Palmarès Canadien 2006 & Rex

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Municipal Governments and Sustainable Communities:

FCM–CH2M HILL

Susta inab le Communi ty Awards

2006 A Best Practices Guide



FCM–CH2M HILL Sustainable Community Awards

Municipal Governments and Sustainable Communities:

A Best Practices Guide, 2006

Copyright © Federation of Canadian Municipalities

All rights reserved.

Electronic versions of the Municipal Governments and Sustainable Communities:

A Best Practices Guide, 2006 are available through the FCM Centre for Sustainable

Community Development website at <www.sustainablecommunities.fcm.ca>.

For copies of this guide in CD format, please send your request to [email protected].

Cette publication est disponible en français sous le titre Gouvernements munici-

paux et collectivités viables: un guide des pratiques exemplaires 2006.

Federation of Canadian Municipalities

Centre for Sustainable Community Development

24 Clarence Street

Ottawa, Ontario K1N 5P3

<www.sustainablecommunities.fcm.ca>

FCM No.: 1059E

October 2006



Letter from the President, FCM............................6

Letter from the President, CH2M HILL Canada ....9

Introduction ........................................................8

Title Sponsors.......................................................................8

Category Sponsors................................................................8

Awards Submission Process ...............................9

Who Can Apply?...................................................................9

Eligibility Criteria .................................................................9

How Submissions Are Judged ..............................................9

Awards Recognition .............................................................9

For More Information..........................................................9

2006 Sustainable Community Awards

Winners

BUILDINGS

REGIONAL MUNICIPALITY OF WATERLOO, OntarioEmergency Medical Services Headquartersand Fleet Centre.................................................................10

ENERGY

CITY OF CALGARY, AlbertaGreen Power Initiative — Target -50 City of Calgary Climate Change Action Plan .............................................12

TOWN OF OKOTOKS, AlbertaHarnessing the Sun — Okotoks’ Solar Initiatives................14

RESIDENTIAL DEVELOPMENT

CITY OF SURREY, British ColumbiaEast Clayton Neighbourhood Concept Plan.......................17

SOLID WASTE

CITY OF TORONTO, OntarioIntegrated Waste Diversion Plan ........................................20

SUSTAINABLE COMMUNITY PLANNING

CITY OF MONTRÉAL, QuebecMontréal’s First Strategic Plan forSustainable Development....................................................22

DISTRICT OF UCLUELET, British Columbia Walk the Talk — Ucluelet’sOfficial Community Plan ....................................................25

SUSTAINABLE TRANSPORTATION

CITY OF VANCOUVER, British ColumbiaSoutheast False Creek SustainableTransportation Strategies ....................................................28

WASTEWATERCITY OF EDMONTON, Alberta

Gold Bar Wastewater Treatment PlanIndustrial Water Reuse........................................................31

WATER

MUNICIPALITY OF CHELSEA, QuebecH2O Chelsea.......................................................................33

Table of Contents

Winners





ssions 5

REGIONAL MUNICIPALITY OF NIAGARA, OntarioGlenridge Quarry Naturalization Site ................................ 40

REGIONAL MUNICIPALITY OF WATERLOO, OntarioThe Reurbanization Working Group: SeizingOpportunity in Urban Development ................................. 40

CITY OF WATERLOO, OntarioEnvironmental Strategic Plan — Phase II Initiatives ...........40

CITY OF BRAMPTON, OntarioCity of Brampton Growth Management Program ..............40

CITY OF SAINTE-THÉRÈSE, Quebec A Transit-Oriented Development Strategy for a Vacant Industrial Site ..........................................................40

CITY OF TERREBONNE, QuebecTerrebonne Master Plan .....................................................40

CITY OF BROMONT, QuebecStrategy to Protect Greenspace andNatural Settings................................................................. 40

QUÉBEC CITY, QuebecMaster Plan for Planning and Development ...................... 41

VILLAGE OF PERTH-ANDOVER, New Brunswick Sustainable Financial Management Initiative...................... 41


CAPITAL REGIONAL DISTRICT, British Columbia Along the Path to Sustainable Transportation —The Capital Region Experience ......................................... 41

CENTRAL OKANAGAN REGION, British ColumbiaCentral Okanagan Smart Transit Plan................................ 41

CITY OF CALGARY, AlbertaTraffic Signal Priority..........................................................41

CITY OF SASKATOON, SaskatchewanSaskatoon Transit BioBus Project .......................................41

TOWN OF ROSEMÈRE, QuebecProjects to Reduce Greenhouse GasEmissions from Vehicles......................................................42

WASTEWATER

CITY OF ABBOTSFORD, British Columbia

Stormwater Runoff Management System........................... 42CORPORATION OF DELTA, British Columbia

Holly Park Synthetic Turf Project .......................................42

CITY OF CAMPBELL RIVER, British Columbia Application of Biosolids at the Norm Wood Environmental Centre ..............................................42

REGIONAL DISTRICT OF NANAIMO, British ColumbiaLiquid Waste Department ISO 14001Environmental Management System.................................. 42

CITY OF VANCOUVER, British Columbia

Sustainable Streetscape .......................................................42CITY OF RICHMOND, British Columbia

Garden City Community Park............................................43

TOWN OF OKOTOKS, Alberta Waste Matters — Innovation in Wastewater Treatment ........................................................43

MUNICIPALITY OF PICTOU COUNTY, Nova ScotiaEast River Environmental Control Centre BiosolidsProcessing Facility ..............................................................43

WATER

CITY OF CAMPBELL RIVER, British Columbia Watershed Protection for theCity of Campbell River .......................................................43

LAKELAND COUNTY, AlbertaLac La Biche Watershed Project .........................................43

TOWN OF DRAYTON VALLEY, AlbertaSolar Bee Pond Circulators for Wastewater Treatment Facility ............................................43

REGIONAL MUNICIPALITY OF PEEL, Ontario

Water Efficiency Retrofit Program..................................... 44

REGIONAL MUNICIPALITY OF YORK, Ontario Water for Tomorrow...........................................................44



Building on the success of previous years, the 2006 FCM–

CH2M HILL Sustainable Community Awards Best Practices Guide demonstrates the capacity of municipal governments to

meet the challenges of sustainable community development.

Of the 62 submissions received from regions across Canada,

10 award-winning projects stood out to exemplify environmen-

tal responsibility and excellence. This Guide profiles all 10 win-

ners. These case studies reflect the commitment of municipal leaders and their part-

ners to improve the health and quality of life in their communities.

The Awards Best Practices Guide is a key element of the Green Municipal Fund

Capacity Building Program. Through this Guide, we hope to spark the imagination

of other communities, and to share the knowledge and expertise available in munici-pal governments.

Information on applying for a FCM–CH2M HILL Sustainable Community

Award is included in this Awards Best Practices Guide . I encourage you to apply for

the 2007 Awards so that we can benefit from the vast wealth of expertise across the

country.

Gloria KovachPresidentFederation of Canadian Municipalities

Le tt e r f r om the P res iden t , FCM

66



As the founding sponsor of the FCM–CH2M HILL

Sustainable Community Awards, CH2M HILL Canada isproud to acknowledge municipal leadership in sustainable com-

munity development as we recognize environmental excellence

and innovation in service delivery.

The Awards Best Practices Guide highlights the high level of

commitment by municipal governments to sustainable commu-

nity development. The following best practice examples confirm that municipalities

are leading the way with practical, innovative solutions that are working to secure the

environmental, economic, and social well-being of communities across Canada. It is

this dedication to work towards innovative and “green” solutions that makes

Canada’s municipal governments leaders in sustainable community development.In this seventh year of the Awards, we can look back on an important legacy of

achievement since the inception of the Awards program. These award-winning proj-

ects provide excellent examples for all municipal governments in Canada to follow

as they strive to increase the quality of life in their communities. I hope that this

Awards Best Practices Guide 2006 will inspire you and your community to achieve

new levels of sustainability in 2007 and beyond.

Peter NicolPresidentCH2M HILL Canada

Let te r fr om t he P re siden t, CH2M H IL L Canada



Across Canada, municipal governments are implementing innovative projects that contribute to sustainable community devel-opment. Truly sustainable projects take a holistic, integratedapproach, where economic, social and environmental factors areinextricably linked.

A sustainable community makes the most efficient use of resources, while generating the least amount of waste and providing high-quality services to residents. A sustainable commu-nity supports the health and well-being of its residents as fully as possible, while ensuring that future generations can meettheir own needs.

Sustainable communities can take many forms: large orsmall, urban or rural, central or remote. Their paths to sustain-ability are equally varied. Best practices in sustainable commu-nity development are celebrated each year with theFCM–CH2M HILL Sustainable Community Awards.

SPONSORSThe FCM–CH2M HILL Sustainable Community Awards arefunded by FCM’s Green Municipal Fund (GMF) and CH2MHILL Canada. Transport Canada sponsors the awards in thesustainable transportation category, while the Affordability andChoice Today (ACT) program sponsors the awards in the resi-dential development category.

Title Sponsors

Green Municipal Fund

The Government of Canada endowed FCM with $550 millionto establish GMF to provide a long-term, sustainable source of low-interest loans and grants for municipal governments andtheir partners. GMF supports partnerships, leveraging bothpublic-sector and private-sector funding to encourage munici-pal actions to improve air, water and soil quality, and to reducegreenhouse gas emissions.

GMF provides grants for feasibility studies, field tests,and sustainable community plans, and low-interest loans andgrants for capital projects.GMF has become a pri-mary resource for munici-

pal governments seekingsupport for feasibility stud-ies and infrastructure initia-tives relating to the sixGMF funding categories:brownfield redevelopment,energy, sustainable com-munity planning, sustain-able transportation, waste,and water.

Like the FCM–CH2M HILL Sustainable Community Awards winners, GMF-funded studies and projects providexamples that can be shared and replicated across Canada.

CH2M HILL Canada

As one of Canada’s largest engineering firms, CH2M HILLCanada is a full-service project delivery firm with a strong commitment to financially responsible applications of the principlesof sustainable development.

CH2M HILL Canada offers a wide range of design, engi-neering and environmental services in water and wastewaterinfrastructure, environmental remediation, energy and industrial systems, telecommunications, and transportation. The firm works both internally and with its clients to integrate the concept of sustainable development into all projects and corporateactivities.

Category Sponsors

Affordability and Choice Today

The ACT program promotes regulatory reform to encouragehousing affordability, choice and sustainable development. Ioffers a wide range of practical examples for updating residentiapolicies and regulations, such as alternative development standards, intensification through infill housing and secondary suitesand conversion of office buildings to residential. Introduced in1990, ACT is a partnership initiative involving FCM (as administrator), the Canada Mortgage and Housing Corporation (as funder), the Canadian Home Builders’ Association, and theCanadian Housing and Renewal Association. Visit <www.actprogram.com> for ideas on how communities can benefit.

Transport Canada –

Urban Transportation Showcase ProgramThe Urban Transportation Showcase Program (UTSP) is aTransport Canada initiative under the Government of Canada

Action Plan 2000 on Climate Change . The program aims toreduce greenhouse gas emissions by implementing showcase de

monstrations in communities across Canada and bydisseminating information

For information on the program, visit the UTSP website at <www.tc.gc.ca/utsp>

For information about

sponsoring the Sustainable

Community Awards, contact

the Awards program at

[email protected] or at (613)

241-5221 ext. 334.

Recipients of the 2006 FCM–CH2M HILL

Sustainable Community Awards

In t roduct ion



Who Can ApplyThe awards are open to municipal governments and theirprivate-sector partners. Municipalities of all population sizes are

encouraged to apply. Each municipal government may submita maximum of two projects.

Award-winning projects from previous years are not eligible.Submissions that did not win in previous years may be resubmit-ted only if the project has demonstrated significant new results.(This could be true of a project that had been submitted to the Awards program too early in its progress to have shown signifi-cant results.) Potential applicants may wish to contact Awardsprogram staff to discuss resubmitting projects.

How Submissions Are JudgedSubmissions will be reviewed and judged by a panel selected byFCM. In addition to the eligibility criteria, projects will be

judged according to the following factors:

• Integrated approach to planning or decision makingIndicate, for example, whether the project involved the participation of various departments, governments, sectorsmembers of the public, or all of these groups.

• Sustainability: Demonstrate how the initiative is aligned with a municipal government’s sustainability goals and landuse plans.

• Innovation and excellence: Show the extent to which theproject improved upon previous approaches.

• Environmental benefits: Indicate the environmental bene

fits to the community.• Economic benefits and cost effectiveness: If applicable

show how the project has changed the way economic andplanning decisions are made at the municipal level.

• Community engagement: If applicable, demonstrate howthe community was engaged in the project, for examplethrough consultation in the planning stage.

• Social benefits: Outline the social benefits to the community

• Partnerships: Highlight any partnerships created osupported by the project, such as multi-departmentacooperation, private-sector partnerships, and communityengagement.

• Communications and promotional activities: Describeany internal and external communications and promotionaactivities conducted in support of the project.

Awards Recognition Winners are recognized in the Awards Best Practices Guide andat an awards ceremony at FCM’s Annual Conference andMunicipal ExpoTM.

For More InformationFor more information, consult the FCM Centre forSustainable Community Development website at<www.sustainablecommunities.fcm.ca>or contact the Awards program at the following address:

9

Eligibility CriteriaSubmissions must meet the following criteria:

• Projects must demonstrate innovation* and excellencein one of the following award categories:

• Buildings

• Energy

• Residential development

• Solid waste• Sustainable community planning

• Sustainable transportation

• Wastewater

• Water

* Innovation is defined as the development or application of new knowledge, practices or advanced technologies; the application of current or emerging technologies or practices; or the adoption of an advanced technology, knowledge or practice in a region in which that technology has

not been applied before.

• Projects must have been completed within two years of the date of application or be in the final stages of imple-mentation.

• Projects must have measurable results.

Projects that take a holistic, integrated approach to sustain-able community development are encouraged.

FCM–CH2M HILL Sustainable Community Awards

c/o Federation of Canadian Municipalities

24 Clarence Street, Ottawa, ON K1N 5P3

E-mail: [email protected]

Tel.: (613) 241-5221 ext. 334

Fax: (613) 244-1515

Awards Submiss ion Process



2006 Susta inab le Communi ty Awards Winners

BUILDINGSEMERGENCY MEDICAL SERVICESHEADQUARTERS AND FLEET CENTRERegional Municipality of Waterloo, OntarioPopulation: 438,515

SUMMARY Waterloo has constructed the firstbuilding in Ontario to attain a Goldrating under the Leadership inEnergy and Environmental Design(LEED) Green Building RatingSystem. The City’s Emergency Medical Services (EMS) building isa model of energy efficiency, having

cut energy use by more than 60 percent. The building uses an array of best practices including a super-efficient building envelope, improved ventilation systems, and water and lighting conservation measures.Oriented to take advantage of the sun, the building also has a new photovoltaic system, manufactured by an Ontario company. This systemfulfills half of the building’s peak electrical demand. This project’ssuccess has convinced Regional Council to require a LEED Silvercertification as a minimum for all new municipal buildings.

BACKGROUNDIn 2000, the Regional Municipality of Waterloo assumed responsibility for ambulance services from the Province of Ontario, creating the needfor a regional ambulance headquarters and fleet servicing building. Atthe same time, Regional Council identified environmental protection,

especially energy efficiency and clean air, as focus areas in its strategicplan for the next three years.Staff identified the potential to merge these two issues early in the

project. “We agreed that it would be a good idea to construct thisbuilding as an energy demonstration project and see how much energy we could save,” says Ken Noonan, the Region’s Director of FacilitiesManagement. “So when we issued a Request for Proposals fromarchitects, we identified a target of 50 percent energy savings. Then, asthe design progressed, we realized we could do much more. Using theLEED standards, we could examine the whole concept of sustainablenew construction.”

So, instead of just constructing a building that saved energy, theRegion created a model that demonstrates many sustainable construc-tion practices of interest to both the public and private sectors.

PROJECT DEVELOPMENTRegional staff completed the functional space plan for the building in2001. The following year, they worked with a consultant team to devel-op a detailed design, which incorporated sustainability into virtually every aspect of the building and its grounds.

Until staff worked with the consultants, they were unaware of theLEED standards. They quickly embraced the program’s sustainability principles when introduced to them. For many years, the Region hadbeen a leader in environmental initiatives such as recycling, water effi-ciency, composting, and waste reduction, so Council enthusiastically embraced the LEED standards. During the project, an integrated

design process brought together various regional stakeholders and thefull consultant team to explore all potential design concepts, thus ensuring that the final design fully integrated a variety of design disciplinesThe consultants held six charrettes to ensure that the building wouldmeet the LEED sustainability standards, such as orienting the buildingto maximize natural daylight and minimizing site disturbance. Eachcharrette focused on a different area of sustainable design.

Mr. Noonan praised the consultants for their skill in leading these

workshops and for the considerable research they conducted intnew technologies and products. As a result of their involvement, it waspossible to incorporate sustainable practices into every aspect of thebuilding and site.

PROJECT IMPLEMENTATIONThe project design, approvals, and construction went smoothly, and thebuilding opened in July 2004.

Cost for design and construction of the building and grounds wasapproximately $3.6 million. Funded mostly by debentures, the totaincluded a $48,000 grant from Natural Resources Canada’s CommerciaBuilding Incentive Program (CBIP), for design assistance, and $450,000from Council for LEED certification and to incorporate sustainable

technologies and practices in the project. Wind and geothermal power were considered for the project, and rejected as too expensive.Construction wastes, such as cut-offs of drywall, metal, wood and

carpet, were sorted and sold to recyclers. Excess soil from construction was used on-site for other purposes. Wherever possible, buildinmaterials containing recycled content were used (e.g., steel, concreteand carpet). The roof was painted white to reduce solar heat gain andthe local “heat island” effect.

Unlike many buildings, 100-percent fresh air is brought in at floorlevel and exhausted at the ceiling, the reverse of typical ventilationsystems. The building recovers heat and humidity from exhaust air in winter, and pre-cools fresh air in summer. A radiant in-floor heatingsystem was also installed, which is more efficient than forcing hot airdownwards from the ceiling.

Sisal wall coverings, linoleum floors, and water-based paints andglues were specifically chosen, so as to reduce off-gassing of volatileorganic compounds. Photocopiers in the building are separately ventilated for better indoor air quality.

Light is maximized using fibreglass-framed windows positioned tocapture the most natural light and through special honeycomb plastic windows that diffuse sunlight into the building. Both of these measurereduce the need for artificial lighting. In addition, motion sensorscontrol the energy-efficient fluorescent lights, while exterior lightscome equipped with special shields to minimize light pollution comingfrom the site at night.

The exterior of the building also incorporated important design andefficiency elements. Trees were planted to maximize shade, while the



landscaping features native drought-resistant plants. This minimizes theamount of water needed to maintain them, and eliminates pesticide use.Bioswales (grassy areas that control, contain, and treat rainwater runoff)are used to filter parking lot contaminants.

