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2 0 1 9 U P D A T E Climate Resilience S tra te g y
Environmental & Safety Management
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C o n t e n t s Introduction ...... 1
B a c k g ro u n d a n d c o n te x t ...... 4
T h e e v o lv in g c lim a te c h a n g e c o n te x t ...... 5
T h e state of Calgary’s emissions ...... 9
T h e Climate Resiliency Strategy – progress update ...... 1 1 1 . Buildings, infrastructure and energy ...... 1 1 2 . Transportation and land use ...... 1 3 3 . C o n su m p tio n a n d w a s te ...... 1 8 4 . Natural infrastructure ...... 2 0 5 . Integrated watershed management ...... 2 4 6 . C o m m u n it y o u tre a c h a n d e d u c a tio n ...... 2 8 7 . L e a d e rsh ip a n d g o v e rn a n c e ...... 3 1
Moving forward ...... 3 4
A p p e n d ix 1 ...... 3 8
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Introduction This report provides an update to the end of the and managing adaptation risks, establishing first year (2019) of The City of Calgary’s Climate partnerships, and ongoing education efforts . Resilience Strategy and Action Plans . T h e City’s Mitigation and Adaptation Action In partnership with service owners, business Plans contain defined actions, outline units and community partners, The City of The City’s role in carbon and energy Calgary (The City) has begun implementing the management and climate risk reduction over actions identified in the 10-year Mitigation and the next 10 years . T hese plans include 244 Adaptation Action Plans . actions across the corporation and build on the T h e issues surrounding climate change have strength and initiative of existing partnerships, continued to evolve, both globally and locally and new, developing collaborations . O n e y e a r and citizens, governments, and businesses have into implementation most actions are underway, re sp o n d e d . T he City will focus on corporate with many on-going actions now embedded leadership and community engagement on into business processes or programs . B y th e e n d greenhouse gas (GHG) reduction, planning for of 2019, 36 actions were completed .
2 4 4 TOTAL ACTIONS 3 6 Actions completed 1 6 6 Actions in progress 4 2 Actions not started
1 . Buildings, infrastructure and energy 2. Transportation and land use 3. Consumption and waste 4. Natural infrastructure 5. Integrated watershed management 6. Community outreach and education Climate Resilience Strategy 7. Leadership and governance Mitigation & Adaptation Action Plans
Calgary 2018
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The governance of Calgary’s Climate Resilience T h e City’s constrained budget environment Strategy includes the Calgary Climate Panel has had an impact on staff capacity to (The Panel) as an advisory network . T h e p a n e l deliver programs in 2019 . A dministration includes 18 organizations from a range of will be seeking more collaboration through sectors including the University of Calgary, partnerships in the community to achieve industry associations like Building Industry re su lts . A s programs and projects to build and Land Development (BILD) Calgary Region climate resilience are developed and evaluated, and Building Owners & Managers Association budgetary implications will be considered and (BOMA), the Calgary Airport Authority, brought forward as necessary . ENMAX and ATCO . T he Panel has prepared an T h e ability of Administration to take on the independent report on its view of The City’s challenges of climate change and integrate it Climate Program, which is included as Appendix into its business has been challenging . 1 to the Climate Resilience Strategy Update 2019 . It requires intentional governance and C limate actions are ongoing in three purposeful inter-departmental collaboration to ensure ways: City-led actions, partnerships with The City leads and supports the community in industry, and projects that are directed entirely meeting its climate obligations . by the community . P reparing and responding to the risks of climate change requires decades, n o t m o n th s . W hile Calgary has made progress, much work remains to ensure Calgary is a climate resilient community . C algarians who depend on municipal services have a growing expectation that decision-makers will account for climate change when planning, building and operating infrastructure .
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Background and context Increasing global temperatures are leading to C limate resilience requires collaboration with a myriad of impacts on Earth’s biodiversity and The City, other levels of government, industry, societies and geographically-scaled climate academia, environmental organizations re sp o n s e s . C limate change is contributing to and citizens . S uccess is dependent on active more severe and more frequent environmental prioritization of the Climate Resilience Strategy’s and weather hazards, including increased implementation by The City’s Administration, flooding, drought, wild fires and extreme including supportive funding and resourcing . weather events across the globe . T hese hazards C o ntinued measurement, verification of targets, have serious implications for cities, including identification of external impacts and feedback- impacts on natural resources, infrastructure loops on Calgary’s Climate Strategy are vital . damage and/or failure, effects on human health, P reparing and responding to climate risks economic disruption and increased intensity requires years, not months . W hile Calgary has and frequency of disaster events . made progress in implementing the Strategy In today’s globally interconnected society, since approval in June 2018 to the end of 2019, the impact of climate change in other parts much work remains to holistically implement the of the world affects life in Calgary . W h ile th e 244 actions identified in the Climate Mitigation land-ocean temperature index has increased and Adaptation Action Plans . E nsuring Calgary b y 0 .9 9 °C globally, Alberta’s mean temperature is a climate resilient community will require not has increased by 1 .4 °C 1. only the successful achievement of the Climate Resilience Strategy but the integration of climate Regional changes in the climate pose a serious risk into standard City and community practice . risk to Calgarians and the ability of The City to provide services cost effectively . T he inevitability C a lgary’s progress is a reflection of the of climate change requires The City of Calgary commitment of The City’s leaders and staff (The City) to integrate a climate response working with citizens, local communities and focused on decreasing the cause of climate partner organizations to make Calgary a more change (Greenhouse Gas (GHG) emissions) and resilient and prosperous city for the citizens reducing risk to The City’s services, operational w e s e r v e . T he path toward an 80 per cent costs, financial losses and citizen wellbeing . T h e GHG reduction will require both financial and Resilient Calgary Strategy that includes social, organizational changes to ensure Calgary is environmental and economic considerations for a low-carbon economic hub that is attractive a resilient community recognizes the Climate to investment and less vulnerable to climate Resilience Strategy as a key pillar . change impacts .
1 NASA’s Goddard Institute of Space Studies (NASA/GISS)
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The evolving climate change context The issues surrounding climate change have Intergovernmental Panel on Climate Change evolved rapidly over the past year . T his section (IPCC) released a report that detailed the risks describes the changes that are occurring, from associated with greater warming . T his resulted Did you know? the global to local level . T he City has been in an internationally accepted target for climate The annual average active since June 2018 in delivering the Climate action to limit global temperature rise to 1 .5 °C , temperature Resilience Strategy . K ey actions have focused not 2°C as previously proposed in the 2015 in Canada has on corporate leadership and community Paris Agreement . increased by 1 .7 oC engagement on GHG reduction, planning for b etween 1948 and and managing adaptation risks, establishing Canada’s climate 2016, while average partnerships and ongoing education efforts . winter temperature Driven by global emissions from human has increased by C limate change is observable on a global activities, Canada’s climate has warmed and 3 .3 oC . le v e l . 2 018 was the fourth warmest year will warm further in the future . E nvironment globally since records began, and the forty and Climate Change Canada released Canada’s second consecutive year that global land Changing Climate Report (CCCR) in April 2019 and ocean temperatures have been above to assess the climate change impacts to Canada the twentieth century average .2 In 2018, the and how Canadians are reducing risks . T h is
2 https://climate .n a s a .g o v/news/2841/2018-fourth-warmest-year-in-continued-warming-trend-according-to-nasa-noaa/
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document is the first in a series of resources to be produced to advance adaptation decisions and a c tio n s . T he following graphic is a high-level summary of the CCCR :
Historical Historical Magnitude of temperature trends precipitation trends projected change The greatest temperature Canada is experiencing a Under a low emission scenario increases in Canada have been change in precipitation trends, annual average temperature for observed in the north, the prairies with less winter snowfall and Canada is projected to be 1 .8 °C and northern British Columbia . more winter rain . above the reference period of 1986-2005 by 2100 . W a rming in Canada has been R a infall intensity is predicted approximately double the to increase, with more short U n der a high emission scenario magnitude of global warming . duration, high intensity storm annual average temperature for e v e n t s . Canada is projected to be 6 .3 °C M o re extreme heat events and above the reference period of fewer extreme cold events have A v erage summer rainfall is 1986-2005 by 2100 .3 been observed in Canada . increasing in northern latitudes and decreasing in the Calgary re g io n .
Yo ung Calgarians have also been participating Public opinion and in ‘Fridays for Future’ student strikes . D u rin g political stance the ‘Global Week for Future’ climate strikes in September 2019, hundreds of Calgarians joined Scientists, media, climate activists and industry in the series of international strikes to demand are increasingly mobilizing to adapt to and action on climate change, including two citizen- reduce the impacts of climate change . organized climate parades starting at City Hall . Climate emergency Calgarians’ climate change declaration perspective A growing global climate emergency movement The City commissioned a Citizen Perspectives has been observed . A s of January 28, 2020, over Survey in September 2019 to ask more than 1,300 jurisdictions in 26 countries have declared 500 Calgarians by phone about their attitudes 4 a climate emergency, including 460 in Canada . on climate change, impacts on their lives and Global climate strikes the actions they’re taking . To ensure the data was gathered from a representative group Youth climate activist Greta Thunberg of Calgarians, sample quotas were set by staged a protest in August 2018, sparking an age, gender and city quadrant of the general international movement of student strikes to population aged 18 and older . T he results found demand action on climate change . In 2 019, that Calgarians are concerned about climate similar demonstrations took place elsewhere change and support increased climate action . in the world, with roughly 4,500 marches and rallies across 150 countries .
