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HomeMy WebLinkAboutCO 04-05058 PICKERING REPORT TO COUNCIL Report Number: CO 04-05 Date: November 1,2005 From: Regional Councillor Maurice Brenner Chair, Benchmarking Sustainability Standards Committee Subject: Establishment of Benchmarking Standards for Sustainability Recommendation: 1. That Council receive Report CO 04-05 regarding Benchmarking Standards for Sustainability. That Council approve the process outlined in the attached report submitted by the Benchmarking Sustainability Standards Committee (see Attachment 1), and that the Benchmarking Sustainability Standards Committee be authorized to continue to work on this project. That the Benchmarking Sustainability Standards Committee be authorized to retain Jack McGinnis of the RDC Group to act as the City's consultant and facilitator with respect to the attached process at a cost not to exceed $10,000 in 2005 and $25,000 in 2006. 4. That Council authorize a 2006 pre-budget approval of $50,000 for this process. Executive Summary: This report is in response to Resolution #161/05 passed at Council on September 19, 2005 to establish benchmarking standards for sustainability in Pickering. The Benchmarking Sustainability Standards Committee has prepared a process report (attached) for Council's consideration. Financial Implications: Funds are available in accounts 2121-2392 and 2192-2392 of the current budget to cover the proposed consulting costs for this project in 2005. Funding for this project in 2006 requires a 2006 pre-budget approval, as outlined in Recommendation 4. Report CO 04-05 Date: November 1, 2005 Subject: Establishment of Benchmarking Standards for Sustainability Page 2 059 Background: The City of Pickering recognizes the need to achieve a distinctive community that is a desired place to live, work and raise a family. The City is currently embarking on several projects in the area of community sustainability, including a Partners for Climate Protection Plan and a Sustainable Neighbourhood Plan with the assistance of a grant from the Federation of Canadian Municipalities through its Green Municipal Fund. On September 19, 2005, to further reinforce and signify the City's commitment to sustainability, Council passed Resolution #161/05 to establish benchmarking standards for sustainability in Pickering through a consultation process with wide cross representation from all sectors of the community. The Resolution required that a plan for the consultation process be brought back to Council no later than November 7, 2005. In accordance with this Resolution, a Committee was struck with Councillor Brenner as Chair, Councillor Dickerson representing Ward 2, Councillor Johnson representing Ward 3 and Mayor Ryan as an ex-officio member. The Resolution also appointed the Director, Planning & Development and the Division Head, Corporate Projects & Policy to the Committee. Jack McGinnis, President of RDC Group was retained to help facilitate this work, and act as a consultant to the Committee. The Coordinator, Community Capacity Building was also asked to sit on the Committee, as this project has a direct link with a community consultation plan that the Coordinator is finalizing. The Committee met three times. At the outset, it became clear that the benchmarking exercise should not be undertaken as a "one-time" effort; that to be effective, long lasting and meaningful, the benchmarking exercise needs to be considered and undertaken within a broader context and larger process, referred to by the Committee as a "Sustainability Program". The program at this stage is more a journey than a destination, which is founded on three main pillars: economic, social and environmental. When viewed in this light, the benchmarking project can be seen as a living entity that will continue to grow and evolve over time. Attached is a report from the Committee outlining Phase One of the broader sustainability program. This Phase includes an effective and exciting public consultation program to support the benchmarking exercise and is designed to provide a context that will guide other aspects of sustainability across the City. It is recommended that Council approve the process outlined in the attached Report and authorize the Benchmarking Sustainability Standards Committee to continue this process, with the assistance of Jack McGinnis of the RDC Group. Attachments: 1. Committee Report on Benchmarking Sustainability Process CORP0227-07/01 Report CO 04-05 Date: November 1,2005 Subject: Establishment of Benchmarking Standards for Sustainability Page 3 Maurice S. Brenner Regional Councillor Attachments Copy: Chief Administrative Officer CORP0227-07/01 ATTACHHENT# i TOREPORT# c.o o~-c~ PICKERING BENCHMARKING SUSTAINABILITY REPORT Prepared by: Benchmarking Sustainability Standards Committee Regional Councillor Maurice Brenner, Chair Regional Councillor Rick Johnson City Councillor Doug Dickerson Mayor David Ryan (ex-officio) Neil Carroll, Director, Planning & Development Tom Melymuk, Division Head, Corporate Projects & Policy Shawna Mutton, Coordinator, Community Capacity Building Jack McGinnis, President, RDG Group Ltd. Angela Wheeler, Director of Research, RDC Group Ltd. O62 BENCHMARKING SUSTAINABILITY 1.0 INTRODUCTION: In recent years, the City of Pickering has continually expanded its work in the area of sustainability. A number of exciting efforts have been launched as illustrated in the recent Progress Report to Our Citizens (Fall 2005). The momentum from these initiatives can now be combined in a coordinated sustainability program. In order to do this, we must engage residents and stakeholders throughout the City to establish a 'made in Pickering' plan for a new way of doing business and a new way of balancing economic, social, and environmental objectives. The process outlined here is Phase One of the sustainability program and is intended to represent the first solid steps in a continuing journey. This phase consists of establishing benchmarking standards for development in Pickering, while also creating an effective and exciting public consultation program to support and guide this and other aspects of sustainability planning throughout the City. A program is required that can realistically achieve a sustainable City, while taking into consideration the diverse needs of existing and future residents. In this regard, Councillors Brenner, Dickerson and Johnson, and Mayor Ryan have worked with senior staff and consultants to develop the benchmarking and consultation process for consideration by Council on November 7, 2005. The following objectives have been addressed: Educate and inform the public about the benefits of sustainable practices being adopted in residential, commercial, and municipal operations in Pickering. Design Phase One so that it can be implemented immediately after November 7th and completed by June 2006 at the latest. Engage key stakeholders from all sectors in a concrete and practical discussion of the importance of sustainable practices, and facilitate feedback from the public on best practices, technological opportunities and the public's priorities. Design a process that ensures concrete and practical results, from now through the end of Phase One, while setting the foundation for a process that continues to grow and evolve through 2006 and beyond. 063 2.0 SCOPE: This process will take a balanced approach to sustainability whereby economic, social and environmental objectives are represented as equally important pillars. While economic demands are often a significant and immediate need, they must be balanced with the critical and long-term significance of social and environmental concerns. Balance is necessary - addressing issues in isolation will not result in a community that is truly sustainable. The components can be summarized as follows: Pillar One - Economic, e.q.: · 'Centre of Excellence in Sustainability' potential · Employment opportunities (innovation, green industries) · Live-work balance maintained Pillar Two - Social, e.q.: Maintain healthy and diverse social fabric · Ensure facilities/services exist to support community · Ongoing opportunities for citizen involvement/action Pillar Three - Environmental, e..(l.: · Alternate energy opportunities Climate change, greenhouse gas reductions · Transit-supportive development SUSTAINABILITY: "Meeting the needs of the present generation without compromising the ability of future generations to meet their needs." - Brundtland Report (1987) We recognize that the word "sustainability" is not well understood. Recently, it has been used or overused to the point where some people consider it to have little concrete meaning. Therefore, a first priority in the proposed consultation process will be to help define this word for Pickering residents and ensure that it has a clear meaning and also clear relevance. 2 064 3.0 ELEMENTS OF PHASE ONE: Issues List Experience indicates that it's not realistic to approach the public with a blank page and ask them to fill it out. But it's also a mistake to develop a final list of issues without input from the public. Therefore, in the first weeks of the process (i.e. November), a prime focus will be on creating a draft list of issues within the three pillar framework. This work will logically start with major categories and then work into sub-areas as appropriate. Examples of major categories include: · Energy · Transportation · Land Use The process will then identify specific relevant issues in each group. In the case of energy, for example, this could include issues such as: alternate energy sources; conservation policies & programs; climate change; and, potential to become a "centre of excellence". Consultation Once a draft list of issues is assembled, formal consultation will begin. A number of mechanisms will be used to encourage input and to request suggestions for additions to the list from key stakeholders. From there, a full list of issues and priorities will