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Home My WebLink AboutMarch 3, 2025Executive Committee Meeting Agenda March 3, 2025 Electronic Meeting – 2:00 pm Chair: Councillor Nagy For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Please be advised that in accordance with Section 09.04 of the Procedure By-law, the City of Pickering is holding Council and Committee Meetings in an electronic format until further notice. Members of the public may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting. Page 1.Call to Order/Roll Call 2.Disclosure of Interest 3.Delegations Members of the public looking to provide a verbal delegation to Members of the Executive Committee may do so through a virtual connection into the meeting. For more information, and to register as a delegate, visit pickering.ca/meetings, and complete the online delegation form or email clerks@pickering.ca. The list of delegates who have registered to speak will be called upon one by one by the Chair in the order in which they have registered. Delegates are allotted a maximum of 5 minutes to make their delegation. Please be advised that your name will appear in the public record and will be posted on the City’s website as part of the meeting minutes. 4.Matters for Consideration 4.1 Chief Administrative Officer, Report CAO 02-25 1 Anti-Littering Campaign Recommendation: 1.That Report CAO 02-25 regarding the Anti-Littering Campaign be received; 2.That staff be authorized to implement the digital Anti-Littering Campaign in 2025, as set out in this report; Executive Committee Meeting Agenda March 3, 2025 Electronic Meeting – 2:00 pm Chair: Councillor Nagy For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 3.That the Mayor be requested to consider including funds in the amount of $12,000.00 in the 2026 Public Affairs & Corporate Communication Current Budget to install temporary signage to promote the City’s Anti-Littering Campaign; and, 4.That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. 4.2 Chief Administrative Officer, Report CAO 03-25 10 Beachfront Park Master Plan (Phase 1 Implementation) and Alex Robertson Park Gravel Parking Lot – Project Update - Request for Tender No. T2024-7 – Milestone Report #1 Recommendation: That Report CAO 03-25 regarding Beachfront Park Master Plan (Phase 1 implementation) and Alex Robertson Park Gravel Parking Lot Project Update, Milestone Report #1, be received for information. 4.3 Director, Community Services, Report CS 01-25 14 City Property Naming -John E. Anderson Recommendation: 1.That Report CS 01-25 regarding the City Property Naming in honour of John E. Anderson be received; 2.That Council approve the Exhibit Gallery at the Pickering Heritage & Community Centre to be named the John E. Anderson Gallery; and, 3.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.4 Director, Community Services, Report CS 02-25 28 Claremont and District Lions Club -No Fee Permit Approval Recommendation: Executive Committee Meeting Agenda March 3, 2025 Electronic Meeting – 2:00 pm Chair: Councillor Nagy For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 1. That the Mayor and City Clerk be authorized to provide a no fee permit to the Claremont and District Lions Club for the use of the Lions Club Meeting Room at Dr. Nelson F. Tomlinson Community Centre for a three-month term, from April 1 to June 27, 2025; and, 2. That the appropriate City officials be authorized to take the necessary actions as indicated in this report. 4.5 Director, Engineering Services, Report ENG 04-25 51 Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive Consulting and Professional Services for the Detailed Design Recommendation: 1. That Council approve retaining Aquafor Beech Limited for consulting and professional services for the preparation of the detailed design of the Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive, in accordance with Purchasing Policy Item 10.03 (c), as the assignment is above $50,000.00; 2. That the proposal submitted by Aquafor Beech Limited for consulting and professional services for the preparation of the detailed design of the Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive, in the amount of $176,267.65 (net HST) or $195,737.47 (HST included) be accepted; 3. That the total gross project cost of $232,713.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $209,565.00 (net HST) be approved; 4. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $209,565.00 as follows: a) The sum of $183,239.00 to be funded by a transfer from the Development Charges – City’s Share Reserve as approved in the 2025 Capital Budget; b) The sum of $26,326.00 to be funded by a transfer from Development Charges – Stormwater Management Reserve Fund as approved in the 2025 Capital Budget; and, Executive Committee Meeting Agenda March 3, 2025 Electronic Meeting – 2:00 pm Chair: Councillor Nagy For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.6 Director, Operations, Report OPS 04-25 57 2024 - 2029 Corporate Energy Management Plan Recommendation: 1. That Report OPS 04-25 regarding the 2024 - 2029 Corporate Energy Management Plan (CEMP), prepared by IndEco Strategic Consulting Inc., be endorsed; 2. That recommendations from the 2024 - 2029 CEMP be considered, along with other municipal priorities, through future annual municipal plans and budget processes; 3. That staff annually report back to Council on the progress of the implementation of the CEMP and the energy management program; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.7 Director, City Development & CBO, Report SUS 01-25 120 Pickering Environmental Schools Grant - Results of the 2024 Funding Recommendation: That Report SUS 01-25, regarding the Pickering Environmental Schools Grant, be received for information. 5. Member Updates on Committees 6. Other Business 7. Adjournment Report to Executive Committee Report Number: CAO 02-25 Date: March 3, 2025 From: Marisa Carpino Chief Administrative Officer Subject: Anti-Littering Campaign -File: A-1440 Recommendation: 1.That Report CAO 02-25 regarding the Anti-Littering Campaign be received; 2.That staff be authorized to implement the digital Anti-Littering Campaign in 2025, as set out in this report; 3.That the Mayor be requested to consider including funds in the amount of $12,000.00 in the 2026 Public Affairs & Corporate Communication Current Budget to install temporary signage to promote the City’s Anti-Littering Campaign; and 4.That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Executive Summary: The purpose of this report is to introduce a new municipal anti-littering campaign, as directed by Council through Resolution #594/24. City staff have developed a campaign aimed at addressing issues related to careless littering and illegal dumping particularly across Pickering’s beachfronts, parks, and trails. This initiative features a compelling slogan and hashtag designed to promote awareness and effect behavioural change. Subject to Council’s approval, the digital Anti-Littering Campaign will run for a minimum of one year beginning spring 2025 using in-house resources and existing funds in the 2025 Current Budget. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Lead & Advocate for Environmental Stewardship, Innovation & Resiliency; and Foster an Engaged & Informed Community. Financial Implications: The City of Pickering will utilize all municipal communication channels to maximize free exposure, and existing 2025 Current Budget resources as available, while leveraging current regional partnerships, including Durham area municipalities, maintained by the Sustainability section of the City Development Department. - 1 - CAO 02-25 March 3, 2025 Subject: Anti-Littering Campaign Page 2 Although the digital campaign is set to launch in spring 2025, there is no allocated budget for signage in 2025. Therefore, staff are requesting that $12,000.00 be included in the 2026 Current Budget to install a series of temporary promotional signs next year. Discussion: To address Resolution #594/24, a working group was formed comprised of staff from Public Affairs & Corporate Communications, Municipal Law Enforcement Services, Parks Operations, Road Operations, Customer Care Centre, and Sustainability. Being mindful of budget and staff resources in 2025, staff will largely be integrating the new anti-littering campaign into existing programs, events, and educational outreach initiatives led by Sustainability as part of its environmental engagement initiatives, and Public Affairs & Corporate Communications, as part of its management of the City’s owned communication channels and platforms. A.Campaign Creatives City staff were directed to develop an anti-littering campaign featuring a catchy slogan that effectively addresses issues related to fishing, pollution, and careless littering. The resulting campaign slogan, “Littering? That’s so trash.” accompanied by the hashtag #ThatsSoTrash, is designed to provoke thought, evoke emotion, and inspire change. The slogan harnesses the power of social language to instill a sense of responsibility and accountability. ‘That’s so trash’ has evolved beyond its literal meaning of garbage, gaining popularity in online communities and social media as a way to call out something undesirable. Among Millennials and Gen Z, 'trash' has been widely adopted as slang to describe something low-quality, undesirable, or socially unacceptable, making it an effective and relatable term for this campaign. By repurposing this phrase, the City highlights the shameful nature of littering while fostering a sense of community pride and environmental responsibility. Strategic marketing plays a crucial role in shifting social norms, and public accountability can be a powerful motivator for change. By making littering socially unacceptable, the campaign encourages residents to take pride in their surroundings and consider the broader impact of their actions. The campaign will feature a series of visuals, and select examples have been provided below. - 2 - CAO 02-25 March 3, 2025 Subject: Anti-Littering Campaign Page 3 To further strengthen outreach, additional targeted slogans will be introduced, each designed to resonate with specific audiences and behavio ural patterns: 1.‘Be a part of the solution, not the pollution’ This slogan can appeal to families with younger demographics, such as children and pre-teens in the 6-12 year age range, encouraging them to take an active role in maintaining cleaner, more sustainable communities. Through digital engagement and school outreach, youth will be empowered to lead by example and become stewards of their environment. 2.‘Your dirty actions cost us all’ This slogan highlights the devastating impact of littering and illegal dumping in natural spaces. Striking imagery of polluted landscapes and wildlife harmed by discarded fishing lines and plastic debris will be incorporated to drive home the urgency of responsible waste disposal. 3.‘Trash the habit, not the streets’ Focused on combatting illegal dumping, this message underscores the severe consequences of improper waste disposal. Using powerful visuals of discarded garbage marring public spaces, the campaign educates residents on legal and responsible waste disposal alternatives. - 3 - CAO 02-25 March 3, 2025 Subject: Anti-Littering Campaign Page 4 B.Public Waste Infrastructure The City of Pickering maintains over 275 public waste receptacles, including recycling bins, strategically placed throughout parks, trails, and green spaces. In 2024 alone, Operations staff collected approximately 266,640 kg of waste from these public waste receptacles. To visualize, this volume of waste spread evenly across a standard football field (5,300 m²) would create a layer 5 cm (2 inches) deep across the entire field. In 2022, the City of Pickering and Ontario Power Generation partnered with the Clean Your Gear Project. Through this initiative, staff installed seven specialized collection stations to encourage the proper disposal of fishing lines in high-traffic fishing areas. C.Problem Areas for Littering and Illegal Dumping In 2024, staff responded to over 240 cases of careless littering and illegal dumping reported to the City’s Customer Care Centre. While this issue affects the entire community, certain locations have been identified as problem areas. The following list was compiled based on calls and reports to the Customer Care Centre, Municipal Law Enforcement Services, Parks Operations, Road Operations, and Sustainability: Careless Littering Hotspots •Mockingbird Square •Nantucket Chase •Mulberry Lane •Peter Matthews Drive •Aquarius Trail •William Jackson Drive •Marathon Avenue •Major Oaks Park •Old Whites Road/Whites Road area •Anywhere near 200 Rosebank Road Illegal Dumping •Glengrove Park •Dunmoore Park •Canadian Village Green •Rick Johnson Memorial Park •Valley Farm parking lot, north of Finch Avenue •Centennial parking lot •Nautical Village – waste bins adjacent to businesses - 4 - CAO 02-25 March 3, 2025 Subject: Anti-Littering Campaign Page 5 North Pickering Roadside/Natural Area Illegal Dumping •Aquarius Trail, South of Taunton Road (aka 1465 -1469 Taunton Road) •Intersection of Peter Matthews Drive & Marathon Avenue •Sideline 4, North of Highway 7 •Sideline 16, North and South of Fifth Concession •Salem Road, North of Highway 7 to Seventh Concession •Seventh Concession, West of Brock Road to Sideline 24 •Seventh Concession, East of York-Durham Line to North Road •Enterprise Gateway D.Communications Tactics In accordance with Resolution #594/24, staff will implement a digital-first anti-littering campaign using in-house resources and City-owned communication channels, including: •municipal website home page promotion and project page resources •digital community signs – large format billboard-style signs located at Pickering City Hall, Chestnut Hill Developments Recreation Complex, Centennial Park, Western Gateway, Bayly/Liverpool Roads, and Kingston Road CN Rail Bridge •Let’s Talk Pickering project page where citizens can pin their areas of concern using our mapping tool •various City newsletters, including ones targeted at youth, families, and older adults •educational material will be provided to the City’s database of Community and Sports Groups and Places of Worship •social media – including the City’s corporate channels as well as the local neighbourhood groups •facility posters in community and library spaces •facility posters mailed to all schools Additional paid communication tactics will be explored, subject to availability in the 2025 Current Budget related to Sustainability, Parks Operations, and Public Affairs & Corporate Communications. These include: •rotating facility roll-up banners, and limited temporary boulevard/park signage •postal walk campaign targeting problem areas (translated into Pickering’s seven most spoken languages) •property tax bill inserts •temporary waste bin decals in priority locations E.Community outreach and partnership opportunities Staff in Sustainability will have the opportunity to promote this campaign during a number of existing community programs and events, including: •Earth Month (spring) – includes community litter cleanups, tree planting, and educational workshops - 5 - CAO 02-25 March 3, 2025 Subject: Anti-Littering Campaign Page 6 •Farmers’ Market (summer through autumn) •Environment Day (summer) •Take Pride in Pickering Community Tree Planting (autumn) Additionally, staff will inform the Toronto and Region Conservation Authority, Durham Region municipalities, and the Ministry of Natural Resources to amplify campaign efforts. Notably, the chosen slogan was designed without specific reference to Pickering, allowing for future adoption by neighbouring municipalities. This regional approach acknowledges that litter is not confined by municipal boundaries - one community's neglect can directly impact its neighbours. By fostering a unified effort across multiple jurisdictions, we can enhance public awareness, share best practices, and create a more widespread cultural shift toward responsible waste disposal. Furthermore, this will reinforce the idea that protecting our environment is a shared responsibility. Staff will run the campaign for a minimum of one year before assessing its impact and meeting with other municipalities on the adoption of the campaign. F.Community Signage In reviewing signage options, staff recommend a series of rotating temporary boulevard/park signs rather than permanent installations. Larger, billboard-style temporary signs will provide greater visibility, with compelling imagery and dynamic design, allowing for campaign message updates as needed. Conversely, permanent signs - typically smaller metal fixtures affixed to existing poles or staked to the ground - are better suited for regulatory messaging, such as by-laws, fines, and reporting mechanisms. It should be noted that many of Pickering’s public parks already have permanent signage in place to communicate Parks By -law requirements, such as no dumping. Costs for Temporary Signage Staff recommend renting four signs for a period of 12 months, and rotating the signage through Pickering’s hotspot locations in 2026. This would total approximately $12,000.00 plus HST. Costs for Permanent Signage If additional permanent signage was preferred, the cost would be approximately $10,000 .00 plus HST to install 18” by 12” signs in 76 parks. The City’s proposed anti-littering campaign is a strategic, multi-faceted initiative aimed at fostering community pride and reducing waste across Pickering. By leveraging compelling messaging, community partnerships, and effective communication strategies, this campaign aspires to shift attitudes, deter careless littering, and create a cleaner, more sustainable environment for all residents. - 6 - CAO 02-25 March 3, 2025 Subject: Anti-Littering Campaign Page 7 Attachment: 1.Resolution #594/24 Prepared By: Approved/Endorsed By: Shauna Tawadrous Mark Guinto Supervisor, Public Affairs & Division Head, Public Affairs & Corporate Communications Corporate Communications ST:as Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By:Original Signed By: Original Signed By: - 7 - Legislative Services Division Clerk’s Office Directive Memorandum October 30, 2024 To: Mark Guinto Division Head, Public Affairs & Corporate Communications From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on October 28, 2024 Anti-Littering Slogan Campaign Council Decision Resolution #594/24 WHEREAS, residents have observed a significant increase in litter across our beachfront areas, parks and trails, most notably in sensitive watershed areas. The issue persists despite the availability of waste receptacles (i.e. fishing line disposal units, garbage and recycling bins); And Whereas, other municipalities across Canada have created clever anti-litter slogan campaigns to persuade people to take the simple step of throwing their garbage in waste receptacles instead of on the ground; And Whereas, catchy slogan campaigns have been proven to be highly effective. For example, the "Don't Mess with Texas" anti-litter campaign, created by the Texas Department of Transportation, is credited with reducing litter on highways by an incredible 72%. Similarly, “Woodsy Owl” was created in 1971 by the U.S. Department of Agriculture’s Forest Service as an anti-pollution symbol. His catchy tag line, “Give a hoot; don't pollute!” is still used today more than 50 years later to remind us to care for the planet; And Whereas, in 2014, the City of Toronto launched the “Littering says a lot about you” campaign. This initiative effectively targeted the entire city by utilizing posters and signage on buses, newspaper ads, and bus shelters to reduce litter in public spaces; and, And Whereas, when it comes to stopping litter, a catchy phrase can make a difference. It is a proven way to raise awareness about keeping your community clean with just one simple act - tossing garbage in a trash can. Now therefore be it resolved, that the Council of The Corporation of the City of Pickering directs through the Office of the CAO that staff: 1.Create an anti-littering campaign with a clever tag line or slogan that addresses issues related to fishing, pollution, and careless littering, and ensure that the campaign runs for a minimum of one year from its launch; 2.Assess most common critical areas where littering has been reported or identified as a problem area; Attachment 1 to Report CAO 02-25 - 8 - Please take any action deemed necessary. SC:am Copy: Chief Administrative Officer 3. Create and implement a digital anti-littering campaign in 2025 using in-house resources; 4. Report back to Council no later than Q1 2025 on the above including provisions and any budgetary impacts to install permanent signage to promote the City’s anti- littering campaign; and, 5. That this resolution be circulated to the Toronto and Region Conservation Authority, all Durham Region municipalities, and to the Ministry of Natural Resources. - 9 - Report to Executive Committee Report Number: CAO 03-25 Date: March 3, 2025 From: Marisa Carpino Chief Administrative Officer Subject: Beachfront Park Master Plan (Phase 1 Implementation) and Alex Robertson Park Gravel Parking Lot – Project Update -Request for Tender No. T2024-7 – Milestone Report #1 -File: A-1440 Recommendation: 1. That Report CAO 03-25 regarding Beachfront Park Master Plan (Phase 1 implementation) and Alex Robertson Park Gravel Parking Lot Project Update, Milestone Report #1, be received for information. Executive Summary: The purpose of this report is to provide an update on the construction of Beachfront Park Master Plan (Phase 1 implementation) and Alex Robertson Park Gravel Parking Lot. In accordance with item 7 of Report ENG 15-24 (Resolution #567/24), staff were directed to provide an operational and financial update for this project in Q1 2025. All site demolition and shoreline revetment work including the installation of steel sheet piles and armourstone has been completed. Helical