HomeMy WebLinkAboutDSD-2024-074 - Corporate Climate Action Plan (CorCAP) 2.0 Pivot: Net Zero
Development Services Department www.kitchener.ca
REPORT TO: Planning and Strategic Initiatives Committee
DATE OF MEETING: April 22, 2024
SUBMITTED BY: Anna Marie Cipriani, Corporate Sustainability Officer, 519-741-2200
ext. 7322.
PREPARED BY: Anna Marie Cipriani, Corporate Sustainability Officer, 519-741-2200
ext. 7322
Hilary Irving, Sustainability Advisor, 519-741-2200 ext. 7137
Luke Reesor-Keller, Project Manager, Facilities and Energy
Management, 519-741-2600 ext. 4610
WARD(S) INVOLVED: Ward(s)
DATE OF REPORT: April 3, 2024
REPORT NO.: DSD-2024-074
SUBJECT: Corporate Climate Action Plan (CorCAP) 2.0 Pivot: Net-Zero
RECOMMENDATION:
That the 2023 City of Kitchener Corporate greenhouse gas (GHG) emissions inventory
update be received for information; and,
That Council endorse a corporate 2050 net-zero target; and,
That the second-generation Corporate Climate Action Plan (CorCAP) 2.0Pivot: Net-
Zero, Attachment A to DSD-2024-074 be endorsed;and further,
That the Corporate Climate Action Plan (CorCAP) 2.0 Pivot: Net-Zero, Attachment A
to DSD-2024-074, be submitted to the Federation of Canadian Municipalities, Partners
for Climate Protection Program in support of renewed Milestones 1 - 3.
REPORT HIGHLIGHTS:
Corporate Climate Action Plan (CorCAP) 2.0, Pivot: Net-Zero (Attachment A to report
DSD-2024-074) provides a progress update to the end of 2023 on
corporate GHG reduction target. Currently a 5% GHG reduction is noted from 2016-
2023. It is uncertain if this reduction will be sustained without continued intentional
changes to our operations. There are two promising trends - sustained reduction in
GHGs from streetlights and a potential decoupling of growth and GHGs in Corporate
Facilities and Fleet and Equipment.
The report also ushers a second-generation corporate climate action plan for the City
of Kitchener and seeks endorsement of a net-zero by 2050 target for the organization.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
The plan strategically focusses on and prioritizes Facilities (Arenas, Administrative
Buildings, and Pools) and Fleet and Equipment areas where the most significant
impact can be made in reducing corporate GHGs.
The three overarching pathways to net-zero are identified as energy efficiency, fuel
switching and generating local renewable energy.
Setting a net-zero target means pivoting our organization. The focus now in our work
towards a net-zero 2050 target is in driving down corporate emissions through the three
pathways and in the future ensuring that any persisting corporate GHG emissions are
removed from the atmosphere.
There are 47actions in the plan to 2027(Attachment Bto report DSD-2024-074) that
are foundational to further defining the roadmap of our pivot to net-zero; also outlined
are action timelines and resourcing.
Staff intend to report the progress on several indicators yearly near Earth Day
(Attachment A to report DSD-2024-074, Pivot: Net-Zero Appendix C)
The financial implications of the organization achieving net-zero are roughly estimated
at $250M in additional capital funding over the next 25 years or $10M/year.
Community engagement on the plan included
Change and Environment Advisory Committee
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:
Councilpreviously declared a climate emergency. A first-generation corporate climate
action plan was endorsed by Council (DSD-2019-094) and closed-out on March 7, 2022
(DSD-2022-072). This is a second-generation corporate climate action plan. Pivot: Net
Zero (Attachment A) presents 47 actions to be implemented through to 2027 (Attachment
B) that are anticipated to position the organization well in a pivot to net-zero emissions by
2050. Actions are focussed on reducing GHG emissions in Facilities, and Fleet and
Equipment; as these focus areas offer the greatest opportunity for impact.
If business as usual continues, our community is anticipated to experience a 5°C increase
by the 2080s. We are currently at 1.1°C higher and it is anticipated that at 2°C higher than
pre-industrial temperatures, the worst impacts of climate change will be experienced. GHG
emissions persist in the atmosphere for decades or longer. This underscores the urgency
of climate action work and the need for deep, rapid, and sustained GHG emission
reductions, achieved by an energy transition and marked by following the pathways of
energy efficiency, fuel switching and generating local renewable energy. The magnitude of
a pivot from an 8% GHG reduction target to net-zero is significant. The implementation of
this second-generation plan will enable this pivot when coupled with significant investment
to do so at scale.
In the summer of 2021 through report DSD-2021-94, Kitchener Council endorsed the
Community Climate Action Plan (TransformWR). This plan adopted community GHG
reduction targets of 50 per cent by 2030 and 80 per cent by 2050. Since these community
targets were set in 2018, there has been a growing understanding and global consensus
that in order to avoid the worst impacts of climate change we need to achieve net-zero
emissions globally by 2050. Despite the 2050 community target being less than net-zero
and less than what is recommended today as best practice; the actions in TransformWR
set our community up for success in a net-zero future.
REPORT:
Our existing corporate GHG reduction target is 8% by 2026. From our 2016 baseline, in
2023 we are seeing a 5% decrease in corporate GHG emissions. In order to sustain these
reductions, Pivot: Net-Zero identifies 47 actions to 2027 strategically focussing on Facilities,
and Fleet and Equipment as these focus areas combined generate 90% of our corporate
emissions. Fossil fuels play an important role in our facilities (for space heating and domestic
hot water). Space heating alone accounts for approximately 80% of natural gas use at
facilities. While in our Fleet and equipment gasoline and diesel are significant. Gasoline is
used primarily for lighter duty vehicles and diesel in medium and heavy-duty vehicles.
The carbon intensity of different energy sources differs. Electricity is the source of 46% of
our corporate energy in 2023, yet only accounts for 12% of our corporate GHGs. Natural
gas by comparison is the source of 43% of our energy used in 2023 yet accounts for 65%
of our corporate GHGs. Transitioning to lower carbon energy sources can make a
significant impact on our corporate GHGs.
