THE CORPORATION OF THE DISTRICT OF CENTRAL SAANICH
COMMITTEE OF THE WHOLE Monday, March 15, 2021 - 6:00 PM Council Chambers
As the District is doing its part to avoid public gatherings, all Committee of the Whole meetings are being broadcast live here. If you wish to speak or make a submission, you can email [email protected], call 250-652-4444 or deliver via the drop box at the front door prior to 12:00 noon on the day of the meeting.
(Please note that all proceedings of Committee of the Whole Meetings are live streamed and video recorded on the District's website)
AGENDA
1. CALL TO ORDER
2. ACKNOWLEDGEMENT We respectfully acknowledge that the land on which we gather is the traditional territory of the W̱ SÁNEĆ people which includes W̱ JOȽEȽP (Tsartlip) and SȾÁUTW̱ (Tsawout) First Nations.
3. APPROVAL OF AGENDA
3.1. Agenda of the March 15, 2021 Committee of the Whole Meeting Recommendation: That the agenda of the March 15, 2021 Committee of the Whole meeting be approved as circulated.
4. ADMINISTRATION & FINANCE
4.1. Alternative Property Tax Scheme Pg. 3 - 6 Report from the Director of Financial Services, dated March 11, 2021.
Recommendation: That staff be directed to bring forward an Alternative Tax Scheme Bylaw to implement a July 2nd due date, with a 5% penalty applied to outstanding balances after July 2nd, and a further 5% applied after the first business day in September (option three).
4.2. COVID Recovery for Businesses Pg. 7 - 20 Report from the Manager of Community Services, dated March 4, 2021.
For information.
4.3. Central Saanich Climate Action Pg. 21 - 77 Report from the Director of Planning and Building Services, dated March 11, 2021.
Late item: Correspondence from CSCA - March 15, 2021
Recommendation: That the District fund a permanent full time Climate Action and Natural Environment Coordinator position as included in the draft 2021 Financial Plan.
4.4. Capital Programs and Asset Management Presentation Pg. 78 - 103
Late items: • Presentation from the Director of Financial Services, dated March 15, 2021. • "What We Heard" Budget 2021 Public Engagement Summary, dated March 15, 2021.
5. ADJOURNMENT
Committee of the Whole Agenda March 15, 2021 Page 2 of 103 The Corporation of the District of
Central Saanich
COMMITTEE OF THE WHOLE REPORT
For the Committee of the Whole meeting on March 15, 2021
To: Christine Culham File: Chief Administrative Officer
From: Troy Ziegler Priority: Strategic Director of Financial Services Operational
Date: March 11, 2021
Re: Alternative Property Tax Scheme
RECOMMENDATIONS: That staff be directed to bring forward an Alternative Tax Scheme Bylaw to implement a July 2nd due date, with a 5% penalty applied to outstanding balances after July 2nd, and a further 5% applied after the first business day in September (option three).
BACKGROUND: The District currently follows the general property tax collection scheme as detailed in Section 234 of the Community Charter. Municipalities are required to follow this section unless they have an alternative tax scheme Bylaw. Under Section 234 taxes for a year are due on July 2nd, or the first business day in July, and a late payment penalty of 10% is applied to balances outstanding after that date.
Section 235 and 236 of the Community Charter allow municipalities, by bylaw, to select alternate tax payment due dates and penalty schemes.
Due to COVID-19 in 2020, the Province implemented an alternative tax scheme for assessment classes 4, 5, and 6 (Major Industry, Light Industry, and Business) extending the due date to September 30th, with a 10% penalty applied after that date. The District also implemented an alternative 2020 scheme for all other assessment classes with a due date of July 2nd, a penalty of 3% applied after July 31st, and a penalty of 7% after September 30th.
Council has requested staff to provide alternative tax scheme options for consideration.
1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135
Page 3 of 103 To: Christine Culham, Chief Administrative Officer March 11, 2021 For: March 15, 2021 Committee of the Whole Re: Alternative Property Tax Scheme
DISCUSSION: The District currently adheres to the Community Charter for property tax collection dates and penalties in which payment is due the first business day of July and a 10.0% penalty is applied to outstanding balances the following day. The penalty provisions provide the payer with an incentive to pay, help to streamline collections and provide cash flow to pay other levy authorities such as Capital Regional District, Provincial School Tax, BC Transit, and Municipal Finance Authority, and BC Assessment.
Appendix A to this report details alternative schemes within Capital Regional District municipalities. Of the thirteen municipalities seven currently use the Charter default scheme of July 2nd due date and 10% penalty, and six have alternative tax scheme bylaws. Of the alternative schemes all have a 5% and 5% penalty application with the first being after July 2nd, and the second ranging from the first business day in August to October. Four of the six have the second penalty date after the first business day in September.
The penalty application to property tax balances is in place to create a strong incentive for property owners to pay, provide cash flow security for municipalities, and not have collection efforts be too administratively complex or burdensome. Other considerations for a tax scheme include, • A consistent application of due dates with the Community Charter, prior years, and within the region to not create confusion or inconsistencies for tax payers. • That the scheme can be managed administratively and within existing software capabilities. • Balancing the cash flow needs, and administrative and collection efforts of the District with the effect of applying penalties on property owners. • Distribution of taxes evenly and fairly across the tax base and creating an incentive to pay while not overburdening homeowners effected by their ability to pay.
Alternative Property Tax Scheme Options: 1. Status quo - July 2nd due date, 10% penalty applied to all outstanding balances. 2. Status quo except home owner grants - July 2nd due date, 10% penalty applied to all outstanding balances. Reverse penalties on home owner grants claimed by the first business day in September. 3. Alternative Tax Scheme Bylaw - July 2nd due date, 5% penalty applied to outstanding balances after July 2nd, and a further 5% applied after the first business day in September. 4. Alternative Tax Scheme Bylaw - July 2nd due date, 5% penalty applied to outstanding balances after July 2nd, and a further 5% applied after the first business day in September. Reverse penalties on home owner grants claimed by the first business day in September.
Budget Implications The property tax penalty budget is $110,000 which is the level experienced in years prior to the alternative scheme in 2020. Penalty revenue in 2020 was $50,000 or $60,000 less than budgeted.
Status quo options one and two above would not be expected to significantly impact the existing budget. Options three and four above would be expected to reduce penalties applied and budget to a level consistent to what was experienced in 2020, thereby requiring an estimated tax increase of $55,000 or 0.3% to the average residential property.
Should an alternative scheme be adopted, staff will amend the 2021 draft budget and taxation increase accordingly.
CONCLUSION:
Page 4 of 103 To: Christine Culham, Chief Administrative Officer March 11, 2021 For: March 15, 2021 Committee of the Whole Re: Alternative Property Tax Scheme
Staff recommend implementing option three above with an Alternative Tax Scheme Bylaw - July 2nd due date, 5% penalty applied to outstanding balances after July 2nd, and a further 5% applied after the first business day in September.
The recommended approach balances the needs and administrative efforts of the District, while providing incentive to pay through a phased penalty application. The recommendation is also consistent with other municipalities in the region with alternative schemes.
Respectfully Submitted
Troy Ziegler Director of Financial Services
ATTACHMENTS:
Appendix A: 2021 CRD Municipal Tax Administrator’s Recommendation: Scheme Summary I concur with the recommendations contained in
this report. Christine Culham Chief Administrative Officer
Page 5 of 103 2021 CRD Municipal Property Tax Scheme Summary Payments Home Owner Grant Notes Due Date Penalty Due Date Penalty Due Date Penalty Due Date Penalty Central Saanich July 2 10% July 2 10% Alternative schemes being presented to Council Colwood July 2 10% Sept 30 10% HOG penalty reversal before October Esquimalt July 2 10% July 2 10% Highlands July 2 5% Sept 1 5% July 2 5% Sept 1 5% Langford July 2 10% July 2 10% Metchosin July 2 5% Aug 4 5% July 2 5% Aug 4 5% Due first business day after August long weekend North Saanich July 2 5% Oct 1 5% July 2 5% Oct 1 5% Due first business day of October Oak Bay July 2 10% July 2 10% Saanich July 2 5% Sept 1 5% Sept 1 10% HOG/Tax-Due first business day in September. Sidney July 2 5% Sept 1 5% Sept 1 10% HOG/Tax-Due first business day in September. Sooke July 2 10% July 2 10% Considering Alternative HOG Scheme Victoria July 2 5% Sept 1 5% Sept 1 10% HOG/Tax-Due first business day in September. View Royal July 2 10% July 2 10% Page 6 of 103 The Corporation of the District of Central Saanich
COMMITTEE OF THE WHOLE REPORT
For the Committee of the Whole meeting on March 15, 2021
To: Christine Culham File: Chief Administrative Officer
From: Britt Burnham Priority: Strategic Manager of Community Operational Services
Date: March 04, 2021
Re: COVID Recovery for Businesses
BACKGROUND: At the Council meeting of February 22, 2021, Council requested staff report back on suggestions for providing relief to businesses within the District across all classes, and the associated costs of such suggestions, as a result of the continuation of the COVID-19 Pandemic. This related to Council’s goal to create an economically resilient community where people can live and work, and businesses and farmers are supported by a progressive regulatory framework.
Economic development and COVID-19 Recovery work to date The District of Central Saanich has played a role in supporting economic development in recent years, including: • establishing a short-term Economic Development Advisory Committee, • providing ad hoc funding to the Peninsula Chamber of Commerce, • creating the Keating Business District Business Case and Implementation Plan, • Keating Flyover • working with the agricultural community on drainage improvements and farmworker housing, • supporting businesses during the pandemic (Shop Local campaign, temporary patio program, tax payment extension, electronic processes for permits and applications, and business visits), and • being a member of, and providing annual funding for, the region's South Island Prosperity Partnership.
1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135
Page 7 of 103 To: Christine Culham, Chief Administrative Officer March 04, 2021 For: March 15, 2021 Committee of the Whole Re: COVID Recovery for Businesses
South Island Prosperity Partnership A five-year contract with South Island Prosperity Partnership will expire at the end of March 2021. The future contributions will see the District pay $27,000 in 2021 up to $31,000 in 2025, and is included in the 2021 Financial Plan. The Partnership supports regionally focused economic development, and is a capita-based regional financing model for SIPP's work.
DISCUSSION: The conditional COVID Safe Restart Grant cannot be used to provide direct relief to businesses. The grant is specifically targeted for COVID related response, support, and recovery costs for the District; this includes additional operating costs and lost revenues directly related to impact of COVID, in addition to supporting core community services and vulnerable populations.
The Province has communicated that it is not acceptable to use the COVID Safe Restart Grant to artificially reduce property taxes or replace other revenue sources, such as business licence revenue, at the District’s discretion.
The Community Charter generally prohibits local governments from assisting businesses; however, local governments can: • Create an economic development department, establish an advisory committee or include economic policies in bylaws and plans • Engage in commercial, industrial and business activities through tools such as local government corporations • Designate a business improvement area or provide specified tax exemptions, such as a revitalization tax exemption for downtown revitalization • Partner with others including businesses, community groups or regional trusts to build new facilities or infrastructure
Economic Development Activities for 2021-2022 The economic recovery project listed in the 2021-2022 strategic plan includes the following items, which are capable of being carried out within existing staff capacity: • Create a District email list serve for businesses. • Review the business license process and other permit processes to expedite and simplify. • Develop a Business Resource Guide for Central Saanich for those starting a business. • Advocate to local business associations to provide workshops and mentorship programs. • Continue a modest Shop Central Saanich campaign through 2022. • Investigate (in 2021) offering a COVID recovery façade improvement program ($50,000 earmarked for 2022 program launch).
Staff are currently gathering information on the feasibility of locating a Food Hub within the District in partnership with the Province of BC to support agricultural processing.
Central Saanich has one of the lowest commercial property tax rates in the Capital Regional District, and can continue to focus on keeping property taxes low to attract and retain businesses in the District. While not all businesses in the District own property, their rent is influenced by property taxes.
Economic Recovery Pilot Project The District could also pilot a short-term internal economic resiliency function. As economic recovery is tied to the impacts of the pandemic, the COVID-19 Safe Restart grant could be used to fund a short-term program with
Page 8 of 103 To: Christine Culham, Chief Administrative Officer March 04, 2021 For: March 15, 2021 Committee of the Whole Re: COVID Recovery for Businesses no impact on property taxes ($60,000 in 2021; $100,000 in 2022; $40,000 in 2023). While economic resiliency/development is a long-term undertaking, a 24-month project would enable the District to make headway on some quick wins and create a strategy informed by a short-term task force of local business community members, recent reports (the September 2020 staff report on Pandemic Business Supports, the Keating Business District Business Case and Implementation Plan, the Saanichton and Brentwood Village Business Walks), a temporary staff member, and Council's direction. This approach would enable the District to learn more about the Central Saanich business community and the opportunities that could support it, such as Food Hub feasibility, potential Business Improvement Area, marketing, local improvements, and partnerships with other local economic development offices.
There is precedent of similar sized municipalities hiring temporary or full time staff in this area. • The City of Colwood has hired an Economic Recovery Program Coordinator. • The District of Sooke has hired an economic development staff member. • The District of Squamish has an Economic Development Officer. • The Cowichan Valley Regional District has an economic development arm, Economic Development Cowichan.
