Village of Haines Junction Regular Council Meeting 7:00 P.M. November 27, 2019 Council Chambers

Village of Haines Junction Regular Council Meeting 7:00 p.m. November 27, 2019 Council Chambers

AGENDA

1. Call to Order

2. Acknowledgement of CAFN Traditional Territory

3. Additions to the Agenda

4. Adoption of Agenda

5. Adoption of Minutes a. Draft Council Minutes 2019-11-13

6. Hearing of Delegations a. Antonio Zedda, kobayashi+zedda architects ltd. re Haines Junction Recreation Centre Executive Summary b. RCMP re October 2019 Mayors – Chiefs Report c. Climate Change Mitigations Group

7. Public Hearings of Bylaws

8. Council Questions on Agenda Items

9. Passage of Bylaws and Policies a. Bylaw #350-19, Council Remuneration Bylaw – 1st Reading b. Bylaw #350-19, Council Remuneration Bylaw – 2nd Reading c. Bylaw #355-19, 2020 Provisional Operating and Capital/Projects Bylaw – 1st Reading d. Bylaw #355-19, 2020 Provisional Operating and Capital/Projects Bylaw – 2nd Reading

10. Staff Reports and Recommendations a. RTC re Council Procedural Bylaw Public Notification b. RTC re Water and Sewer Bylaw c. RTC re Christmas Lights and Decorating Policy d. RTC re Urban Electrification Program – Lot 6 Bear Berry e. October 2019 Financial Report

11. Committee Reports and Recommendations a. OCP Steering Committee update

12. Approval of Accounts Payable a. Municipal Accounts Payable to November 27, 2019

13. New Business/Business Arising:

14. Information and Correspondence a. Minister Frost and Minister Pillai re Draft climate change, energy and green economy strategy for review b. Invitation to Mayor Eckervogt for an informal meeting with Commissioner Bernard c. Invitation to Council for an informal meeting with YESA Board Chair Laura Cabott d. Yukon’s Flight Path: Stakeholder Interview Guide

15. Councillor Reports

16. In Camera

17. Adjournment

The next Regular Council Meeting will take place at 7:00 p.m. on December 4, 2019, in Council Chambers.

MONTHLY MAYOR’S / CHIEF’S POLICING REPORT October 2019

Haines Junction Detachment “M” Division Yukon

The Haines Junction Detachment responded to a total of 55 calls for service during the month of October, 2019.

Year October Year Total October OCCURRENCES Total 2019 2019 2018 2018 Assaults 5 34 1 37 Break and Enters 0 4 0 9 Thefts (all categories) 3 20 1 25 Drugs (all categories) 0 4 1 4 Uttering Threats 1 10 0 10 Driving Complaints 3 54 3 49 Cause Disturbance / Mischief 16 80 6 87 Impaired Driving 3 26 0 16 Vehicle Collisions 2 22 2 42 Fail to Comply 4 23 2 33 Mental Health Act 1 12 0 10 Assistance 4 24 1 52 Missing Persons/Wellbeing 4 21 1 22 Check Sexual Assault 1 3 1 4 Other Complaints 8 100 11 138 Individuals charged 4 33 2 39 Instances where people not 6 33 2 41 charged* Total Charges laid (CC only) 8 66 4 83 Total Calls for Service 55 464 32 540

• * where grounds existed to lay a charge

2 Year October Year Total October Total 2019 2019 2018 2018

Prisoners held locally 7 35 0 0

Prisoners remanded 1 4 4 28

Total Prisoners 8 39 4 28

3 SUMMARY OF FILES BY LOCATION Location Calls for Service Total for Year % of Total for Month (Year) Champagne 0 6 1% Haines Junction 42 314 68% Klukshu (incl. Haines Road) 3 15 3% Canyon Creek / Otter Falls Cutoff 0 4 1% Destruction Bay – Burwash Landing 1 38 8% Alaska Highway (all locations) 8 70 15% All other locations 1 19 4% 55 464

4 Annual Performance Plan (A.P.P.) Community Priorities

Community approved priorities are:

(1) Building and maintaining community relationships (2) Youth – crime prevention and relationship building (3) Road Safety

1) This month the detachment addressed the issue of Building and maintaining community relationships by.....

• October 21 – Cst. VAN HUSSEN participated in rec hockey • October 22 – Cst. VAN HUSSEN and Cst. ROBERTS attended EMS Dinner • October 25 – Cpl. PETERS met with Diane STRAND of CAFN • October 26 – Cst. DIXON attended Ballet performance in Haines Junction • October 28 – Cst. DIXON attended SAR training in Haines Junction • October 29 – Cst. ROBERTS attended Harvest Feast in Burwash Landing • October 31 – All members in community for Halloween and attended fireworks / bonfire

5 2) This month the detachment addressed the issue of Youth – crime prevention and relationship building by.....

• October 8 – Cst. VAN HUSSEN attended CAFN Youth Centre • October 15 – Cst. VAN HUSSEN coached hockey • October 17 – Cst. VAN HUSSEN coached hockey • October 18 – Cst. VAN HUSSEN attended hockey and attended school • October 22 – Cst. VAN HUSSEN attended Romp n. Run • October 22 – Cst. VAN HUSSEN coached hockey • October 24 – Cst. VAN HUSSEN coached hockey • October 26 – Cst. VAN HUSSEN attended hockey camp at rink • October 29 – Cst. VAN HUSSEN coached hockey • October 30 – Cst. DIXON attended Daku Halloween festivities • October 31 – Cst. DIXON attended Halloween events at the school. Cst. VAN HUSSEN participated in Jello eating contest • October (month) – Cst. DIXON attended daycare and interacted with kids several times during month

3) This month the detachment addressed the issue of Road Safety by.....

• 10 patrols to Burwash Landing / Destruction Bay • 0 patrols to Champagne / Canyon Creek • 3 patrols to Klukshu / Haines Highway • 2 investigation of motor vehicle collisions • 6 investigations into driving complaints / impaired driving • 7 Motor Vehicle Act charges issued (tickets) • 2 checkstops conducted • 43 hours of highway patrol / radar enforcement conducted

6 Notable Occurrences for the Month:

• October 4 – a 25 year old woman from Haines Junction is charged with failing to comply with conditions of her probation order • October 7 – a 24 hour license suspension is issued for a 33 year old woman from Haines Junction after a traffic stop to check for sobriety • October 7 – a single vehicle rollover collision reported near Sulphur Creek. No injuries • October 10 – a 58 year old woman from Haines Junction is charged with Impaired Driving and Refusing to Provide a Breath Sample, after a vehicle was checked outside of Haines Junction. Vehicle impounded. • October 11 – a tractor trailer rolled over near Stonehouse Creek at KM 96 of the Haines Highway. Occupants had minor injuries. Hazardous material was no risk to public or environment. • October 16 – a 40 year old man from Haines Junction is arrested after walking into residences while intoxicated. Released when sober without charges. • October 18 – Report of a theft of a chainsaw and some tools from a residence in the Copper Joe Subdivision, Burwash Landing sometime in the previous month. • October 18 – a 19 year old man from Whitehorse is arrested for being intoxicated in public, released when sober no charges • October 25 – a 56 year old woman from Haines Junction is charged with assault • October 26 – a 21 year old man from Haines Junction is charged with failing to comply with conditions of his recognizance. Held in custody and transported to Whitehorse • October 28 – a 55 year old man from Haines Junction is charged with assault • October 30 – a 26 year old woman from Canyon Creek is charged with driving without insurance and speeding after a traffic stop.

New Community Concerns (update on concerns raised in the past not yet resolved)

• Haines Junction RCMP now have a temporary office space in Burwash Landing thanks to KFN, allowing members to spend more time working in the community. • Haines Junction had a quiet Halloween with no major incidents reported • A reminder to vehicle drivers that police can demand a breath sample at roadside without reason to believe the driver has been consuming alcohol (legislation change in 2018) • Haines Junction Detachment was the subject of a Management Review (audit) in October. The final report has not yet been received, however it appears we did fairly well!

Should you have any questions or concerns regarding this report, please feel free to contact me to discuss.

Haines Junction RCMP respectfully acknowledges that we work within the traditional territories of the Champagne-Aishihik First Nation and the Kluane First Nation.

Detachment Commander: Cpl. Geoffrey PETERS #53849 Telephone: 867-634-2677 email: [email protected]

8 Request Individual, regular Representatives

The

ñteeting,t A

This

Date

S& oU.

written

main

topic(s)

request

public

spokesperson

summary appear

group,

s/(

&cL

czrç meeting

made

VILLAGE

presented

before

association

the

by,

above,

the

YUKON,

will

the

Council,

(print

the

\“fl presentation

be;

to,

Municipal OF

attending

etc.

meeting,

ojuc’_

HAINES

name) ______

YOB

discussed

1LO

the

held Council

will

JUNCTION

there

meeting ______

with be

provided

is as

Council,

will

delegation

writtefr

be;

sin

will

the

material,

be;

the Village of Haines Junction, Mayor and Council:

We are writing to you to ask you to declare a Climate Change Emergency, and to take one or more of the steps we are suggesting to decrease our community’s contribution to climate change.

97% of climate scientists are in agreement that humans are forcing climate change, primarily through our burning of fossil fuels. We are approaching a point where feedback loops (such as the release of methane from melting permafrost) will trigger catastrophic climate change and immense human suﬀering. Locally, evidence of climate change can be seen in changing precipitation patterns, warming winters, increased wildﬁre risks, the redirection of water from the Slims River, and many other examples.

While the contribution of the Yukon and Haines Junction to global carbon dioxide levels is minor, the historic and current per capita contribution of Canada and the Canadian North is undeniably signiﬁcant. We believe that it is our responsibility to future generations and indeed our moral responsibility to do what we can as a community to mitigate our contribution to climate change.

As individuals, we acknowledge that we have many responsibilities such as decreasing our energy consumption, changing driving habits, reducing travel and increasing the eﬃciency of our homes. However, many changes are beyond the grasp of the individual and one of our primary individual responsibilities is voicing our concerns and holding our elected governments to account.

The Government of Canada has declared a Climate Change Emergency. Yukon’s Legislative Assembly voted unanimously to declare a Climate Change Emergency. The City of Whitehorse has acknowledged the seriousness of our situation by declaring a Climate Change Emergency.

We, members of the Haines Junction area community, are asking you to do the right thing. For the future of our children and grandchildren to come, please declare a Climate Change Emergency.

We acknowledge that such a declaration is symbolic in nature. So, we are asking you to take concrete steps to mitigate our community’s contribution to climate change. We do not pretend to have a monopoly on good ideas and sincerely hope that Mayor and Council generate their own. However, we are speciﬁcally asking for your urgent consideration and implementation of the steps we have listed below.

High Priority • conduct an energy survey of existing village buildings to identify relative priorities for improving energy efficiency • use federal / territorial funding to continue conducting retrofits on village buildings • install an electric vehicle charging station(s) in HJ • install solar panels on all municipal buildings / grounds with an objective of achieving a minimum of net zero or better municipal electrical consumption • mandate that any new village construction projects meet the standard for a Good Energy Rebate from YG (approximately 50% above 2015 National Building Code standards) • institute a no idling policy for village vehicles • encourage the public to minimize idling by installing signs that discourage unnecessary idling Medium Priority • bring forward a motion to the Association of Yukon Communities to increase minimum energy efficiency standards for all new construction in Yukon communities to at least the same standards currently mandated in Whitehorse • create a functional composting system at the landfill • remove organic waste from the waste stream

Lower priority • commit to replacing existing village vehicles with electric vehicles as suitable electric vehicles become available and as existing vehicles reach the end of their reasonable service life

Some of the actions listed above have no monetary cost, some will save the Village money. Some will have an immediate cost to the Village but provide longer term savings. Locally, funding is available from Gas Tax funds that are allocated to the Village. Federally, our new government has committed to making millions available for climate change mitigation and adaptation.

On a territorial level, Premier Silver’s October 2019 mandate letter to the Minister of Community Services states that “Clearly, the impacts of climate change represent the biggest challenge of our generation . . . It is time for governments to take deﬁnitive action.” Certainly, as a community we can count on the Yukon Government for help and cooperation.

Neither a declaration of Climate Change Emergency, nor the concrete steps we are asking for are decisions beyond Council’s budgetary reach.

They are leadership decisions, they are moral decisions. The time is now.

Thank you.

Supporting Documents

Climate Change Due to Human Activities

1 United Nations. https://www.un.org/en/sections/issues-depth/climate-change/

2 Government of Canada/ Natural Resources Canada. 2019. https://www.nrcan.gc.ca/sites/ www.nrcan.gc.ca/ﬁles/energy/Climate-change/pdf/CCCR_HeadlineStatements-EN-033119- FINAL.pdf

3 American Association for the Advancement of Science. https://www.aaas.org/news/aaas- reafﬁrms-statements-climate-change-and-integrity

4 European Metereological Scciety. https://www.emetsoc.org/collective-global-climate- statement/

5 Cook J, Oreskes N, Doran P, et al. Consensus on consensus: a synthesis of consensus estimates on human-caused global warming. Environmental Research Letters. 2016;11:148002.