Since the region relies primarily on groundwater as its water source,efficient use of water was a key focus in the building’s design. Rainwatercaptured from the roof is used for all but drinking purposes, such asflushing toilets and irrigation. A building to be constructed next to theambulance headquarters in 2007 will use recycled rainwater to wash vehicles. All toilets are dual flush models (three and six litres of water).

Urinals use no water at all, trapping the waste beneath a fluid that islighter than urine instead. Photovoltaic solar panels were installed onthe roof; they capture 20 kilowatts of power during peak hours inthe summer.

LEED-certified buildings typically cost between two to four percentmore than conventional construction. The Region wanted this buildingto be a demonstration project that would show other private andpublic developers the benefits of this type of investment. “You recoverthat two to four percent within the first couple of years, and then you’llhave savings forever,” Mr. Noonan says.

“This has certainly been a career highlight for me,” said John Prno,Director of EMS. “We didn’t just build an ambulance station, but anenergy-efficient and environmentally friendly building, specially designed for our unique EMS deployment model.”

RESULTS• The building has reduced energy consumption by 60 percent and

water consumption by 85 percent compared to typical buildings of its size. The project has reduced greenhouse gas emissions by anestimated 90 tonnes per year and saves $26,000 annually in energy costs.

• The building provides non-potable irrigation water for otherfacilities on the site, reduces light pollution at night, eliminates theneed for pesticides, reduces landscaping maintenance costs, andlowers the local “heat island” effect.

• Three quarters of construction waste was diverted from landfill. Onequarter of the building’s new materials were made from recycledcontent, and 20 percent of the new construction materials werelocally produced.

• All paramedic crews now begin and end their shifts at the facility, which enables ambulances to be checked, cleaned and restockedbefore they are deployed to ambulance waiting stations. This reducesturnaround time and increases ambulance availability.

• The radiant in-floor heating system in the ambulance garage meltssnow and slush that falls from vehicles. It is expected to reduceemployee productivity losses due to slips or falls.

• On average, the building’s features will pay for themselves withinseven years. The timeline would have been shorter except for the$125,000 photovoltaic system; its estimated payback period is50 years. Higher electricity prices, however, could speed up thepayback time.

• Because this project was so successful, the Region has adoptedthe LEED Silver standard as the minimum for all new municipal

buildings.

LESSONS LEARNED• Learn from the best. Rather than reinvent the wheel, the Region

hired a design team experienced in green building and energy-efficient technologies that understood what other jurisdictions weredoing throughout North America.

• Take an integrated design approach. Before this project, theRegion used a traditional “silo” design strategy, looking at each sys-tem individually. It now considers how ventilation, lighting, wateruse, and all other building components can work together to achievesavings and sustainability.

• Seek early approval. There was a delay in approvals from the locaelectrical utility and the Electrical Safety Authority for the photo voltaic cells, due to safety concerns and possible feedback into thpower lines in the event of a power outage. As a result, the cells wereinstalled about six months after the building opened. An earlierapproval process would have eliminated this delay.

• Be prepared for glitches. The EMS building had some problem with ductwork obscuring natural light in the ambulance garage, slowgrowth of some native landscaping plants, and drafty air diffusers inmeeting rooms. These designs will be changed in future projects.

RELATED AND FUTURE INITIATIVES All future municipal buildings must be at least 35 percent more energyefficient than the federal Model National Energy Code for Buildings(MNECB), which the Region used for the first time in this project. TheRegion is also planning to use the LEED Silver standard and an inte-grated design approach when constructing the following new buildingsan addition to police headquarters, a new police division building, andnew public transit garages.

The only area where the EMS project did not get high LEED marks was in alternative transportation. There is a bike storage area anchange rooms for cyclists, but the building is in a semi-rural industriapark and not close to a transit route. The Region is consideringextending a bus route to the area in the near future.

PARTNERS AND COLLABORATIONInternal Regional Municipality of Waterloo, Facilities Management andEMS divisions

External Natural Resources CanadaSpheral Solar Power, a division of ATS AutomationTooling Systems, Inc.

PROMOTIONAL ACTIVITIES

The Region holds frequent tours of the building for interested partiesfrom foreign delegations to architecture students. “We built it as ademonstration project,” says Mr. Noonan. “If you build it, they will come.”

The Region distributed information on the EMS building througha householder mailed to residents of the Region, a brochure providedduring building tours, and through the Region’s website. Several arti-cles in trade journals have featured the building. Mr. Noonan has alsopresented the project to the Association of Municipalities of Ontario.

Contact Information

Kari Feldmann, Project ManagerRegional Municipality of Waterloo, OntarioTel.: (519) 575-4031E-mail: [email protected] Website: <www.region.waterloo.on.ca>



ENERGY GREEN POWER INITIATIVE —TARGET -50 CITY OF CALGARY CLIMATECHANGE ACTION PLANCity of Calgary, AlbertaPopulation: 878,866

SUMMARY Calgary has set its sights on reduc-ing its corporate greenhouse gasemissions by 50 percent by 2012and, based on its track record, theCity is on its way to meeting thatgoal. The first phase of its corporateclimate change plan included the

first-ever wind-powered light railtransit system, the installation of methane gas capture systems at itslandfills and wastewater treatment plant, and a building retrofit pro-gram to improve efficiency. These measures have already cut the City’semissions by more than 80,000 tonnes per year. The City signed a 20- year agreement with its wholly owned subsidiary, ENMAX Energy Corporation, to meet 75 percent of its electricity requirements fromrenewable sources, a move that will decrease emissions by more than200,000 tonnes. The investment outlined in the agreement supportsthe development of a 37-turbine wind farm.

BACKGROUNDBetween 1996 and 2001, Calgary’s population grew by 14 percent, ahigher growth rate than Toronto, Vancouver and Montréal, Canada’s

other large cities. To deal with such rapid growth, the City initiated thefirst phase of its climate change plan in 2001. The goal was to cutits own emissions by six percent below 1990 levels by 2012. Four years into the plan, the City had already reduced its emissions by four percent.

“Our philosophy has been to deliberately not go to the community in a lot of environmental performance areas because we believe ingetting our own house in order first,” says David Day, Calgary’sDirector of Environmental Management.

Calgary has a long track record of environmental “firsts.” It was thefirst city in Canada to become certified to ISO 14001 (the InternationalOrganization for Standardization certification for environmentalmanagement systems), the first to use wind energy to power its light railtransit system, and the first Canadian municipality to reach all five mile-

stones in FCM’s Partners for Climate Protection (PCP) program.“The PCP framework helped us develop Target -50 in the sense thatit obliged us to have a plan,” says Mr. Day. “PCP is a rigorous approachand includes third-party help. It’s good to know that the same approachis shared by other municipalities.”

PROJECT DEVELOPMENTCalgary recognized that Alberta’s electricity sector is the most dependenton fossil fuels in Canada, with coal and natural gas accounting for48 and 42 percent of the province’s electricity generation, respectively.Electricity generation represents a significant source of greenhouse gasemissions, accounting for almost half of Calgary’s total emissions.

Fortunately, Calgary has access to renewable energy sources, particularly wind energy. Alberta has been called the “Saudi Arabia” ofCanada for wind energy, and wind turbines are a common sight on thesouthern Alberta landscape.

As the next phase of the City’s plan to cut emissions, Target -50addresses both of these realities. At its core sits the City’s electricityservices agreement, signed in July 2005 with its wholly owned

subsidiary, ENMAX Energy Corporation. “We were already withinfractions of our original six percent target,” says Mr. Day. “Greenelectricity will close the gap.”

PROJECT IMPLEMENTATIONDiscussions with ENMAX began in the fall of 2004. “The City is notonly the customer, it’s also the owner, so it made for interestingnegotiations sometimes,” recalls Ken Stone, the City’s Senior Engineerof Infrastructure and Energy Programs. “But we are excited by thisbecause we are laying the groundwork for others.”

The agreement is an “evergreen” contract, meaning that if windpower cannot provide the 75 percent of green electricity required by thecontract, ENMAX must add other certified renewable sources to themix, such as the city’s methane gas capture systems at its landfills and

wastewater treatment plant. As part of the agreement, the price for the electricity is confidential

“But the price is competitive,” says Mr. Day. Alberta Electricity SystemOperator, the organization responsible for planning Alberta’s intercon-nected power system, predicts that the price per megawatt-hour (MWh)for electricity in Alberta in 2007 will be $95. “Our price is substantial-ly below that,” he says. “And, if there is any recognition of pollutioncost resulting from coal-fired electricity generation over the next few years, we’ll be well ahead.”

On January 1, 2007, 37 wind turbines will start turning on a windfarm south of Calgary. In all, 80 MW of power will be generated each year, meeting three quarters of the City’s electrical requirements. Theagreement also permits the City to increase its share of renewableenergy to 90 percent by 2012.

“The ENMAX agreement will get us to about 41 percent of our50 percent target,” Mr. Day explains. Calgary’s other Target -50 initiatives will make up the remainder.

The City’s biodiesel pilot project is one such initiative. During apilot project, 77 vehicles operated on biodiesel. The results of that pilotare now under review. The City continues to explore the possibility oexpanding biodiesel to its entire diesel fleet, including transit buses.

The City’s building retrofit program also continues to make gainsCalgary completed a facility-wide retrofit project in 2004. Its goal wasto reduce emissions from all municipally owned buildings by 30,000tonnes. In addition, as part of the City’s Sustainable Building Policyit has built three (plus one under construction) municipal facilitiecertified under the LEED rating system.




According to a study conducted on behalf of FCM, Calgary has thelargest footprint (i.e., the demands that a population puts on the localenvironment) of any city in Canada. Its footprint is four times largerthan the global average. In response to this finding, Calgary will soonlaunch its Ecological Footprint initiative, a program designed to helpCalgarians reduce their energy use and greenhouse gas emissions.Launched last year and soon to be completed, imagineCALGARY defines a 100-year sustainability vision for Calgary and 30-year strate-gies and targets, including a climate change strategy. Along with theGreater Vancouver Regional District, Calgary is the only other

Canadian city with such a vision. This City-led, community-ownedinitiative encompasses much more than environmental issues; it asks thecommunity what it wants in terms of social inclusion, health care andemployment opportunities.

“imagineCalgary has come out with some proposed standards forenergy and emissions reductions for the community and has set a goalof a 50 percent reduction by 2036,” says Mr. Day.

This kind of “big-picture” thinking marks Calgary’s forwardthinking on many environmental fronts. Target -50 is just the start. Itsets priorities for 2006 to 2008. “We are looking to go beyond a 50 per-cent reduction and are hoping for a 60 percent reduction by 2012,”says Mr. Day.

Day explains that human health is often one of the most compellingreasons to undertake climate protection activities. “We have air pollu-tion problems like any other city,” he says. “Sometimes bad news isactually good in getting the community engaged and since climatechange involves people’s health, you can’t separate particulate matterfrom car tailpipes from greenhouse gas emissions. We just need to geton with things.”

RESULTS• Beginning January 1, 2007, 75 percent of the City’s corporate elec-

tricity requirements will be met by renewable energy, with thepotential to increase the amount to 90 percent by 2012. Emissionreductions from using renewable sources of energy are estimated tobe about 230,000 tonnes per year.

• Phase I of a landfill gas capture and green electricity productionproject at two of the city’s landfills is now complete. The combined

electrical power from the two systems will meet all of the powerneeds for 575 homes and cut greenhouse gas emissions by about18,500 tonnes per year.

• A bioreactor pilot project at one of the City’s landfills capturesmethane from organic waste and biosolids and converts it toelectricity.

• The City’s Sustainable Building Policy, adopted in 2004, requires allnew facilities over 500 m2 to attain a LEED Silver certification. Inaddition, as a spin-off from the City’s leadership in sustainable build-ing practices, the local building industry has established BuiltGreen™, an information and expertise network that certifies homesbuilt using environmentally friendly practices and products. Morethan 2,000 Calgary builders are registered with Built Green.

• The City’s EnviroSmart streetlight program retrofitted 37,500

residential streetlights to more energy-efficient lamps, reducinggreenhouse gas emissions by 16,000 tonnes per year.• Light-emitting diode (LED) traffic lights and pedestrian signals

were also installed at all Calgary intersections, cutting greenhousegas emissions by 8,600 tonnes.

LESSONS LEARNED• Think big. “Set your goals high,” says Mr. Day. “You have to do these

things for the right reasons, not just because someone says it’s needed.”• Partnerships matter. Calgary has partnered with many organiza-

tions and has received praise from its local industries for its work on sustainable development issues. “We are turning the energy companies’ attention to the fact that Calgary needs to be not only

the energy capital of Canada, but the renewable energy capital ofCanada,” says Mr. Day.

• Dedicate resources to the plan. In 1999, when City Council firsapproved its Climate Change Protection Policy, the City set asidethree staff members to work on it. “You need a little army,” says MrDay. “I have a staff of 55 people and, today, probably at least half ofthem work on these issues every day.”

• Political champions. Calgary City Council has been instrumental inamending City policies to reflect sustainable development issues“Without Mayor Dave Broconnier, we wouldn’t have gotten the

energy services agreement approved at Council. He also pushed usto get the Target -50 plan finished in time for the Big City MayorCaucus in 2005,” says Mr. Day.

RELATED AND FUTURE INITIATIVESCalgary is working on an application that will extend FCM’s work inassessing the ecological footprints of Canadian municipalities andregions. “When we were involved in the FCM footprint survey, wequickly realized that it didn’t include things like water use andconsumption,” says Mr. Day. He explains that the data used in thereport were collected from the national Census, which does not colleccertain information. “We want to recreate the footprint and link thatop-down information with local data, then apply the FCM footprint toreal-life situations.”

PARTNERS AND COLLABORATIONInternal Environmental Management, lead business unit. Approximately half othe City’s 30 business units are also involved in carrying out the climatechange plan.

External

PROMOTIONAL ACTIVITIESBecause Target -50 is an internal initiative of the City, promotionamaterials and activities to raise public awareness were not emphasizedInformation on the City’s climate change activities is readily available onthe municipal website. More than 18,000 people participated inimagineCALGARY’s public consultation process.

Contact Information

David Day, Director, Environmental ManagementCity of Calgary, AlbertaTel.: (403) 268-3668E-mail: [email protected]

Tanya Laing, Environmental SpecialistEnvironmental ManagementCity of Calgary, AlbertaTel.: (403) 268-2882E-mail: [email protected] Websites: <www.calgary.ca> and <www.imaginecalgary.ca>

ENMAX Energy CorporationClimate Change CentralFCM’s Green Municipal FundUniversity of Calgary Government of Alberta

Transport Canada

ATCO Energy Vision QuestBuilt GreenTM AlbertaICLEI – Local Governments forSustainability

Natural Resources Canada





perforations in the panel allow air to flow through. As the sun’s rays hitthe panel, air in the cavity warms. A ventilation fan then draws theheated air to the top of the cavity and into the building’s ventilationsystem.

Perhaps the star of Okotoks’ solar initiatives is the 52-home DrakeLanding Solar Community. It has received international recognition asthe first seasonal solar storage system in North America.

Eight hundred solar collector panels capture solar energy through-out the year and store it in an underground water piping system.Separate garage buildings were built behind the homes and collector

panels were installed on the garage roofs. In winter, the stored thermalenergy is pumped back into homes for space heating, while two solarpanels on the roof of each home provide energy for domestic hot wateruses, such as showers and laundry.

“Okotoks has its sights set on being a centre of excellence for solarenergy in Canada,” says Mr. Quail. “We’re looking forward to theeconomic development spin-offs from that and we think it’s realistic tothink that there could be solar manufacturing facilities in our area inthe future.”

RESULTS• Reduced energy consumption can be directly attributed to the use

of solar energy in all four municipal buildings. Savings range from15 to 80 percent.

• Collectively, the four municipal buildings have cut annual carbondioxide (CO2) emissions by 124 tonnes.• The Recycling Centre consumes 13 percent of the natural gas

consumed by the conventionally heated Recycling Depot next door.• Before the solar heating system was installed in 2002, Swindells’

Swimming Pool was retrofitted for energy efficiency. Compared to1998, the pool uses 10 percent less natural gas and 13 percent lesselectricity, despite increased use of the facility. The saving amountsto $20,000 per year.

• Each Drake Landing home was built to R-2000 standards andderives approximately 90 percent of its space heating and 60 percentof its water heating from solar energy. Greenhouse gas emissions willbe cut by five tonnes for each home.

• Okotoks has gained substantial local expertise in solar energy and

energy efficiency. “We now have local framing crews who know how to incorporate solar panels onto homes and many who are now experts in R-2000 building,” says Mr. Quail. “We are now seeingother homes in the area built to the R-2000 standard.”

LESSONS LEARNED• Have a committed municipal staff. “You have to have a

committed team of staff because it is an extra workload on theadministration,” explains Mr. Quail. He notes that Town Councilhas also strongly supported development of Sustainable Okotoksand the various solar projects.

• Educate the public. Okotoks took a proactive approach toinforming residents about solar energy. It ensured that all its dealings with the public were transparent, thus building trust andunderstanding.

• Start small. Sustainable Okotoks began with small energy-efficiency projects and worked its way up. “We invested wisely inmajor energy gains and then captured those gains for reinvestment,”says Mr. Quail.

• Financial champions. Okotoks obtained financing from many different sources, including Natural Resources Canada’s RenewableEnergy Deployment Initiative, GMF and the province of Alberta’sMunicipal Sponsorship Program. “Without that funding and leader-ship from the federal and provincial governments, none of theseprojects would have been possible,” says Mr. Quail.

• Have a contingency plan. “Solar energy is powerful and sometime you have too much,” says Mr. Quail. “If your end-use demand isn’tthere, it’ll be wasted.” He explained that, by altering the Swindells’Swimming Pool’s solar energy system, the town was able to use theexcess energy to heat hot water for showers at the facility.

RELATED AND FUTURE INITIATIVES A second SolarWall will be installed at the Recreation Centre in late2006 and solar upgrades are planned for the Recycling Depot.

Okotoks is also designing a new municipal centre, which will house

the town’s administrative staff. “We are examining a variety of solarapplications,” says Mr. Quail. “We’re also looking at solar PV [photo- voltaics] for the first time because Alberta is undertaking a municipainitiative to put in PV installations and pump the surplus power back tothe grid.” Currently, Okotoks derives 60 percent of its electricity fromcertified green energy sources.

Sustainable Okotoks continues to be involved in a number of otherprojects. Most recently, Okotoks began to upgrade its wastewater treatment plant to include biological treatment and UV disinfection. Thi work was to be completed in 2006. Prior to the upgrade, Okotoks wasthe first municipality in Canada to use integrated wastewater treatmentto remove solids at the beginning of the process and compost themfor reuse.

The town has been a member of FCM’s PCP program since 2000.