3 https://changingclimate .c a /CCCR2019/chapter/executive-summary/ 4 https://climateemergencydeclaration .o rg /
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In 2019, Calgarians shared their perceptions on climate change 7 7 % “I think we need to act now to address climate change.” 7 6 % “I am concerned about climate change.” E x t r e m e s “I want to do more personally to help prevent climate change.” in 2 0 1 9 7 3 % February 2019 was th e third coldest “I think Calgarians should be doing more to help prevent climate change.” on record with 7 2 % an average daily temperature of -18 .7 °C, and 25 programs that are active provincially and out of 28 days Government policy in fe d e ra lly . In 2019, The City made adjustments recorded snowfall . to climate programming based on the S e ptember 27, 2019, t ra n s it io n new mandates, for example the changes in set a new September This year two important elections occurred that provincial energy efficiency and renewable single day snowfall affected the Climate Policy context for The City r e c o r d o f 24 .6 c m o f C a lg a r y . T he federal election in the fall of programs and federal electric vehicle programs . in Calgary . 2019 resulted in a minority Liberal government, C a lgary recorded the which has continued the climate change policy Industry accounting for hottest day ever enacted under the Pan-Canadian Framework for on August 10, 2018 Clean Growth and Climate Change . climate change a t 3 6 .5 ° C . S u m m e r T h e election of a new provincial government Investment industry 2019 brought 7 1 in spring 2019 resulted in changes in climate According to the National Round Table on the days of rain, tied for policy including the removal of the provincial Environment and the Economy report, P a y in g a r e c o r d , with nearly The Price: The Economic Impacts of Climate 80 mm more than c a rb o n ta x . B ill 19 (Technology Innovation and 6 average through Emissions Reduction Implementation Act) w a s Change for Canada , timely and well-chosen June, July and introduced to the legislature in the fall and measures can be extremely cost-effective and A u g u s t . targets emission reductions for large GHG reduce the severity of climate impacts . R e p o r ts e m it te rs . B ill 19’s implementation will focus conclude that early planning and investment In 2019, Alberta on the reduction of emissions from electrical in climate resilience are a better use of public saw 23 tornadoes funds than delayed and reactive responses to touch down, n e a r ly generating facilities (meeting best in class double the 30-year natural gas fired standards) and other facilities climate change impacts . a v e r a g e of 12 to 15 . exceeding 100,000 tonnes of carbon dioxide O n September 22, 2019, the United Nations emissions (10 per cent reduction by 2020 and (UN) launched the Principles for Responsible one per cent reduction each year thereafter) . Banking with 130 banks across 49 countries, T h e current Carbon Competitiveness Incentive representing about one third of the global Regulation will be phased out on January 1, banking sector . T he signatories commit to 2 02 0 . T he Technology Innovation and Emissions strategically align their business with goals Reduction (TIER) system will utilize levied funds of the Paris Agreement on Climate Change to advance new and cleaner Alberta-based and the UN’s Sustainable Development Goals 5 technologies that reduce emissions . and increase their contribution to achieve The City of Calgary adheres to policy set both goals with the Principles for Responsible by other orders of government and works B a n k in g . to coordinate with any energy and climate
5 https://www .a lb e r ta .c a /technology-innovation-and-emissions-reduction-engagement .a sp x 6 http://nrt-trn .c a /wp-content/uploads/2011/09/paying-the-price .p d f
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Insurance industry Flooding is the most pervasive and costly risk impacting Canadian communities . C atastrophic On September 26, 2019, the Federation of losses were responsible for $1 .9 billion in insured Canadian Municipalities (FCM) and the Insurance damage in 2018, the fourth highest year on record .8 Bureau of Canada (IBC) released a report, stating that avoiding the worst impacts of climate For Calgary, these changes in the finance sector change at the municipal level will cost an will have impacts over time . Investments in estimated $5 .3 billion per year shared amongst infrastructure and buildings will consider the all three orders of government . climate impacts on a per-project basis . F o r anyone relying on insurance, the real-world risk T h e IBC has found that “property and casualty factors specific to Calgary are beginning to be insurance payouts from extreme weather have p ric e d -in . more than doubled every five to ten years since the 1980s,” with water-related losses contributing to more than 50 per cent of the increase .7 Investments in adaptation are critical for local communities as e v e r y dollar invested today in local resilience sav e s six in future costs.
Catastrophic losses in Canada and trend – 1983 to 2018
Source: IBC 2019 Facts 9
7 https://www .in ta c tc e n tre .c a /wp-content/uploads/2017/09/Preventing-Disaster-Before-It-Strikes .p d f 8 h t tp ://w w w .ib c .c a /on/resources/media-centre/media-releases/severe-weather-causes-190-million-in-insured-damage-in-2018 9 http://assets .ib c .c a /Documents/Facts%20Book/Facts_Book/2019/IBC-2019-Facts .p d f
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The state of Calgary’s emissions Calgary’s carbon footprint has grown by GHG emissions . F or comparison, The City of 18 per cent between 2005 and 2019 . T h e s ta te Calgary contributed four per cent of the Calgary of Calgary’s emissions between the years of community-wide GHG emissions . E m issio n s 2005 and 2019 can be characterized by overall are reported annually to the Carbon Disclosure city growth in conjunction with economic and Project including building and energy use population growth . T he share of emissions (electricity and natural gas), transportation from different sectors over those 14 years (on-road and off-road vehicles) and waste has been consistent, with non-residential (solid waste and wastewater) . buildings remaining as the largest source of
Calgary community-wide GHG emissions (kilotonnes CO 2 e )
Calgary population
Despite the overall upward trend, GHG emissions per capita have decreased since 2005
Per capita GHG emissions
1 6 . 5 3 t o n n e s 1 4 . 4 7 t o n n e s 1 2 %
2 0 0 5 2 0 1 9
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City-wide GHG emissions change: +18 per cent
Residential Transportation 4 .0 M t 5 .0 M t 4 .5 M t 6 .4 M t
2 0 0 5 2 0 1 9 2 0 0 5 2 0 1 9
Non-residential W a s t e 7 .2 M t 7 .0 M t 0 .1 M t 0 .1 M t
2 0 0 5 2 0 1 9 2 0 0 5 2 0 1 9
The City of Calgary’s 2050 target is to reduce GHG emissions 80 per cent below 2005 levels
1 5 . 8 1 8 . 6 M t C O 2 e M t C O 2 e 8 0 %
3 .2 M t C O 2 e
2 0 0 5 2 0 1 9 2 0 5 0
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The Climate Resiliency Strategy – Progress update In 2019, The City of Calgary had its first full year under the 2018 Calgary Climate Resilience Strategy . P rogress update areas are organized by the same themes identified in the Strategy . T he number of actions are shown along with status updates and certain City of Calgary projects are highlighted . S o me specific community-led climate actions are noted as well, but are not included in the count of City completed actions .
5 7 1. Buildings, infrastructure and energy – 48 actions Accounting for 65 per cent of Calgary’s overall GHG emissions, the built environment represents the largest portion of citywide emissions. The 3 6 mitigation action plan focuses on three programmatic areas for buildings: energy performance standards in new and existing buildings, energy C o m p le te d In progress consumption information and on-site and neighbourhood scale renewable Not started energy systems. City actions New development design for and stacked townhomes in Bridlewood with Affordable Housing in Calgary 42 per cent more energy efficient design than Across the city, more than 1,000 new affordable N E C B 2 015 . A n additional 437 multifamily housing units are targeting 16 per cent units integrated with a fire station, child care, improved energy efficiency compared to corporate offices and a public library are in National Energy Code for Buildings (NECB) progress to achieve 26 per cent better energy 2017 guidelines . T his includes 62 townhomes efficiency than NECB 2015 .
Solar uptake Energy Efficiency Alberta’s (EEA) residential and commercial solar program 11,181 has accelerated the increase in solar photovoltaic (PV) installation in Calgary . F ifteen million dollars was invested in solar PV installations from 2017 to spring 2019, 67 per cent by the private sector and the remainder through 8,131 incentives provided by the program . H omeowner, business and non-profit projects have resulted in lifetime GHG emissions reduction of more than 100,000 tCO2e and the creation of approximately 120 jobs . 5,333
1,986 1,185 1,477 548 819 50 127 392 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Total solar PV capacity installed in Calgary (kW)
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Reducing barriers for In the community energy efficiency Carbon capture technology as an option Calgary Building Services have focused efforts for new construction . C arbon capture and Did you know? In 2018, installations on reducing barriers to energy efficiency for storage technology is being used at Calgary of solar photovoltaic those who want to implement change . T h e International Airport in the construction of new (PV) systems grew relaxation of minimum separation requirements deicing aprons . T his is a collaboration between is a practical and enabling solution for building by 42 per cent . WestJet, Air Canada, Canadian North and the T h e City made owners to improve building envelope insulation . Calgary Airport Authority . amendments to the To facilitate passive house construction in P r oducing renewable power while protecting Land Use Bylaw in Calgary, the Passive House Planning Package June 2019 to exempt from extreme weather . A udi Royal Oak was the was recognized by The City as energy code building owners first car dealership to install a solar canopy in c o m p lia n t . from development C a n a d a . T he project provides 60 per cent of the permits for most Partnerships car dealership’s annual energy, while protecting small-scale PV The commercial and institutional energy its inventory from costly hail damage . installations . T h is is a benchmarking program has drawn upon progressive step that expertise from a broad range of stakeholders prepares The City for with an interest in advancing energy increased demand in Did you know? future years . consumption information . A working group was The total annual energy cost for all of Calgary established in 2019 to guide the development is $2.6 billion . T hat’s three per cent of all of the program, which included both Calgary money earned in the city . E nergy efficiency Climate Panel members and other important directly reduces costs and translates to fewer stakeholders . T his ongoing working group carbon emissions . includes: ATCO, BILD Calgary Region, BOMA Solar photovoltaic panels installed at a local car Calgary, Calgary Board of Education, ENMAX, d e a le rsh ip . S o urce: Audi Siemens, and Strategic Group . R o y a l O a k
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2 1 2. Transportation and land use – 23 actions The transportation sector is the second largest emissions source in Calgary, primarily from the use of diesel and gasoline fuels. Switching to more 2 0 energy efficient transportation modes, as well as lower carbon, cleaner fuel and electric vehicles, is an important step to reduce GHG impacts. C o m p le te d Effective planning and policy decisions on transportation infrastructure and In progress Not started services impacts the ability to endure climate and extreme weather events throughout the intended service life. City actions Implement and support rapid transit Review and update design guidelines corridors as defined in RouteAhead for transportation infrastructure In November 2018, Calgary Transit began to increase resilience to changing service on three new MAX bus rapid transit climate conditions (BRT) lines, with the fourth MAX line launched The Transportation department updates design in Q 4 2 019 . B enefits of the MAX lines include guidelines for transportation infrastructure more frequent service, fewer stops, dedicated and is continuing to make adjustments, where bus lanes, signal priority, heated shelters, necessary, to account for changing climate real-time information displays and more direct c o n d itio n s . C ity employees actively participate connections to destinations to help make in national organizations, such as the public transit a preferred travel mode . P la n n in g Transportation Association of Canada, that set and design work for the Green Line light design standards and codes for Canada . S e v e ra l rail transit (LRT) is also ongoing . A ll of these areas that are being updated to address climate initiatives enhance our public transit system to changes include bridges and structures, transit encourage transit ridership, provide mobility maintenance facilities, snow and wind loading choices for Calgarians, and reduce the number on roadway infrastructure and equipment, as of cars on the road . well as asphalt and concrete mix designs .
