HomeMy WebLinkAboutPLN 27-19Cfy �t
DICKERING
Report to
Executive Committee
Report Number: PLN 27-19
Date: December 2, 2019
From: Kyle Bentley
Director, City Development & CBO
Subject: City of Pickering
2019-2024 Corporate Energy Management Plan
Recommendation:
1. That Report PLN 27-19 regarding the 2019-2024 Corporate Energy Management Plan
(CEMP) be received;
2. That Council endorse the CEMP and direct staff to use this Plan as a basis for making future
corporate energy management recommendations and budget submissions; and
3. That staff annually report back to Council on the results of CEMP implementation and the
energy management program.
Executive Summary: The 2019-2024 Corporate Energy Management Plan (CEMP) provides a
roadmap for planning and decision-making for the next phase of the City of Pickering's energy
management program. The CEMP builds on the success of the previous plan, but refocuses the
City's energy management priorities to consider the current context of technology, policy and City
growth and development. The City strongly supports its energy management program. City staff
across departments collaborated to provide insights that helped shape the goals and objectives
for energy management to the year 2024. The CEMP was developed in accordance with Ontario
Regulation 507/18, Broader Public Sector: Energy Reporting and Conservation and Demand
Management Plans, which establishes a province -wide framework for municipal energy.
Through the implementation of the Plan, it is estimated that there will be a savings of 1,450 MWh
in electricity and 150,000 m3 of natural gas within existing City -owned buildings. This is equivalent
to a 15 percent reduction in energy consumption and a 15 percent reduction in greenhouse gas
(GHG) targets. In line with these targets, the City also has a goal to construct new buildings that
are 15 percent more energy efficient than the Ontario Building Code. Achieving these targets
would reduce the City's energy costs by approximately $650,000.00 per year and decrease total
GHG emissions by 310 tons of CO2e per year.
The CEMP is a living document that aligns with the City's energy management goals of fostering a
culture of conservation, leveraging best practices and technology, learning from previous
successes and challenges, and adopting energy measures that will reduce consumption in new
and existing buildings.
PLN 27-19 December 2, 2019
Subject: 2019-2024 Corporate Energy Management Plan Page 2
It is recommended that Council endorse the 2019-2024 Corporate Energy Management Plan and
direct staff to use this Plan as a basis for making future corporate energy management
recommendations and budget submissions. Staff will annually report back to Council on the
results of the CEMP implementation and the energy management program.
Financial Implications: There are no direct financial implications from endorsing the CEMP; any
costs from recommended actions would be subject to Council approval at a later date. The CEMP
provides a 5 -year roadmap for actions to reduce energy and greenhouse gas emissions. Staff
have the flexibility to adapt the CEMP based on Corporate priorities, available incentives, and
financial and staff resources.
1. Background:
Municipal governments play a critical role in addressing climate change by investing in
infrastructure and programs that build more resilient communities. The City's energy
management practices help to reduce energy and operational costs, and demonstrate a
commitment to long-term climate action, resilient development and environmental
sustainability.
In 2014, the City of Pickering released its first 5 -year Corporate Energy Management Plan.
The CEMP identified short, medium, and long-term priority actions for the 2014 to 2019
timeframe, with a goal to achieve 12 percent and 14 percent reductions in energy intensity
and emissions, respectively. The purpose of this report is to identify the successes and
lessons learned during the implementation of the first plan, and from this past experience,
establish meaningful goals for the next 5 -year cycle. Accordingly, the CEMP is an energy
management roadmap for 2019 to 2024 and is intended to facilitate planning and decision-
making to support low -emission, energy reduction and resilient development.
According to the Independent Electricity Operator 2018 Annual Report on Energy Efficiency
Activities, "energy efficiency continues to be the most cost-effective resource for
maintaining Ontario's power system at only 1.69 cents per kilowatt-hour." In consideration
of Pickering's growing population, increasing fuel prices, increasing greenhouse gas
emissions, and the opportunities for cost effective energy efficiency, it is now more
important than ever to fully understand and manage the City's Corporate energy
consumption.
Energy management is a key component to building a resilient, prosperous, and
sustainable community. Since 2014, the City has implemented several measures to reduce
energy consumption and operational costs. Pickering has invested in clean fleet vehicles,
smart commute programming, renewable energy, and has prioritized energy efficiency in
the development of new and existing municipal facilities.
PLN 27-19 December 2, 2019
Subject: 2019-2024 Corporate Energy Management Plan Page 3
2. Discussion:
Overview of 2014-2019 Results
In 2014, the City of Pickering released its first CEMP, which identified short, medium, and
long-term priority actions to achieve targets of a 12 percent reduction in energy intensity
and a 14 percent reduction in greenhouse gas emissions by 2019. While data for 2018 and
2019 is still being collected, analysis up to 2017 indicates that energy use intensity was
already 9 percent lower and greenhouse gas emissions were 34 percent lower when
compared to the 2014 baseline. Some of the project highlights include:
• LED streetlight conversion
• Solar and LED lighting in parks
• Facility retrofits, including LED lighting and building system upgrades
• Purchase of electric vehicles to replace gas -powered fleet vehicles
• A 100 kW rooftop solar project implemented on the Dr. Nelson F. Tomlinson
Community Centre
The City has made substantial progress in implementing well-established measures, such
as lighting and Heating, Ventilation, and Air Conditioning (HVAC) improvements. These
projects have yielded substantial operational savings for the City, with facility retrofits alone
resulting in over $600,000.00 of avoided energy costs each year. In addition, these
measures have reduced greenhouse gas emissions by 1,040 tons of CO2e per year.
Development of the 2019-2024 Plan
The City retained ICF Consulting Canada Inc. (ICF) to provide consulting services to
facilitate the stakeholder engagement workshop and to develop the new Plan. ICF has
worked with the Independent Electricity System Operator (IESO) and the Ministry of
Energy on the Municipal Energy Profile Survey, where they surveyed and analyzed over
400 Ontario municipalities' corporate energy performance, priorities and challenges. ICF
also developed the 2015-2020 joint Energy Conservation and Demand Management Plan
and Update for Veridian Connections and Whitby Hydro (now referred to as Elexicon
Energy).
Extensive engagement took place with key stakeholders across City departments that will
be involved in implementation of the new plan and represented a diversity of perspectives
and experiences. These stakeholders provided a complementary mix of skills and insights
on the key opportunities and challenges to be addressed, and informed the goals and
objectives for the 2019-2024 energy management program.
Although the Plan was developed to guide Corporate energy management initiatives, it also
benefits the broader community. Through leading by example, the City is able to encourage
others to pursue higher standards for energy management and sustainable development
across the community.
PLN 27-19 December 2, 2019
Subject: 2019-2024 Corporate Energy Management Plan Page 4
The CEMP is a "living document" and will be used to guide the decision-making process for
energy management initiatives. The following goals of the CEMP were developed
collaboratively by a diverse group of City staff and include:
• Foster a Culture of Conservation, leveraging best practices and technology to effectively
integrate energy management into City operations;
• Learn from the successes and challenges encountered during the implementation of
projects; and
• Provide a set of recommended energy conservation measures that reduce new and
existing building energy consumption.
The City of Pickering is committed to energy conservation as a critical component of its
operations. By leveraging best practices and technology, the City will effectively integrate
energy management into its operations. The City's energy management strategy will guide
the implementation of this plan and consists of the following elements:
• Improve energy efficiency in the existing municipal building portfolio;
• Incorporate energy efficient technology and controls within design and construction of
new facilities; and
• Invest in renewable energy and alternative energy sources to reduce energy, GHG
emissions and improve community resilience.
Looking Forward: A Culture of Conservation and Continuous Improvement
The 2019-2024 CEMP reinforces a Corporate culture of conservation and continuous
energy improvement. Facility retrofits will continue to play a key role in the success of the
energy management program, and the City has allocated an annual budget for these
projects. In addition, by installing advanced metering infrastructure and leveraging building
automation systems, staff will understand how energy is being used and be better equipped
to make informed recommendations for future actions.
There will be increased engagement with staff to communicate their respective roles in
energy management. Facility energy use will be monitored so that building operators can
identify and address deviations in expected building performance. Predictive maintenance
techniques help determine the condition of in-service equipment to estimate when
maintenance should be performed. This approach is intended to produce cost savings over
routine or time -based maintenance. Predictive maintenance systems will enable proactive
identification of problems, before equipment failure occurs or excessive energy is
needlessly consumed.
PLN 27-19
Subject: 2019-2024 Corporate Energy Management Plan
December 2, 2019
Page 5
The following table provides a summary of the measures recommended under this Plan.
Action
Implementation
Timeframe
Estimated Annual
Savings (electricity,
natural gas, cost)
Estimated
Incremental
Implementation
Cost
Predictive
Maintenance System —
Phase I
2020-2021
240,000 kWh/yr
50,000 m3/yr
$50,000.00/yr
$200,000.00
Predictive
Maintenance System —
Phase II
2022-2023
140,000 kWh/yr
20,000 m3/yr
$30,000.00/yr
$120,000.00
Energy Management
Information System —
Phase I
2020-2021
190,000 kWh/yr
20,000 m3/yr
$40,000.00/yr
$160,000.00
Energy Management
Information System —
Phase II
2022-2023
140,000 kWh/yr
10,000 m3/yr
$20,000.00/yr
$80,000.00
Major Capital
Replacement (Existing
Facilities)
2019-2024
120,000 kWh/yr
20,000 m3/yr
$30,000.00/yr
$120,000.00/yr*
Recommissioning for
Major Renovations
2019-2024
240,000 kWh/yr
30,000 m3/yr
$50,000.00/yr
$200,000.00/yr*
Lighting Retrofits
(Interior and Exterior)
2019-2024
380,000 kWh/yr
0 m3/yr
$60,000.00/yr
$460,000.00
Exceeding Code
Energy Performance
for New Construction
2019-2024
2,000,000 kWh/yr
200,000 m3/yr
$370,000.00/yr
Estimated to be 15%
higher than code
compliant facility
*Note: The cost per year is only for the duration of the implementation timeframe of
2019-2024, however the cost savings per year will continue past the 5 -year timeframe.
It is estimated that there will be a savings of 1,450 MWh in electricity and 150,000 m3 of
natural gas within existing buildings. This is equivalent to a 15 percent reduction in energy
consumption and a 15 percent reduction in greenhouse gas emissions. In line with these
targets, the City also has a goal to construct new buildings that are 15 percent more energy
efficient than the Ontario Building Code. Achievement of these targets would reduce the
City's energy costs by approximately $650,000 per year and decrease total GHG emissions
by 310 tons of CO2e per year.
PLN 27-19 December 2, 2019
Subject: 2019-2024 Corporate Energy Management Plan Page 6
2. Conclusion:
The 2019-2024 CEMP was developed in accordance with Ontario Regulation 507/18. The
CEMP provides a roadmap on planning and decision-making for the next phase of the City
of Pickering's energy management program. The CEMP is a living document to support
actions that aligns with the City's energy management goals to foster a culture of
conservation, leverage best practices and technology, learn from previous successes and
challenges, and to outline energy measures that will reduce consumption in new and
existing buildings.
It is recommended that the 2019-2024 Corporate Energy Management Plan be received and
endorsed and that Council direct staff to use this Plan as a basis for making future
corporate energy management recommendations and budget submissions. Staff will
annually report back to Council on the results of the CEMP implementation and the energy
management program.
Attachment
1. 2019-2024 Corporate Energy Management Plan
Prepared By:
Original Signed By:
Abid Syed, P. Eng., PMP
Coordinator, Energy Management
Original Signed By:
Chantal Whitaker, BESc (Hons), CSR -P
Supervisor, Sustainability
AS:Id
Approved/Endorsed By:
Original Signed By:
Kyle Bentley, P. Eng.
Director, City Development & CBO
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P. Eng.
Chief Administrative Officer
PLN 27-19 December 2, 2019
Subject: 2019-2024 Corporate Energy Management Plan Page 6
2. Conclusion:
The 2019-2024 CEMP was developed in accordance with Ontario Regulation 507/18. The
CEMP provides a roadmap on planning and decision-making for the next phase of the City
of Pickering's energy management program. The CEMP is a living document to support
actions that aligns with the City's energy management goals to foster a culture of
conservation, leverage best practices and technology, learn from previous successes and
challenges, and to outline energy measures that will reduce consumption in new and
existing buildings.