Financial support for businesses The provincial and federal government have put a number of new programs in place to support business through the pandemic, such as interest-free loans, grants, and rent assistance (Appendix A).
CONCLUSION: Council requested staff report back on suggestions available on providing relief to businesses as a result of the continuation of the COVID-19 Pandemic. The Province has communicated that it is not acceptable to use the COVID Safe Restart Grant to artificially reduce property taxes or replace other revenue sources at the District’s discretion.
In addition to the economic recovery work identified in the strategic plan and maintaining low commercial property tax rates, Council could pilot a short-term economic resiliency function driven by a short-term strategy and developed by a temporary employee. As economic recovery is tied to the impacts of the pandemic, the COVID-19 Safe Restart grant is proposed as the funding source for this program if Council wishes to pursue this initiative.
Respectfully Submitted
Britt Burnham Manager of Community Services
ATTACHMENTS: Administrator’s Recommendation: Appendix A: Supports for Businesses in B.C. I concur with the recommendations contained in this report. Christine Culham Chief Administrative Officer
Page 9 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Support for Businesses
Governments and the private sector are supporting businesses in British Columbia affected by the COVID-19 pandemic. As part of B.C.’s COVID-19 Action Plan, the provincial government launched income supports, tax relief and funding for people, businesses and services. Employer guidelines, best practices and other resources are available from WorkSafeBC to help businesses safely operate and reduce transmission. Through StrongerBC, B.C.’s Economic Recovery Plan, the provincial government is making health care stronger, getting people back to work, supporting businesses and helping communities.
B.C. Business COVID-19 Support Service:
A one-stop resource operated by Small Business BC (SBBC) for businesses with questions about the supports available from governments and organizations. SBBC advisors are available Monday to Friday, from 9:00 a.m. to 5:00 p.m. by phone, email and live chat. Support is available in several languages.
Phone: 1-833-254-4357 (HELP) Email: [email protected] Live Chat: https://covid.smallbusinessbc.ca
More supports for business:
• Updated: Loans and Grants • Updated: Rent Relief • Updated: Wage Support • Changes to Taxes • Pivoting Your Business Operations • Updated: Other Supports and Resources
This listing of supports may not be comprehensive and is subject to change. Page 1 of 11 Please contact support providers directly for eligibility and application details.
Page 10 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Loans and Grants
Government of British Columbia The criteria have been expanded and the program has been extended until Updated: Small and August 31, 2021.
Medium-Sized Business Provides grants of $10,000 to $30,000 to support eligible B.C. businesses that Recovery Grant employ up to 149 B.C. residents, and have experienced declines in revenue of at least 30% since March 2020 to the point of application when compared to the same one-month period in 2019. An additional $5,000 to $15,000 grant is available to eligible tourism-related businesses.
LEARN MORE >
Government of British Columbia & Applications are open until March 31, 2021 or when the funds have been fully Alacrity Canada subscribed. Launch Online Grant The program provides grants of up to $7,500 to eligible B.C. businesses to create an online shop and/or improve their e-commerce experience to attract new local customers and expand to new markets. The grant will pay for up to 75% of eligible expenses. Up to 25% of the $12 million grant will be reserved for Indigenous businesses and regional businesses. The funds must be used to hire B.C.-based companies to do the online store development.
LEARN MORE >
Government of Canada Applications are open until March 31, 2021. & Financial Institutions The CEBA provides interest-free loans up to $60,000 to eligible small Canada Emergency businesses. Repaying the loan on or before December 31, 2022 results in a loan Business Account forgiveness amount of up to $20,000. Applicants who have received the (CEBA) previous $40,000 CEBA loan may apply for an additional $20,000 in financing. If you applied for CEBA and have questions, please check your application status online or contact the CEBA Call Centre at 1-888-324-4201.
LEARN MORE >
This listing of supports may not be comprehensive and is subject to change. Page 2 of 11 Please contact support providers directly for eligibility and application details.
Page 11 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Government of Canada Applications are open and assessed as they are received. Updated: Regional Provides interest-free loans up to $60,000, with up to $20,000 forgivable if Relief and Recovery repaid before December 31, 2022, to small and medium size businesses in rural communities. Sole proprietorships, partnerships, corporations, social Fund (RRRF) – enterprises and similar organizations can qualify. Interested businesses not Community Futures eligible for other federal support programs can contact their local Community Stream Futures office to apply. Rural businesses requesting more than $60,000 should apply through Western Economic Diversification Canada.
LEARN MORE >
Government of Canada Applications are open until March 31, 2021. Regional Relief and Provides interest-free loans up to $60,000, with up to $20,000 forgivable if Recovery Fund (RRRF) – repaid before December 31, 2022, to women-owned or women-led businesses. Applicants who previously received RRRF funding must apply separately for the Women’s Enterprise $20,000 expansion. Sole proprietorships, partnerships and corporations are Initiative Stream eligible. Interested businesses not eligible for other federal support programs can contact the Women’s Enterprise Centre to apply.
LEARN MORE >
Government of Canada Applications are open until March 31, 2021. Regional Relief and Businesses outside of the Community Futures network, not women-owned or Recovery Fund (RRRF) – women-led, that are ineligible for CEBA may qualify for interest-free loans of up to $60,000, with up to $20,000 forgivable if repaid before December 31, 2022. Small and Medium Applicants who previously received RRRF funding must apply separately for the Sized Businesses $20,000 expansion. Sole proprietorships and not-for-profits are not eligible. Stream Interested businesses can apply through Western Economic Diversification Canada.
LEARN MORE >
Government of Canada Applications are open and assessed as they are received. Regional Relief and Businesses requesting more than $40,000 could qualify for interest-free loans of Recovery Fund (RRRF) – up to $1 million, with no scheduled monthly repayments required until after December 31, 2022. Interested businesses can apply through Western Requests Over $40,000 Economic Diversification Canada.
LEARN MORE >
This listing of supports may not be comprehensive and is subject to change. Page 3 of 11 Please contact support providers directly for eligibility and application details.
Page 12 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Government of Canada HASCAP is available at participating financial institutions from February 1 – Highly Affected Sectors June 30, 2021. Credit Availability Supports the hardest hit businesses, including those in sectors like tourism and hospitality, hotels, arts and entertainment, with 100% government-guaranteed Program (HASCAP) loans ranging from $25,000 to $1 million.
Loans are low-interest and include repayment terms of up to 10 years, with up to a 12-month postponement on principal repayments at the start of the loan. Qualifying businesses must have been financially stable and viable pre-COVID- 19 and have received payments either from the Canada Emergency Wage Subsidy program or the Canada Emergency Rent Subsidy program by having demonstrated a minimum 50% revenue decline for at least three months within the eight-month period prior to the date of a HASCAP Guarantee application.
LEARN MORE >
Government of Canada BCAP is available until June 2021. & Financial Institutions Provides financing to businesses in all sectors and regions affected by COVID-19. Business Credit Various programs with loans of up to $60 million are available through financial Availability Program institutions.
(BCAP) LEARN MORE >
Government of Canada, Vancity Vancity Unity Women Entrepreneurs Program: & the Women’s Enterprise Centre Loans of up to $150,000 to women entrepreneurs who have been in business Support for Women for more than two years. The program also provides support services through Entrepreneurs the Women’s Enterprise Centre (WEC), including resources on financial management, and preferred entry into WEC’s Mentoring Program.
LEARN MORE >
Regional Relief and Recovery Fund: Women-run businesses that are ineligible for other government COVID-19 funding could qualify for interest-free loans of up to $60,000, with up to $20,000 forgivable if repaid before December 31, 2022. Sole proprietorships, partnerships and corporations are eligible. Applications are open until March 31, 2021.
LEARN MORE >
This listing of supports may not be comprehensive and is subject to change. Page 4 of 11 Please contact support providers directly for eligibility and application details.
Page 13 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Government of Canada BC Indigenous Tourism Recovery Fund: Support for Indigenous Applications are open until March 31, 2021. Businesses Provides non-repayable grants of up to $45,000 to Indigenous tourism
businesses that have experienced revenue losses of at least 50% in 2020. Businesses which experienced losses of less than 50% may be considered on a per applicant basis.
LEARN MORE >
Emergency Loan Program: Small and medium-sized Indigenous businesses may qualify for funding up to $40,000 including interest-free loans up to $30,000 and non-repayable contributions up to $10,000.
LEARN MORE >
Support for Indigenous Community-Owned Businesses: First Nation, Inuit and Metis communities and collectives can apply on behalf of businesses for non-repayable contributions to cover specific business costs.
LEARN MORE >
Support for Métis Entrepreneurs: Business Support Grants are available to Métis microbusinesses, small, medium, new businesses and community-owned businesses in B.C. that have been impacted by the COVID-19 pandemic.
LEARN MORE >
Government of Canada Applications reopened for B.C. businesses as of February 16, 2021. & Canada United Provides grants of up to $5,000 to help small businesses offset the cost of Small Business Relief expenses to open safely or adopt digital technologies to move their business Fund online. For-profit and not-for-profit organizations are eligible to apply.
Check your eligibility and apply online.
LEARN MORE >
This listing of supports may not be comprehensive and is subject to change. Page 5 of 11 Please contact support providers directly for eligibility and application details.
Page 14 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Government of Canada Apply through the Canada Enterprise Emergency Funding Corporation. Large Employer Provides bridge financing to Canada’s largest employers, whose needs during Emergency Financing the pandemic are not being met through conventional financing, in order to Facility (LEEFF) keep their operations going during the pandemic.
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Government of British Columbia Grant applications for businesses open Spring 2021. Accelerating Eligible businesses can apply for cost-shared funding of up to $250,000 to Manufacturing Scale- prototype, pilot or demonstrate new technologies, commercialize new Up Grant technologies and/or products, improve market access, and identify and implement operational improvements. More information will be available Spring 2021.
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Financial Institutions Financial institutions and credit unions are working with business banking Speak to Your Lender customers on a case-by-case basis to provide payment deferrals, reduced interest rates on credit cards and temporary limit increases.
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Rent Relief
Government of Canada The current maximum subsidy rates of CERS and the Lockdown Support have Updated: Canada been further extended until June 5, 2021. Emergency Rent Provides a rent subsidy directly to qualifying organizations that have experienced a decline in revenue until June 2021. A rent subsidy of up to a Subsidy (CERS) & maximum of 65% of eligible expenses is available from September 27, 2020 to Lockdown Support June 5, 2021.
Organizations temporarily shut down by a mandatory public health order, or have activities significantly restricted for a week or longer due to a related public health order, may be eligible for the Lockdown Support, which provides a top-up rent subsidy of 25%, in addition to the 65% subsidy.
LEARN MORE >
This listing of supports may not be comprehensive and is subject to change. Page 6 of 11 Please contact support providers directly for eligibility and application details.
Page 15 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Government of British Columbia Eligible holders of Land Act tenures and Park Act permits that are commercial Rent Relief for Outdoor recreation operators may qualify to have the base rent they pay to the government waived for one year. Adventure Operators
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Wage Support
Government of Canada The current maximum subsidy rate of CEWS has been further extended until Updated: Canada June 5, 2021. Emergency Wage Until June 2021, a base subsidy of employee wages is available to all eligible Subsidy (CEWS) employers that are experiencing a decline in revenue, with the subsidy amount varying depending on the scale of revenue decline. A maximum subsidy rate of up to 75% of employee wages is available. A top-up subsidy of up to an additional 25% is available for those employers that have been most adversely affected by COVID-19.
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Government of British Columbia Remuneration increases over the last quarter of 2020 (October to December) B.C. Increased are eligible for a tax credit. Employment Incentive Offers a refundable tax credit for all private sector B.C. employers to encourage the creation of new jobs for B.C. workers or increases in payroll for existing low or medium-income employees. The tax credit is calculated at 15% of the amount that the employer’s qualifying B.C. remuneration exceeds the employer’s base B.C. remuneration for the quarter ending December 31, 2020. Applications open online starting March 2021.
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Government of British Columbia Applications for 2020/21 Intake 3 and 2021/22 Intake 1 are open. Updated: BC Employer Offers employers 100% of eligible training costs, up to a maximum of $10,000 Training Grant - C19 per participant per fiscal year, to support British Columbians that are employed Impacted Worker or have been employed in sectors impacted by COVID-19.
Training Stream LEARN MORE >
This listing of supports may not be comprehensive and is subject to change. Page 7 of 11 Please contact support providers directly for eligibility and application details.
Page 16 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Government of Canada Provides EI benefits to workers who agree to reduce their normal working hours Employment Insurance as a result of developments beyond the control of their employers. The eligibility of such agreements has been extended to 76 weeks, eligibility (EI) Work Sharing requirements have been eased, and the application process has been Program streamlined.
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Changes to Taxes
Government of British Columbia B.C. PST Rebate on Select Machinery and Equipment: Provincial Business Corporations can apply to receive an amount equal to the PST they paid Taxes between September 17, 2020 and September 30, 2021 on qualifying machinery and equipment. Applications open online starting April 1, 2021. Employer Health Tax (EHT): Employers required to make quarterly instalment payments for the 2020 calendar year will be able to defer their payments. Businesses with a payroll under $500,000 are exempt from the tax. Planned tax changes: The scheduled April 1, 2020 increase to the provincial carbon tax, as well as the new PST registration requirements on e-commerce and the implementation of PST on sweetened carbonated drinks, have been delayed until April 2021.