Electric vehicle uptake The increase in electric vehicles (EVs) 1 0 6 6 registered in Calgary has grown from single Electric vehicle registrations in Calgary digits at the start of this decade to slightly above 1,000 by the end of 2018 . T h is tre n d tracks both battery electric vehicles and plug-in hybrid electric vehicles . W ith limited 6 0 0 electric models available on the market to date, the adoption rate in Calgary is still low, 4 1 0 however, 2020 looks to be a breakthrough year, with most major auto manufacturers 2 3 5 committing to deliver more EV models . T h e re 1 4 9 1 0 5 are no provincial incentives to purchase 5 1 EVs, but effective May 1, 2019, the federal 8 government has a rebate up to $5,000 for 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 zero-emission vehicles . Electric vehicle registrations in Calgary
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Transportation- r e la t e d in d ic a t o r s Bike lanes: A s o f April 2019, Calgary’s total cycling network includes 1,219 km of lane kilometres, with 905 km being off-street pathways . EV charging stations: As of September 2019, Calgary has 168 Level 2 Stations and six Level 3/DC Fast Energy savings from green building provides space for buses that are currently Charging stations . design of transit facilities stored outside at other garages . T his additional P u blic transit: F o r The focus of transit facility development in 2018 indoor storage reduces idling time for buses transit ridership, there before leaving the garage, and associated fuel was on continuing construction of the Stoney were 105,348,000 total consumption and emissions . Compressed Natural Gas (CNG) Bus Storage trips in 2018 . and Transit Facility . T his was delivered through F u el consumption: a Design-Build-Finance-Maintain procurement Shifting to lower carbon fuels for buses In 2018, Calgarians model of public-private partnership and opened Calgary Transit monitors the evolution of consumed 1,493 for service in March 2019 . technology and product availability for its fleet through involvement with the Canadian million litres of T h e state-of-the-art Stoney CNG Transit Facility Urban Transit Association and other industry gasoline and 943 million litres of diesel . provides indoor storage and servicing for The n e t w o rk s . T he fleet comprises approximately City’s diesel buses and for a new and expanding 1,000 buses and shuttles fueled by diesel and T o tal GHG emissions fleet of buses fueled by CNG . It has a design gasoline, plus a growing number of CNG buses . emitted from capacity of 450 buses (40-foot equivalent) S h ifting to CNG fuel from diesel is motivated transportation in to ta l . T he CNG fleet is being procured for by fuel cost savings and a commitment sector in 2018: 6 .4 m illion tonnes CO e o r lifecycle replacement of existing diesel buses to continual environmental performance 2 5 .0 5 to n n e s C O e in the fleet . W ith a 550 pound per square inch improvement . T here are significantly reduced 2 p e r c a p ita . feed off of the ATCO high pressure gas line tailpipe emissions, including nitrogen oxides nearby, the energy consumption required for gas compression on site is much reduced . It is the largest indoor CNG bus fueling facility in North America at 44,300 m 2 . Having achieved a Leadership in Energy and Environmental Design (LEED) Gold facility rating, the Stoney CNG Transit Facility is water and energy efficient . It includes a combined heat and power system (CHP) that utilizes waste heat and is designed to allow solar photovoltaic panels to easily be installed on the roof . T he storage capacity of this facility supports diesel bus operations and
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will implement multiple actions in the Climate Resilience Strategy related to electric vehicles and alternative fuels, which were identified as the single largest opportunity to reduce emissions from the transportation sector in C a lg a r y . T he EV Strategy is also closely linked with the Transportation Department’s Future of Transportation portfolio . T h e City has participated in several partnerships with other Alberta municipalities and private companies to increase access to public charging infrastructure and assess new regulatory requirements for home and workplace charging, as described in the Partnerships section below . A dditional opportunities to pilot public charging infrastructure at several City facilities are being pursued in early 2020 . T he City is also increasing efforts to engage businesses and the general (NOx) that contribute to smog formation, as public to build awareness and understanding of well as reduced GHG emissions 1. 0 By the end of electric and low emission vehicle technologies . 2019, Calgary Transit added 84 new CNG buses to its fleet and an additional 30 are expected Expand pedestrian infrastructure in Q 1 2 02 0 . F uture bus purchases will focus Did you know? along the Primary Transit Network, on the use of alternative fuels including CNG According to the and complete missing links in transit 2019 Civic Census, to operate out of Stoney Transit CNG Facility . C a lgary Transit continues to explore emerging oriented developments, Main Streets Calgary’s active and high intensity industrial areas suburbs continue to technologies like electric battery powered A range of different programs are being absorb the largest buses to achieve, among other benefits, share of city-wide reduced GHG emissions as well as reduced undertaken to enhance pedestrian population growth . tailpipe emissions affecting local air quality . infrastructure in high demand locations . In 2019, 79 per cent A s part of the One Calgary 2019-2022 Budget, of city-wide Implement Calgary’s Electric and Low new funding was approved to upgrade the 42nd population growth Emissions Vehicles Strategy A v e n u e S .E . ‘Barley Belt’ walking and cycling occurred in Calgary’s In 2019, The City published its Electric and Low c o rrid o r . P artial funding has also been approved 29 active suburbs, Emissions Vehicle (EV) Strategy . T he document to continue piloting the installation and use while 13 per cent and provides additional detail on how The City of adaptive sidewalks where regular sidewalks 8 per cent of city-wide are not present . T hese use low concrete curbs population with white posts installed on the roadway to growth occurred separate pedestrians from traffic . in established area communities Design Guidelines for and Centre City communities, Subdivision Servicing respectively . Pathway guidelines in the Design Guidelines for Subdivision Servicing have been updated to better support the cycling network and account for alternative transportation routes in the event of roadway closures . N ew regional pathway
1 0 While the actual combustion of CNG fuel has reduced GHG emissions compared with diesel fuel, the compression required for CNG (to boost from 550 psi to 3500 psi) normally may offset the reduction to a degree, however, compression is powered by electricity, and The City has GHG emissions-free electricity supply as described above .
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connections that form part of the primary cycling network should be routed outside of the 1:100 year floodway, where applicable .
Municipal Development Plan and Calgary Transportation Plan Update – N e x t 2 0 As of February 2020, The City is engaging the public on the recommended updates to the Municipal Development Plan (MDP) and Calgary Transportation Plan (CTP) . T he scope of the Next 20 project was revised in July 2019 to focus on text and plain language edits, without new targets or policies . P reviously approved Council direction will be incorporated in the MDP and CTP as needed, including direction from Calgary’s Climate Resilience Strategy . T h e MDP will continue to support the city-wide T h e City has provided seed funding as well as parks and open space network, watershed project planning and procurement support management, green infrastructure and growth over the course of the project . B uildout of the in compact urban centres supported by an network began in 2019, with fast charging accessible transportation network . stations installed across southern Alberta . T h e T h e CTP places increasing emphasis on entire network is expected to be complete by sustainable mobility options such as public spring 2020 . transit, walking and cycling, in coordination with natural infrastructure . C onsistent with the Charging infrastructure in downtown Climate Resilience Strategy, amendments to the In April 2019, 42 new electric vehicle charging CTP would direct The City participate in and stations were installed in three Calgary Parking promote actions that will achieve a 100 per cent Authority (CPA) parkades in downtown zero-emission community vehicle fleet by 2050 . Calgary (City Hall, McDougall Parkade and the Convention Centre) . The charging stations were Partnerships provided by Tesla, with 28 of the stations being Peaks to Prairies Network for Tesla vehicles, and the remaining 14 usable Peaks to Prairies is a new southern Alberta by all types of electric vehicles . T his brings the electric vehicle fast-charging network . T h e C it y total number of charging stations provided by of Calgary is one of the founding partners, along the CPA in the downtown to 48 . with the Alberta Southwest and SouthGrow B y the end of 2019, there were approximately regional economic development agencies, 180 public charging stations available across the Cities of Lethbridge and Medicine Hat, Calgary, including several fast charging stations . and Medicine Hat College . T he Federation of T his is in the target range for public charging Canadian Municipalities and the Province of infrastructure as identified in Calgary’s Electric Alberta are major funding partners . T h e and Low Emissions Vehicle Strategy . non-profit agency Community Energy Association is project managing development of the network on the partner’s behalf, and ATCO has been hired to own and operate the network using renewable energy sourced from southern Alberta .
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Home and Workplace Charging brochures for home owners and building Infrastructure Study managers on how to install charging stations . As one of the key actions from the EV Strategy, A dditional work will need to be completed The City of Calgary is collaborating with the by both The City of Calgary and the City of City of Edmonton on an electric vehicle home Edmonton on how to finalize and implement and workplace charging readiness study . In the recommendations of the study . spring 2019, the cities hired ICF Canada to review current best practices in comparable In the community North American jurisdictions and to Electric scooters engage a range of stakeholders to develop The shared electric scooter pilot program recommendations for Calgary and Edmonton . started in July 2019 and will be running for S takeholders included the building 16 m o n th s . T he pilot program has 1,500 scooters development industry, building managers, from two companies, Lime and Bird, available utility companies and electric vehicle users . for use around the downtown core . S in c e implementation, 540,000 rides covering more IC F Canada is in the process of finalizing their th a n 1 1. million kilometres were logged . report, which is anticipated to be publicly A portion of these rides replace the use of available in late March of 2020 . T h e re p o r t vehicles for short journeys, thus reducing will include recommendations on EV Ready e m issio n s . M ore data will be available on the charging requirements for new developments, impacts in 2020 . preliminary concepts for community charging hubs and information to develop informational
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3. Consumption and waste – 13 actions The City of Calgary’s waste-related facilities contribute about one per cent of total city-wide GHG emissions. Emissions are primarily from landfills, the 6 composting facility and the wastewater treatment plants. Actions to reduce waste related emissions focus on waste volume reduction and the capture 7 and processing of landfill gas. The City of Calgary’s aspirational waste management goal is to achieve zero waste, where all discarded materials are In progress resources that can be reused (recycled, composted, repurposed, etc.) and Not started no garbage sent to landfills. The current target is 70 per cent diversion of waste from landfills by 2025. City actions Landfill cover technology for reduced infiltration and emissions reduction At the Spyhill Waste Management Facility, The City has completed two novel evapotranspiration (ET) landfill covers with several more under construction . T h e s e E T covers use natural processes to better manage potential risks of water infiltration, while also being more resilient than traditional clay covers to long-term changes in climatic conditions . T h e ET covers are expected to reduce landfill methane emissions by promoting a robust microbial community that will consume methane before it is emitted .
Alternative fuel assessment for waste collection trucks A study of alternative fuel waste collection vehicles was underway in 2019 . It is considering environment . T he technologies being the economic, environmental and social compared are: diesel, diesel hybrid (diesel- impacts for different technologies and scenarios . electric powertrain with electrically powered T h is study is intended to support The City’s collection lift/collection/compaction), battery decision-making on the transition to a greener electric and compressed natural gas . T h e fin a l fleet, which will help achieve reductions in report will be completed in 2020 Q1 . GHG emissions and air contaminants, improve community health and maintain the natural
Did you know? Landfill waste: In 2018, 345 kg of total waste was sent to The City of Calgary landfills per person . 5 5 p e r c e n t of residential waste was diverted from landfills through the Blue and Green Cart programs .
T o tal greenhouse gas emissions emitted from City waste facilities in 2018: 0 14. million tonnes CO 2 e o r 0 11. tonnes CO 2 e per capita .
