Municipality of North Cowichan Climate Change Advisory Committee AGENDA Thursday, November 27, 2014, 2:30 p.m. Municipal Hall - Committee Room Pages 1. Call to Order 2. Approval of Agenda Recommendation: That the Committee approve the agenda as circulated [or as amended]. 3. Adoption of Minutes 2 - 4 Recommendation: That the Committee adopt the minutes of the meeting held October 23, 2014. 4. Delegations and Presentations 4.1 Emergency Services Manager's Presentation Presentation by Sybille Sanderson, Cowichan Valley Regional District, Emergency Services Manager, on extreme weather events preparedness and mitigation pilot project. 5. Business 5.1 Household Energy Challenge 5 - 6 Report by Transition Cowichan on "lessons learned". 5.2 Climate Action and Energy Plan Implementation and Monitoring Framework 7 - 56 2015 action plan. 6. New Business 7. Adjournment 1
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Municipality of North CowichanClimate Change Advisory Committee
AGENDA
Thursday, November 27, 2014, 2:30 p.m.Municipal Hall - Committee Room
Pages
1. Call to Order
2. Approval of Agenda
Recommendation:
That the Committee approve the agenda as circulated [or as amended].
3. Adoption of Minutes 2 - 4
Recommendation:
That the Committee adopt the minutes of the meeting held October 23, 2014.
4. Delegations and Presentations
4.1 Emergency Services Manager's Presentation
Presentation by Sybille Sanderson, Cowichan Valley Regional District, EmergencyServices Manager, on extreme weather events preparedness and mitigation pilotproject.
5. Business
5.1 Household Energy Challenge 5 - 6
Report by Transition Cowichan on "lessons learned".
5.2 Climate Action and Energy Plan Implementation and Monitoring Framework 7 - 56
2015 action plan.
6. New Business
7. Adjournment
1
2
1
Municipality of North Cowichan
Climate Change Advisory Committee
MINUTES
October 23, 2014, 2:30 p.m.
Municipal Hall - Committee Room
Members Present Councillor Kate Marsh, Chair
Gail Calderwood
Reed Early
Katherine Garrah
Sandra McPherson
Peter Nix
Members Absent Cameron Campbell
Staff Present Mark Ruttan, Director of Corporate Services / Deputy CAO
Brian Green, Manager of Planning and Sustainability
Brigid Reynolds, Senior Planner – Environment and Policy
Transition Cowichan – report to Climate Change Advisory Committee Lessons learned and carry-forward points:
1) People are key a) Families: five families selected from North Cowichan. Naomi Battye, Tyrone Mills, Sheila Jones,
Franya Jedwab, Heather Taylor – included a variety of family types from around North Cowichan b) Mentors: Sandy McPherson (w Alan), Susan Smith (w John), Gail Calderwood (w Jane) & Kerry Davis
(w Valerie) and Reed Early. Mentors gave extensively of their experience, time, and resources. c) Climate Change Advisory Committee: great NC support and resources. d) HHC Working Group: excellent group (i.e.Brigid, Mia, Sandy, Gail, Kate, Reed, etc) e) News reporters: recommend to again involve Andrea Rondeau, Peter Rusland etc
2) Successes – its’ all Good a) TOPICS: Covered five areas: energy, transportation, food, waste, water.
b) NORTH COWICHAN SUPPORT: provided great support: administrative, financial, comms etc
c) LOCAL FOOD ORGANIZATIONS: helped to provide CSA foods, Cowichan Pasta and more
d) MEDIA: Local newspaper, Shaw TV and other media provided great support and coverage
e) PARTICIPANTS: Families participated fully: All came to kick off and wrap up events
f) MEDIA RELEASES: North Cowichan provided and obtained signed media releases from families
g) MONITORS: Energy monitors were bought and installed by North Cowichan
h) WORD OF MOUTH: spread through interaction with neighbours and work colleagues
i) TRANSITION COWICHAN: provided mentoring framework and most of the mentors1
3) Lessons Learned - what to improve a) MEDIA: Interest from general public was not overwhelming. Need greater media buzz, more
visuals, for better uptake. Had modest On-line use of resources, photos and forums by mentors
and families. Consider use of social media like Facebook, Twitter, etc next time
b) APPLICANTS: Total of 10 families applied and were eligible - Recommend recruiting more
applications throughout the year. Consider increasing to 10 families if mentors exist
c) REGION: Consider making it regional – North Cowichan and beyond - to increase participation
d) MENTORS: Families from 2014 might be asked if they would like to be mentors in the future.