LEARN MORE >
Pivoting Your Business Operations
Small Business BC The BC Marketplace helps British Columbians support local small businesses. BC Marketplace Businesses can reach new audiences by creating their own business profile for free.
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Small Business BC The Personal Protective Equipment (PPE) Marketplace connects businesses with PPE Marketplace suppliers of non-medical safety equipment. PPE suppliers can submit a request to be listed in the digital marketplace directory.
LEARN MORE >
This listing of supports may not be comprehensive and is subject to change. Page 8 of 11 Please contact support providers directly for eligibility and application details.
Page 17 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Government of British Columbia & Registration is open. Alacrity Canada With funding from the B.C. Government, the Alacrity Canada Digital Marketing Alacrity Canada Digital Bootcamp provides digital marketing knowledge, tools and resources to help Marketing Bootcamp businesses grow. If you own, run, or are employed by a small to medium-sized business based in and registered in BC that employs less than 149 B.C. residents and has been directly impacted by COVID-19, you may be eligible to have your tuition covered.
LEARN MORE >
Various Organizations Digital Economic Response (DER3) Program: Digital Marketing and Helps businesses transition into the digital economy or expand their digital E-Commerce Support footprint. Businesses with less than 500 employees located within Greater Victoria, Central Island, Northern Island, Sunshine Coast, the Gulf Islands, Okanagan Valley, Kootenays, Central Interior, or North Central B.C. are encouraged to apply.
Government of Canada The CanExport SMEs program is pivoting to now help small businesses develop CanExport SMEs and expand their e-commerce presence, attend virtual trade shows and other business-to-business events, and navigate new COVID-19-related trade barriers. Program Small businesses are encouraged to apply for up to in funding to break $75,000 into new international markets.
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Government of Canada Spring Activator is offering free online courses, support calls and other business & Spring Activator resiliency resources to entrepreneurs in select communities across B.C. Business Resilience LEARN MORE > Program
Local Organizations Participate in “buy local” and business support campaigns such as the BC Support Through Local Marketplace. Contact local business organizations such as your Chamber of Commerce for more information. Organizations
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Financial Institutions Financial institutions are supporting businesses to pivot operations with Financing to Help financing products, such as the Unity Pivot Business Loan from Vancity which offers loans up to $150,000 to businesses that have changed track to support Businesses Pivot the COVID-19 response specifically, or have had to adapt to the changed Operations environment.
LEARN MORE >
This listing of supports may not be comprehensive and is subject to change. Page 9 of 11 Please contact support providers directly for eligibility and application details.
Page 18 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Other Supports and Resources for Businesses
Regional Organizations Self-employed individuals not eligible for EI may be eligible for the following Support for Self- new benefits: Employed Individuals Canada Recovery Benefit (CRB):
Applications are open. Provides $500 per week for up to 26 weeks for workers who have stopped working or had their income reduced by at least 50% due to COVID-19, and who are not eligible for EI. Canada Recovery Sickness Benefit (CRSB): Applications are open. Provides $500 per week for up to a maximum of two weeks for workers who are unable to work for at least 50% of the week because they contracted COVID-19, are sick or are self-isolating for reasons related to COVID-19. Canada Recovery Caregiving Benefit (CRCB): Applications are open. Provides $500 per week for up to 26 weeks per household for workers unable to work for at least 50% of the week because they must care for a child or family member for reasons related to COVID-19.
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Regional Organizations Community Futures: Support for Regional Businesses in rural communities can check with their local Community Futures Businesses office for emergency loans and supports to assist with COVID-19-related business interruption, including payment and interest breaks. Island Coastal Economic Trust: Supports businesses on Vancouver Island, on the Sunshine Coast and the Gulf Islands with the Small Capital Restart Fund and the Tourism Resiliency Program. Columbia Basin Trust: Provides low-interest loans up to $40,000 through the Small Business Working Capital Loan program Columbia Basin businesses. The Trust has revised or
increased support to existing programs.
Government of Canada Mandatory Isolation Support for Temporary Foreign Workers Program: Updated: Agriculture & Provides farmers, fish harvesters and all food production and processing Agri-Food Supports employers with $1,500 per worker to put in place the measures necessary to follow the mandatory 14-day isolation period required for everyone arriving from abroad. Applications will be accepted until March 14, 2021. Farm Credit Canada (FCC): FCC is offering loan payment deferrals and other financing products.
This listing of supports may not be comprehensive and is subject to change. Page 10 of 11 Please contact support providers directly for eligibility and application details.
Page 19 of 103 Supports for Businesses in B.C. Last updated: March 4, 2021
Government of Canada The federal government will provide $250 million in funding over 5 years, Support for Innovative beginning in 2021-22, to the Strategic Innovation Fund. The fund spurs innovation by providing funding for large projects (over $10 million in requested Businesses contribution) through five streams.
• Business Innovation and Growth (Streams 1-3): Funding helps support R&D and commercialization, the growth and expansion of firms and the attraction and retention of large scale investments in Canada. • Collaboration and Networks (Streams 4-5): Funding helps support industrial research, development, and technology demonstration through collaboration between academia, non-profit organizations, and the private sector.
LEARN MORE >
Utilities & Insurance Providers Utilities and insurance providers including BC Hydro, FortisBC and ICBC are Bill Relief offering bill deferrals to customers affected by COVID-19.
This listing of supports may not be comprehensive and is subject to change. Page 11 of 11 Please contact support providers directly for eligibility and application details.
Page 20 of 103 The Corporation of the District of Central Saanich
COMMITTEE OF THE WHOLE REPORT
For the Committee of the Whole meeting on March 15, 2021
To: Christine Culham File: Chief Administrative Officer
From: Jarret Matanowitsch Priority: Strategic Director of Planning and Operational Building Services
Date: March 11, 2021
Re: Central Saanich Climate Action
RECOMMENDATIONS: That the District fund a permanent full time Climate Action and Natural Environment Coordinator position as included in the draft 2021 Financial Plan.
BACKGROUND: On December 5, 2020, Council approved the Strategic Priorities and Goals for 2021 - 2022, and one of the four priorities of the Strategic Plan is to "Invest in Climate Action and a Healthy Environment." At the direction of Council, at the February 1, 2021 Committee of the Whole meeting, staff presented a report titled "Invest in a Climate Action and a Healthy Environment" (attached), outlining a climate action work plan, as part of the Financial Plan considerations.
At the February 23 meeting, Committee of the Whole passed the following motion: That staff be directed to contact the Town of Sidney and the District of North Saanich to ask for consideration and Action Climate the sharing feasibility interest and Natural the of in Environment Coordinator position.
1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135
Page 21 of 103 To: Christine Culham, Chief Administrative Officer March 11, 2021 For: March 15, 2021 Committee of the Whole Re: Central Saanich Climate Action
DISCUSSION: Shared Staff Position Following up on the above Committee of the Whole motion, staff have contacted the Town of Sidney and the District of North Saanich to discuss a shared Climate Action and Natural Environment Coordinator position. The feedback received from the Town of Sidney is that while they appreciate the opportunity to work collaboratively, a shared staff position would not be operationally feasible. The District of North Saanich has not directly responded to our letter, but have confirmed that their 2021 budget considerations include the hiring of a new full time Senior Planner, which will include the coordination of Climate Action initiatives.
Climate Leadership Plan Implementation In 2019, following Council's "Declaration of a Climate Emergency", the District's Climate Leadership Plan was updated with more ambitious targets to help address climate change. Over the past two years, the FCM grant funded Climate Action Specialist has worked to advance the District's climate goals and actions from the Climate Leadership Plan, and has assisted with developing a Climate Action work plan for the coming years to set the District on the path to achieving our climate targets.
Should the District want to continue advancing its Climate Action initiatives as a strategic priority and advance the climate action work plan presented in the attached report, a staffing resource with knowledge and expertise in both climate mitigation and adaptation required. Other staffing positions at the District do not have expertise in the field of climate action, nor is there capacity to take on this work portfolio with existing resources without adjusting other strategic priorities and adjusting service levels.
Budget Implications The budget impact for this position is $87,400 in 2021 and an additional $28,700 in 2022, or 0.48% and an additional 0.16% tax increase in 2021 and 2022 respectively. It should be noted that even with this new position, the District's overall operating budget is seeing a decrease of 0.4% in 2021. Climate Action projects will be funded from reserves and surpluses in the short term, with the addition of property tax funding in the future as the program becomes established. To expand opportunities and help offset District costs, a major role of this position would be to work to secure grant funding opportunities to help fund our climate action initiatives. Examples of grants that have been secured with the resources of the Climate Action Specialist include FCM grant funding of $500,000 for the PACE program, UBCM grant funding of $9,777 for OCP engagement, UBC funding of $6,999 for Bio-fuel research, and an application with BC Hydro for grant funding to install up to 4 public Level 2 EV charges with funding of $5000 per charger. Through the proposed staff position, the District will continue leverage grant opportunities as they arise.
Page 22 of 103 To: Christine Culham, Chief Administrative Officer March 11, 2021 For: March 15, 2021 Committee of the Whole Re: Central Saanich Climate Action
CONCLUSION: Council requested that staff contact the Town of Sidney and the District of North Saanich to ask for consideration of the feasibility and interest in sharing the Climate Action and Natural Environment Coordinator position. Both of these neighbouring municipalities indicated that a shared position would not meet their operational needs and full time positions are required in their municipalities.
In order to continue on-going and future work on the District's Climate Action initiatives, working toward the goals and targets of the Climate Leadership Plan, staff are recommending that funding be dedicated to a permanent full time Climate Action and Natural Environment Coordinator position.
Respectfully Submitted
Jarret Matanowitsch Director of Planning and Building Services
ATTACHMENTS: Appendix A: January 27, 2021 Staff Administrator’s Recommendation: Report - Invest in Climate Action and a I concur with the recommendations contained Healthy Environment (Including February in this report. 1 COTW Presentation and Climate Action Christine Culham Plan) Chief Administrative Officer
Page 23 of 103 The Corporation of the District of Central Saanich
COMMITTEE OF THE WHOLE REPORT
For the Committee of the Whole meeting on February 01, 2021
To: Christine Culham File: Chief Administrative Officer
From: Jarret Matanowitsch Priority: Strategic Director of Planning and Operational Building Services
Date: January 27, 2021
Re: Invest in Climate Action and a Healthy Environment
BACKGROUND: On December 5, 2020, Council approved the Strategic Priorities and Goals for 2021 – 2022 as part of annual planning activities for the District. One of the four priorities of the Strategic Plan is to, “Invest in Climate Action and a Healthy Environment”. During the Strategic Planning process, Council directed staff to arrange a special Council meeting highlighting climate action as part of the Financial Plan discuss. The purpose of this report is to provide an overview of climate initiatives undertaken during the past two years as well as outlining key future projects as identified in the 2018 “Climate Leadership Plan” (CLP).
History of Climate Action in the District of Central Saanich The climate is changing – including here in Central Saanich – and addressing these changes is a critical issue of our time. The Capital Regional District’s (CRD) climate projection report anticipates more extreme heat days and longer dry spells in summer, as well as more precipitation in fall, winter, and spring. As a coastal community, Central Saanich will also see rising sea levels[1]. These changes have widespread implications – affecting our health, livelihoods, infrastructure, water supply, agriculture, ecosystems and species. Council recognized these risks and responded by establishing Climate Action as a priority. In 2008, the District of Central Saanich adopted the “Central Saanich Energy Plan – An Action Plan to Reduce Energy Consumption and Greenhouse Gas Emissions in Our Community”. This plan was the first
1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135
Page 24 of 103 To: Christine Culham, Chief Administrative Officer January 27, 2021 For: February 01, 2021 Committee of the Whole Re: Invest in Climate Action and a Healthy Environment district-level effort specifically focused on climate action, and it provided a baseline of energy use and GHG emissions, set reduction targets, and identified a set of early actions.
In 2018, the District released its first comprehensive “Climate Leadership Plan” (CLP) to guide climate action in Central Saanich for a decade. The Plan identifies over 20 actions across five key categories: Transportation and Land Use, Buildings, Solid Waste, Municipal Operations, and Adaptation to Climate Change. Following Central Saanich’s “Declaration of a Climate Emergency” in the summer of 2019, the Climate Leadership Plan was updated with more ambitious goals to match the Intergovernmental Panel on Climate Change’s scientific consensus on accelerated targets needed to limit temperature increase to 1.5˚C. The three long-term goals in the Climate Leadership Plan are:
Goal 1: 100% less community GHG emissions by 2050, relative to 2007 • Interim target: 45% less GHG emissions by 2030, relative to 2007 Goal 2: 100% renewable energy community-wide by 2050 Goal 3: 100% less municipal GHG emissions by 2050, relative to 2007
The global scientific community agrees that stronger mitigation and adaptation efforts on the short-term will help lessen the intensity and impacts of climate change over time, and that the cost of inaction far exceeds the cost of action[2]. For this reason, and in recognition of increasingly ambitious provincial and regional goals, our Climate Leadership Plan states that, “It is necessary for the District to take early and substantial action to reduce the potential impacts of climate change”. The District of Central Saanich decreased emissions by 8.2% from 2007 to 2018, an absolute reduction of 6,654 tCO2e [3]. Our total emissions in 2018, as calculated in the CRD’s Energy and GHG Emissions Inventory completed in 2020, stand at 73,995 tCO2e. To achieve our target of 45% reductions by 2030, further reductions of 33,298 tCO2e are required – an average of 3,330 tCO2e each year over the next decade.