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Did you know? In Canada, the equivalent of 3 0 to 40 per cent o f the food produced is lost along the value chain, with much of it finding its way to landfill or c o m p o s tin g . (U z e a , Gooch & Sparling , 2 014 , p . 5 )
Landfill gas capture Storage, preparation, serving, consumption The City has constructed a landfill gas (LFG) and discarding to identify opportunities and collection facility at each of our active landfills problem areas . T his project is an example (East Calgary, Shepard and Spyhill) in Calgary, of managing food waste at the point of with the last LFG facility construction at Spyhill consumption to achieve GHG and resource completed in late 2018 . W ith the addition of conservation benefits . the Spyhill LFG facility, The City will reduce In the community GHG emissions by approximately 70,000 tCO 2 e a n n u a lly . T hat’s about the same amount of University of Calgary emissions produced by 4,837 Calgarians in a year . The University of Calgary strives to become a zero-waste community . B y 2020, the University T h e City recently completed a feasibility study is committed to diverting 80 per cent of its for converting LFG to energy at each of the LFG waste from landfill while hosting 30,000 to fa c ilitie s . T he study reviewed five technologies, 35,000 people per day . finding that electricity generation at East Calgary and Spyhill landfill sites provided the highest rate of return . A t the Shepard Zero waste hierarchy of landfill site, due to low landfill gas rates, highest and best use 7.0 leachate evaporation was most feasible . T h e City is currently reviewing potential funding Rethink/redesign opportunities for project implementation . R e d u c e
Partnerships R e u se Reduction of food waste with local restaurant Recycle/compost The City partnered with a local Chinese Material recovery buffet restaurant to reduce food waste over a Residuals management one-year project period . W aste assessments (Biological treatment and stabilized landfilling) guided by the waste hierarchy were completed, Unacceptable focusing on food waste reduction at all stages: (Incineration and “waste-to-energy”)
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4. Natural infrastructure – 37 actions The Climate Resilience Strategy highlights the climate adaptation and 5 6 mitigation benefits found in a native-type of urban landscape and the multiple benefits that are provided by natural infrastructure. Natural infrastructure includes a range of assets, from natural through engineered, 2 6 which rely on ecological and hydrological processes to provide municipal, ecosystem and social services. C o m p le te d City actions In progress Not started Resilient Calgary Strategy the value of including natural infrastructure The Resilient Calgary Strategy (June 2019) within the municipal asset management and highlights municipal natural infrastructure as a financial frameworks . key pillar in a resilient city . W e will better protect Biodiversity Action Plan (2020) and manage the natural systems we rely on for In 2015, Council approved Our BiodiverCity: municipal services through: Calgary’s 10-year Biodiversity Strategic Plan , w h ic h • U n derstanding the multiple benefits provided provides direction for initiatives to improve and by natural infrastructure . enhance biodiversity conservation actions . Its • In corporating natural infrastructure in the goal is to integrate biodiversity principles into asset management process . the protection, development and management of Calgary’s natural and built environments • E m bedding the value of natural infrastructure with one key benefit being urban ecosystems into core decision-making processes and policy . that are more resilient under future climate T h e natural infrastructure program is a change stresses . In 2019, Calgary Parks initiated multi-year initiative involving cross-corporation the development of a supplemental Action collaboration . O ver 100 municipal, not-for-profit, Plan which includes specific targeted actions to academic and industry representatives achieve the objectives of the Our BiodiverCity from across Alberta and British Columbia s tra te g y . T he Action Plan is projected to be were engaged in September 2019 to discuss completed in mid-2020 .
Desired outcomes of the Natural Infrastructure Program • To a void an unfunded liability . • To e n h a n c e natural functions and ecosystem services . • To a d a p t to a changing climate . • To r e d u c e life-cycle costs for infrastructure . • To r e a liz e the multiple social, economic and environmental benefits of natural infrastructure .
Natural infrastructure
Forests Naturalized spaces Street trees
Green roof/ green wall Riparian Restored Rain water Grasslands areas riparian areas Permeable harvesting system Constructed Wetlands pavement wetlands Bioretention/ bioswales
Natural assets Enhanced assets Engineered assets
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Urban conservation portfolio number of benefits including improved control Conservation of environmentally significant of invasive species, lowering of long-term areas is critical to protecting existing natural maintenance costs and improved ecological assets, with benefits for biodiversity, climate resilience in the face of climate change . resilience, stormwater management, and city C limate change is expected to make it more liv a b ilit y . T he Calgary Parks Urban Conservation challenging for preferred vegetation to thrive, Portfolio works in a number of areas that focus particularly in the urban landscape . In 2 019, on the conservation, planning, management vegetation trials were conducted throughout and restoration of natural environments in the 2019 feature the city to select drought and salt tolerant C it y . F ocus in 2019 was placed on natural area p r o je c t s species of grasses, shrubs and trees to build a protection in new community development, West Springs more resilient urban landscape . H ardy native improved invasive species management and c o m m u n it y vegetation with a wide tolerance for suboptimal restoration of natural environments . The creation of a conditions may contribute to cost effective 3 .5 ha conservation landscapes, as they can survive with limited reserve was one of Habitat restoration watering and less frequent mowing, leading to a the first uses of the One of the key targets of the Biodiversity new Conservation Strategic Plan is restoring 20 per cent of reduction in water use and maintenance costs . Reserve Designation Calgary’s open spaces by 2025 . O ne way The Urban forestry portfolio u n d e r th e City continues to achieve this goal is through Healthy trees are more resilient to the effects of a m e n d e d M u n ic ip a l the Biodiverse Communities Project, which is a changing climate . A dditionally, they provide Government Act developing and formalizing the processes for mitigation of GHG emissions, improve air quality, (MGA) . planning and delivering restoration projects provide shade and relief from the urban heat R o ckland Park with community engagement and support . island effect, absorb stormwater, and decrease c o m m u n it y T h is involves working with citizens to improve risks of damage in a storm event . The Haskayne understanding about the benefits that restored Area Structure spaces provide to both citizens and wildlife . In 2019, City trees were pruned based on a new Plan included road R e storation projects incorporate a variety of tree condition assessment risk matrix . A n e w alignment and native and drought-tolerant species, which has a staff training program, implemented in 2019, slope rehabilitation considerations along the Bearspaw Dam Road to protect and restore a section of Bow River native e s c a rp m e n t . T h is policy included a much larger escarpment slope setback (18 m) than standard practice .
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ensures pruning practices maximize public and worker safety and optimize tree health . To improve the health of street trees, when underground work is required, tree vaults are removed and replaced with trenches where Indicators: possible to increase the soil volume available H a b it a t to the trees . restoration C a lgary’s urban forest was damaged by the Active restoration 2013 flood, the snow event in 2014 and several area (Parks): 14 3 h a wind events in 2017 . Meeting the Municipal C o m p le t e d Development Plan long-term target of restoration area 16 per cent tree canopy coverage is at risk (P a r k s ): 2 3 h a given our current level of 8 .2 5 p e r c e n t . T h e Goal of restoring target includes both public and private 20 per cent by 2025 trees, therefore, public education and tree stewardship promotion is an important piece of the urban forestry portfolio . C algary’s urban forest has an estimated value of $1 .3 b illio n . T h e City utilizes an online tool to illustrate the location, value, ecological benefit and condition of Calgary’s urban trees . In 2019, Calgary Parks began developing a similar tool to quantify the benefits provided by grasslands and wetlands .
Indicators: Tree canopy Percent of Ecological benefits of Elm tree land covered by Air pollutants removed (g/yr): 6 9 0 .0 0 tree canopy: $ value/yr: 1 0 .7 6 8 .2 5 p e r c e n t Total carbon stored (kg): 1 ,4 8 8 .6 0 Tree canopy cover $ v a lu e : 1 7 0 . 9 9 g o a l: 16 per cent Stormwater runoff avoided (m 3 /y r): 2 .4 0 Number of trees $ value/yr: 5 .6 2 planted in 2019 by Carbon sequestration per year (kg/yr): Urban Forestry: 1 3 .1 0 Approximately $ value/yr: 1 . 5 0 2 5,0 0 0 Number of assessed street t r e e s : Over 50,000 Number of pruned street trees: Over 13,000
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Development Guidelines and Partnerships Standard Specifications: Landscape The Alberta Low Impact Development Construction (DGSS) Partnership in conjunction with the University The DGSS are updated annually and include the of Calgary, The City and other partners are following guidance: conducting stormwater bioretention research • T h e 2020 version is proposed to contain a at a site located at the Town of Okotoks recommended plant list to guide restoration Operations Centre . In 2019, specific research p ro je c ts . on the performance of various media types, • S o il Management Guidelines were included as plant species and soil amendments to bind a companion to the 2019 DGSS . phosphorous are being investigated for water quality and water quantity outcomes . T h e • C ity of Calgary seed mixes were included research is intended to improve stormwater as a companion to the DGSS in late 2018 to management tools and practices to provide recommend seed mixes based on habitat for a more flood resilient community and type and maintenance regime along with best healthier waterways . practices regarding timing, application rate, methodology, seed storage and project design . T h e Calgary Metropolitan Regional Board is working to regionally define Environmentally T h e noted updates to the DGSS will help Sensitive Areas to better align guidelines for to direct developers and The City towards their improved protection . the construction of a more climate resilient landscape, improve restoration efficiency and minimize operational costs .
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5. Integrated watershed management – 39 actions Increased pressure from regional growth and the impacts of climate change 3 4 make integrated watershed management one of Calgary’s critical resiliency challenges. Climate change not only impacts the quality and availability of water supply, but also the demand for water. 3 2 A special session of Council was held on 2019 May 13, to explore water supply security and the future of stormwater management in a changing climate. C o m p le te d In progress Details on The City’s integrated watershed management activities are Not started highlighted in the 2019 IWM Update.
City actions Water efficiency Total water use by community, per person, per day Water efficiency and conservation is a tool to use water more wisely, as well as a method of decreasing energy consumption in water treatment and distribution . T he City has actively focused on water conservation and plant efficiency since the 1980s . T his foresight has helped prepare Calgary for population growth and a changing climate . T he Water Efficiency Plan is a key program which aims to hold withdrawals from the river steady at the 2003 baseline level, despite a growing population . In 2018, Calgarians used 362 litres per capita per day, on track to meet the 2033 target of 350 litres per capita per day . T h e City has monitored water loss for many y e a rs . A targeted Water Loss Strategy is being developed by the City to better quantify non-revenue water including water loss through leakage and authorized municipal purposes . s y s te m s . T his work will help prioritize systems N inety-seven per cent of water customers are which may have significant consequences, m e te re d . M etering combined with improved determine which critical operations and access to billing data and water consumption customers may be impacted and better plan information has led more informed customers to manage these increasing risks due to and a resulting reduction in water use . climate change .