Environmental Status in the Yukon

6 Yukon state of the environment interim report 2019. Government of Yukon. https://yukon.ca/sites/yukon.ca/ﬁles/env/env-yukon-state-environment-interim-report-2019.pdf

7 State of the Park Report: Kluane National Park and Reserve. Parks Canada. 2008.

Declarations of Climate Change Emergency

8 House of Commons, Parliament of Canada. House Publications. May 2019. https:// www.ourcommons.ca/DocumentViewer/en/42-1/house/sitting-416/order-notice/page-11

9 Yukon Legislative Assembly. 2019. https://www.theglobeandmail.com/canada/article-yukon- mlas-unanimously-vote-to-declare-a-climate-emergency/

10 Whitehorse City Council. 2019. https://www.whitehorsestar.com/News/council-formally- declares-a-climate-emergency

11 Vuntut Gwichin First Nations, Old Crow, Yukon. 2019. http://www.vgfn.ca/pdf/ CC%202019%20Declaration.pdf Report to Council Village of Haines Junction Open Meeting November 27, 2019

To: Mayor & Council From: Dan Rodin, CAO RE: Council Remuneration Bylaw No. 350 - 19

Recommendation That Council review this report and then give two Readings to the attached Council Remuneration Bylaw No. 350 – 19. Background A Report providing an analysis of the existing Bylaw, the attempts to modify it and recommendations for proposed changes was presented to Council and discussed at several Council Meeting this Fall. Staff was requested to draft a new Remuneration Bylaw based on the recommendations. Current Status The attached Council Remuneration Bylaw No. 350 -19 has been prepared. Conclusion Council, by reviewing this report and then giving two readings of the attached Council Remuneration Bylaw No. 350 -19 would further the process of creating a new Bylaw.

Prepared by ______Dan Rodin, CAO

Page 1 of 1

Village of Haines Junction Bylaw # 350 - 19 A Bylaw to Provide for the Remuneration for Members of Council

Whereas Yukon Municipal Act Section 173 permits Council to establish by bylaw an amount to be paid to council and the conditions for remuneration. Therefore, the Council of the Village of Haines Junction, in open meeting duly assembled, hereby enacts the following: 1. Name 1.1. This Bylaw may be cited as the Village of Haines Junction Council Remuneration Bylaw.

2. Annual Compensation 2.1. The annual amount to be paid to Mayor and Council is: 2.1.1. Mayor $14,666 2.1.2. Council $11,733

3. Biweekly Payment 3.1. The annual amount will be paid to Mayor and Council in twenty-six (26) equal payments. Payment will be made by direct bank deposit.

4. Deductions in Bi-weekly for Missed Meetings 4.1. A twenty-five percent (25%) deduction will be made from the Bi-weekly Payment if one (1) Regularly Scheduled Council Meeting or other scheduled meeting is not attended by the Council Member, unless the reduction is waived by Council Resolution 4.2. A fifty percent (50%) deduction will be made from the Bi-weekly Payment if two (2) consecutive meetings whether they be Regularly Schedules Council Meetings or other scheduled meetings, or a combination thereof, are not attended by the Council Member, unless the reduction is waived by Council Resolution 4.3. A one hundred percent (100%) deduction will be made from the Bi-weekly Payment if three (3) consecutive meetings, whether they be Regularly Schedules Council Meetings or other scheduled meetings, or a combination thereof, are not attended by the Council Member, unless the reduction is waived by Council Resolution

5. Revenue Canada Deductions 5.1. All lawful Revenue Canada deductions will be deducted from the Bi-Weekly Payment and remitted to Revenue Canada.

6. Annual Adjustment 6.1. The Annual Compensation will be adjusted retroactively to January 1st of the current year upon publication of the Statistics Canada change in the Consumer Price Index for Whitehorse. In a period of deflation, the change in the Consumer Price Index will be deemed to be zero (0).

7. Travel Expenses 7.1. Council members will be reimbursed for travel expenses (meals, transportation, accommodation, etc.) on the same basis as those approved by the Yukon Government for Employees on Travel Status. The Yukon Government Incidental Expense will be paid when the member stays overnight.

8. Review 8.1. This bylaw will be reviewed by each Council during its tenure.

9. Effective Date 9.1. This Bylaw will become effective the later of January 1, 2020 or the date of adoption.

10. Bylaw Repeal 11. The following Bylaws are hereby Repealed: 11.1. Bylaw 263-10 A Bylaw to Provide for the Remuneration and Expense to be Paid to the Mayor and Council. 11.2. Bylaw 339-10 A Bylaw to Provide an Amendment to the Village of Haines Junction Council Remuneration Bylaw 263 -10.

Readings Read a first time this ____ day of ______, ______

Read a second time this ____ day of ______,______

Read of third time and Adopted this ______day of _____, _____

______Thomas Eckervogt, Mayor Dan Rodin, CAO Report to Council Village of Haines Junction Open Meeting November 27, 2019

To: Mayor & Council

From: Dan Rodin, CAO

Re: 2020 Operating and Capital/Projects Budget Bylaw No. 355-19

RECOMMENDATION:

That Council, by resolution(s), make such changes to the 2020 Provisional Operating and Capital/Projects Budgets as deemed fiscally prudent; and,

Having made those changes, give two readings to the 2020 Operating and Capital/Projects Bylaw No. 355-19

BACKGROUND

The Yukon Municipal Act requires that the Village of Haines Junction must prepare and adopt by bylaw a Provisional Operating Budget for the next year on or before December 31 of the current year. The Act then requires that on or before April 15 of the current year, that an Annual Operating Budget and a Four (4) Year Capital Budget be prepared and adopted by bylaw.

This year, to facilitate the timely completion of Capital items, a Provisional Capital Budget has been drafted for Council approval.

The balance of this report is divided into the following sections:

• Budget Format • Budget Process; • Budget Assumptions • Budget Highlights; • Operating & Maintenance Budget; • Capital Budget; • Conclusion.

BUDGET FORMAT

The Act requires an Operating Budget and Capital Budget be prepared. This year, several changes have been introduced:

Three (3) Year Operating Budget

To provide a better understanding of day-to-day operational costs a three (3) year operating budget has been developed.

Report to Council 2020 Budget November 27, 2019 ______

Village Projects

To facilitate decision making by Council; tracking the progress of Village initiatives; and, simplifying subsequent year expense analysis, staff have separately identified items that are one- time expenditures as Projects. These Projects which would ordinarily be have been included in the Operating Budget have been included in new Capital & Projects Budget. By removing them from the operating results it reduces the amount of mental gymnastics required when trying to remember what changed from year to year. At year end, these Projects will be reported as operating expenses in the Audited Financial Statements.

Yukon Government Infrastructure Projects

Past practice has been to include in the Capital Budget major projects that the Village has no control over as they are being overseen and directly paid by the Yukon Government. The values of these builds are often very large and they overshadow the operating results of other Village controlled capital items. To facilitate analysis, these Yukon Government managed projects will be identified in notational form on the final capital budget. When completed these projects and associated revenues will be recorded in the audited financial statements.

Yukon Act Section 239

Generally, the Yukon Act requires that no expenditure shall be made that is not provided for and that the maximums for each type of expenditure stipulated in Budget Bylaws cannot be exceeded.

Section 239 allows Council to establish by Bylaw a process to authorize and verify expenditures which vary from an annual operating or capital budget, but the procedure must include some form of public involvement which at a minimum provides public access to information about the process and purpose of the expenditures.

To give Council more flexibility pursuant to Section 239, language has been included in the Budget Bylaw that will enable Council to initiate projects up to a certain level without first having to redo the budget. Language has also been added to enable the CAO to move a maximum allocation from one expenditure to another.

PROCESS

Operating Budget

The process involved discussions among the Lead Hand, Treasurer and CAO. To establish a base line for the Operating Budget, the Treasurer estimated the final 2019 year-end. This estimate of 2019 expenses plus the costs incurred in several previous years were then used by staff to estimate the 2020 expenses.

To extrapolate the subsequent year operating budgets of 2021-2023, the following assumptions were made:

Page 2 of 12

Report to Council 2020 Budget November 27, 2019 ______

• that it will be business as usual with no changes in service levels • wage increases will reflect the union collective agreement • energy costs will increase by five percent (5%) per year.

As this is the provisional operating budget, the anticipated costs associated with the Human Resources Review have not been included.

Capital/Projects Budget

The Capital Budget/Projects budget was developed by creating a want list. In hierarchy of need they can be categorized as falling into one or more categories:

• Health and Safety; • Asset Replacement; • Asset Maintenance; • Green Initiative; • Operational Improvement; and, • Service Level Change.

BUDGET ASSUMPTIONS

The Budget has been prepared with conservative assumptions regarding anticipated revenues and expenditures. In preparation of the budget the following assumptions and criteria have also been incorporated in the budget. Many are ‘self-evident’ or basic to any budget, but adhering to them does cost money:

Statutory financial payments – Provision has been made in the budget to ensure that the Village will be able to pay its statutory financial obligations.

Contractual requirements – Provision has been made in the budget to ensure that the Village will be able to pay its contractual requirements for wages, services and supplies.

Yukon Municipal Act – The proposed budgets meet the requirements defined in the Yukon Municipal Act.

Status Quo Budget “steady as it goes” – Staff were advised that this was not the year to begin significant new initiatives and that they should be prudent in their requests for additional funds. One-time items have been listed as a separate item in the Budget

Memberships – Funding has been provided for membership in the usual organizations which the Village joins each year.

Grants – Provision for financial assistance to other organizations has been included in the budget.

Page 3 of 12

Report to Council 2020 Budget November 27, 2019 ______

Energy costs – For 2020, it is assumed that electrical costs will increase by five percent (5%).

Benefits – Provision for increases in benefit premiums has been made. These premium increases are a result of increased usage of the coverage by staff as well as increases in the price of services provided. Additionally, Canada Pension Plan, premium has increased.

Insurance - Provision for an increase in insurance premiums has been made.

Cash Flow – The Village will have sufficient cash on hand to meet our payments as they become due.

Fee Increases - No provision has been made for additional revenues from fee increases.

Price Inflation – It has been assumed that general inflation will be about one percent (1%) and energy prices will increase by five percent (5%).

BUDGET HIGHLIGHTS:

Operating Budget

Revenue

Generally, most revenue streams are quite stable. The exceptions are:

Legislative – it is expected to increase due: to a $50,000 increase in property taxes as a result of increased property assessment values; and, a $59,000 increase in the Comprehensive Municipal Grant. Offsetting these increases will be a $8,000 reduction in the Federal Grant Lieu of Taxes due to the Parks Farm demolition.

Administrative – $40,000 decrease due to no provision for receipt of a Regional Economic Development Grant.

Public Works – $11,000 decrease due to no provision for funding by a Canada Parks & Recreation Association Green Job Initiative grant.

Water & Sewer – increase to reflect anticipated 2019 revenue which was the first full year of the last Water & Sewer fee increase.

Convention Centre – revenue increase to reflect 2019 experience.

Expenses

The planned Human Resource Review is currently being developed and therefore the financial impact of implementing the recommendations of the Review have not yet been calculated. The cost of implementing the changes will be reflected in the Spring Budget.

Page 4 of 12

Report to Council 2020 Budget November 27, 2019 ______

Legislative – net decrease of $7,000 to closer reflect 2019 Travel Expense (-$5,000) and Community Relations (-$4,500). Offsetting this amount is a $2,000 anticipated increase in AYC AGM provision.

Administrative – net decrease as a result of fewer staff (-$48,000); lower provision for consultants (-$60,000). Offsetting these decreases are a provision for moving expenses for a new CAO and a $7,000 increase in benefits. The budget for the OCP and Zoning Bylaw has been moved to the Capital/Project Schedule as it is a one-time expenditure.

Water and Sewer – decrease due to reductions in Building Operation/Maintenance (- $4,000) Lagoon Maintenance (-$5,000); provision for Pipe/Fittings purchases ($5,000) and Electrical Consumption ($5,000). Offsetting these decreases are budgeted increases in provision for Arsenic Media, and Training ($5,000).

Roads & Streets – decrease due to no provision for trail maintenance (-$20,000). Offsetting most of this decrease are increased budgets for Culverts ($3,000), Winter Sand ($10,000), Streetlight Electricity ($3,000) and purchase of Patching Materials ($1,000).

Fire Department – increase due to larger provision for Equipment Repair & Maintenance.

Surplus

The Provisional Operating Budget anticipates revenue of $3.45 million and expenditures of $2.63 million. A surplus of $0.81 million is expected. This surplus will be reduced when changes recommended in the Human Resources Review are implemented.

Table One (1) shows the three (3) year budget. Actual 2018 operating results, and projected 2019 results have been included for comparative purposes. Transfers to and from Reserves and Surplus that occurred in 2018 or 2019 have been omitted.