This was a pilot. Need clarification of Transition Cowichan’s part i.e. consider creating a mentor job
description and asking mentors to sign a contract acknowledging and accepting it
e) TIMING: Contest ran five weeks: Sept 21 – Oct 25, 2014 – consider having it earlier, i.e. during
harvest but before cold weather makes people want to turn on their household heating
f) RESOURCES: Transition Street Manual is lengthy and more of a study guide. Recommend to
condense it for future use. Consider ways to engage children and all types of families in the
challenge. Recommend to enhance the evaluation rating sheet with more bonus points.
Submitted Nov 10, 2014
a) 1 Interest increased in Chemainus, possibly starting Transition Town
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6
Climate Action and Energy Plan Implementation and Monitoring
Framework
Oct 2014
7
CAEP IMPLEMENTATION FRAMEWORK8
PG. 1INTRODUCTION
IntroductionThe Climate Action and Energy Plan (CAEP) was adopted by Council on February 20, 2013. The Plan creates an inventory of the community’s existing energy use and greenhouse (GHG) emissions, and identifi es future trends in energy and GHG emissions based on population, land-use, technology and other factors. It also identifi es opportunities to reduce energy consumption and emissions through policy and other municipal mechanisms.
The CAEP includes analysis of the social, environmental and economic impacts of the strategies and it incorporates wide participation from the community in its development and implementation. The plan is a response to local, regional, provincial and global concerns about climate change and its current and potential effects.
The CAEP recommends specifi c actions and initiatives to be undertaken in order to achieve the Plan’s targets. Staff, together with the Climate Change Advisory Committee (CCAC), have built upon these recommended actions to develop a comprehensive and robust Implementation and Monitoring Plan.
The CAEP is necessarily ambitious and requires dedicated resources, both in terms of budget allocation and staff time if the targets are to be achieved. The recommended actions do not necessarily mean increased regulation, rather they encourage better use of existing municipal powers and partnerships to deliver outcomes.
The CAEP outcomes will be successful and
In July 2013 the Municipality of North Cowichan (MNC) signed on to the Federation of Canadian Municipality’s (FCM) Partners for Climate Protection Milestone framework to guide local governments to reduce greenhouse gases. The adoption of this plan will result in MNC achieving Milestone Four of this framework.
inspiring but only with continued dedication to implementation by all partners including Council, staff, other local governments and the wider community.
9
PG. 2 | CAEP IMPLEMENTATION FRAMEWORK
Purpose of the Implementation and Monitoring PlanThe Implementation and Monitoring Plan provides a summary of the actions and initiatives required, broad time frames for their delivery and the associated delivery mechanisms to ensure successful implementation of the CAEP. In some instances new structures and partnerships will need to be established. The implementation delivery section therefore provides:
• An overview of the action required to deliver the CAEP;
• The lead and support department(s) responsible for undertaking the action or initiative; and
• Where known, a broad indication of time frames, costs and possible funding mechanisms.
Roles and ResponsibilityMunicipal staff will be responsible for putting the plan into motion and maintaining momentum. The implementation of specifi c initiatives will be undertaken together with the Climate Change Advisory Committee (CCAC), community members, other levels of government, non-governmental organizations private-sector contractors, and other stakeholders. The approval and continued ongoing support of Council, municipal staff and the community are essential to the plan’s success.
Each action or initiative has been assigned a lead Municipal department responsible for implementation; however, not all actions are within the jurisdiction of the Municipality to carry out and some are more appropriate at the regional level, for example transportation initiatives. In these cases, Municipal staff will collaborate with other stakeholders and look to other levels of government to implement or partner on certain actions to deliver results.
For the actions that fall within the realm of corporate operations or municipal jurisdiction, actions will be tied into departmental plans and budgeting processes. The lead department will work with the other supporting departments, using identifi ed planning and policy tools, with an emphasis on the short term actions highlighted for immediate implementation.
