HomeMy WebLinkAboutEnv Agenda - 2017-11-16Environmental Committee
Agenda
Thursday, November 16, 2017
Office of the City Clerk
4:00 p.m. - 5:00 p.m.
Kitchener City Hall
nd
200 King St.W. - 2 Floor
Conestoga Room
Kitchener ON N2G 4G7
Page 1 Chair - Ms. C. Gaetani Vice-Chair - Ms. T. Driver
Delegations
Pursuant to Council’s Procedural By-law, delegations are permitted to address the Committee for a maximum of 5
minutes.
Item 1 - David Roewade, Region of Waterloo
Discussion Items
1. Community Energy Investment Strategy - Draft Version (30 min)
Brandon Sloan, Manager, Long Range & Policy Planning and
Michele Kamphuis, Conservation Strategist, Kitchener Utilities
4. Sub-Committee Updates (15 min)
Barbara Steiner, Senior Environmental Planner
Information Items
2017/2018 Environmental Committee Work Plan
Jaclyn Rodrigues
Committee Administrator
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Date:November 2, 2017
To:Environmental Committee
From:Sarah Brown, Senior Sustainability Planner
Michele Kamphuis, Business Development and Conservation Strategist,
Kitchener Utilities
Subject: Community Energy Investment Strategy (CEIS) – Draft Summary for
Feedback
Introduction and Background
The way we generate, move and use energy will change dramatically over the course of this
century in order to take advantage of economic opportunities and meet our global climate
change goals. Our current energy market is more dynamic than ever, as both traditional public
utilities and new products and services evolve to meet the energy needs of residents and
businesses. 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, the Region of Waterloo, along with three area municipalities and five local energy
utilities, is leading a community-scale energy planning exercise and preparing an integrated
Community Energy Investment Strategy (CEIS). The direction to complete the CEIS originates
from the Regional and City Official Plans, along with the Community Climate Action Plan for
Waterloo Region (CCAP).
Recently, the Province has demonstrated support for municipalities to become more involved in
energy planning in two key ways – an amendment to the Municipal Act in May 2017 that
confirms municipalities can participate in or lead long-term energy planning, as well as the
establishment of the Municipal Energy Plan (MEP) program and associated funding. The CEIS
project has received half of its funding from the MEP program, while the other half was provided
by local partners.
In June of 2017, a draft strategic framework for the CEIS was presented to the Environmental
Committee for feedback. The Economic Development Advisory Committee, committees of other
municipalities, and utility boards were also consulted. A full draft of the Strategy is now
complete. At the upcoming Environmental Committee meeting, City and Regional staff will
provide a presentation to share more details on the draft Strategy and toask for the
Committee’s feedback on the Draft Summary provided as Attachment A.
CEIS Overview
The draft CEIS has been prepared in three components:
1)a draft summary of the Strategy (Attachment A);
2)a full draft Strategy; and,
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3)supplementary information and research that guided the strategy development process,
including:
a)a baseline energy analysis and business-as-usual forecast;
b)results of stakeholder consultations;
c)a statistically significant random sample survey of Waterloo Region residents
regarding perceptions on energy efficiency;
d)a description of the energy system that serves our region; and,
e)research on financing mechanisms and business models for energy projects.
Components 2 and 3 will be available on the Region’s website by mid-November at
http://www.regionofwaterloo.ca/en/aboutTheEnvironment/community-energy-investment-
strategy.asp.
The purpose of the CEIS is to improve and sustain Waterloo Region’s economic
competitiveness and quality of life through the coordination of targeted energy investments. The
Strategy includes goals and objectives, description and evaluation of energy opportunities,
recommended actions to support implementation of the most promising opportunities, as well as
progress indicators to monitor change every five years.