Page 5 of 12

Report to Council 2020 Budget November 27, 2019 ______

Table 1

Revenue 2018 YTD 2019 Projection 2019 Budget 2020 Budget 2021 Budget 2021 Budget

Legislative Revenue 2,680,950 2,775,704 2,753,604 2,856,487 2,918,675 2,972,210 Administrative Revenue 49,597 49,574 90,418 50,768 50,768 50,768 Public Works Revenue 12,846 10,632 21,324 13,400 10,400 10,400 Water and Sewer Revenue 194,065 232,097 207,000 224,500 225,000 226,000 Roads and Streets Revenue 2,339 2,034 2,500 2,500 2,500 2,500 Landfill and Recycling Revenue 127,431 129,480 130,860 130,860 130,860 130,860 Protective Service Revenue (Dogs) 2,235 1,215 2,000 2,000 2,000 2,000 Fire Department Revenue 74,654 76,490 75,000 76,691 77,677 78,682 Fire Smart Revenue 35,000 40,000 40,000 40,000 40,000 40,000 Convention Centre Revenue 17,887 34,000 19,240 24,000 20,200 20,200 Mezzanine Revenue 8,435 8,000 8,000 8,200 8,400 8,600 Hall and Curling Rink Revenue ------Pool Revenue 5,893 - - - - - Arena Revenue 21,165 18,100 20,500 19,300 19,300 19,300 Total 3,232,497 3,377,326 3,370,445 3,448,706 3,505,780 3,561,520

Expenses 2018 YTD 2019 Projection 2019 Budget 2020 Budget 2021 Budget 2021 Budget

Legislative Expenses 105,704 125,728 175,821 168,823 159,421 174,928 Administration Expenses 610,878 575,031 735,829 581,203 598,481 602,662 Public Works Expenses 430,593 432,010 469,790 466,146 462,982 479,562 Water and Sewer Expenses 444,732 383,353 462,669 455,237 460,594 467,978 Roads and Streets Expenses 123,314 82,773 126,000 122,550 117,225 126,485 Landfill and Recycling Expenses 262,752 265,207 288,130 294,142 289,076 296,275 Protective Service Expenses (Dogs) 3,497 4,756 5,300 5,800 4,950 5,100 Fire Department Expenses 138,944 139,979 153,555 162,296 163,920 165,185 Fire Smart Expenses 35,000 40,000 40,000 40,000 40,000 40,000 Convention Centre Expenses 99,495 102,465 114,300 115,750 111,497 114,200 Mezzanine Expenses 8,351 13,285 13,500 12,900 13,020 13,140 Hall and Curling Rink Expenses 11,673 11,600 12,063 12,165 12,435 12,700 Pool Expenses 90,334 9,010 42,032 12,450 12,725 13,000 Arena Expenses 171,262 189,005 185,396 184,916 190,516 196,070

Total 2,536,529 2,374,202 2,824,385 2,634,378 2,636,841 2,707,285

Surplus (Deficit) 695,968 1,003,124 546,061 814,328 868,939 854,235

Page 6 of 12

Report to Council 2020 Budget November 27, 2019 ______

Capital & Projects Budget

As discussed, these items are proposed costs that are not regular expenditures in that they do not need to be repeated year and year.

They have, for purposes of the Budget, been deemed to be Capital Works or Projects. Removing them from the Department Expenditure Budgets simplifies establishing the pattern and magnitude of expenditures within each Operating Department.

The total cost is $3.4 million. Table Two (2) shows the proposed funding.

Table 2

Source Amount Current Year Surplus 810,000 Prior Year Surplus 312,000 Yukon Gov't Grants 700,000 Gas Tax 1,340,000 Trail Grant 100,000 Fire Reserve 101,000 CMG Fire Allocation 50,000 Total 3,413,000

RECYCLE CENTRE / LANDFILL Septic Tank Upgrade a Landfill Building – cost savings The existing 500-gallon tank is located in the crawl space of the building. Due to the tank size it needs to be pumped out frequently. A larger 2000-gallon tank which would be buried outside would eventually result in some cost savings. Bear Grid (Texas Gate) at Landfill Gate The current guard is broken. Keeping it electrified is a problem as it is now grounding out. Due to its condition, it cannot easily be repaired. It is also a permit requirement Roll-off Bin Adding an additional open top roll-off bin will increase the usage of our transfer station and decrease the number of people going to the garbage pit. Depending on season it would be used for brush or construction debris

Page 7 of 12

Report to Council 2020 Budget November 27, 2019 ______

Permit Requirements A notational amount of $50,000 has provided for in the Budget for implementing better compliance with our Waste Management Permit. Consulting Services As we go through the landfill regionalization process we may want to draw on the knowledge of an outside consultant. Waste Oil Receptacle The current receptacle is not purpose-designed. Spills do happen. Proper receptacle should reduce spillage. CONVENTION CENTRE Roof The Village has received a report from Boge & Boge Engineering which recommends that the roof tiles be replaced as they are at the end of their useful life. Buried Fuel Tank The tank is an environmental concern. The tank is in excess of 20 years age and its condition is unknown. Replacement with above ground tank will alleviate potential contamination problem Biomass Heating Study A study needs to be done to determine if it makes economic sense to install a bio-mass boiler to heat the St Elias Convention Centre. Solar Power Study A study needs to be done to determine if it makes economic sense to install solar power electric panels on the St. Elias Centre roof. CONVENTION CENTRE/FIRE DEPARTMENT/ARENA Good energy Commercial Rebate Project & Institutional Energy Efficiency Program. These Institutional Energy Efficiency Program will provide two ASHRAE 2 Audits and $400,000 to implement the recommendations. The Rebate program will also provide a seventy-five percent (75%) rebate on costs incurred for building retrofits and installation of renewable energy systems. It is planned to have ASHRAE 2 Audits completed on all three buildings. Seismic Assessments Both the Convention Centre and Arena were built approximately twenty (20) years ago. Seismic standards have changed since then and it may be appropriate to upgrade our buildings.

Page 8 of 12

Report to Council 2020 Budget November 27, 2019 ______

Convention Centre/Arena Security There is a concern that there a number of ‘ghost’ keys circulating that were not returned after organizations completed their use of either the Convention Centre or Arena. The plan is either to rekey the entrance doors or change the security system to an electronic card or alternative system which will restrict access to a scheduled period. PUBLIC WORKS MOBILE EQUIPMENT Note: Staff are developing a ten (10) year plan for the retirement and acquisition of mobile equipment. Attached is a first draft of the plan. Landfill Forklift (Used) Currently the wheel-loader or backhoe are used to move pallets. Because of the equipment design, it becomes a two-person job as the operator needs hand-signals to be guided into the pallet. A forklift would also speed the loading of trucks. Pickup Trucks The F250 is 19 years old and has reached the end of its useful life. Similarly, the F150 is now 30 years old. It is anticipated future repairs will be expensive. The plan is to purchase two (2) F150s with 4x4 power trains. It is hoped that we can get another 2 -3 years out of the Toyota Truck. Wheel-loader The wheel loader is used at the landfill for earthwork (covering garbage with dirt) and also for plowing snow. It currently has 9,000 hours and has incurred extensive repairs cost ($15k every two years). Purchase of a new one would mean existing machine would stay at landfill. Excavator Maintenance costs are rising ($9,000 for pump in 2018). The machine does not have the power to penetrate frozen earth thus making it unsuitable for winter work. FIRE DEPARTMENT Mini Pumper The fire department has advised that a Mini-Pumper to replace the crew-cab is the first priority. The Self-Contained Breathing Apparatus (“SCAB”) equipment is still useable but needs to soon be replaced. A Fire Tanker should be purchased within 4-5 years. PUBLIC WORKS PW Year Fencing Currently the public works yard is not completely fenced. This funding will complete the project. Blueprint Digitizing

Page 9 of 12

Report to Council 2020 Budget November 27, 2019 ______

The Village still has a number of blueprints of facilities and services which are paper copies. Over time, these paper copies get damaged. Digitizing them will ensure that the information they contain is not Shop Improvement This project was budgeted for 2019. It is to provide more floor drains and a wash bay for equipment. The project was not initiated in 2019 and is being brought forward to 2020. Covered Storage The Plan is to obtain several sea cans and then place a roof across a gap between them thus increasing lockable storage as well as an additional covered area for mobile equipment. Air Assessment – Pool & Curling Rink There is a belief by staff that the air in the pool and curling rink may be unfit to breath. An assessment will either alleviate or confirm concerns. SCADA The addition of the Septage Receiving Station required significant software upgrades. This software and the cost of installing it and configuring it to operate our water and sewer system is expensive. We have asked the Yukon Government for financial assistance but if it is not forthcoming, we are making provision for the expense in the project budget. Recreation

Recreation Programming & Equipment

A notational amount of has been allocated for the purpose of developing and implementing summer recreational programming and related equipment purchases.

Trail

In 2018 staff received approval from the CAO to apply for Trans-Canada Trail funding for the Pine Lake Trail, and Council passed a conditional motion to support this application in February 2019. A grant of $152,500 was approved. Although budgeted in 2019, the only work completed was an engineering report. It has therefore been brought forward to 2020, which is also the deadline for accessing the grant.

Official Community Plan

This is an ongoing project that will complete in 2020. In 2019 funding was allocated for it in the Administration Budget.

Page 10 of 12

Report to Council 2020 Budget November 27, 2019 ______

Table Three (3) is a schedule of proposed expenses for the period 2020 – 2023 and the sources funds being used to fund the 2020 proposed expenses.

Table 3

Year 2020 Funding Source Project Project Name Number Other 2020 2021 2022 2023 Internal Description Source Landfill 1 Septic Tank upgrade 11,000 11,000 2 Bear Grid at Landfill Gate 10,000 10,000 3 Rolloff Bin 10,000 10,000 4 Consulting Services 10,000 10,000 5 Waste Oil Receptacle 8,000 8,000 6 Waste Management Plan (permit requirement) 50,000 50,000

Conventions Centre - 7 Roof (Boge & Boge Assessment 500,000 - 500,000 Gas Tax 8 Buried Fuel Tank Removal & Replacement 15,000 15,000 9 Biomass Boiler Feasibility Study 15,000 15,000 10 P.V Study for Panels on Roof 15,000 15,000 11 New Curtains 25,000 25,000 12 Resurface / Replace Stage Floor 60,000 60,000

Convention Centre/Arena/Fire Department - 13 Good Energy Project 400,000 100,000 300,000 Yukon Govt 14 Institutional Energy Efficiency 400,000 400,000 Yukon Govt 15 Seismic Assessment Arena & Convention Centre 50,000 50,000 16 Improve Entrance Security 25,000 25,000 - Public Works Mobile Equipment - 17 Forklift (Used) 40,000 40,000 18 Three pickups Recycle Centre, Gardening , Parks & Greens 150,000 150,000 19 Replace Toyota Truck 65,000 20 Plowtruck 180,000 180,000 Gas Tax 21 Excavator 190,000 22 Wheel-loader (not landfill) 260,000 260,000 Gas Tax

Fire Department 23 Fire Department Crewcab - 75,000 24 Self Contained Breathing Apparatus (SCBA) 75,000 75,000 25 Fire Department mini pumper 350,000 199,000 101,000 Fire Reserve Comprehensive - 50,000 Muni Grant Public Works 26 PW Yard Fencing 17,000 17,000 27 Blueprint Digitizing 12,000 12,000 28 Shop Improvements 20,000 20,000 29 Covered Storage 25,000 25,000 30 Air Assessment (pool / curling rink) 25,000 25,000 31 Road Repair Assessment 15,000 15,000 32 SCADA Upgrade for Water & Sewer Utility 40,000 40,000

Recreation 33 Trail paving 500,000 500,000 400,000 Gas Tax 100,000 Trail Fund 34 Recreation Programming / Equipment 75,000 75,000 35 Arena Scoreboard 25,000

36 Official Community Plan & Zoning Bylaw 100,000 100,000

3,413,000 575,000 190,000 165,000 1,197,000 2,291,000

CONCLUSION: Page 11 of 12

Report to Council 2020 Budget November 27, 2019 ______

Council by reviewing this report; making any changes to the attached proposed Provisional Operating and Capital & Projects as deemed prudent; and, then by giving two readings of the 2020 Budget Bylaw will be furthering the annual process of complying with the Yukon Municipal Act Budget Requirements.

______Dan Rodin, CAO

Page 12 of 12

Village of Haines Junction Bylaw # 355 - 19 A Bylaw to Create Provisional Operating and Capital/Projects Budgets for 2020.

WHEREAS section 237and section 238 of the Municipal Act (R.S.Y. 2002) provides that council shall by bylaw cause an annual operating budget and annual capital budget to be prepared and adopted; and; WHEREAS section 239 of the Municipal Act provides that council may establish by bylaw a procedure to authorize and verify expenditures that vary from the annual operating expenditure program;

NOW THEREFORE the council of the municipality of the Village of Haines Junction in open meeting assembled HEREBY ENACTS AS FOLLOWS: 1. Short Title This Bylaw may be known as 2020 Provisional Operating and Capital/Projects Bylaw #355-19 2. Section 239 Procedure No expenditure may be made that is not provided for in the 2020 annual operating budget unless such expenditure is approved: 1) by resolution of council to a maximum expenditure of $300,000.00; or 2) by bylaw for expenditures in excess of $300,000.00.

3. Umbrella Budget Bylaw Expenditures authorized in accordance with section 2(1) of this bylaw that result in an increase in total expenditures above what was approved in the 20202 Operating budget or Capital/Projects budget shall be brought forward for final approval through an umbrella bylaw at year end.

4. Chief Administrative Officer Re-Allocation Limits

The Chief Administrative Officer is hereby authorized to re-allocate funds among the line items in Appendix “A” to a maximum expenditure of $20,000.00; and such allocation decision will be reported to Council at the next Council Meeting.

5. Appendix “A” The provisional 2020 – 2022 annual Operating budget and the provisional 2020 – 2023 Capital/Projects Budget 2021, attached hereto as Appendix "A” and forming part of this bylaw, is hereby adopted.

