HomeMy WebLinkAbout2024-03-21 - Climate Change and Environment Committee Agenda
Infrastructure Services Department www.kitchener.ca
REPORT TO: Climate Change and Environment Committee
DATE OF MEETING: March 21, 2024
SUBMITTED BY: Darren Becks, Director Facilities Management
PREPARED BY: Aaron Gingerich, Manager, Project Delivery
WARD(S) INVOLVED: All Wards
DATE OF REPORT: March 15, 2024
REPORT NO.: INS-2024-142
SUBJECT: Kitchener Indoor Recreation Complex Sustainability Update
RECOMMENDATION:
For Information
REPORT HIGHLIGHTS:
The purpose of this report is to update the Environment and Climate Change Committee
on the sustainability elements of the Kitchener Indoor Recreation Complex.
first certified net-zero carbon facility, and as one of the most sustainable recreation
facilities in Canada by;
o Targeting a very high level of energy efficiency and building performance through
high-performance building envelope, optimized window to wall ratios and the use
of geothermal heating and cooling.
o Pursuing certification under the Canada Green Building Council Zero Carbon
Building Standard v3 Design, without the use of carbon offsets or renewable
energy certificates.
o Incorporating a 560kW solar system to the roof of facility.
o Following the project specific green design and construction targets named the
project SWealtH targets.
This report supports Cultivating a Green City Together: Focuses a sustainable path
to a greener, healthier city; enhancing & protecting parks & natural environment
while transitioning to a low-carbon future; supporting businesses & residents to
make climate-positive choices.
BACKGROUND:
Kitchener Indoor Recreation Complex (KIRC) at Schlegel Park
In 2019, the Facilities Master Plan prioritized a new aquatic centre and indoor
turf facility as the recreation, which was informed by a
comprehensive review of facility use and demand, extensive community engagement, and
projections of future growth .
Infrastructure Services Department www.kitchener.ca
On May 16, 2022, Council endorsed the business case (INS-2022-218) for the new aquatic
and indoor turf facility to be located at RBJ Schlegel Park. As part of this business case, an
energy analysis was completed and recommendations were made that focused on energy
efficient and carbon reducing technology and systems as integral components of the KIRC
design and build, including PV (solar) panels, geothermal, green roof and permeable paving.
The analysis also considered the impact on the overall net operating cost of the facility and
provided rough order of magnitude return on investment on the technology. Based on this
analysis staff recommended that KIRC proceed with a net zero carbon design.
REPORT:
The current design of the Kitchener Indoor Recreation Complex reflects an enhanced, two-
recommending this enhanced two-phase design which includes the following:
Phase 1 (2024-2026) Facility will include all elements from the original council-approved
business case (e.g. pool, indoor turf, some community space) plus several enhancements,
including:
A larger aquatics centre with 2 pools.
A larger FIFA standard size turf fieldhouse (which can be divided into 4 smaller fields).
Added an elevated walking track around the outside perimeter of the turf fields.
Added an indoor cricket batting cage.
Added second floor for viewing areas over pools.
Added solar panels upfront costs offset by significant annual operating savings.
Increased size and amount of multipurpose rooms.
Redesigned layout for better user experience and more efficient operations.
Added & improved amenities have increased the size of the facility by 75%.
Added infrastructure and drawings for Phase 2 (gymnasium).
Phase 2 (TBD) This phase would be built later and would include the addition of a
gymnasium to meet the fast-growing demand for court and gym space for sports such as
basketball, badminton, volleyball and pickleball. Included in Phase 1 of the project will be
the completion of detailed designs for Phase 2 to allow the City to have a shovel-ready
project for future federal or provincial funding opportunities.
Sustainability Elements of KIRC
-ever net-zero carbon building and one of the most
environmentally sustainable recreation facilities in Canada. The KIRC project is pursuing
certification under the Canada Green Building Council Zero Carbon Building Standard v3
Design (ZCB Design). At a high level this process prioritizes reducing loads through
passive strategies first followed by the implementation of efficient technologies. The use of
renewables are considered only after the efficient building strategies are established. The
purchasing of carbon offsets is a last option to meet certification.
Infrastructure Services Department www.kitchener.ca
To achieve the requirements of ZCB - Design, the building design targets a very high level
of energy efficiency and building performance. To minimize heating and cooling loads, the
project design currently features a high-performance building envelope including increased
insulation on exterior wall and roof assemblies. Further, the building window-to-wall ratio
has been optimized to provide natural lighting in occupied spaces while minimizing heat
loss.
The building loads are met by a highly efficient mechanical system which eliminates on-site
combustion through a geothermal heat exchange system. The geoexchange system
provides both space heating and cooling and domestic hot water heating.
The project will also implement a solar PV system to meet the requirements of the ZCB
Design standard. Initially the project targeted a flexible approach which included the
purchase of carbon offsets. The original design included a 80kW solar system and met the
minimum requirement for onsite renewable energy under the ZCB Design. As part of the
design process, the team working on the design of the facility moved to an approach that
includes zero carbon balance for operational carbon achieved without renewable energy
certificates (RECs) or the purchase of carbon offsets. The main difference from the original
approach is the inclusion of a 560kW solar system. This additional solar is projected to
generate a utility savings of $90,000 to $104,000 annually and would total $3,100,000 in
savings over the expected 30-year lifetime of the system. With this revised approach the
project will be one of the first recreation centres in Canada to achieve such certification.
In addition to the ZCB-Design v3 certification, the IPD team has collaboratively developed
project specific green design and construction targets that embrace holistic sustainability
with adaptive, inclusive designs and operational innovations. These targets were developed
from several industry leading green building standards including the Canadian Green
Building Council (LEED), Living Building Challenge, International Well Building Institute and
Fitwel. This standard incorporates innovation, sustainability, and functionality throughout the
proposed design and has (provided in
Attachment A). This matrix includes 50 targeted features which fall under the following
categories:
1) Energy & Carbon
Operational Energy & Carbon
Resilience
Embodied Carbon & Materiality
Renewable Energy Generation
2) Indoor Environmental Quality
Indoor Air Quality
Interior Lighting
Thermal Comfort
Acoustics
3) Ecology & Biodiversity
Infrastructure Services Department www.kitchener.ca
Community Landscape Design
Habitat Support
Heat Island Reduction
Ongoing Pollution Prevention
4) Accessibility & Wellness
Healthy Environment
Accessibility & Inclusion
Ergonomics & Amenities
5) Water Use
Exterior Water Management
Water Quantity Control
Water Quality Control
6) Circular Economy & Waste
Material Selection
Operational Waste Management
Construction Waste Management
STRATEGIC PLAN ALIGNMENT:
This report supports Cultivating a Green City Together: Focuses a sustainable path to
a greener, healthier city; enhancing & protecting parks & natural environment while
transitioning to a low-carbon future; supporting businesses & residents to make
climate-positive choices.
FINANCIAL IMPLICATIONS:
The 560kW solar system is expected to generate annual utility savings of $90,000 to
$104,000 and would total $3,100,000 in savings over the expected 30-year lifetime of the
system.
COMMUNITY ENGAGEMENT:
INFORM
the council / committee meeting. In addition, INS-2024-126 Kitchener Indoor Recreation
Complex-
considered by the Community and Infrastructure Services Committee on March 25, 2024.
CONSULT There has been extensive engagement with community and user groups since
the 2019 Leisure Facilities Master Plan. In addition, First Nations Rights Holders have
consulted on the project and Grand River Accessibility Advisory Committee has been
consulted on the accessibility standards/design.
PREVIOUS REPORTS/AUTHORITIES:
INS-2022-218 Indoor Recreation Complex at RBJ Schlegel Park Business Case
CSD-19-007 2019 Leisure Facilities Master Plan
Infrastructure Services Department www.kitchener.ca
APPROVED BY: REVIEWED BY: Natalie Goss, Manager Policy and Research.
ATTACHMENTS:
Attachment A Project SWeatH Wheel and Design Renderings
Development Services Department www.kitchener.ca
REPORT TO: Climate Change and Environment Committee
DATE OF MEETING: March 21, 2024
SUBMITTED BY: Natalie Goss, Manager Policy and Research, 519-741-2200 ext. 7648
PREPARED BY: Hilary Irving, Sustainability Advisor, 519-741-2200 ext. 7137
WARD(S) INVOLVED: Ward(s) All
DATE OF REPORT: March 7, 2024
REPORT NO.: DSD-2024-105
SUBJECT: CorCAP 2.0 Pivot: Net-Zero
RECOMMENDATION:
That the Committee endorse the draft of the second-generation Corporate Climate
Action Plan (CorCAP) Pivot: Net-Zero.
REPORT HIGHLIGHTS:
The purpose of this report is to engage with CCEC and seek feedback regarding the full
draft plan of CorCAP 2.0 Pivot: Net-Zero, ahead of the report going to council on April
nd
22, 2024.
The Plan
them, with a focus on Fleet & Facilities, which account for 90% of emissions.
From 2016-2023, a 5% reduction in emissions have been observed, however it is
unknown if this will be sustained.
This report supports Cultivating a Green City Together: Focuses a sustainable path
to a greener, healthier city; enhancing & protecting parks & natural environment
while transitioning to a low-carbon future; supporting businesses & residents to
make climate-positive choices.
BACKGROUND:
CorCAP 2.0 Pivot: Net-Zero -generation Corporate Climate Action
Plan. CorCAP 1.0 set a Corporate GHG reduction target of 8% by 2026 from a 2016
baseline year, which we continue to track progress against. This second-generation plan
Pivot: Net-Zero is seeking a commitment to making decisions today, that support being
net-zero by 2050.
REPORT:
CorCAP 2.0 Pivot: Net-Zero -generation Corporate Climate Action
Plan. CorCAP 1.0 set a Corporate GHG reduction target of 8% by 2026 from a 2016
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
baseline year, which we continue to track progress against. This second-generation plan
Pivot: Net-Zero is seeking a commitment to making decisions today, that support being
net-zero by 2050. Achieving net-zero emissions means cutting greenhouse gas emissions
from human activities to as close to zero as possible, with any remaining emissions re-
absorbed from the atmosphere. This plan proposes 47 actions to 2027 strategically
focusing on Facilities and Fleet which account for 90% of corporate GHG emissions.
These actions are intended to position the organization for a pivot towards being net-zero
by mid-century.
(2016-2023). While this is a promising trend, it is unknown whether this will be sustained in
the coming years, or if it is a matter of other influences (e.g., continued decarbonization of
the electricity grid, warmer winter temperatures). Significant and sustained GHG
reductions have been observed since 2017 in the Streetlighting focus area. Emissions in
Facilities and Fleet have remained relatively consistent, a promising trend in light of the
fact that service delivery and asset inventories have grown during this time.
and generate renewable energy while working towards a net-zero future for our
organization. This plan seeks to position the City of Kitchener to pivot in the direction of
net-zero, by developing an evolutionary sustainability practice across the organization to
drive the direction we want to join. Staff propose a yearly Earth Day report on the most
Based on your review of the full draft of CorCAP 2.0 Pivot: Net-Zero:
What opportunities do you see for innovation or improvement within the scope of
the Plan?
What are the main challenges or obstacles in the way of pivoting towards Net-Zero?
How would you address them?
Do you have any other general feedback or advice regarding the Plan you believe
nd
should be addressed ahead of going to Council on April 22?
STRATEGIC PLAN ALIGNMENT:
This report supports Cultivating a Green City Together: Focuses a sustainable path to
a greener, healthier city; enhancing & protecting parks & natural environment while
transitioning to a low-carbon future; supporting businesses & residents to make
climate-positive choices.
FINANCIAL IMPLICATIONS:
This item has no direct financial implications at this time; however the following should be
considered:
Replacing assets with a modern equivalent (instead of like-for-like replacement) in support
of deep, rapid, and sustained GHG reductions (e.g., HVAC fuel switching) may amplify the
existing annual funding gaps observed by Facilities and Fleet. For Kitchener to be
successful in moving towards net-zero by mid-century, it is estimated that $250M in
additional capital funding is needed over the next 25 years or $10M/year. Sustainability
staff anticipate that identifying and prioritizing additional funding sources within our direct
control is needed to support and accelerate moving towards net-zero by mid-century.
