City of Kingston Report to Council Report N umber 20-219

To: Mayor and Members of Council From: Peter Huigenbos, Commissioner, Business, Environment & Projects Resource Staff: Julie Salter-Keane, Manager, Climate Leadership Division Date of Meeting: October 20, 2020 Subject: Climate Leadership Plan Update, Appointment of Community Advisory Group and Update on Climate Leadership Division Initiatives Council Strategic Plan Alignment:

Theme: 1. Demonstrate leadership on climate action

Goal: 1.1 Reduce greenhouse gas emissions by 15% across the City's operations by 2022.

Sub Goal: 1.1.3 Update and combine the corporate climate action plan and the community climate action plan into a Climate Change Management Strategy, including the addition of climate adaptation planning

Executive Summary:

The purpose of this report is to present an update to Council regarding the development of the Climate Leadership Plan and to recommend approval from Council for the creation of a community advisory group for the Climate Leadership Plan.

Council’s 2019-2022 Strategic Plan includes a commitment to update and combine the corporate climate action plan and the community climate action plan into a Climate Change Management Strategy (further renamed to the “Climate Leadership Plan”), including the addition of climate adaptation planning.

The first phase in the development of the Climate Leadership Plan (CLP) was having the consultant, WSP, assess the current community context for the CLP, including emission sources, potential reduction pathways, immediate and long-term climate risks, and existing policies and community drivers. Report to Council Report Number 20-219

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The first phase has concluded with WSP delivering Interim Report #1 (Exhibit A) which synthesized the results of the consultant’s context analysis into a Strategic Framework, outlining the draft vision and guiding principles for the project as per Council’s strategic priorities and the requirements of the RFP for the CLP. The interim report begins to frame the gap between current conditions and the City’s goal for carbon neutrality.

Key to the success of the CLP process is the establishment of a well-balanced advisory group of engaged stakeholders. The Kingston Climate Leadership Plan Community Advisory Group is recommended to be comprised of key community groups that may not have the technical knowledge associated with sector specific greenhouse gas (GHG) emissions, but whom have a significant role to play in the community in terms of outreach or future program design.

Mitigation and adaptation technical advisory teams were established early in the project start-up. These teams are comprised of both city staff and external technical professionals that provide the WSP technical team and City input on the analysis and outcomes of the CLP. These technical advisory interdisciplinary teams were designed to represent some of the most critical infrastructure, services and stakeholders within the community, allowing for diverse and experienced input.

This report also provides a progress update on the Climate Leadership Division Initiatives from the Corporate Strategic Plan and motions of Council. These initiatives target reductions in community emissions.

Recommendation:

That a Kingston Climate Leadership Plan Community Advisory Group be established, as outlined in Report Number 20-219; and

That the composition of the Kingston Climate Leadership Plan Community Advisory Group consists of:

• Representative of Kingston Economic Development Corporation • Representative of Tourism Kingston • Representative of Kingston Environmental Advisory Forum • Representative of Indigenous community • Representative of 350 Org Kingston • Representative of Greater Kingston Chamber of Commerce • Representative of Kingston Climate Hub • Representative of Downtown Kingston Business Improvement Area • Representative of Extinction Rebellion Kingston (Youth representation) • Representative of Wintergreen Renewable Energy Co-operative • Representative of Limestone District School Board • Representative of Algonquin & Lakeshore Catholic District School Board • Representative of Conseil des écoles publiques de l’Est de l’Ontario • Representative of Conseil des écoles catholiques du Centre-Est • Representative of the Alma Mater Society (AMS) of Queen’s University Report to Council Report Number 20-219

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• Representative of the student government of St. Lawrence College • Representative of Loving Spoonful • Representative of Sisters of Providence – Climate Change Division

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Authorizing Signatures:

Peter Huigenbos, Commissioner, Business, Environment & Projects

Lanie Hurdle, Chief Administrative Officer

Consultation with the following Members of the Corporate Management Team:

Paige Agnew, Commissioner, Community Services

Brad Joyce, Commissioner, Corporate Services

Jim Keech, President & CEO, Utilities Kingston

Desirée Kennedy, Chief Financial Officer & City Treasurer Not required

Sheila Kidd, Commissioner, Transportation & Public Works Report to Council Report Number 20-219

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Options/Discussion:

Building on the work already completed by the City, the CLP has been initiated to provide an integrated corporate and community climate change management strategy as per Council's Strategic Priority, to Demonstrate Leadership on Climate Action. The CLP will assess the likely impact of existing initiatives and defines further required actions to chart a clear path to achieve the target of carbon neutrality by 2040. Throughout, the economic benefits of the transition to a low carbon society will be acknowledged, to highlight opportunities for economic development and community prosperity. In addition, the CLP will also identify key climate change risks and vulnerabilities, providing guidance on opportunities and adaptation measures to make Kingston more resilient to changing climate conditions and extreme weather.

The strategic framework, aligning with Council’s strategic priorities, connects these underlying community drivers to the draft long-term vision presented in Interim Report #1 (Exhibit A). The draft vision was developed based on the vision of the 2014 Climate Action Plan and Council’s strategic priority for demonstrating leadership on climate action. In line with the Natural Step’s framework for Integrated Community Sustainability Planning, the CLP will foster continued transformational change at the community level by engaging community leaders and the public on priority actions to bridge the gap between the current state and where the community wants to be in future.