6 Bylaw Repeal

The following Bylaws are hereby repealed

1. Bylaw 341 - 18 2019 Capital Expenditure Bylaw 2. Bylaw 342 - 18 2019 Annual Operating Bylaw

7. Effective Date

This Bylaw will come into effect January 1, 2020. 8. Readings Read a first time this ____ day of ______, ______

Read a second time this ____ day of ______,______

Read of third time and Adopted this ______day of _____, _____

______Thomas Eckervogt, Mayor Dan Rodin, CAO

Page 2 of 4

Appendix “A”

Operating Budget

Revenue 2020 Budget 2021 Budget 2021 Budget

Legislative Revenue 2,856,487 2,918,675 2,972,210 Administrative Revenue 50,768 50,768 50,768 Public Works Revenue 13,400 10,400 10,400 Water and Sewer Revenue 224,500 225,000 226,000 Roads and Streets Revenue 2,500 2,500 2,500 Landfill and Recycling Revenue 130,860 130,860 130,860 Protective Service Revenue (Dogs) 2,000 2,000 2,000 Fire Department Revenue 76,691 77,677 78,682 Fire Smart Revenue 40,000 40,000 40,000 Convention Centre Revenue 24,000 20,200 20,200 Mezzanine Revenue 8,200 8,400 8,600 Hall and Curling Rink Revenue - - - Pool Revenue - - - Arena Revenue 19,300 19,300 19,300 Total 3,448,706 3,505,780 3,561,520

Expenses 2020 Budget 2021 Budget 2021 Budget

Legislative Expenses 168,823 159,421 174,928 Administration Expenses 581,203 598,481 602,662 Public Works Expenses 466,146 462,982 479,562 Water and Sewer Expenses 455,237 460,594 467,978 Roads and Streets Expenses 122,550 117,225 126,485 Landfill and Recycling Expenses 294,142 289,076 296,275 Protective Service Expenses (Dogs) 5,800 4,950 5,100 Fire Department Expenses 162,296 163,920 165,185 Fire Smart Expenses 40,000 40,000 40,000 Convention Centre Expenses 115,750 111,497 114,200 Mezzanine Expenses 12,900 13,020 13,140 Hall and Curling Rink Expenses 12,165 12,435 12,700 Pool Expenses 12,450 12,725 13,000 Arena Expenses 184,916 190,516 196,070

Total 2,634,378 2,636,841 2,707,285

Surplus (Deficit) 814,328 868,939 854,235

Page 3 of 4

Capital/Projects Budget

Recreation 33 Trail paving 500,000 500,000 400,000 Gas Tax 100,000 Trail Fund 34 Recreation Programming / Equipment 75,000 75,000 35 Arena Scoreboard 25,000

36 Official Community Plan & Zoning Bylaw 100,000 100,000

3,413,000 575,000 190,000 165,000 1,197,000 2,291,000

Page 4 of 4

Report to Council Village of Haines Junction November 27, 2019

RE: COUNCIL PROCEDURAL BYLAW PUBLIC NOTIFICATION

Recommendation That Council receive this report for information purposes. Background The Council Procedural Bylaw was identified as a municipal bylaw that needed to be updated. Based on discussions with Council, a draft version was presented to Council at the September 25th Council Meeting. A number of required changes were identified. These were then incorporated into the draft bylaw. The bylaw was then circulated via email to Council for further comment. More changes were identified and incorporated into the draft and the document was again circulated by email. Subsequently, additional changes were suggested and incorporated. The working copy was then presented to Council at the November 13th Council Meeting. A clause was added which stipulated the Public Question Period be limited ten (10) minutes. This was done in recognition that there were often lengthy in-camera meetings after the open meeting. Legislative Requirement Prior to placing a proposed Procedure Bylaw amendment on a Council Meeting Agenda, Section 210 requires that each Council Member be given reasonable notice of a proposed amendment in writing.

Additionally, notice of the proposed amendment must be announced at the regular Council Meeting preceding the Council Meeting at which the first reading of the proposed amendment will occur.

Current Status Each Council Member has been sent a letter notifying them of the proposed changes to the Procedural Bylaw.

Placing this Report on the Council Agenda will serve as giving Public Notice that Council proposes to give first and possibly second reading of the attached bylaw at the December 4, 2019 Council Meeting.

Page 1 of 2

Report to Council Village of Haines Junction November 27, 2019

Conclusion Council by receiving this report for information purposes will complete the fulfillment of public notifications pursuant to Yukon Municipal Act Section 210. Prepared by

______Dan Rodin, CAO

Attachment: Draft Council Procedural Bylaw

Page 2 of 2

VILLAGE OF HAINES JUNCTION

Bylaw #352-19

A Bylaw to Create Rules Governing Council Meeting Procedure.

WHEREAS the Municipal Act, being Chapter 154 of the Revised Statutes of the Yukon, 2002 and amendments thereto, Section 210 provides that a council shall make procedural rules;

NOW THEREFORE the Council for the Village of Haines Junction, duly assembled, hereby enacts as follows:

1. Short Title

1.1. Council Procedural Bylaw

2. Governing Provisions

2.1. The procedures of Council will be governed by this by the Yukon Municipal Act and this Bylaw. 2.2. When situations are encountered that are not covered by these Rules, reference to Roberts Rules of Order Newly Revised, will be used by the Presiding Officer. 2.3. Rules are used to facilitate the orderly progression of Members through the Meeting Agenda and are to be applied in the spirit of fairness, equality and common sense.

3. Application

3.1. The following rules shall be observed and shall be the rules and regulations for the order and conduct of business in all regular council meetings, special council meetings, council committees and those committees, boards, commissions created by bylaw pursuant to Section 191 of the Yukon Municipal Act unless the Bylaw creating the committee, board, commission specifically excludes this Bylaw or sections of this Bylaw.

4. Definitions

4.1. Committees – any Committee, Boards or Commissions defined in this Bylaw

Page 1 of 16

4.2. Individual – any person attending a meeting who is not a council member 4.3. Meeting – a meeting which this Procedural Bylaw applies to 4.4. Member – the Mayor or a Council member. 4.5. Presiding Officer – the Member, ordinarily the Mayor, who chairs the meeting. 4.6. Public Hearing or Public Input Session – a time defined in this Bylaw which enables Individuals to provide comment to Council on an Agenda Item. 4.7. Rules – the rules defined in this Bylaw and Roberts Rules of Order Newly Revised.

5. Establishment of Committees, Boards or Commissions

5.1. Pursuant to Yukon Municipal Act Sections 190 (1) Council, by this bylaw, establishes the following Council Committees: 5.1.1. Audit Committee – the composition of this Committee is Mayor and Council. The mandate of this Committee is to annually meet with the Auditors to discuss the Auditors findings and have the auditor address any questions or concerns of the Committee Members. The Committee will report back to Council on any resolution that the Committee has adopted and, on any reports or recommendations that the Committee may have or possess. 5.1.2. Council Committee – the composition of this Committee is Mayor and Council. The mandate of the Committee is to discuss items of interest to the municipality. The Committee will report back to Council on any resolution that the Committee has adopted and, on any reports or recommendations that the Committee may have or possess. 5.2. Pursuant to Yukon Municipal Act Section 191(1) Council, by this bylaw, established the following committees, boards, and commissions: 5.3. The Mayor or his designate is ex-officio a member of all committees, boards or commissions which Council has established and, the Mayor or his designate, when in attendance, possesses all the rights, privileges, and duties of the other members, whether elected or appointed. 5.4. Councillors, who are not members of the committee, board or commission, may with the prior consent of the committee, attend meetings of the committee, board or commission and take part in the discussion, but shall not be permitted to vote. 5.5. No committee, board or commission or member of a committee board or commission shall enter into a contract or incur or authorize any debt or expenditure on behalf of the municipality 5.6. No committee, board or commission will act in any manner that would suggest to a reasonable person that the committee or committee member is acting on behalf of the municipality. 5.7. No member of a committee, board or commission will act in any manner that would suggest to a reasonable person that the member of the committee, board or commission is acting on behalf of the municipality.

Page 2 of 16

5.8. If, in the opinion of Council a committee, board or committee has contravened Section 5 , Council, may by Bylaw, dissolve the committee, board or commission. 5.9. If, in the opinion, of Council, an individual has contravened Section 5, Council by resolution may remove the individual from the committee, board or commission and then may appoint a replacement.

6. Council Members

6.1. Members of Council will, at all times: 6.2. Be respectful of citizens, delegates at meetings, administration and each other, including being respectful of each other’s right to hold different and diverse opinions, 6.3. Keep an open mind and reserve making decisions until public input; administration input and council debate is completed. 6.4. Act impartially and with integrity; and, 6.5. Make decisions in the best interest of the community, while acknowledging that most decisions require Council to weigh competing interests

7. Quorum

7.1. A quorum of Council will be the majority of its members; or, if a vacancy exists on Council the majority of its remaining members. 7.2. If due to a pecuniary interest of a member of council in relation to a matter, only two members of Council are entitled to vote, those two members constitute a quorum for the matter. 7.3. When a quorum is not present within thirty (30) minutes of the time fixed for the start of the meeting, the recording secretary shall record the names of the members present and the meeting will stand adjourned until the next regularly scheduled or special meeting date.

8. Meeting Schedules

8.1. Regular Council Meetings will be held on the second and fourth Wednesday of each month. 8.2. Meetings will begin at 7:00 pm and end on or before 9:30 pm. 8.3. Council may pass a motion to extend a meeting time by one (1) hour. 8.4. Special Council Meetings will be held pursuant to the process described in the Yukon Municipal Act 8.5. Council Committee meetings will be scheduled by Council Resolution or by bylaw. 8.6. All other meetings of committees, boards, and commissions will be by committee, board or commission resolution

9. Notification of Meetings

Page 3 of 16

9.1. The Chief Administrative Officer shall give public notice of all Regular Council, Committee, Board and Commission meetings by inclusion on the Village of Haines Junction’s website at least five (5) days prior to the meeting. 9.2. The Chief Administrative Officer may, at his or her discretion, provide public notice of Council and Committee, Board, and Commission meetings on local bulletin boards, social media, in local newspapers or other media sources. 9.3. Public notice shall include: Date; Time; Agenda, and, Location of meeting 9.4. The Agenda and related documentation will be posted on social media and paper copies made available the Municipal Offices. 9.5. Agenda items and materials for inclusion for regular council meetings must be submitted to the CAO by noon at least six calendar days before the meeting date. 9.6. No later than noon, five calendar days before the meeting date, the CAO must make the Council Agenda available: 9.7. To Members by delivering a copy of the Council Agenda package to their Village of Haines Junction email account; and, 9.8. To the public by posting a copy of the Council Agenda at the Municipal Office and on the Village of Haines Junction’s website 9.9. Notice of Special Council Meetings will be provided pursuant to the Yukon Municipal Act.

10. Electronic Participation at Meetings

10.1. Council members may participate in a meeting by electronic means. 10.2. The member must provide notice, including telephone number or other contact information prior to 3:00 pm the day of the meeting. 10.3. The person who will be the meeting’s Presiding Officer may not participate electronically. 10.4. If the electronic communication fails, the meeting will be held in abeyance for five (5) minutes while communication is re-established. 10.5. If after five (5) minutes communication is not re-established with the member, the member will be deemed to have left the meeting 10.6. If a member is deemed to have left the meeting and the member was required to meet the requirements of a quorum, the meeting will be immediately adjourned.

11. Selection of Presiding Officer

11.1. Ordinarily the Mayor will chair the meeting. 11.2. In the absence of the Mayor, the Deputy Mayor will chair the meeting. 11.3. If the Mayor and Deputy Mayor are absent from the meeting, the three members present will elect a chair for the meeting.

12. Responsibilities of Presiding Officer

12.1. The duties of the Presiding Officer include:

Page 4 of 16

12.2. Maintain control by holding or passing the Chair to the Deputy Mayor if the Presiding Officer wishes to join the discussion. 12.3. Being impartial; 12.4. Preserve order and encourage Council members who stray from the topic to stay focused on the issue being debated; 12.5. Guide Council through the council agenda by introducing each item on the approved agenda for discussion and resolution 12.6. Make decisions required to maintain order and preserve the decorum of the meeting. These decisions are binding, but subject to appeal; 12.7. Determine which member or individual has the right to speak; 12.8. Rule when a motion is out of order; 12.9. Call a member to order if required; 12.10. Censure members or individuals; and, 12.11. Exclude from the meeting members or individuals.

13. Meeting Decorum

13.1. Members and any individuals attending a meeting must behave in a manner which contributes positively to the decorum of the meeting. 13.2. Any person in attendance shall: 13.2.1.1. Remain quiet when another individual or member is speaking; 13.2.1.2. Not use electronic devices in the meeting except as aides to hearing, seeing, safety or emergency monitoring and for referencing information germane to the discussion on hand; 13.2.1.3. Not make physical gestures towards any person, staff member or member of Council. 13.2.1.4. Any member of Council, delegation, or individual who has the right to the floor (or is participating in a public hearing/public input session) shall: 13.2.1.5. When wishing to speak shall raise their hand, and be recognized by the Presiding Officer before beginning to speak; 13.2.1.6. When raisings points or questions on an issue under discussion, raise only one point or question at a time; and, the Chair may direct the order of other members or individuals attending before returning to any one member or individual attending; 13.2.1.7. Not speak on matters other than the matter on the floor; 13.2.1.8. Not interrupt except on a point of order or question of privilege; 13.2.1.9. Not shout or immoderately raise their voice or use offensive, vulgar or profane language; 13.2.1.10. Not make personal comments or allegations about any person, staff member or member of council, which a reasonable person would believe, directly or indirectly reflects on the public conduct or private character of any person.