It is recommended that the 2019-2024 Corporate Energy Management Plan be received and
endorsed and that Council direct staff to use this Plan as a basis for making future
corporate energy management recommendations and budget submissions. Staff will
annually report back to Council on the results of the CEMP implementation and the energy
management program.
Attachment
1. 2019-2024 Corporate Energy Management Plan
Prepared By: Approved/Endorsed By:
CilL4
Abid Syed, P. Eng., PMP
Coordinator, Energy Management
Chantal Whitaker, BESc (Hans), CSR -P
Supervisor, Sustainability
AS:Id
Kyle Bentley, P. Eng.
Director, City Development & CBO
Recommended for the consideration
of Pickering City Council
Tony Prevedel, P. Eng.
Chief Administrative Officer
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2019-2024 Corporate Energy
Management Plan
A Culture of Conservation and
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2019-2024 Corporate Energy Management Plan
City of Pickering
November 2019
Submitted by:
ICF Canada
400 University Ave, 17th Floor
Toronto, ON M5G 1 S5
1.416.341.0990 1.613.319.8499 f
icf.com
Alternate formats available upon request at 905.683.7575 or customercare@pickering.ca.
2019-2024 Corporate Energy Management Plan
2
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2019-2024 Corporate Energy Management Plan
3
A Message From Our Mayor
As Mayor, I am very proud to endorse the City of Pickering's 2019-2024 Corporate Energy
Management Plan.
While the City of Pickering had embarked on its sustainability journey over a decade ago, the need to
address climate change has become top of mind for residents, businesses, and stakeholders. For this
reason, our Corporate Energy Management Plan is not just a blueprint for conserving energy at City
facilities over the next five years. It's also our public commitment that we will continue to take a leadership
role in terms of resilient development and long-term climate action.
In addition, through innovative energy conservation planning and programs, we can significantly reduce
our energy costs in the long run. Implementing cost savings and cost avoidance measures are effective
ways of reducing budget pressures and the City's reliance on its tax base.
The City of Pickering is on the cusp of greatness, and invested in a number of transformational projects
including Seaton, City Centre redevelopment, the Durham Live entertainment and tourism destination,
and the Innovation Corridor.These exciting projects are bringing a whole new dynamic to Pickering.
I want to assure you that we are working with our partners to advocate the importance of energy
conservation in all of these key projects. I, and every Member of Council, believe in responsible
development that benefits the community on multiple levels - social, economic, and environmental.
I hope you have the opportunity to review the Corporate Energy Management Plan. While it may seem
ambitious to some, we feel it is entirely achievable. The key to success is ensuring that we all collectively
embrace the culture of conservation.
In closing, I invite you to join our sustainability journey. Together we can achieve our shared goals of energy
conservation, prosperity, resilient development, and community -building.
Yours truly
Dave Ryan
Mayor, City of Pickering
2019-2024 Corporate Energy Management Plan
4
Acknowledgements
The 2019-2024 Corporate Energy Management Plan would like to acknowledge the support from the following
stakeholders. Each stakeholder brought a diverse range of skills and expertise that informed the development of the Plan.
CITY OF PICKERING
Tony Prevedel
Chief Administration Officer
Kyle Bentley
Director, City Development & Chief Building Official
Stan Karwowski
Director, Finance &Treasurer
Marisa Carpino Director, Community Services
Stephen Boyd Deputy Fire Chief
Brian Duffield Division Head, Operations
Catherine Rose Chief Planner
Grant McGregor Manager, Strategic Initiatives & Sustainability
Fiaz Jadoon Manager, Economic Development & Strategic Projects
Mark Guinto Manager, Public Affairs & Corporate Communications
Vince Plouffe Manager, Facility Capital Projects
Dale Quaife Manager, Information Technology
Ray Rodrigues Manager, Supply & Services
Dean Jacobs Manager, Policy & Geomatics
Marcos Moreira Supervisor, Facilities
Jeremy Bender Supervisor, Building Permits
Rob Gagen Supervisor, Parks Operations
Chantal Whitaker Supervisor, Sustainability
Deepak Bhatt Senior Planner, Sustainability
Arnold Mostert Senior Coordinator, Landscape & Parks Development
Mike Pelzowski
Coordinator, Infrastructure Maintenance Contracts
Shauna Muir
Coordinator, Corporate Communications & Community Engagement
Abid Syed
Coordinator, Energy Management
ICF
Matt Jones
Project Manager
Jennifer Cathcart
Spark Labs Workshop Designer and Facilitator
Nick Ebbs
Senior Energy Analyst
Julia Zeeman Policy and Engagement Analyst
Michelle Hobbs Senior Designer
2019-2024 Corporate Energy Management Plan
5
Executive Summary
The 2019-2024 Corporate Energy Management Plan (CEMP)
provides a roadmap for planning and decision-making for
the next phase of the City of Pickering's energy management
program.The CEMP builds on the success of the previous
plan, but refocuses the City's energy management priorities
to consider the current context of technology, policy, growth
and City development.The City strongly supports its energy
management program, and the CEMP was developed
through a collaborative effort of stakeholders across City
operations, who provided insight and helped shape the
goals and objectives for energy management to the year
2024. The report was developed in accordance with Ontario
Regulation 507/18, Broader Public Sector: Energy Reporting
and Conservation and Demand Management Plans, which
establishes a province -wide framework for municipal energy
management planning.
Overview of 2014-2019 Results
In 2014, the City of Pickering released its first CEMP, which
identified short-, medium-, and long-term priority actions to
achieve targets of a 12% reduction in energy intensity and a
14% reduction in greenhouse gas emissions by 2019. While
data for 2018 and 2019 are still being collected, analysis
up to 2017 indicates that energy use intensity was already
9% lower and greenhouse gas emissions were 34% lower
when compared to the 2014 baseline. Some of the project
highlights include:
LED streetlight conversion
Solar and LED lighting in parks
Facility retrofits including LED lighting and
building system upgrades
• Purchase of electric vehicles to replace gas -
powered fleet vehicles
• A 100 kW rooftop solar project implemented on
the Dr. Nelson F. Tomlinson Community Centre
It is the responsibility of those managing Pickering's
facilities to ensure reliability and resilience, cost-effective
management of facilities and the comfort of building
occupants; energy management plays a key role in achieving
all these outcomes.The City has made substantial progress in
implementing well-established measures, such as lighting
and HVAC improvements. These projects have yielded
substantial operational savings for the City, with facility retrofits
alone resulting in over $600,000 of avoided energy costs each
year.These measures, in conjunction with greatly reduced
emissions intensity of electricity in Ontario, have resulted in
overall emissions reductions of 1,040 tCO2e annually.
To improve understanding of building energy consumption
and to enable the next phase of the City's energy
management program, a building automation system (BAS)
was also installed. As the energy management program has
advanced, it has become increasingly challenging to identify
opportunities; much of the low -hanging fruit has been
addressed. The BAS will enable the identification of measures
and facilitate holistic assessment of energy management
opportunities across the City's facilities.
Development of the Plan
An extensive engagement took place with key stakeholders
across City departments that will be involved in
implementation of the new plan and represented the
diversity of perspectives and experiences.These stakeholders
provided a complementary mix of skills and insights on
the key opportunities and challenges to be addressed, which
informed the goals and objectives for the 2019-2024 energy
management program.
Although the Plan was developed to guide Corporate
energy management initiatives, it also benefits the broader
community. By leading by example, the City is able to
encourage others to pursue higher standards for energy
management and sustainable development across the
community.
Looking Forward: A Culture of Conservation and
Continuous Improvement
The 2019-2024 CEMP reinforces a Corporate culture of
conservation and continuous energy improvement. Facility
retrofits will continue to play a key role in the success of the
energy management program, and the City has allocated an
annual budget for these projects. In addition, by installing
advanced metering infrastructure and leveraging building
automation systems, staff will understand how energy
is being used and be better equipped to make informed
recommendations for future actions.
The City will engage staff at every level to help them
understand their role in energy management. Facility energy
use will be monitored so that building operators can identify and
address deviations in expected building performance. Predictive
2019-2024 Corporate Energy Management Plan
6
maintenance techniques help determine the condition of in-
service equipment to estimate when maintenance should be
performed.This approach promises cost savings over routine
or time -based preventive maintenance. Tasks are performed
at end -of -life, which is the most cost-effective opportunity to
improve energy efficiency.' Predictive maintenance systems will
enable proactive identification of problems, before equipment
failure occurs or excessive energy is needlessly consumed.
The following table provides a summary of the measures
recommended for implementation under this Plan.
It is estimated that there will be a savings of 1,450 MWh in
electricity and 150,000 m3 of natural gas within existing
buildings.This is equivalent to a 15% reduction in energy
consumption and a 15% reduction in GHG targets. In line
with these targets, the City also has a goal to construct
new buildings that are 15% more efficient than the Ontario
Building Code. Achievement of these targets would reduce
Pickering's energy costs by approximately $650,000 per year
and decrease total GHG emissions by 310 tCO2e per year.
Action
Implementation
Timeframe
Estimated Annual Savings Estimated Incremental
(electricity, natural gas, $) Implementation Cost
Predictive Maintenance
System - Phase I
2020-2021
240,000 kWh/yr
50,000 m3/yr
$50,000/yr
$200,000
Energy Management
Information System - Phase I
2020-2021
190,000 kWh/yr
20,000 m3/yr
$40,000/yr
$160,000
Major Capital Replacement
(Existing Facilities)
2019-2024
120,000 kWh/yr
20,000 m3/yr
$30,000/yr
$120,000/yr*
*Note: The cost per year is only for the duration of the implementation timeframe of 2019-2024, however the cost savings per year
will continue past the five year timeframe.
1 https://www.reliableplant.com/Read/12495/preventive-predictive-maintenance
2019-2024 Corporate Energy Management Plan
7
Table of Contents
Message from the Mayor 4
Executive Summary 6
1. Introduction 9
2. Background 11
2.1 Stakeholder Engagement Workshop 11
2.2 City Growth and Sustainable Developments 12
2.3 Provincial Policy Compliance: O'Reg 507/18 - Overview of Regulation 15
2.4 Related Municipal and Regional Plans and Initiatives 16
3. Goals and Objectives of the Corporate Energy Management Plan . 18
3.1 Goals of the 2019-2024 CEMP Update 18
3.2 Flexibility to Grow and Adapt 18
3.3 Energy Management Strategy 19
4. Pickering's Past Energy Management Progress (Results of the 2014-2019 Plan) 21
4.1 Project Highlights 21
4.2 Summary Table of Project Highlights 25
5. Pickering's Current Energy Use and GHG Consumption 26
5.1 Summary of 2017 Building Energy Use 26
6. Opportunities for Future Energy Management 27
6.1 Distributed Energy Resources 27
6.2 Community Energy Cooperatives 28
6.3 Energy Management Best Practices 28
6.4 Water Conservation Best Practices 30
6.5 New Municipal Construction Projects 31
6.6 Tools to Monitor Building Systems Performance and Perform Evaluation, Measurement, & Verification32
6.7 Proposed Measures for 2019-2024 33
6.8 Funding Pathways 34
6.9 Education and Awareness 35
7. Conclusion 36
8. Appendix 37
8.1 2014-2017 City of Pickering Energy Consumption and Greenhouse Gas Emissions Report 37
8.2 2014-2017 City of Pickering Water Consumption Data 38
8.3 Fleet Carma Report 39
2019-2024 Corporate Energy Management Plan
8
Introduction
The purpose of the 2019-2024 Corporate Energy
Management Plan (CEMP) is to provide a 5 -year roadmap
that will guide planning and decision-making, setting forth
a path for the next phase of Pickering's energy management
program. This Plan shall reinforce a culture of conservation,
provide an overview of the City's energy management
achievements and define future goals and objectives.