PREVIOUS REPORTS/AUTHORITIES:
thth
This report follows January 18 and February 15 presentations to CCEC on CorCAP 2.0
progress, action items and proposed metrics for tracking progress.
ATTACHMENTS:
Attachment A DRAFT CorCAP 2.0 Pivot: Net-Zero
2
et CO
?
Zero? How would you
-
What opportunities do you see for innovation or improvement within the scope of the Plan?What are the main challenges or obstacles in the way of pivoting towards Netaddress them?Do you
have any other general feedback or advice regarding the Plan you believe should be addressed ahead of going to Council on April 22
1.2.3.
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
1Introduction..........................................................................................................................................5
1.1Climate Change 101 and Local Impacts........................................................................................5
1.2The Context Regarding Net-Zero..................................................................................................5
1.2.1Pivoting towards Net-Zero Future........................................................................................5
Climate imperative to achieve net-zero............................................................................................6
Managing risk and preparing for opportunities................................................................................6
1.3Two generations of Climate Action at the City of Kitchener........................................................7
1.3.1First Generation....................................................................................................................7
1.3.2Second Generation................................................................................................................7
1.3.3CorCAP 2.0 Framework.........................................................................................................8
1.3.4Influence and Impact............................................................................................................8
1.4Corporate GHG Inventory.............................................................................................................8
1.4.1Variations in GHG Intensity.................................................................................................10
1.5Strategic Priorities by Focus Area...............................................................................................11
1.5.1Facilities...............................................................................................................................11
1.5.2Fleet & Equipment..............................................................................................................13
1.5.3Streetlighting.......................................................................................................................14
1.5.4Staff Travel..........................................................................................................................14
1.5.5Corporate Waste.................................................................................................................15
1.6Historical Trends 2016 2023....................................................................................................15
1.6.1Noteworthy Trends in the data...........................................................................................16
Sustained GHG reduction in Streetlighting.....................................................................................16
Service growth and GHGs...............................................................................................................16
COVID-19 Pandemic impacts on GHGs...........................................................................................16
Electricity Grid.................................................................................................................................16
Heating Degree Days.......................................................................................................................17
Corporate and Community Emissions.............................................................................................17
2The Plan Pivot: Net-Zero..................................................................................................................18
2.1Corporate priority pathways.......................................................................................................18
2.2Facilities Focus Area....................................................................................................................18
2.2.1Defining a Net-Zero building...............................................................................................18
2.2.2Facilities Energy Management Program.............................................................................19
Energy Management Practices.......................................................................................................19
1
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Energy Management Policy............................................................................................................19
Energy Management Monitoring System.......................................................................................19
Facilities Energy Management Technical Advisory Committee......................................................19
2.2.3Corporate Green Building Standard....................................................................................19
2.2.4GHG Reduction Pathway Development..............................................................................20
2.2.5Arenas Strategy...................................................................................................................20
2.2.6Pool Strategy.......................................................................................................................20
2.2.7Facility Acquisition & Decommissioning Policy...................................................................20
2.2.8Solar Strategy......................................................................................................................20
2.2.9HVAC fuel switching modelling...........................................................................................21
2.2.10Ice Resurfacing Pilot............................................................................................................21
2.2.11HVAC Fuel Switching...........................................................................................................21
2.3Fleet and Equipment...................................................................................................................21
2.3.1Fleet Asset Management Plan............................................................................................22
2.3.2Fleet Efficiency....................................................................................................................22
Fleet Telematics..............................................................................................................................22
Fleet Users Working Group.............................................................................................................22
Corporate Fuel Efficiency Policy......................................................................................................22
Fleet Driver Training & Corrective Procedures...............................................................................22
Right-sizing......................................................................................................................................23
Efficient Route Planning..................................................................................................................23
Fleet Equipment Review Process....................................................................................................23
2.3.3Fuel Switching.....................................................................................................................23
Electrifying vehicles and equipment...............................................................................................23
EV Charging Infrastructure..............................................................................................................24
EV Charging Station Asset Management Plan (AMP).....................................................................24
Zero Emissions Vehicle (ZEV) Transition Strategy / Sustainable Fleet Strategy.............................24
Alternative Fuels.............................................................................................................................24
Lower Carbon Fuels.....................................................................................................................24
Biodiesel 5, Biodiesel 20, and Ethanol Blend 10%..................................................................25
Renewable Diesel....................................................................................................................25
Propane...................................................................................................................................25
Zero Tailpipe Emission Fuels.......................................................................................................25
2
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Hydrogen.................................................................................................................................25
2.3.4Fleet Integrated Renewable Energy & Storage Systems.....................................................25
2.4Streetlights..................................................................................................................................26
2.5Staff Travel..................................................................................................................................26
2.6Corporate Waste.........................................................................................................................26
2.7Implementation..........................................................................................................................26
2.7.1Capacity Building, Readiness and Timing............................................................................26
Corporate Climate Change Literacy Modules.................................................................................27
Centralized email address...............................................................................................................27
2.7.2Partners and Engagement...................................................................................................27
Project Teams and Staff..................................................................................................................27
Kitchener Climate Change and Environment Advisory Committee................................................27
Community......................................................................................................................................27
Data holders....................................................................................................................................27
Enova...............................................................................................................................................27
SWR.................................................................................................................................................28
Research and Innovation Partners..................................................................................................28
2.7.3Funding Net-Zero................................................................................................................28
Expanding existing Funding Sources within our control.................................................................28
Energy Management Reserve Fund................................................................................................28
Fleet Replacement Reserve Fund...................................................................................................29
Grants..............................................................................................................................................29
Advocacy.........................................................................................................................................30
2.7.4Future Considerations.........................................................................................................30
Refrigerant Fugitive Emissions........................................................................................................30
Embodied Carbon...........................................................................................................................30
2.7.5Informed and Integrated Decision Making.........................................................................30
Policy Alignment.............................................................................................................................30
Strategic Planning, Business Plans and Budgets.............................................................................30
2.7.6Accountability and Reporting.............................................................................................30
External Reporting Frameworks.....................................................................................................30
Legislated....................................................................................................................................30
Voluntary.....................................................................................................................................31
3
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Internal Reporting Frameworks......................................................................................................31
Carbon Budgets...........................................................................................................................31
Reporting on Progress towards Net-Zero...................................................................................31
Corporate................................................................................................................................31
Focus Areas.............................................................................................................................32
Fleet....................................................................................................................................32
Facilities...............................................................................................................................32
Project Level Indicators.......................................................................................................32
Reserve Fund Indicators......................................................................................................32
2.8Conclusion...................................................................................................................................32
3APPENDIX A Corporate GHG Inventory, Baseline Adjustments & Methodology.............................33
3.1Methodology...............................................................................................................................33
3.2Assets in the GHG Inventory.......................................................................................................33
3.2.12016 Baseline Adjustment..................................................................................................34
3.2.2Facilities Inclusion Criteria..................................................................................................34
4Appendix B Summary of CorCAP 2.0: tźǝƚƷ bĻƷΏĻƩƚ Actions by Division.......................................36
5Appendix C Metrics and Data Sources.............................................................................................38
4
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
1Introduction
1.1Climate Change 101 and Local Impacts
Climate changeis a global problem being experienced and addressed at the local level inmunicipalities
across the globe.At its core(and the focus of this report), climate change is a result of decades of
burning of fossil fuelsfor energy.When fossil fuels are burned,they releasegreenhouse gases (GHGs)
into the atmosphere including carbon dioxide (CO) and methane (CH).This addition of GHGs to our
24
atmospherekeepsradiantheat in, warming the planet through the intensification ofthe natural
greenhouse effect
Over time, this has resulted in an increase in average global surface temperatures. Recent data shows
2023 as the hottest year on record, with average temperatures nearly 1.5°Chigher than pre-industrial
(1850-1900) levels.It is anticipated that, at 2°Chigherthan pre-industrial temperatures, communities
across the globe will experience the worst impacts of climate change. At home in Canada, temperatures
are rising twice as fast as the global average and three timesas fastinCanadian Arcticcommunities.
Specifically in our region,localclimate modellingcompletedin 2022predicts warmer, wetter,and wilder
weather with more extreme heat and extended heat waves, warmer overnight temperatures and fewer
days that fall below -15°C. We have already witnessed the effects of a warming climate byan increase in
both frequency and severity of extreme weather events that can damage infrastructure and disrupt
services. These events include ice storms, heavy rainfall, severe thunderstorms, prolonged heatwaves
and droughts.Further to this, these effects disproportionately affect vulnerable communities,
exacerbating inequalities and undermining efforts to achieve sustainable development. Mitigation
efforts aim to reduce GHG emissions, limit temperature rise, and minimize the severity of climate
impacts, thereby safeguarding ecosystems, protecting livelihoods, and ensuring a more resilient and
equitable future for all. Given the urgency and scale of the challenge, concerted action at the individual,
community, corporate, and governmental levels is essential to mitigate climate change and preserve a
habitable planet for current and future generations.
consumptionis anticipated to lead
towards a 5C increasein global average temperatures.This underscores the urgency of climate action
workand the need for deep, rapid,and sustained GHG emission reductions, achieved by an energy
transition off fossil fuels.
1.2The Context RegardingNet-Zero
1.2.1PivotingtowardsNet-Zero Future
The City is preparing for a net-zero emissions energy future. Achieving net-zero emissions means cutting
greenhouse gas emissions from human activities to as close to zero as possible, with any remaining
emissions re-absorbed from the atmosphere.
Because most emissions are caused by burning fossil fuels for energy, achieving net-zero emissions is
mostly about achieving a clean energy transition, moving our energy use step-by-step off fossil fuels and
to other non-emitting forms of energy.Net-zero is a meaningfully different target than common
previous commitments, which often had a final goal of producing fewer emissions than are currently
being produced in a final target year, using a percentage-based reduction. However, when these kinds
of targets are achieved, significant emissions will continue to be produced every year after the target is
reached. When additional GHGs are released into the atmosphere, mostly through energy use, those
5
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
emissions and their impact remain in the atmosphere for decades, or even centuries.Adding emissions
to the atmosphere is somewhat like adding water to a bathtub;
the tub than is draining from it, the water in the tub will rise and eventually overflow.
Achieving net-zero and getting emissions as close to zero as possible will mean transitioning the City
away from fossil fueluse for energy. This means making systemicchanges to our activities and assets,
and treating interim emissions reduction targets as a guideline toindicate whether we are on track to
achieve the speed and scale of change that is needed to avert the worst impacts of climate change and
reach net-zero by 2050.
Climate imperative to achieve net-zero
There are two main reasons for the City to prepare for a net-zero energy future, by undertaking our own
transition away fromfossil fuels.First the guidance of organizations like the Intergovernmental Panel on
Climate Change (IPCC), acknowledgesthe imperative to achieve net-zero emissions globally by mid-
century to avoid the worst impacts of climate change.
The City is far from alone in acknowledging that imperative. There is broad global agreement on the
need to achieve net-zero emissions, where we no longer add more and more GHGs to the atmosphere
from human activities, by mid-century. Canada has joined countries around the world that have
committed to achieving net-zero carbon emissions by 2050, and to reduce emissions to 40-45% below
2005 levels by 2030. More recently, in December 2023, the COP28 negotiations representing nearly 200
away from fossil fuels in energy systems, accelerating action in this critical decade, so as to achieve net
zero by 2050.
Climate change is a global problem with local causes and local solutions. Given these efforts across the
world, The City of Kitchener hasa responsibility as an organizationto do our partby addressingour
corporate GHGs-the GHGs that are emitted by way of our service delivery to the community.
Managing risk and preparing for opportunities
The-zero future is to
manage risk and prepare for future opportunities.Energy systems are changing around us, and lower
carbontechnologies are changing the way we get and use energy. In this context, there are policy and
regulatory risks to the City that arise from continuing business as usual,as energy systems change
around us. Currently, as is the case in many countries, pollution pricing is in effect across Canada, which
highlightsthe financial risk of inaction regarding an energy transition. The City spent approximately
$654,000on the federal pollution pricing benchmark in 2023through its fuel and electricity bills, and
this number is currently scheduled to rise over time. These costs are in addition to the volatility
associated with fossil fuel prices, which can unexpectedly put pressure on budgets for municipalities.