PARTNERS AND COLLABORATIONInternal Town of Okotoks

Financial FCM’s Green Municipal FundNatural Resources Canada, Renewable Energy Deployment InitiativeTechnology Early Action Measures (TEAM)Climate Change CentralProvince of Alberta, Municipal Sponsorship Program(provided funding for the municipal solar energy installations)Province of Alberta, Innovation & Science Programand Alberta EnvironmentSustainable Development Technology Canada

Project Partners

Natural Resources CanadaClimate Change CentralSAIC CanadaEnerWorksNu-Air ATCO GasSterling HomesUnited Communities

The Town of Okotoks, ATCO Gas, Sterling Homes and UnitedCommunities created a non-profit organization to oversee installationof the heating storage system at Drake Landing. Once the system isfully commissioned, ATCO Gas will fully own the system.

PROMOTIONAL ACTIVITIESOkotoks set up a permanent display at its recreation centre as part of itspublic education campaign. “People can find out how much solar energy is generated in the last hour, day or month and see the savings in terms of natural gas.” The display is also on the town’s website, along with a hostof other information on the town’s sustainable projects.

Drake Landing has its own website, which provides detailed informa-tion about the storage system, its technical components, and the homes’features.

Contact Information

Richard Quail, Municipal ManagerTown of Okotoks, AlbertaTel.: (403) 938-8902E-mail: [email protected]

Bill Wong, ManagerSAIC CanadaTel.: (613) 991-1840E-mail: [email protected] Websites: <www.okotoks.ca> and <www.dlsc.ca>(for Drake Landing Solar Community)



RESIDENTIAL DEVELOPMENT

EAST CLAYTON NEIGHBOURHOODCONCEPT PLANCity of Surrey, British ColumbiaPopulation: 347,825

SUMMARY The 250-hectare neighbourhood of East Clayton in Surrey was designatedas “urban” in 1996, setting the stagefor an unprecedented plan toincrease residential density, promotesocial cohesion and maximize afford-ability and walkability. Differenthousing zones were created, each

with guidelines on lot configurations, widths and setbacks, allowingdevelopers to choose the housing mix. A “special residential” category was included to allow small-scale businesses to be combined withresidential units. Sixty percent of the lots have rear-lane access for cars.This allows property owners to build secondary units at the rear.Seventy-five percent of East Clayton is already developed or underconstruction. Housing density, which is expected to gradually increaseover time, is already double that of other urban areas of the city.

BACKGROUNDThe East Clayton Neighbourhood Concept Plan (NCP) covers about250 hectares of land on the eastern border of Surrey, one of the fastest-growing municipalities within the Greater Vancouver Regional District(GVRD). Before redevelopment, East Clayton was sparsely populated.

Fewer than 500 people lived in the district, and low-density suburbanand semi-rural residential lots and agricultural land dominated the area.

In 1996, Surrey adopted a new Official Community Plan thatdesignated East Clayton as “urban.” This designation meant that, withthe necessary infrastructure, the area could support a density of at least15 units per hectare. In early 1999, the City completed a general land-use plan for the entire Clayton area that provided a policy framework for development of more detailed neighbourhood concept plans. TheEast Clayton NCP set the stage for developing a sustainable community and reducing the impact of development on neighbouring farmland andfish habitats.

“East Clayton drains into agricultural areas and the farmingcommunity was concerned about the effects of urban runoff,” explainsJudy McLeod, the City’s Manager of Long-Range Planning and Policy

Development. “So our original impetus for the project was to managestormwater in a sustainable way.”

As the project developed, the goal was broadened to create acomplete, mixed-use community that would encourage social cohesion,local economic opportunities and environmental stewardship.

PROJECT DEVELOPMENTOnce the general land-use plan was ready, intense public consultationensued. The City held several design charrettes and public consultations. A wide range of stakeholders was involved: property owners, gov-ernment agencies and utility companies, the development industry andthe public. A 15-member East Clayton Citizens’ Advisory Committee was also established to ensure that local residents were kept informed.

A detailed neighbourhood plan will be developed for each part oClayton, with East Clayton being the first. During the design charrettes

the City set a number of performance targets such as the built environment, equity and economy, as well as ecology. During these meetingsthe City’s seven principles for sustainable development were created.

The principles address density and energy conservation, housingtype and mix, mobility issues, and environmental preservation. To assist with this part of the process, the City partnered with James TaylorChair in Landscape and Liveable Environments at the University oBritish Columbia (UBC), and with Patrick Condon, a landscapearchitecture professor at UBC.

“They took the City through a process that involved all thestakeholders and which eventually came up with the seven principles,”said Ms. McLeod.

Surrey had already received funding from the ACT program in 1998to develop small lot zones. It received a second round of funding in

2003 to develop alternative land-site standards. (The ACT programencourages regulatory reform in Canadian municipalities to allow forgreater housing affordability, choice and quality. The program is spon-sored by the Canada Mortgage and Housing Corporation and jointlymanaged with the Canadian Home Builders’ Association, the CanadianHousing and Renewal Association, and the FCM Centre for SustainableCommunity Development.) Although the funding was not directlyrelated to East Clayton, development of these zones continued intoearly 2000, and the ideas spawned during the process were incorporatedinto the East Clayton NCP.

PROJECT IMPLEMENTATIONThe East Clayton NCP was approved and adopted by Surrey’s CityCouncil in March 2003. The NCP contains policies, performance

standards and design guidelines to implement a complete communitybased on sustainable development principles. It features a greeninfrastructure program to reduce the costs of storm drainage, protecand enhance the environment, increase access to recreationaopportunities and enhance community appeal.

East Clayton offers a diversity of housing types, many on the sameblock, and an interconnected street network that provides greater trans-portation mobility. This “live–work” neighbourhood incorporatepedestrian and bicycle routes, a dedicated greenway, parks, librariesschools and commercial areas all within walking distance of homes.




Seven different housing zones are offered, from 10 units per hectare(4 units per acre) up to 112 units per hectare (45 units per acre).Housing types include townhouses, row houses, detached singledwelling units, coach houses and manor houses (fourplexes containingground-oriented units).

Many homes include secondary suites, which are complete livingunits within single-family homes. According to the Canada Mortgageand Housing Corporation, secondary suites were once a common fea-ture in Canadian homes. They fell out of favour during the past decade,but many municipalities are now recognizing that they provide young

homeowners with additional rental income and enable older people tocontinue living in their neighbourhoods.In addition, a “special residential” category allows for up to 30 per-

cent of the floor area of a detached home to be used for small-scale, andlow-impact retail, service commercial and business ventures.

Promoting social cohesion was one of the goals of the NCP. Of EastClayton’s 4,739 units, 60 percent of lots are required to have drivewaysbuilt on rear lanes. This allows for larger verandas and smaller front-porchsetbacks. It also supports the theory of more “eyes on the street,” promot-ing both social interaction among neighbours and a safer neighbourhood.

“This is the first time the City has actively encouraged this type of social interaction using the built environment,” says Ms. McLeod.Developers must adhere to design guidelines, which support multiplegoals. For example, drainage is related to the road pattern. Theneighbourhood’s interconnected street grid network was designed topromote natural infiltration of rainwater (using pervious surfacematerials). This also increases walkability and reduces local car trips.Natural filtration is further assisted by retaining and reusing existingtopsoil, requiring roof drainage to fall onto permeable lot surfaces, andincorporating swales to funnel stormwater.

“There was some resistance to the drainage regulations and the rearlaneway requirements,” notes Wendy Whelen, a senior planner with theCity during the NCP development. Financial assistance from theGVRD, the City and the Canada–B.C. Infrastructure Programalleviated many of the developers’ concerns.

“There was very good market acceptance for the rear-lane access, which everyone found a bit surprising,” says Ms. McLeod. “Many people want to live in a more traditional home with a front porch,smaller lots and rear lanes.” In fact, many developers are now pursuing

this model of home building in other Surrey neighbourhoods.Surrey also follows a “developer pays” principle. “When new areas

are opened up, we ensure that the cost for the underlying infrastructureisn’t placed on the taxpayer,” explains Ms. McLeod. The cost to installsewers, drainage, the road network and water mains are all consideredthe cost of development and not attributed to general tax revenue.

Today, almost three quarters of East Clayton is either developed,under construction or under development application. Ms. McLeodattributes the relationships built among the development community and the public as one of the key factors that has led to success.

“We worked with the community to understand the concept, fromgeneral to specific,” she says. “It helped us learn how to engage the whole community over the long term and we now do most of ourplanning that way. It takes extra work, but the areas are much

better planned.”

RESULTS• Other areas in Surrey have densities of approximately 15 to 20 units

per hectare (6 to 8 units per acre), while net density in East Claytonis approximately 40 units per hectare (16 units per acre).

• Housing diversity has been achieved, with most current housingoptions falling in the 250 to 320 m2 range. These homes allow theoption to add suites and coach houses, thus offering more optionsfor affordable housing and an increase in density over time.

• Some developers are now actively marketing homes as “sustainable.”“The development community took a risk and there’s been a hugemarket uptake that has led to similar housing forms. They are nowbecoming quite common in Surrey,” notes Ms. McLeod.

• Creating new housing zones has given the City the legislative toolto proceed in other neighbourhood redevelopment projects.

LESSONS LEARNED• Keep City Council informed. Ms. McLeod reports that Counci

was very supportive and continues to be so. “If there are suggestions

on things to change, or if we’re inconsistent with our principles, they will let us know.”

• Involve the media. The project had media attention from the verybeginning. “Media articles and television spots did a lot to carry theproject and caught the eye of both the public and Council,”Ms. Whelen reports.

• Involve the development community. Ms. Whelen admits that theCity did not involve the development community as early as ishould have. “We should have brought all the stakeholders in fromthe very beginning because we were dealing with new concepts andas a result, it took longer.” But the East Clayton process has spurredthe City to change how it handles such processes in the future.

• Don’t reinvent the wheel. Although East Clayton was a “madein-Surrey” solution, Ms. McLeod and Ms. Whelen caution

municipalities who may be undertaking a similar initiative to look tothe experiences of other communities for ideas and to learn fromtheir mistakes.

• Build on your experiences. In East Clayton, fewer trees wereretained than originally desired. “When you develop for higherdensity, you can’t always keep the existing trees,” says Ms. WhelenThe next developments will include tree inventories early in theplanning process.

RELATED AND FUTURE INITIATIVESTo monitor environmental conditions (e.g., rainfall, filtration rates, airtemperature, etc.), the City installed four flow-monitoring sites, fiveshallow groundwater wells and a climate station in February 2003Preliminary results show that disconnected roof leaders (downspoutsthat are not connected to the storm system, allowing rain to infiltrateinto a permeable area of the property) are providing most of therainfall capture.

As part of the stormwater management system for the area, an EasClayton Pond Site is being designed. Construction was to begin in thesummer of 2006. The City hopes that the park will become a model forsustainable park design in the future. Situated next to a future elementary school, the East Clayton Pond Site will include a pond and wetland with several viewing platforms, a raised boardwalk, and a playgroundgeared toward toddlers. The park will also feature interpretive areas toeducate students about water and its role in the ecosystem.

The City continues to use the principles and lessons learned from theEast Clayton experience in the development of neighbourhood plans inother parts of the city.



PARTNERS AND COLLABORATIONInternal City of Surrey departments, including Planning, Parks and Engineering

External University of British Columbia, Landscape and Liveable EnvironmentsPacific Resources CentreClayton Citizens’ Advisory CommitteeEnvironment CanadaFisheries and Oceans CanadaB.C. ministries of Environment, Agriculture, Municipal Affairs,and Community, Aboriginal and Women’s ServicesSurrey School DistrictTransLink ACT programReal Estate Foundation of B.C.Greater Vancouver Regional District

PROMOTIONAL ACTIVITIESThe City involved the public and development community throughpublic meetings and open houses, as well as through individual consul-tative meetings with developers and design charrettes. Information wasdistributed to every property owner in Clayton prior to the open houses.

City staff conducted a separate session with City Council to advisethem of the project and obtain agreement on both the process and theemerging principles for sustainable development. Staff also hosted workshops for two neighbouring municipalities, the City of Langley and the Township of Langley.

Contact Information

Judy McLeod, Manager, Planning and DevelopmentDepartmentCity of Surrey, British ColumbiaTel.: (604) 591-4606

E-mail: [email protected] Websites: <www.surrey.ca> and <www.actprogram.com>



SOLID WASTE

INTEGRATED WASTE DIVERSION PLANCity of Toronto, OntarioPopulation: 2,481,494

SUMMARY Before 2000, Torontodiverted 28 percent of its residential waste, withlimited curbside collectionprograms. In only five years,the City of Toronto’sintegrated waste reductionplan has doubled waste

diversion rates to 56 percent. Its collection bylaw was amended to makerecycling mandatory throughout the city, and bylaw officers were hired tohelp educate residents about the need to recycle. Toronto also boasts thelargest organics diversion program in North America. More than 500,000households participate, including 30 multi-unit buildings. Toronto’scomposting facility receives 25,000 tonnes of organic material annually and the City is now studying how it could use the methane from this com-posting process to create heat and power. The City’s goal is to divert60 percent of waste from landfill in 2006 and 100 percent by 2012.

BACKGROUNDIn the late 1990s, the City of Toronto faced imminent closure of its only landfill site, the Keele Valley landfill in the adjacent City of Vaughanbecause the site was reaching capacity. Left with almost no options forother landfill sites in southern Ontario (largely due to strict provincial

environmental controls), the City signed a contract to haul non-organicand non-recyclable materials to a landfill in Michigan.Neither residents nor City Council were happy with this situation.

“The one thing that really is untenable as far as Torontonians areconcerned is to continue to be trucking to Michigan,” says CouncillorShelley Carroll, Chair of the City’s Works Committee. The trucks carry-ing waste disturb residents and the environment along the route, andproduce greenhouse gas emissions. The Michigan landfill also charges$60 per tonne for waste disposal, compared with $12 a tonne at theKeele Valley landfill.

Things came to a head when the Keele Valley landfill closed inDecember 2002. City Council felt that the answer was to reduce theamount of garbage going to landfill sites.

PROJECT DEVELOPMENTIn 2000, Council created the Waste Diversion Task Force 2010, madeup of City staff, councillors and residents. Its goal was to recommend ways to divert solid waste from landfills. The task force consulted withresidents, environmental organizations, industry, other governmentsand the private sector. It drew on the expertise of other smaller munic-ipalities, which were amalgamated into the City of Toronto in 1998.Task force and staff members also researched initiatives across North America, while the City’s works department drafted new waste bylaws.

The task force developed 47 recommendations that were approvedby Council in 2001. These became the basis of the City’s Integrated

Waste Reduction Plan, a multi-year plan to divert 100 percent oresidual waste from landfill sites by 2012 and to stop hauling garbageto Michigan by 2010.

Councillor Carroll admits that achieving the 100 percent goal isstatistically improbable, but, she explains, “Council felt it was importantto aim for complete diversion as a strategic goal.”

PROJECT IMPLEMENTATION

The Integrated Waste Reduction Plan looks at every source of solid waste and tries to find ways to reduce how much goes to landfill.The Green Bin organics collection program, for example, involves

curbside collection of organic waste such as food scraps. Items such asbones, diapers, cat litter and biodegradable food containers, which arenormally not part of household composting, are also allowedHouseholds receive a kitchen pail to collect the organics indoors. Whenthe pail is full, residents dump the contents into a larger wheeled greenbin for easier collection.

The program serves 510,000 single-family homes, making it thelargest organics collection program in North America. The organics arecomposted at a facility in Toronto and at two others, in Quebec andNewmarket, Ontario.

The Yellow Bag program applies to small businesses. Instead of

paying a private collector to remove waste, owners pay the City a smalfee to collect their organics in a green bin, their recyclables in a blue binand their residuals in yellow bags. The bags cost $8 each. The goal is toget small businesses, especially restaurants, to recycle as much aspossible and to reduce their residuals by paying per bag.

Recyclables such as bottles, cans and newspaper were already collectedbefore the Integrated Waste Reduction Plan was developed. Under thenew plan, these materials have been merged into a single stream so thatresidents no longer need to sort their recyclables. The range of materialsaccepted was also expanded to include empty paint cans, aerosol cansfood cartons (e.g., Tetra Pak containers), and plastic tubs and lids.

A new bylaw made recycling mandatory across the city. Bylawofficers visit homes suspected of not using the blue box to first educatethem about the need to recycle. If, after an inspection by the officers

residents continue to place recyclables in their regular garbage binsthey face a fine. Educating residents has worked. “We’ve only had tolevy the fine about 12 times in the whole city of about one millionpeople in single-family units,” says Councillor Carroll.

Starting in July 2006, landlords of multi-unit buildings will becharged a fee if their waste exceeds 500 kilograms of garbage perunit per year. A pilot program in 30 buildings presented landlords withmock bills for their excess waste, showing how much they were over thelimit based on the weight of bulk garbage bins recorded by radiotransponders.

Building owners, assisted by the City, will encourage residents to usethe Blue Box and Green Bin programs to reduce waste.




The plan is funded through property taxes, collection fees and fines.Most of the funding comes from Waste Diversion Ontario, a partner-ship of municipalities, the Government of Ontario, industry, non-governmental organizations, and Stewardship Ontario, an industry-funded organization that contributes half the cost of municipal BlueBox programs.

Councillor Carroll estimates that the waste diversion programs coststhe City $56 million a year. She believes this is a small price to pay forhow the waste diversion programs have created profound changeamong residents and City staff.

“It’s opened the door to environmentalism full-stop in the city. It’snow a taboo to say ‘I don’t give a damn about the environment,’” shesays, crediting the plan with helping Council pass other environmentalinitiatives, such as the pesticide bylaw and the private tree bylaw.“It really has been a driver in changing the culture.”

RESULTS• The amount of waste hauled to Michigan has been cut from 140 to

150 truckloads per day to 85 to 95 truckloads per day.• About 56 percent of single-family waste was diverted in 2005,

compared to 28 percent in the 1990s.• More than 90 percent of eligible households participate in the Green

Bin program. The City believes that the wide range of acceptableorganic waste contributed to swift adoption of the program.

• In 2005, waste collection and disposal, including organics, cost theCity $124 per tonne. Today, each tonne of organics diverted fromlandfill saves the City $56 in haulage and disposal costs.

• Toronto’s organics facility processes 25,000 tonnes of organicmaterial each year, and the City is hoping to add up to four morefacilities. The City is also investigating the use of methane gas, abyproduct of the composting process, as a renewable energy source.

• The mandatory recycling bylaw has resulted in the collection of approximately 3,300 extra tonnes of materials per year.

• The Multi-Unit Building Waste Reduction Levy is expected to divert13,890 additional tonnes of recyclable materials per year.

LESSONS LEARNED• Grassroots education works. City staff and councillors made

several public appearances demonstrating the Green Bin programand other waste initiatives. They also provided support to multi-unitbuilding owners and the business sector.

• Waste bylaws must be enforced. The City made recycling manda-tory and followed up with enforcement. Council hired dedicatedbylaw officers to educate residents, and for those failing to achievethe desired results, provided the officers with the tools to levy fines.

• One stream works fine. Toronto discovered that there was no needto separate recyclables, such as glass, cans and paper. CouncillorCarroll explains that buyers of recycled goods have more sophisticatedprocesses that sift glass shards out of pulp paper, for example. “Thebiggest cost saving is in the collection. It’s faster and cheaper withone stream and you can get so much more in the truck if you justhave one big hold.”