pile installation, which is the supporting structure for the steel and concrete walkway structure, commenced in late January 2025. Delivery of the precast concrete decking and steel beams for the walkway structure commenced in early February 2025. These components form a large portion of the overall project costs. The Call to Indigenous artists was released in mid-January and is closing March 3, 2025. Consistent with the Public Art Policy (CUL 130), five artists will be selected through a Public Art Jury , and each will provide four designs that will be laser-cut into 20 steel panels and inserted into the boardwalk railing. The project is on track for completion by late June 2025 and on budget. Relationship to the Pickering Strategic Plan: The rec om m endations in this report respond to the Pickering Strategic Plan Priorities of Advocate for an Inclusive, Welcoming, Safe & Healthy Community; and Lead & Advocate for Environmental Stewardship, Innovation & Resiliency. Financial Implications: The projec t is approximately one-third complete in its construction phase which is reflected in the total expenditures to date. The current expenditure on the - 10 - CAO 03-25 March 5, 2025 Subject: Beachfront Park Master Plan (Phase 1 implementation) and Alex Robertson Park Parking Lot – Project Update Page 2 construction contract is $2,880,810.82 (plus HST) billed as of January 31, 2025, and when measured against the Purchase Order issued in the amount of $8,407,272.75 (plus HST), represents a total expenditure of 34 percent. Estimated Project Spending on Contingency Amount Approved Contingency (20% of Tender No. T2024-7) $1,618,775.00 Less: Approved Change Orders Issued to Date 197,316.10 Subtotal: $1,421,458.90 Less: Estimated Tariff Risk on Precast Concrete Decking product (based on 25% tariff) 200,000.00 Estimated Contingency Left Available: $1,221,458.90 The contingency amount approved for Tender No. T2024-7 is $1,618,775.00 (plus HST). Approved Change Orders to date total $197,316.10 (plus HST) leaving $1,421,458.90 of the contingency left available. The approved Change Orders include the removal of HDPE pipe that was found underground and in conflict with the shoreline revetment work and an increase in scope of additional shoreline revetment work at the east end of the new boardwalk that was not included in the original design. Some additional proposed design changes due to site grading and soils conditions are still under review but at this point, the project can be deemed to have been avoiding any significant extra costs. Item s of financial concern include the weakening Canadian dollar and the possible imposition of tariffs as the precast concrete decking material for this project is being fabricated in the United States. Based on the amount of precast concrete decking material that may be outstanding on delivery and invoicing at the time that a tariff may be placed, staff estimate that a 25% tariff cost would be approximately $200,000.00. Should this occur, there are still sufficient funds available in the approved contingency to cover any unforeseen changes in the project scope. Discussion: The purpose of this report is to provide operational and financial project updates on the construction of Beachfront Park Master Plan (Phase 1 implementation) and the Alex Robertson Park Parking Lot, in accordance with item 7 of Report ENG 15-24 (Council Resolution #567/24). A. Site Works & Construction Activity: Work on site has been progressing well. Work commenced in mid-September with the construction of the staging area in Alex Robertson Park. The installation of the erosion and sediment control fence and turbidity curtain for in-water works in the Hydro Marsh were completed prior to the end of September to comply with the Department of Fisheries and - 11 - CAO 03-25 March 5, 2025 Subject: Beachfront Park Master Plan (Phase 1 implementation) and Alex Robertson Park Parking Lot – Project Update Page 3 Oceans Canada in-water work timing requirements. Site demolition, shoreline revetment work along the Lake Ontario shoreline south and east of Millenium Square, and the installation of steel sheet piling to protect the beach maintenance access ramp from the west end, w ere completed during the fall 2024. The installation of helical piles commenced in January 2025 and continued into February 2025. Delivery of the precast concrete decking and steel for the elevated walkway substructure commenced in early February. The project remains on schedule for substantial performance and open for public use by late June 2025. B. Public Art Procurement Activity: Included as part of the Beachfront Park Master Plan (Phase 1 implementation) project is the installation of Indigenous art. Artwork will be laser-cut into 20 steel panels and inserted into the boardwalk railing. On January 14, 2025, The Community Services Department issued a Call to Indigenous Artists for Permanent Art Panels at Beachfront Park. This call is open to all individual Indigenous artists (emerging, established, and re-emerging), Indigenous artist teams, or Indigenous artist collectives who are Indigenous to Turtle Island. Artists were invited to submit four digital designs that celebrate Indigenous resilience and connection to the land. Artists are asked to propose four design concepts that honour the strength and resilience of Indigenous Peoples and their enduring relationship with the land and waters of Beachfront Park. The artworks should reflect the powerful traditions, cultural richness, and deep connection to nature that Indigenous communities have cultivated for generations. By embodying themes of renewal, strength, and respect for the natural world, this project will serve as a tribute to Indigenous heritage, encouraging visitors to deepen their connection with the land and its history. The Call for Artists has been promoted through Akimbo, the City’s marketing channels, and direct outreach via email to the Indigenous communities that are part of the Williams Treaty. The Call for Artists is set to close on March 3, 2025. Following the deadline, in accordance with Public Art Policy CUL 130, a Public Art Jury will be established to evaluate the proposals and select five artists. The jury will include Cultural Advisory Committee members, professional artists or curators, m embers of the Indigenous community , and project stakeholders. The Jury’s recommendation will be reviewed by the Cultural Advisory Committee for endorsement before final selection is approved. Each of the five selected artists will receive a fee of $9,000.00 (plus HST), which covers one in-person community consultation, up to two rounds of revisions, the design of four artworks, and the collective design of two informational panels. A total of 20 panels will be installed into the boardwalk railing along with the two informational panels that speak to the theme of the artwork and artist backgrounds. In early April 2025, the selected artists concepts will be shared with the community, providing an opportunity for public engagement, learning, and feedback. Artwork will be finalized by late April, to allow time for fabrication and installation before the project opening in late June 2025. Attachment: None - 12 - CAO 03-25 March 5, 2025 Subject: Beachfront Park Master Plan (Phase 1 implementation) and Alex Robertson Park Parking Lot – Project Update Page 4 Prepared By: Approved/Endorsed By: Arnold Mostert, O.A.L.A. Richard Holborn, P. Eng. Manager, Landscape & Parks Development Director, Engineering Services Stoyan Barakov Stan Karwowski, MBA, CPA, CMA Curator, Public Art Director, Finance & Treasurer Laura Gibbs, MBA, MSc Director, Community Services AM:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by:Original signed by: Original signed by: Original signed by: - 13 - Report to Executive Committee Report Number: CS 01-25 Date: March 3, 2025 From: Laura Gibbs Director, Community Services Subject: City Property Naming -John E. Anderson -File: A-1440-001 Recommendation: 1. That Report CS 01-25 regarding the City Property Naming in honour of John E . Anderson be received; 2. That Council appr ove the Exhibit Gallery at the Pickering Heritage & Community Centre to be named the John E. Anderson Gallery; and 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to seek Council’s approval to name the Exhibit Gallery at the future Pickering Heritage & Community Centre (PHCC) as the John E. Anderson Gallery. As per Resolution #472/24, staff were directed to bring back to Council a report that recommended an option of new or unnamed City Property to be officially named in honour of John E. Anderson (see Attachment 1). Accordingly, staff brought Report CS 25-24 to Council on September 3, 2024 recommending the option of the Exhibit Gallery at PHCC to be named in honour of John E. Anderson (see Attachment 2). As per Resolution #574/24, staff were then directed to: 1)Explore the naming of the Exhibit Gallery in the PHCC as the John E. Anderson Exhibit Gallery subject to undertaking the work outlined in the City Property Naming Procedure (ADM 110-006) and report back with the final recommendations in Q4 2024; 2)That Council grant staff the authority to solicit public comment on the proposed name, as set out in section 03.02 of City Property Naming Procedure (ADM 110-006); and 3)That the appropriate City of Pickering officials be authorized to take the necessary action indicated in the report. On November 28, 2024, City staff issued a memorandum informing Council that they plan to continue with community engagement in order to receive a more fulsome response to the recommendation and will report back in Q1 2025. - 14 - CS 01-25 March 3, 2025 Subject: City Property Naming Page 2 After an extended community engagement period (which included a request for feedback from stakeholders who may have an interest in the future use of PHCC ) and upon a thorough review of the recommended option, staff recommend that Council endorse naming the Exhibit Gallery at the PHCC as the John E. Anderson Gallery. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advocate for an Inclusive, Welcoming, Safe & Healthy Community; and, to Foster an Engaged & Informed Community . Financial Implications: Installation of signage will be less than $1,000 and will be expensed through the Current Budget. The opportunity to secure sponsorships or naming rights of the exhibit gallery will no longer be available. Discussion: The purpose of this report is to seek Council’s approval to name the Exhibit Gallery at the future PHCC as the John E. Anderson Gallery. 1. The Exhibit Gallery at PHCC Construction is underway for the PHCC that is scheduled to open in spring 2026. The 44,000 square foot facility will offer year -round access to culture and recreation programming and library services in a multi-use space. Among the many amenities is a dedicated space of approximately 1,500 square feet for an exhibit gallery that will f eature changing artwork, installations and displays. Naming the gallery space includes the installation of signage within the facility. The name the John E. Anderson Gallery will al so be used in promotions, facility bookings and in wayfinding signage. 2. John E. Anderson contributed to Pickering as the former Mayor John E. Anderson was first elected to Pickering Council as the Ward 1 Local C ouncillor in 1972. At that time, he and his wife, Muriel l ived in a home on the Pickering-Uxbridge Townline. He was an employee of the Canadian Pacific Railway for more than 40 years, working as a locomotive fireman and an engineer. During that time, he would work for constituents during the day and on the trains at night. John E. Anderson was appointed Mayor of the Town of Pickering in 1977 and was re-elected each term, serving for 11 years until his retirement in 1988. As described in Resolution #472/24, Mayor John E. Anderson led the town during explosive suburban growth and was instrumental in laying the foundation for the Town Centre as a commercial, institutional, recreational and residential precinct, he saw the Chestnut Hill Developments Recreation Complex built (formerly the Pickering Recreation Complex) from concept to completion and the Civic Complex was under construction at the time of his retirement. - 15 - CS 01-25 March 3, 2025 Subject: City Property Naming Page 3 Former Mayor John E. Anderson has a forged legacy that is defined by vision and was known as a family man with a great sense of humour who worked hard. His influence and leadership saw Pickering evolve and grow as a suburban, residential community. 3. Compliance with the City Naming Procedure (ADM 110-006) has been met In compliance with Section 03.01.05 of ADM 110-006, staff contacted the former Mayor’s family who provided their consent to name the gallery after him, with his wife expressing that, “it would be an honour”. In compliance with Section 03.02.05, staff solicited public feedback through email from the Greenwood Recreation Association, members of the Cultural Advisory Committee, members of the Heritage Advisory Committee, Pickering Museum Village volunteers, Claremont Lions Club, Claremont Golden Age Seniors Club and the local ar tist community to the proposed naming of the Exhibit Gallery . There were no concerns raised from any of the stakeholders consulted. One respondent acknowledged the positive contributions made by the former Mayor, and another thanked staff for the opportunity to provide feedback. Additionally, the staff recommendation to name the Exhibit Gallery after former Mayor John E. Anderson meets the naming criteria set out in Section 5 of ADM 110-006. Therefore, consistent with the Procedure and considering public comments in support of the recommendation, staff seek Council’s approval to name the Exhibit Gallery at the future PHCC as the J ohn E. Anderson Gallery . Attachments: 1. Resolution #472/24 2. Report CS 25-24 3. City Property Naming Procedure, ADM 110-006 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Karen Coleman, BA Laura Gibbs, MBA, MSc. Manager, Recreation Services Director, Community Services LG :kc - 16 - CS 01-25 March 3, 2025 Subject: City Property Naming Page 4 Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 17 - Attachment 1 to Report CS 01-25 Legislative Services Division Clerk’s Office Directive Memorandum April 26, 2024 To: Laura Gibbs Director, Community Services From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on April 22, 2024 Facility Naming - John E Anderson Council Decision Resolution #472/24 WHEREAS Mayor John E Anderson was first elected to Pickering Council as Local Councillor for Ward 1 in 1972; And Whereas Mayor John E Anderson was first appointed as Mayor of the Town of Pickering in 1977 and re-elected each term until he retired in 1988; And Whereas Mayor John E Anderson served on Pickering Council for 16 consecutive years; And Whereas Mayor John E Anderson led the town during explosive suburban growth and was instrumental in laying the foundation for the Town Centre as a commercial, institutional, recreational, and residential precinct. He saw the Pickering Recreation Complex from concept to completion and the Civic Complex was under construction at the time of his retirement; And Whereas Mayor John E Anderson has a forged legacy that is defined by vision and was known as a family man with a great sense of humor who worked hard. His influence and leadership saw Pickering evolve and grow as a suburban, residential community; Now therefore be it resolved that the Council of The Corporation of the City of Pickering directs: That staff bring back to Council in Q3 2024, a report that recommends an option of a new or unnamed City Property to be officially named in honour of John E Anderson. Please take any action deemed necessary. Susan Cassel Copy: Chief Administrative Officer Director, Operations - 18 - Attachment 2 to Report CS 01-25 Report to Executive Committee Report Number: CS 25-24 Date: September 3, 2024 From: Laura Gibbs Director, Community Services Subject: City Property Naming -John E. Anderson -File: A-1440-001 Recommendation: 1. That Report CS 25-24 regarding the City Property Naming in honour of John E. Anderson be received; 2. That staff be directed to explore the naming of the Exhibit Gallery in the Pickering Heritage & Community Centre as the John E. Anderson Exhibit Gallery subject to undertaking the work outlined in the City Property Naming Procedure (ADM 110-006) and report back with the final r ecommendations in Q4 2024; 3. That Council gr ant staff the authority to solicit public comment on the proposed name, as set out in Section 03.02 of City Property Naming Procedure (ADM 110-006); and 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to recommend an option of a new or unnamed City Property to be officially named in honour of former Pickering Mayor, John E. Anderson. As per Resolution #472/24, staff were directed to bring back to Council in Q3 2024, a report that recommends an option of new or unnamed City Property to be officially named in honour of John E. Anderson. After a thorough review of Mayor John E. Anderson’s significant contributions to the municipality, staff recommend the unnamed Exhibit Gallery at the future Pickering Heritage & Community Centre (PHCC), as the City Property to be named in his honour. Should Council endorse this option, staff will fulfill the requirements set out in section 03.01.05 and section 03.02 of the City Property Naming Procedure and report back to Council in Q4 2024. - 19 - CS 25-24 September 3, 2024 Subject: Facility Naming – John E. Anderson Page 2 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advocate for an Inclusive, Welcoming, Safe & Healthy community ; and, Foster an Engaged & Informed Community. Financial Implications: Installation of signage will be less than $3,000 and will be expensed through the Current Budget. The opportunity to secure sponsorships or naming rights of the amenity in question will no longer be available. Discussion: The purpose of this report is to recommend an option of a new or unnamed City Property to be officially named in honour of former Pickering Mayor John E. Anderson. The recommended option of staff to name the Exhibit Gallery at the future PHCC is in compliance with the criteria of Section 05.03 in City Pr operty Naming Procedure ADM 110- 006. John E. Anderson was first elec ted to Pickering Council as Ward 1 Local Councillor in 1972. At that time, he and his wife, Muriel lived in a home on the P ickering-Uxbridge Townline, when there were still long-distance fees to make phone calls. Muriel would come south to call prospective voters. He was an employee of the Canadian Pacific Railway for more than 40 years, working as a locomotive fireman and an engineer. During that time, he would work for constituents during the day and on the trains at night. John E. Anderson was appointed Mayor of the Town of Pickering in 1977 and was re-elected each term, serv ing for the next 11 years until his retirement in 1988. As described in Resolution #472/24, Mayor John E. Anderson led the town during explosive suburban growth and was instrumental in laying the foundation for the Town Centre as a commercial, institutional, recreational and residential precinct, he saw the Pickering Recreation Complex from concept to completion and the Civic Complex was under construction at the time of his retirement. Mayor John E. Anderson has a forged legacy that is defined by vision and was known as a family man with a great sense of humour who worked hard. His influence and leadership saw Pickering evolve and grow as a suburban, residential community. Construction is currently underway for the new PHCC that is scheduled to open in Spring 2026. The 44,000 square- foot facility will offer year-round access to arts, heritage and culture programming and services in a multi-use space. Among the many amenities is a dedicated space, approximately 1,500 square feet for an Exhibit Gallery that will feature changing artwork, installations and displays, including those that showcase the cultural heritage of our community. All visitors will have access to the Exhibit Gallery as part of the PHCC experience. - 20 - CS 25-24 September 3, 2024 Subject: Facility Naming – John E. Anderson Page 3 For his significant contributions to the City of Pickering and for shaping the history and development of the community , staff recommend the unnamed Exhibit Gallery at the future PHCC be named in honour of former Mayor John E. Anderson. Should Council endorse this option, staff will fulfill the requirements set out in section 03.01.05 and section 03.02 of the City Property Naming Procedure and report back to Council with final recommendations in Q4 2024. Attachment: None. Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Karen Coleman Laura Gibbs, MBA MSc. Manager, Recreation Services Director, Community Services LG :kc Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 21 - Attachment 3 to Report CS 01-25 - 22 - - 23 - - 24 - - 25 - - 26 - - 27 - Report to Executive Committee Report Number: CS 02-25 Date: March 3, 2025 From: Laura Gibbs Director, Community Services Subject: Claremont and District Lions Club - No Fee Permit Approval - File: A-1440-001-2025 Recommendation: 1. That the Mayor and City Clerk be authorized to provide a no fee permit to the Claremont and District Lions Club for the use of the Lions Club Meeting Room at Dr. Nelson F. Tomlinson Community Centre for a three-month term, from April 1 to June 27, 2025; and 2. That the appropriate City officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to seek approval to provide a no fee permit to the Claremont and District Lions Club (Lions Club) for use of the Lions Club Meeting Room at Dr. Nelson F. Tomlinson Community Centre (Community Centre) from April 1 to June 27, 2025. The Lions Club has made the decision to wind down as a service organization at the end of June 2025 due to a decline in community volunteers. As such, the Lions Club no longer has the capacity to manage the operations of the Community Centre. The current management agreement with the Lions Club to operate the facility will not be renewed once the agreement terminates on March 31, 2025. The Lions Club has been working hard to plan and organize their annual Lions Club Yard Sale & Fair being held on June 14, 2025, and they remain committed to delivering this successful community event for the enjoyment of many residents and visitors as their last official event of the Lions Club. During the transition to wind down, the Lions Club have requested to use the Lions Club meeting room for a three-month period, ending June 27, 2025, at no fee in order to continue to support the planning of their ev ent and to move equipment and supplies belonging to the Lions Club out of the Community Centre. Staff recommend a no fee permit to allow the Lions Club to discontinue management of the facility including removing Lions Club equipment and supplies from the facility. