stakeholders develop financing options to
reduce up-front costs and risk to reduce barriers for residential and small business
participation in community energy projects.Implementation of the CEIS will need to
leverage existing and new relationships with established groups and will support the
capacity and/or reach of these organizations as necessary.
How we will do it.
Local organizations have been key partners in the development of the CEIS and will
continue to lead community members in meeting their energy goals. For example,
Sustainable Waterloo Region (SWR) has a network of more than 70 local organizations
that are actively looking for ways to reduce their energy costs and environmental
impacts. Additionally,local Chambers of Commerce have wide networks of small
businesses who can be engaged with relevant information to help them lower their
energy costs. Reep Green Solutions successfully engages residential clients with
energy efficiency retrofitsand residential outreach which can be further augmented by
involving neighbourhood associations and community groups. Local municipalities,
TravelWise, local carshare and bike shareorganizations are already raising the profile
and viability of alternative transportation modes. SWR, Reep and local municipalities
are also collaborating on implementing the closely aligned Community Climate Action
Plan and therefore further integration of related community engagement activities would
be prudent to optimize impact. As a source of community leadership, these and other
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local organizations are recognized as critical in continuing to champion implementation
of energy related conservation and efficiency opportunities.
Collaborative work with researchers and local business leaders will be encouraged to
help anticipate and/or develop new energy solutions to meet local needs. Facilities and
property owned by local municipalities and utilities may be able to host pilot
demonstration projects or act as proponents for new technologies/systems to lead
progress in this area. These efforts need to leverage the Waterloo Institute for
Sustainable Energy (WISE), which has a multidisciplinary network of more than 100
experts who are working on innovative energy solutions, and already works closely with
utilities, non-profit, private- and public-sector partners. WISE is also an important
partner in reaching out to venture capital groups and supporting local incubators when
their research projects are ready for demonstration or pilot level projects where there is
scalability and/or broad application within this community and beyond.
Feedback from local stakeholders acknowledged a growing recognition of the potential
for Waterloo Region to be marketed as a key CleanTech hub for investment and
innovation which includes the need to engage local incubators and venture capital
groups. Several economic development professionals in Waterloo Region have also
expressed a strong interest in the CEIS, and the energy issue has become important for
business attraction and retention.
The CEIS Governance Committee and dedicated staff resource will need to continue to
inform economic developers and the local business community of local energy
generation opportunities and efficiency incentives. While this began during the CEIS
development process, CEIS partners will be encouraged to adopt more creative and
audience-segmented approaches to inform economic development professionals and
the local business community of local energy generation and efficiency opportunities
that improve economic competitiveness.
Leveraging existing two-way communication channels between area municipalities,
utilities, local residents and other stakeholders will continue to encourage the sharing of
ideas, opportunities, and constructive feedback. This can be accomplished in several
ways such as by using social media and/or other online tools to deliver pertinent
information and obtain feedback on energy issues; by supporting booths at existing
events to communicate information on local conservation and demand-side
management and/or renewable energy programs; and by supporting local organizations
2516683 Page 44 of 59
3 - 49
to deliver new events and/or develop other communication methods to raise energy
literacy with area residents. At minimum, this will include:
o Maintaining a CEIS page on the Region of Waterloo website to share
information
o Periodically asking for community input through the Engage social media
platform currently used by the Region of Waterloo and Area Municipalities
o Soliciting input and support for moving actions forward through the
ClimateActionWR Residential, ICI, and Transportation Sector Committees.
More specifically, workshopsfor private and public investment should be considered to
engage those with the available capital to potentially steer towards local community
energy investments. Local renewable energy co-ops have done this successfully with
solar PV under the Provincial FIT program. However, now that the FIT program has
concluded, other models should be considered to cultivate opportunities for local
investment in energy projects with the most community benefits as previously outlined
in Section 2.0. An event inviting local banks, credit unions, insurance companies,
developers in addition to local energy co-ops and other related stakeholders, organized
with the collaboration of local chambers of commerce and perhaps economic
development personnel, could advance the dialogue on why, where, and how to invest
in specific community energy projects including which initiatives garner local interest.
Investment and policy support must also come from provincial and federal governments.
The CEIS partners will collaborate to jointly advocate for policy changes that advance
community energy projects, including incentives or financing, continued support for
research, development and demonstration of innovative energy applications as well as
providing a complementary and stable policy environment that is essential to attracting
xxvii
investment. QUEST (Quality Urban Energy Systems of Tomorrow), GTA Clean Air
Council and the Association of Municipalities of Ontario are existing advocacy channels
that should also be utilized to assist with advancing this local collaborative input as the
need for policy consultations arise.
4.3 Finance Mechanisms and Business Models
Community energy projects typically require upfront capital expenditures andas such
are often constrained by both real and perceived investment risks, competing
investment priorities, and a lack of an appropriate business model that provides
2516683 Page 45 of 59
3 - 50
structure to the implementation, operation and ownership of the project. Asa
preliminary effort to address these challenges, the Region of Waterloo, QUEST and
collaborated on
research that investigates available finance mechanisms to support community
investments in local energy projects and business model considerations that support
their operation and maintenance.
Perspectives of different proponents were considered from the public and institutional
sector such as municipalities, universities, andhospitals; the commercial sector
including small-medium businesses,developers or condo boards; as well as the not-for-
profit sector including social housing organizations.Different types of projectswere also
considered including energy efficiency projects,energy generation, supply, and storage
as well as new green building development.Awide variety of different funding and
finance mechanisms were researchedand divided into threebroad categoriesas
illustratedin Figure 12.