• People may surprise you. The City believed it would be a toughsell to convince apartment dwellers to take their organic pails to thebasement. During the pilot project, however, tenants embraced theprogram, with 60 percent of tenant households using the green binsfrom the start.

• Environmental issues are political issues. “If you’ve got people on your City Council saying, ‘You can’t do that in my neighbourhood,’once you point out to them that this will become a highlight thatthey can take credit for, they stick their big toe in,” says CouncillorCarroll. “No one ever regrets it.”

RELATED AND FUTURE INITIATIVESToronto is piloting a Green Bin program for multi-unit residentiabuildings. In 30 buildings, each unit will receive the same kitchen pail assingle-family homes. Tenants will then take the pail to a larger bin in thebuilding’s basement or to one stored underground (in buildings withmore land). During the pilot program, the City will collect organics fofree. It estimates that the program will reduce the number of trucks toMichigan by an additional 40 to 50 per day. The City is also consideringrequiring new buildings to provide a garbage chute solely for organics.

City agencies, boards, commissions (such as the Toronto Transit

Commission), departments, and schools will soon be required to havecombined diversion programs on their properties. A pilot program in one neighbourhood gives single-family home

large commercial blue carts for curbside pickup; these hold more wastethan blue boxes. If the program proves successful, it may be extended toother areas of the city.

The City is currently selecting a site for a reuse centre where resident will be able to drop off and pick up durable items that may still have someuse, like old mattresses, appliances and furniture. Anything that is nolonger useable will be disassembled into its component parts and sold.

The City also plans to work with Waste Diversion Ontario to help thepackaged goods industries create items with less packaging, thusstopping the creation of waste at its source.

PARTNERS AND COLLABORATIONInternal City of Toronto

PROMOTIONAL ACTIVITIESThe City developed a broad media campaign, including advertisements

in community newspapers, bus shelters, and on the radio. Other pro-motional activities included newsletters, householders, hotlines, webpages, open houses, information sessions for landlords, and focugroups.

Councillors visited community centres and shopping malls to givehands-on demonstrations of the Green Bin program. Summer student were hired to visit people’s homes to deliver bins, demonstrate howthey worked and answer questions. Small business owners were targeted with materials promoting the Yellow Bag program. The City usedcost as an incentive, stressing that businesses would no longer need topay a private collector to haul their waste.

All City councillors hold an environment day at a local communitycentre where compost, created from the organics program, is offeredfree to residents. At these events, residents can also buy more green

bins, blue boxes, and rain barrel. They can also be part of a book andmagazine swap that helps divert more paper from the landfill.

Contact Information

Shelley Carroll, City CouncillorCity of Toronto, OntarioTel.: (416) 392-4038E-mail: [email protected] Website: <www.toronto.ca>

External Toronto Association of Business Improvement AreasGreater Toronto Apartment Association, and other tenants’associationsSmall business community

Owners of multi-unit residentialbuildingsStewardship Ontario Waste Diversion OntarioToronto District School BoardToronto Catholic District SchoolBoard




MONTRÉAL’S FIRST STRATEGIC PLANFOR SUSTAINABLE DEVELOPMENTCity of Montréal, Quebec Population: 1,812,723

SUMMARY Stemming from an impressivecommunity engagement processthat brought together more than70 organizations in partnership with the City, Montréal has iden-tified two dozen projects totackle in the first year of its five- year sustainability plan. Since air

quality is a top priority for theCity, several of the initiativesfocus on sustainable transporta-tion, including an anti-idlingbylaw, improvements to cyclinginfrastructure and the purchase of energy-efficient vehicles for the

municipal fleet. The plan also includes programs to reduce waste and water use, increase energy efficiency, and implement an environmentalmanagement system. Twenty environmental indicators have been iden-tified that will help Montréal monitor its progress. The City will alsopublish results in an annual environmental status report.

BACKGROUNDFollowing amalgamation of several municipalities into the City of Montréal in 2002, it was clear that the new city needed a strategic planthat would outline specific actions for sustainable development.Considering the complex municipal structure of the City, which changedagain following the 2006 demergers, this was hardly an easy task.

The Island of Montréal is divided into 16 municipalities. The City of Montréal alone is divided into 19 boroughs. “In spite of this structureor because of it, it forces us to share common goals,” says ChantalGagnon, the City’s Director of the Environment.

Inspired by Agenda 21, the global blueprint for action on sustain-able development adopted by the international community at the 1992Earth Summit, and in consultation with ICLEI – Local Governmentsfor Sustainability, the City and its partners began formulating astrategic plan. Funding for the plan came, in part, from GMF.

PROJECT DEVELOPMENTRather than develop the plan from the “top down,” the City drew expertise and knowledge from a wide range of stakeholders. It was aidedin this by two principal partners, the Conseil régional de l’environ-nement de Montréal and the Conférence régionale des élus deMontréal.

In October 2003, about 70 representatives from the private, publicand educational sectors, unions, and community groups launched theprocess by signing the Montréal community policy statement onsustainable development. Another 30 parties have since added theirnames to the document.

“Our objective was to establish a procedure for the short, mediumand long term that would allow us to mobilize the community,” saysMs. Gagnon. “We wanted to go beyond the municipality’s responsibilities by getting other stakeholders on board with whom we could agreeon common goals.”

Two committees were created: a steering committee with 16 repre-sentatives from the public, private, and educational sectors and associa-tions; and a partners’ committee made up of about 80 organization

representing community groups and the municipality. Both committeesparticipated in the plan’s formation and oversaw its development.Between November 2003 and March 2005, the committees identi

fied the City’s main environmental challenges and defined its objectives A list of 24 actions was then developed as part of the 2005–200start-up phase.

“It was important to make sure that the plan was broken down intoconcrete actions,” says Ms. Gagnon, explaining that members of thepartners’ committee agreed in writing to implement, within their ownorganizations, specific actions outlined in the plan. City Counciapproved the plan in April 2005.

PROJECT IMPLEMENTATIONImplementation began with the actions detailed in the plan’s start-up

phase. This was done in cooperation with boroughs, the municipalityand partner organizations. A coordination group was formed to overseelogistics and to ensure follow-up. A budget of about $800,000 wasallocated to this effort.

The steering committee was dissolved and replaced with a newliaison committee that now meets with the coordination group everythree months to monitor implementation and to submit broad recommendations. It also acts as a go-between for the various committees.

“They help us with the overall orientation of our efforts, so that when we meet with all 80 partners, we’re ready to take the plan to thenext stage,” explains Ms. Gagnon.

The plan was launched in April 2005. The start-up phase includesthe following goals, of which the first four are considered priorities:

1. Improve air quality and reduce greenhouse gas emissions.2. Ensure the quality of the built environment.3. Offer residents equitable municipal services and environmenta

regulation.4. Support the actions of the City’s stakeholders.5. Mobilize local organizations and residents to work toward

sustainable development.6. Practise responsible resource management.7. Encourage industries, businesses and institutions to adop

sustainable development practices.




To achieve its priorities, the City and its partners aim to reduceautomobile use by promoting sustainable modes of transportation andmixed land use, and by improving energy efficiency in residential,commercial and municipal buildings.

Collecting and analyzing data is a vital part of the plan. An inventory of municipal greenhouse gas emissions was already in place,stemming from the City’s participation in FCM’s PCP program.

“We’re asking our partners to provide us with emissions informationso that we can get a more complete picture of greenhouse gas emissionsin Montréal,” says Ms. Gagnon.

In addition, 20 indicators were developed to help evaluate andmonitor the plan’s progress. Updates are submitted to Council every two years.

The City uses two types of indicators. The first provides a snapshotof the state of the environment, and measures improvements and set-backs (e.g., the number of poor air quality days, annual average trafficflows on bridges and highways, etc.). The second tracks the progress of the plan’s actions (e.g., the number of boroughs with environmentalawareness programs, the number of industries, businesses and institu-tions that have environmental certification or a voluntary environmen-tal program, etc.). Indicators will be assessed every two years.

“Developing and implementing the plan took a certain amount of political courage, so this was a leap of faith on the part of City council-lors,” says Ms. Gagnon. Ultimately, however, she believes that thecommunity will be key to the plan’s success. “Getting the entirecommunity involved from the beginning will ensure survival of theinitiative.”

RESULTS• City Council has committed to reducing corporate greenhouse gas

emissions by 20 percent from 2001 levels by 2012. To date, the City has replaced 108 of its municipal vehicles with energy-efficient andclean fuel vehicles. Several partners (Bell Canada, federal ministriesand agencies, and Hydro-Québec) have also followed theCity’s lead.

• Each partner committed to carrying out an average of six actionsidentified in the start-up phase. More than half of the City’s partnershave taken steps related to the plan. The remaining partners have

committed to implementing measures throughout 2006.• In 2005, the City adopted a resolution reinforcing an anti-idlingbylaw and recommended its adoption in all boroughs. Twelveboroughs have now passed similar regulations.

• To reduce emissions, the City eliminated 2,000 illegal downtownparking spaces and added 14 kilometres of bicycle paths.

• As part of Agenda 21, the City and Montréal’s public healthdirectorate provided funding to three boroughs (Côte-Saint-Paul,Sainte-Marie and Saint-Michel) to implement environmentalmakeovers. Several partners were involved in overseeing theseprojects. For example, Hydro-Québec provides ongoing expertise inurban forestry and energy efficiency.

• The City’s master plan for waste management should be completeby the end of 2006. As part of this plan, the City compiled waste

figures from 2002 to 2004 for each of the boroughs.• In 2005, the City’s corporate services department initiated or carriedout 23 of the 24 actions identified in the start-up phase.

LESSONS LEARNED• Political will. With so many partners involved, politicians may find

it hard to weigh all of the competing interests, particularly when theend result is unclear. Ms. Gagnon credits City councillors and staffor giving their full support to the initiative from the beginning.

• Involve the community. Ms. Gagnon notes that administrationcome and go, and with them, sometimes, their policies. Engaging a wide range of community partners, and asking those partners tosubmit in writing their commitment to the plan, ensures that theplan’s objectives will be met.

• Foster mutual trust. Although each of the partners had to compromise, they still needed to know that their concerns were beingaddressed. “At first it wasn’t easy with the arrival of a new group oelected officials in a new city,” says Gagnon. “We needed to focus oneveryone’s concerns and show a lot of open-mindedness.”

• Different workplace cultures. The coordination group was composed of people from the public and private sectors. “In the publicsector, making decisions often requires wide consultation first andthis can try the patience of outsiders,” says Ms. Gagnon. “We adopted a rhythm that suited everyone involved.”

• Use network leaders. Environmental groups involved in the plan were instrumental in getting other environmental organizations to join. “We made sure that our principal partners were networleaders, so that they could relay initiatives to their own networks,”

says Ms. Gagnon.• Monitor progress. In addition to a commitment to update indicators and scheduling regular liaison committee meetings, all partnersmeet with City representatives annually to discuss the plan’progress, report on their commitments and propose adjustments.

RELATED AND FUTURE INITIATIVESUnder Montréal’s strategic plan, at least three pilot projects demon-strating sustainable development at the local level will be developed bylate 2006.

The boroughs of Côte-Saint-Paul, Sainte-Marie and Saint-Micheare currently implementing Agenda 21 projects, which include developing rooftop gardens, supporting energy-efficiency measures, improvingnatural spaces, and increasing tree planting by 20 percent. Two more

projects will be launched by the end of 2006.Of the 24 actions in the start-up phase, six are currently the subject

of a funding application to GMF, while longer-term actions (up to2009) are in the planning stage. Longer-term actions include extendingthe City’s Éco-quartier program, which promotes recycling initiativeand community-based beautification projects, to all boroughs. Othelonger-term plans involve creating a green fund that would supporsustainable projects, introducing car pooling lanes on main accessroads, improving wastewater treatment systems, and revitalizing loca waterways.

A second action plan will be announced late in 2006. When the firsplan ends in 2009, a second sustainable development plan will follow.



PARTNERS AND COLLABORATIONInternal City of Montréal

External Environment Ministry of QuebecICLEI – Local Governments for Sustainability FCM’s Green Municipal FundConseil régional de l’environnement de MontréalConférence régionale des élus de Montréal Aéroports de Montréal Agence métropolitaine de transport and La Société detransport de MontréalCentre de gestion des déplacements St-LaurentGaz MétroHydro-QuébecMerck FrosstBell CanadaCirque du soleil and TOHUConcordia University, Université de Montréal, McGill University,UQAM and École Polytechnique de MontréalEquiterreConfédération des Syndicats Nationaux, Fédération des travailleurset travailleuses du Québec, and Alliance des professeures etprofesseurs de MontréalSECOR ConseilCommission scolaire de Montréal and the English MontréalSchool Board

Cégep St-Laurent and Collège de RosemontRECYC-QUÉBECCentre d’expertise sur les matières résiduellesCentre d’excellence de Montréal en réhabilitation des sitesBoard of Trade of Metropolitan MontréalCoalition for Alternatives to PesticidesTransport 2000 and Éco-route Québec (AQME)Comité sectorielle de la main d’œuvre en environnementUnion des consommateursComités ZIP Jacques-Cartier et Ville-MarieCommunauto, Voyagez futé Montréal and Vélo-Québec

Conseil patronal de l’environnement du QuébecCorporation St-LaurentConseil fédéral du QuébecConseil pour la réduction des accidents industriels majeurs Association industrielle de l’Est de Montréal Association québécoise pour la promotion de l’éducation engéographie et relative à l’environnement Association québécoise de vérification environnementaleFerme Pousse-menuFestival Écolo de MontréalLe sentier urbainRÉSEAU environnement

Contact Information

Chantal Gagnon, Director of the EnvironmentCity of Montréal, QuebecTel.: (514) 280-4283E-mail: [email protected]éal .qc.ca Website: <www.ville.montreal.qc.ca>




WALK THE TALK — UCLUELET’SOFFICIAL COMMUNITY PLANDistrict of Ucluelet, British ColumbiaPopulation: 1,659

SUMMARY Declines in the forestry and fishingindustries prompted Ucluelet toturn to tourism to sustain its econ-omy. But that decision createddevelopment pressures that couldhave an impact on the area’s naturalbeauty, the very reason why tourists visit. With only limited resources

and a one-person planning department, the community devised anofficial plan. The plan requires developers to include social and staff housing, to allow for public waterfront access and to use alternativedevelopment standards, such as permeable surfaces to reduce stormwa-ter runoff and the LEED Green Building Rating System. Uclueletprovides developers with density bonuses in exchange for more park-land, amenities or cash. The District has already received $9 million incombined parkland, cash and amenities, including a new skateboardpark and basketball court, under this arrangement.

BACKGROUNDLocated approximately 300 kilometres north of Victoria, Ucluelet ishome to some of Canada’s most spectacular geography: ocean views,sandy beaches, islands and inlets and the temperate rainforests of British

Columbia.The district’s economy had been dominated by forestry and fishing,

but over the last decade these industries declined. Pressure from new developments began to pose a threat to Ucluelet’s natural environment.

“There had been a lot of construction activity and Council realizedthat development pressures would only increase,” says Felice Mazzoni,Ucluelet’s Director of Planning. “To be proactive, rather than reactive,Council sought to ensure that future developers would give back to thecommunity.”

In 2003, the district created an Economic DevelopmentCorporation to promote and steer new economic activity, and alsobegan reviewing its Official Community Plan (OCP).

“We want to achieve sustainability while protecting our sense of place,” says Mr. Mazzoni. “The character of the town had to be pro-

tected but we also wanted to encourage the right kind of development.”

PROJECT DEVELOPMENTThe review of Ucluelet’s OCP began in 2003. With a limited budgetand a one-person planning department, Ucluelet had to rely on partner-ships. A key partner that helped with community consultation duringthe review was Malaspina University-College in Nanaimo. Mr. Mazzonirecalls a chance meeting with Dr. David Robinson of the university, who was visiting Ucluelet with some of his students.

“He asked me to participate in a planning presentation to thestudents and then to visit Malaspina to give a lecture,” he recalls. “Thestudents were fascinated with planning and, with Dave Robinsonreciprocating, the partnership grew into a formal alliance.”

The result was a surge in interest by the public. “The students organ-ized open houses and meetings and that gave me time to help structurethe process, organize the policy around it, and listen to what people hadto say,” says Mr. Mazzoni. “They did an excellent job and many of their

professors were pleased to see how much influence their students had.”Using the public’s input and ideas, the District spent seven monthsmodifying existing policies and creating new ones to guide the townforward using sustainable development initiatives and innovativetechniques. Council adopted the new OCP in April 2004.

PROJECT IMPLEMENTATIONUcluelet’s OCP was created by the community and developed by adedicated steering committee composed of business owners, highschool students, real estate agents, and municipal representatives.

Compared to the previous OCP, several new smart growth policies were added that addressed staff and affordable housing, density bonusystems, LEED guidelines, Alternative Development Standards (ADS)and public access.

Up to 20 percent of units in all new multi-family and condominiumdevelopments must now include affordable housing units, as defined bythe Canada Mortgage and Housing Corporation. Developers musbuild these units at their own expense.

Mr. Mazzoni explains that developers cannot build a hotel ormulti-family condominium without adding staff or affordable housingunits, nor can they receive occupancy approval until those units are builtand ready for occupancy. Overall, the development community hasreacted positively to the policies.

“The development community likes certainty, they don’t likesurprises,” says Mr. Mazzoni. “They know exactly what’s expected sothere is respect on both sides.”

A density bonus system was new territory for Ucluelet. This systemallows developers to build at a higher density rate in exchange for

parkland, amenities or cash provided to the municipality. Mr. Mazzonexplains how it works.“The developer may receive a density bonus, which can take the

form of additional lots, units per acre or increased commercial orindustrial square footage of building area,” explains Mr. Mazzoni. Withthat increased density, the developer must either create and dedicatemore parkland, pay cash, or build hard amenities such as a skateboardpark. The district may also take a combination of all three. The ameni-ties are decided and approved by Council and any cash received isdeposited in an amenities reserve fund.”

Compliance with LEED guidelines is encouraged under the district’land-use policies and developers receive a five percent density bonus ithey choose to follow them. ADS also fall under land-use policies. They

2006 Susta i nable Communi ty Awards Winners



mostly cover stormwater management techniques, such as the use of permeable surfaces, narrower roads, and French drains. (To create aFrench drain, trenches are filled with gravel and topped with sand. Water collects in the channel and the drains eliminate excess water fromlow points or areas prone to saturated soil.) These standards offeralternatives to the curb-and-gutter design common in most new subdivisions.

One of Ucluelet’s most successful moves came with its policies forpublic access. The eight-kilometre Wild Pacific Trail, which skirts theshores of Vancouver Island’s west coast, was already in place, but the

previous OCP required developers to provide only 20 percent publicaccess when building new waterfront developments. The new OCPrequires 100 percent public access, where feasible.