There is also a social cost to inaction in the energy transition. For everytonne of GHG emitted from our
operations, there isadditional damage to society felt through the impactsof climate change. According
to
emissions for 2023 can be equated to approximately $2.8million insocietal damages.Conversely, as
GHG emissions are reduced(or otherwise removed from the atmosphere), it will bepossible to quantify
the benefit this has to society.
6
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
While specific policy mechanisms may change over time,climate-and emissions-related policies are
likely to be a continuing and growing feature of the policy and regulatory landscape in the coming
prosper under various climate and energy policy initiatives.
Preparing to achieve net-zero will also put the City in the best position to take advantage of clean energy
opportunities in the coming decades as the policy and industry environment evolves. Governments at
various levels are increasingly investing in and funding the energy transition. Provincial policies and
investments enabling the development of clean tech industries, such as EV battery manufacturing, have
been increasing as well. Funding opportunities can be linked to specific GHG performance, and it is
reasonable to expect that these requirementscould become more common for various types of funding.
Aligning City capital investments and operating practices to achieve net-zero will put the City in a strong
position to remain competitive in the evolving funding and investment landscape.
1.3Two generations of Climate Action at the City of Kitchener
1.3.1First Generation
The City of Kitchener has long been committed to taking action against climate change, exemplified by
our membership in the Federation of Canadian Municipalities Partners for Climate Protection (FCM
PCP) dating back to its inception in the early 1990s. The PCP program is funded by ICLEILocal
Municipal Fund. Kitchener voluntarily reported actions that reduced our corporate GHG emissions
GHG inventory) in 2012.
More recently in2018,the City established the Sustainability Office, solidifying its commitment to
climate actionin our corporate structure.In 2019 the office published theinaugural KitchenerCorporate
Climate Action Plan (CorCAP 1.0-DSD-19-094), and reported on itsprogress.
CorCAP 1.0 set a Corporate GHG reduction target of 8% by 2026 from a 2016 baseline year.The year
th
following its publication,on March 11, 2020,the World Health Organization declaredCOVID-19 a
Global Pandemic.This declarationbroughta swift and significant drop in corporate GHG emissions
because oflockdowns that shutdown City facilities and enacted work from home orders. What this
meant is that in 2020 the City of Kitchener exceeded this 8% GHG reduction target. However,in the
years since, corporate GHG emissions have rebounded.
1.3.2Second Generation
This second-generation corporate climate action plansets out to achieve the same 8% target endorsed
in CorCAP 1.0, along with making a much deeper commitment to being net-zero by 2050. The magnitude
in shift from an 8% reduction target to net-zerotarget is significant.Realizing sustained GHG reductions
and indeed a net-zero future does not rest on a suite of individual, one-off projects. Kitchener will need
to make significant capital investments, strategic, systemic,and deeply integrated changes to corporate
processes, business planning and policiesalong with the willingness to adopt and integratepromising
new solutions as they become available.This second-generation plan seeks to orient the organization in
making sustained GHG reductions andin the direction ofprogress on this net-zerogoal.
7
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
1.3.3CorCAP 2.0 Framework
This report is Part 1 of 3 related bodies of work.Parts 1 and 2 focus on climate change mitigation, with
Part 1 focusing on driving down our corporate GHG emissions. Part 2 will focuson decarbonizing our
communities energy supply (Kitchener UtilitiesClean Energy Strategy)and reducing our overall
community energydemand (Transform WR). Part 3 will shift focus to climate change adaptation
through the City of Kitchener Corporate Climate Adaptation Plan, complemented by the Region of
Waterloo Community Climate Adaptation Plan.
1.3.4Influence and Impact
The City of Kitchener corporate GHG emissions represent less than 1% of our total region-wide
community emissions. Nonetheless this 1% of emissions is accepted as our corporate responsibility.
Municipalities additionally have influence on over 50% of community GHG emissionsand this focus is
the work of Phase 2 of this plan which includesClean Energy TransitionStrategy and
TransformWRour community climate action plan.
Strategically focusing effort in areas within our control is the focus of this plan. GHG emissions are
commonly classified into three scopesand as under our direct or indirect control. Scope1 emissions are
under our direct control (e.g.,corporate fleet and equipment and natural gas combustionin our
facilities); whereas scope 2 and 3areindirect emissions. Indirect emissions are notin our direct control
(e.g.,emissions from the electricity that is generated offsite that we consume at our facilities).
1.4Corporate GHG Inventory
The City of Kitchener reports on GHG emissions in five corporate focus areas, presented below inFigure
1. These corporate focus areas are consistent across most if not all municipalities.GHGemissionsare
calculated based on energy consumption(fuel, electricity, natural gas)and emissions factorsfrom
verified sources(these details are further described in Appendix A).
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
2%
0%
7%
Facilities
Fleet & Equipment
Staff Travel
Streetlighting
53%
38%
Waste
Figure 12023Corporate GHG Emissions by Focus Area
In 2023, the City of Kitchener emitted 10,989of GHGs (COe). 91% of these emissions came from two
2
corporate focus areas Facilities (53%) and Fleet & Equipment (38%), which is a typical distribution
when lookingback over the last several years.When we look at our corporate sources of energy within
these two focus areas(Figure 2)particularly the types of fossil fuels we rely on, we see natural gas
playing an important role in our facilities (for space heating and domestic hot water).Space heating
aloneaccounts for approximately80% offacilities natural gas use. While in our fleet&equipment
gasoline and diesel are significant. Gasoline is used primarily for lighter duty vehicles and diesel in
medium and heavy-duty vehicles.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Fleet & Equipment
Diesel
Biodiesel
Electricity
Ethanol Blend (10%)
Gasoline
Facilities
Natural Gas
Propane
01,0002,0003,0004,0005,0006,0007,000
t COe
2
Figure 2-2023Facilities and Fleet & Equipment GHG Emissions by Energy Type
As GHG emissions on their own can be difficult to relate to, utility costs offer an alternative way to look
at energy consumption across the City. Table 1below outlines costs by energy source for both Facilities
and Fleet & Equipment focus areas.We can expect to see a shift in the distribution of these costs as the
transition offfossil fuels unfolds, and beyond that with the introduction of renewable energy sources
see asignificant savings overall. These savings couldbe used towards various financing mechanisms to
support meetingthe costs of this transition.
Table 1-2023 Utility and Fuel Costs
Energy Source2023 Cost
Gasoline (includes gasoline and ethanol blend)$956,502
Diesel (includes petroleum diesel and biodiesel blends)$1,086,535
Propane fleet & equipment$5,137
CƌĻĻƷ ƚƷğƌυЋͲЉЍБͲЊАЍ
Propane -facilities$14,808
Electricity$4,380,233
Natural Gas$1,113,469
CğĭźƌźƷźĻƭ ƚƷğƌυЎͲЎЉБͲЎЊЊ
DƩğƓķ ƚƷğƌυАͲЎЎЏͲЏБЎ
1.4.1Variations in GHG Intensity
When it comes to GHG emissions, not all energy sourcesare equal.This becomes clear whencomparing
energy consumption toGHGemissions for different energy sources (Figure 3).The variation in GHG
intensities between different energy sourcesbecomes clear. For instance, electricity is the source for
46%of our corporate energyin 2023, yet only accounts for 12%of our corporate GHGs. Natural gas by
comparison is the source of 43%of our energy used yet accounts for 65%of our corporate GHGs.
Similarly, fleet fuelsaccount for 11% of total corporate energy used, but 22%of corporate GHGs
emissions.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
This data provides insight into how transitioning to lower carbon energy sources is important, why it is
sound for this to be a corporate priority and how a corporate energy transition can make asignificant
impacton our corporate GHGs and in our corporate journey to net-zero.
Figure 3-2023Energy Consumption vs Emissions by Energy Source
1.5Strategic Priorities by Focus Area
1.5.1Facilities
Facilities are responsible for more than halfofKitchenercorporate GHG emissions (53%). 85%of these
GHG emissions are due to natural gas consumption used for space and water heating-equivalent to
48%of total corporate emissions.Lookingat the datawithboth a facilityand energy type lens enables a
more granular and strategic understanding of Facilitiesand their contributionto corporate GHGs.
Certain facility types emerge as priority areas for making impactincludingArenas, Administrative
Buildingsand Pools (Figure 4). This is underscored by looking at the corporate Top 10 GHG emitting
facilities (Figure 5), 8 of which fall into these 3 categories, including 6within the Sport Division (Arenas
and Pools).
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Arenas
Administrative Buildings
Pools
Culture & Entertainment
Community Centres
Fire Station
Sports Facility
Libraries
Golf Course
Pumping Station
Parking Garage
Parks & Cemetaries
02004006008001,0001,2001,400
t COe
2
Emissions from Natural GasEmissions from Electricity
Figure 42023Corporate GHG Emissions by Energy Source and Facility Type
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
The Aud
Kitchener Operations Facility
Kitchener City Hall
Forest Heights Pool and Library
Centre in the Square
Sportsworld Arena
Breithaupt Centre Pool
Activa Sportsplex
Kitchener Market
Grand River Recreation Complex
0100200300400500600700800
Emissions from Natural GasEmissions from Electricity
Figure 5-2023Top 10 GHG Emitting Facilities
1.5.2Fleet & Equipment
The Fleet Divisionat the City of Kitchener is an integral part to service delivery across many
departments. In total, Fleet is responsible for nearly600on and off-road vehicles and equipment, and
approximately 500 small handheld pieces of equipment.
Withstrong and consistentsupport across the entire organization
, fleet has added 14battery electricvehicles(BEVs) to their fleetof light duty vehicles (LDVs).
LDVsincludecars, cargovans, SUVs and smaller pick-up trucks and theymake up 40% of our fleet assets
but are only responsible for 20% of fleet emissions (Figure 6). The marketplacecurrently offers electric
options for many LDVs. This vehicle type is most ready to transition to zero-emissionoptions.
Bycontrast,themedium and heavy-duty vehiclemarketplace is limited in its offering of zeroemissions
vehicle options. Vehicles in this category include dump trucks, large pick-up trucks (e.g.,Ford 550) and
fire trucks. These two categories represent 35% of our total fleet assets and 63% of our fleet and
equipment emissions(Figure 6).Therefore,even by electrifying allof our light-duty vehicles, the
majority of emissions from this focus area will persist until viable options present in the marketplace.
Making significant and sustained corporate fleet GHG reductions will continue to be a challenge not
readily remedied within the next 5 years.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Figure 6GHGEmissions by Fleet Vehicle Class, not including Small Equipment
1.5.3Streetlighting
The City of Kitchener is responsible for a network of approximately 18,325 Cobra Headstreetlights and
2,689 decorative post-top lights.Acknowledging the opportunity to reduce GHG emissions from
electricity to power lights and for impressive cost savings, in 2017the City undertook an extensive LED
conversion project, converting 15,636of its Cobra Head streetlights. Cost and energy savings were
immediate and significant. In April 2017(pre-conversion), electricity use for streetlights was
approximately 802,000 kWh, and the following April consumption fell to approximately 350,000 kWh.
More recently in 2022/2023, a similar project was done for all-top lights, with
an estimated pay-back period of 10.7 years.
In addition to converting lighting to LED, bothprojects included the expansion
smart network which allows lights to be controlled(e.g., dimmed)and monitored from a remote and
central location.The Cityhas been updatedto require all new subdivisions to
include LED lighting fixtures that areequipped with smart nodes for compatibility with the adaptive
smart network.Streetlighting is a successful example of achieving significant and sustained GHG
emissions.
1.5.4Staff Travel
Staff travel includes travel for work purposes and does not include how staff commute to/from work. In
most GHG reporting frameworks staff travel is voluntary and for Kitchener it is a new focus area added
to our inventory with CLT support on November 1, 2022. Moving forward,this focus area will be
included in our reporting of performance measurement from 2021 and subsequent years of reporting. In
this case, staff travel includes vehicle mileage claimed by employees who used a personal vehicle for
work purposesonly. The main purpose in including itas a focus area, is to provide a more wholistic view
of staff travel related to service delivery to the communityto complement fleet reporting and capture
service delivery by staff who do not use fleet vehicles.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
1.5.5Corporate Waste
This focus area includes waste generated at City facilities and fromstreet level and park waste
receptacles. While waste may appear to be a small part of corporate emissions (6.5%),methane from
waste is much more harmful and potent than other GHGs. From 2016 2023,GHG emissions from
corporate waste have increased by 26%.