To reach carbon neutrality by 2040, a critical step in that process is community and stakeholder engagement. The CLP will provide a clearly defined path to reach carbon neutrality in both the corporate and community scope. Building consensus and educating stakeholders and the community through effective discussions, collaborative action and obtaining community-based collaborative effort will be needed.

The development of the CLP will be supported by the local and technical knowledge and insights of the committees described below. As members of a committee, these participants will act as a liaison and conduit to their own, respective stakeholder groups.

Community Advisory Group The Community Advisory Group (CAG) will consist of representatives of key community groups that may not have the technical knowledge associated with sector specific GHG emissions, but whom have a significant role to play in the community in terms of outreach or future program design.

It is expected that representatives who sit on the CAG will serve as a sounding board for the project team and provide insight into community sentiment and proposed actions of the CLP before conducting a public meeting. The purpose of CAG meetings is to obtain feedback on how to achieve uptake and participation in actions that require public/consumer involvement and change.

In order to reach out to representatives from across diverse organizations, staff and WSP considered the composition of the 2019 Working Group on Climate Action as a basis for the Report to Council Report Number 20-219

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Page 6 of 11 recommended composition of the Climate Leadership Plan CAG. Staff recommend the following members and are seeking Council’s approval:

• Representative of Kingston Economic Development Corporation • Representative of Tourism Kingston • Representative of Kingston Environmental Advisory Forum • Representative of Indigenous community • Representative of 350 Org Kingston • Representative of Greater Kingston Chamber of Commerce • Representative of Kingston Climate Hub • Representative of Downtown Kingston Business Improvement Area • Representative of Extinction Rebellion Kingston (Youth representation) • Representative of Wintergreen Renewable Energy Co-operative • Representative of Limestone District School Board • Representative of Algonquin & Lakeshore Catholic District School Board • Representative of Conseil des ecoles publiques de l’Est de l’Ontario • Representative of Conseil des ecoles catholiques du Centre-Est • Representative of the Alma Mater Society (AMS) of Queen’s University • Representative of the student government of St. Lawrence College • Representative of Loving Spoonful • Representative of Sisters of Providence – Climate Change Division

Technical Advisory Teams The Technical Advisory Teams were established early in the process that brought together city staff and external technical professionals that provide the WSP technical team and City input on the analysis and outcomes of the CLP. The technical advisory teams are engaged at key milestones during the project to ensure that opportunities are raised to present issues, or comment on direction or draft documents when required. This groups’ role is advisory on technical and regulatory matters.

The Technical Advisory Teams is divided into 2 focus groups.

Mitigation Technical Advisory Team The purpose of this group is to bring together professionals from affiliated organizations to provide technical insight on potential mitigation actions to be taken by the City or other influential local stakeholders. Members of this team include:

• Utilities Kingston & Kingston Hydro • Enbridge Gas • Hydro One • City of Kingston - Climate Leadership • City of Kingston - Business, Real Estate & Environment • City of Kingston - Transportation Services • City of Kingston - Planning Services • City of Kingston - Corporate Asset Management and Fleet Services • City of Kingston - Facilities Management & Construction Services Report to Council Report Number 20-219

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• City of Kingston - Solid Waste Services • City of Kingston - Communications • City of Kingston - Transit • CFB Kingston • Queens University • St. Lawrence College • Sustainable Kingston • SWITCH • Ontario Federation of Agriculture • Kingston Home Builders Association • Kingston Construction Association • INVISTA Canada

Adaptation Technical Advisory Team The Adaptation team brings together expertise from City staff and partner stakeholders to provide technical insights into how the City of Kingston’s built and natural assets, services, operations, and as a consequence, communities may be affected by climate change. This interdisciplinary team represents some of the most critical infrastructure, services and stakeholders within the community, allowing for diverse and experienced input. The Adaptation team will be an integral part of the process of identifying local climate change impacts (based on climate hazards and projections) and assessing the level of vulnerability and risk to the City in relation to each climate change impact. Committee members will draw on sector-specific knowledge, professional expertise and past events to help inform the vulnerability and risk assessment process and provide Kingston-specific context to better understand climate change impacts and their consequences. Members of this team include:

• Cataraqui Region Conservation Authority • Kingston Fire and Rescue • Kingston, Frontenac, Lennox & Addington Public Health • Utilities Kingston & Kingston Hydro • Hydro One • City of Kingston - Climate Leadership • City of Kingston - Business, Real Estate & Environment • City of Kingston - Engineering Services • City of Kingston - Parks Development • City of Kingston - Housing & Social Services • City of Kingston - Planning Services • City of Kingston - Communications Services • City of Kingston - Transit • City of Kingston - Corporate Asset Management and Fleet • United Way Kingston, Frontenac, Lennox and Addington • Kingston Field Naturalists • Sustainable Kingston • Property/Commercial Insurance Business Sector • Institute for Catastrophic Loss Reduction ICLR (Eastern Ontario Chapter Report to Council Report Number 20-219

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• Rural Advisory Committee

The CAG is only one of many engagement activities that will be undertaken in the development of the CLP. The City recognizes the importance of beginning the engagement as early as possible and using an iterative design approach to continuously exchange information and ideas throughout the process.