The district negotiated that a right-of-way be created in front of allhotels, condominiums and multi-family developments along the water-front. Developers bear the cost of building the new sections of the trail.

“There were some challenges, such as building safe sections of thetrail and integrating the trail with development without detracting fromits character,” says Mr. Mazzoni. “But the policy helps protect the waterfront and allows the public access to the trail.”

In keeping with the district’s philosophy of requiring developers togive back, the district has collected $100,000 from developers throughOCP policies. This money goes into a new social reserve fund to helpcommunity groups strengthen Ucluelet’s social network and infrastruc-ture, and to obtain matching funds from other sources.“We took a lotof risks and pushed the envelope and we will continue to refine ourpolicies and make them better,” says Mr. Mazzoni. “The OCP hasset the framework for other projects to flourish, so we are in control of our future.”

RESULTS• A inventory of archaeological sites and environmentally sensitive

areas was developed to guide and control future development. Thedata will be forwarded to B.C.’s Ministry of Environment to aug-ment their database. “We consulted with First Nations bands and wemay allow some of those sites to become interpretive areas, or sim-ply leave them in their natural state.”

• The density bonus system has netted the district approximately

$9 million in combined cash, amenities and parkland, and has helpedretain greenspace (between 40% and 60% of total natural greenspacearea included in development properties, compared to a provincialrequirement of 5%).

• In areas where the density bonus system has been applied, overalldensity has increased by between 20 percent and 30 percent. Inaddition, 108 staff and 90 affordable housing units have beensecured through covenants and will be built before the developerreceives occupancy approval.

• ADS have been applied in two developments and include Frenchdrains, narrow roads and pedestrian pathway vegetation buffers.Concrete sidewalks were replaced with asphalt and gravel pedestrianpaths, located away from the roadside. The district also installedenergy-efficient street lighting and underground hydro services.

ADS have helped to reduce stormwater runoff in an area thatreceives up to 12 feet of rain each year.• As a result of the OCP review process, and after the plan was adopt-

ed, residents formed the Ucluelet Development Task Force. “It wasa group of concerned citizens who wanted to have a proactivediscussion about development,” explains Mr. Mazzoni. “I join themevery once in a while to let them know what’s going on and they give me their ideas and suggestions.”

LESSONS LEARNED• Partnerships are key. Malaspina University-College was an invalu

able partner in the public consultation phase of the community planand also helped by paying salaries to some students. In addition, thedevelopment community has reacted positively to the new guidelines. “One of the main reasons for that is marketing,” explainsMr. Mazzoni. “There is a market here for green, low-impact andsustainable buildings. People want an extraordinary product ratherthan the typical curb-and-gutter urban development and becausedevelopers are giving back, it fosters trust and acceptance.”

• Go beyond accepted guidelines. Ucluelet chose to adopt bothLEED standards and ADS. The LEED standards address environmental performance within buildings, while ADS cover stormwateinfrastructure. Together, LEED and ADS will help create moresustainable neighbourhoods in the future.

• Implementation is often more important than the policy. It ioften the case that innovative municipal policies fail due to poorimplementation. Since 2004, the OCP has been amended only onceto change the density bonus ratio. As well, the OCP was structuredso that new development pressures trigger policy changes.

• Public and political support is crucial. “A policy document is onlyas strong as its political support and our Council championed theprocess,” says Mr. Mazzoni, reserving his greatest praise for thecitizens of Ucluelet. “Without their input and determination, it

would have been impossible to build those policies.”

RELATED AND FUTURE INITIATIVESDensity bonuses will help fund the majority of a new $6 millioncommunity centre. It will include a conference centre, commerciaand office space, a concert hall, interpretive areas for children and adultsto learn more about Ucluelet’s natural environment, and space forindoor sporting and leisure events.

Although compliance with LEED standards is optional, somdevelopers are now incorporating them into new buildings. The firstbuilding certified to LEED standards will be a multi-family develop-ment. Construction was to begin in 2006.

To augment the number of staff and affordable housing unitsincluded in new developments, the District is working to create single-

family affordable lots that people can purchase. “We’re planning tocombine the lots with LEED standards,” explains Mr. Mazzoni“LEED is usually applied to commercial or other large buildings andnot very often for single-family residential, so we’re going to create ourown LEED criteria for Ucluelet.”

The District is also working on new density bonus guidelines that will cover infill areas. Existing bonuses cover all the large undevelopedareas of the District. In partnership with Malaspina students, theDistrict is also working on guidelines for riparian areas and a newstreetscape plan. The riparian area guidelines were introduced toCouncil in June 2006 and were to be completed by summer’s end.

In conjunction with Malaspina University College, Mr. Mazonni iscreating a Community–University Planning Research Alliance for RuraResource-Dependant Communities in Transition on Vancouver Island



PARTNERS AND COLLABORATIONInternal District of Ucluelet

External Malaspina University-College, Community Research Alliance PartnershipUniversity of VictoriaFisheries and Oceans CanadaParks Canada

B.C. Ministry of Environment

PROMOTIONAL ACTIVITIES A variety of community workshops, kitchen meetings, barbecues, pic-nics and open houses were held to gather public input on Ucluelet’sfuture. Much of the District is rural and residents opened their homesfor small planning meetings. According to Mr. Mazzoni, almost half of Ucluelet’s residents (40% to 45%) were involved in the process. The“wish list” they created was the basis for the goals and objectivescontained in the OCP.

Contact InformationFelice Mazzoni, Director of PlanningDistrict of Ucluelet, British ColumbiaTel.: (250) 726-4774E-mail: [email protected] Website: <www.dist.ucluelet.bc.ca>




SOUTHEAST FALSE CREEK SUSTAINABLETRANSPORTATION STRATEGIESCity of Vancouver, British ColumbiaPopulation: 545,671

SUMMARY Once this 32-hectare site is fully developed in 2009, Southeast FalseCreek (SEFC) will include a multi-tude of sustainable transportationfeatures for its 14,000 new resi-dents. As the home of the 2010Olympic Athletes’ Village, SEFC’sroads are designed to accommodate

pedestrians and cyclists first, followed by transit, service vehicles and,lastly, automobiles. The surrounding neighbourhood will be designedto provide all of its residents’ daily and weekly services within walkingdistance from any point in the community. Two nearby rapid transitlines, a new cross-town bus route, streetcars and ferries will make com-muting easier. It is also the first community in Canada to provide car-sharing spaces as part of the development process. The City estimatesthat once all strategies and transportation features are implemented atleast 60 percent of daily trips by residents will not involve automobiles.

BACKGROUNDSince 1991, the City of Vancouver has been planning a model sustain-able community at SEFC. The waterfront site is a former industrial areaand the last large tract of undeveloped land downtown.

Downtown Vancouver faces several transportation challenges,including limited public transit capacity, traffic congestion, and high-priced land for parking. In 2002, the City adopted a DowntownTransportation Plan that aims to improve access to downtown homesand businesses. The plan includes such measures as a “Pedestrians First”policy and a network of bicycle lanes and transit routes.

Coupled with the City’s transportation goals for the downtowncore, years of community consultation and land planning ended aroundthe same time that Vancouver–Whistler was granted the 2010 WinterOlympics. Choosing SEFC as the site of the Olympic Athletes’ Village was the catalyst for the plan’s development. It will follow the sustainabledevelopment principles that are such a priority for the InternationalOlympic Committee.

PROJECT DEVELOPMENT As one of the first steps in redeveloping SEFC, a sustainable transporta-tion feasibility study was conducted in 2003. The study was co-fundedby GMF. Results showed that redeveloping SEFC using sustainabletransportation principles would greatly reduce the number of trips madeby car, and that more than half of all projected trips could be by transit, walking, cycling and marine transport.

Three other feasibility studies and one design study were alsoconducted, two of which were funded by GMF. The studies reviewedopportunities in the areas of urban agriculture, energy, water and wastemanagement, and examined the design and layout of a new downtownstreetcar.

The studies helped to develop the Official Development Plan forSEFC, which City Council approved in 2005. The plan aims to makeSEFC a model of high-density sustainable urban development, with a

focus on family housing. An advisory group, known as the Stewardship Group, was created with representatives from adjacent neighbourhoods, landowners, environmental and youth groups, technical experts and City staff. TheStewardship Group monitors implementation of SEFC’s redevelopmentplan and advises the City on the process.

The City owns more than half of the land on the site. It is working with private developers that own the remainder to ensure that sustainability is a main feature of the transportation plan.

The first phase of development, the central neighbourhood, will befinished in late 2009 and will house the Athletes’ Village. The Village will be converted to residential units after the Olympics, mostly as market-value condominiums and some affordable rental housingConstruction on the street and infrastructure network began in 2006.

PROJECT IMPLEMENTATIONThe SEFC plan calls for the City to provide a proactive, integratedsustainable transportation strategy that will shift travel behaviour awayfrom personal automobiles. Priority will be given to pedestrians, cyclistspublic transit, and commercial vehicles, in that order.

The community is to be walkable, with streets laid out in a grid pat-tern. No single-family lots are included. Instead, apartment buildingsand townhouses will ensure a high-density, compact neighbourhoodThe community will also include an elementary school, a communitycentre, a small grocery store, and other amenities that will encourageresidents to walk to meet their daily needs.

To make walking even more attractive, the City set standards formaximum building heights to allow for high levels of street-level

sunshine. The neighbourhood will be dotted with plazas, landscapingand parks. It will feature public access to the waterfront.

Several measures will be incorporated to curb automobile use“We’re not saying cars are going away,” says Dale Bracewell, atransportation engineer with the City’s strategic transportationplanning division and manager of Olympic transportation planning“This is 2006 and moving around in cars is still part of city living. But we want people to be thinking about it and using alternatives as muchas possible.”

Public transit is, therefore, the cornerstone of SEFC. Although thereare already bus and trolley routes in the neighbourhood, along with onerapid transit line operated by the Greater Vancouver Transportation Authority, or TransLink, a second rapid transit line will be built t




include a stop at the Vancouver International Airport. The City has dedi-cated $20 million to TransLink to build the Olympic Village rapid tran-sit station that will serve the SEFC neighbourhood.

A downtown streetcar on a dedicated line not shared with othertraffic will loop around False Creek. Further expansions to the line havebeen approved and more are being considered.

“It’s like the old trolleys that used to operate in and around the city,but more modern versions,” explains Mr. Bracewell. “They’ve got anappeal to them that’s different from a bus.”

Even water transport is getting into the action; a new marine dock

will be constructed to expand ferry service.The City has dedicated a percentage of the road space for bicyclelanes, while apartment buildings must have bicycle storage onsite. Forlonger trips, cyclists will be able to use the bicycle racks attached to allcity transit buses and trolleys serving the urban core.

Traffic calming measures have also been included, such as corner“bulges” and narrower street lanes. Bulges not only slow traffic in anarea but also provide more sidewalk space and decrease the crossingdistance for pedestrians. As well, since most traffic through the neigh-bourhood runs east to west, streets have been designed to flow north–south. This will reduce cut-through traffic.

Improvements to arterial roads on the perimeter will encouragetraffic to bypass SEFC. “We don’t want to facilitate more cross-towncommuting, but those improvements will let people know that this isthe place they should be if they’re actually trying to drive by SoutheastFalse Creek,” Mr. Bracewell explains.

Another innovative measure was the City’s use of parking require-ments to discourage residents from owning more than one vehicle perfamily. By limiting parking to one space per residential unit, new housing developments will provide only a minimum number of spaces.The City is considering allowing some new developments to provideless than the minimum number of spaces if developers can show this would successfully restrict residents’ car ownership.

Most parking will be underground and, although street parking willserve public buildings, it will be paid parking to discourage overuse.“The whole idea is that if you’re a two-car family, you’d drop one if youmoved into Southeast False Creek,” says Mr. Bracewell.

Car sharing is also being promoted as part of the plan. New municipal zoning bylaws require residential buildings with between

50 and 149 units to have at least one car-sharing parking spot and vehicle, while those with 150 units or more must have at least two.

“As far as we know, we’ve taken car sharing to a more proactive levelthan anywhere else in Canada and possibly North America,” saysMr. Bracewell.

Mr. Bracewell explains that many of the plan’s details are still inprocess. For example, it’s not yet known whether developers willprovide their own vehicles for residents to share or will partner withexisting car-sharing cooperatives.

Admittedly, the 2010 Winter Olympics played a large part indeveloping the SEFC transportation strategies, but as Mr. Bracewellconcludes, “We recognize that the Olympics are only a two-week event. We’re building a community that will last for 100-plus years.”

RESULTS• Sustainable transportation strategies should decrease greenhouse

gas emissions by 25 percent to 50 percent compared to similar urbanneighbourhoods, and by as much as 66 percent when compared with a low-density suburban development.

• Once all the strategies are in place, cars are expected to be involvedin no more than 40 percent of residents’ trips in SEFC. During peaktraffic periods in the afternoon, for example, short-term strategiesshould reduce car trips by 17 percent, and longer-term measures wildecrease car trips by a further six percent.

• The amount of road space, parking, and distance travelled by residents in private vehicles will be decreased. Fewer cars on the road will lead to safer streets.

• Residents will enjoy more space to cycle and walk. This will saveboth money and time when it comes to transportation. It will alsopromote a healthier and more active lifestyle.

LESSONS LEARNED• Set the bar high. Mr. Bracewell notes that the City went wel

beyond most sustainable transportation strategies with the SEFCplan. “You have to aim high if you’re going to make real improve-ments in sustainable transportation.”

• Plan in stages. The City recognized that it would not be able toimplement all of its strategies at the same time. Instead, strategies

like car sharing, community transit passes, and a new rapid transiline are to be phased in.

• Integrate your studies. Planning a new community requires manystudies, on subjects as diverse as zoning and environmental assessments. As noted above, the City did several feasibility studies whenplanning SEFC’s redevelopment. City staff briefed Council on howeach of the studies affected the overall plan.

• Dedicate staff and financial resources. The City not only dedicatedfunds to TransLink to develop a rapid transit line; it also created astaff technical team that meets weekly to review implementation ofthe plan. The team consists of members from 10 City departments“Anticipate that anything to do with sustainability will take longerthan anything you have ever done before,” says Mr. Bracewell.



RELATED AND FUTURE INITIATIVESThe second phase of SEFC development will occur between 2010 and2018, eventually housing more than 14,000 people. City staff are devel-oping a Sustainable Transportation Credit system that could requirefuture developments to meet a minimum number of transportationcriteria, similar in philosophy to the LEED standards for buildings.Developers would receive credits for reducing parking capacity,providing extra car-sharing parking spaces and vehicles, subsidizingresidents’ transit passes, and making cash contributions per unit towardtransit and other green transportation initiatives.

An interdisciplinary staff team, modelled on the experience of theSEFC project, is now planning another new community. The40-hectare East Fraser Lands in southeast Vancouver will includesustainable transportation and other strategies that reflect, and buildupon, the SEFC experience.

PARTNERS AND COLLABORATIONInternal City of Vancouver departments, including Transportation, Water,Engineering, Urban Design and Planning, the Park Board, Housing,Social Planning, Real Estate, and Finance

External TransLink FCM’s Green Municipal Fund

PROMOTIONAL ACTIVITIESThe City held extensive public consultations, including four openhouses, multiple workshops, and a public hearing. It also mailed atransportation survey to 2,000 households in SEFC’s adjacentneighbourhoods.

The City survey had a 15 percent response rate and, of those respon-dents, more than 60 percent said they supported SEFC’s sustainabletransportation plans.

The City also held detailed discussions with several citizens’ groups,including those representing neighbouring residents, cyclists,environmental groups, and private landowners. Newsletters were issued

before and after public consultations. This kept the public informed of ongoing developments.

Contact Information

Dale Bracewell, P.Eng., Manager, Olympic TransportationPlanningCity of Vancouver, British ColumbiaTel.: (604) 871-6440E-mail: [email protected] Website: <www.vancouver.ca>



WASTEWATER

GOLD BAR WASTEWATER TREATMENTPLAN INDUSTRIAL WATER REUSECity of Edmonton, AlbertaPopulation: 666,104

SUMMARY Rather than draw 15 million litres of fresh water per day from the NorthSaskatchewan River for its refinery processes, Petro-Canada and theCity of Edmonton developed aninnovative partnership to reuse wastewater effluent. The newly constructed membrane treatment

facility at the Gold Bar plant, which also uses methane gas from wastewater sludge to heat the facility, is connected to Petro-Canada’s refinery via a 5.5-kilometre pipeline. Once the effluent reaches the refinery, it isused to produce hydrogen and steam, which in turn produces low-sulphur diesel fuels. With the pipeline running through a river valley thatcontains three local parks, a portion of the reused wastewater stocks theparks’ lakes and ponds and is used for irrigation and snowmaking.

BACKGROUNDEdmonton has earned a reputation as an environmental leader. As farback as 1991, the City adopted an environmental mission statementthat requires all City departments to take an integrated approach toenvironmental planning and decision making, and to seek continual

improvement in all its operations. In 2005, Edmonton became one of two Canadian cities to complete all five milestones in FCM’s PCPprogram.

Edmonton is home to the only research facility in Canada thatspecializes in waste management. The Waste Management Centre of Excellence is a collaborative hub for innovative research, technology development and training. It allows researchers to study a variety of waste management issues, including research into composting methods,recycling street sand, and new wastewater treatment technologies.

Edmonton’s commitment to excellence prompted the Sierra LegalDefence Fund to award the City top marks in wastewater treatment,making it one of only three Canadian cities to achieve an “A” gradeor better.

PROJECT DEVELOPMENT Alberta receives less rain than most Canadian provinces. This putspressure on existing water supplies. In recent years, nearby oil refineriesexpressed interest in reusing wastewater effluent to replace the river water used in cooling towers and as process water.

Tests revealed that treated effluent from the Gold Bar plant wascomparable to river water when used in cooling towers, but not cleanenough for refinery processes or irrigation. Membrane filtration wasseen as a way to treat the water to a higher degree. City staff, in part-nership with a membrane filtration manufacturer, ZENONEnvironmental, began testing the technology at the Waste ManagementCentre in 2001.

Around the same time, Petro-Canada was planning a major upgradeto a refinery located near the Gold Bar plant. The upgrade had beenmandated by new federal regulations aimed at reducing sulphur levels ingasoline and diesel fuels. “When we heard that the City was looking toexpand the use of its treated water, we saw the opportunity to reuse this water for our industrial purposes,” says Ed Wittstock, Manager oBusiness Integration with Petro-Canada.

The idea also fit with the provincial government’s Water for Life

strategy, which outlines best practices in water management, and withthe City’s goal of continual improvement in environmental protection.“City Council supported the project and authorized our drainage

services department to develop the partnership with Petro-Canada,” saysBill Burn, General Manager of Edmonton’s Asset Management andPublic Works department.

PROJECT IMPLEMENTATION When testing was complete, a partnership began between the City andPetro-Canada, with responsibilities allocated in ways that suited bothparties. “The City designed, built and operates the membrane treatmentfacility, while Petro-Canada provided the capital funding,” explain Abdul Mohammed, General Supervisor of Engineering Services at GoldBar. “Petro-Canada designed, built and funded the pipeline.”