Page 5 of 16

13.3. If in the opinion of the Presiding Officer, a member or individual has contravened any of these rules, the member or individual may be admonished, and their name and the censure be recorded in the meeting minutes 13.4. If, in the opinion of the Presiding Officer, a member or individual, has contravened any of these rules a second time, the member or individual may be directed to leave the meeting. 13.5. If an individual refuses to leave, the meeting will temporarily be adjourned while the members wait for the Royal Canadian Mounted Police escort the individual from the building. 13.6. Council Members must comply with the Haines Junction Code of Conduct Bylaw.

14. Delegations

14.1. Any person or delegations wishing to appear before council or committee must give notice prior to 11:00 am on the second last business day prior to the meeting 14.2. Persons or delegations are requested to provide any information materials by the second last business day so that the documents may be included in the Agenda Package. 14.3. Persons or delegations are required to provide their name, address, contact information and reason for wishing to appear before council or committee. 14.4. Persons or delegations addressing council or committee are required to state their names, addresses, and the purpose of their presentation. 14.5. Persons or delegations will be given five (5) minutes with which to make their presentation. 14.6. Council or committee may agree by vote to extend the time available for a presentation if the persons or delegations has given advance notice to the Chief Administrative Officer or designate. 14.7. Council will only hear up to a maximum of three delegations at one meeting. 14.8. If a Member asks the delegation a question of clarification, the delegation may answer the question. 14.9. A general discussion or dialogue shall not take place unless Council adopts a resolution to suspend the rules.

15. Public Hearings and Public Input Sessions 15.1. When a matter is on the Agenda or a Regular or Special Council meeting for the purpose of a Public Hearing or Public Input session, any individual or delegation may appear without giving notice. 15.2. An individual or delegation may participate by electronic communication if arrangements are made with the designated municipal officer prior to 12:00 noon of the day of the meeting. 15.3. The time allotted to each speaker or delegation will be five (5) minutes 15.4. Each speaker or delegation will only be heard once per public hearing or input session 15.5. If a member asks a question of the delegate or delegation the delegate or delegation will have five (5) minutes to respond

Page 6 of 16

15.6. The Presiding Officer shall call three times for appearances from the gallery and should there be no appearances, the Presiding Officer will declare the Public Hearing or Public Input session closed. 15.7. When the Presiding Officer declares a Public Hearing closed, he shall advise that no further submissions will be considered by Council except those provided by administration. 15.8. When the Presiding Officer declares a public input session closed, individuals or delegates may submit further submissions to Council members either in person or in writing. 15.9. Written submissions for a public hearing, including submissions by fax and e-mail will be accepted at the office of the designated municipal officer up to 12:00 noon of the day set for the public hearing. Thereafter, written submissions my only be deposited with the designated municipal officer at the location of the meeting. 15.10. Written submissions with respect to any public hearing that are received after the public hearing is declared closed will not be considered. 15.11. All documentation received and considered by members will be deemed public information and available to the public for inspection. 15.12. A general discussion or dialogue shall not take place unless Council adopts a resolution to suspend the rules.

16. Agenda

16.1. For all meetings the sections will be: 16.2. Call to Order 16.3. The presiding officer will call the meeting to order at the prescribed time.

16.4. Acknowledgement of Champagne and Aishihik First Nations Traditional Territory

16.5. Adoption of the Agenda 16.5.1. The Presiding Officer will ask the members if there are any additions or deletions to the agenda. 16.5.2. After any amendments are made, the agenda will be adopted by a motion by Council members. 16.5.3. If individual Council members are concerned about the addition or deletion of an agenda item, they can ask for its addition or deletion to be voted upon separately. Upon receiving the request, the Presiding Officer will ask for a show of hands for the inclusion or deletion of the item. 16.5.4. As the agenda has been adopted by Council members, individual items will not require motions to accept for discussion and instead will simply be introduced by the Presiding Officer.

16.6. Declaration of Pecuniary Interest

Page 7 of 16

16.6.1. As defined in the Municipal Act with regard to a matter to be discussed by Council

16.7. Adoption of Minutes of Regular and Special Council Meetings 16.7.1. Members review the minutes and raise any concerns regarding the accuracy of the minutes . 16.7.2. After any amendments are made, the minutes will be adopted by a motion of Council members.

16.8. Proclamations

16.8.1. If deemed appropriate Council will issue any proclamation

16.9. Delegations 16.9.1. Delegations will ordinarily be given five (5) minutes to make presentations. A maximum of three delegations will be allowed at any meeting.

16.10. Public Hearings and Public Input Sessions 16.11. See specific section in procedural bylaw

16.12. Old Business 16.13. Agenda items that have been on previous agendas and are being placed on the agenda again. 16.14. New Business 16.14.1. Agenda items that are new to the agenda. 16.14.2. Items of correspondence requesting action from Council will be placed under new business.

16.15. Bylaws – Reports, Readings and Adoption 16.15.1. The Bylaw and their corresponding reports regarding the bylaw will be placed here. 16.16. Correspondence 16.16.1. Items of correspondence providing information will be placed here. Council may adopt a motion to receive and file some or all the correspondence without further discussion. 16.17. Council Reports and Notice of Motions 16.18. Verbal and written reports from Members. 16.19. A Notice of Motion is a verbal or written statement of intent by Member to place an issue or motion on a subsequent agenda. 16.20. 16.21. Questions from the Public 16.21.1. If there is a member of the public in attendance, council may wish to vary the sections and items on the agenda so that the individual may avoid having to sit through an entire agenda. Council should decide if they wish to invite questions only on items that are on the agenda, or on any issue

Page 8 of 16

16.21.2. Should a member of the public ask a question, the Presiding Officer will either answer the question or request a member or staff to respond 16.21.3. A general discussion or dialogue will not take place unless Council adopts a resolution to suspend the rules. 16.21.4. The time allotted for Questions from the Public will not exceed ten (10) minutes.

16.22. Motion to Close Meeting to the Public 16.23. This motion allows the meeting to become a in camera meeting or meeting in which there is not any public audience.

16.24. Adjournment

17. Minutes

17.1. Minutes must be kept for all council meetings and al council committee meetings. 17.2. Meetings or portion of meetings closed pursuant to S213 do not require minutes 17.3. Minutes will be recorded in a manner which provides the context of the decision (commonly known as Anecdotal Minutes), The names of movers and seconders will not be recorded nor will the names of members who engage in discussion on a topic. 17.4. Members may demand a recorded vote pursuant to S209(4) 17.5. The minutes of a meeting will, subject to amendments, be adopted at the next meeting.

18. Voting

18.1. Councils make decisions by voting on motions 18.2. Both Council Members and the Presiding Officer vote on motions unless disqualified Pursuant to the Municipal Act or excused from voting by Council Resolution 18.3. Ideally the Presiding Officer votes last as to not influence the votes of Council Members.

19. Motions

19.1. General Process 19.1.1. The designated municipal officer shall record that a motion has been made and seconded. Generally, a motion that does not receive a seconder is not considered by the assembly. The exceptions are: Point of Order, Appealing a Decision of the Presiding Officer, Call for Orders of the Day 19.1.2. Before a motion is offered, care should be taken by all members that each member has several opportunities to express their opinion on the issue at hand. 19.1.3. Depending on the complexity of the issue, it may be reasonable that five (5) to ten (10) minutes of discussion can be expected.

Page 9 of 16

19.1.4. Members should ensure they are not repeating themselves but are bringing forward new information or ideas that are relevant to the discussion each time they speak. 19.1.5. If, after discussion there appears to be no consensus the Presiding Officer may ask for a motion. 19.1.6. When a motion is made and seconded the presiding officer will ask by a show of hands if the motion passes (“calling the question”). 19.1.7. A motion that is tied is deemed to have failed. 19.2. Recorded Vote 19.2.1. When a recorded vote is demanded by a member, or more than a majority is required on a vote, the designated municipal officer must record in the minutes 19.2.2. The name of each member of council who was present for the vote; 19.2.3. Whether the member cast their vote in approval or disapproval; 19.2.4. The name of any member who was prohibited from voting by paragraph 193.02(1)(a) of the Yukon Municipal Act; and, 19.2.5. The name of any member who was excused by council from voting in that vote. 19.3. Negative Motions 19.3.1. When phrasing a motion, members should take care to phrase the motion in the positive. For example: I move that only non-alcoholic beverages be served at the open house as opposed to I move that no alcoholic beverages be served at the open house. 19.3.2. If Council does not want to wish to take action, no motion is required to indicate this. For example: if someone requests an in-kind donation, a member need only make a motion if they agree to the request. If no member agrees to the request, than no motion needs to be made and the Presiding Officer can bring forward the next item on the agenda. Alternatively, a member may wish to make a motion to receive and file the request. 19.3.3. If you want to prevent someone from doing something, phrase the motion so that the individual must do something before doing what they want to do. 19.3.4. For example if Council does not want Joe Smith to do any work on their house, do not phrase the motion as: 19.3.5. That Joe Smith be advised that he may no longer do any work on his house, 19.3.6. Instead phrase the motion as 19.3.7. That Joe Smith be advised that he must receive approval by the CAO before continuing to work on his house.

20. Common Motions

21. Excused from Voting 21.1. Yukon Municipal Act requires that all members vote on the matter before Council unless that member is excused from council or is prohibited from voting due to a pecuniary interest as defined in Paragraph 193.02(a).

Page 10 of 16

21.2. Council may, if requested by the member, excuse a member from voting, by passing a motion to excuse the member.

22. Motion to Extend Debate 22.1. This motion is used to extend the time at which the meeting is normally ended pursuant to the Procedural Bylaw.

23. Motion to Postpone 23.1. This motion is used when the mover wishes to postpone further discussion of an issue to another time. The motion must include the when in the existing meeting or at what future meeting the discussion will renew.

24. Motion to Postpone Indefinitely 24.1. This motion stops any further discussion or debate on the issue at hand during the current meeting. The issue may reappear on a subsequent agenda.

25. Motion to Amend a Motion 25.1. A member may feel that a motion needs to be changed. This can be done by offering a motion to amend a motion by adding and/or removing language from the original motion. This motion to amend is voted on and if adopted, the original motion is amended. If there are no further changes the amended motion is then voted upon. 25.2. A friendly amendment is a proposal by a Member who wishes to slightly alter motion that has been proposed. If the change is approved by the originator of the motion and the seconder, if the motion has been seconded, the change to the motion can be made without going through the formality of making a motion to amend a motion.

26. Motion to Split a Motion 26.1. This motion is used when a motion is made which joins two or more items together. A member may make a motion that the motion being discussed is split so that each part of the motion is voted on separately.

27. Motion to Refer 27.1. When a member wishes more information about an issue or wishes to have a recommendation prepared, the member can make a motion referring the issue to a committee or to staff for either or additional information or recommendation.

28. Motion to Reconsider 28.1. This motion can be used either in a meeting during which a motion was adopted or in the subsequent meeting to the meeting during which a motion was adopted. 28.2. The purpose of the motion is to enable members to reconsider a hasty, ill-advised or erroneous action, or to take into account added information or a changed situation that has developed since taking the vote. 28.3. A member may only bring forward the motion to reconsider an issue once in a six (6) month period.

Page 11 of 16

29. Motion to Recess 29.1. This motion is used to suspend a the meeting for a specified so that members can take a break

30. Motion to Suspend the Rules 30.1. This motion is used to vary the order of the adopted agenda. It is used when a member believes that an important item on the agenda will not be dealt with before the meeting runs out of time. When making this motion the mover needs to identify the change in the agenda that they believe is required.

31. Motion to Call the Question 31.1. This is a motion to end debate on an issue and require that the motion that is in front of the meeting be immediately voted on. The motion to call the question needs to be seconded and then voted upon. If two-thirds of the member present approve the motion, the motion that was in front of the meeting must then be voted on without any further discussion.

32. Motion to Rescind 32.1. This motion is a proposal to cancel a previous motion. It cannot be used to cancel a bylaw as bylaws can only be cancelled by another bylaw.

33. Motion to Receive and File 33.1. This motion is used when Council does not wish to act on the report or letter but simply wants to acknowledge that the information has been received

34. Motion to Adjourn 34.1. This motion proposes to close or terminate the meeting. When adopted, it is the official end of the meeting and the members are no longer in session and cannot act as a Council. The motion needs to be seconded and to be voted upon.

