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