2516683 Page 46 of 59
3 - 51
59
of
47
Page
2516683
Figure 12. Finance Mechanisms Researched That Can Support Implementation of Various Energy Projects
3 - 52
Three case studies were included within this research to highlight the approach used
and its benefits. The case studies included the following:
Municipal LED retrofits using capital reserves
Multi unit residential building using energy supply agreement for CHP
Hospital deep retrofit using an energy savings performance contract
The suitability of a particular financing mechanism is usually related to a combination of
factors such as building or equipment ownership, financial status of the project
proponent or host organization, cash flow between finance provider, customer or end
user, along with expected return on investment and payback period. There are a
number of existing organizations that offer various financing mechanisms and services
specifically that advance the types of opportunities listed in Appendix A. These
organizations who support energy investments often recommend assessing the
business case prior to use of one-time grants or incentives from government sources.
Some mechanisms that were researchedcan potentially enhance the business case or
investment appeal for a project. For example, utilizing third party ownership and asset
management of advanced energy equipment with service and/or energy supply
agreements is a means to share the burden of investment and risk with building owners
and operators.This approach in turn provides the third party investor with a stable
revenue from the agreements in place to provide energy services related to the assets.
In terms of business models, pros and cons of publically-owned projects, privately
owned projects and those involving hybrid public-private partnerships were identified.
Business models and involvement of partnerships can significantly influence the choice
of financing mechanism used to develop an energy project. Level of risk acceptance,
control over the project in the short and long-term, access to capital and its cost along
with desired return on investment and payback targets all are criteria which should be
xxviii
considerations in this regard.Addressing these considerations early in the planning
and design stages of the project will help the proponent make a prudent financing
choice for their specific initiative.
Full details of the research are included within the CEIS supplementary document
entitled Finance Mechanisms and Business Models to support Community Energy
Projects.
2516683 Page 48 of 59
3 - 53
4.4 Measuring Progress
It will be important to periodically monitor progress as this Strategy is implemented to
ensure its effectiveness at meeting the goals and objectives. To ensure objectivity and
relevance, measurability of indicators and the degree to which the community can
influence them were considered. Ten measurable progress indicators were developed
that will indicate if improvements are being made in this regard which are listed below.
Those with an asterisk* indicate that they are already collected.
o Decreased energy intensity costs - $/Megajoule/m2
o *Increased leveraged value from local CDM/DSM incentives and return on
investment
o Decreased energy density - Gigajoule/km2
o Increased % of local energy expenditures staying in Waterloo Region
o *Decreased overall peak demand
o Increased GJ of local energy generation by source
o *Decreased energy consumption per capita/household
o *Increased transit ridership and Decreased vehicles registered per household
o *Decreased energy consumption to GDP ratio
o *Decreased GHG emissions compared to 2015
Although many of these datasets are already collected, it is done so by different
organizations for various purposes which will require a degree of coordination and
cooperation to consolidate for this purpose. Subject to the approved governance
structure overseeing implementation of the Strategy, it is likely most efficient to have a
single organization, such as the Region of Waterloo, to be responsible for compiling the
data to report on the indicators every three to five years. It is at this interval that we are
likely to see more meaningful trends and changes emerge over time as the Strategy is
implemented. Following a progress report, the Strategy should be revisited by the
governance body to assess if any course corrections are necessary or new
recommendations are needed in the areas requiring improvement.
2516683 Page 49 of 59
3 - 54
5.0 CONCLUSION
Community-scale energy planning provides an opportunity to develop a bridge from
being merely energy consumers to energy stakeholders. The CEIS for Waterloo Region
is built on a premise that,engaging local stakeholders and establishing a forward
looking dialogue is critical in making our energy system better at meeting our local
needs and objectives. Stakeholder engagement conducted in Waterloo Region during
2016 and 2017 revealed that lowering energy costs, using local energy resources along
with environmental responsibility and supporting our local economy are important to this
community. These goals are all within local influence and provide the strategic direction
The CEIS is not intended to prescribe specific projects at pre-determined locations, as
this will be subject to suitability of sites/facilities, utilizing appropriate business models
and financing mechanisms on a case-by-case basis among many other influential
variables. Access to a much greater level of data granularity than was obtained for this
Strategy would be needed for this specificity. Instead, the focus of developing this
Strategy was to identify how to better attract investment towards the projects that will
provide the most community benefits to Waterloo Region. Achieving this focus is, in
part, fundamentally dependent on how well we integrate energy management
considerations into land use and infrastructure planning and related policy to influence
development patterns. Optimizing community benefits will also require effective
collaboration as a regional community in implementing the Strategy.
The recommended actions within this Strategy support improvements in integrated
decision-making regarding community energy planning within Waterloo Region over the
next 25 years in an economic, environmental and social context. Collaboration and
commitment to establishing the necessary governance oversight structure, providing the
administrative resources to support implementation, ongoing effective stakeholder
engagement, as well as periodic monitoring and review of the Strategy are all critical
factors in achieving the goals and objectives of the CEIS.