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advocate for an Inclusive, Welcoming, Safe & Healthy Community ; and Strengthen Existing & Build New Partnerships. - 28 - CS 02-25 March 3, 2025 Subject: Claremont and District Lions Club No Fee Permit Approval Page 2 Financial Implications: The management agreement between the City and the Lions Club terminating March 31, 2025, permitted the Lions Club to rent Community Centre spaces to user groups and collect the revenue. As such, the Lions Club has not paid permit fees to the City to use the space. Once vacated, the City will implement a user fee for future rentals of the meeting room. Discussion: The purpose of this report is to seek approval to provide a no fee permit to the Lions Club for use of the Lions Club M eeting Room at the Community Centre from April 1 to June 27, 2025. The Lions Club has made the difficult decision to officially close as a service organization due to declining enrollment of community volunteers. During the transition period as the Lions Club prepares to wind down, the Lions Club has requested to use the Lions Club Meeting Room for a three-month period, ending June 27, 2025, at no fee in order to continue to support the planning of their event and to provide sufficient time to clean out several storage spaces, equipment and supplies throughout the facility. The Lions Club will be required to maintain $2 million in liability insurance during this time, and to comply with the terms and conditions of the permit. The Lions Club has provided management services to the City for the operation of the Community Centre since 1979. Management of the facility included responsibility for renting facility spaces, offering community programs and events, cleaning, and maintaining the security of the facility. The Lions Club entered into the most recent management agreement from April 1, 2020 to March 31, 2025 (Attachment 1). The management agreement will not be renewed and will terminate on March 31, 2025. Effective April 1, 2025, the City will assume full responsibility for the operation of the Community Centre. Due to requests for more recreation programs, the City began providing regular programming at the facility in spring, 2022. Programming includes a range of recreation programs like yoga, men’s power hour, chair fit 55+, fit fusion, karate, pickleball, and children’s summer camps. Staff will review peak rental, program and park usage to determine regular operating hours for this facility. Staff also c ontinue to work with the Claremont Golden Age Seniors’ Club to offer 55+ specific programming in this facility. Staff extend their sincere thanks and appreciation to the Lions Club for over 46 years of dedication, commitment and exceptional service to the Claremont and Pickering community. Through the current and former management agreements, the smooth and efficient operation of the Dr. Nelson F. Tomlinson Community Centre has been a true testament to the hard work of many dedicated Lions Club volunteers. The City has been very fortunate to have worked in partnership with such an exceptional group over the years. Attachment: 1. Management Agreement between the City and the Lions Club – April 1, 2020 to March 31, 2025. - 29 - CS 02-25 March 3, 2025 Subject: Claremont and District Lions Club No Fee Permit Approval Page 3 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Kim Bradley Laura Gibbs MBA, MSc. Special Advisor, Community Initiatives Director, Community Services Marilou Murray Manager, Community Services Administration & Strategic Initiatives LG :kb Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 30 - Attachment 1 to Report CS 02-25 - 31 - - 32 - - 33 - - 34 - - 35 - - 36 - - 37 - - 38 - - 39 - - 40 - - 41 - - 42 - - 43 - - 44 - - 45 - - 46 - - 47 - - 48 - - 49 - - 50 - Report to Executive Committee Report Number: ENG 04-25 Date: March 3, 2025 From: Richard Holborn Director, Engineering Services Subject: Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive Consulting and Professional Services for the Detailed Design - File: A-1440 Recommendation: 1.That Council approve retaining Aquafor Beech Limited for consulting and professional services for the preparation of the detailed design of the Pine Creek Restoration Site #22 –Culvert Replacement at Lynn Heights Drive, in accordance with Purchasing Policy Item 10.03 (c), as the assignment is above $50,000.00; 2.That the proposal submitted by Aquafor Beech Limited for consulting and professional services for the preparation of the detailed design of the Pine Creek Restoration Site #22 –Culvert Replacement at Lynn Heights Drive, in the amount of $176,267.65 (net HST) or $195,737.47 (HST included) be accepted; 3.That the total gross project cost of $232,713.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $209,565.00 (net HST) be approved; 4.That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $209,565.00 as follows: a)The sum of $183,239.00 to be funded by a transfer from the Development Charges – City’s Share Reserve as approved in the 2025 Capital Budget; b)The sum of $26,326.00 to be funded by a transfer from Development Charges – Stormwater Management Reserve Fund as approved in the 2025 Capital Budget; and, 5.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to obtain Council approval to retain Aquafor Beech Limited for consulting and professional services for the preparation of the detailed design for the Pine Creek Restoration Site #22 –Culvert Replacement at Lynn Heights Drive. The City of Pickering hired Aquafor Beech Limited in June 2022 to undertake the Pine Creek Erosion Assessment Municipal Class Environmental Assessment to assess the erosion - 51 - ENG 04-25 March 3, 2025 Subject: Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive Page 2 hazards at identified risk sites and to develop erosion protection strategies for the Pine Creek corridor. The study was completed in accordance with the requirements for Schedule B projects, as per the Municipal Class Environmental Assessment (Municipal Class EA) process. The implementation plan provided in the study specified eleven restoration projects within the Pine Creek corridor. Council endorsed the Pine Creek Erosion Assessment Municipal Class Environmental Assessment in September 2024 through Resolution #574/24. The Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive project was identified as a first priority project in the Pine Creek Erosion Assessment Municipal Class Environmental Assessment. Engineering Services Department staff requested a proposal from Aquafor Beech Limited for the preparation of the detailed design of the Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive due to their project history with the Pine Creek Erosion Assessment Class Environmental Assessment Study, their specialized knowledge and expertise in the subject matter, and on the basis that good value would be achieved since they have all of the background information and have prepared the conceptual design from the previous assignment. In accordance with Purchasing Policy 10.03 (c), where the project or annual cost of a consulting or professional service assignment is expected to be more than $50,000.00 and the initiating Director intends to acquire the services without obtaining written proposals, the Director shall submit a Report to Council to obtain approval to engage the services of a particular consultant. Staff are recommending that Council approve the proposal submitted by Aquafor Beech Limited for Consulting and Professional Services for the preparation of the detail design of the Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive, in the amount $195,737.47 (HST included). Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Lead & Advocate for Environmental Stewardship, Innovation & Resiliency; and Advocate for an Inclusive, Welcoming, Safe & Healthy Community. Financial Implications: 1.Proposal Amount Aquafor Beech Limited Fee Proposal $173,219.00 HST (13%) 22,518.47 Total Gross Proposal Amount $195,737.47 - 52 - ENG 04-25 March 3, 2025 Subject: Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive Page 3 2.Estimated Project Cost Summary Aquafor Beech Limited Fee Proposal $173,219.00 Associated Costs TRCA fees and Miscellaneous Costs 15,400.00 Contingency (10%) 17,322.00 Sub Total – Costs $205,941.00 HST (13%) 26,772.00 Total Gross Project Cost $232,713.00 HST Rebate (11.24%) (23,148.00) Total Net Project Costs $209,565.00 3.Approved Source of Funds – 2025 Capital Budget Expense Code Source of Funds Budget Required C10525.2503 C10525.2503 DC– City’s Share – Reserve DC – Stormwater Management Reserve Fund $264,500.00 38,000.00 $183,239.00 26,326.00 Total $302,500.00 $209,565.00 Net Project Cost under (over) Approved Funds $92,935.00 As part of the 2025 Capital Budget for Stormwater Management projects, the Pine Creek Restoration Site #22 – Culvert Replacement Detailed Design project was approved in the amount of $302,500.00 (net HST). Discussion: The purpose of this report is to obtain Council approval to retain Aquafor Beech Limited for consulting and professional services for the preparation of the detailed design for the Pine Creek Restoration Site #22 –Culvert Replacement at Lynn Heights Drive. On September 25, 2024, Council endorsed the Pine Creek Erosion Assessment Municipal Class Environmental Assessment (Resolution #574/24) and authorized City staff to implement the recommendations subject to budget and further Council approval for individual projects. The overall goal of the Pine Creek Erosion Assessment Municipal Class Environmental Assessment is as follows: “To assess the erosion hazards at identified risk sites and to develop erosion protection strategies, which will result in the long-term stability of the Pine Creek channel corridors, the reduction of suspended sediments in the channel, and ultimately the improvement of water quality in Frenchman’s Bay.” All of the restoration projects identified in the Pine Creek Erosion Assessment Municipal Class Environmental Assessment are categorized as Schedule A undertakings under the Municipal - 53 - ENG 04-25 March 3, 2025 Subject: Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive Page 4 Class EA and can proceed directly to the detailed design and construction stages in accordance with the priority plan specified in the study. The Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive project was identified as a first priority project in the Pine Creek Erosion Assessment implementation plan. Aquafor Beech Limited is recommended to complete the Detailed Design of the Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive. Engineering Services Department staff requested a proposal from Aquafor Beech Limited for the preparation of the detail design for Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive due to their project history with the Pine Creek Erosion Assessment Municipal Class Environmental Assessment, their specialized knowledge and expertise in the subject matter, and on the basis that good value would be achieved since they have all of the background information and have prepared the conceptual design from the previous assignment. Their previous work demonstrates a deep understanding of the technical requirements and challenges, making them highly effective in providing solutions and understanding the City’s requirements, including tender specifications, post-construction inspections and monitoring. Keeping the same consultant allows for continuity in the project, as they are already familiar with the project's scope, objectives, and challenges. This helps reduce delays and the need to revisit previously completed tasks when a new consultant is brought on. Retaining Aquafor Beech Limited will provide long-term value and reduce the risk of delays, cost overruns, or complications. In accordance with Purchasing Policy Item 10.03 (c), the Manager may obtain the services of a particular consultant selected by the initiating Director without going through a competitive process. Where the funds are available in the approved budget and the project or annual cost of a consulting or professional service assignment is expected to be: (c)above $50,000 is subject to the additional approval of Council. The initiating Director shall submit the Report to Council to obtain approval. Staff are recommending approval of the proposal submitted by Aquafor Beech Ltd. for Consulting and Professional Services for the preparation of the detailed design of the Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive in the amount of $195,737.47 (HST included). It is also recommended that the total gross project cost of $232,713.00 (HST included) which includes the consulting fees and other associated costs, and a net project cost of $209,565.00 (net HST) be approved. Attachment: 1. Location Map - 54 - ENG 04-25 March 3, 2025 Subject: Pine Creek Restoration Site #22 – Culvert Replacement at Lynn Heights Drive Page 5 Prepared By: Approved/Endorsed By: Irina Marouchko, P.Eng. Richard Holborn, P.Eng. Manager, Water Resources Director, Engineering Services Cathy Bazinet Stan Karwowski, MBA, CPA, CMA Manager, Procurement Director, Finance & Treasurer IM:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by:Original signed by: Original signed by: - 55 - Attachment 1 to Report ENG 04-25 - 56 - Report to Executive Committee Report Number: OPS 04-25 Date: March 3, 2025 From: Brian Duffield Director, Operations Subject: 2024 - 2029 Corporate Energy Management Plan - File: A-1440 Recommendation: 1. That Report OPS 04-25 regarding the 2024 - 2029 Corporate Energy Management Plan (CEMP), prepared by IndEco Strategic Consulting Inc., be endorsed; 2. That recommendations from the 2024 - 2029 CEMP be considered, along with other municipal priorities, through future annual municipal plans and budget processes; 3. That staff annually report back to Council on the progress of the implementation of the CEMP and the energy management program; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to meet the City’s regulatory requirements for a five-year update to the CEMP as required by Ontario Regulation 25/23. The 2024 - 2029 CEMP provides a roadmap for planning and decision-marking for the next phase of the City of Pickering’s Corporate Energy Management Program. The CEMP builds on the previous plan, provides a framework for tangible strategies and actions, and aligns with relevant endorsed plans and studies. City staff across departments collaborated to provide insights and help shape the goals and objectives for energy management through to the year 2029. Newly introduced CEMP Focus Areas will transition towards a more prescriptive and strategic approach in the plan, to better align with the City’s 2024-2028 Corporate Strategic Plan. Collaboration will continue as the CEMP Focus Areas are refined over the next five years. Ontario Regulation 25/23 requires that the City prepare an energy plan every five years and annually reports on energy use and greenhouse gas emissions to the province. The CEMP is a living document that aligns with the City’s Environmental Stewardship & Resiliency strategic priority, including frameworks to demonstrate environmental leadership and innovation, as well as building environmental and infrastructure resilience through proactive climate change mitigation and adaptation measures. - 57 - OPS 04-25 March 3, 2025 Subject: 2024 to 2029 Corporate Energy Management Plan Page 2 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Lead & Advocate Environmental Stewardship, Innovation & Resiliency. Financial Implications: There are no direct financial implications from endorsing the CEMP. Any costs from recommended actions would be considered through subsequent budget submissions. Discussion: The purpose of this report is to meet the City’s regulatory requirements for a five-year update to the CEMP as required by Ontario Regulation 25/23. 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 use and operational costs, and demonstrate a commitment to long-term climate action, resilient development and environmental sustainability. A. Overview of the 2019 - 2024 Results: Over the period of 2018 to 2023, corporate building energy use decreased by approximately 1 percent and greenhouse gas emissions increased by approximately 19 percent. The increase in emissions was due to corporate facilities-related natural gas usage increasing by 11 percent and increased use of natural gas plants by the electrical utility to produce electricity. Energy use and greenhouse gas emissions were analyzed and provided the following insights: • 5 of the City’s major facilities produce 84 percent of its overall greenhouse gas emissions. These are the Chestnut Hill Developments Recreation Complex, Don Beer Arena, Civic Complex, Operations Centre, and Dunbarton Indoor Pool. o Providing summer ice at Don Beer Arena increased its annual greenhouse gas emissions by over 50 percent. Operating summer ice at Chestnut Hill Developments Recreation Complex’ O’Brien ice pad may be more energy efficient due to its newer equipment. 65 percent of corporate emissions were due to facilities, and the remaining 35 percent was due to corporate fleet vehicles. Various energy conservation measures were implemented during this period, resulting in cumulative savings of 19,865 gigajoules of energy to 2024, which is equivalent to removing 10,455 cars off the road. B. Development of the 2024 - 2029 Plan: The City retained the services of IndEco Strategic Consulting Inc. to facilitate the development of the updated CEMP, including stakeholder engagement. IndEco Strategic Consulting Inc. also prepared the City of Pickering’s 2014 - 2019 CEMP. The CEMP covers related plans/standards, helps track the current state of progress, denotes challenges and opportunities, recommends targets and goals, identifies financial considerations, and serves as - 58 - OPS 04-25 March 3, 2025 Subject: 2024 to 2029 Corporate Energy Management Plan Page 3 a mechanism to strategic discussion by maintaining Focus Areas with actions for further consultation, development and implementation. The CEMP and its Focus Areas form a “living document” and will be used to guide broader decision-making processes for energy management and greenhouse gas emission reduction initiatives. Note that the referenced Focus Areas are presented as summary information on the topics described below and in the 2024 CEMP but will also be expanded upon over the 5-year action window of the plan as more trend information and research data becomes available. These new Focus Areas mark a transition to a more prescriptive, data-driven approach to strategic long-term planning for energy use, to help inform other decision-making processes. Previous CEMP documents focused primarily on more abstract, high-level objectives. As the City’s awareness and knowledge base of related issues continues to mature, the CEMP must likewise transition towards more precise, achievable and measurable goals. Each of the newly introduced Focus Areas is a means by which to achieve this for distinct topic areas, each relating to energy management. By declaring a climate emergency at its meeting on December 16, 2019 (Resolution #182/19), the City of Pickering committed to energy conservation and greenhouse gas reduction as a critical component of its operations. Leveraging best practices and technology, the City can continue to effectively integrate energy management and greenhouse gas reduction into its operations. Analysis of existing energy reduction opportunities shows that many of the readily available cost-effective energy-saving measures have already been implemented. Further reduction may require more complex, costly, or intrusive actions. Many of the City’s facilities are also nearing the end of their serviceable life, making further energy reduction measures economically unfeasible. In 2019, the City endorsed Durham Region’s draft Community Energy Plan in principle (Resolution #44/19). Under the Community Energy Plan, Durham Region’s targets are reductions from 2007 levels of 5 percent by 2015, 20 percent by 2020 and 80 percent by 2050. To further energy and greenhouse gas emission reductions, five key Focus Areas are included in the CEMP, highlighting focus areas for the duration of the plan. Refinement and implementation of the topics addressed by these Focus Areas will facilitate future energy and greenhouse gas emission reduction decisions and actions. C. Focus Area 1 – Analytics: Availability of current energy use and greenhouse gas emission data remains limited and will continue to be improved, including streamlining and optimizing tools for its collection. This Focus Area will consider the current state of data, available resources, future state and process improvement measures. Improving data availability and quality will promote more rigorous analysis and improve decision-making processes. - 59 - OPS 04-25 March 3, 2025 Subject: 2024 to 2029 Corporate Energy Management Plan Page 4 D. Focus Area 2 – Carbon Tracking: Carbon