Built in stages, the membrane plant will ultimately enable the plant toprocess up to 40 million litres of wastewater per day. Petro-Canada needed a guaranteed supply of five million litres by the end of 2005, with10 million litres more by 2008. Building the plant in stages saved theCity operating and maintenance costs associated with owning a buildingtwice the size required for current use.

Membrane filtration produces fine particulate matter. “The process islike sucking ice water through a straw. You pull only the water throughand not the ice cubes,” explains Chris Ward of the City’s DrainageServices branch. “A membrane works on the same principle, with theparticles being the ice cubes. They’re microscopic and can’t get throughthe hole size of the straw.”

The 5.5-kilometre pipeline runs from the Gold Bar plant throughEdmonton’s river valley, traversing two city parks and one provincial

park. It crosses the North Saskatchewan River twice, and hangs undertwo bridges. Once the treated effluent reaches the refineryPetro-Canada converts water to hydrogen. The hydrogen is then used toremove sulphur from diesel fuel.

Initially, Petro-Canada planned to build its own water treatment planto treat up to 15 million litres of water per day for its processes. Fundsthe company would have used to build a new treatment plant wereredirected towards this project, to the company’s benefit.

“When we looked at the cost comparisons of taking additional waterfrom the river versus treated municipal wastewater, the cards came out inour favour,” says Frank Vagi, Senior Process Engineer withPetro-Canada. “It was an environmentally correct thing to do, but it wacost-effective as well.”




Wastewater effluent wouldn’t typically pass the “sniff test” with thepublic. However, the testing results proved that the recycled water wassafe for non-potable uses. The City adds residual chlorine to the pipelineas an additional barrier against contamination. Today, the treated efflu-ent not only supplies Petro-Canada, but continuously stocks two man-made park lakes and provides water for snowmaking.

“Once local residents understood that the project included recycling wastewater for industry and use in parks, all the feedback was extremely positive,” notes Mr. Burn. “This project allowed us to put membranefiltration technology into production where we think it belongs. It’s

exciting for us to participate with Petro-Canada so that they canmanufacture their low-sulphur fuels and, at the same time, let us enjoy the capacity for other purposes in future.”

RESULTS• Both the membrane plant and pipeline are heated by Gold Bar’s

existing biogas utilization system. Prior to building the new membrane plant, the biogas plant produced a surplus of heat. Themembrane plant and pipeline use this free heat, thus improving theefficiency of the overall system. “The annual savings in harnessingbiogas is equivalent to $1.5 million worth of natural gas,” saysMr. Mohammed.

• In recent years, budgets for two neighbouring parks, Gold Bar andRundle, suffered cutbacks. Anticipating the new technology,

Drainage Services worked with City Parks officials to restore liners inthe parks’ lakes. The lakes are now continuously stocked withrecycled water.

• The treatment plant has improved its ability to meet future maxi-mum daily contaminant discharge limits. The quality of plant process water has also improved, lowering the facility’s use of potable water.

• The City has gained the expertise and experience to establish new partnerships with other users of recycled water. The project alsoallows the City to expand the use of recycled water to municipalapplications, such as irrigation of city parks.

• The Alberta Toxics Watch Society praised the City and Petro-Canada for the project. “We want to see more of this industrial ecol-ogy approach where facilities partner with each other to take a wastestream out of one and turn it into a feedstock for another,” says

Myles Kitagawa, the Society’s Associate Director.• The project has received awards from the Association of ProfessionalEngineers, the Geologists and Geophysicists of Alberta, theConsulting Engineers of Alberta, and the Canadian Association of Petroleum Producers. It has also been listed as a finalist for an awardcreated by the Alberta Emerald Foundation for EnvironmentalExcellence.

LESSONS LEARNED• Be proactive. Mr. Mohammed believes that taking a proactive

stance with the City’s stakeholders and the public and going beyond what was expected or mandated earned support for the project.“This will surely help widen the acceptance of wastewater reuse,”he says.

• Share the message. Both the City and Petro-Canada actively informed the media and local residents. “We spread the message jointly and that made it all the more believable,” saysMr. Mohammed. Telling the public about the project’s status in atimely manner, particularly residents who would be most affected, worked in the City’s favour. Gaining public support was especially important, given that the pipeline ran through an environmentally sensitive area (the river valley) and a busy recreational corridor.

• Testing is crucial. “Pilot testing and needs assessment were essen-tial to success of this project,” says Mr. Mohammed. “We needed tokeep in mind the needs of our external customers but also our ownneeds, now and in the future. We now have the capability to assistother municipalities and wastewater operators in similar projects.”

RELATED AND FUTURE INITIATIVESEdmonton has suffered from drought over the past three years, forcingthe City’s Parks department to use potable water to water city treesThis was expensive and it lowered the city’s reservoir levels. Even sothousands of trees died. Replacing them will be expensive. In the futurehaving access to treated effluent should alleviate the costs associated with replacing trees.

To determine the effects of treated effluent on human and animahealth and the environment, 540 goldfish will play an important part ina new study. A partnership between the City and the University o

Alberta involves a biomonitoring project at the Waste ManagemenCentre. Goldfish are housed in tanks filled with treated effluent. Thestudy will assess the effects on goldfish of trace levels of pesticidesherbicides, pharmaceuticals, hormones and other chemicals that may bepresent in wastewater.

Outstripping municipal departments, the market for recycledeffluent in the private sector is potentially high. One of the Gold Barplant’s neighbours is Imperial Oil, the first company to express interestin using treated effluent for its cooling towers back in 1999. Beforemembrane filtration, the effluent was being considered, but high levelsof chloride were linked to a negative effect, namely, corrosion. Otherlarge industries in the area are potential customers, too. They may havelittle choice when the time to renew operating licenses arrives, withpressure from provincial regulatory authorities forcing them to use

treated effluent for their processes.

PARTNERS AND COLLABORATIONInternal City of Edmonton departments, including the Gold Bar WastewateTreatment Plant, Drainage Services, Planning and Development, andCommunity Services

External Petro-CanadaZENON Environmental

PROMOTIONAL ACTIVITIES

The Gold Bar Plant Community Liaison Committee, made up of people from five local communities, was involved in the project from thestart. The committee served as a conduit for information between thecommunities and the plant’s management staff. In fact, the initial ideafor reusing effluent was suggested by one of the committee’s members

Regular newsletters, plant tours and newspaper articles kept thecommunity informed about the project. Once the membrane planopened, a special open house was held, giving visitors an opportunity to view the technology and visit the fish biomonitoring project.

Contact Information

Bill Burn, General Manager Asset Management & Public WorksCity of Edmonton, AlbertaTel.: (780) 496-5656E-mail: [email protected]

Abdul MohammedGeneral Supervisor, Engineering ServicesGold Bar Wastewater Treatment PlantE-mail: [email protected] Websites: <www.edmonton.ca> and <www.petro-canada.ca>



WATER

H2O CHELSEA Municipality of Chelsea, Quebec Population: 6,500

SUMMARY Chelsea sits atop the PrecambrianShield of Gatineau Park. This notonly prevents the municipality fromdeveloping a water or sewage sys-tem, it also means that residentsmust rely exclusively on groundwa-ter for drinking water. Recognizingthe need to protect this precious

resource, H2O Chelsea aims to maintain the area’s high water quality by providing educational initiatives to residents. The program is deliveredin partnership with a local non-governmental organization and theUniversity of Ottawa. Since 2003, almost 1,000 wells have beeninspected and more than 1,000 residents have been surveyed to assesstheir water use. Results from that survey prompted Chelsea Council torequire that developments on all parcels of land four hectares or largermust demonstrate that the groundwater supply is sufficient to provide water to the proposed number of residences.

BACKGROUNDChelsea prides itself as an environmentally conscious municipality, one with close ties to its natural surroundings and an obligation to respectnature. Two thirds of the Chelsea area lies within Gatineau Park.Residents of the town rely exclusively on wells for drinking water. Given

the geological constraints of the area, installing a municipal watersystem using water from other sources, such as the Gatineau River, wastoo expensive.

Instead, Chelsea opted to preserve and protect its water resourcesfor future generations. Patrick Henry, H2O Chelsea’s project coordina-tor, explains that although well water is a private responsibility, themunicipality “took the leap” with its involvement in the project. “H2OChelsea fulfilled the municipality’s vision of environmental stewardshipand complemented the many sustainable development programs, legis-lation and practices that Chelsea has implemented over thepast decade.”

Those programs include a ban on the cosmetic use of pesticides, a wetlands protection bylaw, comprehensive waste management andcomposting programs, and a municipality-wide septic tank emptyingprogram. A sustainable development officer oversees all the municipal-ity’s environmental initiatives and was initially in charge of H2OChelsea.

H2O Chelsea also helps the municipality achieve its objectives underFCM’s PCP program. Using the PCP framework, Chelsea aims toensure that it has a sufficient quality and quantity of water, now and inthe future.

PROJECT DEVELOPMENTChelsea’s Watershed Management Committee, a subcommittee of theSustainable Development Advisory Committee, was first established todevelop water-friendly policies and initiatives and to guide the project.

Like many of Chelsea’s municipal committees, the WatershedManagement Committee includes both resident volunteers and municipal councillors.

One of the subcommittee’s first steps was to gather current data onChelsea’s water resources to inform future management decisions. Thesubcommittee enlisted the expertise of students and faculty from theUniversity of Ottawa’s Institute of Environment to prepare a groundwater monitoring program. The initial program proposal was developedby one of the Institute’s graduate students, who then mapped out thedetails in a document entitled Surface and Ground Water Monitoringin Chelsea, Quebec.

Based on the proposal’s objectives, University of Ottawa professorsand students developed sampling protocols, datasheets and databasesanalyzed water samples, and analyzed and interpreted sample data.

H2O Chelsea’s project coordinator and the subcommittee then worked on educational and community components of the project. Inearly 2003, the subcommittee presented the H2O Chelsea project toCouncil. It was readily accepted.

PROJECT IMPLEMENTATIONH2O Chelsea is a partnership among the Municipality of Chelsea Action Chelsea for the Respect of the Environment (ACRE) (a nonprofit organization), and the University of Ottawa. ACRE focuses on

funding campaigns and the university provides scientific expertise. Themunicipality publicizes and manages the project and provides annuafunding of $20,000, office space and administrative resources.

“Each partner brings different skill sets and areas of expertise,” notesMr. Henry. He singles out Dr. Scott Findlay, Director of the Instituteof Environment for particular praise. “He spearheaded the project andcontinues to be a motivating force.”

In the spring of 2003, a water questionnaire was delivered to everyhousehold and business in Chelsea. More than 600 residents answeredquestions about water shortages and pollution.

“The survey results pinpointed areas of water quality concern as welas areas that had experienced a higher number of well water shortagescompared to other neighbourhoods,” says Mr. Henry. This information was used to develop the project’s research programs. Similar watequestionnaires were sent out in 2004 and 2005. The first survey hadinvited residents to participate in the project, and they respondedenthusiastically. At any given time, between 40 and 100 volunteersparticipate in the program.

H2O Chelsea consists of two main components: ongoing watersampling and community education and outreach. In the monitoringcomponent, well water levels are measured to determine seasonal andannual fluctuations in groundwater. This is a long-term initiative requir-ing many years of sampling to accurately track groundwater levelsSeasonal employees and volunteers sample water wells on an ongoingbasis.




Lake and stream sampling programs were established in 2003 todetermine the baseline conditions of local water bodies (Beamish,Kingsmere and Meech Lakes and Meech, Chelsea, Fortune andHayworth Creeks). Regular monitoring helps to determine the effectsof human activity and to identify problem areas for future conservationand mitigation. Four teams of volunteers sample the lakes and streamsfor heavy metals, coliforms and dissolved oxygen, as well as othersubstances.

The program relies heavily on volunteers. In 2006, 35 volunteersmonitored 40 stream sites. Their efforts revealed decreased water qual-

ity in Meech Creek associated with a cattle operation in Meech Valley.The H2O Chelsea results were forwarded to the National CapitalCommission (owners of the property), and to Environment Canada andthe Environment Ministry of Quebec. Based on these reports, thelatter two departments inspected the property. They issued infractionnotices, which eventually led to termination of the land lease.

Chelsea engages the community using a variety of educationaloutreach activities that focus on conserving water and preserving thequality of well water. The municipality also provides resources to resi-dents on treatment options should well sampling reveal any concerns.

Water specialists present conservation information to residents atlocal community centres, schools and churches. News about projectactivities, upcoming events, and well-testing services is announced atspecial events, like Chelsea Community Day, Earth Day and the UnitedNations World Water Day Fair. A regular newsletter and displays at City Hall continue to inform the public about updates and results. H2OChelsea also developed an interdisciplinary water resources curriculumfor local schools.

Thanks to H2O Chelsea’s efforts to provide reliable and accurate water data and to engage its community through outreach activities,Mr. Henry sees no end to the project. “For the public to be an activepartner in water resource protection, it has to be informed of the issuesand be involved,” he says. “Residents, businesses and the municipality all have a good incentive to continue the program since concerns overthe quantity and quality of their water are unlikely to diminish inthe future.”

RESULTS

• Stream and lake water sampling identified contaminated sites andareas at risk of water shortages and natural contaminants. Mitigationstrategies were then proposed. A comprehensive annual report isproduced. It contains sampling data, results and recommendations.

• Community participation has been tremendous with as many as 100resident volunteers working on the project at any time of year.

• By partnering with others, Chelsea acquired extensive waterquality and quantity data at a fraction of the cost of hiring privateconsultants.

• Results from the water survey prompted Chelsea Council to adoptits Comprehensive Development Program. The program requiresdevelopers of properties four hectares (10 acres) or larger to conductin-depth water quantity tests to ensure a sufficient supply of groundwater before the development is approved.

• In 2005, data from 700 well water tests were compiled. The datarepresented 517 unique sites that had not been sampled previously,an 89 percent increase in the number of sites tested from 2004.Under H2O Chelsea’s Well Water Quality program, residents receivegroup rates to test their wells for a wide variety of substances (e.g.,bacteria, metals, etc.). Between 2003 and 2005, data on the quality of more than 850 wells were collected.

• Sampling results showed that about one quarter of Chelsea’s water wells had some bacterial contamination attributable to surface watercontamination by rains, snow melt, local water bodies such as wet-lands, or a combination of these factors. Water kits were sent to allhomes and to businesses that provide information on protecting andpreserving water quality.

• Results from the 2003 and 2004 water survey also promptedChelsea Council to invest $50,000 in a comprehensive WateCensus. Developed and implemented by H2O Chelsea, the WateCensus aims to acquire more detailed information on water use andavailability, particularly in neighbourhoods with reports of wateshortage above background levels.

LESSONS LEARNED• Partners are key. H2O Chelsea’s success depended on key partner

such as ACRE and the University of Ottawa. Expertise was available

for free and funding opportunities were “more numerous since eachof the partners qualifies for different funding programs,” notesMr. Henry. In addition, Dr. Scott Findlay, the Institute’s Directorplayed a key role in developing the project, engaging students andother faculty by drawing on their knowledge and skills in samplingprotocols, database development, laboratory analysis and the analysisand interpretation of sample data.

• Nurture volunteers. The steering committee and project coordinator realized the importance of recruiting volunteers. Their high leveof commitment meant that results could be reported back to thecommunity on a regular basis.

• Keep momentum going. Many residents tested their wells in 2003but few re-tested them in 2004. H2O Chelsea is reviewing how it canprovide tools that will motivate residents to test their wells regularly.

RELATED AND FUTURE INITIATIVESBeginning in 2007, H2O Chelsea will transfer its resources and knowl-edge to other communities via its website, direct mailings, and trainingsessions. Interested communities will be able to adopt Chelsea’s monitoring and education programs at a fraction of what it would cost todevelop their own.

A Water Resources Mapping Portal is being developed in conjunction with Natural Resources Canada’s GeoConnections programResidents in municipalities across Canada will be able to implementH2O Chelsea’s programs, upload their sampling data through abilingual portal, and then map, view and access the results online.

Through the portal, water quality and quantity data collected byparticipating communities will become part of a publicly accessible water resource database, providing an overview of the state of wateresources across Canada.

The Chelsea Conservation Database, proposed by ACRE, nowidentifies vulnerable ecological zones within the watershed. This projeccomplements H2O Chelsea’s water conservation efforts.



PARTNERS AND COLLABORATIONInternal Municipality of Chelsea

External University of Ottawa, Institute of Environment Action Chelsea for the Respect of the Environment (ACRE)Resident volunteers from the Chelsea community Fonds d’action québécois pour le développement durableCentre local de développement (CLD) des Collines de L’OutaouaisNorth American Fund for Environmental Cooperation Walter and Duncan Gordon FoundationEnvironment Canada, Ecological Monitoring and Assessment Network

PROMOTIONAL ACTIVITIES As noted above, Chelsea undertook several promotional activities aspart of the H2O Chelsea project. Water kits were delivered to every business and household in Chelsea and a water conservation curriculumfor elementary schools was developed.

Updated information about the project is readily available from theH2O Chelsea website, through annual presentations and displays, and inarticles published by the local newspaper.

Contact Information

Patrick Henry, H2O Chelsea Project CoordinatorMunicipality of Chelsea, QuebecTel.: (819) 827-1124E-mail: [email protected] Website: <www.h2ochelsea.ca>

A copy of the program proposal, Surface and Ground Water Monitoring in Chelsea, Quebec , can be downloadedfrom the following site: <www.ie.uottawa.ca/English/

Programs/Water%20monitoring%20program%20January%202003%20b.pdf>.



2006 Awards Submiss ions

BUILDINGSCITY OF NORTH VANCOUVER, British ColumbiaPopulation: 44,303The Silva Building The 16-storey Silva building is the first residential high-rise certified toLEED standards. The building, developed in compliance with theCity’s sustainable development guidelines, required developers toaddress a range of environmental, economic and social issues. As aresult, 26 of the units were built so they could be adapted to accommo-date people with disabilities. Conservation measures have cut water useby 60 percent and a green roof has helped decrease stormwater runoff by 27 percent. Half of all the materials used in construction were man-ufactured locally and more than three quarters of construction waste was recycled. VanCity Credit Union also offered a “green mortgage”tailored to the project, with a lower than normal equity requirement.

DISTRICT OF WEST VANCOUVER, British ColumbiaPopulation: 41,421West Vancouver Aquatic Centre After 25 years of service to the community, the West Vancouver AquaticCentre needed a facelift. The newly retrofitted centre is twice the sizeof the old facility. It features a new geothermal heating system that cap-tures heat both from the earth and from waste heat generated by the icerink’s refrigeration system. Annual energy savings amount to $23,000.The second phase of the heating system will eventually meet up to half the energy needs of the entire facility. An ozone water purification sys-tem has decreased the need for chlorine in the swimming pool. Advanced window glazing systems control excess solar glare and let inmore natural light. The retrofit has been well-received by the commu-nity, with attendance in the first year of operations increasing by 200 percent.