be created. A wider public audience will then be asked to comment on the full list of issues and priorities, using a variety of methods such as small working groups, town hall meetings and other public events. At the conclusion of the consultation, clear priorities will be identified and a final list of issues created. Categorization As sustainability issues are identified in this process, there will be a need to distinguish those that the City has direct control and responsibility for, from those that are the responsibility of others (e.g. a senior level of government or the private sector). In addition, it will be important to distinguish which sustainability issues can realistically be benchmarked from those that are difficult or impossible to quantify or measure at this time. By categorizing issues in this way, an Issues Matrix will be developed as outlined below. This Matrix will assist in selecting issues for benchmarking in Phase One. 065 Figure 1: issues Matrix Benchmarkin.q As part of the benchmarking exercise, it will be necessary to evaluate the City's current performance before setting specific targets and plans for future performance. It will also be necessary to research other municipalities' actions and best practices (see section 6.0 Example Programs), and understand the legislative tools that can be used to implement benchmarking standards. Benchmarking: Process in which companies evaluate various aspects of their business in relation to how these same practices are carried out by other companies. Specifically, a company will measure their performance, against the highest standards that are achievable. This enables the company to develop plans for how to improve, how to achieve a higher goal. Continuous Improvement: Benchmarking can be a one-time event, but most progressive companies treat it as a continuous process in which they evaluate their performance on a regular basis, e.g., annually. Each issue may have its own approach to benchmarking, based on the type of issue. Below are three examples. Past: Benchmarking Waste Diversion It has been important for municipalities to benchmark their performance in recycling and other aspects of waste diversion. Pickering (and the Region) developed methods of tracking results, i.e., tonnage diverted each year. Efforts were also made to identify the best practices carried out in other municipalities; in particular those already achieving higher levels of waste diversion. Plans are frequently revisited to ensure continual improvement in waste diversion performance. Recently, with the Province's goal of 60% diversion from landfill, a particular need was identified: implementation of a "green bin" composting 4 collection system. It became clear that organics collection and composting were necessary for the City to meet its own goals and those set by the Province. While this example is listed here as past, benchmarking of waste diversion is an ongoing process. Present: Benchmarking Greenhouse Gas Reduction Earlier this year, the City joined over 125 municipal governments in the Partners for Climate Protection campaign - a benchmarking process related to climate change and the need to reduce greenhouse gas (GHG) emissions throughout Pickering. With support from the Federal Green Fund, several partners and stakeholders, the City is carrying out the first three of five milestones. It is expected that once completed (mid-2006), this campaign will continue on with the final two milestones. The full process is summarized as follows: 1. Inventory all greenhouse gas emissions 2. Develop a reduction target 3. Evaluate best practices, develop a Local Action Plan 4. Implement the Local Action Plan 5. Monitor and report all results. Future: Benchmarking Renewable Energy Renewable energy can play an important role in the City's future. New technological developments and system economics are combining to change the nature and cost of available options, as well as the incentives that influence decisions made by companies and individual consumers. An example of possible future benchmarking is the adoption of solar hot water heating in new residential housing. The steps in this process would be similar to those now being followed for GHG reduction. 1. Inventory existing installed solar units 2. Analyze best practices, potential for expansion 3. Develop Action Plan 4. Implement Action Plan 5. Monitor results It is likely this effort would be most successful if the City worked in partnership with others, such as utility firms like Veridian, equipment manufacturers, and/or senior government funding agencies (i.e., to provide financial support for initial pilot projects). 