Theenergy opportunities are the means by which the goals and objectives would be
achieved. The list of 23 energy opportunities was derived from research, stakeholder
consultation and best practices implemented in other communities. They are general in nature,
cover a broad spectrum, and represent impactful changes that could be made in or by the
community (not necessarily just by the municipalities or utilities) 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,
electrifying the bus system, and increasing the uptake of electric vehicles.
Evaluative criteria were created and used to assess which of the opportunities would move us
further towards our community energy goals and objectives, based on factors related to
effectiveness, security, feasibility, and investment appeal.
Therecommended actions have been identified as short or medium-term incremental steps,
such as process updates and policy reviews, which the CEIS partners could take to support or
facilitate uptake and implementation of the energy opportunities. Some of these actions are
proposed to be led by the City, often in collaboration with other partners. Two of the
recommended actions proposed for the City to carry out are provided below as samples:
Coordinate efforts with the Cities of Cambridge and Waterloo to investigate, evaluate
and recommend tools for increasing the energy performance and self-sufficiency of new
developments as well as the use of on-site renewable energy. Such tools may include
Urban Design Guidelines, density bonusing, Community Improvement Plans, financial
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incentives or energy-related measures as part of broader green development standards
or guidelines.
Work with Kitchener-Wilmot Hydro and Kitchener Utilities to update existing processes to
better integrate energy considerations into the development application review process.
Such updates could take the form of modifying the City’s complete application checklist,
modifying how the utilities participate in the review process or providing energy incentive
information to applicants.
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
options for achieving this were evaluated by the Steering Committee and a preferred approach
is included as one of the recommended actions. This approach includes the creation of a
collaborative, senior-level governance body to oversee the implementation of the Strategy as
well as some level of dedicated staff time to support action.
Next Steps
After receiving feedback from municipal partners in October and November, the Region will post
the Draft Strategy for a 30-day public comment period. In order to meet grant funding
obligations, the final CEIS must be submitted to the Province by the end of February 2018.
Therefore, the intent is that the final proposed CEIS would go to Council in early February 2018.
Between now and then, refinements to the documentation will be made based on the feedback
received in order to finalize the CEIS.
REVIEWED BY: Brandon Sloan, Manager, Long Range & Policy Planning
Attachment A: Community Energy Investment Strategy – Draft Summary
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Community Energy Investment Strategy
for Waterloo Region
DRAFT SUMMARY
October 31, 2017
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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, under their Municipal Energy Planning program.
However all content of this Strategy is reflective of the collaborating partners based on the
work conducted and does not necessarily represent the views and opinions of the Province.
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Community Energy Investment Strategy for Waterloo Region
SUMMARY
Background
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 community.
The main components of the Strategy include a purpose, goals and objectives,
description and evaluation of energy opportunities, recommended actions to support
implementation of the most promising opportunities, as well as progress indicators to
monitor change every five years. With a time horizon of 25 years, the purpose of the
CEIS isto
quality of life through the coordination of targeted energy investments.
Development of the CEIS followed the Municipal Energy Planning process as
established by the Province of Ontario which included the following three stages:
I.Baseline study and mapping assessment of energy consumption spatially
factoring in projected population and employment growth, and its impact on
forecasted energy needs;
II.Stakeholder engagement identify local opportunities and priorities; and,
III.Plan development evaluate opportunities,recommend actions.
These stages were carried out commencing in late 2015 until the end of 2017. The
CEIS provides a summary of outcomes from each stage, however, the details of this
work are contained in supplementary documents which include the following:
a)A baseline energy analysis and business-as-usual forecast for the region;
b)Results of stakeholder consultations;
c)A description and assessment of strategic energy opportunities including
background on the energy system serving Waterloo Region and the policy
context supporting community energy planning; and,
d)Research on finance mechanisms and business models to support development
and implementation of local energy opportunities.
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Community Energy Investment Strategy for Waterloo Region
At a summary level, the following list includes some highlights of the local energy data
collected for the first stage:
The highest total energy use is concentrated in the built-up urban cores, as
expected, however, high levels of energy intensity (consumption per square
metre of building space) are more dispersed throughout the region depending on
the level of energy efficiency within buildings as well as type of business activity.