tracking, sometimes referred to as carbon budgeting, is a tool to monitor greenhouse gas emissions patterns and trends, with the goal of facilitating emission reduction. Carbon tracking is available in varying degrees of complexity, and the future model under this Focus Area will be created in consultation with relevant City staff and stakeholders. E. Focus Area 3 – Corporate Building Standard: The City has adopted standards such as LEED® Silver and its equivalents, as well as developing its own Integrated Sustainable Design Standards, but these respective standards have limitations for high performing corporate buildings. The CEMP recommends development of a Corporate Building Standard specific to City facilities to provide a tailored approach towards high performing corporate buildings. It will be built on the following design principles: • ensuring specific spatial programming, psychological needs and user comfort of building occupants and visitors are addressed, including accessibility, equity and diversity considerations; • designing building systems, materials, and technologies to be mutually supportive; • meeting environmental performance targets in a financially sustainable manner; and, • making use of streamlined systems that are designed for long operational life and lower maintenance costs and designing buildings to achieve an efficient form factor. The Corporate Building Standard will consider setting performance criteria for City facilities, including energy modeling requirements to monitor and control building design, life cycle costing requirements, and resiliency planning, as well as ensuring their coordination with other key design criteria. F. Focus Area 4 – Carbon Reduction Plan: The Carbon Reduction Plan shows current and projected greenhouse gas emissions based on future potential options. Changes can result from the addition, modification, or removal of facilities capital assets, including new and upgraded buildings, operational changes, possibly extending to change of use. It also provides an overview of available methodologies to lower energy use and greenhouse gas emissions, informing staff recommendations for consideration as part of future capital budget planning. G. Focus Area 5 – Fleet Decarbonization: In 2023, 35 percent of the City’s greenhouse gas emissions resulted from fleet vehicle fossil fuel consumption. Similar to corporate buildings, reductions in greenhouse gas emissions for fleet vehicles will inevitably be required. This Focus Area will consider available market solutions and processes to reduce fleet greenhouse gas emissions and electric vehicle charging stations. - 60 - OPS 04-25 March 3, 2025 Subject: 2024 to 2029 Corporate Energy Management Plan Page 5 To ensure the requirements of the CEMP and its Focus Areas will be attainable, future consultation with stakeholder departments will be undertaken and their feedback incorporated into revised Focus Areas. As part of the staff recommendation, authorization is being requested to allow the Director, Operations to update and approve the Focus Areas of the CEMP to accommodate for future energy and greenhouse gas emission reduction decisions and actions based on corporate priorities, available incentives, and financial and staff resources. When Focus Areas are updated and approved, they will be included in the annual report back to Council along with the results of CEMP implementation and overall state of the City’s CEMP. Attachment: 1. 2024 - 2029 Corporate Energy Management Plan Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Brian Duffield Stan Karwowski Director, Operations Director, Finance & Treasurer Original Signed By: Robin Thornton, CEM, CMVP, LEED® AP BD+C Supervisor, Energy Management Original Signed By: Dennis Yip, P.Eng., PMP®, CEM, LEED® AP Manager, Facilities Capital Projects - 61 - OPS 04-25 March 3, 2025 Subject: 2024 to 2029 Corporate Energy Management Plan Page 6 Original Signed By: Vince Plouffe, OAA, MRAIC Division Head, Operations Services BD:dy Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 62 - 2024-2029 Corporate Energy Management Plan City of Pickering www.pickering.ca Attachment 1 to Report OPS 04-25 - 63 - - 64 - MESSAGE FROM OUR MAYOR As we look forward to another year of exciting growth and opportunity in the City of Pickering, I’m pleased to share our 2024-2029 Corporate Energy Management Plan (CEMP), a key initiative that will help us continue to lead in sustainability and climate action. In recent years, it has become increasingly clear that climate change is no longer a distant concern. From wildfires, heatwaves, to the recent floodings across Ontario, the impacts are being felt. Our residents, businesses, and stakeholders are increasingly concerned, and together, we’re committed to addressing these concerns through real, actionable steps. Sustainability and energy management have always been at the heart of our planning and decision-making in Pickering. The CEMP builds on our community's past successes, providing a roadmap for the next phase of energy management, one that evolves alongside advancing technologies, policies, and ongoing growth. From the installation of electric vehicle charging stations and high-efficiency modulating condensing boilers to the creation of the new Pickering Heritage and Community Centre — our first net-zero carbon facility — and other forward-thinking projects, we are taking significant strides toward a resilient, low-carbon future. Through this updated plan, we are reaffirming our commitment to a sustainable future, ensuring that our energy management practices are aligned with our long-term goals for environmental stewardship, economic growth, and the well-being of our residents. I invite you to explore the 2024-2029 Corporate Energy Management Plan, where we outline our bold and ambitious strategy to reduce energy consumption, lower greenhouse gas emissions, and chart a course for a greener future. Together, we can continue to build a City that not only thrives today but also ensures a healthier, more sustainable tomorrow for all who call Pickering home. Yours Truly, Kevin Ashe Mayor, City of Pickering - 65 - - 66 - MESSAGE FROM OUR CAO It is with immense pride and excitement that I introduce the City of Pickering’s Corporate Energy Management Plan. This initiative represents a key milestone in our commitment to a more sustainable and environmentally responsible future—one that ensures the well-being of our community today and for generations to come. In December 2023, Pickering Council endorsed the City’s first Corporate Strategic Plan. Among its key priorities, Priority 4 stands out with the ambitious goal of leading environmental innovation and resilience. The Corporate Energy Management Plan is a vital component of this commitment, as it not only defines our energy conservation strategy for the years ahead, but also serves as a roadmap for reinforcing our long-term dedication to environmental sustainability and climate action. Our mission is clear—to significantly reduce greenhouse gas emissions while fostering the vibrant growth of our city. We forecast a steady reduction in carbon emissions from our municipal buildings between 2018 and 2050, illustrating our commitment to achieving this goal. By optimizing energy use across our operations, we are driving operational efficiency, reducing costs, and most importantly, protecting our planet by curbing greenhouse gas emissions. This plan is the product of exceptional collaboration, ingenuity, hard work, and passion. I extend my deepest appreciation to our dedicated staff, whose commitment and vision have been instrumental in shaping this initiative. Their efforts, alongside the support of our Council and community, will be crucial in realizing our ambitious, but achievable goals. Let us seize this opportunity to lead by example and create a legacy of sustainability for future generations. Together, we are building a greener, more resilient Pickering. Sincerely, Marisa Carpino Chief Administrative Officer - 67 - - 68 - ACKNOWLEDGMENTS CITY OF PICKERING Marisa Carpino Chief Administrative Officer Brian Duffield Director, Operations Laura Gibbs Director, Community Services Kyle Bentley Director, City Development & Chief Building Official Stan Karwowski Director, Finance & Treasurer Jackie Flowers CEO/Director of Public Library Stephen Boyd Fire Chief Mark Guinto Division Head, Public Affairs & Corporate Communications Vince Plouffe Division Head, Operations Services Chantal Whitaker Manager, Sustainability & Strategic Environmental Initiatives Dennis Yip Manager, Facilities Capital Projects Kevin Hayes Manager, Facilities Maintenance Marcos Moreira Supervisor, Mechanical Systems Robin Thornton Supervisor, Energy Management INDECO David Heeney CEO and Founder - 69 - - 70 - TABLE OF CONTENTS Executive Summary SECTION 1 Introduction ................................................................................................................... 1 SECTION 2 Current State ................................................................................................................. 9 SECTION 3 Challenges and Opportunities ................................................................................... 16 SECTION 4 Targets and Goals ....................................................................................................... 18 Financial Considerations ............................................................................................ 19 Strategies and Actions ............................................................................................... 20 SECTION 5 FOCUS AREA 1: Analytics ......................................................................................... 21 SECTION 6 FOCUS AREA 2: Carbon Tracking ............................................................................. 23 SECTION 7 FOCUS AREA 3: Corporate Building Standard ........................................................ 26 SECTION 8 FOCUS AREA 4: Carbon Reduction Plan .................................................................. 33 SECTION 9 FOCUS AREA 5: Fleet Decarbonization .................................................................... 41 SECTION 10 Recommendations ...................................................................................................... 43 SECTION 11 Conclusion ................................................................................................................... 44 - 71 - - 72 - EXECUTIVE SUMMARY The City of Pickering forecasts a steady reduction in carbon emissions from its municipal buildings between 2024 and 2050. However, the City’s population is also increasing, requiring additional capacity and new facilities. Despite conservation efforts, system improvements and replacement of older facilities with new net-zero emissions facilities, total carbon emissions from the Corporate facilities portfolio are increasing in the near term. Building Portfolio GHG Emissions Trend vs Business-As-Usual and Net-Zero by 2045 (t CO2eq) Though the City’s current emissions trend is significantly improved over conventional “business as usual” building operation, it does not achieve the Paris Agreement target of net zero emissions by 2050, nor the regional target of net zero by 2045. Near-term additional interventions will be required within existing high-emitter facilities to set the emissions trend on a steeper downward trajectory. Major milestones and assumptions for the achievement of the City’s current emissions trend are illustrated in the following graph, including the assumed retirement of facilities near end of life, and future construction focused on delivery of zero carbon building (ZCB) facilities. - 73 - Building Portfolio GHG Emissions Trend (t CO2eq) – All New Builds Zero Combustion Scenario Proposed actions over the 2024-2029 CEMP timeframe have been divided into five action groups, which are titled as separate focus areas to enable further independent refinement. The framework for each Focus Area is provided. Focus Area 1: Analytics Achieving energy and emissions reductions will require that data on energy use and equipment maintenance be assembled, analyzed and reported to a greater degree than is currently available. Eliminating roadblocks to data acquisition will enable the development of reporting tools to demonstrate how actual energy consumption and GHG emission compares against planned targets, progress of planned and completed carbon reduction measures, and performance of carbon reduction measures. Focus Area 2: Carbon Tracking and Accounting To help ensure emissions targets are met, the City will develop and implement carbon tracking. Staff and Council will be empowered to make climate-informed decisions using a carbon surplus/deficit metric which quantifies carbon emissions impacts specific to a proposed initiative. Key implementation steps include: • Establishing annual carbon emissions targets • Integrating those limits into existing decision-making processes, including asset management plans - 74 - • Assessing the climate impact of proposed initiatives • Tracking and reporting, along with reporting on energy usage. Focus Area 3: Corporate Building Standard The Corporate Building Standard is intended to become the City’s standard for energy and emissions performance, as well as establishing broader corporate building construction requirements specific to City of Pickering facilities. The Standard introduces a list of objective energy and emissions performance standards for City buildings tailored to their specific end-use. This will clearly communicate performance expectations and objectives to design consultants for new builds and provide accountability for existing buildings. Focus Area 4: Carbon Reduction Plan Achieving emissions targets or meeting the design standards requires specific technological and operational implementation. The City is planning initiatives in four main areas: • Efficiency measures that reduce current energy use • Fuel Switching – primarily the adoption of electric heat pumps • Implementation of renewable energy technologies • Development of new facilities and major retrofits to existing buildings. Focus Area 5: Fleet Decarbonization In addition to buildings, fleet emissions represent 35% of the City’s total corporate emissions. Further refinement of this focus area will consider the available market solutions to reduce fleet green house gas emissions, challenges of medium- and heavy- duty vehicle electrification in a City that still has significant semi-rural area, and present the successes to date with light-duty vehicle electrification. Light-duty EVs in fleet configurations are reaching market maturity and could be deployed where appropriate. Analysis of vehicle telematics data will be explored to assist with identifying the most suitable EV deployments. Renewable diesel (RD) has 65% lower emissions than petroleum diesel and leverages capital investments into existing medium-duty fleet equipment. Unfortunately, it will not be produced locally for several years. Sourcing and collaboration opportunities for RD import will be investigated. Overall progress toward the goals set out in this Plan will be reported to Council on an annual basis. - 75 - 1 1 INTRODUCTION THE CLIMATE CRISIS Climate change is a pressing global issue with far-reaching impacts on the environment, human health, and socioeconomic systems. This section examines the latest findings from the Intergovernmental Panel on Climate Change (IPCC) on climate change impacts and risks at the global level, as well as implications for Canada, Ontario, and the City of Pickering specifically. Drawing on IPCC reports and local climate action plans, it provides an overview of observed and projected climate impacts, vulnerabilities, and adaptation strategies across different scales. Human activities have caused global warming, with the planet's surface temperature reaching 1.1°C above pre-industrial levels in 2011-2020. The IPCC's 2023 Synthesis Report1 warns of severe consequences even if warming temporarily exceeds 1.5°C, including: • Increased frequency and intensity of extreme weather events like heatwaves, droughts, and floods • Mass mortalities of species such as trees and corals • Acute food and water insecurity for millions, particularly in vulnerable regions like Africa, Asia, and the Arctic • Heightened risks to infrastructure, coastal settlements, and human health More recent analyses concluded that stringent reductions in the current decade are critical for planetary stability.2 Warming temperatures, altered precipitation patterns, and more frequent extreme weather events are projected to significantly impact Canada and Ontario's ecosystems, agriculture, and public health. The IPCC's 2023 report highlights increased risks of 1 IPCC, “Climate Change 2023: Synthesis Report. Contribution of Working Groups I, II and III to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change” (Geneva, Switzerland: IPCC, 2023), doi: 10.59327/IPCC/AR6-9789291691647. 2 Tessa Möller et al., “Achieving Net Zero Greenhouse Gas Emissions Critical to Limit Climate Tipping Risks,” Nature Communications 15, no. 1 (August 1, 2024): 6192, https://doi.org/10.1038/s41467-024- 49863-0. - 76 - 2 heatwaves, wildfires, and heavy precipitation across North America. These changes pose threats to: • Agricultural productivity due to shifts in growing seasons and increased drought/flood risks • Public health, especially for vulnerable populations like the elderly • Infrastructure resilience, including transportation and energy systems • Natural ecosystems and biodiversity Ontario's climate is expected to become warmer and more variable, straining existing systems and requiring proactive adaptation measures to enhance resilience across sectors. Pickering is not immune to these (and other) impacts.3 Climate change disproportionately affects certain populations, exacerbating existing health disparities and vulnerabilities. Socially vulnerable groups, including low-income communities, certain racial and ethnic minorities, children, older adults, and those with chronic medical conditions face heightened health risks from climate impacts. These populations often have greater exposure to climate hazards, increased sensitivity to health threats, and reduced adaptive capacity due to social, economic, and political factors. Key climate-related health risks for vulnerable populations include heat-related illnesses, respiratory problems from air pollution and allergens, water and food-borne diseases, and mental health impacts. For instance, low-income urban residents are more susceptible to extreme heat due to the urban heat island effect and limited access to air conditioning. Economically marginalized communities and immigrant groups may lack resources or may face language barriers to prepare for and recover from extreme weather events. Children and pregnant women are particularly sensitive to air pollution and extreme temperatures. 3 Ontario Climate Consortium, Durham Region, and Toronto and Region Conservation Authority (TRCA), “Climate Change Impacts in Durham Region” (TRCA, n.d.), https://www.durham.ca/en/resources/ClimateChangeInfographic-DurhamRegion-FA.pdf; Durham Region, “Towards Resilience: Durham Region Climate Adaptation Plan” (Whitby, ON: Durham Region, 2016), https://www.durham.ca/en/living-here/resources/Documents/EnvironmentalStability/DCCAP_Print.pdf. - 77 - 3 GLOBAL AND NATIONAL TARGETS To address these challenges, targets have been set at the global, national and local levels. The Paris Agreement The Paris Agreement4 and subsequent global climate efforts have established several key greenhouse gas targets for the international community: 1. Limit global temperature rise to well below 2°C, preferably 1.5°C, above pre-industrial levels 2. Reduce global greenhouse gas emissions by 43% by 2030 compared to 2019 levels 3. Achieve net-zero emissions by 2050 Canada’s National Target To meet these goals, countries have submitted their own national targets, known as Nationally Determined Contributions (NDCs). Canada's national target, as part of its NDC, is to reduce greenhouse gas emissions by 40-45% below 2005 levels by 2030 and net-zero by 2050.5 RELATED REGIONAL AND MUNICIPAL PLANS AND INITIATIVES Growth Plan for the Greater Golden Horseshoe, 2020 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 Plan. The Growth Plan for the Greater Golden Horseshoe requires municipalities to develop policies in their official plans to identify actions that will reduce greenhouse gas emissions and address climate change adaptation goals. Towards this end, municipalities are encouraged to develop greenhouse gas inventories, establish municipal interim and long-term greenhouse gas emission reduction targets, and identify opportunities for energy efficiency within municipally owned buildings. 4 United Nations, “The Paris Agreement | UNFCCC,” 2000, https://unfccc.int/process-and-meetings/the- paris-agreement. 