Currently, most of the work on climate action for the District of Central Saanich is conducted by the Climate Action Specialist, a two-year term position within the Planning and Building Services Department and the first position in the District specifically dedicated to climate action. This position is funded via a grant from the Federation of Canadian Municipalities’ Municipalities for Climate Innovation Program (MCIP) secured in early 2019. As defined in the grant agreement, the role was focused on the implementation of mitigation and adaptation priorities identified in the municipal Climate Leadership Plan and supported broader capacity-building and knowledge-sharing internally and with partners in the CRD and province. The 2-year grant funded the position from March 2019 to March 2021 and has been a low- risk, cost-effective mechanism enabling the District to increase internal goals and effort on climate action.
Climate Action Highlights – 2019 and 2020
The Climate Action Specialist, in cooperation with Departments, helped the District achieve significant progress aligned with the Climate Leadership Plan in areas of climate strategy, mitigation, community and staff engagement, regional collaboration, and reporting. Highlights of this work are presented below.
2019 Activities: • Established the Climate Action Specialist position, mandate, and short-term goals • Progress on corporate-wide climate action knowledge and staff capacity
Page 25 of 103 To: Christine Culham, Chief Administrative Officer January 27, 2021 For: February 01, 2021 Committee of the Whole Re: Invest in Climate Action and a Healthy Environment
• Applied for grants to support the program and needed infrastructure • Installed 360-panel solar array at Fire Hall #1, generating 135 MW renewable energy annually • BC Energy Step Code implementation • Increased efforts on right-sizing the fleet and choosing fuel efficient vehicles • Developed the 2019 Climate Leadership Community Engagement Plan and began engagement • Participated in the collaborative CRD Inter-Municipal Working Group on Climate Action • Established Modo car sharing in the District • Partner in regional Transition 2050 Energy Efficient Building Retrofit Incentive Program (Year 1) • Piloted e-bike for municipal water metering, and ultimately purchased e-bike for continued use • Reporting of climate data and metrics for CARIP reports, Annual Reports, and Financial Plans
2020 Activities: • Updated the Climate Leadership Plan with more ambitious targets and related actions • Developed the Central Saanich Electric Vehicle and Electric Bike Strategy • Developed EV-Ready Requirements for New Buildings • Successfully applied for an FCM grant for $500,000 (or up to 80% of project costs) to develop a PACE Pilot Program for the District • Established the Climate Action Committee and held several meetings • Partnered in the launch of the Bring It Home 4 Climate regional program • Partner in regional Transition 2050 Energy Efficient Building Retrofit Incentive Program (Year 2) • Created $350 municipal top-up rebate for eligible residential retrofit projects • Successfully applied for a $9,777 grant from UBCM to further integrate active transport and climate goals into the OCP review process • Began conversion of the light duty fleet through acquisition of three EVs, as well as smaller electrical equipment for parks maintenance • Continued Climate Action community engagement via speaker series and Cool It! Program • Participated in Vancouver Island and Coastal Communities climate resilience strategy conference • Participated in the collaborative CRD Inter-Municipal Working Group on Climate Action • Participated in the BC’s provincial road-mapping consultations on PACE and CEF programs • Developed a proposal through the UBC Sustainability Scholars program to hire a graduate student researcher in 2021 to investigate opportunities for municipal biofuel generation • Reporting of climate data and metrics for CARIP reports, Annual Reports, and Financial Plans
[1]https://www.crd.bc.ca/docs/default-source/climate-action-pdf/reports/2017-07- 17_climateprojectionsforthecapitalregion_final.pdf [2] Stern Review, The Economics of Climate Change, 2007. [3]https://www.crd.bc.ca/docs/default-source/climate-action-pdf/reports/crd- ghgmembermunicipality200727.pdf?sfvrsn=28161ecc_2
Page 26 of 103 To: Christine Culham, Chief Administrative Officer January 27, 2021 For: February 01, 2021 Committee of the Whole Re: Invest in Climate Action and a Healthy Environment
DISCUSSION: Climate Action Projects – 2021 to 2025
As indicated by Council in their approval of the Strategic Priorities and Goals for 2021 – 2022 on December 5, 2020, two of the District’s four priorities are directly or significantly focused on climate action:
• Invest in Climate Action and a Healthy Environment • Invest in Road Safety, Transit and Safe, Accessible Active Transportation
Several important projects related to the above priorities and to the actions in the Climate Leadership Plan have already been identified for 2021 to 2025. These are summarized in the below table, alongside anticipated project ownership and timeline.
Climate Lead Supporting Leadership Climate Action Project Year(s) Department Department(s) Plan Category Apply a climate lens to the Planning and All, including Climate 2021 OCP review Building Action Implement action items from Climate Action, the Active Transportation Planning and Engineering Ongoing Plan and apply for grant Building, Public Transportation funding Works and Land Use Implement action items from Public Works, Climate the Electric Vehicle and E- Engineering, Ongoing Action Bike strategy Community Services Partner with stakeholders to Climate offer bike skills courses and Community Services Ongoing Action events PACE Pilot Program Planning and Climate 2021 – development and Building, Finance, Action 2024 implementation Community Services Advancing BC Energy Step Planning and Climate Action Ongoing Code implementation Building Keating Business District Engineering Climate Action 2021 energy feasibility plan Buildings Transitions 2050 Energy Planning and Efficient Buildings Retrofit Climate Building, Community Ongoing Incentive Program strategy Action Services implementation Creation of baseline and low- Planning and carbon GHG intensity targets Climate Action ~2022 Building for new buildings
Page 27 of 103 To: Christine Culham, Chief Administrative Officer January 27, 2021 For: February 01, 2021 Committee of the Whole Re: Invest in Climate Action and a Healthy Environment
LED streetlight analysis and Climate Public Works, 2021 replacement Action Engineering Waste collection study Engineering Climate Action 2021 Investigate municipal biofuel Solid Waste Climate generation potential (UBC Public Works 2021 Action Sustainability Scholars) Accelerated light duty fleet Climate Action, Fire, Public Works Ongoing conversion Police Identify and implement Public Works, Fire, energy efficiency and Climate Engineering, Police, Ongoing conversion projects for Action Administration municipal infrastructure Municipal Certify Central Saanich as a Climate Operations Green Business with the Community Services 2022 Action Surfrider Foundation CARIP Carbon Neutral Climate Finance, Community Ongoing provincial program Action Services Carbon sequestration (i.e. tree planting) and resilient Public Works Climate Action Ongoing landscaping Conduct climate vulnerability Public Works, and risk assessment and Climate Engineering, Finance, 2022 identify policy and program Action Administration, Fire, priorities Police, IT Adaptation to Integrate climate mitigation Climate Planning and Climate Action, Public 2022 – and adaptation into Parks Building Works 2023 Change Master Plan Develop a municipal carbon Planning and Climate 2022 - sequestration target and Building, Public Action 2023 strategy Works Reporting of climate data and Climate metrics (e.g. CARIP, Annual Community Services Ongoing Action Reports, Financial Plans) General Climate Action community Climate Community Services Ongoing engagement and education Action Implement other actions Climate As needed Ongoing from Climate Leadership Plan Action
There are two distinct types of projects included above. Most are projects specific to the Climate Action portfolio and require new or increased funding to complete. However, some are previously identified projects for which budgets have already been allocated – such as the OCP Review (Planning), Active Transportation Plan (Engineering), and Parks Master Plan (Planning).
Page 28 of 103 To: Christine Culham, Chief Administrative Officer January 27, 2021 For: February 01, 2021 Committee of the Whole Re: Invest in Climate Action and a Healthy Environment
Climate Action and Natural Environment staff position
Our Climate Leadership Plan acknowledges that, “Successfully implementing this plan will involve dedicated staff time and resources”. To continue progress on climate action in the District – such as on the projects identified above – and remain on track to meet our long-term goals, Central Saanich will require a full-time staff position whose mandate is centered on climate strategy, mitigation and adaptation, reporting, and engagement.
This is in alignment with other municipalities in British Columbia, which have increasingly created climate and sustainability positions over the past years. A survey of Vancouver Island Coastal Communities (VICC) found that 32% of municipalities and 40% of regional districts have dedicated climate staff – including four very small VICC municipalities: Tofino, Ucluelet, Highlands, and Sechelt Indian Government District. This research also found that, “In both municipalities and regional districts, lack of financial resources (92% of municipalities, 100% of RDs) and lack of staff capacity (83% of municipalities, 100% of RDs) are the top barriers”[4] to advancing climate initiatives. On the peninsula, Victoria and Saanich have multiple staff dedicated to climate action, as does the CRD. The Town of Sidney is currently advertising a 2-year term Climate Action Coordinator position.
FCM grant funding for the Climate Action Specialist position ends in March 2021. During upcoming budget discussions staff will be recommending that the position be converted into a full-time equivalent position within the Planning and Building Services Department. The position title would be modified to “Climate Action and Natural Environment Coordinator” and the position’s mandate would focus on climate and environmental strategy and related reporting, climate mitigation and adaptation, natural environment development and protection, and community and staff engagement on these topics. The Climate Action and Natural Environment Coordinator would continue to work with members of all Departments within the District to ensure a collaborative approach that further embeds climate action across the organization. Key departments implicated in climate projects are Planning and Building, Engineering and Public Works, Community Services, Finance, Fire Police. The Climate Action and Natural and Environment Coordinator would also support these departments on key initiatives, such as grant applications for strategic priorities (Planning and Building), active transportation infrastructure (Engineering), and tree planting (Public Works).
As a result of creating a new full-time position funding will be required. The budget impact for this position is $87,400 in 2021 and an additional $28,700 in 2022, or 0.48% and an additional 0.16% tax increase in 2021 and 2022, respectively. Climate Action projects and initiatives will be funded from reserves and surplus in the short term, with the addition of property tax funding in the future as the program becomes established.
Page 29 of 103 To: Christine Culham, Chief Administrative Officer January 27, 2021 For: February 01, 2021 Committee of the Whole Re: Invest in Climate Action and a Healthy Environment
PACE Pilot Program
Following leadership and budget approval from Council, staff applied to the FCM’s Green Municipal Fund in September 2020 for a “Municipal Financing Pilot Program for Home Energy Retrofits” (also known as the “PACE Program”) and were successful in securing the grant. The total project budget of $687,000 will finance a 2-year, 50-home pilot program. The project will provide a 0%-interest financing loan to homeowners for oil to electric heat pump residential retrofit projects that will reduce carbon-intensive energy consumption and associated GHG emissions, make the cost of conversion more attainable and decrease home energy bills for participating homeowners, and lower the risk of oil spills in these homes.
The FCM grant for the PACE program offers the District an opportunity to increase our Climate Leadership Reserve fund over the course of 10 years through loan repayments to the District originally financed via grant monies. The amount of increased funding is proportional to the uptake of the program during the 2-year pilot. The District’s contributions (equal to $155,000 in cash and $34,000 in-kind staff time, authorized by Council in April and September of 2020) are anticipated to be recouped in roughly 5 years, and additional funds recouped can then be applied to maintaining the pilot program long-term and, in alignment with relevant provincial programs, expanding the scope to include additional types of applicable retrofits.
[4] https://www.viccclp.com/uploads/4/2/9/6/42963935/vicc_report_master.pdf
CONCLUSION: The District of Central Saanich has made progress on climate and energy initiatives since 2008 and has increased efforts over the last few years in recognition of the severity of the climate crisis and the long-term goals in our Climate Leadership Plan. The Climate Action Specialist position has been integral to developing and implementing climate action projects. While an FCM grant funded a term position dedicated to climate action for two years, this funding ends in March 2021. During upcoming budget discussions staff will be recommending that Council convert this grant-funded position into a full-time position dedicated to climate and the environment, and consider budget items to support the operational costs and special projects associated with this portfolio.