We import 99% of our energy worth $2.1 Billion, which results in about 87% of
the money we spend on energy leaves the community when considering its
original source and suppliers.
Gasoline is the energy source we spend the most on ($810 Million in 2014),
followed by electricity ($706M) and natural gas ($297M).
Electricity demand over the next two decades is expected to increase while
demand for fuels is expected to decrease with an overall effect of a similar total
energy demand outlook in 2041 as compared to current consumption levels.
Local-scale energy planning provides an opportunity for communities to develop a
bridge from being merely energy consumers to energy stakeholders. The CEIS is built
on a premise that local stakeholders have a critical role to play 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 and using local energy resources along with environmental
responsibility and supporting our local economy are important drivers for this
community. The feedback received from local stakeholders is reflected within the goals
of the Strategy.
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.
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Community Energy Investment Strategy for Waterloo Region
PURPOSE
economic competitiveness and
quality of life through the coordination of targeted energy investments.
GOAL 1GOAL 2GOAL 3
Significantly Improve the Optimize Local Energy Transition to a Low-
Energy Performance of Generation and StabilityCarbon Local
BuildingsTransportation Network
a)Optimize use of local
a)Promote constructiona)Increase reliance on
resources for energy
of high performanceactive transportation
generation
and energy self-and transit
sufficient buildings
b)Assess and support
b)Increase electrification
opportunities to
b)Increase energyof local transportation
develop distributed
efficiency of existing
c)Increase use of clean
and integrated energy
buildings
low carbon fuels
systems
c)Increase the use of on-
c)Investigate energy
site renewable energy
storage options
in buildings
(technologies and
d)Empower energy users
scenarios/scale) and
to utilize consumption
support their use
data for smart energy
where 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)Build on Waterloo
research, innovation, technology and support services for the energy sector as
well as economic sectors with high energy demands.
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Community Energy Investment Strategy for Waterloo Region
Energy Opportunities and Recommended Actions
As a means to potentially achieve these goals and the objectives, a number of energy
opportunities were identified through document review, stakeholder consultation, best
management practices from other communities and analysis of Waterloo
energy profile. The energy opportunities were initially screened to ensure they met at
least one of the stakeholder priorities mentioned above.
After this screening assessment, 22 opportunities remained and have been categorized
into four main types as listed below (see Appendix A for the complete list):
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 22 opportunities proceeded to a more detailed evaluation using criteria that
considered four main themes which integrated financial, environmental and social as
well as technical considerations as follows:
Effectiveness Degree of impact associated with an opportunity
Security Long term reliability of an opportunity and extent to which it enhances
local energy self-reliance
Feasibility Extent to which the logistics of implementing an opportunity are
reasonably achievable
Investment Appeal Attractiveness to fund the opportunity
The impact of implementing all 22 opportunities -wide
energy consumption is illustrated in Figure 1 in comparison with a projected business-
as-usual (BAU) forecast.The difference between these two scenarios translates to a
39% reduction by the year 2041 in terms of using electricity generated and fuels
imported from outside of Waterloo Region. This reduction represents a potential lower
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Community Energy Investment Strategy for Waterloo Region
energy path for this community depending on how many opportunities are implemented.
Figure 1. Comparison of BAU Scenario with
Implementation of all 22 Opportunities
100
90
80
70
60
50
40
30
20
Energy (Petaoules)
10
0
201520202025203020352040
BAUImpact of all 22 Opportunities (PJ)
As evident in the structure of the CEIS, the intention of our community energy planning
efforts is not to prescribe specific projects at pre-determined locations. Such projects
would need site and facility-specific suitability analyses, using appropriate business
models and financing mechanisms on a case-by-case basis, amongst other influential
variables. Access to a much greater level of data granularity than was obtained for this
Strategy would be needed for this degree of specificity. Instead,the focus for
developing the CEIS was on identifying how to better attract investment in 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 along with how effectively we collaborate as a regional
community in implementing the Strategy.