Financing and budgetingWith proper funding leveraging and community partnerships North Cowichan can share costs and program responsibility with the added benefi t of community empowerment.
There are several options for fi nancing the implementation of the CAEP. These include the use of internal funds and third party fi nancing, as well as grants and loans. Potential funding sources and cost estimates are provided where known. In many instances these details will need to be determined closer to the time of implementation. At that time the following questions are important considerations:
10
PG. 3INTRODUCTION
Considerations:
• Can the action/initiative be incorporated into existing projects or expenditures?
• Which actions/initiatives require new expenditures?
• What is the payback period and return on investment? (Paybacks of fi ve to seven years are considered good investments).
• What are the potential savings over the lifetime of the action/initiative?
• Is funding available in the existing municipal budget?
• What alternative funding sources exist?
• What are the project’s life cycle costs?
TimelinesThe proposed time frames are intended to enable the Municipality of North Cowichan and the community to achieve the CAEP emission reduction targets by the target year. The time frames also refl ect that it is necessary for these activities or projects to be integrated or mainstreamed into existing processes and responsibilities. Other considerations include the likely availability of funding and programme of works that are anticipated at this time.
Indicators and MonitoringTo ensure the successful implementation of the CAEP, a series of indicators have been proposed to track progress over time that are aligned
with existing reporting efforts. The Municipal Planning and Sustainability Division is collecting data from various sources to establish baseline information to monitor progress of these metrics. Where possible the indicators selected are being used to monitor multiple initiatives such as the Offi cial Community Plan (OCP). Municipal staff will convene as needed to review progress on the actions and initiatives and assess the indicator
data as it is collected and as trends emerge and report to the CCAC and Council on a regular basis with the results.
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1Create a Transportation Planning Program guided by a transport planning coordinator to oversee transportation planning in The Cowichan Valley Regional District, including North Cowichan, with responsiblity to facilitate wide collaboration and encourage stakeholder action. Initiatives include:
i. Rural Taxibus transit system
ii. Smarter Travel Choices program
iii. Transportation Demand Management Strategy (to include policies regarding parking, public transit, carsharing, active transportation (AT), active and safe routes to school, cycling facilities)*
Next Steps
i. Discuss with Transit Commission and CVRD staff in context of Regional Sustainability Plan and Regional Transportation Strategy, to confi rm approach and avoid duplication of effort
ii. Work with the CVRD to develop terms of reference for the Transportation Planning Program
iii. Work with the CVRD to develop a job description for the coordinator position
iv. Request CVRD support to fund coordinator position
Timeline:i) Short term - 0 to 5 yearsii to iv) Medium term - 5 to 10 years
Lead & Support Partners Costs Potential
FundingMonitoring
Metric
CVRD
MNC Planning, Administration &
Engineering
City of Duncan and CVRD - Environment Commission and
Transit Commission
BC Transit, School District 79, taxi fi rms, Jack Bell
Foundation, cycling organizations
The CAEP estimates addition of new staff person to be $80,000/ year. This position could also be
established as a contract position.
CVRD Baseline:
Modal split from Statistics Canada
Percentage of GHGs for transportation as per CEEI/GHG
Proof
Monitor:
Modal split from Stats Can and trip diary if completed
Percentage change of GHG for transportation as per Community Energy and
2 Join ‘Project Get Ready’ and transition Municipal fl eet to Electric Vehicles (EV) or vehicles with low CO2 emissions.
Next Steps
i. Review data collected for Climate Action Revenue Incentive Program (CARIP) reporting and fuel management tracking system and modify as appropriate.*
ii. Report out fl eet vehicle use transition program (‘right sizing the fl eet’) and fuel consumption by different fuel types.
iii. Include CO2 emmission and fuel effi ciency in the vehicle tendering process.
iv. Investigate transitioning municipal fl eet to EV, where appropriate.