(56%). 85% of these GHG emissions are due to natural gas consumption used for space
and water heating. Certain facility types emerge as priority areas for making impact
including Arenas, Administrative Buildings and Pools (Attachment A Figure 4). Eight of
our top 10 emitting facilities fall into these three categories, including six within the Sport
Division (Arenas and Pools) (Attachment A Figure 5).
The Fleet Division at the City of Kitchener is an integral part to service delivery across
many departments. In total, Fleet is responsible for nearly 600 on and off-road vehicles
and equipment, and approximately 500 small handheld pieces of equipment. With strong
light duty
vehicles (LDVs). LDVs include cars, cargo vans, SUVs and smaller pick-up trucks and
they make up 40% of our fleet assets but are only responsible for 20% of fleet emissions.
The marketplace currently offers electric options for many LDVs,and thisvehicle type is
most ready to transition to zero-emission options. By contrast, the medium and heavy-duty
vehicle marketplace is limited in its offering of zero emissions vehicle options. Vehicles in
this category include dump trucks, large pick-up trucks (e.g., Ford 550) and fire trucks.
Medium and heavy-duty vehicles represent 35% of our total fleet assets and 63% of our
fleet and equipment emissions (Attachment A Figure 6). Therefore, even by electrifying
all of 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.
Pivot: Net-Zero -zero 2050target while maintaining our
current 2026 target of an 8% reduction from our 2016 baseline. There are 47 actions
(Attachment B) identified in the plan from 2024-2027 along with the anticipated year of
budget requests, target completion dates and the divisions that will lead and support these
actions. These actions are foundational to developing a roadmap that will align net-zero
actions best with multiple priorities across the organization (e.g., deferred maintenance,
asset renewal, capital planning), streamlining the most strategic approach to making
progress on a new net-zero target. Staff intend to report on progress indicators
(Attachment A, Pivot Net-Zero Appendix C) yearly near Earth Day. Scaling up and
directing funding sources within municipal control to accelerate corporate climate action
work is needed in addition to seeking outside support (e.g., through advocacy and grants).
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:
Significant capital investments will be required to sustain deeper corporate GHG reductions.
As technological solutions emerge and are deployed across our organization,we may see
financial benefits such as decreased capital expenditures and operational savings for
instance. It is estimated that $250M in additional capital funding will be needed over the next
25 years (or $10M/year) to work towards achieving net-zero GHG emissions by 2050. Such
a substantial investment in this corporate focus would likely require the use of several
financing options such as pursuing external grant funding opportunities, utilizing ongoing
potentially issuing debt, and consideration of
other funding 6M
in additional revenue. Ongoing advocacy with other levels of government for funding will be
important as the City will not be able to achieve this new target without significant funding
being provided from other levels of government.
COMMUNITY ENGAGEMENT:
Throughout the development of the report staff informed and consulted the Climate Change
and Environment Committee. Motions from the committee include the following:
January 18, -zero by
2050 target and incorporate periodic updates to the Climate Change and Environment
Committee.
February 15, metrics for
annual reporting on progress towards our corporate goal of net-zero carbon emissions by
.
March 21, 2024: That the committee endorse the draft City of Kitchener Corporate Climate
Action Plan 2.0 Pivot: Net-Zero, with emphasis on the urgent need to assess the potential
.
PREVIOUS REPORTS/AUTHORITIES:
DSD-2024-074
APPROVED BY: Justin Readman
ATTACHMENTS:
Attachment A Pivot: Net-Zero
Attachment B Pivot: Net-Zero Actions by Division (Appendix B)
CorCAP 2.0 Pivot: Net-Zero(2023-2027)
1Introduction..........................................................................................................................................5
1.1 Climate Change 101 and Local Impacts ........................................................................................ 5
1.2 The Context Regarding Net-Zero .................................................................................................. 5
1.2.1 Pivoting towards Net-Zero Future ........................................................................................ 5
Climate imperative to achieve net-zero............................................................................................ 6
Managing risk and preparing for opportunities ................................................................................ 6
1.3 Two generations of Climate Action at the City of Kitchener ........................................................ 7
1.3.1 First Generation .................................................................................................................... 7
1.3.2 Second Generation................................................................................................................ 7
1.3.3 CorCAP 2.0 Framework ......................................................................................................... 8
1.3.4 Influence and Impact ............................................................................................................ 8
1.4 Corporate GHG Inventory ............................................................................................................. 9
1.4.1 Variations in GHG Intensity ................................................................................................. 10
1.5 Strategic Priorities by Focus Area ............................................................................................... 11
1.5.1 Facilities ............................................................................................................................... 11
1.5.2 Fleet & Equipment .............................................................................................................. 13
1.5.3 Streetlighting ....................................................................................................................... 14
1.5.4 Staff Travel .......................................................................................................................... 14
1.5.5 Corporate Waste ................................................................................................................. 15
1.6 Historical Trends 2016 2023 .................................................................................................... 15
1.6.1 Noteworthy 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
2 The Plan Pivot: Net-Zero .................................................................................................................. 18
2.1 Corporate priority pathways ....................................................................................................... 18
2.2 Facilities Focus Area .................................................................................................................... 18
2.2.1 Defining a Net-Zero building ............................................................................................... 18
2.2.2 Facilities Energy Management Program ............................................................................. 19
Energy Management Practices ....................................................................................................... 19
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Energy Management Policy............................................................................................................19
Energy Management Monitoring System ....................................................................................... 19
Facilities Energy Management Technical Advisory Committee ...................................................... 19
2.2.3 Corporate Green Building Standard .................................................................................... 19
2.2.4 GHG Reduction Pathway Development .............................................................................. 20
2.2.5 Arenas Strategy ................................................................................................................... 20
2.2.6 Pool Strategy ....................................................................................................................... 20
2.2.7 Facility Acquisition & Decommissioning Policy ................................................................... 20
2.2.8 Solar Strategy ...................................................................................................................... 21
2.2.9 HVAC fuel switching modelling ........................................................................................... 21
2.2.10 Ice Resurfacing Pilot ............................................................................................................ 21
2.2.11 HVAC Fuel Switching ........................................................................................................... 21
2.3 Fleet and Equipment ................................................................................................................... 22
2.3.1 Fleet Asset Management Plan ............................................................................................ 22
2.3.2 Fleet Efficiency .................................................................................................................... 22
Fleet Telematics .............................................................................................................................. 22
Fleet Users Working Group ............................................................................................................. 22
Corporate Fuel Efficiency Policy ...................................................................................................... 22
Fleet Driver Training & Corrective Procedures ............................................................................... 23
Right-sizing ...................................................................................................................................... 23
Efficient Route Planning .................................................................................................................. 23
Fleet Equipment Review Process .................................................................................................... 23
2.3.3 Fuel Switching ..................................................................................................................... 23
Electrifying vehicles and equipment ............................................................................................... 23
EV Charging Infrastructure .............................................................................................................. 24
EV Charging Station Asset Management Plan ................................................................................ 24