Recommended actions to support or facilitate the implementation of the energy
opportunities were mainly identified for the short to mid-term for a higher degree of
certainty and to initiate an incremental improvement process that sets up
transformational change in the long-term. These recommended actions are included in
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Community Energy Investment Strategy for Waterloo Region
Appendix B. 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 the realization of established goals and objectives
of the Strategy.
Conclusion
Effective and coordinated implementation, particularly over the next few years, will
ultimately influence the success of this Strategy and determine its impact in the long-
term. The dynamics and complexity of eight different local and regional governments
involved in land-use planning and growth management along with involvement of five
energy utilities and ongoing changes to the energy policy landscape all create
complexities for this community energy planning process. However, the framework and
recommendations presented within this document do provide an incremental and
collaborative path forward to improve our current energy reality.
How we develop and manage our communities and buildings directly affects the
inherent affordability, reliability and sustainability that is embedded within our energy
choices, including those related to transportation. Implementing the recommended
actions within this Strategy, along with utilizing the evaluative framework established to
assess various opportunities on an ongoing basis, will support improved and better
integrated decision-making regarding community energy planning within Waterloo
Region over the next 25 years in an economic, environmental and social context. This is
integral to attracting investment into energy projects as well as their integration with
development patterns that are responsive to local needs.
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Incrementally
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dwellings by 2030 (expected in Building
to 200
increase
DRAFT
.
new
100
similar targets as opportunities 6 and 7 above
to 1000
100% of new buildings
-
of 10% better energy performance over the Ontario
0
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unit residential and commercial buildings
-
unit residential (e.g. apartments) and commercial buildings
-
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= 100% new ,
to 1000
New Buildings
multi
Existing Buildings
commercial, institutional and industrial buildings
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2030
,
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-
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APPENDIX A - Summary Description of Energy Opportunities: 2018
% and heating savings of ~25%.
commissioning of buildings
-
etrofits
Net zero construction achieving net zero energy, culminating in 100% of Code): e.g. 2021 = 10%, 2022 = 20%Passive HouseencourageachievEnhanced incentivized optional green building Building
Code starting in 2021Retrofit ~40Retrofit newer hheating savings of ~15%.RRein 2019, reRetrofits in the savings of 61,000 kW per building and heating savings of ~25%
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an
investigation including the use of
DRAFT
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
10% of renovations in 2021, climbing to 100% by 2041.
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
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(
tarting with
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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
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15
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100%
electric by 2041.
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DRAFT
Promote purchase of electric vehicles throu
electric (or alternative fuel e.g. hydrogen) by 2041.
.
o promote increased use of EV's target of
being
80% of 1000 public sector vehicles
Target
re network using EVs and identify costs and suitable locations
.
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-
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Expand carsha
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Continue coordination of municipal plans to improve walking and cycling networks in
EVs
and Central Transportation Corridor. Triples mode share for walking and cycling in affected
100% electric b
and
public sector fleets
ersonal automated vehicles within Waterloo Region
Active transportationthe urban centrestransportation zones.Carsharing using EVs (charging stations) and number of vehicles.Obtain Regional Council support for electric bus strategyby
2022Switchpublic sector procurementIncreased uptake of p
1819202122
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APPENDIX B Recommended Actions
If our community is going to benefit from investment in implementation of the Energy
Opportunities, local partners and stakeholders have an important supporting role to play
as indicated within the following recommended actions. For each of these actions, an
initial indication of timing (short = 2018 - 2020; medium = 2021 - 2027; long = 2028 -
2041, potential financial and staff resource requirements are provided ($ = nominal, $$
= moderate, $$$ = significant)and which opportunities are supported by implementing
the recommendation. Collectively, the recommended actions support the objectives
under each goal of the CEIS.