Timeline:
Short term - 0 to 5 years
Lead & Support Partners Costs Potential
FundingMonitoring
Metric
Public Works
Engineering
MNC departments, car dealerships, BC Hydro, City of Duncan, CVRD, EV charging station companies, Fraser
Basin Council
TBC Capital Baseline:
Number of municipal Electric Vehicles
Establish baseline of fuel consumption
Monitor:
Number of EVs
Percentage change in fuel consumption per capita**
*GPS tracking of 7 Operations Department vehicles: garbage (3), parks (4) used for mowing and snow/ice response. **Current data collected is total quantity of fuel consumed and not normalized to per capita
Moooooooooooooninnnnnnn tooooooririririririr ngMMMMMMM t i
5 Work with CVRD to coordinate a trip diary survey as part of the CVRD Regional Transportation Plan to provide baseline data and facilitate long term monitoring. If possible undertake every 5 years.
Next Steps i. Confi rm and promote trip diary as part of the CVRD Regional Transportation Plan terms of reference.
Timeline:
Short term - 0 to 5 years
Lead & Support Partners Costs Potential
FundingMonitoring
Metric
CVRD
Planning & Engineering
MNC, City of Duncan, Town of Ladysmith,
Cowichan Tribes, Town of Lake Cowichan,
MOTI, ICBC, City of Nanaimo, CRD, BC Transit
$100,000 (est.) trip diary as per CAEP
TBC Baseline:
Modal split from Statistics Canada, if completed
Percentage of GHGs from transportation as per CEEI/GHG
Proof
Monitor:
Modal split from Stats Can and trip diary, if completed
6 Develop a policy framework to facilitate development of travel plans that encourage ‘greener’ transportation including public transit, walking, and cycling.
Next Steps i. Research and develop a policy framework to encourage travel demand management (TDM) measures for certain types of development.
Timeline:Short term - 0 to 5 years
Lead & Support Partners Costs Potential
FundingMonitoring
Metric
Planning
Engineering
City of Duncan, BC Transit, CVRD
Transportation Committee, developers
N/A Federation of Canadian Municipalities
(University Village Local Area Plan
Funding)
Baseline:
Modal split from Stats Can and trip diary, if completed
Percentage of GHGs from transportation as per CEEI/GHG
7 Develop a policy to secure the installation of plug-in charging stations or ‘EV Ready’ for new development.
Next Steps
i. Research and develop a policy to secure the installation of EV charging stations or ‘EV ready’ for new development, or contribution to community EV charging station as a community amenity contribution.
ii. Confi rm installation costs for existing EV charging stations.
Timeline:
Short term - 0 to 5 years
Lead & Support Partners Costs Potential
FundingMonitoring
Metric
Planning
Building Department
Developers, City of Duncan, CVRD, EV Charging Station
Companies
TBC Developers Baseline:
Usage of existing EV charging stations
Number of EV charging stations - public and private
8 Work with CVRD to review the Integrated Flood Management (IFM) study to determine a proactive, phased approach to managing the changes in fl ood risk over time
Next StepsAssist CVRD to:
i. Review IFM study - modelling to be redone.
ii. Review fl ood construction elevation in ZB and develop solutions to reduce risk.
Timeline:
Short term - 0 to 5 years
Lead & Support Partners Costs Potential
FundingMonitoring
Metric
Engineering
Planning
IFM partners, ENGOs, Watershed Board
TBC Operating YES/NO
PG. 21LAND USE
Next Steps
*Flood modelling for southend being undertaken. FCL anticipated to decrease by 0.3 m in some areas.
9Review and revise Engineering and Parks infrastructure standards and fi xtures to offset climate change impacts and reduce energy consumption in the design, construction and maintenance including:
i. Active transportation ii. Service levels and subdivision standardsiii. Development Cost Charges iv. Green infrastructure standards including green roofs, open storm water channels, ecological wastewater treatment ponds,
rain gardens and limiting total impervious areav. Landscaping standards including xeriscaping, planting of drought-tolerant varieties and species appropriate to local soils
and adaptable to future climatevi. Energy effi cient municipal infrastructure and utilities
Next Steps
i. Review the Duncan Active Transportation Plan.ii. Review Chemainus Active Transportation Plan.iii. Review green infrastructure that could be included as part of an amenity contribution policy.iv. Research green infrastructure standards.v. Review standards in context of ZB review and DP Guidelines review.vi. Review standards in context of University Village and Crofton Local Area Plans and
Chemainus Revitlization Plan.vii. Review subdivision service levels to align with OCP.viii. Review Parks and Trail standards to align with OCP.