The CEMP aligns the City's vision, skills, incentives, and
resources into a strategy that encourages the effective
implementation of energy management best practices
throughout City facilities and infrastructure. The
development of the CEMP is an excellent opportunity to
highlight the successes, reflect on the missed opportunities,
and highlight the cross -departmental collaboration
that contributed to building on an exceptional energy
management program.
In 2014, the City of Pickering released its first 5 -year Corporate
Energy Management PIan.The CEMP identified short,
medium, and long-term priority organizational and technical
actions with a goal to achieve 12% and 14% reductions in
energy intensity and emissions, respectively 2 The purpose of
this report is to identify the successes and lessons learned
during the implementation of the first plan, and from this
past experience, establish meaningful goals for 2019 to 2024.
The CEMP is a 5 -year roadmap for energy management and is
intended to facilitate planning and decision-making to
support low emission, energy reduction and resilient
development.
According to the Independent Electricity Operator 2018
Annual Report on Energy Efficiency Activities, " energy
efficiency continues to be the most cost-effective resource
for maintaining Ontario's power system at only 1.69 cents per
kilowatt-hour"3 In consideration of Pickering's growing
population, increasing fuel prices, increasing greenhouse gas
emissions, and the opportunities for cost effective energy
efficiency, it is now more important than ever to fully
understand and manage the City's Corporate energy
consumption.
Energy management is a key component to building
a resilient, prosperous, and sustainable community
for residents and businesses. Since 2014, the City has
implemented numerous measures to reduce energy
consumption and operational costs. Pickering has invested in
clean fleet vehicles, smart commute programming,
renewable energy, and has prioritized energy efficiency in
the development of new and existing municipal facilities.
The City of Pickering is focused on the cost-effective
management of risks, both current and future. Effective
energy management practices can improve energy
performance, system reliability, and cost savings.The City is
striving to be a leader in integrating sustainable building
design, improving its green infrastructure, and embracing
renewables. Collectively, the City is actively working towards a
low carbon and resilient future.
2 https://www.pickering.ca/en/living/resources/CorporateEnergyManagementPlan2014.pdf
3 http://www.ieso.ca/en/Power-Data/Conservation-Overview/Conservation-Reports
2019-2024 Corporate Energy Management Plan
9
1. INTRODUCTION
A short summary of each section of this Plan is provided below.
Section 1: Introduction
Provides a brief introduction of the CEMP by outlining
the purpose the plan. This section also provides
background information on the previous CEMP.
Section 3: Goals and Objectives
of the CEMP
Unpacks the priorities of the CEMP by communicating
its goals and strategy.
Section 5: Pickering's Current
Energy Use and GHG Consumption
This section provides a summary of the building
energy use for 2017.
Section 7: Conclusion
This section provides a brief conclusion for the CEMP.
Section 2: Background
Connects energy efficiency to climate resiliency as
an adaptation and mitigation strategy. A high-level
background on the City of Pickering is provided, as
well as an overview of the energy management team,
the methodology used to develop this report and a
summary of relevant municipal and regional plans.
Section 4: Pickering's Past Energy
Management Progress
Provides a narrative of the City's past projects
highlights, impact and lessons learned from the
achievements of the 2014-2019 CEMP. This section
includes tables and figures that quantitatively
characterize the results achieved from actions taken
place during the 2014-2019 CEMP.
Section 6: Opportunities for
Future Energy Management
This section describes opportunities for future energy
management improvements within the 5 -year time
frame of the plan. The section recommends energy
management measures and describes municipal
funding pathways that can be linked to the proposed
opportunities.
Section 8: Appendix
This section is the appendix for the report.
2019-2024 Corporate Energy Management Plan
10
Background
Canadians are increasingly becoming concerned about
climate change as the impacts become evident abroad and
at home.
In 2019, the Federal Government's Canada's Changing Climate
Report found that both past and future warming in Canada
is, on average, double the magnitude of global warming.4
According to the Bank of Canada, climate -related damage
to property and infrastructure averaged approximately $1.7
billion annually between 2008 and 2017.5 These impacts will
increase the financial burden of municipalities due to the
costly clean-up efforts and repairs to infrastructure.
In response to the Paris Agreement, the Government of
Canada released the Pan -Canadian Framework for Clean
Growth and Climate Change (PFCGCC) as a strategic plan
to meet Canada's 2030 target of a 30% reduction below
2005 GHG emission Ievels.Through PFCGCC, the Federal
Government recognizes the critical role the public sector can
play to achieve the Federal and international climate change
goals by setting ambitious targets; cutting emissions from
government buildings and fleets; and driving innovation to
advance adaptation strategies and build resilient communities.
In Ontario, municipal governments play a critical role in
addressing climate change by investing in infrastructure
and programs that build more resilient communities.The
City's energy management practices help to reduce energy
and operational costs, and demonstrates a commitment
to long-term climate action, resilient development and
environmental sustainability.
Municipal Leadership and Climate Change Resiliency
Pickering is a recognized leader in sustainability and was
the first municipal government in the Province of Ontario to
establish an Office of Sustainability. In 2007, the City drafted
a set of Sustainable Development Guidelines, highlighting
best practices as an effective way to integrate sustainability
into the development of neighbourhoods planned for
Pickering.
In 2015 and 2017, the City of Pickering won the Conservation
Champions Award from Elexicon Energy (previously Veridian)
in achieving outstanding electricity conservation results.
The City was able to achieve electrical savings of 4,468,239
kWh. In addition, in 2018, the City was awarded the Largest
Lighting Savings Award at the
Powering Up Durham Save on
Energy Symposium.
In recognition for the City's
outstanding achievements
in energy conservation and
climate change action, the
City of Pickering has received
numerous awards including
from the Federation of
Canadian Municipalities for
meeting its highest milestone
in the Partners for Climate
Protection Program.
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With the understanding that money not spent on energy
bills is money that can be better spent on innovative and
financially beneficial practices, the City has taken significant
steps in implementing energy efficiency measures in
facilities and invested in renewable energy generation.The
financial earnings generated from the solar PV project and
the incentives received for the City's energy management
initiatives have been dedicated to an established Green
Initiative Fund, which is a revolving fund dedicated for the
implementation of sustainable energy projects. A revolving
fund is when revenues are "recycled" back into a reserve
fund to finance additional energy projects.
2.1 Stakeholder Engagement Workshop
The City engaged key stakeholders to develop the CEMP.
Each stakeholder involved represented a diverse area of
operations. Interviews were conducted to gather key
insights, which informed the design of a half-day workshop.
Ultimately, the purpose of the workshop was to establish
goals and objectives that considered the unique needs and
challenges of each individual's role within City operations.
Energy projects are cross -cutting, and therefore require
participation from stakeholders across the organization.
4 https://www.nrcan.gc.ca/maps-tools-and-publications/publications/climate-change-publications/canada-changing-climate-reports/canadas-chang-
ing-climate-report/21177
5 https://nationalpost.com/pmn/news-pmn/canada-news-pmn/bank-of-canada-identifies-climate-change-as-important-economic-weak-spot
2019-2024 Corporate Energy Management Plan
11
2. BACKGROUND & CONTEXT
The Energy Management Team will continue to meet
quarterly. Key members representing all departments of the
City that pertain to energy management will form this
dynamic group. They will continue to engage all levels of
employees in the identification and implementation of
energy efficiency initiatives.TheTeam is invested in the
success of the City's CEMP goals and is committed to
creating a culture of energy conservation that will help
generate real results, saving money and energy.
2.1.1 Creation of the 2019-2024 Energy
Management Plan
The engagement workshop served as a kick-off to the
project with the broader City of Pickering team and raised
information that guided the development of the CEMP. Prior
to the workshop, interviews were conducted with key
members of the City team to inform the session design.
City staff participated in the workshop, which yielded a total
of 86 ideas from 4 teams of stakeholders. Ideas generated
Culture & Engagement
All Stakeholder Groups
Best Practice
40
35
Education & Engagement Funding
Exhibit 1: Stakeholder Ideas Mapping
Policy
during the workshop were then mapped to the following
categories; best practices, policy, education and
engagement, funding, and culture and engagement
elements. These are not mutually exclusive categories, as
some ideas represent more than one area of focus. "Best
Practices"and "Education and Awareness"were the categories
that related to the highest number of ideas identified, as
outlined in Exhibit 1. Ideas for energy management identified
during the workshop are woven into the objectives,
opportunities and strategies presented throughout the Plan.
The feedback received from all involved in the workshop
helped to inform the measures, objectives and overall
strategy of this Plan.
2.2 City Growth and Sustainable Developments
Between 2019 and 2024 the City of Pickering is forecasted to
grow from 94,279 to approximately 135,000 residents.6 This
growth will include new sustainable developments and
incorporate energy management practices that enable
community resilience. Community resilience plays an
important role in the CEMP. The City of Pickering has several
new areas being developed that reflect a sustainable
direction and enhanced community resilience. For instance,
Pickering's City Centre will encompass state-of-the-art
buildings providing the City with opportunities to test
behavioural and technical energy management measures,
thus advancing community resilience.The City Centre is still
in the design phase. Another example is the Seaton
Community, which has recently started construction. Both
developments are leading examples that showcase the City's
commitment to energy management. As noted later in this
report, given the scale of development that will occur, it is
important to take a flexible approach towards energy
management, as new developments present an opportunity
to invest in technologies that will emerge over the lifetime of
the Plan.
6 https://www.pickering.ca/en/business/resources/20YearPopulationForecast.pdf
2019-2024 Corporate Energy Management Plan
12
2. BACKGROUND & CONTEXT
Energy Efficiency's Role in Increasing
Community Resilience
The American Council for Energy -Efficient Economy (ACEEE)
defines community resilience as a community's reduction
of, and preparation for, risk.' With the increasing impacts of
climate change, the City of Pickering is improving resiliency
in many ways such as energy management, green building
design and sustainable procurement policies. Energy
efficiency is fundamental to energy management and can
support community resilience by strengthening local energy
systems and delivering more reliable and affordable energy.
Exhibit 2 provides an overview of the resilience benefits to a
community by investing in energy efficiency.8
Benefit type Energy efficiency outcome
Resilience benefit
Emergency
response
and recovery
Reduced electric demand
Increased reliability during times of stress on
electric system and increased ability to respond to
system emergencies
Backup power supply from
combined heat and power (CHP)
and microgrids
Ability to maintain energy supply during emergency
or disruption
Efficient buildings that maintain
temperatures
Residents can shelter in place as long as buildings'
structural integrity is maintained.
Multiple modes of transportation
and efficient vehicles
Several travel options that can be used during
evacuations and disruptions
Social and
economic
Local economic resources may
stay in the community
Stronger local economy that is less susceptible to
hazards and disruptions
Reduced exposure to energy
price volatility
Economy is better positioned to manage energy
price increases, and households and businesses
are better able to plan for future.
Reduced spending on energy
Ability to spend income on other needs, increasing
disposable income (especially important for low-
income families)
Improved indoor air quality and
emission of fewer local
pollutants
Fewer public health stressors
Climate
mitigation
and
adaptation
Reduced greenhouse gas
emissions from power sector
Mitigation of climate change
Cost-effective efficiency
investments
More leeway to maximize investment in resilient
redundancy measures, including adaptation
measures
Exhibit 2: Community resilience benefits associated with energy efficiency
7 https://aceee.org/research-report/u1508
8 http://eecoordinator.info/wp-content/uploads/2016/06/Community-Resiliency-EE.pdf
2019-2024 Corporate Energy Management Plan
13
2. BACKGROUND & CONTEXT
Pickering City Centre
The City of Pickering is demonstrating its commitment to
community resilience through the development of the new
City Centre, which will promote the sustainability and livability
of the community as a whole.
The development plan for this Centre supports the tenets
of sustainability — bringing together economic, social, and
environmental priorities into a singular, exciting, and dynamic
new building form.The City's bold vision for the City Centre
will foster a vibrant, sustainable, accessible and bustling
downtown. Energy management and sustainable building
design will play a key role in this new development. The City
of Pickering, Pickering Town Centre (PTC), and Cushman &
Wakefield, have developed a unique public-private
partnership for the redevelopment of a portion of the mall
lands. The City Centre development will encompass state-of-
the-art buildings and facilities, including a Performing Arts
Centre, new Central Library, combined Seniors &Youth
Centre and condominium towers, which will all be seamlessly
connected via activated and pedestrian -friendly walkways.