2516683 Page 50 of 59
3 - 55
59
of
51
Starting
.
above
Page
)
dwelling
Incrementally
2041
Introduce
new
to
of
by 2030.
age
2018
percent
buildings per year with an average
d
.
homes per year with electrical savings of
dwellings by 2030 (expected in Building
to 200
increase
.
new
100
milar targets as opportunities 4 and 5
si
to 1000
100% of new buildings
-
of 10% better energy performance over the Ontario
0
0
5
encourage
homes per year with electrical savings of ~20% and
unit residential and commercial buildings
-
unit residential (e.g. apartments) and commercial buildings
-
culminating in
= 100% new construction,
to 1000
New Buildings
multi
Existing Buildings
commercial, institutional and industrial buildings
Incrementally 500
2030
,
new
performance standard
or LEED
new
unit residential buildings
of
-
Reset the Building Automation Systems that heat and cool buildings
20%
for
.
age
multi
tandard
after 1980
ommercial and institutional sector
tandard for new multi
S
c
S
percentbuildings
Summary Description of Energy Opportunities (
constructed before 1980
House
ed
omes built
or LEEDndustrial,
i
omes
h
ownhouses and
commission 20 buildings per year to a total of 400 buildings by 2038.
increas
energy performance
-
Passive
lder
to t
onewer h
ing
commissioning of
APPENDIX A -
-
etrofits
Net zero new residential constructionconstruction achieving net zero energy, culminating in 100% of Code): e.g. 2021 = 10%, 2022 = Passive HouseencourageachievEnhanced incentivized optional
green building Building Code starting in 2021Retrofit and heating savings of ~25%. Retrofitheating savings of ~15%.RRein 2019, reRetrofits in the savings of 61,000 kW per building and
heating savings of ~25%
12345678
3 - 56
59
as
of
52
).
Page
.
biomass
rd when
nvironmental
business case for a
buildings in the Region by
dential buildings served by
plant at Park Hill, Cambridge
dentify areas that meet heating and
)
existing
ing to 100% by 2041.I
buildings installing solar PV for net
energy performance standa
hydro
an increas
investigation including the use of
new
ng
district energy
Feasibility assessment and
Promoti
Complete feasibility studies and E
the number of
the number of commercial buildings served to 40% by 2041.
e
(already completed for
and
Install solar PV on 50% of all
the number of commercial buildings served to 40% by 2041
Increas
Incrementally increase the number of resi
and
by 2041
Incrementally increase the number of residential buildings served by air
s as required
combined heat and power
MW is assumed to take up 10 acres of space
onstruction
1
(
tarting with 10% of renovations in 2021,
Local Renewable Energy and Distributed Generation
of existing buildings
ions for ground mount solar PV
performance of renovated spaces
Investigate energy storage options and candidate facilities (i.e. feasible
building c
for identified site
ew
.
culminating in 100% of new buildings by 2030.
on n
ir source heating/cooling
Enhanced energy buildings are renovated sInstall asource heat pumps to 30% by 2041Install ground source heating/coolingground source heat pumps to 20% Solar PV on rooftops 2041 for net
metering.Solar PV metering,Identify suitable locatcommunity scale project. Develop local Hydro power plant(s) where suitableAssessmentsComplete feasibility study for energy intensity
thresholds of greater than 250 MJ/m2 for further a feedstockEnergy storage technologies/applications) and preliminary costs.
2
9
101111314151617
3 - 57
59
h
of
g
53
Page
100%
electric by 2041.
to be
Promote purchase of electric vehicles throu
electric (or alternative fuel e.g. hydrogen) by 2041.
buses. Further evaluate the financial, service and
o promote increased use of EV's target of
being
transit
80% of 1000 public sector vehicles
Target
.
share network using EVs and identify costs and suitable locations
Low Carbon Transportation
erative
op
-
Build EV charger network t
to electric vehicles as appropriate co
Expand car
Continue coordination of municipal plans to improve walking and cycling networks in
and Central Transportation Corridor. Triples mode share for walking and cycling in affected
procurement
100% electric or alternative fuel by 2041.
public sector fleets
sharing using EVs
chievingersonal automated vehicles within Waterloo Region
Active transportationthe urban centrestransportation zones.Car(charging stations) and number of vehicles.Transition to electric or other alternatively fueled environmental implications
of aSwitchpublic sectorIncreased uptake of EVsp
1819202122
3 - 58
59
of
54
Page
ergy investments
or the energy sector
= significant
Raise energy literacy within the community regarding the need to evolve how we locally manage our energy.Proactively integrate energy considerations into ongoing land development and
local infrastructure planning processes. advantage and capacity for delivering research, innovation, technology and support services fas well as economic sectors with high energy demands.
4. Cultivate a Supportive and Innovative Environment for Energy Investmentsa)b)
$$$ or
-
term = by 2041;
-
long
= moderate,
rease reliance on
Incactive transportation and transitIncrease electrification of local transportationIncrease use of clean fuels
a)b)c)
3. Transition to a LowCarbon Local Transportation Network
$$ or
term = by 2027;
-
= nominal,
$ or
Optimize use of local resources for energy generationAssess and support opportunities to develop distributed and integrated energy systemsInvestigate energy storage options (technologies
and scenarios/scale) and support their use where feasible
Recommended Actions Categorized by Strategic Goals
2. Enhance Local Energy Generation and Securitya)b)c)
-
site
term = by year 2020; medium
-
-
Overview of the Community Energy Investment Strategy for Waterloo Region
short
APPENDIX B
resource requirements:
:
Improve the Energy
construction of high
Promote performance and energy selfsufficient buildingsIncrease energy efficiency of existing buildingsIncrease the use of onrenewable energy in buildingsEmpower energy users to utilize
consumption data for smart energy management
a)b)c)d)
1. SignificantlyPerformance of Buildings
of implementation
TimingPotential financial and staff
Goals
Objectives
Legend for Recommended Actions:
Overall Purpose
3 - 59
59
of
55
unit
-
buildings
(ICI)
Page
building
unit
unit
-
-
construction
new
new multi
construction
r
o
tial
f
and multi
residen
residential
Solar PV
new
new
and
and/or
and
zero new building constructionzero
Energy Opportunities Supported
--
Enhanced energy performance of new commercial, institutional and industrial buildingsHigh energy performance new constructionRetrofits to existing homes and in ICI Retrofit existing
homesresidential buildings
NetEnhanced energy performance of new NetPassive House standard for Retrofit existing homes and multi
---commercial, institutional and industrial buildings-construction----residential and commercial buildings-residential buildings
staff time
$$$$$$
Requirement
Potential Resource
$ dollars
termtermtermterm
term
term
term,
-
-
Short to Short to Short to Short to
Timing
Expected
edium
Short
Short
Short
MMedium Medium Medium
to
-
paying their
.