5 Environment and Climate Change Canada, “2030 Emissions Reduction Plan: Canada’s next Steps for Clean Air and a Strong Economy” (Gatineau, QC: ECCC, 2022), https://publications.gc.ca/collections/collection_2022/eccc/En4-460-2022-eng.pdf. - 78 - 4 Durham Region Corporate Climate Change Action Plan, 2021 Durham Region has set a target for its facilities of achieving net-zero emissions by 2045.6 This goal is more ambitious than the global 2050 target and demonstrates Durham's commitment to climate action. The Plan identifies five-year GHG reduction targets in alignment with the net zero trajectory for 2025 and 2030: • 2025: 20% below 2019 levels • 2030: 40% below 2019 levels • 2045: 100% below 2019 levels City of Pickering Corporate Strategic Plan, 2023 The City’s Corporate Strategic Plan 2024-2028, endorsed by Council in December 2023, identifies a vision, goals, and key actions to be achieved over this term of Council and beyond. Six specific priorities of equal importance are identified to move the city forward as a connected, world class city. Priority 4 is most relevant to this discussion: Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency seeks to build environmental and infrastructure resilience through proactive climate change mitigation and adaptation measures. Take action and work with partners on climate change mitigation and adaptation measures.7 Integrated Sustainable Design Standards, 2022 In September 2022, the City of Pickering adopted new Integrated Sustainable Design Standards (ISDS) for all new development in the city, replacing the 2007 Sustainable Development Guidelines. The Integrated Sustainable Design Standards (ISDS) are intended to support Pickering’s goal of reducing community greenhouse gas emissions and encourage the construction of sustainable and climate-resilient buildings and neighbourhoods. The new standards consist of two tiers of performance criteria. Tier 1 elements are required for all new developments arising from Site Plan and Subdivision applications deemed complete on or after January 1, 2023. Tier 1 elements of the Mid- to High-Rise Residential & Non-Residential checklist also apply to new municipal buildings. The checklist measure ER2 Building Energy Performance and Emissions requires new buildings to be designed and constructed to meet or exceed Energy Performance Emissions’ Total Energy Use Intensity (TEUI), Thermal Energy Demand Intensity (TEDI) 6 Durham Region, “Durham Region Corporate Climate Change Action Plan” (Whitby, ON, 2021), https://www.durham.ca/en/resources/CAO-Office/Durham-Region-Corporate-Climate-Action-Plan.pdf. 7 City of Pickering, “Corporate Strategic Plan: 2024-2028” (Pickering, ON: City of Pickering, 2023), https://www.pickering.ca/en/city-hall/resources/Corporate-Strategic-Plan-Dec12.pdf. - 79 - 5 and GHG Emission Intensity (GHGI) targets.8 However, those targets are geared to commercial and residential buildings and are not specific to municipal building archetypes. The City’s Official Plan, 2022 Prior to 2023, the City of Pickering Official Plan included a policy stating that all new municipal buildings and facilities should strive to achieve a minimum of LEED Silver certification or alternative equivalent.9 In November, 2023 the City initiated Amendment 50 to the Official Plan (Official Plan Amendment Application OPA 23-005/P 10) which establishes the ISDS or LEED Silver or alternative equivalent as the standard for municipal development. City of Pickering Declaration of Climate Emergency, 2019 The City of Pickering declared a climate emergency in December 2019, acknowledging the urgent need for climate action.11 While the declaration itself doesn't set specific emission reduction targets, it signals a commitment to accelerate efforts to mitigate and adapt to climate change. Pickering has been a leader in promoting sustainability and has continued to promote climate change adaptation and mitigation through the building of resilient, healthy and sustainable communities.12 Durham Community Energy Plan, 2019 In 2019, City of Pickering endorsed the Low Carbon Pathway scenario in the draft Durham Region Community Energy Plan in principle, which targets reducing GHG from 2007 levels of 5% by 2015, 20% by 2020 and 80% by 2050. City of Pickering Measuring Sustainability Report, 2017 This report describes the City’s journey to becoming more sustainable by collecting and tracking data on sustainability progress. In 2010, the City first published the Measuring Sustainability Report, later updated in 2012 and 2017, to set a baseline and outline indicators of sustainability in five categories, including: a healthy environment, healthy 8 City of Pickering, “Pickering Integrated Sustainable Design Standards: Mid to High-Rise -- Residential & Non-Residential Checklist” (Pickering, ON: City of Pickering, September 2022), https://www.pickering.ca/en/living/resources/Appendix-II---ISDS-Checklist-Mid-to-High-Rise-ResNon- Res_ACC2.pdf. 9 City of Pickering, Corporate Initiatives, Pickering Official Plan, Edition 9, Section 14.3e (Pickering, ON: City of Pickering, 2022) 10 City of Pickering. By-law No. 8054/23. Being a by-law to adopt Amendment 50 to the Official Plan for the City of Pickering (OPA 23-005/P). Enacted 2023-11 -23. 11 “Council Meeting Minutes,” 2019., https://corporate.pickering.ca/weblink/1/edoc/223668/December%2016,%202019.pdf. 12 City of Pickering, “Pickering Official Plan Review” (Pickering, ON: City of Pickering, May 2024), https://www.pickering.ca/en/city-hall/officialplanreview.aspx. - 80 - 6 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. The use of per capita indicators presents challenges in a city with rapid population growth, as total GHG emissions may continue to increase in proportion with the population. The City is currently updating its Measuring Sustainability Report. The City Centre Urban Design Guidelines, 2017 The City Centre Urban Design Guidelines is 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). The Seaton Sustainable Place-Making Guidelines, 2011 In 2011, the City of Pickering adopted the Seaton Sustainable Placemaking Guidelines to help create a walkable, transit-supportive community with an active street life, including neighbourhood shops, social facilities and parks. All future neighbourhood plans must meet the minimum standards set out in the guidelines in order to move forward with development. About 50 per cent of Seaton will remain green, through planned parks, trails, village squares and preservation of open space. Sustainable neighbourhood planning strives to achieve long-term socially, environmentally and economically healthy communities. The Seaton Sustainable Place- Making Guidelines created for Seaton focused on: • compact mixed use community structure • pedestrian-scaled neighbourhoods • transit-supportive neighbourhoods • linked open space system • natural and cultural heritage preservation - 81 - 7 • significant employment areas • pedestrian and bicycle routes • minimized impacts to natural features and stream crossings - 82 - 8 SCOPE AND PURPOSE OF THE CORPORATE ENERGY MANAGEMENT PLAN This plan has been developed for the following reasons: • To reaffirm the Corporate commitment to efficient energy use and greenhouse gas emissions reductions • To review progress on reducing energy use and emissions over the last five years • To identify priorities for action in coming years • To meet the requirements of Ontario Regulation 25/23 for Energy Reporting and Conservation and Demand Management Plans The primary focus of the CEMP is Corporate facilities. These account for the majority of the City’s energy use and emissions and are the focus of Regulation 25/23. There have also been various Council Directives issued in the past pertaining to municipal building design and construction standards. The CEMP and its Focus Areas will be the single document that provides direction for municipal building design and construction and will supersede past Directives pertaining to this matter. The next most significant use of energy in the City is fleet vehicles. The CEMP will address fleet emissions reporting and reduction goals. The fleet plan to achieve these goals will be the focus of a separate initiative. A third use of energy is for streetlighting. In 2018, all City-owned streetlights were converted to energy efficient Light Emitting Diode (LED) lamps, which reduced their energy consumption and energy cost by over 50%. - 83 - 9 2 CURRENT STATE ENERGY USE AND EMISSIONS PROFILE Overall energy consumption by the City of Pickering in gigajoules per annum is shown on Table 1. Most consumption is for buildings, totalling approximately 78% in 2023. Overall energy consumption in buildings is roughly the same as in 2018, though electricity use is down by 7% and natural gas use is up by 10%. Energy use in buildings, and the breakdown by energy source is presented graphically in Figure 1. The impact of the shutdowns for COVID in 2020 and 2021 is particularly evident. There are also two buildings that are still using fuel oil for heating. Total use is so small that it doesn’t appear on the chart, though the quantity is shown: 293 GJ in 2023, or 0.4% of total building energy use. Table 1 Overall energy use 2018-2023 (GJ/a) Although overall energy use was down slightly (about 1%) in 2023 relative to 2018, 2023 was a much milder year, with 13% fewer heating degree days, and 42% fewer cooling degree days.13 13 Unfortunately, only annual data are available on usage. These do not permit adjusting for weather, though weather is a major determinant of use, particularly for natural gas, which is primarily used for heating, and to some extent electricity, which is used for cooling (air conditioning). Energy type 2018 2019 2020 2021 2022 2023 Electricity, Buildings 35,060 34,101 25,482 20,465 26,423 31,680 Natural Gas, Buildings 40,814 39,290 27,431 21,509 43,072 43,812 Heating Fuel Oil, Buildings 372 352 399 434 328 293 Diesel, Fleet N/A N/A 15,420 15,566 16,204 15,571 Gasoline. Fleet N/A N/A 4,240 5,121 5,645 5,796 Total 76,247 73,742 72,972 63,095 91,672 97,153 - 84 - 10 Figure 1 Total energy use in buildings by source (GJ/a) CHANGES IN ENERGY USE OF INDIVIDUAL FACILITIES Energy use within individual buildings was much more variable than overall energy use, as shown on Table 2. Energy use was up significantly at Don Beer Arena. Arenas with ice rinks have heavy energy demands, and usage is sensitive to the number of hours and months the arena is in use. The operation of summer ice dramatically increases an ice rink’s energy consumption, particularly in an older facility with a poor thermal envelope. Usage is also up significantly at the new Operations Centre, in correspondence with a significant increase in conditioned space over the old Operations Centre. The Dunbarton Pool and the East Shore Community Centre and Seniors Centre used less energy in 2023 than in 2018. Table 2 shows the energy use intensity (EUI) for facilities organized by categories. EUI adjusts for the size of a building by reporting energy use per unit area, in this case per square metre of floor space. The categories are broad, and differences in usage within building types may reflect differences in the building’s program or may point to where savings might be realized. For example, within the fire stations category, Fire Station #5 is using much more energy per square metre of floor area than are the other two stations, though it includes a significant building addition which hosted Information Technology staff. Fire Station #5 is slated to be replaced in the near future. - 85 - 11 Table 2 Energy Use Intensity and changes over time Programming Programming decisions can have a tremendous impact on the building portfolio’s emissions. During 2023, the extension of the ice season into late spring and the operation of summer ice at Don Beer Arena increased its annual GHG emissions by over 50%. In 2024, Don Beer Arena was closed for the summer, and summer ice was offered instead at CHDRC’s O’Brien ice pad. Though the energy and GHG impact of summer ice operations on CHDRC remain to be seen, there are significant benefits to operating summer ice there rather than at Don Beer Arena. CHDRC is still 20 years from the end of its life, enabling investments into alternatives to gas-fired equipment whose asset value will still be fully realized. Further, CHDRC benefits from co-location of the arena (heat rejecter) and the pool (heat consumer), enabling heat recovery methods to reduce the need for gas combustion. An emissions budget should be considered as part of the programming decision process. Facility type Facility Floor area (m2) 2018 EUI (kwh/m2/a) 2023 EUI (kWh/m2/a)Change Fire Station Fire Station # 2 739 321 261 -19% Fire Station # 5 1,241 396 389 -2% Fire Station # 6 848 251 225 -10% Ice/Curling Rink Don Beer Arena 8,752 302 497 64% Indoor Arena Recreation Complex 21,379 396 334 -16% Library Greenwood Library 161 76 69 -9% Whitevale Library 84 199 171 -14% Museum PMV Conservation Building 555 51 218 331% PMV NE/Post Misc Building Use 584 8 20 153% PMV Puterbaugh Schoolhouse 45 150 - -100% PMV Redman House 260 364 277 -24% PMV Robert A Miller 291 189 138 -27% Office Civic Complex (City Hall)12,812 285 239 -16% Operations Centre 6,599 181 364 101% Pickering Animal Services 253 358 300 -16% Other - Recreation Dunbarton Pool 1,931 698 392 -44% Social/Meeting Hall Brougham Hall 223 302 255 -16% Centennial Park Club House 144 270 255 -5% Dr. Nelson F. Tomlinson CC & Fire Stn 4 & Library 1,689 405 328 -19% East Shore CC & Senior's Centre 2,672 253 173 -32% George Ashe Library & Community Centre 1,597 486 409 -16% Green River CC 298 135 145 7% Greenwood CC 780 203 188 -7% Mount Zion CC 200 241 221 -8% West Shore CC 697 158 160 1% Whitevale CC 197 165 101 -39% Buildings with significant reductions in EUI Buildings with significant increases in EUI PMV Puterbaugh Schoolhouse Don Beer Arena PMV Redman House PMV Conservation Building PMV Robert A Miller PMV NE/Post Misc Building Use Dunbarton Pool Operations Centre East Shore CC & Senior's Centre Whitevale CC - 86 - 12 CHANGES IN OVERALL EMISSIONS Table 3 shows overall emissions of greenhouse gases generated by the Corporation. Fossil fuel use generates three primary greenhouse gases: carbon dioxide (CO2), methane (CH4) and nitrous oxide (N2O). Methane and nitrous oxide contribute much more to climate change on a unit basis (e.g., per gram emitted). For presentation, quantities of methane and nitrous oxide may be multiplied by an adjustment factor (Global Warming Potential) to give carbon dioxide equivalents (CO2eq). Table 3 Total corporate emissions (tonnes CO2eq) Most of the City’s emissions (65%) are associated with energy use in buildings. Figure 2 shows the changes in emissions from City buildings by fuel source from 2018 to 2023. Total emissions are up by 19% since 2018, even though overall energy use was down by about 1%. This is the result of two factors: the increased onsite consumption of natural gas, and an increase in the Ontario electricity grid’s emissions factor. Figure 2 Emission of greenhouse gases from buildings 2018-2023 (tonnes CO2eq) Although total electricity consumption in 2023 was 10% lower than in 2018, greenhouse gas emissions from electricity generation are almost double what they were in 2018. This is determined by the greenhouse gas emissions factor for Ontario grid electricity. A large portion of Ontario’s electricity is produced from low- or zero-carbon sources such as nuclear, hydro, wind and solar. Natural gas-fired electricity generators are used for trim and peak demand periods to respond quickly to short-term changes in demand. Increasing overall demand for electricity and the temporary removal of some nuclear- Energy type 2018 2019 2020 2021 2022 2023 Electricity, Buildings 292 275 234 205 279 590 Natural Gas, Buildings 2,026 1,951 1,362 1,068 2,138 2,175 Heating Fuel Oil, Buildings 28 26 30 33 25 22 Diesel, Fleet 1,100 1,100 1,081 1,091 1,136 1,092 Gasoline. Fleet 350 350 293 354 391 401 Total 3,797 3,702 3,000 2,751 3,969 4,280 Note: Diesel and gasoline in 2018 and 2019 are estimated - 87 - 13 powered generation from service for refurbishment is projected to increase the proportion of gas-fired generation for baseload power, thus increasing emissions. Drawing on data from the Independent Electricity System Operator, The Atmospheric Fund estimates that the grid emissions factor will increase significantly over the coming years. The annual average emissions factor for electricity in Ontario varied from 18 g/kWh in 2017 to 67 g/kWh in 2023.14 The average emissions factor for electricity is projected to increase to as high as 145 g/kWh over the next 5 years before eventually declining to near-zero. A comparison of historical and projected emission factors by energy source, before accounting for equipment efficiency at point of use, is illustrated in Figure 3. 15,16 Despite a near-term increase in grid emissions factor, electricity generation remains a much lower source of emissions than fossil fuel combustion. Further, in thermal (heating and cooling applications), the high efficiency of heat pumps over combustion technology favours fuel switching from natural gas to electricity. This is further discussed in Focus Area 4: Carbon Reduction Plan – Fuel Switching and Electrification. Though most electricity used by the City is purchased from the Ontario grid, an increasing component will be produced by the City’s solar photovoltaic (PV) systems, which do not release carbon.17 Figure 3 GHG emission factors by input fuel type (grams CO2eq per kWh) 14 The Atmospheric Fund (TAF), “Ontario Electricity Emissions Factors and Guidelines.” (Toronto: TAF, June 2024), https://taf.ca/custom/uploads/2024/06/TAF-Ontario-Emissions-Factors-2024.pdf. 15 Environment and Climate Change Canada, “National Inventory Report, 1990–2022: Greenhouse Gas Sources and Sinks in Canada” (Gatineau, QC, 2024), https://www.canada.ca/en/environment-climate- change/services/climate-change/greenhouse-gas-emissions/inventory.html. 16 The Atmospheric Fund (TAF), “Ontario Electricity Emissions Factors and Guidelines” 17 There may be carbon emissions associated with the manufacturing of the panels, but those emissions are considered Scope 3 emissions. Scope 3 emissions, whether associated with electric equipment, upstream oil and gas, or embedded in materials and equipment, will be further considered in the future. - 88 - 14 EMISSIONS OF INDIVIDUAL FACILITIES Table 4 shows the facilities with the highest greenhouse gas emissions in 2023. These same facilities, in the same order, are the facilities with the highest energy use and should be prioritized for conservation measures. Table 4 Facilities with the highest greenhouse gas emissions in 2023 (tonnes CO2eq) Since building emissions are primarily due to onsite fossil fuel combustion, conservation efforts should focus on measures which reduce natural gas use, first through reduction in demand (e.g. exhaust air heat recovery, process heat recovery, envelope thermal performance), followed by fuel switching to lower emitting alternatives (electric heat pumps). INITIATIVES IMPLEMENTED Table 5 Energy Conservation Measures Implemented Over Previous CEMP Period (2019-2023) CURRENT AND PROPOSED MEASURES Table 6 Energy Conservation Measures Planned During the Current CEMP Period (2024-2028) 2023 (t CO2eq) Recreation Complex 881 Don Beer Arena 583 Civic Complex (City Hall)398 Operations Centre 346 Dunbarton Pool 135 George Ashe Library & Community Centre 86 Dr. Nelson F. Tomlinson CC & Fire Stn 4 & Library 83 Fire Station # 5 68 East Shore CC & Senior's Centre 59 Fire Station # 2 27 Facility Action Year Estimated Cost Energy savings (GJ/year) CHD Recreation Complex Replaced mid-efficiency space heating and Domestic Hot Water boilers with high-efficiency modulating condensing boilers 2019 280,000$ 3,082.30 George Ashe Library & Community Centre Replaced single-speed gas-fired rooftop heating/AC unit with modulating variable-speed unit 2021 150,000$ 120.80 CHD Recreation Complex Tennis court lighting upgraded to LED 2021 185,000$ 138.00 East Shore Community Centre Upgraded gymnasium lighting from probe-start metal halide to LED 2022 14,400$ 7.00 Civic Complex Replaced mid-efficiency space heating boilers with high-efficiency modulating condensing boilers 2023 400,000$ 3,406.80 George Ashe Library & Community Centre Replaced mid-efficiency space heating boiler with high-efficiency modulating condensing boiler 2019 45,000$ 40.30 George Ashe Library & Community Centre Upgraded library lighting from fluorescent to LED 2019 73,760$ 6.50 Bay Ridges Kinsmen Park Upgraded SE and SW baseball field lighting from metal halide to LED with remote lighting control system 2022 575,000$ 7.90 Dunmore Tennis Court Upgraded exterior tennis court lighting poles from metal halide to LED 2023 78,950$ 6.40 Facility Action Year Estimated Cost Energy savings (GJ/year) Fire Hall #2 Replace gas furnace/AC system with hybrid heat pump/gas furnace 2025 $ 20,000 409.60 East Shore Community Centre Replace two gas-fired rooftop units with hybrid heat pump/gas units 2025 $ 280,000 241.60 George Ashe Library & Community Centre Replace two gas-fired rooftop units with hybrid heat pump/gas units with air side heat recovery 2025 $ 430,000 568.60 PMV Conservation Building Install 48 kWAC rooftop solar array and battery energy storage system (BESS) 2026 $ 254,000 262.10 PMV Puterbaugh Schoolhouse Replace oil-fired boiler with air-to-water heat pump 2026 $ 50,000 55.20 - 89 - 15 STAKEHOLDER ENGAGEMENT WORKSHOP The City engaged key stakeholders to obtain feedback on their respective departmental environmental stewardship goals and plans. Each stakeholder involved represents a diverse area of operations. Surveys were conducted and feedback obtained to gather key insights. The purpose of the surveys was to document departmental goals, opportunities and risks that pertain to environmental stewardship, energy and emissions. This documentation further strengthens the collaborative effort for improved environmental stewardship at the City. The Operations Department, within which responsibility for Energy Management resides, will continue to consult regularly with key stakeholders to plan and implement opportunities for reduced energy use and emissions. This reinforces the City’s priority to lead environmental innovation and resilience as a world class city. - 90 - 16 3 CHALLENGES AND OPPORTUNITIES A GROWING POPULATION The City of Pickering faces the challenge of a growing population, which increases energy demand and emissions. The City’s population is expected to increase by about 20% in the next five years and will more than double by 2051.18 As the city expands, more facilities and infrastructure are required, leading to higher energy use. This growth can counteract the benefits of energy efficiency measures, making it difficult to achieve overall reductions in energy use and emissions. It underscores the need for new and replacement facilities to be energy efficient and to be near-zero CO2 emissions. ATTACHMENT TO THE STATUS QUO A significant barrier to emissions reduction is the attachment to the status quo. Council, staff and residents may be resistant to changes in their environment, whether it involves new technologies, altered workflows, or changes in public spaces. This resistance can stem from a comfort with existing routines, a lack of understanding of the benefits of new measures, a fear of the unknown, or pressures of other pressing commitments. Overcoming this challenge requires effective communication, education, and engagement strategies to help staff and residents understand the importance of energy efficiency and emissions reductions, and to further foster a culture of sustainability within the city. EXHAUSTION OF LOW-HANGING FRUITS The City has already implemented many of the most straightforward and cost-effective energy-saving measures, such as upgrading to LED lighting. Further, these measures most often result in electricity savings, which have the lowest emissions impact. As these "low-hanging fruits" are exhausted, the remaining opportunities for energy and emissions reduction often involve more complex, costly, or disruptive actions. This includes comprehensive retrofits, adoption of advanced technologies, or significant 18 Watson & Associates Economists Ltd., “Durham Region Growth Management Study - Phase 2: Area Municipal Growth Allocations and Land Needs, 2051,” 2022, https://www.durham.ca/en/doing- business/resources/Documents/PlanningandDevelopment/Envision-Durham/Growth-Allocations- Report.pdf. - 91 - 17 changes to operational processes. The diminishing returns on investment for these more challenging measures can make it difficult for the City to justify the expense and effort, particularly if the financial payback period is long or the building’s remaining life is short. AGED BUILDING STOCK Aged building stock presents a unique challenge for the City. Many of the City’s buildings are nearing the end of their useful life 19, making deep retrofits potentially inappropriate or economically unfeasible. These older buildings may have outdated infrastructure that is not compatible with modern energy-efficient technologies, or they may require extensive renovations that are not cost-effective given their remaining lifespan or that would require extended closure of the facility. In such cases, the City must weigh the benefits of retrofitting against the potential costs and disruptions and may need to consider alternative solutions such as new construction or temporary measures to improve energy efficiency in the short term. EMERGING TECHNOLOGIES On the opportunity side, there are new technologies for both buildings and equipment that can significantly reduce energy use and greenhouse gas emissions. These include: • More energy efficient building design • Heat pumps to maintain thermal comfort • Solar photovoltaic systems to generate electricity • Electric vehicles • Alternative or renewable vehicle fuels The City will be adopting these technologies in coming years. The rate at which they can be adopted depends in part on the maturity and availability of the technology, turnover rate of existing stock and the availability of financial resources. 