TOWNSHIP OF LANGLEY, British ColumbiaPopulation: 86,896New Civic Facility

Take an underused building, retrofit it to LEED standards and you haveLangley’s new civic facility. As the township’s first LEED-certified proj-ect, this multi-purpose building provides office space for all municipalservices, houses the local library, recreation centre and community police office, and includes presentation and meeting rooms. A geother-mal heating system fulfills 75 percent of the building’s heating needs.Half of its electricity comes from renewable sources. With a wide rangeof energy and water efficiency measures, the building uses two thirds

less energy than a conventional building, cuts annual emissions by 80tonnes, and will save Langley $40,000 per year in energy costs. The suc-cess of the retrofit has also prompted the township to adopt the LEEDstandards for all future large-scale projects.

CITY OF KAMLOOPS, British ColumbiaPopulation: 77,281Kamloops Centre for Water Quality Complying with boiled water alerts and using bottled water were oncecommon for many residents of Kamloops. The city’s new watertreatment plant has changed the situation dramatically. Built to LEEDstandards, the Kamloops Centre for Water Quality is one of the largest

membrane water treatment facilities in Canada, processing up to160 million litres of water every day. The building itself uses 66 percentless energy than a conventional plant and is 99 percent efficient (the

remaining one percent of water is used for irrigation). It has a greenroof, amenities for employees who choose active modes of commutingand its electricity comes from 100-percent renewable sourcesKamloops also instituted an on-site, two-year diploma program to train water operators.

CITY OF PORT MOODY, British ColumbiaPopulation: 23,816Port Moody Recreation Centre — Arena Upgrade During a review of energy use by municipal facilities, Port Moody foundthat its recreation centre was the single largest user, consuming almostone quarter of the city’s total electricity and natural gas. Improvementsto the lighting system and to heating and cooling equipment cutelectricity use by 26 percent and natural gas use by 18 percent. A high

efficiency air-to-air heat pump was installed. Adjustable speed drives andhigh-efficiency motors were added to the refrigeration system to reducethe amount of energy used to make ice. All water faucets and showers were converted to low-flow fixtures to reduce hot water use. Since thearena is slated for expansion, seismic restraints were upgraded when thelighting retrofits were done.

GREATER VANCOUVER REGIONAL DISTRICT,British ColumbiaPopulation: 1,986,965Surrey Transfer Station The GVRD is home to North America’s first LEED-certified wastetransfer station, which also includes administration and maintenancebuildings. During its first two years of operation, the station will cutgreenhouse gas emissions by 380 tonnes through the purchase ofBC Hydro green power certificates. Future emissions will also bereduced through energy-efficiency measures. Built on a remediatedbrownfield site, the station treated all contaminated soils and ground water on-site. More than three quarters of the materials used iconstruction came from local manufacturers, and 95 percent of theconstruction waste was diverted from landfill. Value-added featureinclude its proximity to public transit, bicycle storage facilities for stafand an alternative fuel refuelling station.

CITY OF FORT SASKATCHEWAN, AlbertaPopulation: 13,121Dow Centennial Centre

The Dow Centennial Centre in Fort Saskatchewan is a state-of-the artfacility offering a wide range of recreational uses to the communityincluding an ice rink, soccer pitch, theatres, banquet and party roomsand a fitness centre. At its heart is the “Eco-Chill” refrigeration systemHeat from the ice-making operation is first stored in glycol, then circulated through the building. The heat is used for both in-floor radianheating and to pre-heat hot water. In summer, to provide air conditioning, the glycol runs through steel pipes from tanks filled with ice, to air vents. Along with a super-insulated building envelope, energy-efficienlighting and water conservation measures, the Eco-Chill system cutsgreenhouse gas emissions by more than 800 tonnes per year and savesthe City $75,000 in annual energy costs.



TOWN OF CANMORE, AlbertaPopulation: 10,792Canmore Recreation Centre — Energy-Efficiency Project

As the highest energy-consuming facility in the community, theCanmore Recreation Centre was the perfect candidate to test thetown’s Energy and Greenhouse Gas Emissions Management Plan(EMAP). Through regular monitoring, the town discovered that therefrigeration and lighting systems consumed more than half the electric-ity required for the centre. Replacing the building’s lighting fixtures with lower-wattage lamps became an immediate priority. A low-emissiveceiling membrane was then installed to reflect light to the ice rink surface and further reduce lighting requirements. A new dehumidifier was installed to reduce condensation and decrease the run time of therefrigeration plant. The town expects to save an average of $57,000 per year in electricity costs and cut greenhouse gas emissions by 580 tonnes.

CITY OF EDMONTON, Alberta

Population: 666,104Edmonton Police Service South East Division Station There’s a lot more value to Edmonton’s newest police station than anew building for police officers. Not only did it give the Mill Woodsneighbourhood a permanent police station, it prompted the City toestablish a new sustainable building policy, fast-tracked the developmentof a community park, and generated interest from the local construc-tion industry in green building practices. It is also the city’s first LEED-certified building. The South East Division Station diverted more than95 percent of its waste during construction, uses 47 percent less ener-gy, stores water runoff in two underground tanks, and reuses grey waterfrom showers and sinks to flush toilets. In partnership with the City’scommunity services department, all of the soil excavated from the site was used to construct a new baseball diamond, soccer fields, and a

toboggan hill.

CITY OF TORONTO, OntarioPopulation: 2,481,494Energy Retrofit Program When all of the buildings included in Toronto’s $20-million Energy Retrofit Program (ERP) are refurbished for energy efficiency, the City estimates it will save about $2.5 million per year and reduce emissionsby 24,500 tonnes. The ERP offers low-interest loans to any City agency undertaking retrofits whose overall payback periods are 10 years orfewer. The funds are recovered through energy savings. By the end of 2005, ERP funding had been allocated to four projects covering almost200 buildings (city arenas, fire halls and Exhibition Place). Energy services companies (i.e., companies that guarantee energy savings) are

hired to do the retrofits. Toronto is also planning to implement a city- wide automation system that can be integrated with all municipally owned facilities.

ENERGY CAPITAL REGIONAL DISTRICT, British Columbia

Population: 325,754Hartland Landfill Gas Utilization Project The Capital Regional District (CRD) has been capturing and flaringlandfill gas at the Hartland landfill since 1991. In 2004, it partnered with Maxim Corporation to use landfill gas to generate electricityMaxim operates the facility, which is co-owned by the CRD and Maximand pays royalties to the municipality. Once the landfill gas is cooled andmoisture is removed, the gas passes through a transformer that thensupplies BC Hydro with 1.6 megawatts of power, enough to supply1,600 homes. The generator used at the facility was a new model manufactured by Caterpillar/Finning. In return for monitoring the newtechnology, Caterpillar/Finning offered a one-year deferred payment o$1.6 million on its equipment. In 2005, the engine was operating a90 percent efficiency and greenhouse gas emissions had been reduced

by 83,000 tonnes.

DISTRICT OF CHETWYND, British ColumbiaPopulation: 2,591Windmill Project Chetwynd lit up the 2005 holiday season with renewable energy. Four27-metre high windmills powered the energy-efficient lights on100 trees as part of the national WinterLights Celebration. The municipality initially considered solar energy for the project but found a loca wind energy expert who guided Chetwynd through the process. Builalong a treed boulevard, each tower is taller than the trees, so as to avoidobstacles and potential wind blocks. Residential sponsorship helped tooffset costs and the trees are now lit year-round for all to enjoy. ButChetwynd isn’t stopping there. Due to this project’s success, it plans to

use wind-generated electricity to power other equipment and hasinvested $800 million in two new commercial wind projects.

CITY OF THUNDER BAY, OntarioPopulation: 109,016Traffic Signal Light Energy Conservation Partnership Thunder Bay signalled its commitment to reduce energy and costs withits traffic light energy conservation project. In 2005, the City, inpartnership with Thunder Bay Hydro, began replacing incandescentraffic and streetlights with LED lamps. LEDs are up to 90 percentmore efficient than incandescent lamps. Estimates reveal that the City will save more than $100,000 in hydro costs each year. Because the newlights last eight to ten years longer than the old ones, maintenance costrelated to lamp replacement are greatly reduced. LEDs are also brighterthan incandescent lamps and easier to see in sunlight, which wilenhance community safety. The City is collecting all of its existingincandescent fixtures and sending them to be recycled by a local scrapmetal firm.




SOLID WASTECOWICHAN VALLEY REGIONAL DISTRICT,

British ColumbiaPopulation: 71,9982005 Environmental Guide and Recycling Directory What began as a simple list of places where people could recycle certainmaterials has grown into a comprehensive Environmental Guide and Recycling Directory . In a bid to reduce waste transported off VancouverIsland, the Cowichan Valley Regional District (CVRD) launched theguide in 2003. It has since doubled its waste diversion rate andincreased the amount of materials recycled. To reduce waste fromprinting, only 10,000 copies of the guide were produced (using veg-etable-based inks on chlorine-free recycled paper). A dedicated websitecomplements the guide by providing updates and information on a hostof other environmental protection issues. In 2005, the CVRD savedalmost $59,000 in waste disposal costs, visits to the CVRD recycling

drop-off increased by 25 percent, and many organizations that list theirservices in the guide have enjoyed increased business.

REGIONAL DISTRICT OF COMOX-STRATHCONA,British ColumbiaPopulation: 96,131Turning Sludge into Garden Gold The Comox Valley Pollution Control Centre was among the firstCanadian wastewater treatment plants to use sludge as beneficial com-post. Odour issues, however, had shut down the composting facility. In2005, Comox-Strathcona reopened a new fully enclosed facility thatnow turns biosolids into “garden gold.” Dewatered sludge is trucked tothe facility where it is pre-screened before curing. Wood waste is addedas a bulking agent in the composting process, rainwater is captured and

used as process water, and a biofilter of bark mulch and yard wastecontrols odours. The annual market potential for the final product isestimated to be $50,000. In 2005, the facility was used by the CompostCouncil of Canada to teach a composting course, marking the first timea national course has been held in the province.

REGIONAL DISTRICT OF KOOTENAY BOUNDARY,British ColumbiaPopulation: 31,843Solid Waste Management Plan

Comprised of eight municipalities and five electoral areas, the RegionalDistrict of Kootenay Boundary once buried all of its waste. Today, thedistrict recovers 45 percent of its waste stream and is aiming for a zero waste target using a variety of bylaws, user fees, new facilities and pub-lic education programs. A switch to a regional funding formula enabledall of the District’s municipalities to provide modern and equitable waste services in all regions. User fees offset operational and mainte-nance costs. In exchange for adopting sustainable waste practices, theDistrict lowered property taxes for residents. With a new provincialcommitment to expand producer responsibility for all waste, theDistrict’s three regional landfills will never need to be replaced. Thisrepresents estimated savings of between $10 and $30 million.

CITY OF VAUGHAN, OntarioPopulation: 182,022Cash for Trash Anti-Litter Initiative

The “Cash for Trash” initiative encouraged residents of Vaughan tomake their neighbourhoods litter-free. Over a 20-week period, trashspotters travelled around the community looking for people picking upand depositing trash in its proper place. Residents who helped clean uptheir community were then eligible for cash and merchandise prizes. Toget the news out, the City set up a Trash Hotline that allowed residentsto report badly littered areas, posted news reports and a photo galleryof winners on its website, and worked with several corporate sponsorto offset the costs of promotion and prizes. Cash for Trash is part of Vaughan’s multi-pronged approach to waste management. It hextended cleanup efforts beyond the usual one-day “20-MinuteMakeover,” a community cleanup program that occurs each Earth Day

COUNTY OF RICHMOND, Nova Scotia

Population: 10,225Backyard Composting and Recycling Assistance Program To meet provincial regulations, the County of Richmond implementedtwo initiatives that help residents reduce waste and increase recyclingThe county first passed a new bylaw that requires waste to be placed ina clear bag. Tipping fees for recyclable materials are $20 cheaper pertonne, and the clear bag allows staff to inspect bag contents more easily, to ensure that recyclable materials do not end up in landfill. Secondthe county hired a composting and recycling assistant to proactivelyassess how residents are doing when it comes to waste diversion. Theassistant meets face-to-face with residents, providing information andtraining on setting up composters and answering questions about recycling. Tonnage of waste has steadily declined and materials for recyclinghave consistently increased over a three-year period. This saves the

county about $25,000 each year in tipping fees.

MUNICIPALITY OF THE DISTRICT OF GUYSBOROUGH,Nova ScotiaCombined Population: 217,665Solid Waste Management Partnership Project

A new multi-regional, second-generation landfill in Guysborough hareplaced seven waste facilities in Pictou, Antigonish, Inverness andRichmond counties and the Regional Municipality of Cape Breton. Tocomply with provincial legislation to close all unlined landfills by 200517 municipalities formed a partnership that will see up to 80,000 tonnesof waste per year sent to the Guysborough site. The agreement ensuresthat all risks and rewards are shared by municipal partners. It guaranteesprices on fixed costs such as facility design and provides for cost-sharing

of unknown costs such as constructing and operating the facility. TheGuysborough facility also includes a 40-tonne waste compactor, whichachieves a waste density of 750 kilograms per cubic metre. As a resultonly a small area of each landfill cell is required to accommodate a hugeamount of waste.



SUSTAINABLE COMMUNITY

PLANNINGCITY OF ABBOTSFORD, British ColumbiaPopulation: 115,463The Future@Abbotsford “Live, work, play, care” is the motto of Abbotsford’s official communi-ty plan. The Future@Abbotsford plan establishes five strategy areas,creating a framework for municipal staff to consider a variety of issues when making decisions. The plan recognizes that all land uses and civicpolicies are linked. New design guidelines encourage higher density through mixed-use developments that incorporate green building prac-tices and pedestrian-friendly streets. An ecosystem mapping inventory protects sensitive water systems and informs future developmentdecisions. Regular news articles in the local paper educate and informresidents on key planning issues and concepts. A social planner was also

hired to draw together community groups and agencies, which will helpCity Council deal with issues such as homelessness and youth at risk.

TOWN OF BANFF, AlbertaPopulation: 7,135Banff Community Indicators Report 2004 Banff’s Indicators Report is more than a way to track the progress of itscommunity plan; it creates a framework for municipal decision making.Over an eight-month period, community leaders invested several hoursreviewing all of the data available on Banff tourism, social issues andenvironmental initiatives. The goal was to see what trends were devel-oping and why. The indicators and the report that was developed fromthem are now used to inform a variety of municipal decisions. For exam-ple, all reports received by Banff Council now include a list of how thedecisions they make affect community indicators. This gives Council a valuable tool to assess the impacts of all projects and initiatives. It willalso be used in the five-year review of Banff’s 2005 community plan.

CITY OF YORKTON, SaskatchewanPopulation: 15,107City of Yorkton Downtown and Broadway Corridor Redevelopment Plan Yorkton enjoys a strong agricultural economy and has a thrivingcommercial sector. Since the 1960s, however, the city’s downtown areahas been in decline. Yorkton’s redevelopment plan aims to change thatby promoting mixed-use, high-density developments while spurringnew economic growth. Its Enterprise Zone Incentive Program will

encourage investment with five-year tax incentives and grants topreserve heritage buildings, create new businesses and redevelopbrownfields. The program has already harnessed an annual allocation of $200,000 to improve the look and landscaping of its downtown area.The City is also hoping to adopt LEED standards for many of its new facilities, including a farmer’s market and a downtown residentialsubdivision.

CITY OF HAMILTON, OntarioPopulation: 490,268Contaminated Sites Management Program for Public Works

During the 1990s, unexpected contamination on two municipal workprojects cost Hamilton more than $2 million in cleanup costs. Thispurred the City to create a program that would ensure future risks wereidentified early. The Contaminated Sites Management Program(CSMP) is a proactive program that trains all staff involved in public works projects. A benefit is better staff understanding of and compliance with provincial legislation. A manual and training program weredeveloped, with step-by-step procedures that allow staff to incorporatecontaminated sites information into their decision-making processesThis flexible program, available in hard copy and online, will becontinually updated to reflect new guidelines, lessons learned and bestpractices. The program is being actively applied to 59 environmentalassessment studies and 44 strategic and master plans for watershed andtransportation projects.

TOWN OF CALEDON, OntarioPopulation: 50,595Environmental Progress Action Plan Caledon’s Environmental Progress Action Plan uses past achievementto plan best actions for the future. An Environmental Progress Officeroversees all aspects of the plan, which includes initiatives for a greeneconomy, energy, education, air quality and sustainable planning. Thetown’s successful energy awareness campaign is an ongoing initiative toeducate municipal staff about the high cost of energy (estimated to beabout $1 million annually). A fund was also established to providefinancial assistance to non-profit organizations to implement communi-ty initiatives. Future plans include finalizing a “Green Map” to encourage eco-tourism and community sustainability, purchasing energy

management software to track greenhouse gas emissions and energycosts, and implementing land-use planning policies for small-scale windprojects.

CITY OF SAULT STE. MARIE, OntarioPopulation: 74,566Communities Quality Improvement Project Sault Ste. Marie’s Communities Quality Improvement (CQI) initiativestemmed from its long-range planning process known as “Building anExtraordinary Community.” Recognizing that local expertise is oftenthe best source of information, the CQI project invited a network ofmore than 50 public- and private-sector organizations to share knowledge in a variety of areas, including health, education, public safetytourism, and the economy. Volunteer “solution councils” were formedto create an individual plan for each of the areas. For example, theEconomy Solution Council helped 12 new business ventures and theTourism Council launched a “Curb Appeal” program to improve thelook of the city. Measurement indicators are tracked and reportedannually to ensure that councils are meeting their goals.




REGIONAL MUNICIPALITY OF NIAGARA, OntarioPopulation: 410,574Glenridge Quarry Naturalization Site

Niagara has transformed an old landfill site into a vibrant public space,known as Central Park. Prior to naturalization, reports of leachaterunoff and contaminated creeks were common. Today, Central Park isa haven for wildlife, while human visitors enjoy the many walking trails,arboretum, and interactive educational features such as a weather sta-tion, a wetland and a small windmill. With the planting of indigenoustrees and plants, the park requires minimal landscape maintenance andis one of the largest greenfield redevelopments in the province. Allstormwater is managed overland and permeable paving systems andmaterials promote groundwater percolation. Below ground, a landfillgas system captures and uses methane which then generates electricity for a nearby health centre.

REGIONAL MUNICIPALITY OF WATERLOO, Ontario

Population: 438,515The Reurbanization Working Group: Seizing Opportunity in Urban Development Redeveloping brownfields is a challenge in any city, so Waterloo askedits local building industry to help it form a reurbanization workinggroup. Rather than work in isolation, which can lead to duplication of effort and communication breakdowns, the working group shares abroad range of information on brownfield redevelopment with its mem-bers and the wider community. This information includes financialincentives, success stories, building practices, and more. As a result of the partnership, several industrial buildings in the Region have beenrefurbished into modern loft apartments. Waterloo’s reurbanizationconference, held in 2005, also included a community forum thatgave the public a chance to comment on redevelopment plans as they

unfolded.