s and delivering
site renewable energy.
-
provide information about
to solicit interest from public coordinate with local coordinate efforts to investigate, to
most challenged with
, in collaboration with community
Waterloo
to explore the use of Passive House
to update existing processes to better
Cities of Cambridge, Kitchener and Waterloo,
Recommended Actions
Kitchener and Waterloo Kitchener and WaterlooKitchener and WaterlooKitchener and
in collaboration with Cities of Cambridge, Kitchener and
coordinate with local electricity and natural gas
,
community partners
bills with improved access to energy incentives
-
gas
and other
with cooperation from the
,
,
Local electricity and natural gas utilities
Region of Waterloo
Cities of Cambridge,
GOAL 1: Significantly Improve the Energy Performance of BuildingsA. Cities of Cambridge,and/or private partners in undertaking a local Net Zero neighbourhood or mixed use complex pilot
project. B. Cities of Cambridge,electricity and natural gas utilitiesintegrate energy considerations into the review and approval process for development applications.C. Cities of
Cambridge,evaluate and recommend tools for increasing the energy performance and selfsufficiency of new developments as well as the use of onD.existing energy incentives to building
permit applicants. E. partners, Region of Waterloo and the Cities of Cambridge, Kitchener and Waterloo, efficiency in homes by enabling access to all applicable incentiveresidential
education and behavioural campaigns. F. Region of WaterlooWaterlooStandard as a means to establish highly energy efficient affordable housing options.G. utilitiesidentify options that
provide households who areelectricity and
3 - 60
59
of
56
Page
metering
systemssystems
Energy Opportunities Supported
Local hydro electric power plant
Combined heat and power, Ground mounted solar PV, Energy storage, Expanded local EV charging network Solar PV for netCombined heat and power, District energy Combined heat and power,
District energyBiofuels for transportation, RNG injection into pipelines
------------
staff time
$$
Requirement
Potential Resource
$ dollars
term
termterm
term
--
Short to
Timing
Expected
Short
Short Short
Medium
promote
to
Kitchener
, to establish
in local energy projects where
waste options and viable uses of output
-
from
-
Recommended Actions
in collaboration with interested local utilities and other
Wilmot Hydro, and Waterloo North Hydro
-
evaluate energy
-
re
and the local electricity and natural gas utilities
to
to develop the Park Hill Dam hydro generation project.
mplementing micro grids, district energy systems, or other distributed
GOAL 2: Enhance Local Energy Generation and Security H. Energy+, KitchenerGrand River Energy Corporation (GRE) with local Economic Development community regarding potential investmentsappropriate
as asset managers in collaboration with implementation partnersI. Region of Waterloo, in coordination with Cities of Cambridge,and Waterloo, criteria for identifying specific sites
across Waterloo Region that are appropriate for igeneration options and, to seek external funding for a feasibility study to refine and apply the criteria locally.J. Region of Waterloo,
stakeholders, energy. K. Energy + and City of Cambridge support Grand River Conservation Authority
3 - 61
59
of
57
Page
rting local transit buses
cycle
-
Energy Opportunities Supported
Incrementally conveto electric vehicles as part of the normal bus replacement lifeSystematically assessing suitability of public sector fleets for switching to EVs in alignment with
fleet replacement schedules
Expanded local EV charging network Active transportation: increasing mode
--share for walking, cycling and transit ridership (supports lowering fuel use and emissions from transportation sector)--
staff time
$$$$$$
y and Municipally
budgets)
Requirement
in accordance with
(
approved plans and
Potential Resource
$ dollars
Regionall
term
to
-
term
term
-
-
Short
Timing
ong
Medium to
Expected
L
Short
Medium
Region of Waterloo
Kitchener and
, theshow leadership in
stakeholders to develop an
Waterloo
to support an accelerated consumer
Cities of Cambridge,
Recommended Actions
Kitchener and
work with engaged
to
support the implementation of action plans and strategies
continue to
the local electricity and natural gas utilities
Region of Waterloo and the
GRE Corporation
GOAL 3: Transition to a Low-Carbon Local Transportation Network L.expanded local EV Charging Networkadoption of electric vehicles. M. Waterloo active transportation plans. N. Cities
of Cambridge,andtransitioning their fleets to electric power or other alternative fuels such as hydrogen or biofuels.