19 City of Pickering Facilities Renewal Study, January, 2024. - 92 - 18 4 TARGETS AND GOALS The City has adopted targets based on the international and national targets for greenhouse gas emissions, and the previously-described commitments the City has already made: • The City’s Declaration of a Climate Emergency • The Corporate Strategic Plan • The City’s work on Integrated Sustainable Development Standards • The City’s Official Plan 2030 TARGETS A reduction of greenhouse gas emissions of 30% by 2030 is recommended. Unfortunately, with the increasing Ontario electricity grid emissions factor, this may not be practical. Consequently, the CEMP is not setting a general emissions target, but rather fuel-specific targets. The targets relative to 2019 that have been set are as follows: Figure 4 2030 targets (relative to 2019) With the goal of electrification, much of the reduction in natural gas that is targeted will result in an increase in the demand for electricity, so the target is to limit the increase rather than to realize a reduction. With the achievement of that target, solar generation will strive to displace 10% of the City’s grid electricity use. City of Pickering’s 2050 target By 2050, in keeping with its environmental commitments, the City should aim to reduce all fossil fuel use by 95%. However, the current trajectory will not show reductions to that degree. Achieving such a target will require some combination of: • New technology, such as higher-capacity and affordable heat pumps, implementation of district thermal energy using waste process heat from nearby industry, or less expensive, lighter and modular solar photovoltaic systems - 93 - 19 • Battery and thermal energy storage • Further development of net-zero building technologies • Accelerated deep retrofits or replacement of facilities, or replacing less efficient equipment • Greater availability and affordability of electric vehicles for light-duty applications, and renewable diesel for medium-duty applications • Disposal of energy-inefficient buildings at end of life Reducing emissions by that much will also require that grid electricity become significantly cleaner beyond 2030, as currently projected. Although there are reasons to be optimistic about these being realized, meeting these goals will still likely require increased commitment of City resources. FINANCIAL CONSIDERATIONS FUNDING SOURCES Within a municipality, it is common for maintenance and capital 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. Close collaboration with all City departments will need to continue to integrate capital projects with carbon reduction, if reductions are to be achieved. There may be external funding programs to help with implementation of these projects. City staff will continue to explore available programs, including: • Enbridge – Savings by Design: https://www.enbridgegas.com/ontario/business-industrial/incentives- conservation/programs-and-incentives/new-construction/savings-by- design • IESO – Save On Energy: https://saveonenergy.ca • FCM – Federation of Canadian Municipalities grants and loans: https://fcm.ca/en/funding • Transport Canada – Incentives for Medium- and Heavy-Duty Zero- Emission Vehicles: https://tc.canada.ca/en/road-transportation/innovative- technologies/zero-emission-vehicles/incentives-medium-heavy-duty-zero- emission-vehicles • Ontario Trillium Foundation – Capital Grants: https://otf.ca/our- grants/community-investments-grants/capital-grant Examples of aligning external funding programs to environmental stewardship projects include the Federal Government’s investment of $16.5 million towards the new net-zero - 94 - 20 Pickering Heritage Community Centre and $516,560 towards the Redman House Program Centre Green Retrofit project20. PROJECT EVALUATION Collaboration will continue with City departments to review upcoming projects and associated carbon reduction possibilities. A formalized Governance Framework should be implemented to streamline the project evaluation and funding process, prior to submission for budget consideration STRATEGIES AND ACTIONS Proposed actions in the 2024 to 2029 timeframe fall into five primary groups, which are titled as separate focus areas to enable further independent refinement. The framework for each Focus Area is provided. • Focus Area 1: Analytics • Focus Area 2: Carbon Tracking and Accounting • Focus Area 3: Corporate Building Standard • Focus Area 4: Carbon Reduction Plan • Focus Area 5: Fleet Decarbonization 20 City of Pickering, “New green community infrastructure coming to Pickering” (Pickering, ON: City of Pickering, 2022), https://www.canada.ca/en/housing-infrastructure-communities/news/2022/08/new- green-community-infrastructure-coming-to-pickering.html - 95 - 21 5 FOCUS AREA 1:ANALYTICS Achieving reductions will require that data on energy use and equipment maintenance be assembled, analyzed and reported to a greater degree than is currently available. At present, information on energy use is extracted from utility bills by the Finance department and provided to the Operations department for reporting to the Ministry of Energy and Electrification (MEE). MEE requires that data on energy use by source, type and facility be uploaded to Portfolio Manager, an online database developed by the United States Environmental Protection Agency and adapted for Canadian conditions and use by Natural Resources Canada. Historically, MEE required only reporting of annual data, though Portfolio Manager can accommodate entering data according to the billing frequency (e.g. monthly or bi- monthly). For more rigorous analysis, including correcting data for weather conditions, a higher resolution of data is required. In the case of electricity, hourly usage data by facility are available on-line from Elexicon. Monthly gas bills, with usage data, are available on-line from Enbridge. Operational staff will be given access to these accounts so that usage data can be downloaded and analyzed. This higher-resolution data will enable better understanding of patterns of energy use, the relationship to weather, and to help identify changes over time. Historically, there have been challenges in compiling such data while still meeting the needs of the Finance department for paper bills, for example. It may become necessary to engage a third-party who can access these data directly and provide some analysis of them. In some cases, even higher resolution will be required. For example, it may be desirable to sub-meter particular parts of facilities or specific pieces of equipment. Needs will be determined on a case-by-case basis. Tools such as dashboards or reporting would then be developed and utilized to analyze the higher resolution data. This can streamline the monitoring and controlling of a building’s performance by alerting City staff when performance has deviated from its intended targets. City staff can then implement appropriate corrective action to remedy the deviation, such as education/awareness, training/refreshers, recommissioning, maintenance, and so forth. To have a comprehensive view, the reporting tools should also consider historical utility rates and future trends, including the impact of the Federal Carbon Pricing. The reporting tools can also show how actual energy consumption and GHG emission compares against planned targets, progress of planned and completed carbon reduction measures, and performance of carbon reduction measures. - 96 - 22 Information on equipment maintenance and health is currently recorded manually. Maintenance and lower value equipment replacement expenditures are addressed by Facilities Maintenance directly from operating budgets, while capital projects are handled by Facilities Capital Projects. This can result in discontinuity, with Facilities Maintenance investing in expedient solutions to maintain availability of services, and Facilities Capital Projects’ desire to integrate equipment performance improvements or design upgrades into asset replacement plans. A Computerized Maintenance Management System (CMMS) is recommended to assist both the maintenance team with tracking assigned and completed tasks in a timely and cost-effective manner, and the Facilities Capital Projects team with monitoring asset health and making informed decisions about asset replacement. These roadmaps and details will be further developed in future refinements of Focus Area 1. Overall usage, and progress toward the goals set out in this plan will be reported to Council on an annual basis. - 97 - 23 6 FOCUS AREA 2: CARBON TRACKING To help ensure targets are met, the City will implement carbon tracking. Key implementation steps include: • Establishing annual carbon emissions targets • Integrating those limits into existing decision-making processes, including asset management plans 21 • Assessing the climate impact of proposed initiatives • Tracking and reporting, along with the reporting on energy usage Carbon tracking is used by a growing number of cities. Oslo was the first city to adopt carbon tracking in 2017. The first Canadian city to adopt carbon tracking was Edmonton. The method is used or being developed in Montreal, Toronto, Whitby, Durham Region, Calgary, Canmore and Halifax.22 Carbon tracking for municipalities is an emerging tool to monitor and reduce greenhouse gas (GHG) emissions. Specific details will be further developed, but the following presents a typical framework:23, 24 Figure 5 Steps in the implementation of municipal carbon tracking 21 Federation of Canadian Municipalities, “Building Sustainable and Resilient Communities with Asset Management: An Introduction for Municipal Leaders” (Ottawa, ON: FCM, 2018), https://fcm.ca/sites/default/files/documents/resources/case-studies/building-sustainable-resilient- communities-with-asset-management-mamp.pdf. 22 Yuill Herbert, Ann Dale, and Chris Stashok, “Canadian Cities: Climate Change Action and Plans,” Buildings and Cities 3, no. 1 (2022): 854–73, https:// doi.org/10.5334/bc.251. 23 James Nowlan, “Carbon Accountability: Institutionalizing Governance, a Carbon Budget and an Offset Credits Policy” (Toronto: City of Toronto, 2023),Sall. 24 City of Edmonton, “2023-2026 Carbon Budget,” Council Report (Edmonton: City of Edmonton, 2022). Set targets Allocate resources Integrate with financial processes Assess projects Set priorities Monitor and report Adjust Continually improve - 98 - 24 1. Setting targets: The municipality establishes a total carbon allocation based on its long-term emission reduction goals. This allocation represents the maximum amount of GHG emissions allowed over a specific period, usually aligned with the City's climate goals (e.g., net- zero by 2040 or 2050). 2. Allocation and planning: The total allocation is divided into smaller annual or multi-year emission limits. These act as checkpoints to ensure the municipality stays on track to meet its overall targets. 3. Integration with budgeting processes: The carbon target is integrated into the municipality's existing budgeting and decision- making processes. This allows climate impacts to be considered alongside other factors like economic and social considerations when making investment decisions. 4. Project assessment: All proposed projects, programs, and initiatives undergo a GHG impact assessment. This can be done through: • Qualitative assessments for projects in early planning stages • Detailed quantification of GHG emissions where possible • Use of standardized tools like GHG calculators for typical municipal projects25 5. Prioritization and decision-making: The carbon impacts of various proposals are used to inform budget allocation decisions, helping prioritize low-carbon initiatives. 6. Monitoring and reporting: The municipality tracks actual emissions against the carbon target, typically on an annual basis. This involves: • Maintaining a GHG inventory • Comparing actual emissions to the target • Identifying surpluses or deficits 25 Town of Canmore, “Climate Emergency Action Plan: Carbon Budget Report” (Canmore, AB: Town of Canmore, 2024), https://www.canmore.ca/public/download/files/247349. - 99 - 25 7. Accountability and adjustment: Regular reporting keeps Council and the public informed of progress. If emissions are projected to exceed the target, it triggers the need for remedial actions or adjustments to stay on track. 8. Continuous improvement: As carbon tracking is a new field, municipalities refine their processes over time, improving data collection, quantification methods, and integration with existing systems. By implementing carbon tracking, municipalities can: • Create a structured approach to achieving climate targets • Enhance transparency and accountability in climate action • Integrate climate considerations into municipal decisions • Provide a clear framework for monitoring and reporting progress - 100 - 26 7 FOCUS AREA 3: CORPORATE BUILDING STANDARD In 2013, the City of Pickering Council approved and adopted a Canada Green Building Council Leadership in Energy and Environmental Design Silver (CaGBC LEED-NC Silver) standard, or equivalent performance, for all new construction of City buildings. While the LEED Silver standard has been successful in addressing a range of environmental performance areas, it now lags the more ambitious targets that many cities and provinces have set, particularly with respect to energy and emissions. Experience has shown that the relative performance path (i.e. “x% better than Code”) identified in the CaGBC LEED Optimize Energy Performance credit often does not result in better performing buildings. An absolute performance compliance path is preferred. The City will develop performance criteria for municipal buildings. The City has been a leader in developing its Integrated Sustainable Design Standards for new developments.26 These set out a broad range of standards for sustainable development addressing energy, land use and nature, water, waste, transportation, education, accessibility and safety, primarily targeting private developments. Targeted performance levels for energy use, thermal energy use and greenhouse gas emissions are included in two tiers, as summarized in Table 7. Energy Use Intensity (EUI) is the total amount of energy used by a facility, converted to equivalent units (kWh or GJ), divided by the facility’s area. The result is typically expressed in kWh/m2 or GJ/m2. Although overall energy use is important, a key consideration is the proportion of fossil fuel consumed, which largely determines a facility’s greenhouse gas intensity (GHGI), expressed in grams, kilograms or tonnes of carbon dioxide equivalent per unit area (CO2eq/m2). 26 City of Pickering, “Building Green - User Guide. Pickering Integrated Sustainable Design Standards” (Pickering, ON: City of Pickering, August 2022), https://www.pickering.ca/en/living/resources/Attachment- 1---ISDS-User-Guide_revisedversion-LD-Formatting_ACC.pdf. - 101 - 27 Much of the energy use in buildings is for heating and cooling requirements. The subcomponent of total energy use for heating and cooling is the thermal energy demand intensity (TEDI). EUI, TEDI and GHGI are often used to compare building performance against their peers within building categories. As the table indicates, these standards apply to residential and commercial new developments but direct applicability to existing and new building stock is difficult due to differences in building use. Table 7 City of Pickering’s Integrated Sustainable Design Standards for energy (kWh/m2/a) and greenhouse gas emissions (kg CO2eq/m2/a) Few municipalities have developed such criteria. One exception is the City of Mississauga which developed the criteria set out in Table 8.27 Other jurisdictions such as the City of Toronto have introduced absolute performance targets. However, only a very small range of building archetypes has been defined, and those archetypes do not correspond with typical municipal building types. The City of Mississauga’s Corporate Green Building Standard–introduced in 2019 includes ambitious, tiered, absolute performance targets for municipal building types, including fire halls, arenas, swimming pools, and libraries. Although mechanical systems technology has progressed significantly since those Corporate Green Building Standard targets were developed, they serve as a useful starting point to inform the development of the City of Pickering Corporate Building Standard for current and future city facilities. Table 8 Mississauga's Corporate Design Standards 27 City of Mississauga, “The City of Mississauga’s Corporate Green Building Standard: Program Manual” (Mississauga, ON: City of Mississauga, 2019), https://www.mississauga.ca/publication/corporate-green- building-standard/. Tier 1 EUI Tier 2 EUI Tier 1 TEDI Tier 2 TEDI Tier 1 GHGI Tier 2 GHGI Multi-unit Residential >= 4 storeys 135 100 50 30 15 10 Multi-unit Residential < 4 storeys 130 100 40 25 15 10 Commercial Office 130 100 30 22 15 8 Commercial Retail 120 90 40 25 10 5 Mixed Use Buildings Calculated using an area weighted average of other building types - 102 - 28 Although less comprehensive than the Mississauga table, some governments have set standards for the greenhouse gas intensity (GHGI), essentially requiring buildings to be net zero. For example, Toronto requires all new buildings and additions greater than one hundred square metres that are part of the Corporate Real Estate portfolio to be net zero emissions.28 Toronto has also set a total EUI of 100 kWh/m2/a and a TEDI of 30 kWh/m2/a. It is not clear how this can or will be applied to more intensive building types, like swimming pools or ice rinks, though there is work on net zero pools,29 and arenas with ice pads.30 To monitor and control building performance, energy management processes will be included through the iterative design process. Energy modelling conducted throughout the design process informs the building design and the feasibility/viability of energy management measures over a life cycle basis, considering both costing capital requirements and operating requirements. Energy modeling reports, construction cost estimates, life cycle cost analysis, and life cycle analysis throughout the design and construction phases are tools that can be employed to manage building performance throughout the project delivery phases. Complicating Factors for Energy Use Intensity and emissions intensity metrics These metrics must be considered within their context. Facilities may vary significantly in their operating hours or their seasonal usage. For example, arenas operating 12 months per year will clearly consume much more energy than arenas which are closed 28 