Respectfully Submitted
Jarret Matanowitsch Director of Planning and Building Services
Page 30 of 103 To: Christine Culham, Chief Administrative Officer January 27, 2021 For: February 01, 2021 Committee of the Whole Re: Invest in Climate Action and a Healthy Environment
ATTACHMENTS: 1. Future of Climate Action in Central Endorsed by: Saanich - Feb 1 Council Presentation Jarret Matanowitsch, 2. Climate Leadership Plan - District of Director of Planning and Building Services Central Saanich
Administrator’s Recommendation: I concur with the recommendations contained in this report. Christine Culham Chief Administrative Officer
Page 31 of 103 THE FUTURE OF CLIMATE ACTION IN THE DISTRICT OF CENTRAL SAANICH February 1, 2021 Page 32 of 103 BRIEF HISTORY OF CLIMATE ACTION IN THE DISTRICT
Other Residential 10% Buildings Waste 10% Central Saanich Climate Leadership Plan Commercial 4% Buildings • Over 20 actions across 5 categories 10% • Three long term goals for 2050, relative to 2007: • 100% less community GHG emissions Transportation • 100% less municipal GHG emissions 66% • 100% renewable energy community-wide
2018: Climate Jul 2019: District Mar 2021: Climate Leadership Plan declares a Climate Action Specialist grant (CLP) created Emergency ends Page 33 of 103 2008: Central Mar 2019: Climate Jan 2020: CLP Saanich Energy Action Specialist hired updated to be Plan adopted via grant more ambitious BRIEF HISTORY OF CLIMATE ACTION IN THE DISTRICT
Climate Action Specialist staff position • 2-year term position funded via FCM grant • Planning & Building Services Department • Mandated to develop and implement climate mitigation & adaptation strategies and actions, and engage staff & community • Inter-departmental collaboration and support
2018: Climate Jul 2019: District Mar 2021: Climate Leadership Plan declares a Climate Action Specialist grant (CLP) created Emergency ends Page 34 of 103 2008: Central Mar 2019: Climate Jan 2020: CLP Saanich Energy Action Specialist hired updated to be Plan adopted via grant more ambitious CLIMATE ACTION HIGHLIGHTS: 2019
• Partner in CRD Inter-Municipal Working Group on Climate Strategic • Reporting of KPIs (CARIP, Annual Report, Financial Plan) • Hosted “Climate Speaker Series” events
Fire Hall #1 Solar Power Transportation • Established Modo car sharing in District Generation & Land Use • Installed public EV charging stations (MWh) 25
20 • BC Energy Step Code implementation Buildings • Partner in Transitions 2050 Building 15 Retrofit program - Year 1 10 • Install 360 solar panels @ Fire Hall #1 5 Municipal • Right-sizing vehicle fleet and choosing
Operations fuel efficient vehicles 0 Jul
Page 35 of 103
Jan
Jun
Oct
Apr
Feb Sep Dec
• Aug
Piloting of E-Bike for water metering Nov
Mar May
2019 2020 Adaptation to • Participated in Capital Region Coastal Climate Change Flood Inundation Mapping Project CLIMATE ACTION HIGHLIGHTS: 2020
• Updated CLP with more ambitious targets & related actions Strategic • Partner in CRD Inter-Municipal Working Group on Climate • Reporting of KPIs (CARIP, Annual Report, Financial Plan)
Transportation • Developed the District’s Electric Vehicle & E-Bike Strategy • & Land Use Developed EV Ready Requirements for New Buildings • Secured $10,000 grant from UBCM for active transport in OCP
• Secured $500,000 FCM grant for PACE Pilot Program Buildings • Partner in Transitions 2050 Building Retrofit program - Year 2 • Partner in launch of Bring it Home 4 Climate regional program • Introduced $350 top-up rebate for residential retrofits Page 36 of 103 CLIMATE ACTION HIGHLIGHTS: 2020
• Solid Waste Developed successful proposal for UBC Sustainability Scholars to investigate biofuel generation from municipal waste
Municipal • Began conversion of fleet with acquisition of 3 light-duty EVs • Operations Lighting upgrades & retrofits in municipal buildings • Acquired small electrical equipment for parks maintenance
Adaptation to • Participated in CRD’s forest carbon sequestration research • Climate Change Participated in regional (VICC) climate resilience conference Page 37 of 103 REGIONAL CLIMATE COLLABORATION
The Climate Action staff position advocates for Central Saanich priorities in critical regional and provincial climate projects, including:
• Capital Region Coastal Flood Inundation Mapping Project • Regional residential energy retrofit programs (T2050, BIH4C) initiatives
Page 38 of 103 • VICC Regional Climate Adaptation & Resilience Strategy development • CRD’s Regional EV Strategy consultations • Provincial road-mapping & consultations for PACE legislation • CRD’s forest carbon sequestration research MUNICIPAL APPROACH TO CLIMATE ACTION
The climate crisis is a priority at all levels of • 32% VICC municipalities and 40% government in Canada – especially within BC. regional districts have climate staff There has been steady increase in the number – including four very small (<5,000) of municipal staff positions for climate action municipalities across the country & province • Victoria and Saanich have dedicated climate staff • Town of Sidney posted 2-year position for Climate Action Coordinator in Jan 2021
98% of BC municipalities have signed Page 39 of 103 the BC Climate Action Charter FUTURE OF CLIMATE ACTION POSITION & PORTFOLIO
Staff recommends creating a full time position to support CLP & strategic priorities approved by Council for 2021 – 2022 Strategic Priorities and Goals
Climate Action Climate Action & Specialist Natural Environment (2-year term funded Coordinator via FCM grant) (full time District staff)
• Mandate • Develop & implement climate mitigation and adaptation projects • Integrate climate perspective into strategic District plans & strategies • Develop & implement projects oriented at enhancement of natural environment • Engage internal staff and District residents on climate impacts, risks, and actions
Page 40 of 103 • Strategic reporting of climate KPIs and annual progress • Collaboration with regional and provincial networks and projects
• Work closely with all departments to embed climate strategy, action, and engagement at all levels of organization and within community CLIMATE ACTION PROJECTS: 2021 - 2025
• Identify grant applications to support climate projects • Partner in CRD Inter-Municipal Working Group on Climate Strategic • Reporting of KPIs (CARIP, Annual Report, Financial Plan) • Climate Action Committee
• Apply a climate lens to the OCP Review Transportation • Implement action items from Active Transportation Plan & Land Use • Implement action items from EV & E-Bike Strategy • Partner with stakeholders to offer bike skills courses
• PACE Pilot Program development & implementation Buildings • Advancing BC Energy Step Code • Transitions 2050 strategy implementation
Page 41 of 103 • LED streetlight analysis and replacement CLIMATE ACTION PROJECTS: 2021 - 2025
• Waste collection study to optimize collection routes Solid Waste • Carry out UBC Sustainability Scholars biofuel research • Investigate projects to further increase diversion rate
• Accelerated light duty fleet conversion Municipal • Energy efficiency & conversion projects for infrastructure Operations • Tree planting and resilient landscaping projects • Increase engagement on staff active transportation
• Conduct climate risk assessment and identify priorities Adaptation to • Integrate climate mitigation & adaptation into Parks Master Plan Climate Change • Develop a municipal carbon sequestration target & strategy
Page 42 of 103 • Support implementation of new Tree Bylaw KEY CLIMATE PROJECT: 2021 – 2025 PACE PILOT PROGRAM
Metrics: # oil homes converted to heat pump, # fossil Buildings fuel homes converted to heat pump, GHG emissions
• Successful application to FCM in 2020 for $500,000 grant • 2-year, 50-home pilot program for home energy retrofits • 0%-interest financing loan to homeowners for oil to electric heat pump residential retrofit projects
Page 43 of 103 • Significant opportunity to decrease residential energy emissions from oil • Also decreases home energy bills for residents and lowers risk of oil spills KEY CLIMATE PROJECT: 2021 – 2025 EV & E-BIKE STRATEGY IMPLEMENTATION
Transportation Metrics: # DCS chargers, # public chargers, # DCS fleet & Land Use EVs, # and % community EVs, GHG emissions
• Increase the number of municipally owned and public EV chargers and identify grant opportunities • Introduce fee structure for public charging • Partner in CRD Regional EV Strategy • Support accelerated fleet transition to EVs
Page 44 of 103 • Host educational events for residents, businesses, stratas and MURBs • Annual reporting & monitoring KEY CLIMATE PROJECT: 2021 – 2025 PARKS MASTER PLAN & CLIMATE RESILIENCE
Adaptation to Metrics: # trees planted, # trees removed, carbon Climate Change sequestration, GHG emissions
• Apply climate lens to Parks Master Plan • Develop municipal tree canopy & carbon sequestration target • Participate in regional forest strategy • Support implementation of new Tree Bylaw • Annual tree planting community events Page 45 of 103 • Identify grant opportunities for lands & ecosystems • “Natural Environment” element of mandate QUESTIONS & DISCUSSION
“Implementation of the CLP will involve a commitment of staff time and municipal resources to plan, develop and oversee actions – including policy development, engagement and outreach with government and industry partners, communication and education with [the] public…” - Central Saanich Climate Leadership Plan, 2018 Page 46 of 103 Climate Leadership Plan District of Central Saanich
Updated 2020 Page 47 of 103 CLIMATE LEADERSHIP PLAN
Created by: Cariad Garratt, Pinna Sustainability Inc., 2018 Updated by: District of Central Saanich, 2020 JANUARY 2020 REVISION
This plan was updated January 2020 with new climate targets adopted by the District of Central Saanich in 2019. These updated targets are in alignment with the latest recommendation to limit global temperature increase to 1.5°C, set by the United Nations Intergovernmental Panel on Climate Change. Page 48 of 103
2 Climate Leadership Plan | centralsaanich.ca Table of Contents Introduction 4 Our Principles, Focus and Goals 4 Climate projections and impacts 6 Global, national and provincial action 7
GHG Emissions in Central Saanich 8 Baseline community emissions (2007) 8 Our progress to date (2007–2017) 8
Achieving Our Goals 14 Scenarios for achieving our goals 14 Transportation and Land Use 18 Buildings (Residential and Commercial) 19 Solid Waste 21 Municipal Operations 22 Adaptation to Climate Change 23
Implementation and Monitoring 25 Resources 25 Monitoring and reporting 26
Conclusion 27 This Climate Leadership Plan Appendix A: Community Feedback 28 renews the District of Central Saanich's commitment to work with other levels of government, Page 49 of 103 residents, businesses and community groups to advance climate action initiatives.
Climate Leadership Plan | centralsaanich.ca 3 Introduction
Principles This plan identifies actions within the District's realm of authority and influence. Concerted and coordinated effort by all levels of government, in partnership with community members and industry will be necessary to achieve the desired outcomes. The District's plan includes the following principles:
» Take early action in District areas of authority or influence » Advocate for action where other authorities have responsibility » Be nimble and opportunistic by seeking funding and partnership opportunities that align with our vision, while focusing the municipality's resources » Maximize local value creation by supporting education, training, capacity building » Use a climate lens to evaluate significant expenditures by considering both emission reductions (mitigation) and climate adaptation implications » Monitor and report progress with clear, concise communication to improve transparency and accountability
Our areas of focus This plan outlines key objectives and actions in five areas, focusing on actions that are within the realm of responsibility and influence of the District: » transportation; » municipal operations; » buildings; » and adaptation to climate change. » solid waste;
Successfully implementing this plan will involve dedicated staff time and resources. However, we cannot reach our goals in isolation. Making significant shifts in our energy use and sources will require action by all levels of government, residents, businesses and community organizations. Page 50 of 103
4 Climate Leadership Plan | centralsaanich.ca Goal 1: 100% less GHG emissions by 2050, relative to 2007 Interim target: 45% less GHG emissions by 2030, relative to 2007 The 2018 Central Saanich Climate Action Plan included a target to reduce community-scale GHG emissions by 80% by 2050, and reduce municipal GHG emissions by 90% by 2050, relative to 2007. The new climate targets adopted by the District in 2019 accelerate this target to a reduction of 100% at both the community and municipal-scale by 2050.
Goal 2: 100% renewable energy community-wide by 2050 In 2007, approximately 38% of all energy used community-wide in Central Saanich was from renewable sources. By 2050, the community will aim to obtain all of its energy from renewable sources. Page 51 of 103
Climate Leadership Plan | centralsaanich.ca 5 The District of Central Saanich has been taking steps to reduce climate impacts over the last decade. Starting in 2008, the District adopted theCentral Saanich Energy Plan – An Action Plan to Reduce Energy Consumption and Greenhouse Gas Emissions in Our Community. The 2008 plan provided a baseline of energy use and resulting emissions in our community, set reduction targets, and identified 27 actions to support the targets. Ten years later, the District has reflected on the progress made to date and refreshed the plan to guide climate action planning, programs and activities in the community for the next 10 years. In 2019, the District of Central Saanich declared a state of climate emergency and adopted accelerated climate targets recommended by the United Nations Intergovernmental Panel on Climate Change to limit global temperature increase to 1.5°C.
Introduction The costs of stabilizing the climate are significant but manageable; delay would be dangerous and much more costly.2
Climate projections and impacts Our climate is changing and addressing the changes is one of the most critical issues of our time. Some of these changes are already noticeable with more frequent extreme-weather events (droughts, floods, heat waves, fires); these changes are projected to increase the severity and duration of events over the coming decades. The Capital Regional District’s climate projection report anticipates more extreme heat days and longer dry spells in summer, more precipitation in fall, winter and spring, and warmer winters with more intense extreme weather events, and rising sea levels.1
A changing climate has many implications in our region– affecting our health, infrastructure, water supply, agriculture, ecosystems and species, and marine environments. The global scientific community agrees that the more we reduce our total greenhouse gas (GHG) emissions in the short term, the less intense these climate changes will be over time.
Page 52 of 103 The costs of inaction exceed the cost of action, which has been estimated to be roughly 1% of global GDP if strong action is taken now. In addition, there are significant co-benefits to climate action, including, improved air quality, healthier active lifestyles, reduced operating costs, and potential local economic opportunities.