3 - 62
,
s
59
of
58
framework
the
Page
Opportunities
Supported
address
Energy
These actions link to the municipal land use policyregional energy planning and economic developmentandadministrative capacity necessary to support CEIS implementation.
staff time
$$$$
Requirement
Potential Resource
$ dollars
termterm
termtermterm
--
term
---
-
Short to
Timing
Medium to
Expected
Long
ShortShortShort
MediumMedium
- an overarching goal that supports all Energy Opportunities.
as well
onal Official
, with
Wilmot Hydro,
-
eting a report back
, targ
CEIS
and potentially the
planning activities, assessing
develop an energy literacy
makers to raise their awareness of
identify the means to establish a
-
Union Gas
and
ensure local Official Plans conform to the 2017
work closely with the IESO to strengthen
an ongoing governance committee to oversee
local electricity and natural gas utilities
to
to
based on amendments made to the Regi
Kitchener and Waterloo, Kitchener
with
and,
the Waterloo Institute for Sustainable Energy, Waterloo
with local electricity and natural gas utilities
pment and transportation patterns regarding energy
Recommended Actions
with the first order of business to
,
ensure Regional Official Plan policies and infrastructure master planning
Kitchener and Waterloo
in collaboration
in collaboration with
to
a senior staff person to sit on
he Ministry of Energy.
of Waterloo, in collaboration
r continues to expand and evolve globally.
appoint
to
going meetings or by establishing a formal Local Advisory Committee using the Terms of
-
, climate change.
Cities of Cambridge, Kitchener and Waterloo
Councils/Boards of Directors by June 2018.
GOAL 4: Cultivate a Supportive and Innovative Environment for Energy Investments O. Region of Waterlooprocesses specifically address the new requirements under the 2017 Growth Plan
for the Greater Golder Horseshoe, to influence develoconservation, climate change mitigation and adaptation.P. Cities of Cambridge,Growth Plan policies on energy conservationPlanQ.
Region of Waterloo, Cities of Cambridge,Waterloo North Hydro, Energy+, Kitchener Utilities, Townshipsimplementation of the CEISdedicated resource for leading the administration and
management of the to R. Region of Waterloo,cooperation from the Cities of Cambridge, Kitchener and waterloo, tocampaign for municipal, commercial and institutional decisionavailable
incentives and the process to determine the best ways to lower their energy costs.S. The Regionascommunication and dialogue (e.g. information sharing, coordination of the impact of
EV charging) as part of the next round of Integrated Regional Resources Planning for this area via onReference created by tT. Region of Waterloo, Economic Development Corporation, local
incubator programs and other economic development professionals to help market this region as an area for advancing cleantech investments as this emerging secto
3 - 63
Endnotes
i
QUEST. (2017). What is a Community Energy Plan? Retrieved from http://gettingtoimplementation.ca/faq1/
ii
QUEST impact report. http://www.questcanada.org/files/download/93659833062faf0
iii
QUEST. (2016). Getting to Implementation: The Value Proposition. Retrieved from
http://gettingtoimplementation.ca/wp-content/uploads/2016/02/Full-
Report_ValueProposition_OnlineVersionFeb92016.pdf
iv
2017 Canadian Clean Technology Industry Report Synopsis. http://analytica-
advisors.com/sites/default/files/2017%20Canadian%20Clean%20Technology%20Industry%20Report%20Synopsis%20FINAL.pdf
v
QUEST. (2012). BUILDING SMART ENERGY COMMUNITIES: IMPLEMENTING INTEGRATED COMMUNITY ENERGY
SOLUTIONS. ICES Literary Series. Retrieved from
http://www.questcanada.org/downloads/Building%20Smart%20Energy%20Communities%20-
%20Implementing%20ICES.pdf
vi
QUEST. (2009). Moving Forward: The Integrated Energy Systems Approach in Canadian Communities. Retrieved
from http://www.questcanada.org/downloads/QUESTIIWhitePaper_ENG.pdf
vii
See http://www.mto.gov.on.ca/english/vehicles/electric/charging-electric-vehicle.shtml#Resources and
http://caa.ca/car_costs/embed/ev_calculator
viii
QUEST. (2011). Integrated Community Energy Solutions Municipal Policy Toolkit. Retrieved from
http://www.questcanada.org/rh/aa539c1b53703fb55223c353998566be.pdf
ix
Summary of proposed OBC changes available at:
http://www.mah.gov.on.ca/Page14998.aspx#ConsultationDiscussion
x
QUEST. (2009). Moving Forward: The Integrated Energy Systems Approach in Canadian Communities. Retrieved
from http://www.questcanada.org/downloads/QUESTIIWhitePaper_ENG.pdf
xi
https://www.ontario.ca/page/ontarios-long-term-energy-plan
xii
http://www.ieso.ca/en/get-involved/regional-planning/about-regional-planning/overview
xiii
http://www.ieso.ca/en/get-involved/regional-planning/southwest-ontario/kitchener-waterloo-cambridge-guelph
xiv
IESO. (2017). About Regional Planning. Retrieved from http://www.ieso.ca/en/get-involved/regional-
planning/about-regional-planning/overview
xv
Ontario Ministry of Energy. (2017). Municipal Energy Plan Program. Retrieved from
http://www.energy.gov.on.ca/en/municipal-energy/
xvi
xvii
See the following website for more details: www.ClimateActionWR.ca
xviii
QUEST. (2016). Community Energy Planning in Ontario: A Competitive Advantage for Municipalities. Primer.