Drought management Riparian Action Program Drought is a key risk to water supply in the Climate change is projected to increase flood Calgary region that will be intensified by climate risk in the future . H ealthy riparian areas are more c h a n g e . T he City’s internal Drought Risk and resilient to flooding and flood related damage . Vulnerability Assessment was substantially T h e City’s Riparian Action Program (RAP) aligns completed in 2019 . T he City examined future to the natural infrastructure pillar of the Resilient climate scenarios and evaluated the risks and Calgary Strategy and the Climate Resilience vulnerabilities to seven drought impacted S tra te g y . T he RAP implements a comprehensive
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Average city-wide riparian health score
and coordinated approach to protect riparian areas in Calgary and contains three specific er cent ri arian health sc re erage program areas: Energy and 1 . R iparian health restoration and monitoring aseline arget water efficient 2 . R iparian land use planning r ip a r ia n 3 . O u treach and education is updating the 2005 Stormwater Management restoration Strategy to incorporate these elements and Three riparian In 2019, The City continued its efforts to improve to set a strategic course forward for how restoration projects riparian health and restore riparian areas stormwater is managed over the next twenty were completed through bioengineering using a combination of y e a rs . T he Strategy will also align with other with native plants vegetation and built components . A pproximately corporate strategies and policies such as The and watered with thirty bioengineering and riparian planting City’s Climate Resilience Strategy, the Corporate river water through projects were implemented in 2019 . T h e C it y Resilience Strategy, Municipal Development solar-powered drip is now implementing a long-term five-year Plan, Our BiodiverCity and Wetland Policy . irrigation systems in Riparian Monitoring Program to measure the 2 019 . T his low cost, improvement of riparian health over time and to Flood mitigation low energy solution evaluate the efficiency of restoration practices . helped establish Building flood resilience remains a top priority for The City of Calgary . T he City’s Flood Resilience healthy riparian Stormwater Management a re a s . Plan includes a combination of upstream, Strategy update community and property-level flood mitigation Since the 2005 Stormwater Management Strategy to ensure that Calgary becomes more resilient was implemented, municipal stormwater to flooding, considering climate uncertainty management practices have advanced and and continued urban development . S even years the potential impacts of climate change on after the 2013 flood, many projects have been stormwater runoff are better understood . completed, reducing Calgary’s flood risk . In T h e City has also implemented an integrated 2019, construction of the Eau Claire Promenade watershed management approach to providing continued, incorporating the downtown flood customer-centric services and policies . T h e C it y barrier and connecting with flood barriers in
The community of Renfrew Integrated Stormwater Management Study (2019) A test case that considers future climate change and redevelopment is underway to formulate potential design criteria and solutions to flood control, storm water quality and stream bank erosion . In formation from this test case may inform integrated stormwater management practices throughout redevelopment areas .
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West Eau Claire Park and the Centre Street Bridge Calgary’s Elbow and Bow watersheds to provide an increased level of protection to Calgary’s downtown .
Environmental measurement, modelling and monitoring Shorter winters, Higher intensity snow melting rainfalls Drinking water infrastructure, including earlier treatment plants and distribution systems Hotter, dryer are long-term assets that must be resilient algar summers to changing demand . T he City’s GoldSim Today’s population
Water Demand Forecasting Model has been E (2019) E updated to integrate the impacts of climate change, economic conditions, water rates, and Estimated population distribution water loss with population growth . (2033) T h is model is one tool used to determine Major river infrastructure requirements based on future flooding Increasing residential water demand . development F o r the Calgary region, it is expected that climate change will cause changes in seasonality, shifting peak river flows earlier in the year and Partnerships causing reduced summer flows1 1 and water availability . T he Bow River Water Quality model Source Water Protection is being refined to address changes in waterflow A changing climate is predicted to increase conditions and pollutants entering the waterways . the frequency and intensity of forest fires in T h is model informs design of wastewater and western Canada . O ne of the greatest risks to stormwater infrastructure to protect water Calgary’s source water is contaminated run-off quality for downstream users and aquatic life, from landscapes burned by wildfires in our while maintaining regulatory compliance . w a te rsh e d s . C ollaboration at the provincial and regional level is on-going to ensure the S imilarly, climate change is shifting the source of our high-quality drinking water is frequency and intensity of precipitation protected from risks exacerbated by climate e v e n ts . T he City has partnered with the Calgary c h a n g e . T he City spearheaded a Wildfire Source Airport Authority on a project to produce a Water Partnership Task Force . In 2019, this group comprehensive climate change dataset to worked to enhance understanding of critical develop updated Intensity Duration Frequency wildfire impacts in the source watershed . (IDF) curves for the Calgary region . U p d a te d IDF curves can aid in designing stormwater Watershed management drainage systems, minimizing the risks posed by The City is an active stakeholder in the stormwater flooding, protecting public safety province’s Bow Basin Water Management and preventing infrastructure damage . Options Project, which is examining options E x tensive monitoring across the Calgary region for a reservoir on the Bow River . A n e w provides data that improves the understanding reservoir would be a major component in of local weather and river systems . C o n tin u o u s flood mitigation and potentially improve the improvement in precipitation and stream level availability of water for the region during monitoring enhances data capture to support d ro u g h t . A new reservoir is crucial as we expect decision making, modelling and provide early more extreme climate events in the future . T h e flood warning . province hosted three public open houses in
1 1 B o n s a l, B .R ., P e te rs , D .L ., Seglenieks, F ., R iv e ra , A ., and Berg, A . (2019): Changes in freshwater availability across Canada; Chapter 6 in Canada’s Changing Climate Report, (ed .) E . B u s h a n d D .S . L emmen; Government of Canada, Ottawa, Ontario, p . 2 61–3 42 .
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October 2019 to present the public with initial In the community information on three options . T he scope of the The new Integrated Water Management current work includes identifying engineering, diploma at SAIT had its first course on campus environmental, social, economic, cultural and explicitly dedicated to climate adaptation . T h e traditional land use factors that should be climate course is solution-oriented and aims considered for the projects . T he province has to develop competencies in planning, policy, completed this conceptual study . technology, risk management, emergency Bioengineering and education response and natural infrastructure . S A IT focuses on applied skills and works closely with Construction of a demonstration project multiple sectors to develop graduates aligned in Inglewood was completed in 2019 as a with industry needs . S tudents will possess an partnership with Alberta Environment and awareness of the complexity of the different Parks to restore the riparian area, improve fish elements, interfaces and approaches that need habitat and stabilize slopes using a variety of to be considered to support practical integrated bioengineering techniques . H ealthy and intact water management . riparian areas can protect many City assets and infrastructure such as roads, pathways, utilities and buildings during flood events . T he project now moves into post-construction monitoring of fish and habitat, wildlife, riparian health and bioengineering structure integrity over a 10-year period . In 2019, a number of education initiatives related to the project were piloted including a one-day parks school, in partnership with Calgary Parks and Trout Unlimited Canada . In terpretive signage and a website are in development and will be completed in 2020 .
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6. Community outreach and education – 26 actions The City of Calgary is not able to achieve our climate change mitigation and adaptation targets solely through our own activities. It is important 7 7 to communicate climate change information, to provide education opportunities for Calgarians, and to enable innovation and collaboration with citizens and the private sector. Climate change education workshops 1 2 and support have been provided for City of Calgary public educators in C o m p le te d Waste & Recycling Services, Water Resources, Transportation Planning and In progress Parks to support the integration of climate change information into existing Not started City public education programs. City actions Eco-Leaders and Mayor’s Environmental Expo Climate change is the theme of the 2019-2020 Eco-Leaders Program, a City youth environmental leadership program that helps school-based student teams research, design and implement curriculum-linked projects in their community . T h irty student teams were chosen to implement projects related to climate change mitigation or a d a p ta tio n . C limate change will be the primary theme of the 2020 Mayor’s Environmental Expo, which will now be conducted virtually due to social distancing measures related to the COVID-19 pandemic .
Calgary Emergency Management organizations to adapt to risks including climate Agency (CEMA) c h a n g e . T hese initiatives will better protect CEMA shares disaster risk information, including vulnerable populations who are most at risk current highest priority climate risks, with from the impacts of climate change . citizens via their Disaster Risk Explorer (launched in 2019), Disaster Risk Report, GetReady website Climate change training for City and community outreach programming . C E M A planning and policy service line continues to update this public information as Climate change training was provided to Calgary’s disaster risk environment changes . community planners in late 2019 and will continue into 2020 with additional onboarding Calgary Neighbourhoods tra in in g . T his will help to enhance their In late 2018, Calgary Neighbourhoods understanding of the critical role Community established a Non-profit Organization Liaison Planning has in achieving The City’s climate to enhance communication and coordination mitigation and adaptation goals . It includes between non-profit organizations and CEMA information on how to encourage applicants to for emergency response and preparedness incorporate climate action into development p la n n in g . T he Integrated Non-Profit Business applications and how to include climate Continuity Project provides capacity action into planning reports to Commission, development opportunities for non-profit Committee and Council .
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“Over the past year more than 22,000 Calgarians have been educated about home energy efficiency, over 980 energy savings kits have been provided to multicultural and multi-lingual Calgarians, over 144 energy-savings workshops have been facilitated and greenhouse gas emissions have been community workshops and interpretive hikes for reduced by 7,538 Partnerships adult new Canadians . In total, CPAWS anticipates tonnes in Calgary Energy efficiency education for new reaching approximately 8,125 students and due to behaviour Canadian audiences changes inspired by approximately 950 adult new Canadians with Since 2018, The City has supported a home the Empower Me The City of Calgary climate change-specific energy conservation and behaviour change p ro g ra m . messaging in the 2019-2020 school year . program facilitated by Empower Me . T h is T h is is equivalent program is administered by members of Calgary schools for climate action to taking 1,600 multicultural and multilingual communities cars off the road working group in their native language via presentations, for one year, or the As the principal providers of education for workshops and individual home visits . T h is energy used by 870 Calgary’s youth and cumulatively the second homes for one year . successfully delivers energy efficiency, water largest landowner in Calgary, school districts E m power Me would conservation, waste reduction and climate have a large role to play in climate mitigation like to thank The change messages to the region’s diverse and adaptation . In 2019, The Alberta Council of City for their strong populations within a trusted context . Environmental Education (ACEE) and The City partnership that has of Calgary established the Calgary Schools for helped to make this Canadian Parks and Wilderness Climate Action initiative, along with the Calgary p o ssib le ” Society Southern Alberta Chapter – Board of Education, the Calgary Catholic School – Yasmin Abraham, City of Calgary Partnership Division, the Calgary Regional Consortium, the Vice President To inspire youth to learn about local issues E m p o w e r M e Calgary City Teachers’ Convention Association surrounding climate change, and what they and the University of Calgary . T he aim of this can do to help, The City has partnered with the group is to build a program that helps schools Canadian Parks and Wilderness Society (CPAWS) reduce greenhouse gas emissions while Southern Alberta Chapter to deliver climate providing new learning for students around change specific programs through classroom climate and energy, using The City’s Climate workshops and wilderness hikes . In addition, Resilience Strategy as an organizing framework The City of Calgary climate change messaging for collective action . is now infused into environmental literacy
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In the community Calgary Climate Symposium 2 0 1 8 : The City of Calgary hosted the first annual Calgary Climate Symposium in 2018, with five public events and a breakfast session for Council and the Administrative Leadership Team . T h e goal of the symposium was to increase climate literacy for informed decision-making at all levels of society including City Council, City Administration, business, organizations, C o m m u n it y community and individuals . A ll events were fully o u t r e a c h subscribed with 1,230 attendees . The 2018 and 2019 Calgary Climate 2 0 1 9 : In November 2019, The City hosted the Symposiums were second annual Calgary Climate Symposium, Climate actions public information sold out attracting which featured eight free public events c a m p a ig n more than 3,000 including speakers, panel discussions and a t te n d e e s . T h e The Climate Program’s first public information demonstrations designed to increase 2019 climate campaign was launched on November 4, 2019, awareness about the local impacts of climate actions campaign coinciding with the Calgary Climate Symposium, change, empower Calgarians to reduce their e m p o w e re d to empower Calgarians with knowledge about almost one in five contributions to climate change, and help everyday actions they can take to manage Calgarians with residents prepare for and adapt to a changing their energy use and take action on climate information on how c lim a te . S imilar to 2018, all events during the c h a n g e . C limate program staff rated more to manage energy second annual Calgary Climate Symposium than 40 actions on a spectrum from one for use and take climate were sold out with a total of 1,729 attendees . good impact, up to five for greatest impact a c tio n . A n n u a l based on greenhouse gas emissions data for visits to calgary .c a / climateprogram Calgary, and created an online resource at and calgary .c a / c a lg a r y .c a /climateaction . T his solutions-focused climateaction campaign combined guerrilla marketing, have increased Calgary traditional and new media, and partnered to approximately Climate Symposium with social media influencers to spark discussion 2 5 ,0 0 0 . T h e s e and connect with audiences, reaching almost activities gained Let’s talk about climate change one in five Calgarians . positive media November 2 – 7. Bring a friend. coverage from CBC Calgary Television News, CBC Radio Calgary’s The Let’s talk.