1 https://www.crd.bc.ca/docs/default-source/climate-action-pdf/reports/2017-07-17_climateprojectionsforthecapitalregion_final.pdf 2 Stern Review, The Economics of Climate Change, 2007. http://unionsforenergydemocracy.org/wp-content/uploads/2015/08/sternreview_report_complete.pdf
6 Climate Leadership Plan | centralsaanich.ca Global, national and provincial action
In response, international governments have set aggressive targets to reduce GHG emissions– collectively aiming to limit global temperature rise below 2 degrees Celsius this century.3 In fall 2018, the IPCC released a Special Report on Global Warming of 1.5°C, which highlights the substantial elevated risk of long-lasting or irreversible changes associated with warming of 1.5°C or higher. The report states that global emission reductions on the order of 45% by 2030 (from 2010) are needed, reaching net zero by 2050, in order to limit warming to 1.5°C.4
Starting in 2007, when BC's first climate targets were established, our provincial emissions generally went down until 2010, but since then they have started rising again. In 2016, both the Federal and BC governments released new climate action plans that commit Canada and BC to accelerated climate
Introduction action. Both of these plans recognize we have a lot of work to do, and that all levels of governments need to work together with citizens and businesses to meet these targets.
The BC government recently announced new targets: 40% reduction in community-wide GHG emissions by 2030, 60% reduction by 2040 and 80% reduction by 2050 (all relative to emissions in 2007), and released a new climate action plan in Fall 2018 that details how these targets will be met. Canada has committed to the Paris agreement, and released the Pan-Canadian Framework on Clean Growth and Climate Change outlining how we will achieve Canada's targets. Page 53 of 103
3 Compared to pre-industrial temperatures. 4 See https://www.ipcc.ch/sr15/
Climate Leadership Plan | centralsaanich.ca 7 GHG Emissions in Central Saanich
In Central Saanich, there are three primary sources of community-scale GHG emissions. » Transportation: Burning gasoline, diesel and propane in vehicles » Buildings: Using electricity, natural gas, heating oil and propane » Solid Waste: Throwing organic garbage into our landfill that releases methane
Because electricity generated in BC is almost exclusively hydropower, the GHG emissions associated with electricity use in our community are very low. As a result, almost all of our energy-based emissions result from fossil fuels: gasoline, diesel, natural gas, heating oil, and propane.
Baseline community emissions (2007) Commercial 5 Buildings In 2007, the community emitted an estimated 76,000 tonnes of GHG emissions. 11% Approximately 66% of these emissions resulted from fuels used in our vehicles Residential (personal and commercial), 22% result from powering and heating our buildings, and Buildings 11% approximately 12% resulted from organic waste breaking down in the landfills. Transportation (estimate) Community Solid 66% Waste Our progress to date (2007–2017) 12% Based on the data released by the Province for Central Saanich, combined with indicators from our Census data, Central Saanich emissions are beginning to go down, but a lot more work is needed in all areas: transportation, buildings and waste to achieve our target. Page 54 of 103
5 Community Energy and Emissions Inventories were prepared by the Province for 2007, 2010 and 2012. Building and solid waste data continues to be released (to 2016), while the transportation component of the inventories are currently being reviewed. This baseline represents a preliminary estimate of emissions that will need to be revised when the Province releases updated data for transportation.
8 Climate Leadership Plan | centralsaanich.ca TRANSPORTATION There are a number of ways to reduce our transportation emissions, for example: creating more compact, complete communities, switching some vehicle trips to other modes (walking, cycling, taking transit – collectively referred to as active transportation), using more efficient or low emission vehicles, and making shorter or consolidated vehicle trips. Census data shows Central Saanich is creating more compact residential neighbourhoods: in 1996 less than 30% of homes were multi-family dwellings, and as of 2016, 45% were multi-family dwellings. We are also gradually shifting toward more active transportation trips when commuting, increasing from 12% to 13% of commuting trips by active modes from 1996 to 2016.6 Since 2008, District actions include: » Keeping the majority of new growth in Central Saanich within the Urban Settlement Area GHG Emissions » Developing a plan for protecting industrial land in the Keating Business District to preserve local employment opportunities, and to ensure adequate transit for this area. » Investing in infrastructure improvements, including walking paths, pedestrian crossings, bike lanes and transit stops (1 to 3 are upgraded annually to improve shelters and accessibility). The community currently has approximately 15 kilometres of bike lanes. » In 2012, the District participated in and supported the Regional Pedestrian and Cycling Master Plan developed by the CRD. » In 2012, the District installed two electric-vehicle-charging stations for public use. » In 2019, the District began developing an Active Transportation Plan, plus EV and E-bike strategy. » In 2019, the District brough Modo Car Share to the community.
To reach our targets for reducing transportation emissions, the community needs to make more significant shifts to active transportation and/or zero or very Page 55 of 103 low emission vehicles, such as electric vehicles.
6 Statistics Canada Census data.
Climate Leadership Plan | centralsaanich.ca 9 BUILDINGS Reducing energy use in existing buildings–most of which will still be around for the next few decades– and building more efficient new buildings are another key to reducing our emissions. Based on utility To reach our targets for data collected by the Province, buildings in Central Saanich use approximately 10% less energy in 2016 reducing buildings emissions, the relative to 2007. community needs to make more significant shifts toward: • net-zero energy new buildings
GHG Emissions • retrofit existing buildings
Since 2008, District actions include: » Requiring new homes that go through a rezoning process to meet a minimum of Energuide 80 rating and Step Code, making these new buildings more energy efficient than the Building Code. » A 30% discount on Development Cost Charge to incent developments that are affordable, have lower energy use or lower GHG emissions. » The ReAction program to provide financial incentives for energy audits and upgradeso t community groups Page 56 of 103 leasing District-owned buildings. » Partnering with other municipalities in theTransitions 2050 Program to improve the energy efficiency of existing residential buildings. » Implementing theBC Energy Step Code for new construction starting in 2020.
Climate Leadership Plan | centralsaanich.ca 10 SOLID WASTE Since 2008, District actions include: » diverting yard and food waste from going to the landfill (5,400 to 7,400 tonnes diverted annually 2013-2015); and » expanding the landfill gas capture system to reduce the total GHGs being released from landfill waste. GHG Emissions
We have a good start in reducing emissions from solid waste disposal, but more can be accomplished with further waste reduction, Page 57 of 103 diversion and gas capture initiatives.
11 Climate Leadership Plan | centralsaanich.ca MUNICIPAL OPERATIONS The District has been tracking and reporting emissions resulting from municipal operations (community buildings, fleet vehicles, and contracted vehicles and equipment) since 2009, and the District has been carbon neutral in its operations since 2015. The majority of corporate emissions result from fuels used in the District fleet vehicles. In 2017, total corporate emissions were 287.5 tonnes CO2e, a small fraction of community emissions. GHG Emissions
*NOTE: In 2016 the District removed fuel use by police vehicles from the inventory, as these are not in scope for municipal inventories.
District actions include: » Using a B5 biodiesel blend in all diesel vehicles, and biodegradable hydraulic oil. » Building a LEED Silver Fire Station 1, with geothermal and solar hot water technologies. » Adding 360 solar panels to the roof of Fire Station #1. » Completing LED lighting andenergy efficiency upgrades to facilities. » Implementingsmall-scale demonstration projects to conserve energy and reduce emissions. • piloting electric landscaping equipment (leaf blowers, chainsaws, weed eaters) • piloting an electric bike for water metering
Page 58 of 103 » Selecting the mostfuel efficient and right sized vehicles for the job. » Adding electric vehicles, an e-bike and Modo Car Share to the municipal light-duty fleet.
Climate Leadership Plan | centralsaanich.ca 12 We can continue to reduce emissions by shifting to more efficient, low emission vehicles. Page 59 of 103
Climate Leadership Plan | centralsaanich.ca 13 Achieving Our Goals
A scenario for achieving our municipal operations goals One example scenario for achieving the municipal operations goal includes a combination of electrification, where suitable to the application and technology is available, and biofuels/renewable natural gas for other applications, with natural gas as a transition fuel:
» 100% conversion of light-duty fleet to electric by 2030 (where suitable technology is available). » 100% conversion of remaining fleet to natural gas or biodiesel by 2035. » 100% shift to biofuels (renewable natural gas or biodiesel) for remaining fleet by 2050. » 100% conversion of heating and hot water systems to zero emission systems
A scenario for achieving our community-scale goals Based on our knowledge of where our emissions currently come from and estimates of the impact of senior government regulations, we can chart out a scenario that demonstrates one path for reaching our target. Achieving such significant reductions in our emissions will require action from all levels of government, as well as citizens, businesses, and partner organizations. The precise path that will get us to this reduction target is still unknown.
The following scenario demonstrates one path toward meeting the community goals for buildings and transportation that includes: » Estimated emission reductions that will happen because of Federal and Provincial regulations8 » Building emission reductions resulting from: • 100% of remaining oil heaters converted to heat pumps by 2030 • 100% of new construction net-zero ready starting in 2025 (BC Energy Step Code 5) • ~3% of our existing buildings renovated per year to use 50% less energy and install zero emission home heating and hot water systems • All remaining building fuel use transition to renewable natural gas by 2050
Page 60 of 103 » Transportation emission reductions resulting from: • 50% of trips are made with active transportation or transit by 2050 • 100% of vehicles are zero emissions by 2050, and 25% are zero emissions by 2030
14 Climate Leadership Plan | centralsaanich.ca The transition for GHG emissions and renewable energy, based on this scenario: Potential Path to Goal 1: 100% Less GHGs Than 2007
In addition to the building and transportation efforts, the District will continue to work with the Capital Regional District to achieve significant reductions in emissions from solid waste through a combination of waste reduction, Achieving Our Goals Achieving diversion, and landfill gas capture.
Potential Path to Goal 2: Transition to Renewable Energy by 2050 Page 61 of 103
Climate Leadership Plan | centralsaanich.ca 15 Significant shifts are needed in our transportation, buildings and solid waste profiles if we are to meet our goals, as outlined in the scenario in the previous section. The most significant shifts for community emissions in Central Saanich will focus on improving energy efficiency and increasing renewable energy in our transportation and buildings sectors. The Federal and BC governments have implemented regulations that will affect future GHG emissions and improve the efficiency of and reduce emissions from new vehicles and new buildings, and have developed programs to support further reductions. While these programs and regulations will help reduce community-scale emissions in Central Saanich, it is not sufficient to meet the target of net zero GHG emissions by 2050, and further actions are required. The majority of emissions are from transportation but buildings are long lasting infrastructure and must be addressed now. This section outlines actions for the District of Central Saanich to implement in support of our long-term goals. Achieving Our Goals Achieving Page 62 of 103
Climate Leadership Plan | centralsaanich.ca 16 TRANSPORTATION AND LAND USE 5 Action Areas to Compact and complete community Active Transportation Plan Electric and plug-in hybrid vehicles Achieve our Goals Connect with existing programs Support the transition to biofuels
BUILDINGS (residential and commercial) Energy efficient new buildings Energy efficient retrofits Connect with existing programs Support the transition to biofuels District energy system
SOLID WASTE Support regional diversion efforts Capture and optimize use of landfill gas Consolidate garbage collection services MUNICIPAL OPERATIONS Carbon neutral operations Green fleet transition Support biofuels Showcase renewable energy Highly efficient new buildings Carbon sequestration
ADAPTATION TO CLIMATE CHANGE Risk and vulnerability assessment
Page 63 of 103 Climate considerations in operations and planning Public awareness of risks and adaptation strategies Value natural assets
17 Climate Leadership Plan | centralsaanich.ca Transportation and Land Use OBJECTIVES » To make significant shifts toward active modes of transportation that support a healthy, safe and vibrant community » To transition toward electric and biofuel sources of energy for all vehicle transportation needs, making use of cleaner fossil fuels in the shorter-term to support the transition
ACTIONS Compact and complete community Continue to focus development in the Urban Settlement Areas through residential infill and densification. Furthermore, support opportunities to incorporate local business areas and other amenities close to residential infill with the goal of increasing the number of homes within 400 metres of: work places, transit stops, bike paths, grocery stores, elementary schools, and parks. Compact and complete communities encourage trips on foot, by bicycle or transit rather than car. Identify additional opportunities to support reduced vehicle travel, including supporting home-based businesses with appropriate bylaws, and supporting neighbourhood commercial within neighbourhoods located within urban settlement areas. Incorporate low carbon considerations in new infrastructure designs (e.g. safe routes for all modes, roundabouts that reduce idling). » significant shifts toward active modes Active transportation plan To make of transportation Create an active transportation plan thatthat outlines support a policy aand healthy, key actions safefor supporting and vibrant a significant community mode shift toward walking, cycling, ride share and transit within the community. Actions for consideration include: » To transition toward electric and biofuel sources of energy for all ve- Electric and plug-in hybrid vehicles Develop a community electric vehicle strategyhicle that transportation includes a plan for increasing needs, charging making facilities use at keyof locationscleaner throughout fossil fuelsthe community, in the considering requirements for charging stations in newshorter-term residential and commercialto support developments, the transition and providing parking spots for EVs only. EV sales continue to increase quarterly in BC, however, the share of new passenger car sales that are electric is still less than 10% in BC. Building supportive infrastructure is critical to assisting with a more rapid transition toward electric vehicles in our community. Connect with existing programs
Page 64 of 103 Actively connect community members with existing provincial, utility or other programs such as the Clean Energy Vehicle Program by raising awareness through marketing, social media, and community events. Support the transition to biofuels(including renewable natural gas) Collaborate with the Capital Regional District, neighbouring municipalities, researchers and local industry to identify and support opportunities to generate, distribute and/or purchase biofuels or renewable natural gas in the region.