Zero Emissions Vehicle (ZEV) Transition Strategy / Sustainable Fleet Strategy ............................. 24
Alternative Fuels ............................................................................................................................. 25
Lower Carbon Fuels ..................................................................................................................... 25
Biodiesel 5, Biodiesel 20, and Ethanol Blend 10% .................................................................. 25
Renewable Diesel .................................................................................................................... 25
Propane ................................................................................................................................... 25
Compressed Natural Gas......................................................................................................... 25
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Zero Tailpipe Emission Fuels.......................................................................................................25
Hydrogen ................................................................................................................................. 25
2.3.4 Fleet Integrated Renewable Energy & Storage Systems ..................................................... 26
2.4 Streetlights .................................................................................................................................. 26
2.5 Staff Travel .................................................................................................................................. 26
2.6 Corporate Waste ......................................................................................................................... 26
2.7 Implementation .......................................................................................................................... 27
2.7.1 Capacity Building, Readiness and Timing ............................................................................ 27
Corporate Climate Change Literacy Modules ................................................................................. 27
2.7.2 Partners and Engagement ................................................................................................... 27
Project Teams and Staff .................................................................................................................. 27
Kitchener Climate Change and Environment Advisory Committee ................................................ 27
Community ...................................................................................................................................... 27
Data holders .................................................................................................................................... 28
Enova ............................................................................................................................................... 28
SWR ................................................................................................................................................. 28
Research and Innovation Partners .................................................................................................. 28
2.7.3 Funding Net-Zero ................................................................................................................ 28
Expanding existing Funding Sources within our control ................................................................. 28
Energy Management Reserve Fund ................................................................................................ 28
Fleet Replacement Reserve Fund ................................................................................................... 29
Grants .............................................................................................................................................. 30
Advocacy ......................................................................................................................................... 30
2.7.4 Future Considerations ......................................................................................................... 30
Refrigerant Fugitive Emissions ........................................................................................................ 30
Embodied Carbon ........................................................................................................................... 30
Offset Policy .................................................................................................................................... 30
2.7.5 Informed and Integrated Decision Making ......................................................................... 31
Policy Alignment ............................................................................................................................. 31
Strategic Planning, Business Plans and Budgets ............................................................................. 31
2.7.6 Accountability and Reporting ............................................................................................. 31
External Reporting Frameworks ..................................................................................................... 31
Legislated .................................................................................................................................... 31
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Voluntary.....................................................................................................................................31
Internal Reporting Frameworks ...................................................................................................... 31
Carbon Budgets ........................................................................................................................... 31
Reporting on Progress towards Net-Zero ................................................................................... 31
Corporate ................................................................................................................................ 32
Focus Areas ............................................................................................................................. 32
Fleet .................................................................................................................................... 32
Facilities ............................................................................................................................... 32
Project Level Indicators ....................................................................................................... 33
Reserve Fund Indicators ...................................................................................................... 33
2.8 Conclusion ................................................................................................................................... 33
3 APPENDIX A Corporate GHG Inventory, Baseline Adjustments & Methodology............................. 34
3.1 Methodology ............................................................................................................................... 34
3.2 Assets in the GHG Inventory ....................................................................................................... 34
3.2.1 2016 Baseline Adjustment .................................................................................................. 35
3.2.2 Facilities Inclusion Criteria .................................................................................................. 35
4 Appendix B Summary of CorCAP 2.0: tźǝƚƷ bĻƷΏĻƩƚ Actions by Division ....................................... 37
5 Appendix C Annual Progress Reporting ........................................................................................... 38
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
1 Introduction
1.1 Climate Change 101 and Local Impacts
Climate change is a global problem being experienced and addressed at the local level in municipalities
across the globe. At its core (and the focus of this report), climate change is a result of decades of
burning of fossil fuels for energy. When fossil fuels are burned, they release greenhouse gases (GHGs)
into the atmosphere including carbon dioxide (CO) and methane (CH). This addition of GHGs to our
24
atmosphere keeps radiant heat in, warming the planet through the intensification of the 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°C higher than pre-industrial
(1850-1900) levels. It is anticipated that, at 2°C higher than 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 times as fast in Canadian Arctic communities.
Specifically in our region, local climate modelling completed in 2022 predicts 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 by an 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 heat waves
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.
consumption is anticipated to lead
towards a 5C increase in global average temperatures. This underscores the urgency of climate action
work and the need for deep, rapid, and sustained GHG emission reductions, achieved by an energy
transition off fossil fuels.
1.2 The Context Regarding Net-Zero
1.2.1 Pivoting towards Net-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
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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 like adding water to a bathtub; as long as you are adding more water to 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 fuel use for energy. This means making systemic changes to our activities and assets,
and treating interim emissions reduction targets as a guideline to indicate 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 from fossil fuels. First the guidance of organizations like the Intergovernmental Panel on
Climate Change (IPCC), acknowledges the 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 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 countries,
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 has a responsibility as an organization to do our part by addressing our
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
carbon technologies 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
highlights the financial risk of inaction regarding an energy transition. The City spent approximately
$654,000 on the federal pollution pricing benchmark in 2023 through 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 every tonne of GHG emitted from our
operations, there is additional damage to society felt through the impacts of climate change. According
emissions for 2023 can be equated to approximately $2.8 million in societal damages. Conversely, as
GHG emissions are reduced (or otherwise removed from the atmosphere), it will be possible to quantify
the benefit this has to society.
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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 requirements could 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.
1.3 Two generations of Climate Action at the City of Kitchener
1.3.1 First 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
starting around 2008.