35. Motion to Close Meeting to the Public 35.1. This motion is used to close a meeting to the public. The Yukon Municipal Act allows Councils to hold part of a meeting in camera. The meeting can be closed for a discussion on 35.1.1. Commercial information which, if disclosed, would likely be prejudicial to the municipality or parties involved; 35.1.2. Information received in confidence which, if disclosed, would likely be prejudicial to the municipality or parties involved; 35.1.3. Personal information or personnel information; 35.1.4. The salary and benefits and any performance appraisal of an employee or officer 35.1.5. A matter still under consideration and on which the Council has not yet publicly announced a decision and about which discussion in public would likely prejudice a municipality’s ability to carry out its activities or negotiations; 35.1.6. The conduct of existing or anticipated legal proceedings; 35.1.7. The conduct of an investigation under, or enforcement of, an Act or bylaw;

Page 12 of 16

35.1.8. Information, the disclosure of which could prejudice security and the maintenance of the law; 35.1.9. The security of documents or premises; 35.2. Council is not able to adopt a bylaw nor pass a resolution during the closed portion of the meeting; 35.3. Council may wish to indicate that the meeting is being closed to discuss a matter pursuant to Section 213(3)

36. Appealing a Presiding Officer Decision

36.1. The Yukon Municipal Act S207 empowers a member to make a motion to appeal a decision a of the Presiding Officer made to maintain the order and decorum during a council meeting; or on any question respecting the order of a council meeting. 36.2. The appeal motion needs to be seconded. 36.3. The Presiding Officer shall cause the appeal to be voted upon by the other members present. 36.4. If the Presiding Officer refuses to put the appeal to a vote, then Council shall forthwith appoint a member present to act as Presiding Officer for the purpose of deciding the appeal. 36.5. Each member present must vote on the motion. 36.6. The result of the vote is binding.

37. Question of Privilege

37.1. Questions of Privilege are raised when a member believes that the situation is affecting the comfort, convenience, integrity, rights or privileges of the meeting or of a member. Examples include: ventilation, temperature, noise, or the introduction of a confidential subject in the presence of guests. 37.2. The member who wishes to raise a Question of Privilege does not need to be recognized by the presiding officer and can interrupt the speaker. 37.3. A example of a Question of Privilege is: 37.3.1. Member: Your Worship, I rise on a question of privilege 37.3.2. Presiding Officer: Please state your question 37.3.3. Member: I request that the public present be asked to stop using their cell phones to make phone call during this meeting.

38. Points of Order

38.1. Points of Order are raised when a member believes that the Yukon Municipal Act and this Bylaw are not being followed. The rules for raising a Point of Order are: 38.1.1. The member can interrupt a speaker who has the floor; 38.1.2. The motion does not need to be seconded; 38.1.3. The motion is not debatable; and, cannot be amended. 38.1.4. The decision to accept or reject the motion decided by the Presiding Officer. 38.1.5. The motion cannot be reconsidered.

Page 13 of 16

38.1.6. When a Point of Order is called, all discussion shall cease until the Point of Order has been decided. 38.1.7. When the Presiding Officer is call upon to decide a Point of Order, the Point of Order shall be stated clearly and without necessary comment. 38.2. An example of a Point of Order is 38.2.1. Member: Your Worship I rise on a Point of Order 38.2.2. Presiding Officer: Please state your question 38.2.3. Member: I believe Councillor Black has a pecuniary interest as defined by the Yukon Municipal Act and must therefore leave the chambers while Council discusses and votes on the matter before it.

39. Call for Orders of the Day

39.1. This motion is made when a member feels that the meeting agenda is not being followed. 39.2. The motion does not need to be seconded 39.3. The Presiding Officer may either agree and redirect the meeting to the order of business that should be discussed. 39.4. The Presiding Officer may identify the order of business and then make a motion that the current issue under discussion be continued. If a two-thirds vote approves the Presiding Officer motion, then the Call for Orders of the Day is defeated

40. Bylaws

40.1. Proposing Bylaws 40.1.1. Unless the Council otherwise resolves, the Council may not consider a proposed bylaw unless: (a) the Chief Administrative Officer or their designate has given a copy of it to each Councillor and the Mayor, and (b) it is on the agenda for the meeting. 40.2. Readings and Adoption of Bylaws 40.2.1. The only motion required for the introduction of a Bylaw shall be “That the “...... Bylaw” (giving the short title) be now Introduced and Read for the First, Second, or Third Time”, whichever the case may be, 40.2.2. A member can request that the whole or any part of the draft bylaw shall be read before the motion is put. 40.2.3. The only motion necessary for the adoption of the bylaw shall be “That the “...... Bylaw” (giving the short title) be adopted”. 40.2.4. A Bylaw may be given two readings at one Council meeting. 40.3. Reconsideration of Bylaws 40.3.1. The Council may reconsider any part or all of a proposed bylaw before its adoption.

41. Pecuniary Interest

Page 14 of 16

41.1. Council Members will, ideally identify their pecuniary interest at the beginning of a meeting. 41.2. Council Members must identify their pecuniary interest prior to the issue being discussed and then withdraw from the meeting subject to Municipal Act Paragraphs 193.02(2) and 193.02(3).

Page 15 of 16

Repealed Bylaws

Bylaw #49-93 Council Procedural Bylaw is hereby repealed. Bylaw #79-95 Council Procedures Amendment Bylaw is hereby repealed

This bylaw shall come into full force and effect upon the final adoption thereof.

Read a First time this _____ day of _____, _____ Read a Second time, this _____ day o ______,_____. Read a Third time and adopted this _____ day of ______.

______Thomas Eckervogt, Mayor Dan Rodin, CAO

Page 16 of 16

Report to Council Village of Haines Junction November 27, 2019

RE: WATER AND SEWER BYLAW

Recommendation That Council review this report and Bylaw; and having made such changes to the Bylaw as deemed desirable, direct staff to place it on the December 4, 2014 agenda for first and second Reading. Background The bulk of the current bylaw was adopted in 1997. Fee changes were made in 2010, and 2018. In 2019 the fee schedule was moved to a Consolidated Fee Bylaw. Additionally, the term Director of Public Works was changed to Chief Administrative Officer. Current Status Process Staff have extensively rewritten the Bylaw. The process followed was: • review and incorporate sections from other municipal Water and Sewer Bylaws; • review and incorporate operational recommendations of Lead Hand; • review and incorporate financial recommendations of Treasurer; and, • submit amended Bylaw to legal counsel. Amendments Major amendments include:

• Enabling village staff to enter onto private property when curb stops were not sited on property line; • Defining Owner Obligations and the ability of the Village to effect repairs and bill the property owner if the property owner does not perform the repairs in a timely manner; • Requirement of an engineered oil and grease separator for the collection of waste oil; • Ability of Chief Administrative Officer or representative to inspect grease traps and take action if grease trap not installed or inspection prevented; • Provision for the connection of properties to water and sewer mains in situations where laterals and curb-stops not already installed; • Provision for the recovery of costs from property owners when laterals and curb-stops need to be installed; • Provision for charging a fee for water shut-off or reconnection when requested by property owner; • Provision for all new water connections to install and use recirculation systems; • Identifying the new Septage Receiving Station as a Village facility and its allowable use; • Requiring Backflow prevention devices where it is deemed to be a possible health hazard or nuisance;

Page 1 of 2

Report to Council Village of Haines Junction November 27, 2019

• Provision to enact water restrictions; • Changing the flat rate billing cycle from four annual invoices to one annual invoice payable May 30th of current year; • Provision for charging when fire hydrant has been allowed to be used; • Blanket Provision to ensure that any charges incurred due to property owner not carrying out repairs can be attached to property in the same fashion as property taxes; and, • Increase penalty for Bylaw violations to a maximum of $10,000. Conclusion Council by reviewing this report and Bylaw: making such changes to the Bylaw as deemed desirable; and, then directing staff to place it on the December 4, 2019 Agenda for first and second reading of the Bylaw, will further the process of updating the Village of Haines Junction Water and Sewer Bylaw. Prepared by

______Dan Rodin, CAO

Page 2 of 2

THE VILLAGE OF HAINES JUNCTION

Bylaw #349-19

A Bylaw to provide for the distribution, supply and use of water and collection and removal of waste water in the Village of Haines Junction.

WHEREAS under section 229 of the Municipal Act, R.S.Y. c. 154, Council may, by bylaw, establish and provide a municipal service that the Council considers necessary or desirable for the residents of the Village;

NOW THEREFORE the Council of the Village of Haines Junction, in open meeting assembled, hereby ENACTS AS FOLLOWS:

SHORT TITLE

This bylaw may be cited as the “Water and Sewer Bylaw”.

INTERPRETATION

In this bylaw, unless the context otherwise requires,

APPLICANT means a person applying to the Village to connect to the water utility, the sewer utility or both.

CHIEF ADMINISTRATIVE OFFICER means the Chief Administrative Officer for the Village or their duly authorized representative.

CONSUMER means any person who owns or occupies property connected to the water utility, the sewer utility, or both.

COST means the costs incurred by the Village for work completed. It includes wages, benefits, equipment charges, materials, contractor fees, and a ten percent (10%) administrative charge.

CURB STOP means a water control valve, located on the property line of most private dwellings or commercial properties. It is used to allow or stop the flow of water to a property.

FEE means those fees and charges listed in Water and Sewer Fee Schedule located in the Village of Haines Junction Consolidated Municipal Fee Bylaw.

INSPECTOR means a Building Inspector of the Government of Yukon or a Plumbing Inspector of the Government of Yukon.

METERED WATER FEE means metered water fee charged to properties using a meter to determine their consumption and fee payable.

NON-METERED FEES means the water and sewer fees that that are not based on measured consumption or use.

PERSON includes an individual, firm, company, association, society, partnership, corporation, institution or other similar organization, agency or group.

PRIVATE SERVICE means a second (private) water or sewer service provided to a property.

PROPERTY LINE means a line which defines the perimeter of a lot, a site or parcel of land, which has frontage on a highway or a street, and is legally defined either by registered plan or description.

OWNER or PROPERTY OWNER means any person registered as owner of real property in the Lands Titles Office for the Yukon Land Registration District.

SEWER LATERAL means the pipe extending from the sewer main to a property line. The sewer lateral is installed so that a sewer service can be connected to it for the purpose of collecting the sewage from a building.

SEWER MAIN means those pipes installed by the Village in streets for the collection and disposal of sewage and clear waste water, but not storm water, to which a sewer lateral may be connected.

SEWER SERVICE means the pipe used to collect sewage from a building and transport it to the property line sewer lateral connection.

SEPTAGE RECEIVING STATION mean the facility used to receive sewage into the municipal sewer utility.

SEWER UTILITY means the system of sewer collection and sewage treatment pipes and facilities owned and operated by the Village including mains, intermediate mains, laterals, valves, inspection boxes, lagoons, uplift stations, septage receiving stations and all other accessories and appurtenances thereto.

SHUT OFF means an interruption in or discontinuance of the supply of water.

SPRINKLING means the distribution of water to the surface or subsurface of lawns, gardens or other areas situated outside buildings by pipes, hoses, sprinklers or any other method.

VILLAGE means the Village of Haines Junction.

WATER UTILITY means the system of water supply and water works owned and operated by the Village, including mains, intermediate mains, laterals, fire hydrants, valves, inspection boxes, curb stops, water treatment facilities, wells, and all other accessories and appurtenances thereto.

WATER LATERAL means the pipe extending from the water main to a property line. The lateral terminates with a curb stop to which a water service may be connected.

WATER MAIN means those pipes installed by the Village for the conveyance of water throughout the Village, to which a water lateral and service may be connected

WATER SERVICE means a pipe used or intended to be used to supply water and which extends from a curb stop to a meter or building being served.

MANAGEMENT AND CONTROL

1. The water and sewer utility of the Village, together with the sale of water and sewer shall be under the management and control of the Village.

2. The Chief Administrative Officer, if they find that a person is in contravention of this bylaw, is authorized, by written order, to require the person to remedy the contravention pursuant to Yukon Municipal Act Section 348.

3. The Chief Administrative Officer is authorized to restrict or prohibit any consumer from generating sewage, as necessary to effect repairs to the sewer utility.

4. The Chief Administrative Officer is authorized to shut off water for any consumer, as necessary to effect repairs of the water utility, or in the event of non-compliance with this bylaw or an order under this bylaw, provided that notice is given when it is practical to do so. Notice of shut off shall be as follows:

(a) emergency repairs – no notice require; (b) scheduled repairs – 48 hours written notice; (c) shut down for non-compliance with the bylaw or order – three (3) full days.

5. The Chief Administrative Officer is authorized, as a condition of connecting premises to the water utility or sewer utility, to enter the premises with or without personnel and equipment to inspect the premises of the applicant to determine if:

(a) the premises are structurally compatible with the utility; (b) the uses of the premises are compatible with the utility; (c) there is sufficient capacity to accommodate the supply of the utility to the premises; (d) the premises comply with all relevant bylaws of the Village; and (e) it is otherwise appropriate to supply water or sewer services to the premises.

6. The Chief Administrative Officer is authorized to refuse connection to the water utility or sewer utility if access to carry out the inspection pursuant to section 5 is refused, or if the Chief Administrative Officer is not satisfied with the results of inspection under section 5.

7. In the event of non-compliance with this bylaw or an order under this bylaw, the Chief Administrative Officer is authorized to enter the premises of a consumer, with or without personnel and equipment,

to:

(a) inspect the premises and perform any test on piping or fixtures in or on such premises in order to determine whether this bylaw is complied with; and

(b) carry out any work necessary to address non-compliance,

provided that notice is given when it is practical to do so, except in an emergency. All work carried out by the Village to address the consumer’s non-compliance will be at the cost of the consumer.

8. The Chief Administrative Officer is authorized to issue orders at such times and for such length of time as considered necessary or advisable, to regulate, restrict or prohibit certain water and sewer utility uses or to reduce water usage during time of short supply.

9. At the request of the Chief Administrative Officer, a person shall grant the Village access onto their property for the purpose of maintaining and repairing water utility and sewer utility.