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What can I do? Homestretch, CBC Calgary Online, 660 News Radio, CTV Calgary Television News and the Daily H iv e .
View the complete symposium schedule and register today. It’s free.
#fortheclimateyyc calgary.ca/climateprogram 19-00731375
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7. Leadership and governance – 58 actions The City of Calgary has a responsibility to be a leader in the implementation 1 4 1 1 of the Climate Resilience Strategy and Actions. Embracing collaboration, enabling innovation and demonstrating leadership in climate actions are the keys to success. 3 3 City actions C o m p le te d Sustainable Building Policy Climate Lens Assessment In progress One of the ways The City has demonstrated The federal government’s Climate Lens requires Not started leadership to Calgarians and industry is through a climate change mitigation and adaptation the updated Sustainable Building Policy (SBP) . evaluation for large infrastructure projects T h e updated SBP implements mitigation and seeking federal funding to realize their adaptation actions for owned and funded contribution to GHG emissions reduction and building projects by The City . To date, The City’s demonstrate consideration of climate change SBP has resulted in the LEED certification of risk s . T he intention is to improve decision 58 projects . making, reduce climate impacts and develop more resilient infrastructure by avoiding future S o me climate-related SBP updates include: damages and disruptions . In 2019, The City • O p timize energy performance: To achieve began to develop its Climate Lens Assessment an energy use and energy cost performance guidance and tools for the first group of projects improvement of at least 40 per cent above the to be subject to the new requirements . National Energy Code for Buildings • F u ture resiliency planning: Design the facility T h is process will improve consideration of to be solar PV-ready and electric vehicle climate in decision-making processes and better charging station-ready at minimum . align with provincial and federal grant priorities to maximize funding leverage . • S tormwater management: Manage stormwater for the 90th percentile of rainfall events Partnerships on-site using green stormwater infrastructure It is valuable to bring together the leading to reduce flood risk . thinkers from industry, business, academia, • R e sponsible landscaping: Reduces potable funding agencies, different levels of water use, manages stormwater, promotes government and the wider public to share biodiversity and makes landscaping accessible knowledge and leverage expertise to accelerate for facility occupant and visitor use . the collective pace of GHG emission reductions and climate risks to Calgary . In 2019, The City Corporate Emissions and Energy Plan began collaboration with the Calgary Airport The City is developing the Corporate Emissions Authority to develop a regional climate and Energy Plan, which will provide a projection dataset, to be delivered in the first coordinated approach to manage The City’s half of 2020 . T his robust and regionally-specific emissions risks while reducing operating costs . dataset will be used to inform infrastructure T h is will be presented to Council in late 2020 . B y design, resource allocation requirements and to integrating both carbon emissions and energy shape operational decision making to adapt to management considerations into operational shifting climate driven risks . decision-making processes, The City can be better prepared to manage carbon risks and become more resilient in its service delivery while reducing energy costs .
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Current CCP working groups Commercial and Institutional Building Benchmarking Climate Action and Education in the Calgary School Community Utilities and Industry Working Group
Calgary Climate Panel The governance of Calgary’s Climate Resilience Strategy includes an external body called the Calgary Climate Panel as a strategy and advisory n e t w o rk . T he Panel provides broad strategic advice and communications regarding progress on Calgary’s Climate Resilience Strategy . T h e Calgary Climate Panel was established in A c a d e m ia “We appreciate that November 2018 and includes 18 organizations Local post-secondary institutions and The City the students had the collaborating with The City . have been collaborating to support student research projects on climate issues as well as opportunity to work with organizations T h e Panel’s role: to support corporate climate initiatives . S in c e to help research • E a ch member sees value in working together 2018, graduate students from the Sustainable issues of concern to advise on priorities and share best practices . Energy Development (SEDV) Program at the to the city . W o rk in g • S trategic guidance for initiatives including University of Calgary have been examining real on real issues allows prioritization, funding and financing opportunities . world problem statements with The City such as them to apply their • C o mmunication of research findings, best Barriers and Incentives for Residential Solar PV knowledge base practices and general information exchange Adoption in the Calgary Area and Food Waste experientially, similar on climate mitigation and adaptation . Reduction at the Grocers in the city of Calgary . to a work place s e t tin g . W e h o p e w e • R e presentation from key organizations in QUEST Smart Energy can continue this public, private, not-for-profit and academic relationship in the sectors that can directly contribute to climate Communities Benchmark As a community, learning from other cities fu tu re . O ur students mitigation and adaptation with organizational in Canada through consistent indicators have enjoyed their support to engage in action . association with The and identifying gaps will help Calgary to City of Calgary and W o rking groups, made up of CCP members, achieve smart energy community status . T h e the opportunity City Administration and additional partners, Smart Energy Communities Benchmark is a to do their part in pursue actions that require close partnership prototype tool, completed by QUEST that helping to make our for success . T hose collaborative efforts are municipalities may use to benchmark progress city an even more happening in industry, educational institutions, toward becoming a Smart Energy Community . sustainable place and the broader community toward the goal of T h roughout 2019, The City of Calgary has been to liv e .” lowering carbon emissions and developing a supporting this benchmark prototype tool ~ Dr. Irene M. more resilient city . T he Calgary Climate Panel’s development . T he results for the first nine pilot H e rre m a n s, report on their work and the City Climate Program communities, including Calgary, are available at Professor at the is included as Appendix 1 to this document . https://smartenergycommunities .c a / . SEDV Program, CPA Managerial Faculty Fellow, Haskayne “The City of Calgary participated in the Smart Energy Communities Benchmark Pilot Project, contributing School of Business, to the development of a prototype benchmarking system for community energy planning across University C a n a d a . T he City worked closely with QUEST, alongside eight other pilot communities, and convened o f C a lg a ry local utilities – ENMAX and ATCO – in collaborative working sessions to provide detailed feedback that directly influenced the benchmarking framework .”– M ichael Lee, Senior Lead, Analytics & Services, QUEST
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F u n d in g Federation of Canadian Municipal Climate Change Municipalities Action Centre Low Carbon Cities The Municipal Climate Change Action Centre, Canada (LC3) is an a partnership between the Alberta Urban initiative that will Municipalities Association, Rural Municipalities “By harnessing the enable and accelerate of Alberta and the Government of Alberta, hidden fuel of urban carbon- supports municipalities across Alberta in energy efficiency, reduction solutions . developing and implementing energy efficiency Calgary’s actions are T h e partnership and renewable energy solutions . S ince 2016, adding up to real between seven local centres and the The City has received $2 .9 million for 11 energy dollars saved . A s Federation of Canadian Municipalities (FCM) will projects with a total installed energy generation they travel the path of green growth, be self-sustaining – safeguarding and leveraging capacity of 5 .6 MW . T hese projects, mostly The City is inspiring the federal investment and generating ongoing solar photovoltaic installations, are projected other municipalities revenue for grants, projects and operations . to produce 6 .75 GWh of electricity per year and have a total estimated lifetime emissions and sectors to T h e Calgary LC3 centre received $22 million make changes that reduction of 108,055 tonnes CO2e . T he City is from FCM in 2019 to accelerate and scale local create resilient also exploring upgrades to recreation facilities projects that focus on deep energy retrofits in and sustainable including lighting, building automation systems, the commercial and residential sectors and local communities .” sensors and heat recovery solutions . – Trina Innes, Director, deployment of renewable energy . T he funding Municipal Climate is not provided directly to The City, but rather to Change Action Centre this new entity, which has a mandate to support Calgary’s Climate Resilience Strategy goals through partnering with local organizations . T h e fund is intended to be self-sufficient once it is established . T he Calgary LC3 Centre will work with The City and community partners to ensure low-carbon actions generate valuable local e q u it y . T he establishment of the LC3 will enable and attract business investment by helping businesses find efficiencies and de-risk projects leading to innovative solutions .