The general public will be provided the opportunity to offer input throughout the process through:

• public surveys and online tools (online and hard copies) o A climate impact survey will be launched on the “Get Involved” platform to inform the public of the climate hazards being assessed. This survey will help the City better understand how climate change is affecting our community today and in the future. The survey will also provide the public with the opportunity to comment on the draft vision that was derived from the 2014 Climate Action Plan and Council’s strategic priority to Demonstrate Leadership on Climate Action. The survey will launch on October 7th. o A mitigation program survey will be launched on the “Get Involved” platfrom to inform the Mitigation Team’s technical analysis. The purpose of the survey is to identify the willingness of stakeholders and the public to participate in sector- specific programs in the buildings and transportation sectors. • Public events (virtual and in-person when appropriate) • Focus group discussions • Virtual coffee chats • Information stations throughout the City – public libraries, community centres

This report is the first of a number of updates that Council will receive on the development of the CLP. These updates will be provided primarily through interim reporting which will include an update on the major milestones and final deliverables from the Consultant Team. The final CLP is scheduled to be presented to Council for approval in late 2021.

Community Climate Initiatives The following table provides a progress update on Climate Leadership Division Initiatives from the Corporate Strategic Plan and motions of Council. These initiatives target reductions in community emissions.

Initiative Progress Update Deliverables

Net Zero Community Staff are currently reviewing the Staff will present Improvement Program program rationale and training needs for Council and the the development community. community with an update later in 2020. Consultations with real Report to Council Report Number 20-219

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Initiative Progress Update Deliverables

estate financiers, contractors and developers were held earlier this year to help inform this work. Public engagement is expected to occur in fall 2020.

Community Energy A program design, feasibility study and A staff report to Retrofit Program a draft Local Improvement Charge (LIC) Council will come by-law is being prepared by staff in forward in Q4 2020 consultation with stakeholders. These that will include a documents are prerequisites to applying Local Improvement to the FCM Green Municipal Fund for Charge By-Law for financial resources to support program consideration. implementation.

Motion - Climate Action Approved by Council through Report Q4 Council Report Donation Fund to Reduce Number 20-131 on July 8, 2020. with project GHG’s Emissions in the recommendations Community Call for project applications launched on from KEAF. September 7th and closed on October 6th.

Public donation campaign will launch in December 2020.

Motion - Working Group Applicable actions within the City’s Q4 Information Report on Climate Action Report corporate operations is underway as to Council with a Implementation well as the development of new actions summary of the to implement the recommendations of implementation of the the report. action items. Report to Council Report Number 20-219

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Initiative Progress Update Deliverables

Motion – By-law to Public engagement complete. With local businesses prohibit open doors and dealing with COVID- windows in commercial 19 recovery, the timing establishments while the of bringing this policy air-conditioning is forward has been operating deferred, as per Report Number 20- 128. An update on timing will be provided to Council in Q4 2020.

Impact of Climate An update on timing Emergency on private will be provided to wells in rural Council in Q4 2020 as communities: per Report Number 20-128. Cataraqui Region Conservation Authority, KFL&A Public Health and City staff investigate long- term strategies to mitigate the impact of climate change on our most vulnerable rural residents who do not have access to municipal water sources and jointly report back to Council in Q3 2020.

Existing Policy/By-Law:

Kingston Strategic Plan 2019–2022

Notice Provisions:

None Report to Council Report Number 20-219

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Accessibility Considerations:

None

Financial Considerations:

None

Contacts:

Julie Salter-Keane, Manager, Climate Leadership Division 613-546-4291 extension 1163

David Roewade, Project Manager, Climate Leadership Division 613-546-4291 extension 1325

Other City of Kingston Staff Consulted:

Paul MacLatchy, Environment Director, Business, Real Estate & Environment

Andrea Gummo, Manager, Policy Planning, Planning Services

Allen Lucas, Manager, Research & Projects Office, Utilities Kingston

Therol Peterson, Manager, Facilities, Facilities Management & Construction Services

Brent Fowler, Director, Corporate Asset Management & Fleet

Julielee Stitt, Communication Officer, Communications & Customer Experience

Exhibits Attached:

Exhibit A Interim Report #1, Current Context, Climate Leadership Plan, WSP CITY OF KINGSTON Exhibit A Report Number 20-219 Report N umber: 201-01645-00

CLIMATE LEADERSHIP PLAN CITY OF KINGSTON

CURRENT CONTEXT

SEPTEMBER 2020

1 Exhibit A Report Number 20-219 CONTRIBUTORS

City of Kingston WSP

Elliott Cappell

Advait Moholé

Sabrina Coletti

Christine Furtado

Carolyn Johanson

Christina Schwantes

Antoni Paleshi

Anna Harman

Chelsey DiManno

WSP prepared this report solely for the use of the intended recipient, City of Kingston, in accordance with the professional services agreement. The intended recipient is solely responsible for the disclosure of any information contained in this report. The content and opinions contained in the present report are based on the observations and/or information available to WSP at the time of preparation. If a third party makes use of, relies on, or makes decisions in accordance with this report, said third party is solely responsible for such use, reliance or decisions . WSP does not accept responsibility for damages, if any, suffered by any third party as a result of decisions made or actions taken by said third party based on this report. This limitations statement is considered an integral part of this report. The original of this digital file will be conserved by WSP for a period of not less than 10 years. As the digital file transmitted to the intended recipient is no longer under the control of WSP, its integrity cannot be assured. As such, WSP does not guarantee any modifications made to this digital file subsequent to its transmission to the intended recipient . Exhibit A Report Number 20-219 OTHER CONTRIBUTORS