https://www.toronto.ca/city-government/planning-development/official-plan-guidelines/toronto-green- standard/toronto-green-standard-version-4/city-agency-corporation-division-owned-facilities-version- 4/buildings-energy-emissions-resilience/ 29 Federation of Canadian Municipalities, “Getting to Net-Zero in Community Centres with Indoor Pools: Chinguacousy Wellness Centre in Brampton, Ontario” (Ottawa: FCM, 2024), https://media.fcm.ca/documents/programs/gmf/getting-to-net-zero-in-community-centres-with-indoor- pools.pdf. 30 Federation of Canadian Municipalities, “Taking Your Indoor Ice Rink to Net Zero” (Ottawa: FCM, 2022), https://media.fcm.ca/documents/programs/gmf/getting-to-net-zero-in-community-centres-with-indoor- pools.pdf. Level 1 Level 2 Level 3 EUI TEDI GHGI EUI TEDI GHGI EUI TEDI GHGI Office building 110 55 15 90 35 10 60 15 5 Fire Hall 195 75 11 80 60 5 60 30 5 Library 140 50 15 110 40 10 60 25 5 Rec Centre 160 45 20 140 35 15 70 15 5 Transit Station 230 100 25 180 50 15 150 15 10 Transit Repair Station 300 120 38 280 100 15 130 20 10 Ice Rink 380 46 335 38 200 17 Swimming Pool 3700 560 2700 3500 1800 90 Note:EUI in kWh/m2/a TEDI in kWh/m2/a GHGI in kg CO2eq/m2/a Building Archetype - 103 - 29 during the summer. Standalone facilities will consume more energy than co-located facilities. For example, swimming pools require a large amount of heat energy, whereas arenas must dispose of a large amount of heat energy. When co-located, these two end-uses can significantly reduce their overall EUI. Also, multi-use facilities will have less exposed envelope area (due to shared walls and gross-up space), which will significantly lower energy use for space conditioning. Given the above, the application of a weighted average of end-use EUI and GHGI budgets to a mixed-use facility may result in an overall excessive energy and carbon limit, while standalone facilities may find it arduous to meet the prescriptive targets. As stated, there can be significant variations in occupancy hours or facility utilizations. Since the City defines how its buildings are used, it would be appropriate to develop consistent assumptions to be used by design consultants to inform the modelling process to determine new building energy and emissions performance. The Corporate Building Standard is intended to become the City’s standard for corporate facilities, particularly for energy and emissions performance. Table 9 New construction EUI/GHGI limit by building archetype (SI units) Table 10 New construction EUI/GHGI limit by building archetype, (I-P units) The interim targets in Table 9 and Table 10 were generated over 5 years ago. Given advancements in building and systems design as well as the City’s leadership role, new municipal buildings should target Level 2 performance as a minimum. The GHGI allowance is relatively high to allow for increases in grid emissions factor, not for gas- fired equipment. Design teams should target all-electric designs. Level 1 Level 2 Level 3 Building Archetype EUI (kWh/m2) GHGI (kg CO2e/m2) EUI (kWh/m2) GHGI (kg CO2e/m2) EUI (kWh/m2) GHGI (kg CO2e/m2) Office 110 15 90 10 60 5 Firehall 105 11 80 5 60 5 Library 140 15 110 10 60 5 Rec Centre 160 20 140 15 70 5 Transit Station 230 25 180 15 150 10 Transit Repair Station 300 38 280 35 130 10 Ice Rink 380 46 335 38 200 17 Swimming Pool 3700 560 2700 350 1800 90 Level 1 Level 2 Level 3 Building Archetype EUI (kWh/ft2) GHGI (kg CO2e/ft2) EUI (kWh/ft2) GHGI (kg CO2e/ft2) EUI (kWh/ft2) GHGI (kg CO2e/ft2) Office 10 1 8 1 6 0 Firehall 10 1 7 0 6 0 Library 13 1 10 1 6 0 Rec Centre 15 2 13 1 7 0 Transit Station 21 2 17 1 14 1 Transit Repair Station 28 4 26 3 12 1 Ice Rink 35 4 31 4 19 2 Swimming Pool 344 52 251 33 167 8 - 104 - 30 To assist with achieving absolute performance targets, design teams should strive to achieve the following key design principles: 1. Ensure specific spatial programming and psychological needs of building occupants and visitors are addressed. This means ensuring that buildings achieve higher levels of environmental performance while maintaining user comfort as well as the core function, aesthetic, and health of the building or facility. 2. Design building systems, materials, and technologies to be mutually supportive. This represents the need to ensure that design and cost efficiencies are harnessed wherever possible. An example is the colocation of swimming pool and ice arena facilities. Waste heat from one process should be harvested and reused for as many other processes as possible (desiccant dehumidification recharging, refrigerant dehumidification reheat, pool heating, DHW pre-heating, arena spectator warming, arena resurfacing slush pit, exterior snow melt) before being rejected outside the thermal envelope. For this to be effective, equipment must be in proximity to each other to improve the business case for heat recovery. 3. Meet environmental performance targets in a financially sustainable manner. While cost premiums can be a factor in higher environmental performance buildings, design teams should seek to minimize added costs wherever possible by taking an integrated approach to design. Regardless, a ‘business-as-usual’ design should no longer be an option against which low carbon design is compared for costing. 4. Make use of “simple” systems that are designed for long operational life and lower maintenance costs. This means design teams should focus on well- known technologies, low carbon footprint materials, and passive design strategies as much as possible to reduce the need for expensive maintenance and challenges to daily operations. Enduring passive components such as building envelope which are not feasible to upgrade later should be prioritized. Building envelope components’ effective thermal performance should meet or exceed the prescriptive requirements for fenestration, roofs, opaque wall, floor and roof assemblies of the most current version of the National Energy Code of Canada for Buildings. Active mechanical and electrical systems should not be used to offset poor envelope thermal performance or inefficient building form factor. Design the building to achieve an efficient form factor of 3 or less. ‘Heat Loss Form Factor’ is measured as the ratio of thermal envelope surface area to the treated floor area (TFA). In other words, the ratio of surface area that can lose heat (the thermal envelope) to the floor area that gets heated (TFA). Form Factor is essentially the building’s surface to volume ratio. - 105 - 31 The Heat Loss Form Factor is a useful measure of the compactness of a building. It is easier to be energy efficient with a more compact building whereas the less compact a building, requires more insulation for the building to be energy efficient. - 106 - 32 Resiliency Planning Climate change mitigation and adaptation, sustainability and resilience will also be key considerations in future Corporate Building Standards. Resiliency includes factors such as future weather patterns, climate change, pandemic responses, electrical back up power, and distributed energy resources. Electrical back up power can consider redundant backup electricity generators sized together to maintain full facility operation, including load management, soft-start and equipment staging systems if necessary to reduce generator sizes. Energy modeling in the design process can assist with resiliency planning through hourly simulation generated by industry-accepted simulation programs such as Carrier HAP, eQuest, EnergyPlus, DesignBuilder or IESVE, using the Toronto-Buttonville 716390 CWEC 2020 weather file as a baseline. Since municipal buildings are long-life assets, energy simulations, analysis and reporting should include results from corresponding Pacific Climate Impacts Consortium future-shifted 2050s and 2080s weather files. Hourly simulation should be complemented by RETScreen, bin- or hourly- data hand calculations, PVWatts, and Ground Loop Design, LoopLink Pro or equivalent as required. Life-cycle costing should include analysis for sizing heating and cooling energy distribution systems for this future-shifted weather and provision of space and infrastructure for future addition of plant equipment if necessary. - 107 - 33 8 FOCUS AREA 4: CARBON REDUCTION PLAN Achieving targets or meeting the design standards comes down to specific technological and operational implementation. The City is planning initiatives in four main areas: • Efficiency measures that reduce current energy use • Fuel Switching – primarily the adoption of electric heat pumps • Implementation of renewable energy technologies • Development of new facilities and major retrofits These areas overlap and are considered distinct solely for discussion purposes. Within this discussion, efficiency measures and electrification apply primarily to existing facilities, though they will be incorporated into new facilities as well. Renewable technologies, in particular photovoltaic systems, may be integrated into existing or new buildings, or operate on a stand-alone basis. On-site energy storage may be required where options are limited by the condition of local grid infrastructure. Efficiency measures Many efficiency measures have already been adopted by the City, including replacing older incandescent and fluorescent lights with LEDs, and installing motion detectors to reduce energy use in unoccupied rooms. Measures that are planned to be adopted include the following, particularly when equipment is at the end of life, the facility is considering a major renovation, or in new construction. Rooftop HVAC Units and Small Furnace/ACs • Install air-to-air energy recovery ventilators • Replace gas-fired rooftop units with hybrid heat pump units • Where possible, purchase semi-custom units with higher insulation levels rather than packaged units Air and Ground Source Heat Pumps Air-source and ground-source heat pump options or a hybrid solution should be evaluated. This includes modelling using hourly ground loop and energy modelling software as appropriate. Onsite fuel combustion should only be considered for heating backup (during heat pump equipment failure, extreme cold weather, or grid power outages) and for backup electrical power generators. - 108 - 34 Boilers for Hydronic Heating Loops • Where boilers must be used, install modulating condensing boilers which can operate at lower water temperatures • Reduce supply water temperatures to 55 C (130 F) or lower wherever possible to enable a condensing boiler to operate at higher efficiency, and to provide an opportunity for displacement of heating load using an air-to- water heat pump • Where major renovations are being performed, select new heat emitters to operate at 49 ºC (120 ºF) or lower average water temperature at design conditions • Where a facility might have simultaneous low-temperature heat rejection from cooling or refrigeration and high-temperature heat generation from a boiler, install a heat recovery chiller to recover and boost the quality of heat from heat source to heat sink • Install an air-to-water heat pump in series with existing boiler loop between return water and boiler • If the facility has a chilled water loop, size air-to-water heat pump according to cooling load to share the same electrical infrastructure Domestic Hot Water • Install low-flow fixtures or flow restrictors in existing systems to reduce domestic hot water flows to 1.9 lpm or less for a lavatory or 5.7 lpm or less for a shower • Before rejecting any waste heat outdoors, examine opportunities to pre- heat domestic cold water inlet for domestic hot water systems • Install a heat recovery chiller to recover and boost the quality of heat • Where no waste heat sources exist or have been exhausted, install CO2- based air-to-water heat pumps which are capable of extracting heat from cold outdoor air to generate high temperature water Computers and other equipment New computer and other equipment procurement should give precedence to equipment with the Energy Star certification. Planned measures Measures that the City plans to implement are shown on Table 11 . Other measures may be adopted as opportunities arise. Table 11 Planned efficiency measures Facility Action Year Estimated Cost Energy savings (GJ/year) Fire Hall #2 Replace gas furnace/AC system with hybrid heat pump/gas furnace 2025 $ 20,000 409.60 East Shore Community Centre Replace two gas-fired rooftop units with hybrid heat pump/gas units 2025 $ 280,000 241.60 George Ashe Library & Community Centre Replace two gas-fired rooftop units with hybrid heat pump/gas units with air side heat recovery 2025 $ 430,000 568.60 PMV Conservation Building Install 48 kWAC rooftop solar array and battery energy storage system (BESS) 2026 $ 254,000 262.10 PMV Puterbaugh Schoolhouse Replace oil-fired boiler with air-to-water heat pump 2026 $ 50,000 55.20 - 109 - 35 Building Envelope Major renovations and new facilities also present opportunities for improved building envelope performance. Such performance should include envelope effective thermal characteristics that meet or exceed the prescriptive requirements for fenestration, doors, opaque wall, floor and roof assemblies of the National Energy Code of Canada for Buildings, 2020. Active Integrated Energy Recovery Systems These include but are not limited to heat rejection from exhaust air, arena compressors, pool dehumidification, chillers for reuse in arena desiccant dehumidification, pool air heat/reheat, pool water heating, DHW and ice-resurfacer water pre-heating, outdoor air preheating, snow melt, and other suitable uses before being rejected outside the facility. An energy recovery ventilator installed on a heating, ventilating and air conditioning unit typically reduces annual heating energy consumption by 40-50% and significantly increases the number of hours per year when heating requirements can be met with an air-source heat pump. Fuel Switching and Electrification Where the electricity is being used for heating and cooling, the most efficient technology available is heat pumps. These may be ground-source heat pumps, that extract heat from pipes embedded in the ground, or air-source heat pumps. Of the two options, air- source heat pumps typically require 60% lower initial capital investment than ground- source systems but operate at 20-30% lower average annual efficiency. During especially cold periods when air-source heat pumps are supplemented by electric resistance heating with a Coefficient of Performance of 1, there may be limited environmental gain to electrification, while requiring significant upsizing of building electrical capacity.31 In the near term, a hybrid solution should be considered in which heat pumps transition dynamically to natural gas backup once outdoor air temperatures and heat pump COPs drop below a calculated threshold. When combined with an energy recovery ventilator, a hybrid system can satisfy well over 80% of annual heating hours using the electric heat pump. Combustion of fossil fuel is an energy conversion process in which the fuel’s chemical energy is converted to heat. This process is always less than 100% efficient. Gas-fired rooftop units and mid-efficiency boilers operate at an efficiency of approximately 80%. The highest efficiency furnaces and boilers available may operate as high as 98% efficiency under ideal circumstances, though 90% is a more typical average. This means that 80% to 90% of the energy in the fuel becomes heat and the other 10% to 20% escapes up the chimney and elsewhere. As a result, the emissions from the combustion of fuel for heating must be divided by an energy conversion factor of 0.8 to 31 Coefficient of Performance (COP) is a measure of the efficiency of the equipment. It essentially measures useful energy (heating or cooling) produced per unit of energy input (typically electricity). - 110 - 36 0.9, resulting in effective emissions of 199-203 g/kWh for natural gas, and 301 to 338 g/kWh for fuel oil. Direct conversion of electricity to heat is a near-100% efficient process. However, heat pump technology does not directly convert electricity to heat. Rather, electricity is used to drive a compressor motor which allows the system to absorb heat from one area (outdoor air or the ground) and move or pump that heat to another area (building interior). For every unit of electrical energy the compressor motor consumes, an average of 3 times that amount of energy is moved for an air-source heat pump, and 4 times for a ground-source heat pump. As a result, the effective emissions from an electrically-powered air-source heat pump for heating must be divided by an energy conversion factor of 3, resulting in effective emissions of about 23 g/kWh if the electricity is sourced from today’s grid. The net emissions associated with delivered heat energy is illustrated in Figure 6. Further, unlike fossil fuel, it is possible to generate the required electricity to drive a heat pump from onsite or offsite zero-emissions sources (e.g. rooftop solar), resulting in effective emissions of 0 g/kWh. Figure 6 GHG emissions per delivered unit of heat energy A challenge often raised with the proposed installation of air-source heat pumps is their reduced ability to extract heat from the outdoor air as the air temperature decreases. Simultaneously with the outdoor air temperature decreasing, the building’s heat loss (and therefore the heat load on the heat pump) is increasing. Figure 7 illustrates a building’s heating requirement at its maximum at the lowest outdoor air temperature, with an air source heat pump (ASHP) at its minimum capacity and lowest Coefficient of Performance (COP).32 The point where the two lines cross is known as the Balance Temperature, which is typically in the range of -7C to -1C. Above this temperature, a facility’s entire heating requirement can be satisfied by a heat pump. 32 Daniel Overbey, “Gauging the Seasonal Efficiency of Air-Source Heat Pumps,” Building Enclosure, February 23, 2015, https://www.buildingenclosureonline.com/blogs/14-the-be-blog/post/85012-gauging- the-seasonal-efficiency-of-air-source-heat-pumps. - 111 - 37 Figure 7 Air-source heat pump balance temperature A historical analysis of local climate underscores the potential of air source heat pumps. Table 12 sorts the 2015-2020 historical hourly temperatures recorded at Oshawa airport into “bins” of temperature ranges. Table 12 Historical heating hours by outdoor air temperature range Table 12 illustrates that of the average 4,910 heating hours per year, 45% are between 2 C and 15 C, well within the capabilities of a hybrid rooftop HVAC unit. With the addition of air-to-air heat recovery, the temperature range within reach of a heat pump can be extended; over 85% of annual heating hours occur at outdoor air temperatures between -7C and 15C, with an average COP greater than 3. Temperature range (C) Hours per year during heating season Percent of heating season Heat pump Coefficient of Performance -27 to -25 4 0.08%1.82 -25 to -20 41 0.84%2.03 -20 to -15 104 2.12%2.31 -15 to -7 556 11.32%2.15 -7 to +2 2,333 41.34%2.89 +2 to +7 1244 25.34%3.11 +7 to +12 693 14.11%3.32 +12 to +15 239 4.87%3.56 Total 4,910 100.00%2.94 Notes: weather data from Oshawa airport, nominal 40-ton air-to-water heat pump - 112 - 38 Planned implementations Pickering currently plans to install heat pumps at three existing facilities within the timeframe of this plan. These are listed on Table 13. Table 13 Planned electrification measures Renewable energy implementation The City has made plans to significantly increase the amount of electricity supplied by solar systems. Planned installations are shown on Table 14. In the past the City’s ability to install PV systems was constrained by the grid’s distribution system, but there may now be additional capacity. These four facilities are expected to generate approximately 700,000 kWh/a once implemented, based on the feasibility studies Pickering has undertaken. That amount of electricity is approximately 10% of the anticipated electricity required at that time. Table 14 Planned solar installations Future renewable implementation planning should include for analysis of solar energy potential and provision for an onsite islanded photovoltaic system that includes a battery energy storage system (BESS) for full self-consumption of generated electricity and UPS-speed seamless switchover from- and to-grid. This includes analysis of appropriate loads to be serviced by the system, consideration of structural capacity of roof, rooftop mechanical equipment or other encumbrances on the roof, electrical room spatial requirements and cooling for transformers, inverters, transfer switch and BESS. 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 Facility Action Time East Shore CC & Senior's Centre Replace gas-fired rooftop units with hybrid heat pump/gas units. 2025 George Ashe Library & Community Centre Replace gas-fired rooftop units with hybrid heat pump/gas units. 