In 2018, the City established the Sustainability Office, solidifying its commitment to climate action in our
corporate structure. In 2019 the office published the inaugural Kitchener Corporate Climate Action Plan
(CorCAP 1.0 - DSD-19-094), and reported on its progress.
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 declared COVID-19 a
Global Pandemic. This declaration brought a swift and significant drop in corporate GHG emissions
because of lockdowns that shut down 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.
The first generation CorCAP was closed out March 7, 2022 (DSD 2022-072) and the City of Kitchener
achieved FCM PCP Milestones 1-5.
1.3.2 Second Generation
This second-generation corporate climate action plan sets 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-zero target 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 policies along with the willingness to adopt and integrate promising
solutions as they become available. This second-generation plan seeks to orient the organization in
making sustained GHG reductions and in the direction of progress on this net-zero goal.
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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 focus on decarbonizing our
communities energy supply (Kitchener Utilities Clean Energy Strategy) and reducing our overall
community energy demand (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.
1.3.4 Influence 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 emissions and this focus is
the work of Phase 2 of this plan which includes Clean Energy Transition Strategy and
TransformWR our 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 scopes and as under our direct or indirect control. Scope 1 emissions are
under our direct control (e.g., corporate fleet and equipment and natural gas combustion in our
facilities); whereas scope 2 and 3 are indirect emissions. Indirect emissions are not in our direct control
(e.g., emissions from the electricity that is generated offsite that we consume at our facilities).
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
1.4 Corporate GHG Inventory
The City of Kitchener reports on GHG emissions in five corporate focus areas, presented below in Figure
1. These corporate focus areas are consistent across most if not all municipalities. GHG emissions are
calculated based on energy consumption (fuel, electricity, natural gas) and emissions factors from
verified sources (these details are further described in Appendix A).
1%
1%
8%
Facilities
Fleet & Equipment
Staff Travel
34%
Streetlighting
56%
Waste
Figure 1 2023 Corporate GHG Emissions by Focus Area
In 2023, the City of Kitchener emitted 10,947 tonnes of GHGs (COe). Ninety percent of these emissions
2
came from two corporate focus areas Facilities (56%) and Fleet & Equipment (34%), which is a typical
distribution when looking back 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 alone accounts for approximately 80% of facilities 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)
Facilities
Diesel
Biodiesel
Electricity
Ethanol Blend (10%)
Gasoline
Fleet & Equipment
Natural Gas
Propane
01,0002,0003,0004,0005,0006,0007,000
t COe
2
Figure 2 - 2023 Facilities 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 1 below 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 away from fossil fuels unfolds, and with the introduction of renewable energy sources. These
savings could be used towards various financing mechanisms to support meeting the costs of this
transition.
Table 1 - 2023 Utility and Fuel Costs
Energy Source 2023 Cost
Gasoline (includes gasoline and ethanol blend) $956,502
Diesel (includes petroleum diesel and biodiesel blends) $1,086,535
Propane fleet & equipment $5,137
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Propane - facilities $14,808
Electricity $4,481,485
Natural Gas $1,115,797
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1.4.1 Variations in GHG Intensity
When it comes to GHG emissions, not all energy sources are equal. This becomes clear when comparing
energy consumption to GHG emissions for different energy sources (Figure 3). The variation in GHG
intensities between different energy sources becomes clear. For instance, electricity is the source for
46% of our corporate energy in 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.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Similarly, fleet fuelsaccount for 11% of total corporate energy used, but 22%of corporate GHGs
emissions.
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 (56%). Eighty-five
percentof 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.Certainfacility 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 4 2023 Corporate 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 - 2023 Top 10 GHG Emitting Facilities
1.5.2 Fleet & Equipment
The Fleet Division at the City of Kitchener is an integral part to service delivery across many
departments. In total, Fleet is responsible for nearly 600 on and off-road vehicles and equipment, and
approximately 500 small handheld pieces of equipment.
With strong and consistent support across the entire organization
possible fleet has added 14 battery electric vehicles (BEVs) to their fleet of light duty vehicles (LDVs).
LDVs include cars, cargo vans, SUVs and smaller pick-up trucks and they make up 40% of our fleet assets
but are only responsible for 20% of fleet emissions (Figure 6). The marketplace currently offers electric
options for many LDVs. This vehicle type is most ready to transition to zero-emission options.
By contrast, the medium and heavy-duty vehicle marketplace is limited in its offering of zero emissions
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 all of 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 allcorative post-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 has 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, reporting onstaff 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 GHGs from 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 from street 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%.
1.6 Historical Trends 2016 2023
Target setting is a common exercise amongst organizations, ushering in the magnitude and direction of
an intended change. In doing so, progress can be tracked against a set baseline year. Figure 7 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
promising trend, it is unknown whether this will be sustained in the coming years, or if it is a matter of
both internal and external influences that cause a fluctuation in energy consumption and therefore GHG
emissions. Table 2 describes the energy consumption and resultant greenhouse gas emissions over time
and shows how corporate GHG reductions overall have not been consistent nor sustained to date. The
sections that follow describe important trends seen in our progress during 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
e
2
O
C
t
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 - Corporate GHG Emissions vs Consumption by Focus Area
2016-2021 2016-2022 2016-2023
% Change
% Change in % Change in % Change in % Change in % Change in
in
Consumption Emissions Consumption Consumption Emissions
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 NA NA NA NA NA NA
Streetlighting -62% -74% -61% -73% -61% -71%
Waste +5% +5% +15% +15% +26% +26%
Grand Total - -13% - 1% - -5%
1.6.1 Noteworthy Trends in the data
Sustained GHG reduction in Streetlighting
Significant and sustained GHG reductions are maintained in the Streetlighting focus area. This is due to
the extensive, efficiency-focused LED conversion project 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 emissions in facilities and fleet focus areas. Kitchener is
among the fastest growing communities in Canada and likewise City of Kitchener service delivery is
expanding. We see growth in both facilities and fleet whose inventory of assets have both grown.
Facilities has acquired new buildings as the City seeks to expand services to the community and since
2017, fleet has expanded its pool by 100 vehicles (an increase of nearly 20%). This decoupling of growth
and GHG emissions is promising and can be sustained into the future by implementing Pivot: bĻƷ ĻƩƚ
actions.