The Climate Leadership Plan i s bein g developed with technical input from the following organizations:

Kingston Home Builders Association Kingston Fire and Rescue

Cataraqui Conservation Authority Kingston Transit

City of Kingston Ontario F ederation of Agriculture

CFB Kingston Queens University

Enbridge Kingston’s Rural Advisory C ommittee

Hydro One St. Lawrence College

Institute for Catastrophic Loss Reduction Sustainable Kingston

INVISTA Canada SWITCH

Kingston, Frontenac, L ennox and Addington United Way Kingston, Frontenac, L ennox and Public Health Addington

Kingston Construction Association Utilities Kingston

Kingston Field N aturalists Exhibit A Report Number 20-219 Current Context

2018 Community KINGSTON’S CLIMATE ACTION VISION & HISTORY Profile Since 2009, the City of Kingston has e x p ressed its ambition to make Kingston Canada’s Most Sustainable City. Over the last decade, the C ity has developed an d refined a b r oad array of plans and programs to guide the community to wards this Population: goal. This i n cludes the 2014 Climate Action Plan, which represented a significant 129,292 first step to wards defining community ac ti ons to reduce carbon emissions and promote resilience in the face of climate change. Building o n the vision cr eated out of the extensive community engagement conducted for t he Kingston C limate Student Action P lan, this new Climate Leadership Plan is intended to guide the following Population: renewed long-term vision: 24,640 Projected Growth: Kingston is capable of producing a ll of the energy needed for 0.5% p er year local consumption and is responsible f or all GHG emissions created by the community. Kingston is a healthy and resilient community and is able to mitigate the risks and benefit from the 7.9 tonnes opportunities presented by a changing climate. Kingston has a CO2 of carbon thriving low-carbon economy that is compatible with b eing a sustainable community w ith a high quality of life. emissions 110 k g of landfill In 2019, the City of Kingston became th e first Ontario municipality to declare per waste climate change an emergency r equiring an urgent strategic response. A s such, person demonstrate leadership o n climate action h as been identified as one of the City’s 0.5 cars five strategic priorities, with management support provided by the Climate Leadership Division.

CLIMATE LEADERSHIP PLAN PU RPOSE & DRIVERS 9% Active Building on th e work already completed by the City, this C limate Leadership P lan Transportation (CLP) h as been initiated to provide an integrated c orporate and community climate change management strategyas p er Council's Strategic Priority, to 7% Transit Demonstrate Leadership o n Climate Action. It assesses the likely i m pact of existing initiatives and defines f urther required actions to chart a clear path to achieve th e 84% Personal City’s target of carbon neutrality by 2040. M ajor community p ar tners able to drive Automobile significant GHG reductions ac ross their buildings and fleets are important contributors to this plan. Throughout, the economic benefits of the transition to a low ca rbon society is acknowledged, t o highlight opportunities fo r economic 6% of Employees development and community prosperity. In a d dition, the CLP also identifies key Telework climate change risks and vulnerabilities, providing g uidance on opportunities a n d Mode Share From 2016 Census adaptation m easures to make Kingston more resilient to c hanging climate conditions and extreme weather. 60% Waste The strategic framework which co nnects these underlying community drivers to Diversion (2015- the City’s draft long-term vision i s presented o n the following p age. Bringing 2017) together the vision from th e 2014 Climate Action Plan Vision and council's strategic priorities and in line w ith the Natural Step’s framework for Integrated Community Sustainability Planning, the City intends the C LP to foster continued Number of transformational c hange at the community l evel by engaging community leaders Trees: 281,154 and the public on priority ac tions to bridge the gap between th e current state an d where the community w ants to be in future. The CLP provides technical and financial details to support the City’s decision-making and future development of Agriculture specific implementation p lans, training materials, community charters and Area: 10,192 ha ongoing o utreach programs. A plan to monitor s uccess in each stream is also outlined i n this plan as a vital component of the City’s management strategy . Forested Area: 14,83 ha Exhibit A Climate Leadership PlanReport Number 20-219 Strategic Framework

Kingston is capable of producing a l l of the energy needed for local consumption and is responsible for all GHG emissions created by the community.

Draft Long Term Vision Kingston is a healthy and resilient community and is able to mitigate the risks and benefit from the opportunities presented b y a changing climate.

Kingston has a thriving low-carbon economy that is compatible w ith being a sustainable community with a high quality of life.

By 2040, the annual community inventory indicates Annual reporting on Monitoring o f specific community energy risks; Risk re-assessment Monitoring Plan that local emission have been reduced b y 80 -100% compared to 2011 levels. Additional monitoring t ool s consumption t o gross every ~5 years; program to (Indicators & measure progress towards key implementation domestic product, locally monitor the number of Reporting Tools) milestones and interim t argets, such as transportation owned energy generation community partners with mode share. and number o f cleantech climate risk assessments jobs. and resilience plans.