GOAL 1: Significantly Improve the Energy Performance of Buildings
1.1 City of Cambridge, City of Kitchener and City of Waterlooutilize outcomes of
Green Municipal Fund Net Zero Feasibility Study, which is examining the technical,
financial and process feasibility of net-zero developments, to solicit interest from
public and/or private partners in undertaking a local Net Zero neighbourhood or
mixed use complex pilot project. Note: City of Waterloo and City of Kitchener
currently are partners to this ongoing Net Zero Feasibility Study project.(Medium-
term, $$, supports Net-Zero new dwellings)
1.2 City of Cambridge coordinate with Energy+ and Union Gas, City of Kitchener
coordinate with Kitchener Utilities and Kitchener-Wilmot Hydro and City of
Waterloo coordinate with Waterloo North Hydro and Union Gas to update existing
processes to better integrate energy considerations into the review and approval
process for development applications (e.g. complete application checklist, utility
participation in review process, provision of energy incentive information to
applicants, etc.). (Short-term, Staff time, supports Passive House standard for new
multi-unit residential and commercial buildings and Enhanced energy performance
of commercial, institutional and industrial buildings)
1.3 City of Cambridge, City of Kitchener and City of Waterloo coordinate efforts to
investigate, evaluate and recommend tools for increasing the energy performance
and self-sufficiency of new developments as well as the use of on-site renewable
energy. For example:
Urban Design Manual guidelines/standards
Density bonusing
Community Improvement Plans
financial incentives (grants, development charge rebates, fee reductions)
energy-
or guidelines
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(Short to Medium-term, Staff time, supports Net-Zero new dwellings,Passive
House standard for new multi-unit residential and commercial buildings andSolar
PV on new construction)
1.4 City of Cambridge, City of Kitchener and City of Waterloo provide information
about existing energy incentives to building permit applicants such as links to
online resources, banner advertisement on building permit portal. (Short-term,
Staff time, supports high energy performance new construction, retrofit existing
homes and ICI sector retrofits)
1.5 Region of Waterloo, City of Cambridge, City of Kitchener, City of Waterloo,
Kitchener-Wilmot Hydro, Waterloo North Hydro, Energy+, Kitchener Utilities, and
Union Gas support, as appropriate, residential behavioural campaigns, such as
neighbourhood benchmarking competition under development by REEP Green
Button campaign. (Short-term, Staff time and $, supports Retrofit Existing
Homes)
GOAL 2: Enhance Local Energy Generation and Security
2.1 Energy+, Kitchener-Wilmot Hydro, and Waterloo North Hydro promote Grand
River Energy Corporation (GRE) with municipal Economic Development Advisory
Committees, Waterloo Economic Development Corporation, Chambers of
Commerce, and Municipal Councils regarding potential investments in local
energy projects where appropriate as asset managers in collaboration with
implementing partners such as natural gas utilities. (Short-term, Staff time,
supports combined heat and power, ground mounted solar PV, energy storage,
expanded local EV charging network and solar PV for net metering)
2.2 Region of Waterloo, in coordination with City of Cambridge, City of Kitchener and
City of Waterloo, establish criteria for identifying specific sites across Waterloo
Region that are appropriate for implementing micro grids, district energy
systems, or other distributed generation options based on best management
practices of other communities and building on the analysis conducted in
developing the CEIS. This would be used to seek external funding for a feasibility
study to refine and apply the criteria to Waterloo Region.
2.3 Region of Waterloo,in collaboration with interested local utilities and other
stakeholders,re-evaluate energy-from-waste options and viable uses of output
energy. (Medium-term, $$$, supports combined heat and power and district
energy systems, or biofuels for transportation)
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2.4 Energy+ and City of Cambridgesupport Grand River Conservation Authority to
develop the Park Hill Dam hydro generation project.(Short-term, existing
resources, supports local hydro electric power plant).