Retrieved from http://www.questcanada.org/files/download/ff5cd870c543cdd
xix
One Petajoule (PJ) equals One million Gigajoules (GJ).
xx
Source: Statistics Canada. Table 326-0020 - Consumer Price Index (CPI), monthly (2002=100)
xxi
http://www.energy.gov.on.ca/en/ltep/
xxii
http://www.climateactionwr.ca/
xxiii
Residential natural gas consumption increased by approximately 10% during 2010 2015 which is primarily
reflective of weather variations as it relates to space heating needs.
xxiv
www.climateactionwr.ca/
xxv
See Localized Climate Projections for Waterloo Region, University of Waterloo, October 2015,
https://uwaterloo.ca/environment/sites/ca.environment/files/uploads/files/waterloo_region_climate_projections
_final_revised30oct2015.pdf
xxvi
More details of these projections are included in two separate supplementary documents: a) Baseline Analysis
and Business-As-Usual Forecast of Energy Use in Waterloo Region as well as b) a background section within the
supplement that describes the Strategic Energy Opportunities for this region.
xxvii
QUEST is a non-profit organization that conducts research, engagement, and advocacy to advance Smart
Energy Communities in Canada by working with government, utilities, the energy industry, the real-estate sector,
economic regulators, and the product and professional service sector. http://www.questcanada.org/
xxviii
King, M. & Bradford, B. (2013). Community Energy: Planning, Development and Delivery Strategies for Thermal
Networks. International District Energy Association. Retrieved from https://issuu.com/ramboll/docs/canadian-
communityenergyguide. 46.
Page 59 of 59
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REPORT TO: Community & Infrastructure Services Committee
DATE OF MEETING: February 5, 2018
SUBMITTED BY: Denise McGoldrick, Director Operations, Environmental
Services (519-741-2600 x 4657)
PREPARED BY: Trevor Jacobs,Park Development Project Manager (x4239)
WARD(S) INVOLVED: Ward 5
DATE OF REPORT: January 22, 2018
REPORT NO.: INS-18-001
SUBJECT: South Kitchener District Park 1664 Huron Road Heritage
House
___________________________________________________________________________
RECOMMENDATION:
That council receive the information in INS-18-001 regarding 1664 Huron Road
heritage house and associated estimated costing and further,
That council direct staff to proceed with Alternative 2 Move Intact of the
heritage home for re-use at the South Kitchener District Park
BACKGROUND:
The South Kitchener District Park (SKDP) Master Plan identified an amenity facility for
the park to serve as a secondary building for washrooms,change rooms, and food
vending machines, and identified the existing heritage structure as an opportunity to
provide these services.
A Heritage Impact Assessment (HIA) was prepared and confirmed that the farm house
is a significant heritage resource and meets the criteria for designation under the
Ontario Heritage Act.
The preferred alternative of the HIA looked to demolish only the south addition of the
farm house (which is in poor condition), and to remove (dismantle), rebuild and reuse
the stone farmhouse as an amenity building elsewhere within the Park. The HIA was
approved by the Director of Planning and is to be used to guide the further processing
of the Site Plan application. Additional engineering analysis was undertaken and
together with a professional house moving company, confirmed that lifting and moving
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4 - 1
the farm house intact to a new location is a viable alternative. This relocation method is
recommended by the heritage consultant because it retains the physical structure and
involves less intrusive intervention than the dismantling approach.
The SKDP design includes plans to move the farm house to be in proximity to the
proposed splash pad, playground, and basketball courts in keeping with the original
park master plan objectives. In the second phase of the park, the farm house is planned
to be rehabilitated to provide washrooms,change rooms and a custodial storage room
to function as the park amenity building.
On September 25, 2017, Council considered recommendations from CSD-17-074,
discussed at the Heritage Kitchener meeting of September 5, 2017, and dealt with a
Notice of Intention to Demolish received by the City, in order to proceed with the
recommended conservation alternative of removing and relocating the farm house.
Council deferred the recommendation to the October 16, 2017 Council meeting to allow
staff to provide additional information.The October 16, 2017 INS-17-080provided
additional information on risk management related to moving the farmhouse structure,
cost breakdown of the alternatives considered, and information on past heritage related
projects.
The report noted a higher level of uncertainty in risk and cost since the site design had
not been finalized as of that date and that more accurate costing would be available
through additional study. Additional heritage consulting work approved on September
25, 2017 was intended to provide further analysis and costing related to the heritage
farm house. The following amended recommendation was approved by Council:
That in accordance with Section 27 (3) of the Ontario Heritage Act, the written Notice of
Intention to Demolish dated August 15, 2017 to demolish the south addition and to
remove and relocate the original farm house located on the property municipally
addressed as 1664 Huron Road, as outlined in Community Services Department report
CSD-17-074be received for information and that the notice period run its course; and
further, that staff be directed to report back prior to the end of January 2018 with
additional information once the in-depth study hasbeen completed, providing additional
financial implications between Alternatives 1 and 2, as outlined in Report INS-17-
REPORT:
In order to provide more detailed information regarding the relocation of the heritage
building, an Adaptive Reuse Plan (ARP) was developed. The ARP is guided by the
information and recommendations available within the Heritage Impact Assessment
prepared by Stantec (March 2017) and the draft Conservation Plan prepared by Stantec
(Aug. 2017). The ARP provides a schematic floor plan for the redevelopment of the
heritage house into a washroom and change room facility that will support park
functions. The floor plan was developed in consultation with City staff and was informed
by a structural review conducted by Tacoma Engineers Inc. (Dec 2017). The ARP
identifies key tasks associated with the relocation, preservation, and redevelopment of
the building including associated timing and costs.