COVID-19 Pandemic impacts on GHGs
The pandemic had significant impacts on service delivery. During this time fleet emissions increased
slightly (3%) due to restrictions that limited one staff member per fleet vehicle. This resulted in workers
driving alone 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 shutdowns resulted
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 learning from Covid-19 and this body
of work is that organizations can make swift and impactful decisions that impact corporate GHGs.
Electricity Grid
with 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 quarter of 2022 and (Table 2) Kitchener notes a 4% increase in natural
gas consumption and emissions. By comparison there were 1,179 HDD in the first quarter of 2023 and a
5% decrease in natural gas consumption and emissions.
Corporate and Community Emissions
Neither corporate nor community GHG emissions have experienced sustained reductions since 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 available to make sustained GHG reductions. This second-generation plan seeks to orient the
organization in the direction of making progress on a net-zero goal.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
2 The Plan Pivot: Net-Zero
2.1 Corporate priority pathways
In line with our Community Climate Action Plan called TransformWR there are three pathways to
sustained GHG reduction that emerge 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
The plan of actions that follow seeks to prioritize these three pathways in City of Kitchener Facilities and
Fleet & Equipment focus areas in order to best orient the organization towards a net-zero goal by mid-
century. These actions and reporting on them covers the near, short, and medium term of 2024-2027.
Actions are summarized in table format in Appendix B.
2.2 Facilities Focus Area
City facilities contribute the largest portion of Corporate GHG emissions while providing vital programing
space and services to the community. Facilities account for 56% of
emissions. These emissions represent the largest opportunity for GHG emissions reduction within City
capital planning and operations. The magnitude of the pivot from an 8% corporate reduction target to
net-zero facilities is significant. Sustained GHG reduction in facilities will be critical to reaching 2026 and
2050 targets.
The portfolio of the facilities focus area includes more than 60 major facilities spanning arenas, pools,
community centers, libraries, performance spaces, office, and maintenance facilities. Most of these
facilities are over thirty years old (average age approximately 42 years). Minimizing GHGs was not a
priority at the time these facilities entered service. Facilities were designed almost exclusively to 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 been the default and most economical design choice in our community. The
consideration of GHG emissions during facility design, construction and refurbishment is a newer
practice for both the City and the building industry. Energy systems are continuing to change. The costs
of carbon are anticipated to increase. Lower carbon technologies are increasingly being understood as
important to ensure municipal service delivery is resilient in the face of climate change.
2.2.1 Defining a Net-Zero building
The challenge is to bring the portfolio of facilities in line with the emissions reduction goals of 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 energy as much as
possible through an efficient building envelope, 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 be monitored and communicated to enable data
informed decision-making across the organization.
Energy Management Practices
Successful energy management requires vertical and horizontal involvement and commitment across an
organization. Every level of the organization is responsible and can be accountable for ensuring
continuous improvement and ongoing effectiveness of the energy management program. 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 system and
building a culture of structured energy improvement that are anticipated to lead to 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 policy is 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
Management and Sustainability Office staff will lead the 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 support more integrated and informed decision making
across the organization. The GIS team is well positioned to improve the current 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 who support strategic planning
and implementation of GHG reduction in facilities. The goal is 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 facilities design 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 and rewards of new
technologies.
2.2.3 Corporate Green Building Standard
The development and implementation of a Corporate Green Building Standard will provide clear
guidance to City projects including new buildings and existing building retrofits. Setting specific targets
for energy efficiency and sustainability goals will help ensure new projects and 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. Funding for this body of work was approved
in 2024 budget.
A community green development standard is currently in development across our region led by
WRCommunity Energy. Best practice when implementing a community standard is that the municipality
first enacts a more stringent internal standard. The internal standard development intends to
coordinate with the community standard development to demonstrate City leadership in this area.
2.2.4 GHG Reduction Pathway Development
Administrative Buildings and Pools) will be grouped together to identify a strategic sequence of GHG
reduction measures called way 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 across the
-term
The goal is the development of a long-range capital asset management plan
(AMP) for each facility to achieve GHG reductions. The development 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.
2.2.5 Arenas Strategy
This strategy is intended to inform, and guide integrated and informed strategic action in
existing arenas. Energy, asset management, community service delivery needs, and programming will be
integrated into this strategy. This is the top immediate priority due to the GHG emission per square foot
of facility and the relatively simple payback period.
2.2.6 Pool 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.
2.2.7 Facility Acquisition & Decommissioning Policy
Existing buildings can prove extremely challenging to retrofit whether the focus is GHGs or related to
other priorities such as accessibility, programming needs and new legislation. As part of a more
strategic, integrated, and coordinated asset management plan of our facilities, the development of a
Facility Acquisition Policy, and a Facility Decommissioning Policy is recommended. This is expected to
support more informed decision-making in prioritizing investment in facilities.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
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 the Kitchener Operations Facility under the
feed-in tariff (FIT) program developed to encourage and promote the use of renewable energy in
Ontario. In 2023 the 2,660-panel array generated 615,126 kWh of electricity, all of which was exported
back into the grid, resulting in approximately $390,605 of revenue. The FIT program ended in 2016 and
it is anticipated that 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 include a 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 City to 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.
2.2.9 HVAC 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 is funding 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, through an informed, data driven and 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 arenas as the use of cooler water for
resurfacings saves energy by reducing the amount of water heating needed and a reduced load on the
refrigeration plant. Currently this is being trialed at one location. If the pilot is successful, this will be
implemented at other arenas.
2.2.11 HVAC 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.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
2.3 Fleet and Equipment
In this focus area, the same pathways to net-zero apply. The City is focusing on fuel efficiency,
transitioning away from fossil fuels, and seeking to integrate renewable energy generation and energy
storage to support this transition.
2.3.1 Fleet Asset Management Plan
The most recent Fleet Asset Management Plan was completed in 2018 and is due to be updated based
on a 5-year revision timeline. This work will offer a holistic view of fleet and its assets and position fleet
well to make decisions regarding reducing GHGs as a priority.
Updating the AMP will provide the 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 to also 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 financing as 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.
2.3.2 Fleet Efficiency
Fleet Telematics
One hundred percent of City of Kitchener on-road fleet vehicles are equipped with telematics devices
that provide valuable data on fleet fuel consumption and driving behaviors including excessive idling,
harsh acceleration, harsh breaking and speeding all of which can result in increased fuel consumption
and GHGs. With this data in hand, fleet supervisors can identify and support improving these behaviors
on a driver-by-driver basis.