10. If a person wishes to appeal a decision made by the Chief Administrative Officer under this bylaw, they must submit an appeal in writing to Mayor and Council within fourteen (14) days of the decision.

NO GUARANTEE OF PRESSURE

11. The Village does not guarantee the pressure nor the continuous supply of water, and the Village reserves the right at any and all times without notice to change operating pressure and to shut off water and neither the Village, it's officers, employees nor agents shall be liable for any damage or other loss caused by changes in water pressure or for the shutting off of water by reason of the water containing sediments, deposits or other foreign matter.

12. A person requiring a continuous and uninterrupted supply of constant pressure of water or having processes or equipment that requires particularly clear or pure water may, at their own cost, provide such facilities as they require to ensure a continuous and uninterrupted supply, pressure or quality of water as required for their use.

CONSUMER OBLIGATIONS

13. A consumer shall maintain and keep in good repair the pipe from the curb stop, complete to the premises for which the service connection is provided.

14. A consumer shall, at all times, maintain the curb stop in an accessible condition. Where the curb stop is inaccessible, the costs to effect access shall be borne by the consumer.

15. In the event any defect is suspected in the service connection, sewer service or water service, the consumer shall immediately, at its cost:

(a) notify the Village of the suspected defect; (b) inspect the suspected defect; and (c) if the defect exists, repair the defect.

16. No person shall operate, use, interfere with or tamper with, obstruct or impede access to the water or sewer utility in any manner not expressly permitted by this bylaw.

17. No person shall cause, permit or allow the discharge of water so that it runs to waste or is useless, whether by reason of leakage from underground piping, faulty plumbing or otherwise.

18. The Chief Administrative Officer is authorized to allow a person to discharge water so that it runs to waste if such person’s water service would otherwise be in danger of freezing.

19. No person shall sell or distribute water unless specifically authorized to do so by the Village. Authorization under this section 19 must be received from the Village in advance of distribution or sale. The Chief Administrative Officer is authorized to issue authorizations under this section 19.

20. Thaw line transformers of a type approved of by the Village from time to time must be installed and connected to all water services which are not using recirculation systems.

21. Where both water and sewer utilities are available, connection will be only permitted if the applicant connects to both utilities.

22. No person shall cause, permit or allow any apparatus, fitting or fixture to be or to remain connected to the water system or allow the water system to be operated in such a manner as to cause noise, pressure surges or other disturbances which result in annoyance or damage to other consumers or to the water utility.

23. No person shall cause, permit or allow to remain connected to the water system any piping, fixture, fitting, container or other application which may cause water from a service other than the water utility or any harmful, deleterious liquid or substance to enter the water utility.

24. No person shall use a fire hydrant without a prior written approval of the Village. The Chief Administrative Officer is authorized to approve the use of fire hydrants.

25. COMMERCIAL INSTALLATIONS

26. A consumer in respect to a building or premises used for the purpose of a commercial garage or a service station or for the business of washing or lubrication of motor vehicles, shall install a readily accessible sand trap and sump and as required by the inspector, and an engineered or approved oil and grease separator for the collection of waste oil.

27. A consumer in respect to a building or premises used for the purpose of a restaurant, cafe or other food service outlet shall install a readily accessible grease trap or other interceptor.

28. A consumer in respect to a building or premises which has a sand trap, sump, or grease trap or interceptor shall comply with the following:

(a) under no circumstances shall a sump be used as a sand trap;

(b) every sand trap shall be cleaned once per week or more often as required;

(c) all oil, grease or gasoline which accumulates on the surface of the water in a sand trap, sump or grease trap or interceptor shall be skimmed off at least twice per week and disposed of in a manner approved of by either an environmental compliance officer or the Chief Administrative Office;

(d) stirring up of the liquid in any sand trap, sump or grease trap or incinerator or turning a hose into any one for the purpose of forcing out sand, mud, oil, gasoline or grease is prohibited; and

(e) no heavy or permanent objects shall be placed over any sump, sand traps, grease trap or interceptor in any manner which would hinder immediate access for inspection and cleaning.

29. The Chief Administrative Officer is authorized to inspect grease traps to ensure compliance with this bylaw.

30. In the event that a consumer who is required to have a grease trap fails or refuses to install a grease trap or to allow an inspection of a grease trap, the Chief Administrative Officer is authorized to immediately without notice to shut off the supply of water to the premises until the consumer has:

(a) complied with this bylaw; and

(b) has paid the Village the fee for reinstatement of service as designated in the Schedule of the Consolidated Municipal Fees Bylaw.

CONNECTIONS

31. No person, other than an employee of the Village or individual authorized by the Village, shall construct a lateral connection.

32. The minimum inside diameter of a new water service connection shall be nineteen (19) millimeters. The size of the service connection for any premises must be approved by the Village.

33. The minimum inside diameter of a new sewer service connection shall be one hundred (100) millimeters. The size of the service connection for any premises must be approved by the Village.

34. Any person who wants to apply for a new sewer or water service connection from the Village main to the property line shall apply in writing to the Village on a form supplied by the Village as per Schedule ‘A’, attached to and forming part of this bylaw, for that purpose, not less than fifteen (15)

working days prior to requiring the service. Unless the Village otherwise approves, there shall be no more than one connection to any property.

35. Due to frozen ground, unless otherwise approved by the Village, services will not be installed after October 15th and before July 1st.

36. All sewer and water connections must be made under the supervision of the Chief Administrative Officer and after a permit as per Schedule ‘A’ of this bylaw, for the making of such connections has been obtained from the Village.

37. The cost of all sewer and water connections will be born by the applicant for such connection, including:

(a) the administration fee for the connection; (b) the cost of installing a new water lateral and a new sewer lateral; (c) the cost of installing a new water service and a new sewer service; (d) all other associated costs, including excavating and returning any public property original condition.

38. An applicant may petition the Village to undertake the connection and installation works in sections 37 as a local improvement pursuant to section 267 of the Municipal Act. Without limiting Council’s discretion under the Municipal Act, the anticipated local improvement bylaw may include the following terms:

(a) interest on the cost of the local improvement may be charged at the CIBC Bank prime fee plus one percent (1%); and

(b) payment term may not exceed a term of twenty (20) years.

39. An application for a temporary water service connection shall be made in the manner prescribed in section 34. The applicant shall be responsible for the payment of the fees and charges as set out in the appropriate Schedule of the Consolidated Municipal Fees Bylaw.

40. A consumer who wishes to have the water or sewer utility shut off shall pay a fee as set out in the fees and charges of the appropriate Schedule of the Consolidated Municipal Fees Bylaw.

41. A person who wishes to have water or sewer utility reconnected after a shut off shall pay a fee as set out in the fees and charges in the appropriate Schedule of Consolidated Municipal Fees Bylaw and shall be subject to all requirements under this bylaw at the time of reconnection.

42. All new water connections after this bylaw comes into effect must be equipped with recirculation systems.

INTERRUPTION

43. If a consumer requests the Village to investigate an interruption of sewer or water supply to the property and the Village determines that the investigation requires the opening up or excavating any public property (including highway or street), the consumer shall deliver to the Village a work order in the prescribed form as per Schedule ‘B’, attached to and forming part of this bylaw. If, following the investigation, the Village determines that the interruption was caused by a defect in the water or sewer service or was a result of misuse or negligence on the part of the consumer, the consumer will be responsible for all costs associated with the investigation (including the cost of excavation and reconstruction of public property).

44. A consumer will be fully responsible for all costs of thawing if the water service or a private service is frozen due to misuse or negligence on the part of the consumer, or for any other reason, except as a result of a frozen main, or an interruption in the supply of water through the main by the Village.

45. A consumer will be fully responsible for all costs of thawing or clearing any obstruction in a sewer system if the sewer service or private service is frozen or obstructed due to grease, dirt or improper use of the fixtures within the premises, or as a result of misuse or negligence on the part of the consumer, or for any other reason, except as a result of frozen main, an obstruction of the main, or interruption of the sewer service by the Village.

46. If a consumer requests the Village to thaw a water or sewer service or plumbing system, the consumer shall deliver to the Village a signed acknowledgment in the form in Schedule ‘B’ of this bylaw, recognizing that thawing may be inherently dangerous to property including the service or plumbing system and may cause damage to electrical systems or the outbreak of fire, and waiving any claim

against the Village for any such damage whatsoever

47. Where a consumer installs a circular pump, the consumer will be fully responsible for such pump and all associated maintenance and operating costs.

APPLICATIONS

48. Application for initial water supply shall be made in writing to the Village upon the form supplied by the Village as per Schedule ‘A’ of this bylaw, for that purpose.

SEPTAGE RECEIVING FACILITY

49. The Septage Receiving Facility is only available for commercial uses.

50. When no other wastewater facility is available, the Village may authorize private individuals to use the Septage Receiving Facility. The Chief Administrative Officer is authorized to approve the use of the Septage Receiving Facility.

51. Applicants for the use of the Septage Receiving Facility must execute a Contract of Use (Schedule “xxx”) prior to using the facility.

BACKFLOW PREVENTION

52. A consumer shall install a backflow prevention device approved by the Village if the Village requires such device, or if a health hazard or nuisance may exist in the event of backflow or back pressure.

53. A consumer shall have a backflow prevention device inspected and certified annually by a qualified inspector.

WATER USE RESTRICTION

54. In the event of a water supply shortage, due to any reason whatsoever, the Chief Administrative Officer is authorized to issue an order prohibiting, restricting or limiting the use of water by any or all consumers. The order may limit or prohibit sprinkling; washing of cars, decks, house facias and roofs; and, any other use which is not personal consumption. Such order shall be sufficiently given if delivered in writing to the affected consumers or posted on Village Bulletin Boards.

55. No person shall contravene an order issued pursuant to section 54.

CHARGES

56. A person shall pay all fees for water and sewer utility, in the amounts set out in the appropriate Schedule of the Consolidated Municipal Fees Bylaw.

57. Metered water fees shall be payable at all locations where water meters are installed, as per the per litre fee stipulated in the appropriate Schedule of the Consolidated Municipal Fees Bylaw.

58. All accounts, including interim accounts for water and sewer utilities shall be due and payable when rendered.

59. A combined account shall be rendered in respect of each water and sewer utility.

[ Council needs to decide if it wants to move to metered services. We might want to add a section regarding metered water and sewer service for new commercial/government buildings being used by 5+ people ? ]

60. Where any fee is designated by reference to a certain time, the fee for a lesser period of time shall be calculated to the beginning of the month in which a utility is connected and to the end of the month in which the utility is disconnected. Notice in writing must be given to the Village within thirty (30) days of any changes which are made to the property which would increase or decrease the water and / or sewer utility usage.

61. The water supply to any person who fails to pay their account within thirty (30) days after the due date may be shut off without notice and all costs incurred shall be the responsibility of the person.

62. The annual flat fee water and sewer fees are due and payable May 30th of the current year.

63. Metered fees are due and payable forty (40) days after invoicing.

64. Septage fees are due and payable forty (40) days after invoicing

65. An applicant for a use of a fire hydrant shall pay the fee specified in the appropriate Schedule of consolidated Municipal Fees Bylaw.

66. All late payments will be subject to a penalty of 2% per month.

67. The remedies for non-payment of fees provided in this bylaw are in addition to any other remedies available to the Village at law.

PENALTIES

68. Every person who violates any of the provisions of this bylaw, or who causes, suffers, or permits any act or thing to be done in contravention or in violation of any of the provisions of this bylaw, or who neglects or refrains from doing anything required to be done by any of the provisions of this bylaw, is liable on summary conviction to:

(a) a fine not exceeding $10,000; (b) a fine not exceeding $2,500 for each day the violation continues; (c) imprisonment for not more than one (1) year; or (d) all of the above.

69. Where there is an offence that continues for more than one day, each day that a contravention of the provisions of this Bylaw exists, is caused or is permitted to continue, shall constitute a separate offence against the Bylaw.

70. All fines imposed as a result of a default under this Bylaw, and not paid when required by a Court, will be charged against real property pursuant to Section 249 and 344 of the Yukon Municipal Act.

71. Nothing in this section affects any other right or remedy of the Village in respect of any violation of any provision of this Bylaw.

SEVERABILITY

72. If any section, subsection, clause, sub-clause, phrase or other part, of this bylaw is for any reason to be held invalid, void or ineffective by the decision of any court of competent jurisdiction, the part in question is to be severed from the rest of this bylaw and that does not affect the validity of the remainder of this bylaw, which is to be interpreted and applied as if this bylaw had been enacted without the severed part.

73. The schedules annexed to this bylaw are an integral part of this bylaw.

74. Words importing the singular number include the plural and vice versa.

REPEAL

Bylaw 108-97, _+______and as amended, is hereby repealed as of the date of commencement of this bylaw.

ENACTMENT

This bylaw shall come into full force and effect upon the final passing thereof.

Read a first time this ____ day of ______, _____

Read a second time this ______h day of ______, ______.

Read a third time and finally adopted day of ______, _____.