1.6Historical Trends 2016 2023
Target setting is a common exercise amongst organizations, ushering in the magnitude and direction of
an intended change. In doing so,progresscan be tracked against a set baseline year. Error! References
ource not found.illustrates this progress. The red dotted line indicates the target for 2026 which is an
8% reduction from 2016. Comparing 2016 to 2023, we have seen an overall 5% reduction in GHG
emissions. While this is a promisingtrend, it is unknown whether this will be sustained in the coming
years, or if itisa matter of both internal and external influences thatcause afluctuation in energy
consumption and therefore GHG emissions.Table 2 describes the energy consumption and resultant
greenhouse gas emissionsover time and shows how corporate GHG reductions overall have not been
consistent nor sustained to date.The sections that followdescribeimportanttrends seen in our
progressduring this time period.Appendix A outlines the City of Kitchener corporate GHG inventory,
baseline adjustments and calculation methodology.
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
2016202120222023
FacilitiesFleet & EquipmentStaff Travel
StreetlightingWaste2026 Target 8%
Figure 7-Corporate GHG Emissions 2016 2023
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Table 2-CorporateGHG Emissions vs Consumptionby Focus Area
2016-20212016-20222016-2023
% Change
% Change in % Change in % Change in % Change in % Change in
in
ConsumptionEmissionsConsumptionConsumptionEmissions
Emissions
Buildings -
-24%-48%-13%-41%-10%-34%
Electricity
Buildings -
-15%-15%+4%+4%-5%-5%
Natural Gas
Fleet &
-1%+8%+9%+17%0%+7%
Equipment
Staff Travel NANANANANANA
Streetlighting-62%-74%-61%-73%-61%-71%
Waste+5%+5%+15%+15%+26%+26%
Grand Total--13%-1%--5%
1.6.1Noteworthy Trendsin the data
Sustained GHG reduction in Streetlighting
Significantand sustained GHG reductionsaremaintained in the Streetlightingfocus area. This isdue to
the extensive,efficiency-focused LED conversionproject in 2017 for the cobra head streetlights, and
2022 for decorative post-top lights.
Service growth and GHGs
Expansion of service has not increased GHG emissionsin facilities and fleet focus areas. Kitchener is
amongthe fastest growing communities in Canadaand likewise City of Kitchener service delivery is
expanding. We see growth inboth facilities and fleet whose inventory of assetshave both grown.
Facilities has acquired new buildings as the City seeks to expand services to the communityand since
2017, fleet has expanded its poolby 100vehicles(an increase of nearly 20%). This decoupling of growth
and GHG emissionsis promisingand can be sustainedinto the future by implementing Pivot: bĻƷ ĻƩƚ
actions.
COVID-19 Pandemic impacts on GHGs
The pandemic had significant impactsonservice delivery. During this time fleet emissions increased
slightly (3%) due to restrictions that limited one staff member per fleet vehicle. Thisresulted in workers
drivingalone in additional vehicles.In 2022, when operations returned to normal and the same
restrictions were still in place,fleet emissions rose 17%. By 2023 the restrictions had been removed and
fleet GHG emissions fell back down to pre-pandemic levels.By contrast, the facility shutdownsresulted
in a significant reduction in electricity and natural gas consumption and an overall decrease in corporate
GHG emissions of 19% (2020) and 13%(2021).Perhaps the biggest learningfrom Covid-19and this body
of workis that organizations can make swift and impactful decisionsthat impact corporate GHGs.
Electricity Grid
nearly 90% of electricity coming from zero
emissions sources, it currently has one of the lowest carbon intensity factors in the world. Since 2016
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
the grid hascontinued to improve exemplified by a30% reduction in its emissions factor between
2016 and 2023Table 2). Between
2016 and 2023, our electricity consumption fell by 10%, however emissions fell by 34%. It is important
to note the potential risks and benefits associated with changes in the carbon intensity of the electricity
grid. Such changes are largely out of our control.
Heating Degree Days
Heating degree days(HDD)is a way of quantifying energy demand to heat buildings based on outside
temperatures. During colder winters with more heating degree days, it is anticipated that energy
consumption for space heating (i.e.,natural gas), and the associated GHG emissions, would be higher.
There were 2,142 HDD in the first quarterof 2022 and (Table 2) Kitchener notesa 4% increase in natural
gas consumption and emissions. By comparison there were 1,179 HDD in the first quarter of 2023anda
5% decrease in natural gas consumption and emissions.
Corporate and Community Emissions
Neither corporate nor community GHG emissions have experienced sustained reductionssince their
baselines.Both plans are entering second generation plans. Kitchener will need to make significant
capital investments, strategic, systemic,and deeply integrated changes to corporate processes, business
planning and policies along with the willingness to adopt and integrate promising solutions as they
become availableto make sustained GHG reductions. This second-generation plan seeks to orient the
organization in the direction of making progress on a net-zerogoal.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
2The PlanPivot:Net-Zero
2.1Corporate priority pathways
In line with our Community Climate Action Plan called TransformWRthere are three pathways to
sustained GHG reductionthatemerge as best bet pathways and as corporate priorities:
1.Energy conservation/efficiency-use less energy/demand less energy and use energy more
efficiently
2.Fuel switching shift to lower carbon energy sources, transition off fossil fuels
3.Generate renewable energy generate energy from renewable sources
Theplan of actions that follow seeks to prioritize these three pathways inCity of KitchenerFacilities and
Fleet &Equipmentfocus areasin order to best orient the organization towards a net-zerogoalby mid-
century.These actions and reporting on them covers the near,short, and medium termof2024-2027.
Actions are summarized in table format in Appendix B.
2.2Facilities Focus Area
City facilities contribute the largest portion of Corporate GHG emissions while providing vital programing
space and services to the community.Facilities account for53%of
emissions. These emissions represent the largest opportunity for GHG emissions reduction within City
capital planning and operations. The magnitude of the pivot froman 8% corporate reduction target to
net-zero facilities is significant. Sustained GHG reduction in facilities will be critical to reaching 2026 and
2050 targets.
Theportfolioof the facilities focus areaincludes more than 60majorfacilities spanning arenas, pools,
community centers, libraries, performance spaces,office,and maintenance facilities.Most ofthese
facilities are over thirty years old (average age approximately42years). Minimizing GHGs was not a
priority at the time these facilities entered service. Facilitieswere designed almost exclusivelyto rely on
fossil fuels for energy,especially natural gas for spacing heating,domestic hot water needs, arena
refrigeration, and pool heating.Further to this, building insulation standards were not as efficient at that
time. Fossil fuel reliance has beenthe defaultand most economicaldesign choice in our community. The
considerationof GHG emissions during facilitydesign, constructionand refurbishment is a newer
practice for both the City and the buildingindustry.Energy systems are continuing to change. The costs
of carbon are anticipated to increase.Lower carbon technologies are increasingly being understood as
important to ensuremunicipal service delivery is resilient in the face of climate change.
2.2.1Defining a Net-Zerobuilding
The challenge is to bring the portfolio of facilitiesin line with the emissions reduction goalsof the City of
Kitchener.A Net-Zero Energy building is one which produces at least as much energy as it consumes
annually. The strategy for achieving Net-Zero Energy is to reduce building operational energyas much as
possible through an efficient building envelop, mechanical and electrical systems and then to install the
required on-site renewable energy generation such as solar photovoltaic arrays to offset the remaining
loads.A strategic approach which leverages policy, process, and planning, is required to develop the
towards net-zero
buildings.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
2.2.2 Facilities Energy Management Program
Organizations often pursue energy efficiency, sustainability, and reduced carbon emissions because they
-term viability often determine which
initiatives are pursued,including those for energy management. The benefits of improved energy
management and energy performance in facilities will bemonitored and communicated to enable data
informed decision-making across the organization.
Energy Management Practices
Successful energy management requires vertical and horizontal involvement and commitmentacross an
organization. Every level of the organizationis responsible and can be accountable for ensuring
continuous improvement and ongoing effectiveness of the energy managementprogram. Staff are
exploring ways to formalize and standardize our energy management practices.One possibility is
following the process laid out by Natural Resources Canada50001 Ready Navigator Canada.This free,
on-line program provides step-by-step guidance on implementing an energy management systemand
building a culture of structured energy improvement that are anticipated to leadto deeper and
sustained savings without requiring external audits or certifications.
Energy Management Policy
To support the integration of best energy management practice and integrating data into decision
making an energy management policyis proposed. This policy is intended to formally define the energy
data collected, targets and objectives for energy use, and provide direction on data driven energy
decision making.
Energy Management Monitoring System
The collection and use of corporate utility data is cumbersome, especially for facilities. Facilities
Managementand Sustainability Office staff will leadthe development of a corporate energy
management monitoring system.In this way all energy consumption across the organization can be
brought together, monitored,and analyzed to supportmore integrated and informed decision making
across the organization.The GIS team is well positionedto improvethecurrent monitoring. The goal will
be to streamline this data collection across City facilities and provide a central database where this data
can be reviewed on a regular basis to provide up to date reporting on the performance of City facilities
and support informed decision-making.
Facilities Energy Management Technical Advisory Committee
The Facilities Energy Management Committee consists of facilities staff whosupport strategic planning
and implementation of GHG reduction in facilities. The goalis to reduce the GHG emissions of City
facilities with cost-effective,safe, practical, and maintainable technologies. The committee seeks to
provide a forum for feedback between facilitiesdesign and operations/maintenance groups,provide
input and ideas on facilities energy (HVAC, Electrical) projects, comment on design options for planned
projects, identify new projects/opportunities for improvement, discuss risks andrewardsof new
technologies.
2.2.3Corporate Green Building Standard
The development and implementation of a Corporate Green Building Standard will provide clear
guidance to City projects including new buildingsand existingbuilding retrofits.Setting specific targets
for energy efficiency and sustainability goals will help ensure new projectsand renovations are
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
contributing to corporate GHG emissions reduction goals.The project will engage a consultant to
develop this standard and to provide financial implication information to allow for energy performance
targets within this standard to be identified and achieved. Fundingfor this body of work wasapproved
in 2024 budget.
A community green developmentstandard is currently in development across ourregionled by
WRCommunity Energy. Best practice when implementing a community standard is that the municipality
firstenactsamore stringentinternal standard.The internal standard development intends to
coordinate with the communitystandard development to demonstrate City leadership in this area.
2.2.4GHG Reduction Pathway Development
Administrative Buildings and Pools) will be grouped together to identify a strategic sequence of GHG
reduction measures called. This will expedite corporate GHG reduction
while supporting the management of capital costs and reducing operating costs. It is anticipated that the
recommended measures will be replicable to other City facilities within the same facility type acrossthe
-term
Thegoal is the development of a long-range capitalasset managementplan
for each facility to achieve GHG reductions. Thedevelopment of these plans will be a multi-year project.
Staff intend to work with a consultant (funds allocated in 2024 budget)
Community Buildings Retrofit (CBR) initiative/ GMF GHG Reduction Pathways grants. Bundling the
studies on these facilities would maximize grant funding eligibility and provide the most actionable
information to the City for the least investment.
2.2.5Arenas Strategy
This strategy is intended to inform,andguide integrated and informed strategic actionin
existing arenas. Energy, asset management, community service deliveryneeds, and programmingwillbe
integrated into this strategy.This is the top immediate prioritydue to the GHG emission per square foot
of facility and the relatively simple payback period.
2.2.6Pool Strategy
Like arenas, pools are heavy energy consumers and given their unique systems and functionality, will
require special attention to strategize their best path(s) towards net-zero. In doing so, a similar
approach to the Arenas Strategy described above should be employed, with a target completion date of
2026.
2.2.7Facility Acquisition & DecommissioningPolicy
Existing buildings can prove extremelychallengingto retrofitwhether the focus is GHGsor related to
other priorities such as accessibility, programming needsand new legislation.As part of a more
strategic, integrated,and coordinatedassessment management plan of our facilities,thedevelopment
ofaFacility Acquisition Policy, andaFacility Decommissioning Policyis recommended.This is expected
to support more informed decision-making in prioritizing investment in facilities.