Fleet Users Working Group
The fleet users working group (FUWG) meets monthly and includes management from different
divisions that use fleet vehicles and equipment for service delivery. This provides the opportunity for
common issues amongst fleet users to be brought forward and discussed with input from multiple
divisions at the same time. Considering responsibility to reduce GHG emissions from vehicles, the
FUWG is an excellent existing conduit to support discussing fleet related matters including energy use
and 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. Staff intend to review
the policy in 2024 and update
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
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
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 resources could be used to supplement existing training or as a remedial
action for drivers whose behaviors are not improving with other interventions.
To improve the outcomes of training and to have better adherence to the Corporate Fuel Efficiency
Policy, the fleet user working group will consider strategies to improve driver behaviors for each
relevant behavior (e.g., ways to further reduce idling).
Right-sizing
An effective way to reduce fuel consumption is by ensuring 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 support this work with Fleet as lead in 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 Review Process
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 can be replaced with an
electric or hybrid equivalent.
2.3.3 Fuel 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 pathway especially for vehicle types where 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 two battery electric cargo 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
Transform WR action 2.1.2 to
implement a transition to zero-emission vehicles for municipal fleets, working towards a goal of at least
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
half of municipal vehiclWhen 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 is also 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.
Like vehicles, there are some limitations to 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 to seek options and opportunities to remove this barrier (e.g., through seeking opportunities
for more integrated and mobile charging solutions).
EV Charging Infrastructure
Along with BEVs, the City owns 45 EV Charging Stations at various locations throughout the City. Most of
these stations are fleet facing only with a small number available for public use. Twenty of these stations
were added to the network through the Zero Emissions Vehicle Infrastructure Program (ZEVIP) funded
by Natural Resources Canada which the 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
While fleet vehicles are not new corporate assets, the charging infrastructure 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 this infrastructure will support the
management, maintenance, and decision-making about the future charging infrastructure system.
Decisions such as sizing, capacity, and geographic spread of the stations, creating a forecast for
replacements, further deployment and to enable more integrated charging systems with solar and
battery potential on location. This work will be supported by the Sustainability Office, Fleet, GIS, and
Asset Management and is anticipated to be complete in 2025.
Zero Emissions Vehicle (ZEV) Transition Strategy / Sustainable Fleet Strategy
Building on the work of the Fleet AMP and EV 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 sales with more models anticipated. In December 2023, the Federal Government put in place a sales
mandate to ensure at least 20% of new light-duty vehicles sales 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 assess infrastructure needs (EV Charging Station) as the
electrified fleet expands. Attention will be given 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.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Alternative Fuels
\[ƚǞĻƩ /ğƩĬƚƓ CǒĻƌƭ
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.
Biodiesel 5, Biodiesel 20, and Ethanol Blend 10%
Since 2011 fleet 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. A Biodiesel 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 than Biodiesel 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 product that 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 emission factor up to 70-80% below traditional petroleum diesel.
Propane
Fleet has also introduced the use of propane by retrofitting existing diesel vehicles to run on propane
which has an emission factor approximately 30% lower than diesel. Propane will continue to be relied on
as a temporary emission reduction measure until other opportunities present.
Compressed Natural Gas
Compressed natural gas (CNG) is another lower-emission alternative that has a similar emission factor to
propane. In the past City of Kitchener has used CNG for fleet fueling, however it has not been used in
more recent years. Staff intend to assess the re-introduction of CNG as a fleet fuel based on the upfront
cost to install fueling stations, retrofit new and existing vehicles, GHG reductions, and the operational
costs/savings (fuel, maintenance, etc.) over the lifetime of a vehicle.
ĻƩƚ ğźƌƦźƦĻ 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
ce 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
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
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.
2.3.4 Fleet Integrated Renewable Energy & Storage Systems
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.
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.
2.4 Streetlights
Streetlights have completed an extensive retrofit to LED lighting. Annually, approximately 50% of the
utility cost 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 Fund as
well.
2.5 Staff Travel
This new focus area offers a more wholistic view of staff travel to deliver service to the community by
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.
2.6 Corporate Waste
Waste generated within City facilities and in public spaces including parks and at road-level is 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 comes strategies 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 report not only estimates annual waste production and
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
diversion ratesat City Hallbutmakes recommendations for a waste reduction work plan.Some specific
recommendations of the Waste Reduction Work Plan in the 2022 Audit include:
Consider targets for diversion rates for different waste streams including mixed recyclables
(95%), compostable fibers (85%), food/organic waste (90%)
Education and promotion regarding waste reduction
Conducting a Corporate Waste Assessment is a next step for the organization in gathering a wholistic
view of corporate waste management ahead of identifying opportunities and strategies for reduction
and diversion.
2.7 Implementation
2.7.1 Capacity Building, Readiness and Timing
The timing and deployment of actions can depend on internal and external factors. Internally these may
include resource capacity related to finances, staffing and staff literacy. External factors include market
readiness (e.g., zero-emission vehicles options), partner availability and legislative requirements. Staff
will continue to build capacity and support readiness to accelerate action implementation.
Corporate Climate Change Literacy Modules
Staff are working to develop a literacy module to be delivered via the City of Kitchener
Management System (LMS). The introductory module is designed to inform staff on the impact of
burning fossil fuels, local impacts of climate change, our sources of Corporate GHG emissions and
pathways to net-zero. Participants will 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 date on matters of sustainability within a
municipal setting.
2.7.2 Partners and 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 bring the
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 include supporting 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 are partners in this work.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Data holders
Kitchener Utilities, Kitchener Fleet Systems Specialists, local School Boards and Enova hold key utilities
consumption data in support 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 are operated by another party and there is utilities cost recovery or sharing
arrangement in place, staff will seek third party utilities data sharing arrangements for The Museum,
Kitchener Public Library, Centre in the Square, Conrad Centre for Performing Arts, Homer Watson
Gallery House, and the Gymnastics / Judo Centre.
Enova
Staff will continue with quarterly meetings with Enova staff to ensure continued information sharing as
we continue to electrify and expand our renewable energy production including solar power generation.