The City intends to enroll this development in the Enbridge
Savings by Design program, which is an incentive program to
encourage the design and construction of high-performance,
energy efficient buildings that are at least 15% better than
Ontario Building Code. Another benefit of the program is that
past participants have used the best practices knowledge for
the construction of other facilities. Over 200 projects have
successfully gone through this program and the City Centre
initiative would be the first commercial project in Pickering to
participate. This development exemplifies the City's
commitment to evolve.
This landmark development project will bring together
municipal service delivery, shopping, retail, and residential
intensification, into a singular walkable neighbourhood that
will become the heart of the City.The City is working
to integrate active transportation networks, strategic urban
design, sustainable building practices, land use, as well as
improving access to public spaces and services.
9 Courtesy of Architects Alliance. Note, artistic renderings subject to change.
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11l,l'44441h!,w•
Rendering - Pickering City Centre Redevelopment Project'
Community in North-East Pickering
The City is collaborating on a new development in North-
East Pickering based on fostering a wellness -driven
community. This connected (Smart) Community is guided
by the following planning principals:
a. A future -focused community that is adaptable and
evolving, supporting opportunities for innovative forms of
transportation through adaptable infrastructure.
b. Provides and allows for the potential of various incoming
multi -modal transportation opportunities that take
advantage of smart technologies including Autonomous
Vehicles.
c. Promotes a more sustainable and healthful way of life
through partnerships that support smart technologies, on-
site renewable energy systems and district energy
opportunities.
d. Optimizes solar gain opportunities through a grid street
network aligned with True North.
This development plan is designed to reflect the GTA's
diversity of people, natural habitats and community
resilience.
The Seaton Community
The Central Pickering Development Plan describes a
broad vision for Seaton as a sustainable urban community
integrated with a thriving agricultural community and an
extensive Natural Heritage System with trails. Subsequent
work completed by the City sets in place policies for the
development of urban Seaton as a walkable, transit -
supportive community at densities that support an active
street life, including neighbourhood shops, social facilities
and parks.
2019-2024 Corporate Energy Management Plan
14
Understanding
existing energy
consumption
within the City
Developing
an energy
and GHG
baseline
2. BACKGROUND & CONTEXT
Setting
objectives
and
targets
Developing
action plans
to reduce
energy
usage and
GHGs
Implementing,
verifying and
reporting back
on progress
and results
Exhibit 3: 0. Reg. 507/18 Approach to Energy Reporting and Conservation and Demand Management Plans
In 2018, it was forecasted that the Seaton Community in
will require up to 180 megawatts (MW) of new supply
capacity over the next 15 years.10 In 2017, Pickering Council
passed a resolution that all future municipal facilities built in
Seaton include systems complete with a rooftop solar array,
electric vehicle charging stations and integrate energy
storage.' 1
The Sustainable Seaton: Community -Building Series
The City created the Sustainable Seaton: Community -Building
Series to engage and inspire key industry stakeholders to
encourage more sustainable home building in Pickering and
across Durham Region.12
As part of the series, the City collaborated with Seaton
landowners to present the Net Zero Energy Housing
inaugural workshop. The second workshop, in 2017,
discussed Canada's first micro -grid neighbourhood that is
planned for Pickering and will consist of state-of-the-art
control systems, as well as two-way power flow to the grid.
In 2019, the City hosted its most recent workshop, Building
for the Future. The workshop explored the advantages
of tall timber construction, addressed energy and water
conservation and helped attendees gain practical insight
from builders participating in Enbridge's Savings by Design
program to exceed Code by 15%. The workshop also
showcased Canada's first greywater operating system being
installed by a production builder in Pickering.13
2.3 Provincial Policy Compliance: O'Reg 507/18
- Overview of Regulation
The Government of Ontario expressed a commitment to
greening public sector buildings and developed Regulation
397/11 under the Green Energy Act.The 2009 Green Energy
Act called for all public agencies to annually report energy
consumption and greenhouse gas emissions beginning July
1st, 2013 and every year thereafter with Ontario Regulation
(O.Reg) 397/11. Additionally, O.Reg 397/11 mandated that
all public agencies prepare, report and implement energy
conservation and demand management plans by July 1,
2014, and update that plan every 5 years thereafter.
On January 1, 2019, the Green Energy Act, 2009 was repealed,
along with its regulations. Select conservation and energy
efficiency initiatives, such as the Broader Public Sector (BPS)
energy reporting regulation, were moved to the Electricity
Act, 1998.0. Reg. 397/11 that transitioned to 0. Reg. 507/18
(BPS: Energy Reporting and Conservation and Demand
Management Plans).The 2019-2024 CEMP serves as the
update to progress made through the 2014-2019 CEMP.
Exhibit 3 is a visual representation of the requirement for
municipal corporate energy management plans.
10 http://www.veridian.on.ca/wp-content/uploads/ESR Seaton MTS 1 Final.pdf
11 https://www.pickering.ca/en/living/resources/2017-measuring-sustainability-report.pdf
12 https://www.pickering.ca/en/city-hall/community-building-series.aspx
13 https://www.pickering.ca/en/city-hall/community-building-series.aspx
2019-2024 Corporate Energy Management Plan
15
2. BACKGROUND & CONTEXT
2.4 Related Municipal and Regional Plans
and Initiatives
City of Pickering Official Plan, 2018
The City's Official Plan is a statutory document, which sets
out the land use policy directions for long-term growth and
development in the municipality. Municipalities in Ontario
are required to adopt Official Plans to guide growth and
development that will implement the Ontario Planning Act
and other relevant legislation and regulations. This is the
eighth edition of the Plan and was released in October 2018.
The Plan outlines five principles.The first principle focuses
on sustainability: The ability to meet people's needs while
ensuring environmentally appropriate actions. Within this
principle, the City describes its commitment to encouraging
energy and water conservation.
Throughout the Plan, energy management is woven into
the policy contents and appears in the goals for rural
development, residential growth, land use planning, building
design, job creation and diversification, community services,
infrastructure, community improvement areas and across all
Corporate initiatives.
Durham Community Energy Plan, 2018
The City of Pickering is partnering with the Durham
Region to implement the Durham Community Energy Plan, a
comprehensive long-term energy plan and a roadmap to
achieve deep energy savings and emissions reductions in
the Durham Region.
The Community Energy Plan identifies the following short-
term implementation programs to support actions in the
Low Carbon Pathway:
1. Enhanced energy performance for new
buildings through the Durham Green Standard.
2. Deep retrofitting of existing buildings.
3. Simulating local renewable energy projects
through a renewable energy cooperative.
4. Encouraging the adoption of EVs.
5. Education and outreach to the community.
6. Embedding land -use policies that enable energy
conservation and GHG reduction in official and
secondary plans.
The CEMP aligns with the Durham Community Energy Plan's,
Low Carbon Pathway that falls within a 2018 and 2050
timeline. Achieving the plan's six programs will reduce energy
use by 51%. All of this reduction results from improved
energy efficiency, despite doubling in population. The City of
Pickering's effective energy management will enhance the
Region's ability to reach its energy reduction goal.
3 City of Pickering Measuring Sustainability Report, 2017
This report describes the City's journey to becoming more
sustainable by collecting and tracking data on the
sustainability progress. In 2010, the City first published
the Measuring Sustainability Report, later updated in
2012 and 2017, to set the baseline and outline indicators
of sustainability in five categories, including: a healthy
environment, healthy economy, healthy society, responsible
development, and responsible consumption. The report
identified the following indicators as most relevant to
quantifying energy and emissions objectives: energy
consumed and GHG emitted by municipal operations per
capita based on the number of residents in the community,
energy consumed and GHG emitted by community per
resident, GHG emissions by sector per capita, number of
solar panels permits issued by the City, and daily municipal
water consumption and wastewater discharged per capita.
This is the third report that measures sustainability in the
community. The report references the 2014-2019 CEMP as a
road map for energy management.
Growth Plan for the Greater Golden Horseshoe, 2017
The Growth Plan for the Greater Golden Horseshoe is a
provincial plan that the City of Pickering leverages. Pickering
City Centre has been identified as an "Urban Growth Centre"
in the Province of Ontario's Places to Grow PIan.The 2017
Growth Plan for the Greater Golden Horseshoe requires
municipalities to develop policies in their official plans
that support emission reductions and identify strategies
for improved energy and water conservation. Towards this
end, municipalities are encouraged to develop greenhouse
gas inventories, establish municipal interim and Tong -term
greenhouse gas emission reduction targets, and identify
opportunities for improved energy efficiency within existing
and planned water and wastewater systems and buildings.
2019-2024 Corporate Energy Management Plan
16
2. BACKGROUND & CONTEXT
The City Centre Urban Design Guidelines, 2017
The City Centre Urban Design Guidelines are a set of guidelines
that encourage the use of high-quality and energy-efficient
materials and sustainable development practices to optimize
energy efficiency of new private and public buildings within
the City Centre.The Guidelines act as a starting point for
conceptualizing the long-term growth of the City. Within the
Guidelines, the City promotes sustainability to include the
use of recycled, high-performance, and low impact materials
that contribute to energy efficiency and on-site stormwater
management. The City encourages sustainable development
practices such as optimizing energy efficiency of buildings,
Leadership in Energy and Environmental Design (LEED)
certification or alternative equivalent for new private and
public buildings, providing vehicle charging stations, and
low impact development practices (i.e., the use of grey
water systems).
Durham Community Climate Adaptation Plan, 2016
The Durham Community Climate Adaptation Plan has
identified 18 proposed programs in sectors including, but
not limited to, buildings, electricity supply and the natural
environment to address local adaptation measures in
preparing the Durham community including the City of
Pickering, for the effects of a changing climate.
Building Retrofits for Climate Resilience is a key program that
is proposed that will identify a specific set of energy measures
that are appropriate and cost-effective for a given building.
Similarly, resilience audits are recommended as an additional
scope to the traditional energy audit.
The Seaton Sustainable Place -Making Guidelines, 2011
These guidelines are intended to provide guidance and
serve as examples of the key principles and policies to be
addressed by the Neighbourhood Plans and by extension
to compendium design guidelines.The Seaton Sustainable
Place -Making Guidelines address and expand upon these
key design elements and provide a greater level of guidance
than the Official Plan on urban design and sustainability
performance measures and benchmarks for development
within the Seaton Urban Area. The purpose of the guidelines
14 Courtesy of Architects Alliance. Note, artistic renderings subject to change.
is to provide a design vision and guidance for the Seaton
Urban Area by addressing the nature, intensity, quality and
level of sustainability in both the public and private realms,
while still ensuring that the goals and objectives of the
Central Pickering Development Plan are achieved.
City of Pickering Sustainable Development
Guidelines, 2007
The Sustainable Development Guidelines established core
principles for the City of Pickering. The Guidelines represent
a bold vision for community development for the City. The
Guidelines include specific objectives for energy efficiency,
land use, transportation, air quality, human communities,
cultural resources, natural heritage, water and materials
and waste. The energy performance for buildings, the
use of energy efficiency appliances, passive solar gain,
outdoor lighting and water efficiency contributes to the
development's energy efficiency objectives. The Guidelines
have been used to inform new development — residential,
redevelopment and new designated urban areas. Within this
document, energy management plays an essential role in the
development guidelines to ensure the efficient use of energy
takes place across all development projects in the City. The
City of Pickering staff have discussed updating guidelines in
the near future.
Rendering - Pickering City Centre Redevelopment Project14
2019-2024 Corporate Energy Management Plan
17
Goals and Objectives of the Corporate Energy
Management Plan
3.1 Goals of the 2019-2024 CEMP Update
The CEMP should be treated as a "living document", from which outcomes will be determined by the City's Council and staff,
and be used to guide the decision-making process for energy management initiatives. The CEMP was developed
collaboratively by a diverse group of City staff, and include the following goals that:
Foster a Culture of
Conservation, leveraging
best practices and
technology effectively to
embed energy management
into City operations.