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Moving forward Climate risk Addressing challenges To ensure Calgary maintains its high standard of living, social and economic wellbeing and in moving forward reputation, climate risk should be quantified, Meeting the Calgary Climate Resilience modelled and managed into the future . C lim a te Strategy’s objectives will require ongoing risk reduction will look at addressing both the prioritization of climate change within cause of climate change, increasing GHGs, and municipal operations, steadfast commitment, the effect of direct and indirect climate impacts . and appropriate resourcing . T he economic outlook for 2020 indicates that future budget C limate change is being recognized as a will continue to be constrained and that, major threat to the insurance and finance consequently, implementation timelines and industries and to municipalities’ economic priorities will need to be re-evaluated to match investment value . C limate regulations that the resources available . support economic resiliency have not yet been implemented due to a lack of precise T h e Calgary Climate Panel noted within their understanding of what impacts will be felt and 2019 Annual Report (Appendix 1), that while how to best manage them . W ork is ongoing in the creation of the Panel was a vital first these areas and will evolve through the efforts action following the adoption of the Climate of organizations such as the Task Force on Strategy and that they play an important role Climate-Related Financial Disclosures (TCFD), in moving the Strategy forward, delays have Global Risk Institute, Insurance Bureau of Canada arisen in partnership actions due to The City’s and the Intact Centre for Climate Adaptation . staff resourcing constraints . In 2020, the Panel
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is looking to cement a common vision and more important for not only The City of Calgary, specific 2020 goals, actions, accountability, but also for the community . T he City will need resources and contingencies to move projects to ensure infrastructure and development fo r w a rd . T hey have identified that The City’s integrate climate risk reduction approaches and support and resources are critical for the Panel reduced carbon strategies . In the community, to collaboratively evolve, provide benefit to the new Low Carbon Canada Centre for Calgary their own organizations and leverage their will start to assess opportunities for the partner resources to build initiatives that are not investment of $20 million into significant carbon possible for The City to undertake alone . reduction projects . C ollaboration and alignment with City and other community low carbon C limate Governance within City Administration projects will provide additional large scale was a demonstrated challenge in 2019 . T h e capacity for carbon reductions and meeting the experience of distributed climate governance 80 per cent target . and implementation has not delivered the expected results or certainty of future results . C o mplex challenges such as climate change C lim a te P ro g ra m – mitigation and adaptation require integrated, systems level solutions . T he Climate Resilience 2020 workplan Strategy cannot be successfully implemented Building upon efforts already underway in without strong senior leadership, commitment Calgary, the Climate Team will continue to across the departments and clear accountability . reach out and engage internal and external If any of these elements is lacking, the initiative stakeholders to help address the challenges will not meet the goals in the expected of climate change . T he Climate Team will tim e lin e s . T he Corporation is looking for greater identify, coordinate and with work with other assurance, consistency and efficiency of work departments for implementation of actions plans, and to continue developing a culture within their service areas throughout 2020 . of collaboration . D uring 2020 new climate In addition to the current actions already governance structures will be studied and underway, several other initiatives have been recommended for implementation . identified for development by the Climate Team in 2 02 0 . A high-level summary and examples are U n derstanding and recalibrating investments in described below . infrastructure, people and systems will become
Activity examples Climate strategy outcome Strategy/approach Note: these are high level descriptions of the activities, many of which are multi-year An efficiently, effectively Reporting on climate program results • A n nual update of Climate Resilience Strategy and consistently managed • O n e Calgary reporting climate program Internal corporate climate • E s tablish corporate climate action accountability governance and decision making • L e ad internal cross-functional working groups to holistically implement the Climate Action Plans External climate governance • C o ordination of Calgary Climate Panel and working groups Funding and financing • L o w Carbon Cities Canada (LC3) • D isaster Mitigation and Adaptation Fund (DMAF) • In frastructure Canada (IC) Climate Lens Assessment for major capital projects: (GHG assessment and climate resilience assessment, e .g . G re e n L in e ) Collaboration with Infrastructure • C a pital project climate prioritization and investment C a lg a r y criteria (internal Climate Lens Assessment)
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Climate strategy outcome Strategy/approach Activity examples Note: these are high level descriptions of the activities, many of which are multi-year Reduce corporate and GHG and carbon offset management • A n nual GHG reporting through Climate Disclosure community GHG emissions Project (CDP) • C o rporate GHG and carbon cost forecast/guidance • C a rbon offset governance Implementation of corporate • C o rporate Emissions and Energy Plan climate actions • Te chnical specifications (i .e . low-carbon concrete, EV charging stations) • C o ordinate Infrastructure Canada (IC) Climate Lens GHG Assessments for major capital projects Reduce energy use and GHG • C o mmercial and Institutional Building Energy emissions in buildings Benchmarking Program • R e sidential Building Energy Labeling Program • U p date/improve existing solar potential map • L e ad the industry partner group on developing energy policy • In tegrate climate actions into planning and development Support other corporate-led and • E n ergy planning for Victoria Park re-development community-led GHG projects with Utility Working Group • A f fordable housing energy/cost savings project(s) • E lectric vehicle adoption • R e placement of buses with lower carbon options Reduced corporate climate Measurement and verification of • D e velopment of performance measures and metrics risk and vulnerability climate adaptation that can drive future adaptation scoring/budgets Develop corporate staff climate risk • C o ntinue to develop an internal staff heat and reduction programs air quality management, response and business continuity programs for business units (with a climate lens) Connect with external expertise on • E s tablish mutual working and advisory relationships adaptation to guide investment and with the insurance and banking/finance investment identify financial risk and liability in d u s trie s Develop and implement corporate • In tegration of a climate vulnerability and risk infrastructure climate risk reduction assessment, and gap analysis process into corporate program & projects asset management and facility management • D e velop climate informed infrastructure typologies and risk criteria to inform engineering standards • C limate vulnerability and risk analysis on IC funded capital projects Support other corporate-led • C o -lead Natural Infrastructure (NI) Program with adaption projects Resilience Program • C o llaborate on the development of water management strategies (drought, stormwater, and source water protection) • C o llaborate on the corporate habitat restoration p ro g ra m
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Climate strategy outcome Strategy/approach Activity examples Note: these are high level descriptions of the activities, many of which are multi-year Reduced community Community infrastructure climate • C o llaborate to integrate a climate risk lens/ climate risk and risk reduction programs and projects assessment into the Green Line and Victoria Park vulnerability Redevelopment projects Community development climate • C o -develop a climate risk matrix on development in risk avoidance and reduction projects flood hazard areas (financial indicators) • In tegrate a climate risk lens advisory service into various planning and development processes Community health climate risk • D e velop a holistic extreme heat management reduction projects strategy for the community Calgarians aware, Internal business units focused • P rovide Climate 101 Education Program to engaged and action-ready climate education courses internal business units to enhance internal climate on climate change change literacy Community focused Calgary climate • D e velopment of multi-media material, website campaign (awareness, education and update, public workshop series and events, choice campaign) Climate Symposium and Calgary Schools classroom programming • C limate themed EcoLeaders Conference and Mayor’s Expo Citizen climate action campaign • Im plementation of Empower Me program (climate change, energy efficiency and water/water reduction information) Climate data sharing and education • D e velop an online climate dashboard material for public consumption • C reation of an online climate technical data centre/library
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Calgary Climate Panel Annual Report 2019
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Executive Summary
The Climate Resilience Strategy is in the early stages of implementation. Panel members recognize the urgency of taking action on climate change and know that the Panel is an important pillar for effective climate action in Calgary.
Most of the first year’s efforts focused on building strong partnerships and a platform for collaboration that is needed to achieve success over the long term. Panel members have come together from across sectors and communities in Calgary in support of the Climate Resilience Strategy, and are committed to working together to achieve the Strategy’s goals through a range of specific initiatives and by aligning our broader strategies. Each organization represented has taken its own steps to advance climate adaptation and mitigation.
Several key collaborative initiatives that emerged in the Panel’s first year are: • Calgary Schools for Climate Action • Utilities and Energy Working Group • Commercial and Institutional Energy Benchmarking Program Working Group
Progress has been made during the Strategy’s start-up year, which included some setbacks and resourcing challenges. Some first small steps toward implementation have been made representing a positive direction with growing awareness that much work is yet to be accomplished.
The Panel recognizes the urgency for quick and decisive action by not only The City, but all Calgarians. To accomplish this, the Panel has identified strategic level, next steps to ensure success going forward: 1. A focus on implementation 2. Prioritizing for delivery of desired outcomes 3. Ramping up partnerships 4. Aligning climate actions with other City initiatives 5. Communicating effectively and regularly with stakeholders and the public 6. Establishing priorities and clear, precise targets and performance measures
Calgary can be a leading community in climate action, and the panel is a foundational part of future successes. Continued City leadership and resourcing of the Climate program is necessary to gain real momentum and leverage external partner resources.
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Calgary Climate Panel
The Calgary Climate Panel was created by The City as the first major action following adoption of the Strategy. The Strategy is City-led and supported; and requires significant community and industry effort to implement. The Panel’s strength comes from its diverse and dedicated membership.
Panel members support the Climate Resilience Strategy and have committed to the Panel’s dual roles: advisor to The City and a partner in implementation.
As an advisor, the Panel provides guidance to The City on climate opportunities, risks, policy options and priorities. The Panel provides insights on climate action that Administration may not be aware of; and offers industry and community perspective on implementation opportunities and challenges. As a partner, Panel members join with The City in climate action and, through their leadership, strengthen the climate actions of their own organizations.
Upon reflection of the last year, the Panel members are in agreement that the Panel provides strong value in moving the Strategy forward and they are dedicated to continuing their efforts. 2019 Membership
• Alberta Council for Environmental Education • Calgary Chamber of Commerce • Alberta Ecotrust • Calgary Climate Hub • Alberta Health Services • Calgary Emergency Management Agency • ATCO • ENMAX • BILD Calgary Region • Fuse Collective • BOMA • Public Member • Brookfield Residential • Siemens Canada • Calgary Airport Authority • The City of Calgary • Calgary Board of Education • University of Calgary
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Progress on the City’s Climate Resilience Strategy
The first year of the Strategy has seen progress on some initiatives and delays on others. There are two types of initiatives to consider:
1. Existing projects: A number of internal City initiatives are completed or underway (see Administration’s Climate Resilience Strategy Update 2019). These tended to be initiatives that existed prior to the Strategy’s approval and projects that could easily be modified to include a climate action.
In the Panel’s opinion, many of these internal projects did not include substantial climate goals that engaged external partners. Some climate actions appeared to be siloed efforts that risk not being implementable because the project did not consider the full scope of climate goals and implementation factors. For example, recent land use bylaw updates and proposed policy amendments intended to encourage greater adoption of solar energy in housing; however, did not consider a wholistic approach that would require solar easements or considerations where there are potential conflicts between density goals and solar policy.
2. New projects: Delays have arisen on new, externally focused projects where stakeholders were prepared to contribute resources, but The City could not contribute due to resource constraints. These tended to be the more complex projects with higher likelihood of significant impact.
Calgary Climate Panel: Contributions
As 2019 was a start-up year there was strong focus on: • The Panel’s advisory role to The City • How the annual report would provide an independent voice • Contributions to ongoing prioritization efforts based on each member organization’s readiness and interest in collaborating • Active participation in the City-led working groups
Panel members made substantial and meaningful contributions to three working groups:
1. Calgary Schools for Climate Action: • The Alberta Council for Environmental Education led this initiative with The City and Calgary Board of Education and brought together 7 organizations (including Calgary Catholic School Division, the Calgary Regional Consortium, Calgary City Teachers’ Convention Association, and the University of Calgary) to engage Calgary’s educational community in climate change solutions.
• A framework will be developed to enable student-developed, school-wide climate action plans which students can then implement with the help of teachers, school administrators, and parents.
• Teachers will be engaged in climate-related professional development, such as a four-part climate series and a full-day climate workshop at the 2020 Calgary City Teachers’ Convention.
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2. Utilities and Energy Working Group: • Panel members initiated a working group in the fall of 2019 to focus on the role utilities play in achieving the climate goals. For example, electric vehicles along with consumer generated energy and energy storage are likely consumer driven trends and a significant market moving forward. These evolving market conditions are anticipated to spur a significant shift in the ways consumers and utilities interact. Continued coordination and cooperation between customers, utilities, community stakeholders and The City of Calgary is required to maximize the benefit of these technologies.