SWR
Sustainable Waterloo Region (SWR) is a social enterprise nonprofit. The City of Kitchener is a pledging
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 its membership and revise its corporate target within the Impact Network with
Council support of this report,
Yearly reporting Annual Member Survey,
Its membership in Travelwise,
To leverage the Drive Zero program building corporate literacy and support for net zero vehicle
adoption.
Research and Innovation Partners
Staff will continue to work with universities, colleges, and local business/innovation sector to accelerate
climate action.
2.7.3 Funding 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. For the City of
Kitchener to be successful in moving towards net-zero by mid-century, funding for the work must be
prioritized. It is estimated that $250M in additional capital funding is needed over the next 25 years or
$10M/year. For context, a 1% inc6M in additional revenue.
There is an urgent need to 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
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
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 pivot along with other related works across the organization.
Due to progress made across our assets, projects with a short-
are now limited across the organization. Considering this 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)
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 greening the City
fleet. Despite this, the Reserve is still underfunded due to inflationary pressures across the entire new
vehicle market in addition to higher up-front costs to replace ICE vehicles with BEVs. These factors have
combined to accelerate the annual spending against the Reserve which is now anticipated to fall into a
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
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 38 t COe compared 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 funding have and do play an important role in accelerating
corporate climate action work. It is supportive to continue to prioritize corporate administrative support
for grant applications.
Advocacy
In addition to pursuing funding opportunities through government grants, advocacy efforts will be
Agenda 2030 and its commitment to reach net-zero greenhouse gas emissions by 2050. Advocacy will
include communicating our goals and progress to government. Communicating with policy makers will
help to connect mutual priorities clearly and purposefully.
2.7.4 Future Considerations
Refrigerant Fugitive Emissions
Direct (Scope 1) fugitive emissions from the leakage of refrigerants are a 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 associated with 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.
Offset Policy
Carbon offsets can either be bought or sold by an organization acting as a mechanism to reach
emission reduction goals when additional absolute reductions become difficult to achieve or be used as
a source of revenue. In the case of the City of Kitchener, offsets may be considered as a final option,
bridging the gap between (through efficiency, fuel switching and
generating renewable energy) and net-zero. Offsets are beyond the scope of Pivot: Net-Zero, however
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
the City should be positioned to integrate theminfuture emission reduction strategies(or revenue
streams).
2.7.5 Informed 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 organization will invest in and accelerate high priority
GHG emission reduction and renewable energy opportunities.
2.7.6 Accountability and Reporting
External Reporting Frameworks
\[ĻŭźƭƌğƷĻķ
For municipalities in Ontario, sustainability and climate change planning and reporting remain voluntary,
except for O 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 any energy saving
activities. The next mandatory reporting cycle is July 2024.
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 five milestones from creating a baseline emissions inventory to monitoring and
reporting results this report is intended to fulfil milestones 1 3.
involves yearly reporting to SWR on GHG emissions and reduction targets, as
well as projects the City would like to highlight. This provides the 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-
zero over time is an important lagging ind
data around Earth Day (April 22) each year, as outlined in the following section.
wĻƦƚƩƷźƓŭ ƚƓ 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
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
(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 available to the
organization which support gauging progress include corporate and division (even facility and
equipment level) information. Strategically aligning and integrating reporting across the organization will
serve our progress monitoring well. Yearly, for the most recent year of data in time for Earth Day the
Sustainability Office will report on the following corporate indicators:
Corporate
Total Consumption by Energy Source (GJ)
Total corporate electricity costs ($)
Total corporate natural gas costs ($)
Total corporate propane costs
Total gasoline costs ($)
Total diesel costs ($)
Total GHG emissions by Energy Source (Tonnes COe)
2
Total GHG emissions by Corporate Focus Area (Tonnes COe)
2
Renewable Energy generated (solar kWh)
% 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 level that 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 the Facilities 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/GHGs by facility per hour of operation (arenas, community centres)
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Renewable Energy Generated (kWh)
tƩƚƆĻĭƷ \[ĻǝĻƌ LƓķźĭğƷƚƩƭ
To aid in decision making at a project level, where possible the following indicators may be included:
Return on Investment (years)
GHG Reductions / $ spent
wĻƭĻƩǝĻ CǒƓķ LƓķźĭğƷƚƩƭ
Reserve fund indicators are reported on annually by finance as part of the Budget process.
2.8 Conclusion
In summary, these recommended actions position the City of Kitchener to pivot in the direction of net-
zero. Across the entire organization we will strategically advance actions that enable the City of
Kitchener to be more energy efficient, fuel switch and generate renewable energy while working
towards a net-zero future for our organization.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
3 APPENDIX A Corporate GHG Inventory, Baseline Adjustments &
Methodology
3.1 Methodology
GHG emissions have been calculated using consumption data collected from utility bills for electricity
and natural gas, and from FLINT for fleet fuels. Table 3 below outlines 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 Source Unit
(g COe /unit)
2
Electricity kWh 0.03
3
Natural Gas m 1.93
Biodiesel 5 L 2.70
Diesel L 2.71
Ethanol Blend (10%) L 2.24
Gasoline L 2.32
Propane L 1.54
Electricity L 0.03
Staff Travel km 0.19
Waste mt 481.70
3.2 Assets in the GHG 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. Table 4 below outlines the assets and sources reported on in each focus area.
Table 4 - Assets and Sources included in GHG Inventory
Focus Area Sources
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 is re-fueled, it is difficult to accurately track their fuel
Equipment consumption and therefore handheld equipment is not 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 work-related, 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 2022 inventory. This omission makes it difficult to make a fair
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 challenge the 2016 Baseline year has been adjusted using the subset of emissions from
buildings ƓƚƷ in the 2016 inventory, but that were in the 2022 inventory, when the criteria for inclusion
was formerly endorsed and applied to this reporting.
ownership/control in 2016 and therefore would have met the Facilities Inclusion Criteria, were used. In
certain cases where major renovations or retrofits were identified that would have impacted energy
consumption, data from before the work took place was used. Considering this, eighteen buildings were
used in the adjustment calculation. The sum of their 2022 (or earlier) emissions was simply added to the
facility GHG emissions initially reported on in 2016.