(o\
0 0
O41 --O
2. Learn from the successes
and challenges encountered
during the implementation
of previous projects.
3.2 Flexibility to Grow and Adapt
Woven between each of the goals highlighted in the section
above is the theme of flexibility, which is embedded within
this PIan.The City implements energy management practices
across all departments and buildings that extend beyond
a specific project or conservation measures.The CEMP will
remain flexible so that as priorities evolve, the energy
management team is able to adapt and ensure that the most
cost-effective and practical energy decisions remain part of
the evolving priorities. Through this approach, the Plan is
3. Provide a set of recommended
energy conservation
measures that reduce
new and existing building
consumption.
able to adapt to changes in funding availability at the
federal, provincial and municipal level. As new construction
of City assets occurs to accommodate growth, the flexible
approach taken in this Plan will ensure resources can be
deployed practically and efficiently.
2019-2024 Corporate Energy Management Plan
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3. GOALS & OBJECTIVES
3.3 Energy Management Strategy
According to the IESO's 2018 Annual Report on Energy Efficiency Activities, "energy efficiency continues to be the most
cost-effective resource for Ontario's power system at only 1.69 cents per kilowatt-hour."
With that in mind, the City of Pickering has developed a three -pronged approach to tackling energy management:
/O\
E111170 d°
1. Improve energy efficiency in
the existing municipal building
portfolio.
I®I
2. Incorporate energy efficient
technology and controls within
design and construction of
new facilities.
1) Improve energy efficiency in existing buildings
• Improve data tracking and use: Accurate and up
to date information on utility consumption and
costs is required in order to identify and prioritize
opportunities.This can to be achieved in a variety of
ways, including investing in tracking systems such
as utility meters and databases, providing increased
funding and staff to facility operations, and
empowering facility staff to act on identified
opportunities. In order to contribute effectively to
energy savings, the data cannot simply be tracked,
but needs to be acted upon.
• Take a portfolio approach: Prioritize facilities that
have high energy consumption compared to the
rest of the stock, either because they are large or are
poor performers compared to their peers. Street
lighting is the biggest electricity consumer in
municipalities, while arenas are the biggest users of
natural gas. Barriers to implementation should also
be considered.
• Focus on significant end uses: Similar to the
portfolio approach, the largest energy end uses
should be prioritized. Street lighting is the largest
end use outside of the building portfolio. Within the
building portfolio (municipal buildings and arenas),
lighting, ventilation, and arena process loads such
as ice rink cooling are the largest end uses. Space
3. Invest in renewable and
alternative energy sources to
reduce energy, GHG
emissions and improve
community resilience.
heating is by far the largest end use for
natural gas, followed by domestic hot water
heating.
2) Enable energy efficiency to be embedded in new
facilities
• Prioritize new construction and natural capital
replacement: Energy efficiency is a lot more cost-effective
when only the incremental cost compared to standard
efficiency equipment must be funded. Incremental costs
for many measures are often negligible. Planning for
energy efficiency should be undertaken when designing
new facilities and planning for major capital replacement.
• Establish priorities in reduction targets: Due to the
nature of Ontario's electricity generation mix and market
factors, electricity has significantly lower GHG emissions
compared to natural gas, while natural gas costs about 20%
of electricity on a purchased unit energy basis. Therefore,
natural gas measures should be favored when seeking to
maximize utility cost reductions, and electricity measures
should be prioritized when the objective is to maximize
GHG emission reductions.
3) Invest in renewable energy
• Focus on reduction, efficiency, and then generation:
Generation is the last option to consider due to high capital
costs and complexity of implementation. Holistic retrofits
will minimize energy use through waste reduction and
2019-2024 Corporate Energy Management Plan
19
3. GOALS & OBJECTIVES
energy efficiency prior to the implementation of
generation. This allows for smaller generating systems
or a larger proportion of facility energy use to be
produced than would have occurred without these
retrofits.
• Include non -energy benefits in decision making:
Renewable energy can have important non -energy
benefits such as improved community resilience and
reliability. Renewable energy can provide off -grid
solutions where there is no access to power or there are
trenched conduits. This can have an impact on diverse
areas such as occupant comfort, health and safety, and
potable water quality. Factoring in non -energy benefits
can be crucial to getting buy in from decision makers
and stakeholders, as well as making the business case for
renewable energy more compelling.
The City of Pickering Energy Management Plan upholds
a life -cycle philosophy that prioritizes operations and
maintenance and continuous commissioning. These
practices have underpinned the CEMP. The City owns and
operates its equipment in a way that optimizes the potential
for energy management through the proper management of
the equipment throughout its entire life cycle.This
maximization of assets results in increased efficiency and the
extension of the equipment's life expectancy.
2019-2024 Corporate Energy Management Plan
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Pickering's Past Energy Management Progress
(Results of the 2014-2019 Plan)
4.1 Project Highlights
Over the course of the 2014-2019 CEMP
period the City of Pickering has reduced
energy costs and improved performance at
a number of facilities. In addition, the City
has converted all of it's streetlights
to LEDs. These two initiatives combined
has resulted in an annual energy savings
of 4,468,239 kWh and $622,051 in annual
cost. Due to the progress made from the previous plan, the
City was awarded the Conservation Champions Award in
2015 and 2017 from Elexicon Energy, and in 2018 the City was
awarded the Largest Lighting Savings Award at the Powering
Up Durham Save on Energy Symposium.
LED Street Light Conversion
In 2018 the City completed a flagship
project, converting over 7,000 of
the City's streetlights to LEDs.The
implementation was completed jointly
by the City's Engineering Services,
Finance, Operations and Sustainability
staff. Replacement of streetlights to
LED resulted in:
• An estimated savings of $457,015 in annual
energy and maintenance costs
• LED streetlights provide better visibility than
conventional streetlights
• Safety for the residents with better lit roads
• A $640,000 incentive from the IESO's
SaveOnEnergy program
15 http://www.illumient.com/portfolio/city-of-pickering-dog-park
Due to the scale of the project and the overlay of
departments involved, the LED Street Lighting Project
reflects the City's ability to transform its infrastructure for the
betterment of its residents.
Solar and LED Lighting in Parks
The City has installed solar -powered lights in the parking
lot of Grand Valley Off -Leash Dog Park. Previously these
parks were poorly lit and there was a prohibitive upfront
cost associated with installing underground wiring. For that
reason, an innovative and cost-effective solution was found
to install 250W — 60 solar cell panels with batteries and a
controller which stores the power and releases at night to
power 72W LED lights.15
The new lights enhance the safety and security of the parking
area, and illuminate the park, allowing for extended playtime
for dogs and their owners during the winter months. The
photovoltaic panels generate and store solar power in built-
in batteries, which then power LED lights at night in public
spaces. The lights are motion -activated and can be controlled
remotely to allow for optimal light when motion is detected,
such as a car pulling up to the parking lot or a person
entering the park. Otherwise, light output
is controlled to extend battery life and to ensure sufficient
lighting when needed. Based on the success of this initiative,
two solar lights were installed in the J. McPherson Park
parking lot and four were installed along the new accessible
asphalt pathways at Kinsmen Park.
2019-2024 Corporate Energy Management Plan
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4. 2014 - 2019 PLAN RESULTS
$165,036
2014-2019
CEMP Plan
Annual Cost Savings
in Facilities
Facility Retrofits
Energy use is often one of an organization's most substantial
operating expenses. Energy audits determine the amount
of energy used in the facility (by major equipment) and
identify the specific conditions that are affecting the facility's
performance and comfort. Over the course of the 2014-2019
CEMP, the City completed several capital projects in separate
facilities resulting in $165,036 in annual cost savings.
Conservation measures included in the capital projects were:
• LED Lighting Retrofits
• Chiller Retrofit
• Dehumidification Project
• Ice Storage Projects
• Refrigeration Integration Upgrade
• Supply Fan, Return Fan
• Boiler Retrofits
• Chiller Retrofits
The picture to the right shows the difference in lighting
before and after the LED lighting retrofit and demonstrates
the increased brightness for residents who use the facilities,
resulting in better visibility, more comfort and greater user
satisfaction.
Chestnut Hill Developments Recreation Complex Exercise Room: Before
Chestnut Hill Developments Recreation Complex Exercise Room: After
2019-2024 Corporate Energy Management Plan
22
Electrification of Fleet Vehicles
4. 2014 - 2019 PLAN RESULTS
The City's Electric Vehicle (EV) strategy is part of the broader
vision to create a sustainable and prosperous City as well as an
immediate step to reduce the GHG emissions.The electrification
of the municipal fleet holds great potential to reduce fossil
fuel consumption and greenhouse gas emissions while
providing vehicle operating, maintenance and health cost
savings, for individuals and the community. The benefits
associated with EVs align well with the City's sustainability and
livability goals by contributing to cleaner air, reducing noise
pollution, introducing resiliency into the transportation system.
In 2019, the City of Pickering implemented a 7 -year Electric
Vehicle (EV) Strategy to replace all of the City's small vehicles
(sedans and SUV) with electric vehicles. This Strategy was
informed by the success of a pilot EV project that began in
2018 when the City purchased their first electric vehicles.
This pilot project provided an opportunity for staff to
monitor the performance of these vehicles while reducing
associated fuel consumption and carbon dioxide (CO2)
emissions. The results were favourable and the City has a strategy
to replace all City small vehicles to electric by 2025.
16000
14000
12000
10000
8000
6000
4000
2000
0
-2000
Annual Cost of Ownership
1 1:
I 2 3
4 5 7
Year
• Outlander PHEV
Chrysler 200
-- Savings to Date
Exhibit 4: Total annual savings of Mitsubishi Outlander
The total cost of ownership and total savings for a 2018
Mitsubishi Outlander PHEV and a 2012 Chrysler 200 were plotted
for each year to evaluate the annual savings of electric vehicle
ownership.This does not include the resale value of the EVs.The
City's second vehicle Chevrolet Bolt EV has similar results.
The measurement and verification tool used was developed by
a company called Fleet Carma to provide telematics devices and
software to track energy usage, cost savings, increase fleet
$9,000.00
$8,000.00
$7,000.00
$6,000.00
$ 5,000.00
$4,000.00
$3,000.00
$2,000.00
$1,000.00
$0.00
Annual Energy Costs ($)
Electric Vehicles Gasoline Vehicles
Exhibit 5: Savings in annual fuel costs
efficiency and maximize utilization of the electric vehicles.
Please see Appendix for the full report.
Exhibit 5 demonstrates the annual fuel cost savings based
on the data collected during the monitoring period from the
pilot project.
Electric Charging Stations
To complement the
electric vehicles, the City
applied for the Workplace
Electric Vehicle Charging
Incentive Program and
was selected to receive
funding for electric vehicle
charging stations. These
stations are installed in the
underground parking lot
at City Hall for Corporate
fleet vehicle charging.
2019-2024 Corporate Energy Management Plan
23
4. 2014 - 2019 PLAN RESULTS
Solar Energy
As part of the City's ongoing commitment to energy
sustainability, a solar panel array was mounted on the roof
of the Dr. Nelson Tomlinson Community Centre, and Fire
Station #4. The 100 kW solar project in 2015 was completed
through a joint partnership between Elexicon Energy
(Formerly Veridian Connections Inc.), Queen Street Solar
and Solera in cooperation with the City of Pickering. The
revenue generated by renting the roof of the building will
help fund the City's Green Initiative Fund, which focuses on
future sustainability projects. The installation of the solar
photovoltaic (PV) system is part of the Feed -In -Tariff (FIT)
program, offered by the Independent Electricity System
Operator.
Panels cover the majority of the south roof slopes, as well as
the main roof of the gymnasium. Approximately 100,000
kWh of electrical energy is produced by the panels annually
and fed back into Ontario's electricity grid. Additionally, just
over 61,000 kg CO, emissions are avoided per year.16
4.2 Summary Table of Project Highlights
The following table provides a brief highlight of the landmark
projects completed. It is not a complete list of every capital
project completed by the City and does not reflect all energy
savings achieved.