Adaptation & Resilience Marketing plan to Strategy to address City-led policy and Community-led charter demonstrate priority climate impacts Next Steps & implementation plan with community p artner opportunities to improve through actions, policies, Recommendations including required short - sign off, describing local resource efficiency, and programs. term budget, resourcing external commitments energy independence, Detailed analysis and requirements and and city-supported and cleantech investment action plan for high - funding sources. actions. to add value t o the vulnerability infrastructure Kingston economy . assets or systems.

Identify viable strategic Assess vulnerability an d risk for critical City and tactical actions to Engage other community Provide an econometric infrastructure and meet targets over the leaders who have the analysis of key mitigation services, including in put next 20 years. Outline authority over assets an d actions, to illustrate the from key involved Kingston Climate transformational pre- gain their commitment to value-added local stakeholders. Identify Leadership Plan requisite projects and lead implementation economic activity and job priority climate change cost effective actions within their (Analysis) creation and increase i n impacts and provide short/mid/long -term control and are locally owned energy guidance on high -level recommendations via applicable to their generation. adaptation measures and lifecycle cost and emissions sector. marginal abatement cost available frameworks and analyses. programs.

Decision-makers lack Some stakeholders Climate action and evidence of locally capable of making renewable energy is still Absence of a clearly specific climate risks an d significant emissions seen by many as being in Current Context defined path to reach adaptation priorities reductions are yet to be conflict and / or in carbon neutrality for both necessary to build (Drivers) engaged in community competition with corporate and resilience to changing climate and energy economic development community emissions. climate conditions an d planning efforts in and prosperity. Kingston. extreme weather. Exhibit A Report NumberKey 20-219 terms

Plan Development Climate Change Adaptation: Adjusting to actual and e xpected future climate b y taking The Strategic Framework ( previous page) for the development o f Kingston’s C limate Leadership Plan is consistent with C40 Cities Climate Action P lanning Framework. T he CAP measures that reduce is a globally recognized framework u sed by hundreds of municipalities which s ets out the climate-related risks and essential components of a climate action plan to deliver a low-carbon resilience strategy vulnerabilities to people, consistent with (at a minimum) th e objectives of the Paris Agreement. The Framework h as infrastructure, economy, been a dapted below to summarize the CLP d evelopment process. and natural systems.

Climate Change Understand Mitigation: Reducing current emissions Prioritize k ey risks and vulnerabilities, and and avoiding emissions sources, existing plans of greenhouse gases into & programs, an d finalize actions to help identify climate and the City and the atmosphere to limit extreme weather community reduce the magnitude of f uture impacts in the City emissions and build climate impacts. resilience Carbon Neutrality: The outcome of a person, Prioritize organization, business, or Understand Assess Plan Implement and Finalize community avoiding or offsetting a s many Assess climate greenhouse gas vulnerabilities and emissions from the risks; Model an d environment as i t evaluate Kingston’s Develop action produces. carbon reduction plan with priorities pathway with input and key drivers for from community implementation Decarbonization: Th e stakeholders process of reducing carbon emissions through efficiency The Climate Leadership Plan process incorporates t he three core components o f an effective plan o utlined by the C40 Climate Action Planning Framework: improvements and switching to non- fossil  Commitment and collaboration: T he commitment to engage community and fuel sources of energy. . government stakeholders i n understanding climate risks a nd developing em issions reduction actions. Emission Factor: The amount of greenhouse  Challenges and opportunities: Ensuring t he plan considers baseline and existing gases discharged into the conditions, an d then evaluates future risks and opportunities f or adaptation an d atmosphere for a specific mitigation. unit of energy consumed, or other source.  Acceleration and implementation: T o support effective implementation, a ctions in the plan should be prioritized and include consideration for monitoring and evaluation. Greenhouse Gas: Any of the various gaseous compounds (such as carbon dioxide or Guiding principles methane) that ab sorb The Climate Leadership Plan follows the core principles that already guide the City’s infrared radiation, trap decision making, policy development and resource allocation as outlined in the 2019- heat in the atmosphere, 2022 Strategic Plan. These include: and contribute to the greenhouse effect. ― Environmental sustainability and stewardship to safeguard future generations; ― Fiscal responsibility and accountability to create efficiencies and synergies, balance Low Carbon Resilience tax and non-tax revenue, and manage debt effectively; (LCR): Represents a ― Promotion of social, economic and health equity; shared goal of reducing ― Urban and rural equity to balance appropriate service delivery across regions; climate change impacts ― Public engagement to collect diverse perspectives and to act fairly, sustainably, while also building responsibly and equitably on behalf of our citizens; resilience over time. LCR ― The measurement of service standards to ensure high quality customer service; actions seek to reduce ― Innovative approaches and new smart technologies to support fiscal management ; emissions while a lso and managing vulnerability

― Positive and inspiring work environments to attract and retain talent. to climate impacts. Exhibit A Report Number 20-219 A Low Carbon Climate change impacts include...