18 Climate Leadership Plan | centralsaanich.ca Buildings (Residential and Commercial) OBJECTIVES » To develop net-zero ready buildings in new construction that have low energy needs (lowering utility costs and emissions), are more comfortable, and are well-suited to our changing climate » To substantially improve the energy efficiency of existing buildings through cost-effective building retrofits that reduce utility costs, improve comfort, and are adapted to our changing climate ACTIONS Energy efficient new buildings Develop and implement a BC Energy Step Code adoption strategy that goes beyond the base BC Building Code, beginning with the lower steps (1-3). Monitor implementation and increase requirements over time as industry builds capacity and costs come down – aiming to implement the upper steps (4- 5) by 2025. Support development of buildings that go beyond the required steps by adjusting development cost charge reductions, or providing other incentives such as building permit rebates.
Energy efficient retrofits Establish a Deep Green Retrofits program with a target of having 3% of existing buildings (residential and commercial) undertake energy efficiency retrofits and install zero emission home heating and hot water systems annually. Typical renovation rates are closer to 1% per year. Partnerships with utilities, senior governments and other agencies will be important to provide incentives that are sufficient to substantially increase the rate of retrofits occurring. In addition to external funding, the District can also evaluate local funding opportunities such as building permit rebates, and implementing a broad green development fee that gets re-distributed to these initiatives. As a first step, the District can reimburse the cost of a building energy audit and follow-up coaching to support the selection of the most cost-effective upgrades. Consider incorporating water-saving retrofits into the same program, supporting climate change adaptation for anticipated hotter, drier summers.
Connect with existing programs Actively connect community members with existing provincial, utility or other programs by raising awareness through marketing, social media, and community events. Investigate the potential to provide “top-up” incentives for specific outcomes – for example, an incentive that facilitate a 100% shift away from heating oil in the community. Page 65 of 103 Support the transition to biofuels (including renewable natural gas) Collaborate with the Capital Regional District, neighbouring municipalities, researchers and local industry to identify and support opportunities to generate, distribute and/or purchase renewable natural gas in the region. Potential sources could include anaerobic digestion of municipal and/or agricultural organic waste, and gasification of forestry by-products.
District energy system Explore the development of a low carbon district energy system for the Keating Industrial area.
19 Climate Leadership Plan | centralsaanich.ca Page 66 of 103
Climate Leadership Plan | centralsaanich.ca 20 Solid Waste OBJECTIVES » To minimize waste going to the landfill » To maximize the capture and re-purposing of waste in the landfill
ACTIONS Support regional diversion efforts Work with the Capital Regional District, residents and local businesses to achieve 100% organic waste diversion from residential and commercial sources. Consider opportunities to phase-out or ban single use items (e.g. straws and take-out containers).
Capture and optimize use of landfill gas Support regional efforts to maximize the capture of landfill gas from the Hartland landfill, and to pursue opportunities to transform the captured gas into an energy resource (for example, renewable natural gas).
Consolidate garbage collection services Currently multiple private companies provide collection services in the community – resulting in multiple trucks covering the same route. Review opportunities to consolidate services by area to reduce truck trips. Page 67 of 103
Brentwood Bay Performance Stage Opening
21 Climate Leadership Plan | centralsaanich.ca Municipal Operations OBJECTIVES » To transition the fleet to electric and low emission vehicles and fuels » To build new buildings to be net-zero energy ready » To use a "climate lens" to ensure significant capital decisions incorporate climate change implications (both mitigation and adaptation) ACTIONS Carbon neutral operations Since 2015, the District has been carbon neutral in its operations through the purchase of carbon offsets. Continue to support carbon reduction projects through the purchase of carbon offsets, with a focus on local or near-local projects where possible.
Green fleet transition Beginning in 2018, transition the light-duty fleet to electric vehicles at time of renewal, or in advance of renewal where fuel and maintenance cost savings support the investment. Identify suitable applications where the use of vehicles can be replaced with zero emission alternatives (e.g. electric bicycles). In 2019, develop a strategy to convert heavier-duty fleet vehicles to lower emission vehicles best suited to meet the performance requirements. In the near-term this is most likely a conversion to natural gas vehicles
Support biofuels Identify opportunities to support increased use of biofuels in the fleet (e.g. through use of higher blends of biodiesel such as B20, or the purchase of renewable natural gas in natural gas vehicles).
Showcase renewable energy Identify opportunities to showcase various renewable energy projects that are visible to the community as a means to raise awareness, support local capacity building opportunities and encourage community members to uptake renewable energy. For example, installing a solar array on a municipal building demonstrates a visible commitment to renewable energy. Other examples include branding on fleet vehicles that are low or zero emission, or are powered with biofuels.
Page 68 of 103 Highly efficient new buildings Ensure new facilities meet high standards of energy efficiency, demonstrating leadership in the community and supporting industry transition toward more efficient building practices. Where appropriate, integrate use of alternative energy technologies such as geo-exchange and solar technologies.
Carbon sequestration Identify opportunities to protect and increase tree canopy and other natural assets that contribute to carbon sequestration, and consider carbon sequestration in all land acquisition and management activities.
Climate Leadership Plan | centralsaanich.ca 22 Adaptation to Climate Change OBJECTIVES » To ensure the District and community members understand the range of potential impacts of climate change in our area » To ensure the District and community members are prepared for and resilient to the impacts of climate change » To foster our natural asset resiliency to the impacts of climate change
ACTIONS Risk and vulnerability assessment To prepare ourselves for potential changes to our climate, we need to understand how sensitive our community systems (people, economy, food), infrastructure and natural assets are to the range of potential projected changes in our climate (from hotter, drier summers, to wetter winters, to more intense rainfall events, etc.) This risk and vulnerability assessment can build off the CRD climate projections work completed recently to help us identify how to prepare for the changes with minimal disruption and costs, while seeking to maximize the benefits.
Climate considerations in operations and planning Identify opportunities to build from emerging technical resources to support integration of climate considerations into planning and operations to address risks and vulnerabilities identified during the initial assessment. Examples may include partnerships with Engineers and Geoscientists of BC to apply new future ‘climate-proof’ IDF curves to infrastructure design standards, making improvements to hard infrastructure, informing development considerations for expanding flood plains and areas affected by sea level rise, promoting local food systems that increase resilience, and enhancing emergency response programs. Incorporate climate considerations into future updates of the Official Community Plan.
Public awareness of risks and adaptation strategies Collaborate with the Capital Regional District and neighbouring communities to incorporate climate-related communications, emergency preparedness and disaster planning, and promotion of local food systems into public outreach materials and activities. Page 69 of 103 Value natural assets Participate in regional efforts to identify the value of natural assets in climate change adaptation (e.g. reducing flood inundation, protecting shorelines from erosion, providing shade during extreme heat events) and incorporate findings into park and land management decisions.
Climate Leadership Plan | centralsaanich.ca 23 Page 70 of 103
24 Climate Leadership Plan | centralsaanich.ca Implementation and Monitoring
Resources Implementation of this Climate Leadership Plan will involve a commitment of staff time and municipal resources to plan, develop and oversee actions – including policy development, engagement and outreach with government and industry partners, communication and education with public and more – while also staying abreast of leading practices, opportunities and funding. With renewed senior government focus on climate action, support may be available for partial funding of municipal staff positions that support implementation of climate action plans like this one. The responsible staff would also oversee monitoring and reporting progress, and undertake a review of this plan in 5 to 10 years. In 2018, the District received a two-year climate action staff grant from the Federation of Canadian Municipalities.
A $350, 000 Climate Leadership Reserve Fund is used as an internal bank to fund climate leadership projects, such as the solar array on the roof of Fire Station 1, which includes a plan to recoup the investment through internal repayment of the savings from reduced hydro costs.
The District continutes to focus on applying for grants to support climate action related infrastructure and programs while also utilizing the District's Climate Leadership Reserve Fund to fund new projects. Page 71 of 103
Climate Leadership Plan | centralsaanich.ca 25 Monitoring and reporting
The District annually reports to the Province on climate action activities undertaken in relation to community-scale and municipal operations through the CARIP report. The District will also publish the following measurements with all available data at minimum three times a year in the District's Financial Plan, Annual Report, and Mid Year Report.
Community measurements will include: Municipal measurements will include:
Measurement (tonnes CO2e) 2007 2030 2050 Measurement (tonnes CO2e) 2007 2030 2050 Baseline Target Target Baseline Target Target Transportation 50,500 - 0 Transportation 265 - 0 Buildings 18,700 - 0 Buildings 67 - 0 Landfill 6,800 - 0 Total (tonnes CO2e) 332 183 0 Total (tonnes CO2e) 76,000 41,800 0 Measurement Annually reported Measurement Annually reported Public trees planted and removed Oil furnaces replaced with heat pumps Electric vehicle chargers (property of DCS) Number of all fossil fuel heating systems replaced with heat pumps Electric vehicles (property of DCS) Number of Electric Vehicles (EVs) in Central Saanich Fire Hall solar power generated (MWh) % Vehicles that are EVs in Central Saanich Climate action event attendees Number of public EV chargers in Central Saanich % of bus stops that include a shelter % community roads that have on street bikeways % of community roads with sidewalk facilities Active transportation within 2011 2017 Central Saanich % all trips by walking 16% 14% Will be % all trips by bicycle 1% 3% reported as Page 72 of 103 CRD supplies % all trips by transit 1% 2% data every 5 % all trips by automobile 79% 79% years. % all trips by other 3% 2% % of all trips by sustainable means 21% 21%
26 Climate Leadership Plan | centralsaanich.ca Conclusion
It is necessary for the District to take early and substantial action to reduce the potential impacts of climate change. Currently, our emissions are remaining relatively flat, even with a modestly growing population. However, there is much work to do to make significant shifts in our transportation, buildings and solid waste sectors in order to achieve our goals to reduce overall community-scale emissions and transition to 100% renewable energy by 2050. Even if we achieve significant reductions in emissions, we are already facing changes in our climate – leading toward hotter, drier summers and wetter winters. This plan also highlights the need to understand the risks and hazards associated with a changing climate, and to prepare our infrastructure, social and economic systems and natural systems to handle these changes.
The longer we delay, the more costly and difficult it becomes to achieve these goals. This action plan lays out how the District can move forward; but the District needs support from senior governments, community members, industry and other partners to set us on a path to meeting our goals. Page 73 of 103
Climate Leadership Plan | centralsaanich.ca 27 Appendix A: Community Feedback
During the plan development period (May to June 2018), two forums were offered to community members to provide input to refreshing this plan: 1) a public open house hosted at Municipal Hall; and 2) on online engagement site, which opened May 11, 2018 and will run until the end of June, 2018. The online engagement consists of adding ideas, voting on ideas, and answering poll questions. To date, the engagement site has been visited by 156 people. Of the visitors, 75 visited multiple pages and 14 downloaded the Climate Leadership Plan Background document. The site’s Ideas tool solicited 17 ideas from the public about ways to reduce greenhouse gas emissions, which visitors are able to vote for (a list of submitted ideas is provided below). Three polls were posted on the site and have received 32 responses to date. The highlights of these forums to date are summarized here.
ONLINE FORUM – TOTAL OF 189 VISITS (as of May 2019) Page 74 of 103
28 Climate Leadership Plan | centralsaanich.ca LIST OF IDEAS GENERATED THROUGH ALL ENGAGEMENT FORUMS (with associated votes in brackets, where applicable) Transportation – Community » Transit advocacy • Keating Transit Hub needs District support • Work with BC transit/set targets for increased services • Acknowledge increase taxes to support • Create incentives for local businesses to offer transit passes to employees » Active transportation plan – design and implement » Park & ride on District property » Improve access to active/alternative transportation • Improve safety of non-vehicle infrastructure (e.g. bike lanes, walking paths) and design for walking (6) • Improve connection of bike lanes and walking paths to other parts of the community and neighbouring communities (5) • Create policy to ensure new developments incorporate car share and EV charging infrastructure • Increase access to electric vehicles and public charging stations • Encourage car share businesses to include electric vehicles in their fleets » Introduce roundabouts to improve traffic flow (and reduce emissions from start/stop vehicle operations) » Consolidate private garbage collection amongst private collection companies (4)
Buildings – Community » Advocate for Provincial incentive program for retrofits » Incentive program with creative funding and grant opportunities » Self-funding renewables project promotion » District heating system for Keating » Adopt a higher step code sooner for new buildings (1) » Residential buildings • Encourage water collection through incentives • Incentivize heat pumps (3) • Encourage / incentivize energy efficient technologies and retrofits in homes
Waste – Community » Host a Reuse Rendezvous and other waste reduction events (1) » Collect compost and yard waste to reduce backyard burning and produce high-quality compost (3) » Develop policy on one-time use items, e.g. plastic bags and straws, to eliminate these items from the waste stream (1)
District Operations » Employee incentives for alternative/low carbon travel to work » Employee wellness pass for local recreation » Apply to provide discounted bus passes to staff
Page 75 of 103 » Organized carpooling » Promote bike to work / car-free days » Support telecommuting / flex work days » Raise awareness about climate change impacts in the community » Adaptation planning » Identify carbon capture opportunities » Purchase electric vehicles for District fleet » Convert District fleet to low carbon fuels, e.g. propane, or renewable natural gas
Climate Leadership Plan | centralsaanich.ca 29 Page 76 of 103
centralsaanich.ca ,., 1-
' , 2 Hagan Road,Brentwood Bay =“:?“"'. —
March 15, 2021
Dear Central Saanich Council:
The Central Saanich Community Association (CSCA)is pleased to see that
Central Saanich is considering funding a permanent full time Climate Action and
Natural Environment Coordinator position. The CSCA is very hopeful that Council will pass this expenditure to be part of the 2021 Financial Plan. Funding of this initiative is in direct support of the decoration ofa Climate Emergency that Central Saanich Council passed in
2019. As you recall CSCA partnered with Stelleys Secondary and Bayside Middle School for a passionate request for more action on climate change, The appointment of this position will be a very positive step by Council and Central Saanich staff to show their continued support of environmental issues.