16 https://www.pickering.ca/Modules/News/index.aspx?feedld=5dc74cc8-c7b5-43f1-904c-ab24fc21ae17 ef5adafb-d620-422b-bd9d-b646d8b38d-
4c&newsld=d34b2aa6-a927-4fe3-989b-e983236a0c32
2019-2024 Corporate Energy Management Plan
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Project Category
4. 2014 - 2019 PLAN RESULTS
Project Name
Solar and LED Lighting in Parks
East Shore Community Centre
Firehall 6
Electrification of Fleet Vehicle
Exhibit 6. Pickering's Current Energy Use and GHG Consumption
Project Details
The City installed solar -powered
lights in the parking lots at Grand
Valley Off -Leash Dog Park, Kinsmen
Park and J.McPherson Park.
The City converted the hallway
and various room lights in the
community centre to LED.
The City installed LED lighting
conversions with controls.
EV pilot project launched in 2018
when the City purchased two EVs,
the Chevrolet Bolt EV and Mitsubishi
Outlander PHEV. In 2019, the City
expanded its program with three
additional EVs, two Mitsubishi
Outlander PHEVs and a Nissan Leaf EV.
Impact
• New lights enhance safety and
security
• Lights are motion -activated
and can be controlled remotely
to allow for optimal light and
extended battery life
• Reduced energy consumption,
better visibility and resident
satisfaction
• $1,261 estimated annual energy
cost savings
The Firehall has enhanced the safety
in the building by increasing the
brightness in various rooms and
hallways in the building
The vehicles have a 3 -year payback
period with an estimated lifetime
savings of $14,166
2019-2024 Corporate Energy Management Plan
25
Pickering's Current Energy Use and GHG Consumption
5.1 Summary of 2017 Building Energy Use
From January 2011 to December 2017, the City of Pickering's
energy use intensity and carbon intensity has consistently
trended downwards. Weather normalized energy use
intensity was 9% lower in 2017 compared to 2011, and
carbon intensity was 34% lower in 2017 compared to 2011,
reducing greenhouse gas emissions by 1,040 tons CO2
emissions per year.
The most recent full year of energy consumption data
available for the City of Pickering is January to December
2017, as reported under Ontario Regulation 507/18. The City
reported energy consumption data for 26 facilities
comprising 700,000 ft2 of floor space.
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
Rec-
reation
1
Admin
III J6 . o
Libraries Fire Public
and Services Works
Community
Centres
600,000
500,000
400,000
300,000
200,000
100,000
• Elec (kWh) • Gas (m3)
Exhibit 7: 2017 Energy Use by Facility Type
Total energy consumption was 71,950 GJ consisting of 9,584
MWh of electricity (48.0%), 993,960 m3 of natural gas (51.5%)
and 10,065 litres of fuel oil (0.5%).Total GHG emissions
associated with this energy consumption were 2,073 tons
CO2, of which electricity contributed 8.0%, natural gas 90.7%,
and fuel oil 1.3%.
Energy use is concentrated in a few large facilities, with
the three largest consuming over 70%. Exhibits 7 and 8
summarize the City's facility energy use by facility type and
end use.
Natural Gas (m3)
Ventilation & Space
Cooling 6%
Arena Loads
43%
Domestic Hot
Water 19%
Space Heating
43%
• Arena Loads
Lighting
13%
Plug Loads
12%
• Domestic • Lighting
Hot Water
Plug Loads • Space
Heating
•Ventilation &
Space Cooling
Exhibit 8: Estimated City Energy Usage by End Use
2019-2024 Corporate Energy Management Plan
26
Rendering - Pickering City Centre Redevelopment Project"
Opportunities for Future Energy Management
Energy management is a cross -cutting issue that impacts
numerous departments within the Corporation. Given this
complexity, the City views energy management as an
opportunity to advance community resilience, increase
economic development and improve sustainability. The
sections below highlight several opportunities that the City is
keen to explore further during the 2019-2024 timeframe.
6.1 Distributed Energy Resources
Most of the City's facilities located in south Pickering are
serviced by one transformer station - the Cherrywood
Transformer Station (TS). The TS is constrained, meaning it
will need to be upgraded if load growth continues, as the
load passing through the transformer station cannot be
increased without substantial investment in upgrades. The
scale of alternative 'distributed energy resources' can vary —
from a single home to subdivision or city block.They can
increase the City's resiliency, improve reliability, result in bill
reduction if deployed strategically, improve energy security,
and can help mitigate greenhouse gas emissions.
Accordingly, the City recognizes the Cherrywood constraint
as an opportunity to collaborate with developers, the local
utility and the tiers of government to explore innovative
distributed energy resource (DER) options to managing the
grid. These opportunities may be assessed through low cost
planning and action one geographic area at a time, with
consideration for environmental impacts, for managing
electricity supply and demand using all means available
and necessary, including demand response, distributed
generation (DG), energy efficiency, electricity and thermal
storage, and load management.18 Given the unique status
that the Cherrywood TS poses, the City will continue to
explore opportunities with the local utilities.
Hydro One will need to upgrade the Cherrywood TS to
accommodate the additional load, which will be performed
at end of useful life. However, this investment can be
deferred by targeted energy efficiency and demand
response, and strategic deployment of energy storage and/
or renewable energy, such that demand is reduced where
the community and energy system will benefit the most.
Currently, the Ontario Energy Board is engaged in a series
of consultations that will shape the way distributed energy
resources are deployed. These policy developments may
occur within the lifecycle of the 2019-2024 plan.
17 Courtesy of Architects Alliance. Note, artistic renderings subject to change.
18 https://pubs.naruc.org/pub.cfm?id=536EF440-2354-D714-51 CE -C1 F37F9B3530
2019-2024 Corporate Energy Management Plan
27
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
DERs have the potential to reduce the load on the
Cherrywood TS more cost-effectively than large-scale
upgrades to the grid. The opportunity to defer investment in
this way makes these resources a good investment for the
people who live in the region, who will ultimately benefit by
increased resilience in the grid and lower increases in energy
cost, and for the environment, as these strategies are often
'clean' approaches to energy management.
6.1.1 District Energy
The City of Pickering is continuously exploring partnership
opportunities to develop district energy. Municipalities are
increasingly using district heating and cooling for
operations related to municipal buildings, multi-purpose
facilities, and arenas. In Ontario, several municipalities such
as, Guelph, Markham, Toronto, and Windsor have district
energy systems for their buildings.
Typically, district heating energy use will be dominated by
space heating, with the balance being used for domestic hot
water heating and process loads. The majority of district
cooling energy is used for space cooling, with the balance
being used for process cooling, such as in data centres.
District energy can provide cost-effective heating, cooling,
and/or electricity using local energy sources. It can also
reduce peak power demand, GHG emissions, and provide
backup power during emergencies resulting in increased
community resiliency and energy cost savings.19
6.2 Community Energy Cooperatives
Energy cooperatives provide an opportunity for investors to
pool resources to develop energy projects that are more
cost-effective than if deployed on a smaller scale, providing
a better rate of return for investment in clean energy.20 A
number of energy cooperatives exist in Ontario, but were
fueled by the province's Feed -in Tariff program, which is
no longer offered. However, the cost of renewable energy
(e.g. solar), has become competitive with alternatives and
working in collaboration with utilities, regulators, and
system operators, there may be future opportunities for
local cooperatives, as distributed energy resources are an
economically viable resource in the absence of incentives.
In Denmark and Germany, there are collectively over 1,000
wind energy cooperatives?' There are many local economic
benefits associated with municipal energy cooperatives,
during construction and throughout their operation; they
create jobs, and profits are collected by local investors who
then re -invest in other local businesses.
In Ontario there are 46 actively registered cooperatives. There
is an opportunity for cooperation between renewable energy
cooperatives and municipalities by:
• Broaden and deepen energy engagement in
communities
Find untapped resources and skills to resolve
Community Energy Plan (CEP) implementation
challenges
• Develop new financing options based on shared
business models
District energy, demand response, energy storage, energy
efficiency, community solar and sustainable transportation
are all avenues that new business models can emerge.22
6.3 Energy Management Best Practices
Energy management requires that staff at all levels
understand their role and play a part in achieving the goals of
the Plan. Across the City's departments a culture of conservation
takes place, for instance, the Parks Operations staff use electric
property maintenance tools such as lithium -ion powered line
trimmers, hedge trimmers, handheld blowers, and chainsaws
as opposed to gasoline powered tools. These electric tools
reduce emissions and noise for resident satisfaction. Despite
having a culture of conservation, the practice of energy
management is often in competition with other priorities. It can
be difficult to find the time to think about energy management.
In addition to time constraints, the City does not currently have
the technology in place, such as sub -metering and advanced
building analytics, that enable optimization of energy usage to
its full potential. A key recommendation of this Plan is that the
appropriate metering be installed. However, the success of the
measure depends on prioritizing energy management; making
it a key priority for building operators and all City staff, ensuring
they have the resources required to achieve energy
management goals.
19 http://www.ieso.ca/en/Learn/Conservation-and-Energy-Efficiency/Municipal-Energy-Profile
20 http://www.trec.on.ca/community-power/
21 https://www.trec.on.ca/wp-content/uploads/2016/08/2016 coop-arecc report final screen.pdf
22 https://cleanairpartnership.org/cac/wp-content/uploads/2018/06/TREC-Webinar-June-14.pdf
2019-2024 Corporate Energy Management Plan
28
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
Energy management best practices have been formalized,
and many resources are available through ENERGY Star and
NRCan that provide guidance and tools. Best practices place
emphasis on setting specific objectives for individuals and
facilities in terms of energy performance, implementing
dashboards to monitor progress, and adopting a framework of
continuous improvement.
A key constraint identified by many stakeholders was a lack
of time to focus on energy management. Expanding roles
and responsibilities to make energy efficiency a key
performance indicator at all levels of the organization is
an effective approach. The City will need to explore the
adequacy of existing resources as roles and
responsibilities expand. Success will come from talking
with the various stakeholders in the City to better
understand what will motivate them to support and
participate in energy management.
Another important element for integrating energy
management across the various City departments is to
put an emphasis on staff training. Providing training for
City staff presents an opportunity to have a more rigorous
implementation of the Plan. For example, existing fleet
mechanics who may not be well -versed in electric vehicles
could be offered training to help them adapt to the
changing landscape of technology.23 Exhibit 9 demonstrates
the various benefits of training for a variety stakeholders.
Note: Natural Resources Canada's (NRCan) Exhibit 9 refers to
'Senior Management', for relevance to Pickering, this is
implied to include Mayor and Members of Council as well as
CAO and Directors.
Primary benefits of energy management training
Benefit
Senior
management
Energy Facility operators/ Building
manager managers occupants
Gain new knowledge and skills
Increase energy savings and cost savings ✓
Reduce downtime and maintenance costs
✓ ✓
Increase staff engagement
Enhance corporate culture
Contribute to professional
development or certification
Reduce environmental impact
Enable a better built environment ./
✓ ✓
✓ ✓ ✓
✓ ✓ ✓
Exhibit 9: Benefits of Energy Management Training
23 https://www.nrcan.gc.ca/sites/www.nrcan.gc.ca/files/oee/files/pdf/publications/commercial/EMT Primer en.pdf
2019-2024 Corporate Energy Management Plan
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6. OPPORTUNITIES FOR ENERGY MANAGEMENT
6.4 Water Conservation Best Practices
With 34% of municipal electricity consumption and 11% of natural gas consumption being used for water and wastewater
treatment and pumping, water conservation can have a significant impact on municipal energy use. Despite improvements
in household water conservation, Canada remains one of the largest per capita users of fresh water in the world. Per capita
consumption in 2011 was estimated at 250L/day.24 In Durham, on average, household use 270L/day, 20L more than the
national average.25 More broadly, the City's Corporate water consumption is illustrated in Exhibit 10. Concurrently, commercial
and industrial operators are paying to dump raw or partially treated industrial wastewater directly to municipal sewers.
Reducing water and wastewater means less energy consumed for pumping and treatment.26
The following measures are best practices for water conservation:
1. Water efficient fixtures: Installing
low flush toilets and urinals, low
flow faucet aerators, motion
sensor activated fixtures.