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This report is intended to provide additional information requested by Council during the
October 16, 2017 Council meeting. The additional information includes:
Adaptive Reuse Plan conclusions;
Heritage house implementation schedule;
Cost breakdown of alternatives;
Adaptive Reuse Plan Conclusions
In general, the existing farm house building was found to be in good condition and is a
good candidate for the proposed adaptive reuse plan. Most of the deterioration was
observed in the main floor wood framing and the current plan will have the main floor
framing removed and a new concrete slab on grade poured inside the frost walls. Some
reinforcement will be required to meet the modern live and snow loads, including new
roof framing and interior posts to support the existing second floor framing however the
internal inspection identified that the building requires significantly less effort than was
originally anticipated to relocate and renovate the farm house.
Heritage House Implementation Schedule
The adaptive reuse of the existing farm house will require multiple tasks that will be
completed commencing winter 2018 with the renovation project completed in Phase 2 of
the park works estimated in 2022.
Task One Preparation of Building (Winter 2018)
- Removal of rear addition, interior finishes, and vegetation surrounding the house;
- Installation of venting in doorways and windows, as well as tarping the roof.
Task Two Relocation of Building (Phase 1 Construction 2018-2019)
- Stabilizing and bracing to facilitate the move, and soffit and fascia repair;
- Installation of a haul road, construction of a frost foundation and slab.
Task Three Medium term conservation and Monitoring (2019-2022)
- Because the amenity building is included in phase two of the park development,
the building is to be preserved until Phase 2 of the park development;
- Monitoring of the structure for pests and vandalism, ensure conservation
measures are in good repair.
Task Four Building Renovation (2022)
- Replacement of the existing roof framing and shingles;
- Internal renovations to meet proposed floor plan.
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Cost Breakdown of Alternatives
The ARP provides cost analysis for the following alternatives:
Alternative 1 New Build
Construction of a new concrete block construction three season facility with interior
finishes. To compare the new build respectively to the existing farm house, the size
(1,408 sq. ft.) and layout has been made similar to that of the farm house.The costing
for alternative 1 utilizes a cost estimate of $450/sq. ft. for a total construction cost of
$633,600. In addition, the demolition of the existing structure is estimated to be
approximately $40,000. This estimate is considered to be accurate within 20% to 30%.
Therefore the estimated total cost of alternative 1 including 20% contingency is
$808,320.
Alternative 2 Move Intact
The heritage house will be relocated to a different area of the property and renovated
using up-to-date interior fixtures and building materials to serve the park as a public
washroom and change room facility. The opinion of probable cost to relocate and
renovate the heritage house is $608,350. This estimate is accurate to within 15% to
20%. Therefore the estimated total cost of alternative 2 including 20%
contingency is $730,800.
The breakdown of costs for alternative 2, based on the tasks identified above, is
provided in table 1.
Table 1: Summary of Estimated Costs for Alternative 2
TasksEstimatedCosts
Task 1: Preparation of Building $70,000
Task 2: Relocation of Building$266,000
Task 3: Conservation and Monitoring$4,000
Task 4: Building Renovation$269,000
Subtotal$609,000
1
Contingency (20%)$121,800
Range of total costs$730,800
Summary
The South Kitchener District Park site design requires the removal/relocation of the
existing stone residence on the property to fulfill the site and amenity requirements.
Relocating the heritage home within the property was determined to be the preferred
option to address site plan requirements as it not only fulfils a number of amenities of
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the SKDP Master Plan, it also retains the heritage attributes associated with the original
farm house.
Relocation and re-use of the heritage home supports heritage best practices (or findings
of the HIA) by maintaining the physical and design attributes of the house and keeps the
residence connected to the original property. It also supports the recommendation to not
only conserve the heritage attributes but find an appropriate way to re-use the structure
in the delivery of park amenities in this case as a washroom/change room facility.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The development of the South Kitchener District Park aligns with the community vision,
ve, caring and vibrant Kitchener with safe and
and
FINANCIAL IMPLICATIONS:
The cost to relocate and rehabilitate the stone farmhouse as an amenity building can be
accommodated within the existing capital budget for the SKDP.
COMMUNITY ENGAGEMENT:
INFORM:
advance of the council / committee meeting.
th
CONSULT: A Public Information Centre (PIC) was held September 14, 2017,
including a posting on EngageKitchener requesting resident and user
feedback on the proposed Splash Pad and Playground concept design,
and Phase Two amenities.
PREVIOUS CONSIDERATION OF THIS MATTER:
INS-13-043 South Kitchener District Park Master Plan
INS-17-071 South Kitchener District Park, Phase 1 Consultant Fee Increase
FCS-17-163 T17-034 South Kitchener District Park (SKDP) Phase 1 Area
Grading
CSD-17-074 Notice of Intention to Demolish
INS-17-080 South Kitchener District Park Heritage House Additional
Information
ACKNOWLEDGED BY: Cynthia Fletcher, Interim Executive Director, Infrastructure
Services
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REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: February 5, 2018
SUBMITTED BY: Ken Carmichael,Interim Director of Transportation Services,
519-741-2200, ext. 7372
PREPARED BY: Steven Ryder, Traffic Technologist, 519-741-2200, ext. 7152
Aaron McCrimmon-Jones, Transportation Planning Project
Manager, 519-741-2200, ext. 7038
WARD(S) INVOLVED: Wards 2, 7 & 9
DATE OF REPORT: January 5, 2018
REPORT NO.: INS-18-003
SUBJECT: Traffic Calming Priority Roadways - 2018
___________________________________________________________________________
RECOMMENDATION:
That traffic calming reviews for the following roadways be initiated in 2018:
Patricia Avenue between Victoria Street South and Highland Road West;
McGarry Drive between Westheights Drive and Fischer-Hallman Road;
Old Chicopee Drive between Ottawa Street North and River Road East;
BACKGROUND:
The existing City of Kitchener traffic calming policy was adopted by Council in March
2014 (INS-14-042). The traffic calming policy outlines evaluation criteria that provide a
fair and consistent review of streets, while defining and prioritizing the individual streets
that are most in need of traffic calming, from a traffic safety perspective.