GOAL 3: Transition to a Low-Carbon Local Transportation Network
3.1 GRE Corporationwork with engaged stakeholders promoting electric vehicles to
support an accelerated consumer adoption and develop a business model for
Level 3 charging stations within the region.(Short-term, $$$ - funding options
being explored, supports expanded local EV Charging Network).
3.2 Area Municipalities and the Region of Waterloo continue tosupport theongoing
implementation of action plans and strategies of the impending Regional
active transportation plans.
(Short to Medium-term, as per municipally approved plans and budgets, supports
lowering fuel use and emissions from transportation sector).
3.3 Area Municipalities and the Region of Waterloo and the Utilities show leadership
in transitioning their fleets to electric power instead of using fossil fuels. (Medium
to long-term,$$, supports incrementally converting local transit buses to electric
vehicles as part of the normal bus replacement life-cycle and systematically
assessing suitability of public sector fleets for switching to EVs in alignment with
fleet replacement schedules).
GOAL 4: Cultivate a Supportive and Innovative Environment for Energy
Investments
This is an overarching goal that will support all of the Energy Opportunities.
4.1 Region of Waterloo ensure Regional Official Plan policies and infrastructure
master planning processes specifically address the new requirements under the
2017 Growth Plan for the Greater Golder Horseshoe, as indicated in policies
4.2.9 and 4.2.10, to influence development and transportation patterns regarding
energy conservation, climate change mitigation and adaptation. (Medium-term, $
and Staff time)
4.2 City of Cambridge, City of Kitchener and City of Waterloo ensure local Official
Plans conform to the 2017 Growth Plan policies on energy conservation (4.2.9)
and, based on amendments made to the Regional Official Plan, climate change
(4.2.10). (Medium-term, $ and Staff time)
4.3 Region of Waterloo, City of Cambridge, City of Kitchener, City of Waterloo,
Kitchener-Wilmot Hydro, Waterloo North Hydro, Energy+, Kitchener Utilities, and
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Union Gas appoint a senior staff person to sit on an ongoing governing body to
oversee implementation of the Community Energy Investment Strategy 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.
Provide oversight and strategic direction to the staff resource person.
(Short-term, Staff time)
4.4 Region of Waterloo, City of Cambridge, City of Kitchener, City of Waterloo,
Kitchener-Wilmot Hydro, Waterloo North Hydro, Energy+, Kitchener Utilities, and
Union Gas collectively identify the means to establish a dedicated resource to
lead the administration and management of the Community Energy Investment
Strategy. Key elements of this resource include:
Providing support to the governing body
Liaising and partnering with other key implementation bodies working locally
inclimate and energy (municipal staff, ClimateActionWR staff, etc.)
Leading the development of more specific action plans, including partnership
and funding development, as needed to support follow-through on the
Monitoring and reporting on the Stra
Indicators every three years.
Collaborating on opportunities to increase energy literacy and uptake of
energy programs through stakeholder engagement.
Cultivating relationships to stimulate growth of the local clean tech sector
regarding improving the efficient utilization of alternative energy resources
Searching for and acquiring outside sources of funding to facilitate CEIS
implementation.
(Short-term, $$)
4.5 Using the terms of reference created by the Ministry of Energy, establish a Local
Advisory Committee for the IESO Integrated Regional Resource Planning
process prior to the development of the 2020 IRRP. (Short-term, Staff time).