2. Diversion and collection:
Installing water collection in
institutional buildings to be
reused for landscaping.
The benefits of using water efficiently include:
• A reduced water bill,
• The ability to delay expensive upgrades to the system, and
• The efficient use of resources for future generations.
Water Consumption (m3)
100,000
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
M
2014 2015
Exhibit 10: City of Pickering Corporate Water Consumption
2016
3. Non -potable water use:
Installation of infrastructure to
capture and distribute non -
potable water such as greywater
and rainwater for non -drinking
applications such as gardening
and toilet flushing.
2017
24 https://www.canada.ca/en/environment-climate-change/services/environmental-indicators/residential-water-use.html
25 https://www.oshawa.ca/residents/conserving-water.asp
26 http://www.ieso.ca/en/Learn/Conservation-and-Energy-Efficiency/Municipal-Energy-Profile
2019-2024 Corporate Energy Management Plan
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6. OPPORTUNITIES FOR ENERGY MANAGEMENT
6.5 New Municipal Construction Projects
Pickering is experiencing a major intensification of
development. Development of new buildings will result
in increased energy consumption, water, waste and GHG
emissions.There is a need and an opportunity to integrate
energy management practices at the onset of development.
The City's Sustainable Placemaking Policy is about the
transformation of the City from a suburban community
to a sustainable city. It is about transforming the City into
a unique place that celebrates its past, capitalizes on its
existing attributes and assets, while planning for current and
future generations. It cannot rely on conventional planning
processes — the journey to achieve a truly sustainable city
requires new and innovative ways of doing business.
The City's approach to Sustainable Placemaking is founded
on 10 principles:
1. Draw on the expertise of the community
2. Encourage collaboration at all levels
3. Go beyond design Codes; pay attention to function,
appearance and experience
4. Aim for zero impact as the ideal, in carbon, and other
footprints
5. Design and plan for people
6. Strive to make Pickering a distinctive community
7. Adapt to change
8. Learn by doing: use pilot projects and experiments to
test new ideas
9. Keep moving in the right direction; the journey will
never be finished
10. Strive always to achieve the greater public good
Developing solar -ready roofs is one example where
Sustainable Placemaking converges with new developments
and energy management. In addition, the City is working
closely with Enbridge to incorporate "Savings by Design", a
program that supports improved energy and environmental
performance in new construction projects?' New
developments are a long-term investment and contribute to
the broader vision of creating a sustainable city.
Within the next 5-8 years the City of Pickering has several
anticipated buildings that are in the design phase. The City
will target 15% above Code, where feasible for the listed
buildings.
27 http://commercial.savingsbydesign.ca/
• Performing Arts Centre
• Seniors &Youth Centre
• Central Library Facility
• Pickering Heritage & Community Center
• Seaton Recreation Complex & Library
• Seaton Regional Library
• Animal Shelter
• Fire Station A
• Fire Station B
• Northern Satellite Operations Centre
2019-2024 Corporate Energy Management Plan
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6. OPPORTUNITIES FOR ENERGY MANAGEMENT
Early engagement in the design process is necessary to
understand opportunities for energy management and
potential funding. The difference between designing
these buildings to Code versus designing to meet high
performance standards could result in long term energy
cost savings. As part of this Plan, decision -makers, such as
City planners and developers are encouraged to contact the
City's energy management team so that the alignment of
development is in sync with energy management
opportunities. Pilot projects to test innovative ideas and
approaches are encouraged as long as it's proven
technology and is able to reduce risk of energy savings not
being achieved. If the energy savings are not realized as
claimed, the extended payback period would result in a lack of
funding available for other important projects, especially those
projects that are part of the City's facilities and operations and
maintenance cycle. Moreover, the development lifecycle for
new builds often exceeds five years. Energy management
measures identified in the design phase may extend beyond
this CEMP planning cycle. Ensuring early and on-going
engagement throughout the new construction process is
important especially because provincial and federal policies
change and opportunities may arise enabling the City to secure
funding to implement energy management practices into the
new development.
Early and ongoing engagement with stakeholders could
uncover unique and collaborative projects that can combine
energy management technology and community resilience.
For instance, the Pickering City Centre presents an
opportunity to explore microgrid feasibility. A microgrid
could increase the community's resilience by enabling
buildings to operate during electrical brownouts. In order to
operationalize this opportunity, an early commitment is
required to conduct a pre -feasibility study.
6.6 Tools to Monitor Building Systems
Performance and Perform Evaluation,
Measurement, & Verification
The City has a Building Automation System (BAS)
Standardization. Based on the life cycle replacements of
equipment, the City seeks to enhance the BAS system so that
over time it is integrated across all buildings resulting in
enhanced capacity for evaluation, measurement and
verification.
Currently, the City uses variable frequency drives (VFDs) as a
standard, for reducing energy consumption and enabling soft
starts of equipment that do not stress the power supply or
cause energy spikes during start up. The City also uses lighting
control system and occupancy sensors to achieve lighting
efficiencies and control lighting use in unoccupied times.
The City is exploring options to increase the effectiveness,
including the installation of equipment such as:
• an energy management software
• building automation system upgrades
• sensors
• control equipment
• metering equipment
• related communication systems
With this approach, the City is able to consider the design
and installation of backup equipment that would enable
planned and preventative maintenance. As buildings become
'smarter', managing their day-to-day energy use efficiently
could be furthered by information systems that can track and
monitor usage, and identify abnormally high building
consumption in real-time. These alerts can prompt building
operators to intervene to correct the abnormal building
behaviour. In addition, improved planned and preventative
maintenance extend the life cycle of major equipment
deferring capital replacement costs. Consequently, poorly
serviced equipment costs more to operate. Building
automation systems optimize the energy consumption of
buildings. Many of these systems are complex, and building
operators may require specialized training to realize the
automation system's full benefit. Building operators need to
be familiar with the BAS interface and have a clear
understanding of how their actions influence energy
consumption and demand. Building operator training is done
prior to turnover of any construction, renovation or energy
retrofit project and on an ongoing basis as required.
Moreover, BAS systems can also be used to track behavioural
events or programs which rely upon 'whole building'
analysis of energy use to derive performance and energy
savings. Advanced data systems and monitoring systems
can allow facility operators to identify faulty equipment in
advance of the point of failure. For example, when a motor
is running hotter than usual, this can trigger the dispatching
of a technician to diagnose and resolve issues proactively,
avoiding costly business interruptions.The BAS upgrade and
system expansion directly aligns with the City's continuous
re -commissioning philosophy.
2019-2024 Corporate Energy Management Plan
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6. OPPORTUNITIES FOR ENERGY MANAGEMENT
6.7 Proposed Measures for 2019-2024
Action Description
Estimated
Implementation Annual Savings Estimated Incremental
Timeframe (electricity, Implementation Cost
natural gas, $)
Predictive
Maintenance System -
Phase l
Install a predictive maintenance
system to support facility staff in oper-
ations, maintenance, and continuous
commissioning activities. Begin with
the largest buildings and sub -systems.
2020-2021
240,000 kWh/yr
50,000 m3/yr
$50,000/yr
$200,000
Energy Management
Information System -
Phase l
Install sub -metering equipment and
energy management software to
enable facility staff to identify energy
savings opportunities, benchmark
facility energy use, set performance
targets, and monitor progress. Begin
with the largest buildings and sub-
systems.
2020-2021
190,000 kWh/yr
20,000 m3/yr
$40,000/yr
$160,000
Major Capital
Replacement
(Existing Facilities)
Provide dedicated Energy
Management Team resources to
evaluate energy efficient options for
equipment or processes purchased
for end of life replacements for
existing facilities. Lifecycle costing
incorporating energy and operation
and maintenance costs should be
employed to determine the best
net present value. Incorporate new
equipment in the Building Automation
System.
2019-2024
120,000 kWh/yr
20,000 m3/yr
$30,000/yr
$120,000/yr*
Lighting Retrofits
(Interior and Exterior)
The lighting retrofits have been
grouped together into a"Lighting
Bundle" The remaining interior and
exterior lights, including the parking
lot lights at City buildings, will be
replaced with LED lights.
2019- 2024
380,000 kWh/yr
0 m3/yr
$60,000/yr
$460,000
*Note: The cost per year is only for the duration of the implementation timeframe of 2019-2024, however the cost savings per year
will continue past the five year timeframe.
Exhibit 11: Proposed Measures for 2019 - 2024
2019-2024 Corporate Energy Management Plan
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6. OPPORTUNITIES FOR ENERGY MANAGEMENT
6.8 Funding Pathways
Within a municipality, it is very common for maintenance improvements to compete with other budget priorities, including
energy projects. In many cases, the measures are aligned but require early and on-going engagement to determine how best to
integrate.This Plan has been developed bearing in mind the evolving policy landscape and is designed to be flexible to changes
in the availability of funding. The available incentive programs and carbon pricing mechanisms are changing; there is some
uncertainty as to whether or not such sources of funding will exist throughout the lifecycle of the Plan to fund projects. To realize
the goals and objectives outlined in this Plan, the City has a variety of funding mechanisms that can be leveraged to fund energy
management initiatives.
Funding Mechanism
Description
Considerations
Capital Budget
Each year City Council approves an annual budget for The project must have 4 year payback to be included
all of the City's operational areas. in the capital budget, where possible.
Government and
Utility Incentives
Enbridge Gas Distribution offers incentives to help
offset the cost of installing energy efficient natural gas
equipment in buildings.
• Enbridge's Savings by Design is a green building
initiative created to help builders design and construct
buildings and houses with high energy performance
and to help homebuyers and residents save on their
energy costs. This comprehensive program offers
support and financial incentives during the design and
construction stages of building and housing projects.
The Federation of Canadian Municipalities has:
• The municipal asset management program which
delivers asset management training to municipalities,
• The Green Municipal Fund (GMF) that finances capital
projects focusing on those related to fossil fuel in
fleets, projects that reduce GHGs and storm water
and wastewater.
Government and utility incentives change and evolve
based on the political agenda of the political party in
power. Continuous monitoring of policy directives
will provide insights on new incentive programs on
the horizon.
The GMF as of March 31, 2018, has $599 million
available to fund green municipal initiatives across
Canada.
Application for Savings by Design are found on
the Enbridge website and a limited number of
applications are accepted on a rolling basis.
Save on Energy programs by the IESO are scaling
down as of March 2018, however they will remain in
operation until 2020 and may be extended beyond
this time period.
Exhibit 12: Funding Pathways
2019-2024 Corporate Energy Management Plan
34
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
6.9 Education and Awareness
The City of Pickering is increasing its focus on energy
awareness to further encourage energy conservation and
efficiency. The City has a newsletter that provides updates on
completed and on-going projects to keep residents informed.
There are also numerous resident outreach events such as
the Energy Booth at Sustainable Pickering Day and the
Farmers Market. During these events, the Energy
Management Team educates residents on how the City is
reducing energy consumption and costs. The team also
provides recommendation on how residents and businesses
can reduce their own energy consumption and costs.
Following the City on social media (Facebook, Twitter and
Instagram) is a great way to stay up to date with the energy
management engagement initiatives.
The Energy Management Team actively engages staff by
coordinating site tours of neighbouring municipalities and
institutions energy efficient buildings. The Team also hosts
presentations for City staff with subject matter experts and
creates continuous learning opportunities by frequently
sharing webinars and conferences series with relevant staff
and departments. In 2019, the City's Energy Management
Team hosted workshops where subject matter experts shared
insight on Net Zero, and Passive House Buildings. The impact
of developing a strongly engaged and supportive team is
that staff are more informed, educated, and more likely to
consider energy in their operations.
There is an increasing opportunity for facility staff to get
technology -specific training and attend in-depth energy
management courses to expand on their system and energy
management knowledge. For example, Building
Environmental Systems (BES) Operator training, is designed
to train technicians in the operation of today's complex
buildings. In addition, the Local Authority Services has a
Train the Trainer program, which is helpful for building
operators. These programs focus on the concept that
"buildings are systems", in which heating, air conditioning,
refrigeration, ventilation, electrical power, lighting, water
and air supply are not isolated, but connected and
interdependent.28 Incorporating behaviour -based incentives
such as providing recognition through competitions and
awards is an excellent way to keep City staff engaged in
energy saving activities at the workplace.