Through budget deliberations, the budget for traffic calming has been approved to
support the provision of traffic calming measures for three (3) traffic calming reviews in
2018. It is anticipated that while these reviews will be initiated in 2018, installation will
likely occur in 2019/2020.
REPORT:
The intent of traffic calming is to reduce vehicle speeds, deter non-residential traffic
from the area and reduce the incidence of collisions, thereby increasing safety for all
users within the right-of-way. The types of traffic calming measures selected depend on
the issues being addressed and the function of the road.
Transportation Services manages a traffic calming priority list. This list includes all
roadways requested for traffic calming, either through arequest from Council or
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5 - 1
Kitchener residents.These streets are reviewed on an annual basis, with respect to
speed, volume, collision, and safety factors. Attached is the current traffic calming
Currently, there are a total of 28 locations that are warranted for traffic calming.
PROPOSED TRAFFIC CALMING REVIEWS:
Patricia Avenue
nd
Ranked 2 on the warranted traffic calming priority list with 63 points;
Designated as a Local roadway with a posted speed limit of 50 km/h;
2017 85th percentile speed (at which 85% of drivers travel at or below): 58 km/h;
2017 AADT (average annual daily traffic): 3,009 vehicles;
Identified concerns include speeding and traffic volumes, which can be
addressed through the traffic calming review;
McGarry Drive
th
Ranked 4on the warranted traffic calming priority list with 57 points;
Designated as a Major Neighbourhood Collector roadway with a posted speed
limit of 40 km/h;
2017 85th percentile speed (at which 85% of drivers travel at or below) 57 km/h;
2017 AADT (average annual daily traffic): 6,674 vehicles;
Identified concerns include speeding and traffic volumes, which can be
addressed through the traffic calming review;
Old Chicopee Drive
th
Ranked 5 on the warranted traffic calming priority list with 56 points;
Designated as a Major Neighbourhood Collector roadway with a posted speed
limit of 50 km/h;
2017 85th percentile speed (at which 85% of drivers travel at or below) 61 km/h;
2017 AADT (average annual daily traffic): 3,418 vehicles;
Identified concerns include speeding and traffic volumes, which can be
addressed through the traffic calming review.
Patricia Avenue, McGarry Drive, and Old Chicopee Drive are ranked #2, #4 and #5
respectively on the 2018 Warranted Traffic Calming Priority List.
Stirling Avenue South is ranked #1, but is scheduled for reconstruction in 2018 and
being considered for cycling facilities funded by the Ontario Municipal Commuter
Cycling Program. West Avenue is ranked #3, but is scheduled for trail crossing
improvements in 2018 and is a potential location for apedestrian crossover.It is
recommended that any potential traffic calming review for Stirling Avenue South and
West Avenue be assessed after the implementation of the cycling and pedestrian
crossover facilities.
*** This information is available in accessible formats upon request. ***
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5 - 2
PROJECT UPDATE:
There are eight traffic calming reviews that are expected to be implemented in 2018:
Doon Village Road
Doon Mills Drive
Rittenhouse Road
Fallowfield Drive
Parkvale Drive
Sims Estate Drive
Daimler Drive
Max Becker Drive.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority:3Safe and Thriving Neighbourhoods.
Strategy:3.2 Create safer streets in our neighbourhoods through new
traffic calming approaches.
Strategic Action:NB39 Traffic Calming
FINANCIAL IMPLICATIONS:
Council has allocated $70,000 each for the completion of three (3) traffic calming
reviews in 2018. This budget will be applied to the planning, design, and installation of
traffic calming measures.
COMMUNITY ENGAGEMENT:
Residents located along the proposed roadways, and in the surrounding catchment
areas, will be engaged by way of a minimum of two (2) public meetings, two (2) surveys,
and other forms of communication.Each project will be assigned a project manager
who will be a single point of contact for residents throughout the course of the traffic
calming review.
INFORM
advance of the council / committee meeting.
ACKNOWLEDGED BY: Justin Readman, Interim Executive Director
Infrastructure Services Department
Attached:
Appendix A 2018 Warranted Traffic Calming Priority List
Appendix B Patricia Avenue Proposed Traffic Calming Study Area
Appendix CMcGarry Drive Proposed Traffic Calming Study Area
Appendix D Old Chicopee Drive Proposed Traffic Calming Study Area
*** This information is available in accessible formats upon request. ***
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5 - 3
Appendix A
2018 Warranted
Traffic Calming
Priority List
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
5 - 4
Appendix B Patricia Avenue Proposed Traffic Calming Study Area
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
5 - 5
Appendix C McGarry Drive Proposed Traffic Calming Study Area
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
5 - 6
Appendix D Old Chicopee Drive Proposed Traffic Calming Study Area
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
5 - 7
COMMUNITY & INFRASTRUCTURE SERVICES COMMITTEE
Page 1 UNFINISHED BUSINESS2018-02-05
DATE TARGET
SUBJECT (INITIATOR)INITIALLYDATE/STAFF
CONSIDEREDSTATUSASSIGNED
David Bergey Drive Bike Lane Implementation deferred
K.
May 1, 2017
2019Carmichael
Street South Reconstruction project scheduled for Report INS-17-033
2018/2019
IF1 - 1