• In 2020, the Utilities and Energy Working Group will focus on topics such as: · Energy Needs, Sources and Transmission Outlook: alignment of major partners with long- term plans and policy direction · Renewable and Distributed Energy Generation: practical and feasible energy options to support development projects · Residential Building Labelling: creating public and industry energy literacy tools
3. Commercial and Institutional Energy Benchmarking Program Working Group: • Panel members provided advice and guidance through the program development phase and will promote the implementation phase.
Calgary Climate Panel: Delayed Initiatives
Panel members had planned to move forward with more partnership actions in 2019. Project delays stemmed largely from The City’s staff resourcing constraints. The delays were further exacerbated by budget assessment and cuts during the summer. Examples of delayed initiatives are:
• Residential Building Labelling: Commercial and Institutional Energy Benchmarking Program was prioritized first in this program area with the residential building labelling intended to start mid- 2019. City staff resources were impacted by budget cuts, resulting in a delay to the start of the initiative. Industry partners have been in a holding pattern and may lose momentum. • Climate Developer Advisory Group: While preliminary discussions and events have been hosted, the working group has not yet been formally struck. The building and development industry is willing to provide some resourcing to assist on prioritized actions. These types of delays risk losing the confidence of the partners and stakeholders that this initiative is a priority. • As a result of staff resource limitations, communication flow between The City and the Panel has been hampered which has resulted in the Panel not having clarity on: · How areas of work are being identified and aligned with other City initiatives · Whether/how prioritization was happening across The City’s organization · What the Strategy’s specific action plan is and how implementation will be coordinated
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Panel Next Steps and Resources Required
The Panel’s Next Steps Over the past year, the Panel members have realized they can contribute even greater value through active project partnerships. The partnership approach will take advantage of external resources and create collective solutions. 2020 work planning is underway and will confirm a common vision and specific 2020 goals, actions, accountabilities, resources and contingencies for acceleration on projects such as: • Residential Energy Building Labelling • Climate Developer Advisory Group • Education: continued support for education offerings through future professional development workshops, and convention day teachings
Resources Necessary to Succeed • City resources: Continued City support for the Panel is critical to engage the Panel in a meaningful way resulting in direct benefits for all parties. City resource support continues to be required to support the alignment of efforts across City departments and with external partners on jointly identified priorities. • External funding: The Panel will continue to work with funders to bring external funding resources to City and Panel initiatives. • Leverage partner resources: Panel members will assess how to leverage their own organizations’ efforts to align with the Climate Resilience Strategy and build initiatives that are not possible for The City to undertake alone.
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Implementation Recommendations for 2020
The Panel recognizes the urgency for quick and decisive action by not only The City, but all Calgarians. To accomplish this, the Panel has identified strategic level, next steps to ensure success going forward: 1. A focus on implementation 2. Prioritizing for delivery of desired outcomes 3. Ramping up partnerships 4. Aligning climate actions with other City initiatives 5. Communicating effectively and regularly with stakeholders and the public 6. Establishing priorities and clear, precise targets and performance measures
What Does that Mean
• A focus on implementation. Past and current efforts have been hampered by resource challenges. Calgary’s current GHG emission trend indicates that we need to act quickly and effectively to achieve the climate goals. Execution is vital in maintaining momentum and credibility as further delays will likely undermine The City’s ability to convey to community and industry that climate goals are truly a priority. • Prioritizing for delivery of desired outcomes. Prioritize projects and focus on successfully completing initiatives “The City has played before taking on new ones unless new capacity has been and should continue to created. play a leadership role in • Ramping up partnerships. Collaboration builds buy-in, bringing stakeholders enables partnerships to leverage efforts on climate actions, with common interests and is necessary to implement the Strategy. With the Panel in the climate resiliency moving towards a stronger partnership role with The City, it is arena together through still imperative that The City continues to support the Council- The Panel. If The City approved Strategy. wishes to be successful • Aligning climate actions with other City initiatives. Current in implementing the and future City initiatives should develop climate project goals Climate Resiliency Plan, (Climate Lens) in conjunction with external stakeholders. this committee and Using climate goals as a project driver will ensure that project the Working Groups, in processes review all options and solutions. City policies, particular, will be critical.” programs, and projects should be planned and implemented using a Climate Lens where applicable. • Communicating effectively and regularly with stakeholders and the public. Strong communication will keep key partners and stakeholders invested and clear on what are priorities, next steps and why projects may be delayed. Better communication creates motivation to keep the actions moving forward and demonstrates progress to public as well as stakeholders. • Establishing priorities and clear, precise targets and performance measures. Targets and performance measures for initiatives requires focus on how funds are spent (private and public) to yield the best results ($/GHG reduction or $/risk reduction).
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Council’s Support
1. Funding and Resources: Funding is key. Successful outcomes will be directly tied to continued City staffing and resource support. The Climate Change and Environment business unit will require full staff resourcing to implement the Strategy’s commitments.
The Panel advises against any future reductions in staff positions or funding.
If resource reductions are required, they should be assessed alongside an understanding of the commensurate reduction program deliverables, and should be communicated publicly.
2. Leadership and Alignment in Decision-making: The Panel recognizes the leadership of City Council in approving the Strategy. Council’s leadership in climate decision-making is central to advancing the conversation, changing policy, and action on the ground. Lead faster, further and together.
Additional Panel recommendations are provided in Appendix B for context.
Final Thoughts
Calgary competes with other world class cities to attract new talent and diversify its economy. Climate action progress is an integral part of competing globally which cannot be neglected nor delayed. The City and the Panel have an opportunity to work together in unprecedented ways - with a solution mindset, a partnership mentality, and a practical bent that will get us to our goals. Calgary can be a leading community in climate action, and the panel is a foundational part of future successes.
These are the first small steps and there are many challenges and opportunities that lie ahead. With the appropriate resources and the desire to grow momentum, The City, alongside their partners, will be well positioned to achieve the Strategy’s climate goals and target.
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Appendix A: Minority Report Comments
The Calgary Climate Panel uses a consensus decision-making model and reports on our common perspectives. The report includes an opportunity for Panel members to provide any additional context or comments where they may not be in full agreement. There are no additional panel member comments for this report.
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Appendix B: Additional Recommendations
The Panel’s annual report process also resulted in ideas that will be considered for future climate actions or for the Panel’s future success. The ideas are provided here for context. The panel members will review these options alongside the other commitments for the 2020 work plan.
• Additional interaction between panel meetings is required to explore and advance initiatives across panel members. • Clear expectations on deliverables within set time expectations are needed (e.g. what it hopes to be able to achieve in a year or quarter). • Additional insight and alignment with other short, mid and long-term initiatives underway through different corporate departments that complement the Strategy. • Reallocate funding as needed to support climate actions. • Continue to support education initiatives. It is through education that community members will understand what they can do to the make the necessary changes to decrease their own consumption rates. • The City should encourage ongoing ‘AND’ conversations about Canada’s potential to be a leader in natural resource development and fight global climate change simultaneously, this includes how parties can work together going forward. • The City of Calgary should implement by 2022, programs to achieve by 2030 the financially neutral and positive measures identified in the Economics of Low Carbon Development report. • The City of Calgary should implement by 2022 a progressive fee structure for electrical, heating, water, wastewater, and road use within the City. • The City of Calgary should refine and develop tools to inform Calgarians of their carbon footprint and assess their housing and locational choices. • The City of Calgary should provide moral and, where appropriate, resource support to other jurisdictions in their efforts to eliminate human contributions to climate change. • Integration of climate criteria into development planning decisions. • Ensuring new infrastructure, asset purchases or retrofits are always done in a manner than considers climate mitigation and adaptation in procurement and design criteria. • Energy storage is a key area of market development and should be prioritized.
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Appendix C: Calgary Climate Panel Overview
With the adoption of the Climate Resilience Strategy, Council provided direction to immediately begin collaboration efforts by working with partners through a Climate Resilience group to focus on implementation; finance and funding; and monitoring progress and reporting.
Climate Panel Purpose, Strategic Priorities and Scope The Calgary’s Climate Panel purpose, strategic purpose and scope was determined early in the process and forms the basis of the Terms of Reference.
Purpose: The Calgary Climate Panel (the Panel) is expected to provide broad, strategic advice and communications regarding the Climate Resilience Strategy’s process.
Strategic Priorities and Scope: The Calgary Climate Panel • Acts as an independent voice providing advice on climate strategy opportunities, risks and policy options to The City • Is responsible for contributing to The City’s annual reporting to measure progress of the Climate Resilience Strategy • Identifies and connects working group members resulting in direct climate action • Acts as strategic advisors for working group initiatives – participate in coordination when necessary and act as a problem-solving forum for testing ideas • Connects initiatives to funding and financing opportunities by building a robust network of funding partners and searching out new opportunities • Acts as a strategic guide for distribution of research findings, best practices and general information exchange on climate mitigation and adaptation
Panel Structure, Role and Responsibilities To achieve the Strategy’s goals, targets and governance objectives, the governance model identifies the Calgary Climate Panel as a strategic panel, and the working groups as implementation groups, that effectively deliver approved actions and achieve the climate goals.
Panel Members are to act as champions of the Climate Resilience Strategy and actively participate and contribute to the Panel’s strategic priorities. Members are expected to act in the shared interest of the Strategy and be solution-oriented. The Panel is co-chaired by a City of Calgary member and an external member.
To fulfill the responsibilities of the Panel, members have met quarterly through 2019, contributed to the prioritization of working groups, and the content of this annual report.
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Appendix D: Membership/Partners
The Panel is represented by 18 members from a diverse range of business, non-profit, government, and post-secondary organizations. Membership for the first year also represents diversity of the Climate Resilience Strategy’s action themes: • Building and Energy Systems • Transportation and Land-Use • People • Natural Infrastructure • Infrastructure • Water Management • Governance • Climate Education
The 2018/2019 membership included:
Organization Member Alberta Council for Environmental Education Gareth Thomson Alberta Ecotrust Rod Ruff Alberta Health Services Dr. David Strong ATCO Ryan Germaine BILD Region Calgary Grace Lui BOMA Lloyd Suchet Brookfield Residential Doug Owens Calgary Airport Authority Harris Switzman Calgary Board of Education Olena Olafson Calgary Chamber of Commerce Duncan Webster / Jayeful Islam Calgary Climate Hub Bob Morrison Calgary Emergency Management Agency Chief Tom Sampson ENMAX Mirela Hiti / Justin Jacober Fuse Collective Ben Huang / Ben Walsh Public Member Rev Bill Phipps Siemens Canada Adrian Francese The City of Calgary - UEP General Manager David Duckworth / Dan Limacher The City of Calgary - Councillor Cllr Peter Demong University of Calgary Dr. Jennifer Winter
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