It is stated in the supporting documentation that the major role of this position is to work to secure grant funding opportunities to help fund our climate action initiatives. Is there a synergy opportunity to expand this role to use the experience and knowledge gained from secure grant funding for climate action initiatives and apply this for obtaining grant funding for Active Transportation? It seems that there could be lots of cross-over benefits,
Bruce D Elliot
CSCA — Chairperson
Page 77 of 103 BUDGET 2021
MARCH 15, 2021
CAPITAL PROGRAM Page 78of103 BUDGET PRESENTATION SCHEDULE
February 16 February 23 March 15 Administration Planning Capital Plan Finance Engineering Information Public Works March 29 Technology Water and Sewer Summary and consideration Community Services Police Fire Page 79of103 AGENDA
• Summary of budget • Updates on requested adjustments • Capital budget presentation • Questions and discussion Page 80of103 Page 81 of 103 2021 DRAFT BUDGET SUMMARY
The 2020 balances expenses and revenues (including reserve funds) at $32.4 million. Budget goals • Maintain the level of core services needed and expected by citizens • Address priorities of Council, such as climate action, the community wildfire protection plan, OCP review, active transportation and more • Continue advancement of climate action initiatives
• Provide the funding needed by first responders— police and fire services Page 82of103 2021 DRAFT BUDGET SUMMARY
Budget Deliberation Topics to Date (additional to department presentations) • Providing relief to businesses and economic development. • South Island Prosperity is included in the five year plan. • Climate Action position. • Postpone garbage pick‐up study to 2022, and replace with Keating parking assessment in 2021. Same budget of $50,000.
• Property tax collection scheme alternatives. Page 83of103 2021 DRAFT BUDGET SUMMARY
Budget Additions • Council Chambers renovation budget increased by $50,000 to $250,000 for construction, and $75,000 for technology. • Facilities ‐ staff workstations. Four new workstations are required to accommodate staff additions (HR Manager) and expected staff movements in 2021 ‐ $40,000. • Increase of Asset Management Plan update of $50,000 from $25,000 to $75,000 (grant funded). Page 84of103 2021 DRAFT BUDGET SUMMARY
Asset Management Planning • 2017 Asset Management Financial Plan • 2021 planned update of Asset Management and Financial Plans Page 85of103 Capital Program Summary Page 86of103 Roads Page 87of103 Drainage Page 88of103 Facilities Page 89of103 Parks and Trails Page 90of103 Vehicles Page 91of103 Equipment Page 92of103 Water Page 93of103 Sewer Page 94of103 Questions Page 95of103
What We Heard
Budget 2021 Public Engagement Summary March 15, 2021
Page 96 of 103 Consultation Overview
Each year we seek input on the municipality’s budget, and provide Council with public input so as to help inform decisions. Municipal budgeting is a challenging topic to get feedback on, and traditionally open houses at the hall drew few Let’s Talk residents. Summary to For the 2021 budget, staff have held pre-budget consultation for the first time, summarized in this report; this is followed by consultation on the Draft 2021 date Financial Plan from February 5-March 10, 2021.
The pre-budget consultation included an online project site with a survey as well as reaching out to community members who had asked to be contacted Engaged about the budget. 56 participated in Consultation on the Draft 2021 Budget included a virtual information session, a Q&A tool, on the Let’s Talk site, encouraging residents to watch or the survey participate in Council’s upcoming budget meetings, and staff contact information. Staff did not receive public feedback on the draft plan. Informed
PUBLIC ENGAGEMENT GOALS 169 visited the FAQ page, a • Inform the public about the annual budget and their opportunity to identify their priorities and provide feedback; project page or educate the community on services the district provides; photos. answer the public’s questions; • continue to show the community that the Municipality is listening; • help Council ensure a better match between community expectations of public services and the actual expenditure on those services. Aware 327 visited at PROMOTION least one page • Ad in Peninsula News Review • News release published on website and sent to local news outlets • Municipal website: o Spotlight feature on homepage Numbers based on o Events calendar Let’sTalkCentralSaanich.ca o News notice activity. Do not include • Mayor Message video on social media general awareness of the • Twitter, Instagram and Facebook posts engagement project • Let’s Talk, Central Saanich site through promotion. • Info session recording on YouTube and Let’s Talk
Page 97 of 103 What We Heard Community Pre Budget Survey – January–February 2021, 56 responses
If ‘Cut’, what services would you cut?
Services need to maintain costs. We are in the multifamily apartment business, and have been told no increases for the 3rd year in a row, yet all our costs keep increasing. If we have to live with no increases, the business's that support us should as well.
any discretionary programs
A) over the top spending on street beautification in Brentwood and Saanichton, B)wasting money on bike lanes in Brentwood [why all the money going into Brentwood Bay?] C) see a lot of money and manpower going into the playfields at Centennial Park
Infrastructure projects cut staff levels in all departments, cut the size of council, cut Police/Taxation officers and staff, cut Fire Department imo non essential, community events, street scape, wage increases for council, the new tree bylaws
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Page 99 of 103 APPENDIX B Comments
Summary The most common comment was about increasing active transportation infrastructure Comments asked for public safety improvements, including lower speed limits, police enforcement and hedgerow maintenance/improved sightlines Some comments related to keeping property tax increases to a minimum A few comments touched on supporting local businesses by attracting businesses to Keating and encouraging green businesses Comments mentioned improved recreation facilities such as pickleball.
Verbatim
I have outlined my responses below:
1. For many people this is an economically challenging time so you need to consider the impact of any tax increase. My first suggestion is that you carry out a full review of where savings could be made in existing costs eg overheads, vehicles, Police force, contracted services,etc
2. I would like to see top priority given to the Climate change and Environmental Projects and the Waste collection iniatitives
3. Increasing property taxes is also a driver of inflation as I am sure you well understand. I fail to understand why CS requires such a strong Police force considering that the RCMP also play an important role in this community. Every time I pass a minor ''fender bender there may be in the region of 3 police vehicles in addition to the FD and emergency services gathered round the incident. Perhaps some of their budget may be redirected to the Climate Action iniatitive(which is great).Many believe that Climate change will have a greater impact on humanity than the COVID.I would love to see the council start to proactively encourage the planting of trees throughout the Community in an effort to mitigate some of the impact of the causes of global warming. I am sure that you are as concerned as I am about the amount of trees which have been lost for various reasons throughout the district in the last 12 months.
I would encourage the district to develope some new thinking on waste disposal. It is prehistoric to read that the CRD are proposing to increase the Hartland Landfill. In most developed countries Landfill is no longer an option and Waste to Energy is the current trend.
Finally could someone please ensure that the bicycle lanes are maintained and are routinely cleaned using a sweeper. In winter they are treacherous with grit,branches,leaves,etc.
Page 100 of 103 Keep increases to a absolute minimum. We have to as dictated by the provincial government, so the municipal governments should have to as well.
Please don't forget about our LOW- INCOME SENIORS, who are just living from month to month, and are just barely making it! Could you "PLEASE consider increase in the OAS or GUARENTEE INCOME??" You do talk alot about helping the middle class people, "BUT" DON"T FORGET THE LOW INCOME", who have worked hard all thier lives to make Canada the country that we have today!" Economic: As Central Saanich is rich in ALR land, it would be to our advantage to allocate a budget specifically for innovation and environmental business start ups. These companies or innovations include those that will help with reducing our contribution to green house gases, use of fossil fuel and downstream products ( ie. plastics), and whole food ( plant based) products. Not only will it allow us to reach our climate targets but will encourage positive economic growth within our community.
Public Safety Improvements It is an insult that tax increases are needed. Do you want to be responsible for more homelessness? You need that as a result of the pandemic to appreciate that businesses have suffered, few non-union staff have received no salary increase, and many seniors are struggling. Are you aware that in some Ontario municipalities, the property owner are demanding a 5% pay cut to municipal staff because they think those staff should suffer like everyone else! Shame on you for not even giving an option to say no tax increase!
I hope the new slower speed limits are enforced, I almost get hit by speeding cars when I'm just cutting my front lawn. They take the back roads to avoid Pat Bay congestion, would make it more enjoyable for walking too since there's nowhere to jump with the overgrown hedgerows and it's dangerous.
Please add to your next newsletter or advertise about the need for safety of owners/municipal bushes trees and bushes encroaching on sidewalks and blocking vision for traffic. Also do a municipal wide check of areas for these problems. Some are trees growing on municipal property.
Bring in more commercial business to the Keating Industrial area to help with new infrastructure
Would like to see more trail systems and bike lanes. Saanichton village needs a facelift like Brentwood got years ago
Please put in a sidewalk from Kersey road into Brentwood as well as a crosswalk across West Saanich near kersey road on the way to Marchant road as there are 17 kids that live on the road and it's not safe for them to walk ride to the elementary or middle school. Please Set some money aside to provide more pickleball facilities.I recommend you charge a nominal hourly fee for All courts, pickleball and tennis.This will provide a revenue stream to offset some of the costs. Your system at Centenial park works great.
Page 101 of 103 Road safety in residential streets and policing of this should be as prioritized as major arterial roads. Police seem focused on West Saanich, while south Wallace, Hagen, Clarke and Verdier regularly see speeds of 60-70km. As a daily walker in the community I have had many close calls. School zones are also largely ignored, especially at Bayside.
Don’t spend money on climate change. It’s not in your mandate.
Residential taxes are very high already for current services. Perhaps cut back on grants given
Continue the sidewalk up along veyannes to at least white road, preferably to stellys cross road
You cannot keep spending to save pensions, Pension funds and Pension pay outs will have to be reduced by 60% and those funds used to reduce the size of Government debt, and reduce contracts with cronies, landowners can do those services themselves imo
In order to reduce number of big trucks removing garbage from streets I suggest more back yard burning as means to reduce heavy truck traffic and cleaner disposal method . Lots of packaging, paper could easily be disposed of this way, with care and safety and would not cause any more environmental problems than big diesel truck fumes on our roads.
We pay taxes to support a variety of different groups for recreation support with building and maintaining facilities. But there seems to be an in balance when it comes to one group Pickleball players Central Saanich has a wonderful set of tennis courts that are used marginally by a small group of players . There is a set of courts that are currently buses by both groups that could be better utilized by the pickle groups at the current tennis courts with a minimal cost and increase the area to at least two pickleball courts . There are over 100 people who live in Central Saanich and pay taxes but are treated with a great deal of disrespect by the tennis players who feel they own the courts . In order to help a diverse and active level for all people living in CS I would recommend council look at supporting using the existing courts to support the huge growth in pickleball for people
I would really like to see consideration given to adding a walking path/sidewalk/bike lane along the section of Wallace Rd. between East Saanich Rd. and Newman Rd. At any given time there are 5-6 people walking or cycling along this stretch of road and vehicle speeds are often between 50 and 80 km/h. Pedestrians and cyclist are on the road given the lack of a path and it’s an accident waiting to happen. There appears to be ample room on the northeast side of Wallace for some sort of gravel path that could be constructed relatively cheaply. I believe traffic enforcement measures to lower vehicle speeds would ultimately be ineffective and would not solve the problem of countless people walking on the road.
More sidewalks for our ever increasing population! Snow removal in years gone by was a priority, what happened?
Page 102 of 103 My comments are based on some things are of a concern to me as a senior and seeing overuse of parks, etc. this past year and a seeming interest in crime, probably due to more unemployment etc. I can also afford an increase but there are definitely a lot of people that are stretched to the limit financially so my comments reflect my wish list! I do think that we have to keep up with infrastructure on an ongoing basis so that there is not a huge catch on in ensuing years!
Why does the planning/engineering dept, think theres no traffic issue on Tanner and Central Saanich Rd? [STAFF NAMES REDACTED] will not listen to Tanner Ridge residents whove been ignored for decades. Can we hear from them Thursday about some needed improvements?
Bike lanes and sidewalks don’t need to appear overnight, so please consider long term planning to keep taxes lower. We have an active community that needs to have access to safer roadways.
Bike lanes are great but some of the road safety and sidewalks for people walking have been ignored.
The roads in Central Saanich are currently unsafe for cyclists. Before cycling can be encouraged for recreation and for commuting, bike lanes and/or reduced speed limits need to be in place. It’s a shame that children can’t safely cycle to school or recreational cyclists enjoy getting outdoors in this beautiful part of the world.
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