City's first 100% Electric Vehicle
28 Seneca's Building Environmental Systems (BES) Program.
2019-2024 Corporate Energy Management Plan
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Conclusion
The CEMP will act as a living document to enable the City's
energy management goals; foster a culture of conservation,
leverage best practices and technology, and learn from the
projects undertaken throughout the 2014 to 2019 CEMP.
The proposed measures outlined in this plan have a 15%
energy reduction and 15% reduction in GHG targets. In line
with these targets, the City has a goal to construct new
buildings that are 15% more efficient than the Ontario
Building Code. Achievement of these targets would reduce
Pickering's energy costs by approximately $650,000 per
year and decrease total GHG emissions by 310 tCO2e per
year.
The City of Pickering is committed to energy conservation
as a critical component of its operations. By leveraging best
practices and technology, the City will effectively integrate
energy management into its operations. The City's energy
management strategy will guide the implementation of this
Plan. The three -pronged approach consists of the following
elements;
1. Improve energy efficiency in the existing
municipal building portfolio.
2. Incorporate energy efficient technology and
controls within design and construction of new
facilities.
3. Invest in renewable and alternative energy
sources to reduce energy, GHG emissions and
improve community resilience.
There are many opportunities for further energy conservation
through recommissioning of the City's existing buildings
and incorporating conservation and sustainability into new
building designs.
Energy management requires that Members of Council and
staff at all levels understand their role and play a part in
achieving the goals of the Plan. Engagement will continue to
play an integral part during the implementation period of the
CEMP.
Through this proactive approach, the City of Pickering will
actively develop its culture of conservation and continuous
improvement.
One Team. One Vision. Infinite Possibilities.
2019-2024 Corporate Energy Management Plan
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Appendices
8.1 2014-2017 City of Pickering Energy Consumption and Greenhouse Gas Emissions Report
The tables below are summaries of the energy consumption and greenhouse gas emissions reporting data for
2017 for the City of Pickering.
2014-2017 Energy Consumption and Greenhouse Gas Emissions Report
Operation Name Operation Type
Total Floor Avg
Area (sqft) hrs/wk
Electricity
Quantity
(kWh)
Natural Fuel Oil
Gas 1 &2
Quantity Quantity
(m3) (L)
GHG E Energy
missions Intensity
(kg) (ekWh/sqft)
Animal Services
Offices, facilities, council
chambers
2,725.00
34
35151.80
5253.80
14978.02
33.68
Centennial Park Club House
Community centres
1,545.00 1 13 1 34365.24
594.45 1 22.24
Claremont CC & Fire Stn 4
& Library
Community centres
18,183.00
17
136298.00
38859.00
75825.56
30.21
Dunbarton Pool
Fire Station # 2
Indoor swimming pools 20,790.00
Fire stations, incl. offices and
facilities
7,955.00
102
168
64737.14
106969.00
34646.00
202238.48 1 54.68
66622.49
54.42
Fire Station # 6
Fire stations, incl. offices and
facilities
9,130.00
168
102245.02
10600.00
21809.28
23.54
Greenwood CC
Mount Zion CC
Petticoat Creek
Community Centre
Community centres
Community centres
Community centres
8,400.00
27
76979.85 1 6215.00 1 1 13081.84 1 17.03
2,150.00 1 25 1 4650.22 1 3544.00 1 9773.83 1 19.93
17,190.00
68.5
247832.00
44011.00
87495.38
41.63
PMV NE/Post Misc
Building Use
Cultural facilities
6,290.00
30.5
5625.69
97.31
0.89
PMV Redman House 1 Cultural facilities 1 2,803.00 1 56 1 32619.97 1 5969.00
11849.41
34.27
Recreation Complex
Indoor recreational facilities 1 230,120.00
113
4258205.84
414840.00
857966.15 1 37.66
Whitevale CC
Community centres 2,120.00
12.8 1 24547.80
424.63
11.58
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8. APPENDICES
8.2 2014-2017 City of Pickering Water Consumption Data
Facilities
2014
2015
2016
2017
Centennial Park Club House
162
160
262
133
Chestnut Hill Developments Recreation Complex (Arena),
1867 Valley Farm Rd
3,163
3,411
7,955
3,817
Chestnut Hill Developments Recreation Complex (Pool),
1867 Valley Farm Rd
14,234
15,351
13,550
17,178
Chestnut Hill Developments Recreation Complex,
1867 Valley Farm Rd
14,234
15,351
13,550
17,178
Civic Complex, One The Esplanade
2,774
3,738
3,606
2,429
Don Beer Arena, 940 Dillingham Rd
8,852
11,524
11,131
10,225
East Shore Comm Centre, Senior's Centre, 910 Liverpool Rd
968
1,342
1,631
1,156
East Shore Community Centre, 910 Liverpool Rd
968
767
1,631
1,130
Operations Centre, 2570 Tillings Rd
74
1,265
730
Petticoat Creek Community Centre, 470 Kingston Rd
273
187
240
223
Petticoat Creek Community Centre, Library, 470 Kingston Rd
273
187
240
223
Pickering Fire Station # 2, 553 Kingston Rd
412
610
390
505
Pickering Fire Station # 5, 1616 Bayly St
625
790
1,164
940
Pickering Fire Station # 6, 1115 Finch Ave
731
855
687
738
Pickering Public Library, Central Branch, One The Esplanade
2,774
1,792
2,835
2,429
Progress Club House, 680 Front Rd
9
733
West Shore Community Centre, 1011 Bayly St
309
546
445
485
GRAND TOTAL
50,760
57,417
60,581
59,518
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8.3 Fleet Carma Report
8. APPENDICES
ELECTRIC VEHICLE
■ ROI REPORT
The City 01 Pickering
e4
PICKERING
NOVEMBER 2018
7 YEAR SERVICE DIFF
f leetca rma
2019-2024 Corporate Energy Management Plan
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8.3 Fleet Carma Report
8. APPENDICES
0 fleet :..
Electric Vehicle ROI Report:
City of Pickering
Welcome to your Electric Vehicle ROI Report. Using the data collected on your current
electric vehicles, we are able to determine what the cost savings of operating these
vehicles compared to conventional vehicles. We are excited to share this report with
you, and hope you feel empowered to drive electric.
Section 1: Current Vehicle Statistics
2018 Mitsubishi Outlander PHEV
41,144 km
Annual Mileage
6.62 L/100 km
Bq
Fuel Efficiency
2018 Chevrolet Boit BEV
14,713 km
Annual Mileage
2.33 L/100 kmPq
Fuel Efficiency
127 km
Avg. Daily Distance
0.19 kg/km
CO2 Emissions
59.2 km
Avg. Daily Distance
0.007 kg/km
CO2 Emissions
These four statistics allow us to see the big picture as to how your current vehicles
operate.
• The annual mileage demonstrates the overall use of the vehicle and impacts the
total costs to operate it over the course of any given year.
• The fuel consumption shows the current equivalent amount of fuel needed
to operate your vehicle and the possible efficiencies that have been gained by
switching to electric vehicles.
• The distance per driving day shows the range required for each electric vehicle on
average. This provides you with insight of how far you are going on the days you use
your vehicle.
• The CO, emissions rate from your current electric vehicles allows you to establish a
new carbon footprint baseline, demonstrating all the good you are doing by driving
electric.
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2019-2024 Corporate Energy Management Plan
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8.3 Fleet Carma Report
8. APPENDICES
Section 2: What Have I Saved?
2018 Mitsubishi Outlander PHEY
Using your driving data, we evaluated the 2018 Mitsubishi Outlander PHEV currently
in use by the City of Pickering to a comparable non -electric vehicle, the 2012 Chrysler
200. This is the vehicle the Outlander was chosen to replace and has been used in this
analysis to determine the return on investment. This analysis calculated a payback period
of 3 years, the minimum time recommended to keep the EV to have a positive return on
investment.
0
$14,166
i ifc-time Savings
15,093 L
Litetme rue15aved
45,961 kg
COi Emissions Saver.
3 Years
Payback Period
The total cost of ownership and total savings for a 2018 Mitsubishi Outlander PH EV and
a 2012 Chrysler 200 were plotted for each year to evaluate the annual savings of electric
vehicle ownership.
2018 Outlander PHEV - $45,054 (MSRP)
16000
14000
12000
10000
8000
6000
4000
2000
0
2012 Chrysler 200 - $26,266 (MSRP)
Annual Cost of Ownership
r 0
111
2000 4 5 6 7
Year
Imo 0utlander PH EV
Chrysler 200
—Savings to Date
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2019-2024 Corporate Energy Management Plan
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8.3 Fleet Carma Report
8. APPENDICES
Section 2: What Have I Saved?
2018 Chevrolet Bolt BEV
Using your driving data, we evaluated the 2018 Chevrolet Bolt BEV currently in use by
the City of Pickering to a comparable non -electric vehicle, the 2018 Honda Pilot. The City
of Pickering would have considered a mid-size SUV within the price range of $35,000 to
$45,000 if the Bolt was not purchased. The Honda Pilot is well suited for this analysis
with an MSRP of $40,500. Using these two vehicles, the analysis calculated a payback
period of 2 years, the minimum time recommended to keep the EV to have a positive
return on investment.
$12,945
Lit t me Savings
11,656 L
Lifetime Fuel Saved
35,224 kg
C0= Emissions Saved
2 Years
Payback Perlo,I
The total cost of ownership and total savings for a 2018 Cheverolet Bolt BEV and a 2018
Honda Pilot were plotted for each year to evaluate the annual savings of electric vehicle
ownership.
2018 Bolt BEV - $51,990 {MSRP}
14000
12000
10000
8000
6000
4000
2000
0
2000
2018 Pilot - $40,500 {MSRP}
Annual Cost of Ownership
1 2 3 4 5 6 7
Yea r
Chevrolet Dolt
Honda Pilot
-Savirgs to Date
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2019-2024 Corporate Energy Management Plan
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8.3 Fleet Carma Report
8. APPENDICES
Appendix: Summary Table
The following table outlines the savings that may be achieved by having the 2018
Mitsubishi Outlander PHEV in place instead of the 2012 Chrysler 200, and the 2018
Chevrolet Bolt BEV in place instead of a 2018 Honda Pilot.
This analysis used the following assumptions:
• Cost of Fuel = $1.30/L
• Cost of Electricity - $0.10/kWh (off-peak), $D.16/kWh (on -peak)
• Vehicle Service Life = 7 years
• Inflation = 5%
Savings
2018 Mitsubishi
Outlander PHEV
2018 Chevrolet Bolt
BEV
Annual Fuel Saved
2,156 L
1,665 L
Annual CO_ Emissions
Saved
6,566 kg
5,032 kg
Payback Period
3 years
2 years
Lifetime Fuel Saved
15,093 L
11,656 L
Lifetime CO, Emissions
Saved
45,961 kg
35,224 kg
Lifetime Savings
$14,165.73
$12,944.66
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2019-2024 Corporate Energy Management Plan
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8.4 List of Exhibits
8. APPENDICES
Exhibit 1: Stakeholder Ideas Mapping pg. 12
Exhibit 2: Community resilience benefits associated with energy efficiency. pg. 13
Exhibit 3: O. Reg. 507/18 approach to Energy Reporting and Conservation
and Demand Management Plans pg. 15
Exhibit 4: Total annual savings of Mitsubishi Outlander electric vehicle ownership pg. 23
Exhibit 5: Savings in annual fuel costs pg. 23
Exhibit 6: Pickering's Current Energy Use and GHG Consumption pg.25
Exhibit 7: 2017 Energy Use by Facility Type pg. 25
Exhibit 8: Estimated City Energy Usage by End Use pg. 26
Exhibit 9: Benefits of Energy Management Training pg. 29
Exhibit 10: City of Pickering Corporate Water Consumption pg. 30
Exhibit 11: Proposed Measures 2019 - 2024 pg. 33
Exhibit 12: Funding Pathways . pg. 34
2019-2024 Corporate Energy Management Plan
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