Resilience Approach Hotter In order to limit the impacts of climate change locally an d globally, it is imperative to reduce temperatures carbon emissions. However, climate change is already affecting the City of Kingston – causing including climate hazards and extreme weather events such as flooding, heat waves, storms, $$ increased droughts, p lus gradually rising temperature and p recipitation tr ends. The impacts of climate demand & costs change on communities, eco nomy, and infrastructure systems are highly i nterdependent. I f for cooling one infrastructure system fails or is damaged, it can have cascading impacts (when disruptions to a system cause second -order impacts via connections that are not physical, cyber, o r geographic in n ature) on other s ystems (C40 Cities, 2 017). To better understand an d manage climate change impacts in K ingston, the Climate Leadership Plan includes a climate change vulnerability and risk assessment, w hich w i l l inform ways the City and others can reduce (or adapt t o) priority risks a nd improve resilience. T he assessment b u ilds upon the risks identified in the 2014 Kingston Climate Action P lan to ensure evolving climatic changes are captured. Extreme weather- related health & safety Climate impacts Vulnerability Risk Assessment Resilience risks, e specially for Assessment measures vulnerable populations • Future climate • Sensitivity and • Likelihood of • Reduce conditions, adaptive impact and priority risks hazards and capacity consequence and take impacts assessment advantage of Warmer climate temperatures opportunities causing increased spread of invasive species, pests, a nd Simultaneously p ursuing both climate change mitigation and adaptation is considered best disease vectors practice for municipalities, and p rovides many b enefits and opportunities f or innovation. T h is approach, sometimes ca lled Low Ca rbon Resilience (LCR), is b ased on the notion that adaptation and mitigation share the g oal of reducing climate change impacts and b uilding Hot and dry s pells or resilience over time. drought, causing stress A Low Carbon Resilience approach w ill guide CLP decision -making and id entify on trees, plants and opportunities to address both mitigation (emissions reduction) and adaptation (reducing crops risks and vulnerabilities), capturing the co-benefits to the greatest extent possible. Actions to reduce emissions will b e examined against local climate risks, and an understanding o f any co-benefits and/or trade-offs w ill been established. Likewise, actions to adapt to priority risks Flooding and will highlight solutions that can support the C ity’s emissions reductions g oals. road washouts

Seen in t h e diagram below, consideration f o r the City’s climate risks a nd vulnerabilities will help ensure that actions to reduce emissions do not increase vulnerabilities, and will h elp guide the City towards ad aptive measures that align with emissions reductions targets.

Increase in combined sewer overflows

Low Carbon Resilience Adaption a ctions that resulting in flooding, Measures t h at reduce risks and damage, an d (e.g. increase emissions emissions (e.g. alternative energy spills into the more air conditioning, sources, zero emissions buildings, environment grey infrastructure nature based solutions, blue/green

L o w V u ln e r a b i li t y solutions) infrastructure)

Unsustainable Emissions reductions actions Blackouts and disruptions development that that exacerbate or create new to power supply increases emissions and vulnerabilities (e.g. low carbon vulnerability (e.g. ecosystem infrastructure b uilt in a flood degradation, etc). plain) Longer growing season and summer tourism H ig h V u l n e r a b il it y season High Emissions Low Emissions

Diagram ad apted from Low Carbon Resilience Interventions Case Studies at th e Building, Neighbourhood and Community Level sAd bya ptation to Climate Change Team -SFU, October 2019 Exhibit A Report Number 20-219 2018 Emissions Community Inventory & Targets Emission Sources BUILDINGS As a member o f the Federation of Canadian Municipalities' Partners f or Climate Protection p rogram since 2004, the City regularly r eports community an d Onsite combustion corporate greenhouse g as (GHG) emissions to m onitor progress toward its emission of fossil fuels, as well reduction targets. The most recent community i nventory, incorporating data for as emissions 2018, reports 1.21 million tonnes of carbon emissions over four sectors, summarize d generated during below. This represents a 6 % reduction from the City’s 2011 emissions, sh o wn as a production of gap from baseline. The two largest sources o f community em issions are buildings electricity. (43%) and transportation (36%). TRANSPORTATION 2018 COMMUNITY EMISSIONS BY SECTOR Combustion of 36% TRANSPORTATION fossil fuels by gas and diesel vehicles, the 3% 43% City’s b us fleet, BUILDINGS WASTE and planes. 18% AGRICULTURE AGRICULTURE

Transportation of food into the city. 6% Reduction 2011 BASELINE Farm activities such as raising livestock and The reduction s i n ce 2011 is primarily a result of a significant d ecrease in the emissions associated with s upply of electricity in O ntario, which has reduced tillage. building s ect or emissions by 16%. Conversely, C ity population g r o wth has increased WASTE emissions from food transportation i n the agriculture s e ctor by 8.7%. Decomposition of organic m atter in The 2018 Corporate Inventory i n dicates that emissions specific to municipal landfill and residential operations, and assets o w ned by the City of Kingston have decreased b y 12% since waste and wastewater 2011. The Corporate Inventory t racks emissions f rom city buildings and fleet treatment and vehicles, water treatment and distribution, streetlights an d traffic lights, and waste collected from C ity facilities. pumping.