Timeline:
Short term - 0 to 5 years
Lead & Support Partners Costs Potential
FundingMonitoring
Metric
Engineering, Public Works
Planning, Parks & Recreation,
Building
BC Transit, CVRD, City of Duncan,
Cowichan Tribes, developers,
cycling organizations, residents/community
associations,
TBD Operating,
ICBC, MOTI for active transportation
elements
Additional monitoring metrics to be considered
Baseline
EG, Length of sidewalks & bike lanes & trails
Monitor
EG, Percentage change in length of sidewalks, bike lanes
PG. 25ENERGY Photo Credit: Community Energy Association
33
PG. 26 | CAEP IMPLEMENTATION FRAMEWORK
2 Reduce municipal building energy use.
Next Steps
i. Prioritize and implement recommendations of municipal facility audits.*
ii. Inform community of Municipal initiatives.
iii. Establish a staff ‘green team.’
iv. Develop a “sustainable development” standard for new and renovated municipal buildings.
v. Hold further GHG Proof training and establish a user friendly ‘front end’ interface.
Timeline:
Short term - 0 to 5 years
Lead & Support Partners Costs Potential
FundingMonitoring
Metric
Engineering
All Departments
BC Hydro, Fortis BC,
Sustainabillity Solutions Group,
TBC Operating, BC Hydro, CAEP Reserve Fund
Baseline:
Pre-audit kW/hr consumption
Monitor:
Percentage change post improvements
Next Steps
*Audits completed for Municipal Hall, Public Works Building, South End Firehall, Crofton Fire Hall, Che-mainus Tri-services building, Fuller Lake Arena, Cowichan Aquatic Centre.
2 Work with CVRD to create a communication mechanism to aid in building connections between land owners, farmers, facilities and engage agricultural producers to determine priority needs and engage public to understand and support local agriculture.
Next Stepsi. Hold joint meetings between the MNC Economic Development Advisory Committee, AAC
and regional Agricultural and Economic Development Commissions.
ii. Formally endorse the Cowichan Agricultural Brand developed by the CVRD.
Timeline:
Short term - 0 to 5 years
Lead & Support Partners Costs Potential
FundingMonitoring
Metric
Planning CVRD Ag and Ec Dev Committees, Ag interest
2 Seek various funding opportunities to implement CAEP.
Next Stepsi. Review civic info grant opportunities.
ii. Review implications of proposed provincial on-bill fi nancing.
Timeline:
Short term - 0 to 5 years
Lead & Support Partners Costs Potential
FundingMonitoring
Metric
Planning FCM, BC Hydro,
Municipal Finance Authority
N/A Operating YES/NO
1
On-bill fi nancing allows homeowners to fi nance energy effi ciency improvements through loans from a utility companyOn bill fi nancing allows homeowners to fi nance energy effi ciency improvements through loans from a utility company
1 Undertake a review of risks and vulnerability and adaptation actions outlined in the CAEP
Next Steps
i. Establish an internal working group to begin reviewing risks and strategies for adaptation
ii. Conduct risk and vulnerabiity of nine CAEP thematic areas.
iii. Undertake assest management review of North Cowichan infrastructure.
iv. Develop an adaptation implementation strategy using for example, Public Infrastructure Enigineering Vulnerability Committee Climate Change Vulnerability Assessment Protocol.
ConclusionAs the impacts of climate change become increasingly tangible, all levels of government have a shared responsibility to ensure our communities are resilient and adaptable. By taking informed and proactive action, the Municipality of North Cowichan is positioned to make the right decisions within the timeframes necessary, using the best available science and knowledge. The actions identifi ed within the CAEP
Implementation and Monitoring Strategy provide a blueprint for Municipal staff and stakeholders that will help ensure North Cowichan continues to grow into a vibrant, livable and sustainable community for decades to come. Together, with the Offi cial Community Plan, the Municipality of North Cowichan’s comprehensive Climate Action and Energy Plan is preparing our community for a new future.