5 067 4.0 WORK PROGRAM: Sustainability is a journey that once started doesn't end with the completion of this particular project. The City will want to have a clear eye on the future by emphasizing the need to maintain efforts to embody sustainability in all developments after Phase One is completed (i.e. after June 2006). It will however be critical for an equivalent focus to be kept on the work and actions that need to be carried out over the next few months, in order to ensure the journey begins in a positive and meaningful way. Below are the detailed steps involved in Phase One: Step 1: DESIGN & INITIAL CONSULTATION November 2005. December 2005 . Refine framework and objectives - Review other municipal processes (see section 6~ 0 Example Programs) - Examine related City consultation exercises (GMS, PCP, etc.) - Review City's existing sustainability policy framewod/,/acitivities - Review legislative tools, constraints, opportunities · Develop initial list of issues to be evaluated ~ Create categorization for all issues · Identify stakeholder audience for initial consultation - Generalpublic, as weft as specific sector representatives · Conduct initial consultation - Feedback on draft list of issues, additional items added to list . Initial comments regarding prioritization 6 Step 2: ENGAGING THE PUBLIC January 2006 - April 2006 · Review results of initial consultation, modify list and plans accordingly · Design program to facilitate wider public review of issues and benchmarking options · Conduct multi-faceted consultation program with broader audience, e.g.: - Town hall meetings - Newsletters - Workshops - Design Charrettes - Public Events ~ Smaller working groups - Website - City staff consultation and training · Engage existing groups and foster new groups within the community to take action · Identify opportunities for pilot projects, fast-track actions - Evaluate funding opportunities (Green Fund, Sustainable Development Technology Corporation - NRCAN, etc,) - Identify partnerships with private sector - Proceed immediately, where conditions permit Step 3: PHASE ONE REPORT April 2006. June 2006 · Ongoing consultation · Prepare report to council for Phase One All efforts have been made to create a very cost-effective work program, in part by utilizing resources already in place. For example, City facilities will be used wherever possible and City staff will participate in certain tasks, where this does not take away from other existing priorities. 5.0 NEXT STEPS (i.e. beyond Phase One) The next phase of the sustainability program involves building on the benchmarking system and the implementation of action projects. Details on the next phases of work will be provided through the Phase One Report. The design of the subsequent steps in the journey towards sustainability will need to reflect the results of the public consultation program carried out during the first phase. 7 6.0 EXAMPLE PROGRAMS: In structuring this work program, it has been helpful for the Committee to look at sustainability initiatives by other municipalities in Canada and in other countries. While we need a unique approach for the City of Pickering, we can still learn from the approaches and the tools used in recent years by others. Some of the more relevant examples are summarized on the following pages. City of Windsor (population 210,000) Environmental Master Plan Summary: City driven corporate and community exercise, establishing goals and commitments, which will help guide the corporation over the next five years in issues and decisions related to the environment, taking into account the most recent trends, issues, priorities and community input. · 12 months (September 2005 to Summer 2006) ObjectiVes · Streamlined City-wide environmental actions · Improved environmental performance for the City · Increased environmental awareness among staff and residents · Reduction in overlap and gaps in municipal environmental service delivery The Environmental Master Plan establishes environmental commitment in terms of: Air quality Water quality and stormwater management Land use planning Waste management Energy conservation Encompasses issues which the City has control over Includes residents and other relevant stakeholders Some of the tools that will be used include: Open houses/public meetings Public events - display local mall Stakeholder meetings - Website - education, feedback, etc. Surveys - telephone to 500 residents, online and hard copies available at City Hall · In progress U~i~e F eatdre · Technical Committee formed and representatives from each department assigned as contacts to the consultant through which all necessary information is provided City of Hamilton (population 503,000) Vision 2020 Summary: Collection of goals, strategies, actions, and indicators developed by City council, community groups, organizations, businesses and citizens to make a sustainable community a reality and keep track of the process along the way. · 1992 - ongoing · Consultation Process: 2 1/~ years ('1990 - '1992) · Provide a consistent foundation for all new policies and actions by the city that considers economic, social and environmental elements All encompassing strategy that includes every aspect of the City, including: - Local economy - Waste reduction - Energy consumption - Air quality - Transportation - Land use in the urban area - Arts and heritage - Safety and security - Education - Community well-being and capacity building During the initial 2 ~ year consultation period, a citizen task force on sustainable development was created and met with over 800 citizens to develop Vision 2020 Some of the tools utilized included: Newsletters Town Hall Meeting - Focus Groups Working Groups Implementation Teams Community Forums Media campaign Television programs Staff seminars Public displays - exhibits in major shopping malls Renewed and readopted in 2003 Today, an interdepartmental team works co-operatively on projects, maximizing the use of staff and financial resources as well as making better use of volunteer time from the city's stakeholder groups 10 Resort Municipality of Whistler, BC (population 8,896) Whistler 2020 - Moving Toward a Sustainable Future Summary: Community-wide vision and long-range strategic plan that uses scientific principles of The Natural Step framework to describe Whistler's values, sustainability objectives, priorities and direction. Whistler 2020 also outlines how the vision will be achieved. · Summer2004- ongoing Numerous local partners including: - Chamber of commerce Local businesses - Housing authority - Health agencies, committees and providers - Community services groups - Environmental groups - Schools - Arts council - Residents' associations · Plan addresses 16 strategy areas, including economics, health and social, the natural and built environment, partnerships and transportation Over 140 community experts involved in creating strategy area plans During public consultation, Whistler used QUEST, an interactive software program that allows people to see the long-term impacts of various scenarios 1/3 of action items completed including: Improved frequency and affordability of transportation New recreational trails constructed Fleet vehicles now using biodiesel · A dozen partnership agreements have been signed with local businesses that are committed to supporting the plan 11 City of Toronto (population 2,480,000) Toronto Waterfront Revitalization Corporation (TWRC) Sustainability Framework Summary: The Sustainability Framework was created to ensure that sustainability principles are integrated into all facets of waterfront revitalization management, operations and decision-making. · 2004-2005 · Reduce energy consumption and promote greater use of renewable energy · Implement land use planning that supports sustainable community development · Make alternative transportation options and public transit the preferred choices · Implement building systems that reduce environmental impact and improve indoor air quality and comfort · Improve air quality · Build vibrant, welcoming, healthy communities · Ensure a high level of vibrancy and creativity · Enhance environmental integrity of waterfront · Improve water quality and reduce consumption of fresh water · Reduce waste · Encourage innovation · Energy · Land use planning · Transportation · Air quality · Water quality · Waste Framework was compiled/reviewed by a wide range of participants: - All levels of government reviewed framework to determine priorities - A 2-day working meeting was held with senior TWRC staff and experts on local and international sustainability - Comments were gathered through TWRC website · Implementation · Sustainability Showcases: initiatives that showcase sustainability principles in action · Sustainability Handbooks: document will be developed for each revitalization activity 12 Greater London Authority, UK (population 7,420,000) 'The London Plan' Summary: The London Plan is a planning framework to guide London's development over the coming decades. It is a coherent vision for London's future, based on a practical response to the challenges facing London: accommodating population and economic growth, ensuring benefits are shared as widely as possible by all Londoners, and limiting adverse environmental impacts. The London Plan is designed to ensure that Londoners benefit from sustainable improvements to their quality of life. May 2001 - February 2004 · Accommodate London's growth within its boundaries without encroaching on open spaces · Make London a better city for people to live in · Make London a more prosperous city with strong, diverse long term economic growth · Promote social inclusivity and tackle deprivation and discrimination · Improve London's accessibility · Make London a more attractive, well-designed and green city Wide scope, including: - Quality of life - Population and housing - Transport - Development - Waste and recycling Draft underwent 3 month consultation period during which a variety of consultation methods were used, including: Questionnaires (received approximately 1,200 responses) Public meetings Seminars Conferences Public displays in stations and major shopping centres A government-appointment panel then examined the draft and the responses and provided recommendations to the mayor · Implementation