2.2.8 Solar Strategy
Photovoltaic solar panels are a robust, mature technology for the generation of local renewable energy.
In 2011 the City installed its first (and only) solar array at theKitchener OperationsFacilityunder the
20
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
feed-in tariff (FIT) programdeveloped to encourage and promote the use of renewable energy in
Ontario. In 2023 the 2,660-panelarray generated 615,126kWh of electricity, all of which was exported
back into the grid, resulting in approximately $390,605 of revenue.TheFIT program ended in 2016 and
it is anticipatedthat future arrays will not generate as much revenue.Current regulations allow for net-
metering at the facility level (generating credits for each unit of electricity a facility produces and
exports to the grid and debits for grid electricity used reducing the overall facility consumption).
To expand the use of solar at City facilities, the proposed Energy Management Program includes
provision for the development of a solar strategy by a consultant(funds approved in 2024 budget). This
body of work will includea high-level scan of City facilities to identify and rank the best Kitchener
facilities and locations (e.g.,roof mount, ground mount, over-parking canopy)to deploy solar panels.
The highest ranked locations would then receive further design and investigative work including panel
layout, costing, grid connection investigation, and structural sign-off, and timing with other capital
improvements (e.g., roof membrane or asphalt replacement). The end product will identify the best
projects for the Cityto pursue, well defined,costed,and ready for implementation. Locations at other
facilities would be ranked to provide a roadmap for future implementation. Outcomes would inform a
future funding request to support implementation.
2.2.9HVAC fuel switching modelling
2024-2027 HVAC projects are currently in the design phase, with both BAU (Business As Usual) and
energy upgrade options being costed in preparation for tender in 2024-2027. It is expected that the
HVAC equipment being replaced now will be in use for up to 25 years, making the timing for energy
upgrades optimal. Approved in the 2024 budget isfunding for energy modelling consulting work to
provide information on HVAC upgrade options. This will support decision making on energy and GHG
reduction investments in our facilities,throughan informed, data drivenand cost-effective process.
2.2.10 Ice Resurfacing Pilot
A pilot program is underway exploring the use of mechanical de-aeration for ice resurfacing water. This
has the potential to significantly reduce the GHG emissions of arenasas the use of cooler water for
resurfacings saves energy by reducing the amount of water heating needed and areducedload on the
refrigeration plant. Currently this is being trialed at one location. If the pilot is successful, this will be
implemented at other arenas.
2.2.11HVAC Fuel Switching
Several facilities throughout the City are undergoing a conversion of their Heating, Ventilation and Air
Conditioning (HVAC)systems from natural gas to heat pump systems. These replacements are made
when equipment is scheduled to be replaced. Fire Headquarters and Forest Height Community Centre
are locations where conversions are underway. These facilities will serve as pilot projects to explore the
installation costs, maintenance requirements and any challenges to conversion.
2.3Fleet and Equipment
In this focus area,the same pathways to net-zeroapply. The City is focusing on fuelefficiency,
transitioning away from fossil fuels,and seeking to integrate renewable energy generation and energy
storageto supportthis transition.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
2.3.1Fleet Asset Management Plan
The most recent Fleet Asset Management Plan was completed in 2018 and is due to be updatedbased
on a 5-year revision timeline. This work will offer a holistic view of fleet and its assets andposition fleet
well to make decisionsregarding reducing GHGs as a priority.
Updating the AMPwill providethe opportunity to capture EVs within the AMP, along with their
estimated service lives and document any operations and maintenance activities. The AMP would do
well toalso include a longer-term replacement forecast with estimates for what/when certain vehicles
may transition to electric, or other zero-emissions options (e.g., hydrogen).This exercise would help to
define an infrastructure replacement gap and position the fleet division well in seeking additional capital
funds or other means of financingas needed. This work would also support the establishment of a well-
defined asset inventory.This work is currently underway and will be complete by the end of 2024.
2.3.2Fleet Efficiency
Fleet Telematics
One hundred percentof City of Kitchener on-road fleetvehicles are equipped with telematics devices
that provide valuable data on fleetfuelconsumptionand driving behaviorsincluding excessive idling,
harsh acceleration, harsh breaking and speedingall of which can result in increased fuel consumption
and GHGs. With this data in hand, fleet supervisors canidentify and support improvingthese behaviors
on a driver-by-driver basis.
Fleet Users Working Group
Thefleet users working group (FUWG)meets monthlyand includesmanagementfrom different
divisions that use fleet vehiclesand equipment for service delivery.This provides the opportunity for
common issues amongst fleet users to be brought forwardand discussed with input from multiple
divisions at the same time. Considering responsibility to reduce GHG emissions from vehicles, the
FUWG is an excellent existingconduit to support discussingfleet related matters include energy useand
reducing GHG emissions from fleet.
Corporate Fuel Efficiency Policy
The Corporate Fuel Efficiency Policy (#316) is in place to educate and outline the responsibilities and
obligations of employees who drive or operate City of Kitchener vehicles and equipment, with respect to
optimizing fuel efficiency. For instance, the policy states that vehicles shall not idle for more than 10
seconds, shall not exceed a maximum road speed of 90km/hr., and that harsh braking and cornering
shall be minimized. The policy also includes guidelines for vehicle and equipment acquisition. Currently,
the policy indicates that the City will purchase hybrid vehicles whenever possible. Staffintend to review
the policy in 2024and update
Fleet Driver Training& Corrective Procedures
The Fleet Safety and Compliance team is responsible for the delivery and preparation of the Defensive
Driver training course which all fleet users are required to complete at onboarding and every 3 years
during their tenure with the City. This course discusses driving behaviors that can increase fuel
consumption and helps to enforce the corporate fuel efficiency policy. For instances where driver
behaviors are not meeting expectations, fleet developed a Guidelines for Addressing Unacceptable
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Driving Behaviors, to be used to ensure corrective measures are taken in a fair and consistent manner
for all drivers.
Additional free training resources exist including the SmartDriver training program offered by the
federal government. These resourcescould be used to supplement existing training or as a remedial
action for drivers whose behaviors are not improving with other interventions.
Toimprove the outcomes of training and to have better adherence to the Corporate Fuel Efficiency
Policy, the fleet user working group willconsider strategies to improve driver behaviorsfor each
relevant behavior(e.g.,ways to further reduce idling).
Right-sizing
An effective way to reduce fuel consumption is byensuring the right vehicle is being used for the right
job. There are currently some fleet vehicles in use that are over-sized for their use. Staff intend to
complete an audit of these vehicles to identify which ones may be replaced with smaller alternatives. It
is anticipated the Sustainability Office will supportthis work with Fleet as leadin 2024.
Efficient Route Planning
Efficient route planning saves both time and fuel. Fleet, in collaboration with the fleet user groups, can
assess opportunities for route optimization.
Fleet Equipment ReviewProcess
The Fleet Equipment Review is an annual process that is followed to identify which fleet vehicles and
equipment need to be replaced, which can be deferred for replacement and where any fleet vehicles
need to be added. The process also identifies vehicles that could be replaced with a smaller unit (i.e.,
right-sizing) and identifies which units that have been flagged for replacement canbe replaced with an
electric or hybrid equivalent.
2.3.3Fuel Switching
While electricity is a key energy source in our fleet's energy transition, it is not the only one expected to
supply our fleet and equipment with lower carbon energy solutions. Evaluating shifting to transitional
fuels is part of the fuel switching pathwayespecially for vehicletypeswhere the marketplace does not
offer ready options. Examples of transition fuels currently in use include propane, biodiesel 5 and 20.
Electrifying vehicles and equipment
Since 2017,14 battery electric(BEV)cars and 2battery electriccargo vans have been added to the City
of Kitchener fleet, resulting in a 75% reduction in operations and maintenance costs when comparing
BEV cars and their traditional internal combustion engine (ICE) counterparts. This year (2024) the City
plans to transition several cargo vans and two ice-resurfaces to electric. These efforts continue to
TransformWR action 2.1.2 to
implement a transition to zero-emission vehicles for municipal fleets, working towards a goal of at least
When considering only cars in the fleet, this
goal has already been achieved, however when looking at all passenger fleet vehicles, only about 4% are
electric or zero-emissions.
There isalso a concerted effort to electrify small hand tools and equipment, turf maintenance
equipment, as well as utility vehicles as these are widely available and there is budget to procure them.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Like vehicles, there are some limitationsto electrifying smaller equipment, particularly battery life
which is not long enough to support some crews for an entire shift (e.g.,parks and forestry). Staff will
continue toseek options and opportunities to remove this barrier(e.g.,throughseeking opportunities
formoreintegrated and mobile charging solutions).
EV Charging Infrastructure
Along with BEVs,the City owns 45 EV Charging Stations at various locations throughout the City. Mostof
these stations are fleet facing only witha small number available for public use. 20 of these stations
were added to the network through the Zero Emissions Vehicle Infrastructure Program (ZEVIP) funded
by Natural Resources Canada whichthe City received in 2021.There is one level 3 charger at the
Kitchener Operations Facility, and the remaining ports are for level 2 charging.
EV Charging Station Asset Management Plan(AMP)
While fleet vehicles are not newcorporateassets, the charginginfrastructure to support them is
relatively new. Installing, owning, and managing EV chargers is a new responsibility within the
organization. The development of an asset management plan for thisinfrastructurewill support the
management, maintenance,and decision-makingabout the future charging infrastructure system.
Decisions such assizing,capacity,and geographic spread of the stations, creatinga forecast for
replacements, further deploymentand to enable more integrated charging systems with solarand
batterypotentialon location.This work will be supported by the Sustainability Office,Fleet,GIS,and
Asset Managementand is anticipated to be complete in 2025.
Zero Emissions Vehicle (ZEV) Transition Strategy / Sustainable Fleet Strategy
Building on the work of the Fleet AMPandEV Station AMP, a ZEV Transition Strategy will help to
position fleet to both electrify fleet vehicles and look forward to implementing other zero-emissions
technologies as they become available. This will also help prepare for Provincial and Federal targets for
ZEV saleswith more models anticipated. In December 2023 the Federal Government put in place a sales
mandate to ensure at least 20% of new light-duty vehiclessales will be ZEV by 2026, at least 60% by
2030 and 100% by 2035. Also outlined are goals for medium and heavy-duty vehicles including a 100%
sales target by 2040 for a subset of vehicle types based on feasibility. Fleet has already exemplified their
commitment to electrifying vehicles and equipment where currently feasible, this strategy can provide
the opportunity to explore solutions for user groups facing operational constraints to electrification.
Another key component of this work will be to assessinfrastructure needs (EV Charging Station) as the
electrified fleet expands. Attention will begiven to the capacity of our network of charging stations, and
also the electricity grid. This work will need to engage with Enova and other local energy stakeholders to
ensure the pace we electrify is in line with the power supply. This project will be completed by an
external consultant in 2025 and managed by Fleet with support from the Sustainability Office.
Alternative Fuels
\[ƚǞĻƩ /ğƩĬƚƓCǒĻƌƭ
Acknowledging the limitations heavier-duty vehicles have when it comes to zero-emissions options,
alternative fuels can be an effective and simple way to reduce emissions in this vehicle category. Drop-in
fuels, or those that can be used one-for-one without having to make changes to a vehicle are
particularly attractive given the simplicity in implementing them. The fuels listed below are examples of
temporary emission reduction measures until zero-emission options are available across the entire fleet.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Biodiesel 5, Biodiesel 20,and Ethanol Blend 10%
Since 2011fleet has been using biofuel blends to replace traditional petroleum diesel and gasoline.
These have mostly included Biodiesel 5% and Ethanol Blend 10%, replacing the majority of traditional
diesel and gasoline, respectively. In addition to having a slightly lower emissions factor compared to
their full petroleum counterparts, the biodiesel or biofuel components are made from renewable
sources (e.g.,vegetable oil), are biodegradable and are generally less toxic.ABiodiesel 20%blend(which
has lower emissions than a 5% blend), is used instead of Biodiesel 5% in the summer months (May
October). It can only be used during this time as it is less stable thanBiodiesel 5% and does not perform
well in colder temperatures.