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1 - 18
Responsibility
Councillor Yvonne FernandesErin KellyJohn Jackson, Erin Kelly, Cynthia Gaetani, Tia DriverCouncillor Yvonne Fernandes, Edward Saxon, Jordan Gray, John JacksonCommittee
Staff Contact
Josh Shea, Natural Area CoordinatorJosh Shea, Natural Area Coordinator1.Nick Gollan, Manager ofStormwater Utility 2. LindaCooper, Manager ofDevelopment Engineering3.OtherBarbara Steiner,
Senior Environmental Planner (initially)
Timeframe
Ad hoc, on-going throughout yearAd hoc, on-going throughout yearTo Be DeterminedTo Be DeterminedEstimated for 2018
Recurs Annually
Discrete
Type
Project
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Description of Tasks
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Strategic Plan for the Environment
Strategic Plan for the Environment
plans for natural areas and stewardship activities for / in Kitchener's natural areas. Attend KNAP meetings and events. Act as liaison to seek input from and report back to Environmental
Committee.and report back to , and seek advice as necessary from, Environmental Committee.1.Canvas Stormwater Utility staff to assessopportunities to help promote Low Impact Developmentretrofits
and the stormwater credit policy inneighbourhoods. 2. Consider how erosion andsedimentation control (ESC) on construction sites mightbe improved. 3. Etc.Brainstorm ideas: "green driving"
tips; former Region-wide campaigns (Regional Public Health, WPIRG, area municipalities); exisitng City of Kitchener initiatives (e.g. fleet policies and practices; signage in school
zones) for strengthening message to public.a regular meeting as an agenda item.
Strategic Plan for the Environment
Strategic Plan for the Environment
Project
Kitchener Natural Areas ProgramAssist with research, the development of management Bee City Kitchener Working GroupLiaison to sit on Kitchener's Bee City Working Group Water Management
StewardshipAnti-Idling EducationKitchener Growth Management StrategyUpdate to be considered by the whole committee during
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1.11.22.13.1
ENVIRONMENTAL COMMITTEE WORK PLAN 2017 - 2018
Kitchener Natural Heritage System (Theme 1 of the
Water Resources (Theme 2 of the Air Quality (Theme 3 of the Land Resource and Growth Management (Theme 4 of the
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Stacey Danckert, Edward Saxon, Laine Bourassa, Tia DriverJordan Gray, Katarina Milicic, Tia Driver, Erin Kelly
Stacey Danckert, Tina Belanger, Edward SaxonDefer
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Sarah Brown, Senior Sustainability PlannerMike Seiling, Director of BuildingJosh Shea, Natural Area Coordinator(dependent on type of event)Carrie Musselman, Senior Environmental PlannerJeff
YoungManager, Special Events
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Green Development Guidelines being considered as part of the new Urban Design Manual project in 2017-18. Consider incorporating the diversion of construction waste into these or other
guidelines (i.e. 2017-18).September - January each yearAd-hoc, throughout year.To Be Determined October - November each yearDefer start pending committee interest and capacity
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Strategic Pan for the Environment
Strategic Plan for the Environment
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1.Consult with Planning and Building staff to determineif current policies and practices are supportive; 2.Determine feasibility, next steps and how theEnvironmental Committee can be
involved; 3. Withrespect to diverting construction waste, meet withBuilding staff to determine current situation, andpotential future actions.Plan Environmental Committee event for
Earth Day.Members organize or participate in an event related to the mandate of the committee. Consider partnering with another citizen advisory committee such as KYAC and/or piggy-backing
on another event such as BikeFest. Research suitable events as a 1st step.Detailed application review and recommendation of successful grantees. One (tele-conference) meeting with subcommittee.Meet
with the Managers of Special Events and Downtown Community Development to determine current situation, and potential future actions.
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Strategic Plan for the Environment
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Strategic Plan for the Environment
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Support the application of a rating system such as LEED for existing and new private sector projects or in site/building redevelopments.Encourage the diversion of construction waste
from landfills, and waste reduction tools for new development and redevelopment projectEnvironmental EventsCommunity Environmental Improvement Grants (CEIG)Work with City staff to develop
and/or implement a Green Festival Strategy for City-managed events and examine the possibility of applying it to third party events.Provide advice or information on environmental matters
referred to the committee by Council and staff as per: the Terms of Reference (Council Policy I-100)
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