TARGETS

The 2014 Kingston Climate Action Plan identified tar gets of reducing community emissions 15% b elow 2011 baseline levels b y 2020 and 30% by 2030. The City’s Strategic Plan (2019-2022) also targets a 15% reduction from 2018 Corporate Inventory Principles emissions by 2022 and carbon n eutrality for municipal operations no later than 2040. The City aspires to extend this leadership to achieve carbon neutrality across Relevant: Serves t he needs of the City in the Kingston community by 2040 as well. assessing its community e mission sources. The short-, medium- and long-term community targets that guide development of Complete: Includes all significant GHG emission sources within the chosen this p lan are summarized below. boundaries. Any exclusions are disclosed and justified. Consistent: Employs consistent methodologies to enable meaningful 2020 2030 2040 comparisons of GHG emissions o ver time. Accurate: Incorporates all available data Carbon and documents uncertainty where da ta -15% -30% is unavailable. Neutral Transparent: Records assumptions and calculation methodologies. Conservative: Uses estimates and assumptions that avoid under - representing resulting emissions. Exhibit A Report Number 20-219 Key Policies & Plans

KINGSTON’S STRATEGIC PLAN (2019-2022) MUNICIPAL ENERGY STUDY (2018) The Strategic Plan outlines Council’s v i sions and goals over The M unicipal Energy Study identifies s trategic long -term their f our year term. Goals are grouped i n to five strategic objectives t o reduce community em issions from energy u se, priorities, which include demonstrating l eadership o n expand l o cal energy generation, a nd enhance community climate action; increasing housing affordability; im proving prosperity. Developed t h rough scenario modelling and walkability, roads and transportation; strengthening stakeholder engagement, the Municipal E nergy Study economic development opportunities; and f o stering healthy outlines a recommended t rajectory to achieve a 5 0% citizens and vibrant spaces. reduction in community e m issions by 2041 through actions in the buildings and transportation sectors. The Strategic Plan defines specific actions, measurable targets and clea r timelines to achieve each priority. In HIGHLIGHTS particular, it defines a target to reduc e 2018 corporate GHG emissions 15% by 2022 and 100% by 2040 through retrofits, Buildings: Recommendations include developing an approach for net zero new development, carbon offsets, and other measures. COVID-19 response has forced the City to redirect human and financial resources to prtoect expanding conservation an d demand management programs and developing i ncentive programs for the community. In light of these significant changes, Council held a retrofits and renewables. Supporting ac tions session to review the status of priorities and redefine whcih include assessing the feasibility of district energy prioriities and initiatives it wishes to focus on recognizing that and b iogas production, an d expanding initiatives COVID-19 has impacted the city's ability to deliver on the previously such as Sustainable K ingston’s Green E conomy approved plan. Program and en ergy performance labelling o f municipal buildings. HIGHLIGHTS Transportation: Recommendations include Buildings: A residential retrofit program will be exploring a “Nodes an d Corridors” model th at launched in 2021. Recommendation s for a new build promotes sustainable urban growth th rough active net-zero policy and incentive program will be transportation and s trategic densification. F urther developed in 2020. Housing intensification policies actions include expanding electric vehicles a nd will result in 12,000 new units by 2050, including charging infrastructure, increasing the availability of 3,045 affordabl e housing units, 120 secondary units alternative transportation f uels and exploring and a tiny home pilot. partnerships for high speed rail.

Transport ation: The City wil l enhance active KINGSTON CLIMATE ACTION PLAN (2014) transportati on through an active routes to sc h ool program, inter-city route design, and a focus on The Kingston Climate A ction Plan Community p resented pedestrian access and sidewalk safety. community emissions and existing and potential community- Electrification of the municipal fleet will be pursued. led a ctions to achieve a 15% reduction b y 2020 and 30% by Waste: Organic waste collection will be increase d by 2030. focusing on pilot programs at s chools and multi- HIGHLIGHTS unit residentia l buildings. The City is targeting a 5% increase in it s wast e diversion r ate by 2025, fr om the Buildings: Reduction m easures included incentives for current r ate of 60% to 65%. energy retrofits, energy a udits at the time of p urchase or s a le, and local energy generation.

Agriculture : Food security will be promoted Transportation: Actions included increasing active through farmers markets, farm to table programs, transportation and transit, increasing fuel e fficiency of community gardens and edible forests. The tree local fleets, a nd changing driving p ractices. canopy will be increased through planting 7,850 Waste: Reduction m easures included increasing trees. diversion of organics from l andfill.

MUNICIPAL STUDIES & PLANS LOCAL COMMUNITY INITIATIVES City of Kingston’s O fficial Plan (2017) Cataraqui Region Watershed Report Card 2018 Strategic Plan 2019 Year-End Update (2019) Get Ready Kingston: Personal Emergency Preparedness G uide Working Group on Climate Action Report (2019) #YGK Climate Action Kingston Transportation Master Plan (2015) Sustainable Kingston Annual Reports ( 2 018 & 2019)

P l ans Walk ‘n R oll City of Kingston Active Transportation M aster Queen’s Climate Action P lan (2016)