Renewable Diesel
One limitation to biodiesel blends is that higher concentration blends are not stable in colder
temperatures. An alternative that performs better in colder climates is renewable diesel. Like biodiesel,
renewable diesel can be made from feedstocks such as vegetable oil, however it is processed in a
different way resulting in a productthat does not have the same limitations as traditional biodiesel
blends. Further to this, renewable diesel does not need to be blended with petroleum diesel, resulting
in an even lower emissionfactor up to 70-80% belowtraditional petroleum diesel.
Propane
Fleet has also introduced the use of propane by retrofitting existing diesel vehicles to run on propane
which hasanemission factor approximately 30% lower than diesel.Propane will continueto be relied on
as a temporary emission reduction measureuntil other opportunities present.
ĻƩƚğźƌƦźƦĻ 9ƒźƭƭźƚƓ CǒĻƌƭ
Hydrogen
There is potential for hydrogen to play a role in many sectors as they move towards a net-zero future.
The Province of Ontario and Government of Canada alike have Hydrogen strategies that outline its
uce and store green hydrogen which uses
electricity at off-peak times to separate pure hydrogen gas (H) from water (HO). The City of Kitchener
22
has already proven its interest in hydrogen by partnering with the University of Waterloo on a feasibility
study to produce and store hydrogen within the City.
-emissions solution for heavier-
duty vehicles that face limitations to electrification (vehicle size, climate, etc.). Hydrogen-fuel cell
electric vehicles (FCEV) that use hydrogen to produce electricity on board are fairly limited in supply, but
more are becoming available. Another option may be to use hydrogen-diesel co-combustion which
involves retrofitting existing diesel vehicles with a conversion kit, allowing hydrogen to supplement
diesel usage. Staff will continue to assess the feasibility of piloting this emerging technology.
2.3.4Fleet Integrated Renewable Energy& StorageSystems
As the electrified fleet continues to expand, attention will need to be given to the impact this will have
on the wider electricity grid. This challenge can provide a chance to explore innovative solutions with
Enova and other local energy stakeholders. These include Energy Storage, Vehicle to Grid Initiatives and
Integrated Energy Systems.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
All these solutions rest on the same idea to supplement onpeak electricity demand and provide a
load displacement opportunity. For instance, the Kitchener Operations Facility already has 25 EV
charging stations. Another large influx of chargers and thus demand on the electricity grid may pose
some issues when it comes to supply. On-site solutions for energy storage (batteries to store electricity
generation during off-peak times), or energy generation (solar to charge BEVs, excess stored in batteries
or put back into the grid), can position the City well to confidently expand their electrified fleet.
2.4Streetlights
Streetlights have completed an extensive retrofit to LED lighting. Annually, approximately 50% of the
utilitycost avoidance from the Streetlight LED Light Retrofit Management Project is directed to the
energy reserve fund. More recently ornamental street lighting was also converted to LED and once debt
is paid off, it is anticipated that 50% of these energy savings will transfer to the Energy Reserve Fundas
well.
2.5Staff Travel
This new focus area offers a more wholistic view of staff travel todeliver service to the communityby
including personal vehicle use.The City of Kitchener is a member of TravelWise, an internationally
recognized workplace program available to employers across Waterloo Region. The program aims to
encourage employees to take transit, cycle, walk and carpool to work instead of driving alone. This
program supports staff using active transportation for work-related purposes, including a corporate GRT
Transit Pass, carpool matching software and reimbursement for emergency rides home.
2.6Corporate Waste
Waste generated within City facilities and in public spaces including parks and at road-levelis collected
by varying City divisions and third-party haulers before making its way to local transfer stations. Waste
generated outside facilities and waste generated inside facilities will require different approaches when
it comesstrategies to reduce waste production.
The City is legislated under Ontario Regulation 102/94: Waste Audits and Waste Reduction Workplans to
conduct an annual waste audit for City Hall. This reportnot only estimates annualwaste production and
diversion ratesat City Hallbutmakes recommendations for a waste reduction work plan.Some specific
recommendations of the Waste Reduction Work Planin the 2022 Auditinclude:
Consider targets for diversion rates for different wastestreams including mixed recyclables
(95%), compostable fibers(85%), food/organic waste (90%)
Education andpromotion regardingwaste reduction
Developing a Corporate Waste Strategy is a nextstep for the organization in gathering a wholistic view
of corporate wasteand identifying opportunities and strategies for reduction and diversion.
2.7Implementation
2.7.1Capacity Building, Readiness and Timing
The timing of deployment of actions can depend on internal and external readiness. Internally such
factors as resource capacity (e.g.,literacy, financial or staffing), and externally (e.g.,marketreadiness,
partneravailability, legislativerequirements). Staff will continue to build capacity and support readiness
to accelerate action implementation.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Corporate Climate Change Literacy Modules
Staff are working to develop a literacy moduleto be delivered via the City of Kitchener
Management System (LMS). Theintroductory module is designed to inform staff onthe impact of
burning fossil fuels, local impacts of climatechange, our sources of Corporate GHG emissionsand
pathways to net-zero. Participantswill be more aware and more likely to consider climate action not
only in their work, but also at home.
Upon the successful roll-out of Module #1, staff will work to develop additional modules to introduce
specific work the City has done to reduce GHGs and to develop an internal conduit to deliver content to
ensure staff across the organization are aware of and up to dateon matters ofsustainability within a
municipal setting.
Centralized email address
Acorporateemail addressto provide a conduit for energy related discussionwill beestablished.
2.7.2Partnersand Engagement
Project Teams and Staff
All actions in this plan rely on collaboration across departments and some also benefit or rely on cross
organization and/or sectoral collaboration in the community. Staff will continue to identify and bringthe
right people to the table to accelerate and implement the work.
Kitchener Climate Change and Environment Advisory Committee
In August 2022, the Terms of Reference for this long-standing environmental-related advisory
committee was expanded to includesupporting and advising Council on implementing climate change
goals and policies.Staff will continue to engage this advisory committee on implementation of this and
other related work.
Community
Staff will seek to engage the public in this work. It is important that the community and facility patrons
understand the contribution our facilities and services make to corporate GHGs and the kinds of changes
that will support GHG reduction.Community members arepartners in this work.
Data holders
Kitchener Utilities, Kitchener Fleet SystemsSpecialists, local School Boardsand Enova hold key utilities
consumption datainsupport this work. There is a need to continue to prioritize support for the systems
and staff capacity that maintain and share this data.
For City facilities that areoperated by another party and there is utilities cost recoveryor sharing
arrangement in place,staff will seek third party utilities data sharing arrangementsfor The Museum,
Kitchener Public Library,Centre in the Square, Conrad Centre for PerformingArts, Homer Watson
Gallery House,and theGymnastics / Judo Centre.
Enova
Staff will continue with quarterly meetings with Enova staff to ensure continued information sharingas
we continue to electrifyand expand our renewable energyproduction including solar powergeneration.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
SWR
Sustainable Waterloo Region (SWR) is a social enterprise nonprofit. The City of Kitchener is apledging
member of its Impact Network (formerly Regional Sustainability/Carbon Initiative).Their program
offerings focus on organizational sustainability practices and target setting, commuting options,
regenerative building practices, community greenhouse gas impacts, and electric vehicle adoption.
City of Kitchener will continue:
To maintain itsmembership and reviseitscorporate targetwithin the Impact Networkwith
Council support of this report,
YearlyreportingAnnual Member Survey,
Its membershipin Travelwise,
To leveragetheDrive Zero program buildingcorporate literacy and support for net zero vehicle
adoption.
Research and Innovation Partners
Staff will continue to work with universities, colleges,and local business/innovation sectorto accelerate
climate action.
2.7.3Funding Net-Zero
Expanding existing Funding Sources within our control
Climate action as described in this plan is an investment. Municipalities are scaling up and directing
funding sources within their control to accelerate corporate climate action work. Forthe City of
Kitchener to be successful in moving towards net-zero by mid-century, funding for the work must be
prioritized. It is eestimated that $250M in additional capital fundingisneeded over the next 25 years or
$10M/year. For context, a 1% increase to t
There is an urgent needto assess the potential and value of establishing additional funding from sources
within our direct control.
Energy Management Reserve Fund
The total current asset replacement value (CRV) of City-owned facilities equals $1,950 million. Facilities
receive annual average funding of $12.3 million, significantly less than the 2016 Canadian Infrastructure
Report Card (CIRC) recommended reinvestment rate of 1.7%-2.5% of CRV, which would maintain
facilities in a state of good repair. This funding difference results in a significant annual funding gap, and
the addition of GHG reduction measures will further increase this gap. However, as asset management
practices mature organizationally, and strategies that prioritize and align capital renewals with GHG
reduction pathways are employed, it is expected that the funding gap can be reduced while also
achieving GHG reduction targets.Currently this reserve fund invests in work that supports the net-zero
facilities pivotalong with other related works across the organization.
Due to progress made across our assets, projects with a short-
are now very limited across the organization. Consideringthis and in preparation to support the
necessary framework and projects of CorCAP2.0, a second-generation Reserve Fund Policy FIN-RES-2036
was endorsed by CLT with an administrative policy update on November 22, 2023. The priority focus for
project funding from the Reserve Fund is to support projects that enable:
a.Energy conservation (using less energy, using energy more efficiently)
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
b.Fuel switching (conversion to lower carbon energy sources)
c.Generating renewable energy (local renewable energy for corporate use)
d.Funding consultancy to support projects that are anticipated to enable a, b, c, or e.
e.Identify and provide matching funds for related grant applications /external funding opportunities
to enable a, b, c, or d.
Facilities-related projects seeking funding will be evaluated by prioritizing projects resulting in the greatest
reduction in GHG emissions. Any projects with a short-term ROI (1-5 years) will also be prioritized to
accelerate available funds in the reserve and continued progress. Projects with a longer ROI will not be
excluded.
The Funding sources for the Reserve Fund have expanded to include:
1.Streetlight LED Light Retrofit Management Project utility cost avoidance (annual transfer of
approximately 50% of total cost avoidance)
2.FM utility accounts (water, natural gas, electricity, and propane) (annual transfer target at 75%
of total cost avoidance)
3.Budget adjustment from FM utility accounts (permanent budget reallocation)
These new funding sources support accelerating the most impactful projects anticipated to result in
reducing corporate GHG emissions. An SOP and project evaluation form will complement the policy. The
policy is set for review in November 2026.
Fleet Replacement Reserve Fund
The entire City of Kitchener fleet is valued at approximately $75 million and average annual funding of
approximately $7.5 million is used for vehicle replacements and additions to the fleet. Fleet
replacements and additions are funded by the Fleet & Equipment Replacement Reserve Fund which is
financed by fleet user groups based on straight line depreciation of their vehicles. In other words, every
year user groups pay into the reserve an amount equivalent to the yearly depreciation of their vehicles.
Acknowledging the higher upfront costs of EVs(approximately 20% higher than traditional ICE vehicles),
and the capital investment needed for infrastructure to support them (e.g.,EV charging stations); each
year a portion of the Reserve Fund ($50,000) is allocated to support initiatives for greeningthe City
fleet. Despite this, the Reserve is still underfunded due to inflationary pressures across the entire new
vehicle market in addition to higher up-frontcosts to replaceICE vehicles withBEVs. These factors have
combined to accelerate the annual spending against the Reserve which is now anticipated to fall into a
deficit by 2026including an annual greening the fleet funding gap of approximately $200,000.To
address this, the 2024 budget has approved $320K from Fleet Capital Reserves for upgrades to fleet
vehicles projected to have a GHG reduction of 38t COecompared to the ICE equivalent. However, this
2
is a one-time influx of funds, and thought must be given to other funding mechanisms to help close this
funding gap over the longer term.
Grants
Grants while not a sustainable source of fundinghave and do play an important rolein accelerating
corporate climate action work.The Federation of Canadian Municipalities (FCM) has many opportunities
for funding, including the Green Municipal Fund (GMF), an ongoing source withseveral streams that
support work related to climate action. Plans such as CorCAP 2.0 are often requirements for these
opportunities, however it is also necessary to have corporatesupportfor grant applications and
administration.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Advocacy
Advocacy to other levels of government is also prudent.
2.7.4Future Considerations
Refrigerant Fugitive Emissions
Direct (Scope 1) fugitive emissions from the leakage of refrigerants area future work consideration.