44-50 Gaukel Street Commercial Homer Watson House and Gallery
79 Joseph Street Commercial Huron Natural Area Comfort Station
Bridgeport Child Care Centre Kitchener Public Library
Cameron Heights Pool The Boathouse
Centre in the Square The Registry Theatre
Downtown Community Centre The Museum
Grand River Recreation Complex Victoria Park Comfort Station Jubilee
Gymnastics/Judo Centre Victoria Park Machine Shop
Harry Class Pool Pumphouse Victoria Park Pavilion
The 2 facilities in bold above are 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 sixteen buildings were added to
the inventory around 2019/2020, but it is unclear why they had not been included in previous years.
This now means that our GHG baseline is 12,3330 tCOe, and thus our target absolute GHG emissions for
2
2026 is 11,343 tCOe, as outlined in Table 5 below.
2
Table 5 - Previous vs Adjusted Baseline and Target
Previous (Ʒ COe) Adjusted (Ʒ COe)
22
2016 Emissions Baseline 10,191 11,514
2026 Absolute Emissions Target 9,376 10,593
3.2.2 Facilities Inclusion Criteria
th
On October 27, 2022, CLT approved the inclusion criteria listed below. Based on these criteria and 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 operations and
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 party and
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)
4 Appendix B Summary of CorCAP 2.0: tźǝƚƷ bĻƷΏĻƩƚ Actions by
Division
Please see Attachment B to the Council Report.
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
5 Appendix C Annual Progress Reporting
Staff intend to report progress on the following indicators yearly around Earth Day.
Type Metric Data Sources
Utility (Gas and Electricity) Bills provided by
Total Annual Consumption by
Corporate utility, Fuel consumption provided by Fleet
Energy Source (GJ)
Systems Specialist pulled from FLINT.
Consumption data by energy source
Total Annual GHG Emissions by
Corporate multiplied by applicable emission factor
Energy 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 Annual Energy Consumed from
Corporate (natural gas, fleet fuels, propane) divided by
Fossil Fuels
total energy consumed (GJ) x 100.
Total cost of electricity, natural gas,
Corporate Annual Total Utility Cost propane, 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 emissions total 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)
Total annual cost of all fleet fuels (gasoline,
Fleet & ethanol 10, diesel, biodiesel blends,
Annual Fuel Cost
Equipment propane) from Fleet Systems Specialist via
Flint
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CorCAP 2.0 Pivot: Net-Zero(2023-2027)
Type Metric Data Sources
Total cost of electricity, natural gas and
Facilities Annual Utility Costs propane 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
ani + Stormwater utilitiesS
Park + Cemeteries
Roads + Traffic Operations
Gas and Water utilities
Fleet User Working Group
Fleet
Facilities Mng
Infrastructure Services
Revenue
p + ERP SolutionsFin Re
Fin. Planning + Asset Mng
Financial Operations
Financial Services
Transportation
Planning and Housing Policy
Sustainability -GM Office
Engineering
Economic Development
Dev. + Housing Approvals
Building
Development Services
Tech Innovation
Legislated
Legal
HR
EARRI
Comms and Marketing
Corporate Services
Sport
Prgm + Svcs Neighbourhood
Fire
Corporate Customer Service
Bylaw Enforcement
escCommunity Servi
Mayor Council + CAO of sOffice
ani + Stormwater utilitiesS
Park + Cemeteries
Roads + Traffic Operations
Gas and Water utilities
Fleet User Working Group
Fleet
Facilities Mng
Infrastructure Services
Revenue
p + ERP SolutionsFin Re
Fin. Planning + Asset Mng
Financial Operations
Financial Services
Transportation
Planning and Housing Policy
Sustainability -GM Office
Engineering
Economic Development
Dev. + Housing Approvals
Building
Development Services
Tech Innovation
Legislated
Legal
HR
EARRI
Comms and Marketing
Corporate Services
Sport
Prgm + Svcs Neighbourhood
Fire
Corporate Customer Service
Bylaw Enforcement
escCommunity Servi
Mayor Council + CAO of sOffice
ani + Stormwater utilitiesS
Park + Cemeteries
Roads + Traffic Operations
Gas and Water utilities
Fleet User Working Group
Fleet
Facilities Mng
Infrastructure Services
Revenue
p + ERP SolutionsFin Re
Fin. Planning + Asset Mng
Financial Operations
Financial Services
Transportation
Planning and Housing Policy
Sustainability -GM Office
Engineering
Economic Development
Dev. + Housing Approvals
Building
Development Services
Tech Innovation
Legislated
Legal
HR
EARRI
Comms and Marketing
Corporate Services
Sport
Prgm + Svcs Neighbourhood
Fire
Corporate Customer Service
Bylaw Enforcement
escCommunity Servi
Mayor Council + CAO of sOffice
ani + Stormwater utilitiesS
Park + Cemeteries
Roads + Traffic Operations
Gas and Water utilities
Fleet User Working Group
Fleet
Facilities Mng
Infrastructure Services
Revenue
p + ERP SolutionsFin Re
Fin. Planning + Asset Mng
Financial Operations
Financial Services
Transportation
Planning and Housing Policy
Sustainability -GM Office
Engineering
Economic Development
Dev. + Housing Approvals
Building
Development Services
Tech Innovation
Legislated
Legal
HR
EARRI
Comms and Marketing
Corporate Services
Sport
Prgm + Svcs Neighbourhood
Fire
Corporate Customer Service
Bylaw Enforcement
escCommunity Servi
Mayor Council + CAO of sOffice
ani + Stormwater utilitiesS
Park + Cemeteries
Roads + Traffic Operations
Gas and Water utilities
Fleet User Working Group
Fleet
Facilities Mng
Infrastructure Services
Revenue
p + ERP SolutionsFin Re
Fin. Planning + Asset Mng
Financial Operations
Financial Services
Transportation
Planning and Housing Policy
Sustainability -GM Office
Engineering
Economic Development
Dev. + Housing Approvals
Building
Development Services
Tech Innovation
Legislated
Legal
HR
EARRI
Comms and Marketing
Corporate Services
Sport
Prgm + Svcs Neighbourhood
Fire
Corporate Customer Service
Bylaw Enforcement
escCommunity Servi
Mayor Council + CAO of sOffice