2025 PMV Puterbaugh Schoolhouse Relocate building and install heat pump 2026 Facility Action Time PMV Conservation Building Install 73 kW rooftop solar PV 2025 Operations Centre Install 454 kW rooftop solar PV 2027 Pickering Heritage and Community Centre Install 91 kW rooftop solar PV (new facility)2026 Seaton Recreation Complex and Library Install 91 kW rooftop solar PV (new facility)2029 - 113 - 39 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. Water Conservation 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. Reducing water consumption and associated wastewater means less energy consumed for pumping and treatment. Domestic Hot Water (DHW), used primarily for handwashing and showering, also requires large heat energy input. Due to the elevated temperatures and volume of hot water required, DHW is typically heated using natural gas combustion. Low-flow fixtures should be installed wherever possible, particularly for high-use shower facilities such as pool change rooms. Water conservation measures will continue to be developed and implemented. New facilities and major retrofits Several City facilities are within or beyond the last third of their expected lifecycles. Deep retrofits to these facilities are difficult to justify, as neither the financial nor the embodied-carbon investments will be offset by operational savings before the facility is inevitably decommissioned. For new builds the opportunity exists to build fully electric facilities whose operational carbon emissions can approach zero. Despite near-term increases in electricity grid emissions, the amplifying benefit of electrical heat pump efficiency and the potential for onsite electricity generation from renewable sources mitigate the grid emissions. On the other hand, further construction of new conventional gas-heated buildings would significantly hamper the City’s carbon reduction efforts for many years. Old buildings approaching end of life should be replaced with new net-zero carbon buildings. Potential candidates are shown on Table 15. The new Pickering Heritage & Community Centre is currently under construction and will be a net-zero facility. Table 15 End-of-life buildings eligible to be decommissioned and replaced with new buildings Old facility New facility Time Don Beer Arena Seaton Recreation Complex & Library 2030 Fire Station # 5 Building to be replaced with new facility 2027 Greenwood CC Pickering Heritage & Community Centre 2027 Greenwood Library Pickering Heritage & Community Centre 2027 Mount Zion CC Pickering Heritage & Community Centre 2027 - 114 - 40 IMPACT OF ALL PLANNED MEASURES OVER TIME The impact of all planned measures on overall greenhouse gas emissions is shown on Figure 8. The figure illustrates the increase in emissions associated with the opening of the new Operations Centre and Fire Hall #1, and conversely the substantial emissions benefits achieved during the future potential decommissioning of older conventional facilities such as Don Beer Arena and CHDRC when newer facilities come online. Figure 8 Impact of proposed measures on greenhouse gas emissions (t CO2eq) The figure indicates a rapid increase in Corporate building portfolio emissions this decade, followed by a long-term decline. The decline is predicated on all new facilities being zero operational carbon (i.e., no new fossil fuel HVAC equipment added to the corporate portfolio) in concert with a predicted decline in grid emissions factor after 2033. Despite this projected decline, a comparison of 2018 to 2033 emissions shows minimal absolute change to Corporate building portfolio emissions. Further emission reductions will require additional measures to retrofit existing building assets to reduce natural gas consumption. That would require focusing on the buildings with the highest greenhouse gas emissions. These are shown on Table 4, above. Recognizing that the environmental landscape will continue to evolve, future refinements of this focus area will include processes for regular review and updates, such as adjusting targets based on new technologies or changing circumstances, and incorporating lessons learned from implemented projects. - 115 - 41 9 FOCUS AREA 5: FLEET DECARBONIZATION In 2023, 35% of the City’s GHG emissions came from its fleet vehicle fossil fuel consumption. Decarbonization of fleet operations will require separate intensive study. Light-duty vehicles can be electric, though adjustments are likely required to current operational procedures to accommodate periodic stops for recharging. During peak periods, some City fleet vehicles are in operation 16-23 hours per day. The city will consider detailed study of available telematics data to assist with identifying the most appropriate candidate vehicles for electrification. Telematics devices retrieve data generated by the vehicle, like GPS position and speed. The key will be to study current means and methods to recognize natural pause periods when staff can be performing other duties while vehicles are charging. Medium-duty vehicles and equipment, which are typically diesel-fueled, may potentially operate on renewable diesel fuel. Renewable diesel (RD) has 65% lower emissions than petroleum diesel. Since RD is a drop-in replacement requiring no technical modifications to the equipment, it leverages existing capital investments. However, it will not be produced and available locally for several years. Importing RD from the United States is possible via rail tanker. The City will consider the feasibility of partnering with the Region of Durham and other lower-tier municipalities to achieve sufficient volume for import. Further refinement of this Focus Area will consider the available market solutions to reduce fleet green house gas emissions, challenges of medium- and heavy-duty vehicle electrification in a City that still has significant semi-rural area, and present the successes to date with light-duty vehicle electrification for building inspectors and electrification of landscaping trim-crew equipment. Right-sizing vehicles The concept of right-sizing vehicles refers to ensuring that a vehicle’s size and power are selected appropriately to the vehicle’s primary end-use, and not for infrequent events. This is often referred to as the 80/20 rule. However, the City currently operates a lean fleet, where few vehicles are limited to a single end-use, such that vehicles are often interchanged between staff or refitted to different uses depending on the season. This is cost-effective and efficient but can be a hindrance to the purchase of small short- range and lower-cost EVs dedicated to light-duty passenger use, for example. - 116 - 42 Fleet EV Availability EVs are still higher-cost vehicles, due primarily to their battery packs. To improve the profitability of EV offerings, vehicle manufacturers have targeted early adopters willing and able to pay for high trim levels. The City purchases mainly base-model fleet vehicles, which are only recently being offered as EVs in Canada. With the narrowing of the purchase cost difference between an Internal Combustion Engine (ICE) vehicle and an EV vehicle, the City will continue to evaluate appropriate EV use cases. EV Charging Electric Vehicle Charging stations were recently installed at the Operations Centre and Chestnut Hill Developments Recreation Complex. Usage has been monitored and findings will be presented in a forthcoming summary (Electric Vehicle Charging Pilot Study). Financial viability and usage findings will be included. - 117 - 43 10 RECOMMENDATIONS It is recommended that: • Methods be explored to improve access to granular energy and emissions data in a format which is conducive to data analysis • Carbon tracking and GHG surplus/deficit metrics be developed and attached to capital project and programming proposals • The City adopt and refine the Tier 2 Energy Use Intensity and Greenhouse Gas Intensity targets for new construction as defined in Focus Area 3: Corporate Building Standard • A framework be developed for identification and prioritization of emissions- reduction capital projects and operational adjustments • Fleet analytics be used to identify light-duty vehicles suitable for EVs • Opportunities be explored for sourcing renewable diesel fuel, including collaborative efforts to achieve sufficient volume to justify fuel import - 118 - 44 11 CONCLUSION The CEMP and its focus areas 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 2019 to 2024 CEMP. The City of Pickering is committed to environmental stewardship as a critical component of its operations. By leveraging best practices and technology, the City will continue to effectively integrate energy management into its operations. The City’s energy management strategy guides the implementation of this Plan, with a three-pronged approach consisting of the following elements: 1. Improving energy efficiency in the existing municipal building portfolio 2. Incorporating energy efficient technology and controls within the design and construction of new facilities 3. Investing in renewable and alternative energy sources to reduce energy consumption, GHG emissions and to improve community resilience There are opportunities for further energy conservation through recommissioning of the City’s existing buildings and incorporating conservation and sustainability into new building designs. Energy management relies upon members of Council and staff, at all levels, understanding their role and playing 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 practice its culture of conservation, continuous improvement, commitment to energy efficiency and will reduce emissions. - 119 - Report to Executive Committee Report Number: SUS 01-25 Date: March 3, 2025 From: Kyle Bentley Director, City Development & CBO Subject: Pickering Environmental Schools Grant -Results of the 2024 Funding -File: D-7000-007 Recommendation: 1.That Report SUS 01-25, regarding the Pickering Environmental Schools Grant, be received for information. Executive Summary: The purpose of this report is to present an overview of the student activities enabled by the City’s 2024 Environmental Schools Grant program. On October 21, 2019, Council approved the creation of a Pickering Environmental Schools Grant (Resolution #154/19). The purpose of the grant was to provide Pickering students with the opportunity to implement activities that contribute to a healthy environment. The Durham Catholic District School Board (DCDSB) and the Durham District School Board (DDSB) each had access to up to $10,000.00 for their respective schools. The Viamonde School Board (VSB) could apply for up to $1,000.00, which was reflective of there being only one joint elementary and secondary school site in Pickering. Staff worked with the three school boards to communicate the grant opportunity to their respective schools. Seven schools applied and a total of $21,000.00 in funding was allocated in 2024. The DCDSB, the DDSB, and the VSB each provided a report outlining the projects that were undertaken (see Attachments 1, 2, and 3). Clearly, the Pickering’s Environmental Schools Grant initiative provided equitable access for hundreds of students to be engaged in fun, educational, and meaningful activities they otherwise would not have been able to pursue. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Lead & Advocate for Environmental Stewardship, Innovation & Resiliency; and Strengthen Existing & Build New Partnerships. Financial Implications: Not applicable to this report. The cost of this program is funded from the casino reserve within the approved 2024 Budget. Discussion: The parameters outlined in the Environmental Schools Grant Application Guidelines ensured that the funded activities/programs achieved the following: - 120 - SUS 01-25 March 3, 2025 Subject: Pickering Environmental Schools Grant Page 2 •provided an environmental benefit to the Pickering community and its residents •had clear measurable benefits and results •directly supported the City’s goals to continuously improve environmental sustainability A total of seven schools from DCDSB, DDSB and the VSB participated in the 2024 program, and they recognized the City’s contribution in various ways including: •eNewsletter •school website and social media •classroom communications •school assembly •Parent Council meetings •outdoor signage •school yearbook Through the 2024 City of Pickering Environmental Schools Grant, students achieved the following initiatives: •created butterfly garden boxes with native plants to attract pollinators •installed outdoor community garden beds to grow flowers and fresh food, which can be used by the school community and educate students on the importance of growing local food •purchased trees to create a calming and cooling area for students •purchased materials to build an outdoor learning environment (e.g., solar panels, garden beds, landscaping fabric, wood, etc.) •participated in the Seed Growing education workshop presented by We Grow Food to learn about growing seeds, before participating in an experiment where they made their own self watering container and planted sprouts to grow •developed educational and interactive workshops by Eco Ambassadors to understand the impacts of climate change •installed bird feeders and baths to attract pollinators and support outdoor learning •purchased vegetable garden materials, such as seeds and soil, to enhance garden and outdoor learning space Many schools have inquired about applying for funds in 2025. Due to rising material costs to complete projects and increased interest in applying for the grant, the approved 2025 Budget contains increased funds. The Pickering’s Environmental Grant program will now offer the DCDSB and the DDSB access to up to $15,000.00 (each) for their respective schools, and $1,500.00 for the VSB. The attached reports provide a brief overview and photographs of the work that was completed. Through the Environmental Schools Grant, many schools were able to deliver meaningful projects that they may have otherwise not been able to undertake. The City of Pickering’s grant provided opportunities for local students to expand their knowledge about environmental matters and share their experience with family and friends. These efforts will help Pickering’s future decision-makers gain a sense of empowerment about the role they play in environmental stewardship and living sustainably in their neighbourhood and the City. - 121 - SUS 01-25 March 3, 2025 Subject: Pickering Environmental Schools Grant Page 3 Attachments: 1.Durham Catholic District School Board 2024 Environmental Grant Final Report 2.Durham District School Board 2024 Environmental Grant Final Report 3.Viamonde School Board 2024 Environmental Grant Final Report Prepared By: Original Signed By Melanie Edmond, HBSc. Coordinator, Sustainability Original Signed By Chantal Whitaker, BESc (Hons), CSR-P Manager, Sustainability & Strategic Environmental Initiatives Approved/Endorsed By: Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO Original Signed By Stan Karwowski, MBA, CPA, CMA Director, Finance & Treasurer ME:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 122 - Attachment 1 to Report SUS 01-25 Durham Catholic District School Board Pickering Environmental Schools Grant 2024 Final Report - 123 - Durham Catholic District School Board Pickering Environmental Schools Grant 2024 Final Report Father Fénelon Catholic School: Father Fénelon Catholic School partnered with We Grow Food to repurpose a greenspace at the school. Through this engagement, students had the opportunity to develop two raised vegetable garden beds to grow fresh food for their use. Mini workshops were provided for four classes on making wicking pots and signage for the raised gardens. Each workshop offered educational knowledge about planting, the plant cycle, harvesting, and stewardship. A total of 88 students and 5 teachers participated in the event. The Eco team and our partner will return in spring 2025 to plant vegetables and discuss stewardship and plant care procedures. We will also receive community support from school families for tending the gardens and harvesting in summer 2025. The school acknowledged the City of Pickering’s contribution through photos and messaging communicated to parents and communities via school tools (EDSBY), the newsletter, and our monthly school assembly. - 124 - St. Mary Catholic School: St. Mary Catholic School used the funds to build an outdoor classroom and gardens. We purchased solar panels and a power source to self-power the outdoor classroom, allowing students to connect their laptops and projectors. We also provided 32 folding chairs to enhance outdoor learning. The space is available to the larger school community, which consists of 1,300 students, and teachers can sign up to use the space. The Outdoor Ed team planted 12 trees and 12 shrubs. Fifty (50) students, all from grade 9, are part of the team, and its size is growing year over year. St. Mary’s acknowledged the City of Pickering through the school EDBY page, Parent Council meeting, Instagram, and the school yearbook. - 125 - St. Monica Catholic School: St. Monica Catholic school removed overgrown shrubs and prepared soil bed for new veggie garden. Our eco club and our primary and junior classes will plant and maintain a garden in the spring that includes native plants from our area. Renovated the outdoor classroom area. The ECO team will create “Thank you City of Pickering” Posters that will go in the garden. The ECO team (40 students grade 4 and up) will maintain the garden (weeding and watering) in the spring. For long-term maintenance plan the ECO team will create a maintenance schedule for watering and weeding the garden. We will also communicate to our families, that volunteers will be welcome to sign up for helping to care for our garden. The principal informed parent council about the funds from the City of Pickering, and they were very excited about the project. When the garden blooms the principal and vice principal will Tweet pictures of the garden using hashtags #cityofpickering #pollinatorgarden. Thank you, City of Pickering, for supporting our local environment, our eco initiatives and our students at St. Monica’s Catholic School! After Before New Outdoor Classroom - 126 - Attachment 2 to Report SUS 01-25 1 Durham District School Board Pickering Environmental Schools Grant 2024 Final Report - 127 - 2 City of Pickering Environmental Grant Final Report 2024 As of the end of 2024, the following schools have completed their environmental grant projects in partnership with the City of Pickering. Elizabeth B. Phin Public School: This environmental project was the building of "Butterfly Garden"; boxes made of cedar that were filled with healthy soil and then planted, by our students with native plants. We were able to create two boxes. One was planted with seedlings from Native Plants in Claremont. Our Grade Two students planted this box. The other box was planted with seeds. Our Kindergarten Students planted this box. With careful watering and care, we were able to compare the growth and success of the plants in both boxes - creating a "research project" for our students while offering butterflies and other insects a safe haven on their travels. Both boxes flourished and we look forward to them re-growing after the forthcoming winter. In the box with the seedlings, multiple numbers of around 15 different plants were planted. The "map" of these plants was designed by one of the gardeners from the nursery - Native Plants in Claremont. This gardener went out of her way to ensure that the box would have plants that would attract butterflies and other insects and would be filled with native species that were water tolerant and would grow into an eye-pleasing design that would last for many years. The second box was planted with seeds. There were about ten different species of plants that were planted. This box, created by our kindergarten students, was a little more “wild". We were very pleased when boxes grew to provide the shelter that our flyer friends needed. The City of Pickering was recognized through the school newsletter, internal announcements, and an outdoor sign recognizing the City’s contribution. - 128 - 3 - 129 - 4 Biidaasige Mandamin Public School: We used the funds to purchase trees for our backyard to create a calming and cooling area for our students as well as a way for them to connect to nature. We planted two mature trees which students can play near at recess, and which will provide shade for them during the warming months. We also planted them near existing trees in order to create a Tree Walk inspired by our name sake. This would be a way to encourage our students to learn about and appreciate nature. The City of Pickering was recognized through our school newsletter as well as our social media channels and at our next School Community Council meeting. - 130 - 5 Gandatsetiagon Public School: The funds were used to book two educational workshops put on by the organization, We Grow Food. During these workshops, students learned Science vocabulary (ex, saturation, photosynthesis, capillaries...) and the process of how a wicking pot/self-watering pot works, while making one themselves. Two workshops were conducted for a Grade 1 class and a Grade 4 class. 45 wicking pots were made, with a choice of sunflower seeds and/or peas, which will grow into sprouts. This sparked a lot of interest in students joining garden club in the Spring, and excitement about potentially expanding our garden with the help of community members. To recognize the City of Pickering, a note was sent home to families indicating that there was no cost to this workshop due to funding by the City of Pickering. Students were also verbally reminded on days leading up to this workshop that the City funded our workshops. - 131 - 1 Attachment 3 to Report SUS 01-25 Viamonde School Board École secondaire Ronald Marion Pickering Environmental Schools Grant 2024 Final Report - 132 - 2 École secondaire Ronald Marion In partnership with a local francophone organization called Eco Ambassadeurs, we have offered a workshop to all of our grade 7 and 8 students about climate change. These workshops were offered on November 13th and 25th. Half of the workshop was spent outdoors in the local forest, looking for concrete consequences of climate change with links to the geography and science curriculum. A more advanced version of the workshop was offered to a group of our grade 11-12 Environment SHSM students, with discussions about the post-secondary pathways in the Environmental domain. The workshop was delivered to 5 grade 7-8 classes (125 students) and one group of grade 11-12 students (15 students) over two days in November. The students had the chance to review their understanding of climate change, and then apply them through a concrete activity in the local forest (measuring the age of trees, and their absorption of CO2), all while appreciating the biodiversity present right by their school. The City of Pickering was recognized through school communications to the students and parents. - 133 - 3 - 134 -