Refrigerants are used for arena ice-making and facility HVAC systems. Use of refrigerants in our facilities
is expected to increase over the coming years as additional heat pump systems are installed. The Global
Warming Potential (GWP) of proposed refrigerants should be reviewed and lower GWP refrigerants
should be selected where available. Future work could include the addition of reporting of these
emissions in Scope 1 and creation of standards for directions of refrigerant selection.
Embodied Carbon
Embodied carbon factors in the carbon emissions resulting from the raw materials, manufacturing and
transportation associatedwith building materials and supplies. As transparency in the supply chain of
materials improves, more opportunities are anticipated to emerge that will enable bringing embodied
carbon into decision-making. How to calculate/incorporate the embodied carbon of procured products,
how the supply chain can enable increasing transparency and tools that can enable embodied carbon to
be more easily factored into product procurement decisions is recommended for future consideration as
it is anticipated that over time industry will enable this level of transparency and accountability to be
possible. The procurement bylaw may be a place to include such considerations in the future. Staff
propose reporting on an embodied carbon indicator for new construction as this is achievable when
included as part of the scope of work for any new build.
2.7.5Informed and Integrated Decision Making
Policy Alignment
Moving beyond the actions listed in this report, the organization will continue to seek ways to embed
into every decision, the climate action direction set by Council.
Strategic Planning, Business Plans and Budgets
Business plans, workplans and budgets across the organizationwill invest in and accelerate high priority
GHG emission reductionand renewable energyopportunities.
2.7.6Accountabilityand Reporting
External Reporting Frameworks
\[ĻŭźƭƌğƷĻķ
For municipalities in Ontario, sustainability and climate change planning and reporting remain largely
voluntary, except forO Reg 507/18, which was revoked in 2023 and replaced by O Reg 25/23: Broader
Public Sector: Energy Reporting and Demand Management Plans.The regulation defines what public
agencies (including all municipalities) must report on regarding energy usage in their facilities, including
a summary of annual greenhouse gas emissions, and a description and results of anyenergy saving
activities.The next mandatory reporting cycle is July 2024.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
ƚƌǒƓƷğƩǤ
The City of Kitchener currently reports into two voluntary reporting frameworks Partners for Climate
Protection facilitated by the Federation of Canadian Municipalities (PCP) and Sustainable Waterloo
(SWR)Impact Network.
The PCP program has 5 milestones from creating a baseline emissions inventory to monitoring and
reporting results this report is intended to fulfil all 5 of these milestones.
involves yearly reporting to SWR on GHG emissions and reduction targets, as
well as projects the City would like to highlight.This providesthe opportunity to benchmark ourselves
against local peer municipalities.
Internal Reporting Frameworks
/ğƩĬƚƓ .ǒķŭĻƷƭ
A carbon budget is a lagging indicator and difficult to measure. It is not anticipated to meaningfully drive
decision making and therefore is not a focus for our organization. Broadly the overall trend towards net-
zeroover time is an important lagging ind
data in time for Earth Day (April 22) each year, as outlined in the following section.
wĻƦƚƩƷźƓŭƚƓ tƩƚŭƩĻƭƭ ƷƚǞğƩķƭ bĻƷΏĻƩƚ
There is a growing commitment to measure climate action progress and impact. The CorCAP 2.0 seeks to
develop and establish an evolutionary practice to drive the direction we want to join. Some indicators
presented below will look back at whether the intended result was achieved. They are not predictive,
but such indicators do clarify and confirm patterns that are occurring over time and may be in progress
(lagging indicators). By contrast other indicators look ahead, anticipate trends, can be predictive and
relevant to our objectives, informing direction towards or away from objectives.These indicators
(leading indicators) can evolve over time as the needs change and the work matures.
Currently there is useful data being collected regarding our fossil fuel use and our progress towards net-
zero. To date, the data has not been analyzed, integrated,or utilized to inform corporate decision
making. This is the intent of this second-generation CorCAP. Indicators currently availableto the
organizationwhich support gauging progress includecorporate and division (even facility and
equipment level)information. Strategicallyaligning and integrating reporting across the organizationwill
serve our progress monitoring well.Yearly, for the most recent year of data in time for Earth Daythe
Sustainability Office will report on the following corporate indicators:
Corporate
Total Consumption by Energy Source(GJ)
Total corporate electricitycosts($)
Total corporate natural gascosts($)
Total corporate propane costs
Total gasoline costs($)
Total diesel costs ($)
Total GHG emissions by Energy Source(TonnesCOe)
2
Total GHG emissions by Corporate Focus Area(Tonnes COe)
2
Renewable Energygenerated (solarkWh)
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
% of Energy consumption from fossil fuel sources
City of Kitchener New Construction as designed Embodied Carbon(Tonnes COe)
2
Corporate Spending on Carbon Pollution Pricing
Social cost of emissions from annual City energy usage ($)
Focus Areas
At the next level of granularity, Indicators at the divisional levelthat complement this work and will be
reported annually include:
CƌĻĻƷ
Total Energy Use by Fuel Type(unit)by fleet vehicle type
Energy/GHG per km
% ZEV fleet and equipment
%of Zero emissions light duty vehicles
CğĭźƌźƷźĻƭ
These indicators will be reported in theFacilities Asset Management Planning in Levels of Service annual
reporting.
2
Utility cost (Annual cost of energy $, Energy Cost per Intensity $/m)
Annual building energy consumption (all fuels) (GJ)
Annual GHG emissions by facility (Tonnes COe)
2
Annual GHG emission intensity by facility (kgCOe/m²)
2
Cost/Energy/GHGsby facility per hour of operation (arenas, community centres)
Renewable EnergyGenerated(kWh)
tƩƚƆĻĭƷ \[ĻǝĻƌ LƓķźĭğƷƚƩƭ
To aid in decision making at a projectlevel, where possible the following indicators maybeincluded:
Return on Investment (years)
GHG Reductions / $ spent
wĻƭĻƩǝĻ CǒƓķ LƓķźĭğƷƚƩƭ
Reserve fund indicators are reported onannuallyby finance as part of the Budget process.
2.8Conclusion
In summary, these recommended actions position the City of Kitchener to pivot inthe direction of net-
zero. Across the entire organization we will strategically advanceactionsthat enable the City of
Kitchenerto be more energy efficient, fuel switch and generate renewable energy while working
towards a net-zero futurefor our organization.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
3APPENDIX A Corporate GHG Inventory, Baseline Adjustments&
Methodology
3.1Methodology
GHG emissions have been calculated using consumption data collected from utility bills for electricity
and natural gas, and from FLINT for fleet fuels.Table 3belowoutlines the emission factors used to
convert consumption data into GHG emissions for 2023. The most up to date emission factors published
by the Governments of Canada and Ontario have been used. For staff travel, an average emission factor
based on a variety of makes and models was used.
Table 3-Emission Factors
Emission Factor
Energy SourceUnit
(g COe /unit)
2
Electricity kWh0.03
3
Natural Gasm1.93
Biodiesel 5L2.70
DieselL2.71
Ethanol Blend (10%) L2.24
GasolineL2.32
PropaneL1.54
ElectricityL0.03
Staff Travelkm0.19
Wastemt481.70
3.2Assets intheGHG Inventory
To track and report on our Corporate GHG emissions consistently from year to year, it is important to
have a well-defined inventory of assets and sources that are included and updated in corporate GHG
reporting. 4below outlines the assets and sources reported on in each focus area.
Table 4-Assets and Sources included in GHG Inventory
Focus AreaSources
Facilities 85 facilities
All on-road heavy, medium, and light duty vehicles and off-road equipment (loaders,
Corporate backhoes etc)that use 6 different types of fuel.Given the process by which small
Fleet& handheld equipment isre-fueled, it is difficult to accurately tracktheir fuel
Equipment consumptionand therefore handheld equipment isnot included in the GHG
inventory for fleet.
Streetlights Outdoor Streetlights
Waste collected from city facilities and street level / park waste receptacles including
Waste
large Moloks.
Staff Travel Staff mileage claims for personal vehicle use
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
3.2.12016 Baseline Adjustment
The Facilities Inventory that was used in the 2016 GHG Inventory (our baseline year)omitted several
buildings when compared to the 2022inventory. This omission makesit difficult to make afair
comparison and track progress on our current target of an 8% reduction by 2026, net-zero by 2050 and
any interim targets yet to be set.
To address this challengethe 2016 Baseline year has beenadjusted using the subset of emissionsfrom
buildings ƓƚƷ in the 2016 inventory, but that were in the 2022 inventory, when the criteria for inclusion
was formerly endorsedand applied to this reporting.
ownership/control in 2016 and therefore would have met the Facilities Inclusion Criteria, were used.In
certain cases wheremajor renovations or retrofits were identifiedthat would have impacted energy
consumption, data from before the work took placewas used.Considering this, 18 buildings were used
in the adjustment calculation. The sum of their2022(or earlier)emissions was simply added to the
facility GHG emissions initially reported on in 2016.
44-50 Gaukel Street CommercialHomer Watson House and Gallery
79 Joseph Street CommercialHuron Natural Area Comfort Station
Bridgeport Child Care Centre Kitchener Public Library
Cameron Heights PoolThe Boathouse
Centre in the Square The Registry Theatre
Downtown Community CentreThe Museum
Grand River Recreation ComplexVictoria Park Comfort Station Jubilee
Gymnastics/Judo CentreVictoria Park Machine Shop
Harry Class Pool PumphouseVictoria Park Pavilion
The 2facilitiesin boldaboveare buildings that were added to the inventory between 2020 and 2021,
based on the Facilities Inclusion Criteria(outlined below), a third building, the Conrad Centre for the
Performing Arts, was also added based on the criteria, however it was not owned by the City in 2016
and therefore not included in the baseline adjustment. The remaining 16 buildings were added to the
inventory around 2019/2020, but it is unclear why they had notbeen included in previous years.
This now means that our GHG baseline is12,3330 tCOe, and thus our target absolute GHG emissions for
2
2026 is 11,343 tCOe, as outlined in Table 5below.
2
Table 5-Previous vs Adjusted Baseline and Target
Previous(Ʒ COe)Adjusted (Ʒ COe)
22
2016 Emissions Baseline10,19111,514
2026 Absolute Emissions Target9,37610,593
3.2.2Facilities Inclusion Criteria
th
On October 27, 2022, CLT approved the inclusion criteria listed below. Based on these criteriaand
from this date onward,the City of Kitchener corporate GHG inventory includes facilities that meet these
criteria.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
1.SFU scale rankinclude facilities that rank SFU 3, 4 or 5
The Supporting Functional Use (SFU) scale is used as a best practice in asset management to
rate buildings critical to City operations. On this scale, facilities ranked 1 are low and those
ranked 5 are the most critical to City operationsand
2.Ownership status include facilities for which:
i.the City owns and operates the facility, or
ii.the City owns the facility, and it is operated by another party, or
iii.the City rents/leases from another partyand
3.Utility bill payment responsibility-include facilities where:
i.the City pays for utilities, or
ii.the City has some cost recovery/sharing arrangement in place with the facility operator, or
iii.there is direct payment of utility bills by the operator (no cost sharing)
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
4AppendixBSummaryof CorCAP 2.0: tźǝƚƷ bĻƷΏĻƩƚ Actions by
Division
Facilities:
1.Design and Implement a Corporate 8.Complete a facilities GHG reduction
Energy Management Programpathway for a suite of high priority
2.Continue to build out and integrate facilities
corporate energy management 9.Develop an Arenas Strategy
practices and team10.Develop a Pools Strategy
3.Assess NRCAN 50001 Ready Navigator11.Develop a Facilities Acquisition Strategy
4.Develop Energy Management Policy12.Develop a Facilities Decommissioning
5.Establish an Energy Management Strategy
MonitoringSystem 13.Develop a Corporate Solar Strategy
6.Establish a Facilities Energy 14.Monitor and assess expanding Cold
Management Technical Advisory Water Ice Pilot
Committee15.HVAC Fuel Switching modelling
7.Develop a Corporate Green Building 16.Complete legislated O.Reg 25/23
StandardReporting
Fleet & Equipment:
1.Update Fleet Asset Management Plan11.Develop SustainableFleet Strategy
2.Continue to leverage fleet telematics 12.Continue to use Biodiesel 5 and
data and support driversBiodiesel 20
3.Continue Fleet User Working Group13.Test renewable diesel
4.Revise and update Corporate Fuel 14.Continue to use propane as a transition
Efficiency Policy (#316)fuel for medium and heavy-duty
5.Continue to support efficient fleet vehicles
driver behaviors15.Continue hydrogen research
6.Advance right-sizing effortscollaboration with University of
7.Continue to explore further route Waterloo
optimization16.Test Hydrogen co-combustion
8.Continue Fleet Equipment Review technology
Process17.Continue to assess and evaluate
9.Continue Fleet and Equipment potential of other lower carbon fuels
Electrification18.Ready organization for fleet integrated
10.Develop EV Charging Station Asset renewable energy storage
Management Plan
Corporate:
1.Corporate Waste Strategy3.Develop Corporate Climate Change
2.Continue corporate membership in Literacy Modules
TravelWise Program4.Establish Climate Action email address
36
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
5.Continue partner relations and explore 9.Continue to report to into FCM PCP
new opportunities10.Continue Corporate Reporting on
6.Continue to implement new climate Progress to Net-Zero
change inclusive TOR for Advisory 11.Assess expanding opportunities within
Committeeour control to fund the Net-0
7.Impact Network anticipated funding gap
Commitment12.Continue corporate admin grants
8.support
Annual Member Survey13.Continue advocacy for climate action
37
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
5Appendix CMetrics and Data Sources
TypeMetricData Sources
Utility (Gas and Electricity) Bills provided by
Total Consumption by Energy
Corporate utility,Fuel consumption provided by Fleet
Source (GJ)
Systems Specialist pulled from FLINT.