Plan (2018) St. Lawrence College GHG T argets and Reports ( 2018) City of Kingston 2018 Community GHG Inventory (2020) Kingston Community Garden Network Webpage (2016) City of Kingston 2 018 Corporate GHG Inventory (2019) Annual Climate Change Symposium Municipal Green Building Policy (2004) Observed Conditions & R egulated Outflows in 2 0 17 , Causes of the 2019 City of Kingston Energy Conservation And Demand High W ater Event and Causes of the 2017 High W ater Event Management Plan for Municipal Buildings (2019 – 2024) Kingston Biosolids and Biogas Master Plan (2019) PROVINCIAL & NATIONAL INITIATIVES City of Kingston Commercial Land Review (2016) 2020 Provincial Policy Statement S t udi es & Population, H ousing & Employment G rowth Forecast, 2016 to Green Economy L eader Program 2046, Final Report (2019) An Assessment of the Impacts of Climate C hange on the Great Lakes Climate Change and City of Kingston: Impacts Risks, Global Covenant of Mayors Canada Showcase Cities Initiative Opportunities and Priorities (2014) Federal Portfolio Clean Electricity and Carbon Neutral Commitments (2 019) City of Kingston Drought Protection Strategy (2015)

O t her Kingston’s Urban Forest Management Plan (2011) Kingston’s Electric Vehicle (EV) Strategy W ebpage (2018) Exhibit A Report Number 20-219 Current Climate Initiatives

Based on the studies, plans and policies already completed b y the City, a number of significant climate initiatives ar e already in progress or under development. S everal community o rganizations also h ave established commitments and carbon r ed uction plans in place. These actions, summarized b elow and further detailed in later sections o f this report, will meaningfully contribute to achievement of the City’s climate goals in the short and long te rm.

INITIATIVE DESCRIPTION STATUS

EFFICIENCY AND CARBON The City is consulting w ith developers, h omebuilders a nd other Under STANDARDS FOR NEW stakeholders to develop a community n et zero incentive program development BUILDS for construction of commercial and multi -residential buildings.

The City is developing a n energy retrofit program f or property RETROFIT PROGRAMS Under owners targeting specific appliances with high capital cost and high FOR HOMES development carbon reduction i m pact such as geo -exchange and solar hot water.

Major institutional partners with emissions reduction targets and G S CARBON REDUCTION plans include Queen’s University, St. Lawrence College, the N PLANS FOR MAJOR Department of National Defence and Correctional Service Canada. In progress INSTITUTIONS Energy r etrofits of City Buildings w ill also achieve an es timated 2 -3 percent r e duction of corporate GHG reduction b y 2022. B U IL DI The Mid-Rise and Tall Buildings P olicy (also known as the D ensity By NEW DEVELOPMENT Design program) will guide future development of buildings o f more Under DENSITY than four storeys. Strategic density is currently aimed a t Williamsville development and the central b usiness district.

With funding support from the Federal and Provincial governments, the city MUNICIPAL FLEET has purchased 2 electic buses. Delivery is expected in 2021. Light duty

TI O N ELECTRIFICATION replacement vehicle purchases planned for 2020 were deferred to 2021. In progress TARGETS The city has also purchased its first 2 electric ice resurfacers with an TA anticipated delivery date of early Q2 2021.

ACTIVE TRANSPORTATION Walk ‘n Roll, the City of Kingston’s Active Transportation Master Plan, targets a 20% active transportation m ode share by 2034 through INFRASTRUCTURE In progress significant investment in public pedestrian and cycling networks, INVESTMENTS

TR A N S P O R public safety, and transit corridors.

To achieve the City’s t arget of 65% waste diversion b y 2025, green bin collection has been expanded t o 200 multi -residential u nits and WASTE DIVERSION fees for o rganic waste collection have been eliminated f or In progress PROGRAMS elementary schools. Pilots at 20 schools are planned, and f urther changes to the City’s Integrated Waste Management P lan are being developed.

RENEWABLE NATURAL The Kingston Biosolids and Biogas Master Plan i s in its final phase, Undergoing GAS PRODUCTION FROM and recommends renewable natural gas production at a stand- public WASTEWATER AND alone integrated biosolids and source -separated organics (SSO)

W AS T E consultation ORGANICS processing facility on City-owned land known as Knox Farm.

New zoning interpretations and guidelines will streamline licensing and infrastructure f or farmers markets, community gardens and LOCAL FOOD PROGRAMS In progress edible forests. Improved access to street food an d support for farm - to-table initiatives are also being pursued. R E

The City has completed planting of 1,500 n ew trees, w ith a further L T U commitment to increase the tree canopy by a total of 7,850 trees.

I C U REFORESTATION The Cataraqui Region Conservation Authority also offers a t r ee In progress planting program for rural landowners in partnership with th e

A G R Forests Ontario 50 Million Tree Program.

The City’s Get Ready Kingston program helps residents prepare for EMERGENCY climate hazards and impacts such as power o utages, extreme In progress PREPAREDNESS weather, an d food shortages. The City also re -posts extreme heat

C E PLANNING and cold alerts and provides dr op- in centers during hot and cold weather. EN The City of Kingston, Utilities K ingston, Cataraqui Conservation h ave several programs that help residents prepare for f looding. Cataraqui FLOOD PROTECTION AND Conservation produces floodplain m aps, water quality reports, and In progress WATERSHED HEALTH drought w arnings. The City has a rain barrel program and other incentives for homeowners t o better manage and conserve rainwater on their property . C L I M A TE R ES