CITY OF WATERLOO, OntarioPopulation: 86,543Environmental Strategic Plan — Phase II Initiatives Waterloo’s environmental strategic plan began in 1989 when the City implemented its “Environment First” policy. Three years later, the City engaged citizens in a vision development process known as “Imagine Waterloo” to set a course of action. Since that time, the City has inte-grated all of its initiatives into a single planning framework and estab-lished a wide range of actions to move the city toward sustainability.Examples of Waterloo’s initiatives include sponsoring and hosting the2004 Solar Energy Conference, installing a green roof atop City Hall,and partnering with local businesses to redevelop a number of brown-

fields in the downtown core. An ongoing “watchdog” system has alsobeen established through the City’s Environmental Advisory Committee.

CITY OF BRAMPTON, OntarioPopulation: 325,428City of Brampton Growth Management Program In only two years, Brampton added 60,000 more people to its popula-tion, and forecasts call for the population to double in less than30 years. Brampton’s leaders realized that, unless they took a proactiveapproach, their community could quickly transform from an excellentplace to live and work to one characterized by urban sprawl and

gridlock. To avoid this fate, its Growth Management Program (GMP)requires that all development proposals are vetted through a GMPchecklist that can identify potential concerns. The guidelines ensure that

all necessary infrastructure, including water and sewer mains, transiroutes, schools, and other elements, are in place before new developments proceed. All of the City’s major stakeholders, including fire andemergency services, transit, school boards and conservation authoritiesare represented on the review team.

CITY OF SAINTE-THÉRÈSE, Quebec Population: 24,269 A Transit-Oriented Development Strategy for a Vacant Industrial Site

A former industrial site is now a thriving new residential communitybased on transit-oriented design (TOD). The City amended its bylawsto increase residential density and limit the number of vehicles per unitconstructed a new train platform and station, worked with its partnersto synchronize bus and train routes to decrease waiting times and

encouraged new commercial and retail development. Residents can walk to most day-to-day services they need and also have access to commuter train to Montréal. Since the train to Saint-Thérèse beganoperation in 1997, ridership has increased by more than 500 percentSixty percent of all new residents use public transit to commute. Morethan 500 new residential units have already been built near the trainstation, with 500 more expected by the end of 2006.

CITY OF TERREBONNE, Quebec Population: 80,531Terrebonne Master Plan When the cities of Terrebonne, La Plaine and Lachenaie were amalgamated in 2001, it was clear that a new master plan was needed toaccommodate the region’s growth. After a two-year process, the plan was adopted in June 2005, making Terrebonne one of the first cities inQuebec with a formal regulatory plan. Key to the plan is an urbanplanning framework, which promotes new urbanism principles of high-er density, access to public transit, and green building techniques. Allnew developments are scored on these factors. Two projects have beencompleted under the new framework: a new park and a 30-unit socialhousing development. The City appropriated land for the park, whichincludes a sensitive wetland, while the housing complex was erected ona former cemetery.

CITY OF BROMONT, Quebec Population: 4,808Strategy to Protect Greenspace and Natural Settings

To establish a network of parks, pedestrian paths and bicycle trailsBromont conferred all of its development rights for 356 hectares to theNature Conservancy of Canada. This way, whatever the municipality’sintentions may be in the future, the lands remain protected and exemptfrom development. The first phase of the strategy will protect about onequarter of the land, most of which borders lakes, rivers and theequestrian site of the 1976 Olympics. Transferring these rights alsoguarantees that the high quality of the city’s natural environment will bemaintained and enhanced, something that will support many of ittourism-based businesses. Bromont has also amended its developmentguidelines to focus on the harmonious use of lands so that, as otherareas are developed in future, the environment will be preserved.



QUÉBEC CITY, Quebec Population: 500,000Master Plan for Planning and Development

When 13 municipalities were amalgamated into the new Quebec City in 2002, it was clear that a plan to control sprawl, integrate public tran-sit, redevelop sites, and preserve the natural environment was needed.The City established a series of guidelines to encourage developers tolocate new subdivisions in areas that already have municipal services andinfrastructure. To promote densification, vacant or disused industrialbuilding sites are the first choice for new housing units, and new busi-nesses are encouraged to take advantage of the city’s existing commer-cial sector. Similarly, transportation planning aims to improve QuébecCity’s main arteries, modernize its public transit system, and upgradeand expand the bicycle path network. The City also excluded 572hectares from development to protect forests and agricultural lands.

VILLAGE OF PERTH-ANDOVER, New Brunswick

Population: 1,908Sustainable Financial Management Initiative In only six years, Perth-Andover has gone from having the 6th largestdebt of all the villages in New Brunswick to being debt-free. Under theguidance of five key policies, the village set in motion a “pay-as-you-go”philosophy across all departments, created 10-year plans for capitalrenewal, and, each year, develops a business plan for its operations. Without any borrowing, and by using aggressive debt-reduction initia-tives, the village completed several capital projects, including doublingthe size of its lagoon water treatment system, purchasing and develop-ing land for an industrial park, and completing a downtown waterfrontenhancement project. The village also established an employee incentiveprogram. Staff at the local recreation facility have benefited directly from financial surpluses.

SUSTAINABLE TRANSPORTATIONCAPITAL REGIONAL DISTRICT, British ColumbiaPopulation: 325,754 Along the Path to Sustainable Transportation — The Capital Region Experience There’s a reason why more than eight million bicycle trips are made inthe Capital Regional District (CRD) each year. Ten years ago, the CRDdecided to add cycling infrastructure to its urban design. It created acycling network that would link every neighbourhood to every businesscentre, school, university and park. Working with BC Transit and theprovincial government, the CRD adopted new policies that ensureannual funding for cycling infrastructure is added to all major planningprojects. Today, CRD residents enjoy over 300 kilometres of bikeways,including dedicated bike lanes and two refurbished railway corridorsthat see more than 500 cyclists per hour during peak times. An addi-tional 250 kilometres of bikeways are planned. This will reinforce theRegion’s title as the Cycling Capital of Canada.

CENTRAL OKANAGAN REGION, British ColumbiaPopulation: 147,739Central Okanagan Smart Transit Plan

The three municipalities that make up the Central Okanagan Regioncame together to create a plan to guide regional development andrespond to population growth. Central Okanagan’s Smart Transit Plan will guide land use and transportation over the next 15 to 20 years. Thefirst step was to define a hierarchy of public transit services aimed atincreasing ridership within the Region. The plan includes 30 land-usetransportation planning and design guidelines, all of which encouragetransit-oriented design. Initiatives include the acquisition of three lowfloor hybrid buses that will potentially cut emissions and fuel costs byup to 60 percent. Another project involves implementing signal priori-ty measures on several transit routes operated by Kelowna RegionalTransit. This will be done in conjunction with the Region’s emergency vehicle system.

CITY OF CALGARY, AlbertaPopulation: 878,866Traffic Signal Priority Calgary Transit is using traffic signal priority (TSP) equipment todecrease transit delays, reduce wear and tear on its bus fleet and cutgreenhouse gas emissions. Two hundred buses are equipped with a TSPemitter that sends an infrared signal as the bus approaches a traffic sig-nal. The signal then responds by extending the green or shortening thered light. Similar technology is used to give priority to the City’s firedepartment vehicles. The TSP equipment installed on three quarters othe traffic signals on Route 3 (one of Calgary’s busiest transit routes)has decreased transit delays at traffic signals by 16 percent, and reducedgreenhouse gas emissions by 22 tonnes. With Route 3 buses no longerstarting and stopping as often, the City has also saved approximately

$4,600 in annual fuel costs.

CITY OF SASKATOON, SaskatchewanPopulation: 196,811Saskatoon Transit BioBus Project The biodiesel revolution that has been building in many Canadian com-munities has arrived in Saskatoon. Over a two-year period, SaskatoonTransit studied the benefits of blending five percent locally producedbiofuel with regular diesel fuel (B5) in four of its buses. The study’sapproach, developed by the University of Saskatchewan, included weekly tests of crankcase oil and oil filters, engine wear and energy consumption. After 18 months of research, the B5 blend was found to reduceengine wear by 27 percent for city driving, save 2.1 cents per litre onfuel and cut greenhouse gas emissions by 7.6 percent. Saskatoon Transi

is continuing to study the benefits of biodiesel in 17 new hybrid buses




TOWN OF ROSEMÈRE, Quebec Population: 13,391Projects to Reduce Greenhouse Gas Emissions from Vehicles

When the Town of Rosemère adopted its first environmental policy inSeptember 2005, town officials discovered that a majority of emissionscame from the transportation sector and that air quality was becominga concern for town residents. To address the issue, Rosemère purchasedtwo fuel-efficient “Smart Cars” for use by town staff, implemented acity-wide anti-idling campaign and installed devices on the fuel lines of four fire safety vehicles to reduce noxious emissions. One of its largestdiesel vehicles now runs on vegetable oil recovered from the local foodservice industry, a move that could cut emissions by as much as 80 per-cent. Although the town chose to begin with transportation initiatives,its new environmental policy also covers issues such as waste diversion,soil and air quality and public awareness.

WASTEWATERCITY OF ABBOTSFORD, British ColumbiaPopulation: 115,463Stormwater Runoff Management System Working in partnership with a residential developer, Abbotsfordimplemented a sustainable stormwater runoff management system thatbenefits a new development as well as a nearby golf course. Sincedrainage for the subdivision runs into a portion of the golf course, thesystem takes advantage of the area’s topography to channel all surfacestormwater runoff into a system of biofiltration ditches. The ditches areconstructed along the rear of the sixth fairway. They intercept stormwa-ter before it flows onto the golf course. Water then drains into a pipebetween the subdivision and the golf course and into a new water fea-

ture, a retention pond, on the eighth fairway. The developer savedabout $20,000 by not constructing two concrete water detention tanks.These savings were passed on to the golf course to stabilize aneroding ravine.

CORPORATION OF DELTA, British ColumbiaPopulation: 96,950Holly Park Synthetic Turf Project In an area characterized by poor drainage and a high water table,athletic fields in Delta can often flood and then sit unused for days. InDelta’s Holly Park, however, a synthetic turf field drains stormwateraway while retaining the water during drier periods. Synthetic turf looksand feels like real grass but requires no mowing, fertilizing or watering.Permeable material made from sand, recycled rubber tires and running

shoes, and a perforated piping system below the turf direct stormwaterthrough the centre of the field and into a retention pond. The adjacentparking lot is also constructed using porous materials, allowing water topercolate slowly into the ground. Annual water savings are estimated at870,000 litres. The park also features programmable outdoor lighting. Washrooms have programmable door locks and waterless urinals.

CITY OF CAMPBELL RIVER, British ColumbiaPopulation: 28,456 Application of Biosolids at the Norm Wood Environmental Centre

Campbell River is using wastewater biosolids to fertilize poplar trees. A10-hectare plot adjacent to the Norm Wood Environmental Centretreatment plant was planted with 4,800 hybrid poplar trees. Turf grass was planted around the perimeter of the site to capture nutrients fromthe biosolids and reduce runoff. The trees that received the biosolidhave outgrown those planted in the buffer area by 300 percent, with anaverage growth of three metres in 16 months. Four wells were alsoinstalled to monitor groundwater quality. The City has reported nonegative effects from the application of the biosolids. Not only iCampbell River saving the costs of transporting the biosolids, it isimproving the organic content of local soil and will recover other costsby selling the harvested timber.

REGIONAL DISTRICT OF NANAIMO, British Columbia

Population: 127,016Liquid Waste Department ISO 14001 Environmental Management System Nanaimo’s Environmental Management System (EMS) has createdlong-term solutions and implemented proactive decision making at itsLiquid Waste Department (LWD). Once constrained by a fragmentedsystem with minimal communication and procedural documentationthe LWD is now reaping the benefits of the ISO 14001 frameworkUnder the new system, the LWD saves 23,000 litres of water per yearby reusing wastewater effluent. It consumes 14 percent less electricityand uses biogas for heating. All emergency and operational procedureare documented for future employees to follow. The LWD is nowcommitted to attaining LEED certification for all new buildings. Thecommunity has also benefited from fewer odours coming from the

treatment plant and enjoys a new community garden on the site of twoold LWD greenhouses.

CITY OF VANCOUVER, British ColumbiaPopulation: 545,671Sustainable Streetscape Vancouver’s Crown Street is the city’s first sustainable streetscape. Aportion of the street was badly deteriorated and stormwater runoff wasaffecting two of the last salmon-bearing streams in Vancouver, both o which are part of the area’s local watershed. The street wanarrowed, vegetated ditches and retention ponds were built, and structural grass sturdy enough to support vehicles and prevent grass fromcompacting was added to either side of the street. The vegetation filtersout pollutants and any stormwater overflow is directed to the ponds

This protects the streams from rainwater surges. Over the next five years, water quality and infiltration volume data will be collected andcompared to those of a neighbourhood street that uses a standardcurb-and-gutter drainage system.



CITY OF RICHMOND, British ColumbiaPopulation: 164,345Garden City Community Park

Garden City Community Park is an eight-hectare area that combinesnative deciduous forest with a park and playground, an arboretum, a wetland and a lake. A newly constructed pond and ditch system wasconnected to an engineered wetland to reduce flooding of the city’supland areas and naturally filter out pollutants. Runoff flows first intothe pond, then to an open ditch, and finally to the wetland, whichincludes such natural filters as cattails, rushes and sedge grass. The exist-ing forest of birch, cottonwood and alder trees extends to the pond andshores up the banks of the pond and ditches, preventing erosion. Although this area of the city is prone to flooding, since the pond wasconnected to the stormwater drainage system in 2005, the City hasreceived no complaints.

TOWN OF OKOTOKS, Alberta

Population: 11,664Waste Matters — Innovation in Wastewater Treatment Okotoks’ new composting system uses wastewater biosolids to generate4,000 tonnes of compost each year. This reduces energy use and emis-sions by 30 percent and 28 percent, respectively. Developed in Finland,the system separates solids from wastewater at the beginning of theprocess. Removing solids first ensures that enough nutrients remain toproduce the heat required in the composting system. The solids aretransferred to a fully contained composting unit and mixed with woodand yard waste to produce Grade A compost. In conjunction with thetown’s existing UV disinfection system and a new biological nutrientremoval system completed in early 2006, effluent discharged to thenearby Sheep River meets or exceeds provincial and federal quality requirements.

MUNICIPALITY OF PICTOU COUNTY, Nova ScotiaPopulation: 46,965East River Environmental Control Centre Biosolids Processing Facility

Pictou County’s East River Environmental Control Centre (ERECC)facility is the first wastewater treatment plant in Nova Scotia to use anRDP EnVessel™ pasteurization process along with its sludge dewater-ing equipment. In the RDP process, the sludge is heated, lime is addedto the mix, and the material is reheated to 70ºC to destroy pathogens.The resulting biosolids exceed provincial guidelines for all types of harmful substances, including arsenic, fecal coliforms, mercury, cadmi-um and lead, and are classified as “Exceptional Quality” (EQ). BecauseEQ biosolids may be used without restriction, Pictou County is consid-

ering different applications, such as forestry, agriculture, horticultureand topsoil production. Two other similar projects are now being devel-oped, one in Nova Scotia and one in Prince Edward Island. Both willbenefit from Pictou’s experience.

WATERCITY OF CAMPBELL RIVER, British Columbia

Population: 28,456Watershed Protection for the City of Campbell River Campbell River’s watershed consists of a series of lakes, one of which iJohn Hart Lake, the city’s drinking water source. Protecting such alarge watershed is a complex and challenging task, particularly since the watershed supports such a diverse range of activities, including forestrymining, power generation, and recreational uses. The watershed is alsothe traditional territory of several First Nations bands. Campbell River’s watershed plan, which predates provincial legislation that requires alB.C. communities to have such a plan, covers pollution preventiondevelopment guidelines, best practices, land use and risk managementOne of the plan’s first moves was to restrict activities along the shore ofJohn Hart Lake to ensure that the source of drinking water remains safefor the public.

LAKELAND COUNTY, AlbertaPopulation: 4,959Lac La Biche Watershed Project

With 152 lakes within its municipal boundaries, Lakeland County’ watershed management plan aims to protect human health, improv water quality and encourage healthy land use. The county focused onits largest lake, Lac La Biche, which has shifted in recent years from aeutrophic (fertile) lake to hypereutrophic (highly fertile). This haoccurred because higher levels of certain nutrients were present. Usingcaffeine sampling, the county discovered the source of contaminationand through other monitoring and sampling methods detected highlevels of fecal coliforms and E. coli . As a result, the county is reviewingall municipal land-use bylaws with the goal of implementing better

water management practices. The county is also discussing constructionof a new wastewater treatment plant, and has earmarked $15 million fo water and sewer upgrades.

TOWN OF DRAYTON VALLEY, AlbertaPopulation: 5,801Solar Bee Pond Circulators for Wastewater Treatment Facility Drayton Valley is the first Western Canadian municipality to use solaenergy to treat wastewater. Previously, the town used electricity gener-ated by fossil fuels to operate the centrifugal blowers that bring oxygeninto its wastewater lagoons. The high cost of electricity, however, wasprohibitive. The “Solar Bee” pond circulators float on top of thelagoons and work with the existing blowers. Solar panels generate theelectricity needed to run the water circulation machines, which mix the water and accelerate the biological process. Based on 2003 electricityrates, Drayton Valley expects the system to save about $130,000 per year in electricity costs with a payback period of less than four years. Theuse of this technology will reduce greenhouse gas emissions by morethan 2,000 tonnes.



REGIONAL MUNICIPALITY OF PEEL, OntarioPopulation: 988,948Water Efficiency Retrofit Program

In 2005, one third of 6,551 apartment units operated by Peel’s non-profit housing company were retrofitted for water efficiency. More than2,000 units received new six-litre toilets, low-flow showerheads andbathroom and kitchen tap aerators. Pre- and post-retrofit monitoringfound that water demand dropped by 60 percent, for an average savingsper unit of 312 litres per day. By the end of the second phase of the Water Efficiency Retrofit Program, two thirds of all the units will beretrofitted. The Region’s initial investment will be paid back in less thantwo years, with savings of $215,000 each year thereafter. The success of this initiative is the impetus for future retrofits in other municipalfacilities.

REGIONAL MUNICIPALITY OF YORK, OntarioPopulation: 729,254

Water for Tomorrow York Region tapped into a surefire way to cut costs, save water andprotect the environment with its Water for Tomorrow program. Theprogram targets all major water users and the Region offers retrofit andeducational programs for youth, residents and businesses. York alsoinstituted a region-wide leak detection program that fixes water systemlosses before they become expensive problems. So far, the leak detectionand retrofit initiatives have netted the greatest results, with combined water savings of almost 22 million litres. Not only has water been saved,but with the installation of new water conservation devices in homesand businesses, more than seven million cubic metres of natural gashave been saved, cutting emissions by about 14,000 tonnes each year.




Documents

Palmarès Canadien 2006 & Rex