Consumption data by energy source
Total GHG Emissions by Energy
Corporate multiplied by applicable emission factor
Source (t COe)
2
from verified source.
Consumption data by focus area multiplied
Total Annual GHG Emissions by
Corporate by applicable emission factor from verified
Corporate Focus Area (t COe)
2
source.
Annual Renewable Energy
Corporate Metered by Enova
Generated (kWh)
Energy consumed (GJ) from fossil fuels
% of Energy Consumed from Fossil
Corporate(natural gas, fleet fuels, propane) divided by
Fuels
total energy consumed (GJ) x 100.
Total cost of electricity, natural gas,
Corporate Annual Total Utility Costpropane, diesel, and gasoline for the assets
included in GHG inventory.
Annual Fleet and Facilities GHG emissions
Corporate Spending on Carbon (tonnes COe) x minimum national carbon
2
Corporate
Pollution Pricing price for reporting year (Carbon Pollution
Pricing)
GHG emissions from all sources (tonnes
COe) x Environment and Climate Change
2
Corporate Social Cost of Carbon
carbon ($/tonne) (ECCC Social Cost of GHGs)
Fleet & Fuel Quantities x applicable conversion
Total Energy Use by Fuel Type
Equipment factor (L x GJ/L)
Fleet & Total Fleet GHGs / total KM driven (for on-
GHG Per KM
Equipment road passenger vehicles)
Fleet & % of fleet and equipment that are # of ZEV emission vehicles & equipment /
Equipment zero emissionstotal fleet assets (all categories)
# of ZEV emission vehicles / Light-duty
Fleet & % of Light-duty fleet that is zero-
vehicles (cars, SUVs, Van & Chassis > 4,500
Equipment emissions
kg)
Totalannualcost of all fleet fuels (gasoline,
Fleet & ethanol 10, diesel, biodiesel blends,
Annual Fuel Cost
Equipment propane)from Fleet Systems Specialist via
Flint
38
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
TypeMetricData Sources
Total cost of electricity, natural gas and
Facilities Annual Utility Costpropane associated with Facilities in GHG
inventory via utility bills
Utility consumption x applicable conversion
Facilities Energy Use by Facility
factor (unit of energy x GJ/unit of energy)
Facilities GHGs by Facility -
Facilities Energy use by Facility Type-
Facilities GHGs by Facility type-
39
Policy No: GOV-BOA-2037
POLICY
Approval Date: February 12, 2024
Policy Title: Honorarium and
Reimbursementfor Advisory
and Quasi-Judicial
Reviewed Date: Click here to enter text.
Committees of Council
Next Review Date: February 2029
Policy Type: ADMINISTRATIVE
Reviewed Date: Click here to enter text.
Category: Governance
Last Amended: Click here to enter a
Sub-Category:Board & Committee
date.
Author: Mohammadali Aminaei
Chatroudi, Research Associate,
Replaces:Click here to enter text.
519-741-2200 ext. 7515
Dept/Div:Corporate Services/ Equity, Anti-
Repealed: Click here to enter a date.
Racism & Indigenous Initiatives
Team
Replaced by: Click here to enter text.
Related Policies, Procedures and/or Guidelines:
The Ontario Human Rights Code (OHRC) and the Accessibility for Ontarians with Disabilities Act
(AODA)
GOV-COU-005 Code of Conduct for Members of Council, Local Boards & Advisory Committees
GOV-COU-2025 Equity, Inclusion & Anti-Racism Policy
1.POLICY PURPOSE:
The City of Kitchener values the contributions and inclusion of diverse voices,
perspectives, experiences, and expertise on its advisory and quasi-judicial committees
and is committed to reducing barriers to participation by citizens in all aspects of public
participation.
This policy outlines honorariums to compensate and recognize the expertise and
professional experiences of members of the public participating on quasi-judicial
committees, and to recognize the expertise, professional experience, and lived experience
of members of the City's Equity and Anti-Racism Advisory Committee.
This policy further sets out standardized guidelines for staff to allow for reimbursement to
committee members that reduce barriers to participation in the form of transportation and
childcare. The intent is for this policy to evolve over time to ensure that all barriers to
participation are eliminated for individuals. Although not exhaustive, future
reimbursements may include dependent care (eldercare, disability care), technology, and
mileage.
This policy aligns with the City's commitment to developing and fostering an organization
where equity, inclusion, and anti-racism are core principles that help shape the City’s
policies, programs, services, and procedures (GOV-COR-2025).
2. SCOPE
POLICY APPLIES TO THE FOLLOWING:
All Employees
All Full-Time Employees All Union
Management C.U.P.E. 68 Civic
Non Union C.U.P.E. 68 Mechanics
TemporaryC.U.P.E. 791
Student I.B.E.W. 636
Part-Time Employees K.P.F.F.A.
Specified Positions only: Other:
Council Local Boards & Advisory Committees
This policy is only applicable to council’s advisory and quasi-judicial committees
and does not apply to honoraria for public engagement.
Honoraria will not be paid to members of City council who serve on committees.
There is no honorarium and/or reimbursement for those who represent another
committee or organization, or who are appointed to a committee by another
organization.
Advisory and quasi-judicial committee members/chairs will not receive honoraria
and/or reimbursement for attendance at meetings or events of any
subcommittees.
This policy is not applicable to the Grand River Accessibility Advisory
Committee,which is not a City of Kitchener specific committee and, therefore,
may have different and distinct needs and approaches to compensation and
honorarium.
3. POLICY CONTENT:
This policy section specifies the reimbursement and honoraria guidelines for all City of
Kitchener advisory and quasi-judicial committees.
3.1 REIMBURSEMENT GUIDELINES:
For the purposes of this policy, reimbursement refers to payment and/or in-kind services
provided to members of council advisory and quasi-judicial committees. Reimbursement
of expenses is designed to remove barriers to participation and is distinct from the
provision of honoraria or other forms of recognition. The reimbursement guideline follows
a needs-based model to mitigate against barriers to participation so that members of all
committees are not financially disadvantaged in any way as a result of their participation.
Volunteer members and chairs of all advisory and quasi-judicial committees are eligible
for reimbursement in accordance with the following guidelines:
Childcare
The costs of childcare that committee members incur will be reimbursed on an as-needed
basis. The maximum payable amount and additional information are provided in the
Standard Operating Procedure (SOP) and will be communicated to committee members.
Travel Costs
o Public transit pass:
Committee members will be eligible to have their bus or LRT expenses
covered for travel to and from the committee meeting, on the date of the
meeting, through the form of complimentary passes provided by the City.
o Parking:
Committee members will be eligible to park at the City facility where the
meeting is held, on the day and time of the meeting, at no cost through the
form of complimentary parking passes provided by the City. Committee
members requiring a parking pass will be required to advise the Committee
Administrator of this need and will be provided with the parking pass at the
meeting.
The City will accommodate the needs of committee members under the Ontario Human
Rights Code (OHRC) and Accessibility for Ontarians with Disabilities Act (AODA).
All reimbursement requests should be made directly to City staff responsible for supporting
the advisory committee (“Committee Administrators”).
The maximum payable amount and additional information are provided in the Standard
Operating Procedure.
3.2 HONORARIUM GUIDELINES:
For the purposes of this policy, honorarium refers to payment provided to members of
council advisory and quasi-judicial committees for expertise rendered that is fundamental
to the purpose of the committees. This policy uses an equity-informed model whereby the
focus is to prioritize the experiences of groups who have been historically
underrepresented or excluded, harmed by colonialism, systemic racism, systemic
barriers, ablism and/or other forms of oppression. The City acknowledges that the
honorarium is only a token of appreciation and that the rates are not reflective of the
invaluable experience these individuals offer to the City.
Committee members outlined in Schedule “A” will receive an honorarium for each
meeting they attend (in person or virtually) up to the maximum number of sessions
mentioned in the respective terms of reference. The attendance list recorded in the
minutes will determine the total honoraria for the year. The rates and payment conditions
for eligible quasi-judicial and advisory committees are reflected in Schedule “A”.
A T4A must be issued to an individual whose honoraria exceeds $500 in a calendar year.
4. SCHEDULE A.
The following tables outline the rates and conditions for quasi-judicial and advisory
1
committees eligible for an honorarium.
No. Quasi-judicial Committees Honorarium Rates Payment Condition
Chair(s): $175
Per meeting attended/by cheque or EFT / Bi-
Committee of Adjustment
1
annually
Members: $150
Chair(s): $125
Per meeting attended/by cheque or EFT / Bi-
Property Standards Committee
2
annually
Members: $100
Advisory CommitteeHonorarium ratesPayment Condition
No.
Equity and Anti-Racism
$150 (all members) Per meeting attended/by cheque or EFT / Monthly
1
Advisory Committee
1
Honorarium rates were determined by analyzing several factors and through internal and
external engagement (focus group, informant interviews, and consultation with CLT).
5.HISTORY OF POLICY CHANGES
2024-02-12 -2024-049
2024Climate Change and Environment Committee
City of Kitchener Staff Support Contact List
NAMETITLEDepartment/Division CONTACT DETAILS
519-741-2200 ext. 7322
Corporate Development Services,
Anna Marie
Sustainability Office of the General
Cipriani
ANNAMARIE.CIPRIANI@KITCHENER.CA
Officer Manager
519-741-2200 ext.7068
Senior
Carrie Development Services,
Environmental
Musselman Planning Division
CARRIE.MUSSELMAN@KITCHENER.CA
Planner
519-741-2200 ext. 7137
Development Services,
Sustainability
Hilary Irving Office of the General
Advisor
HILARY.IRVING@KITCHENER.CA
Manager
519-741-2200 ext. 7648
Manager, Policy and Development Services,
Natalie Goss
Research Planning Division
NATALIE.GOSS@KITCHENER.CA
Executive Assistant Development Services, 519-741-2200 ext. 7407
Shannon
and Committee Office of the General
Lodenquai
SHANNON.LODENQUAI@KITCHENER.CA
Administrator Manager
City of Kitchener Directory
Climate Change and Environment Committee Councillor Contact List
NAMETITLEDepartment/Division CONTACT DETAILS
519-741-2200 ext. 2786
Councillor City Councillor, Office of the Mayor
Stephanie Stretch Ward 10 and Council
STEPHANIE.STRETCH@KITCHENER.CA
519-741-2200 ext. 2784
Councillor Scott City Councillor, Office of the Mayor
Davey Ward 1 and Council
SCOTT.DAVEY@KITCHENER.CA
City Council Directory
As of February 6, 2024