______Thomas Eckervogt Dan Rodin Mayor Chief Administrative Officer Report to Council Village of Haines Junction Open Meeting November 27, 2019

RE: Christmas Lights and Decorating Policy, ADM #016-05

Recommendation That Council give direction regarding implementation of the Christmas Lights and Decorating Policy. Background The Christmas Light and Decorating Policy was approved by Council on November 9, 2005. This policy provides for an annual holiday decorating contest administered by the now defunct Culture, Parks and Recreation Committee. In 2017 a former CPR Committee member volunteered to run the contest. In 2018, she accepted Council’s request to volunteer again. She is unavailable to run the contest this season. Options 1. Request that an elected official administer the contest, such as a Council member or the local MLA. 2. Post publicly for a volunteer to administer the contest. A secondary option would need to be determined should no volunteer be available. 3. Post publicly for a non-profit organisation to administer the contest for an honorarium. A secondary option would need to be determined should no non-profit organisation be available. 4. Assign administration of the contest to a staff member. 5. Cancel the contest for this year. 6. Repeal the policy. Attachment Village of Haines Junction Christmas Lights and Decorating Policy ADM #016-05 Conclusion Council, by reviewing this report and providing direction to staff, will be exercising oversight role on this issue.

Prepared by

______Noelle Palmer, Office Administrator

Page 1 of 1

Report to Cotincil Village of Haines Junction Open Meeting November 27, 2019

RE: October 2019 Financial Report

Recommendation

That Council accept the October 2019 Financial Report as information. Background

The attached report summarizes the operations of the municipality by department, showing the current month, year to date, budget, benchmark and previous year to date for comparison. Analysis

*Additions or changes since Lastreport are noted in bold.

Suniniarv:

Revenues — Total revenue is at 95.49% for the year, above the 84% benchmark — this is to be expected as the largest revenue sources. CMG and property taxes, have been recorded for the year.

Revenues arc slightly higher over 20 1$ — this is also expected due to rate and grant increases. There has also been a slight increase in facility rental fees.

Expenditures — Total expenses are at 64.76% for the year, slightly below the 84% benchmark. This is due to staff vacancies and some project line items not vet expended (Ic. OCP). Expenses are lower than 2018 YTD mainly due to the pool closure and staff vacancies.

Overall revenues and expenditures are tracking to budget.

REVENUES

Legislative — on budget

Tax revenue is $27,000 higher than last year due to increase in assessments and property tax rate. Tax penalties revenue this year increased $5M00 more than last year base of $3,800. In October 2019 we have recorded $57,993 in investment revenues, in 2018 investment reventie recorded in October had earned approximately $36,390. The investment account balance is approximately $550,000 higher than 2018.

Administrative — under budget

Increases over 2018 arc: Canada Day Grant $ I. tOO. Decreases from 20 18 include Council Chambers rental fees $1,100.00, Misc Revenue $1,000 (Domestic Water Well Program admin fees — no new applications this year) and Seniors Salary contribution 52.000 (flow through). Revenue item of $40,000

RED Grant contribution to OCP — application not approved.

Public Works - under budget

CPRA Green Jobs Initiative employment funding 511.000 — cancelled (this was to be a continuation of the pocket park initiative). Increases over 2018 include contract senices $3M00 (tnllitaR exercise in Feb and contractor sewage spili in May) Partially offsetting these increases is a $2.0t)Odecrease in surplus goods sales.

Page 1 of S Water

increases Increase Roads Landfill Animal Protective

increased

conferences. contribution Febmat-y, Facilities Increase EX

Legislative 2t)

Cash Administrative Budget Increase and

Increase vacancy.

Budget Salaries

and Pttblic Decrease

Benefit

Budget

Recreation

Garden

Grants ($320t)0)

Works

Control

S line

& line

from

accounts

over

Sewer-

line

are over

Streets

over

and —

this

additional

Services

from

Recycling

over —

items under

items $7600.

Maintenance

weliness

$4,000

items asset

under

last

‘ear last

201$

201$ — —

Plans fines offset — on

budget

on 201$

under

allocation ‘ear

year

on not

not

and

budget

sales —

budget due

not

budget due

budget

$4,000

budget

and —

$15,000

vet

rentals) Btiilding

vet b

due

includcs

yet

budget to

$ budget

decreases

expensed: impound

expensed 1

$2.000.

dire

AYC

budget

increase

to 0,000.

expensed

Convention

$4t)00

offset

(Rainbow

discouraging

t)00.

$20M0()

O&M

AGM

position

Tools

fees

Contract

Travel

Contract Mosquito

Cash

Village

hosting.

$3600. Convention

loss are

Centre

and

Street

vacancies.

November

Report

Services

slightly

Grants

$15,000.

pet

Open

Parts

Services

of Equipmciit

pool

Services

and

fees

Pocket

oners

Control

Haines $2000.

(Chamber

Centre

Meeting

Council under

fees

and

(increase

Hospitality

Council

27,

(Consultants)

Park)

from

$l0.000

$3.50()

($5,000

Junction

$10,000,

budget 2019

Training

R&M

and

honorarium

offset

allowing

Mezzanine

00t)t))

events $10,000,

YTD

(CAO

$ and

Truck

t3.000.

Equipment

$5000,

$90t)00.

tower

reduction

their

and —

Recruitment).

i-ate

Fills

2018),

weddings.

Fuel

fees

Strategic

offset Travel

than

pets

increases

OCP

due

from and

R&M

in to

(FCM

Salaries Oil

meetings! Planning

military

Zoning employment

Jctlv

increase

at OCP

$28,000.

passed

$3,000.

Patrols

large.

$6M00).

2018

due

costs

$45,000.

exercise

$10,000

in in

have Propert

rate

to Page

October Salar

funding

CAO

12.000

been 2

and

/ of 5 Report to Council Village of Haines Junction Open Meeting November 27, 2019

Water & Sewer — on budget

Decreases from 2018 in Building O&M $5,000, Chlorine and Chemicals $8000. Pipes and Fittings $11,000. Salaries $14,000 (staff vacancy). Electricity $ 13.000. Training $2500 offset be increases in Small and Tools and Parts of 55.000, Lagoon Maintenance $7000

Roads & Streets — under budget

Decrease ftom 2018 due to Contract Services $4000 (street sweeping cost lower). Salaries $ 17.000 (less snow Jan — Mar and PW summer students allocation to RS instead of PW), Signs $400t), Trail Maintenance $12,000

Budget line items not yet expensed: Trail Maintenance $20,000, Calcium Chloride $4,000

Landfill & Recvchng — on budget

Decrease from 2018 due to Landfill Salaries 58.000 (employee vacance). Special Waste Disposal Costs $3,000

Protective Services — on budget

Under benchmark due to budget items not yet expensed (Fire Attendance. Firesmart contract). Increase over 2018 Animal Control Salaries $1500 due to increased patrols

Facilities under budget

Decrease from 2018 due to pool closure. Budget items not expensed Pool Programs, Public Works Salaries, Building O&M $33,000 (due to closure)

Conclusion

Council be reviewing this report will be exercising their financial oversight role of the monthly financial operations of the municipality.

Prepared by

Donna lstchenko. Treasurer Dan Rodin. CAO

Page 3 of 5 Report to Council Village of Haines Junction Open Meeting November 27, 2019

Village of Haines Junction Comparative Income Statement October 2019

Month October2019 YTDOctober2019 2019 Budget 3enchmark 84% YTDOctober2018 REVENUE

Total Legislative Revenue 8,850.89 2,751865.73 2,753,603.63 99.94% 2,660,656.26

Total Administrative Revenue 85.17 42,444.96 90,418.00 46.94% 44,640.26

Total Public Works Revenue 572.00 7,168.38 21,324.00 33.62% 7,718.67

Total Water & Sewer Revenue 0.00 180,472.10 207,000.00 87.18% 145,639.21

Total Roads & Streets Revenue 0.00 1,934.41 2,500.00 77.38% 2,339.08

Total Landfill & Recycling Revenue 6,738.78 111,113.83 130,860.00 84.91% 108,846.49

Total Protective Services Revenue 2,065.25 73,703.89 116,999.81 62.99% 76,056.42

Total Facility Revenue 3,470.71 49,70745 47,740.00 104.12% 38,844.33 r TOTAL REVENUE 21,782.80 3,218,410.75 3,370.445.44 95.49% 3,084,740.72

EXPENSE

Total Legislative Expenses 4,21 5.72 106,011.46 175,820.53 60.30% 92,016.57

Total Administration Expenses 50,028.78 434,166.85 735,829.00 59.00% 482,731 .76

Total Public Works Expense 42,275.66 343,217.61 492,638.06 69.67% 357,31 7.23

Total Water& Sewer Expense 22,090.48 326,045.16 462,668.97 70.47% 373,274.41

Total Roads & Streets Expenses 4,592.15 66,542.31 126,000.00 52.81% 103,152.96

Total Landfill & Recycling Expenses 24,562.82 202,035.87 288,130.17 70.12% 213,906.16

Total Protective Services Expenses 3,971.45 114,598.39 198,854.72 57 .63% 119,981.55

Total Facilities Expenses 23,170.00 251,265.96 367,291.15 68.41% 305,256.91

Y TOTAL EXPENSE 174,907.06 1,643,883.61 2,847,232.60 64.76% 2,047,637.55

Transfer to Capital Budget 3,388.19 607,944.05 546,000.00

NETINCOME -156,51245 766,583.09 -22,787.16 1,037,103.17

Page 4 of 5 Report to Council Village of Haines Junction Open Meeting November 27, 2019

2019 Capital Project Status October 31, 2019

DEPARTMENT PROJECT Actual to Oct 31 BudgetAmount Status SOURCE

Asset Management AssetManagementReserve $500,000.00 S500000OOl0omplete 110MG Arena 1Arena/ Mezzbuildingengineenngassessment 5844.09[ $15000001Inprogress - Bogeand Sage Engineenng .RES

So/er Replacement so.ool $11,000.001Inprogress - 2 quotesreceived,waitingforthird 0MG I

Community Development TrailDevelopment(JOATContract) S0.00 S21,642.l2lPending RES/ CMG, ArtAcquisition(GrandHallprojectcompletion end cur) -- - 535,31904 540 00,00jGrandHailProjectoomp?ete -

Convention Centre CounotChambersaudio/videosystem $000 — $1000000 ResearchingIsourcing CMG

Roofreplacement(enginsenngassessment2019) $844.10 —— $15000.00Inprogress Bogeand BogeEngineering Stagecurtains,stage surface,ghting_ $000 $20,000,00lDeferto2020 1CMG

HeaiinSystems Service $620480 $7,000ooL.complete !RES

Fire Department FireDepartment.-,------Reserve.-. 550,00000 —-----b$50,000001Complete ICMG NewFireTruck(accessohe) $000 510,000.001Updaterequestedfrom FireChief CMG Inprogress-Duncan’sLtd.,completiondate Nov30, FireHallVentilalionSystem $5237.50 $36,350.00j2019 MG)RES

BreathingApparatusReplacement- 6sets $0.00 $70,000.00Deferto 2020 RES10MG LEDLights -______$4,457.02 $13,707.02Complete(batanceexpensedin20l8) GASTAX

Pool IExisbngreserves-anocationtonewfacflihL -. $625,000.00[ $625,000.OOjComplete IRES

Inprogress - Duncan’sLtd..completiondate Nov30, f 1CMG/RES PublicWorks: PWShopVentlationSystem $5,03750 $56,35O.OOi2O19

PWShopimprovements- office,wash bay,parking station SO00 920,000.00Deferto 2020 ,CMG Quotesreceived,permitspending,buildgravelpad and movesea cans intoplace Roofandwallstobe 0.OOi,constructedw5pLlng20?0 CMG CoveredStorage ... .,. ._ $?500 ... .

Roads and Streets BSTPaving(chipseal) $0.00 $100,000.00YGtocompleteas partofICIPfundingin2020 0MG CMG — Signs [ $0.00 $10,000.00Ordertobecompletedin20l9

Waterand Sewer LagoonImprovements $3,400,000,00Itnprogress BCF

InfrastructureReplacements(MultiYearProject) progress . [BCF- . - S10,000,000.00!ln . ITobe completedbyYGas partofnewwelllocation

soera(cffcl.ect -— $000 $100,00000and waterstratagy — CMG Insufficientbudgettocomplete Re-budgetin2020 Water Tower/ OldLiftStationAssessment $0.00 $5,000.OOIandincludecommunityhall/ pool. 0MG

2 quotesreceived,waitingforthird- tobe complete SewerFlusher 90.00 $80,000OOiin2019 RES/0MG

Totals t — $1 232944051$1524104914

CM(i . (oinpieiwnsive ML,nicIi,,iCie1t lies flese,,’es liii. uluikiC,nid fund

Page 5 of 5 Municipal Accounts Payable to November 27, 2019 Cheque No. Name Amount Department Description

Transfer Payroll Account #4305418 $ 20,769.58 Administration Ceridian Net Pay - Pay Period 23 $ 9,243.13 Administration Ceridian Receiver General - Pay Period 23 $ 157.49 Administration Ceridian Service Charges - Pay Period 23 $ 4,187.10 $ 34,357.30 Administration RRSP Contribution - Pay Period 23

Transfer CIBC $ 1,221.90 Recycle Centre Coin Order

25502 Petty Cash - Noelle Palmer $ 60.52 Public Works Fuel for truck, spring clip links, transmission fluid

25503 Thomas Eckervogt $ 1,132.92 Legislative Climate LeadersInstitute travel expenses

25504 Dan Rodin $ 85.58 Administration Highlighters for OCP, CAT 5 phone cable

25505 Billy Rondeau $ 136.49 Recycling Centre Safety work boots

25506 Ajax Steel Limited $ 106.83 Public Works Wypalls, hooks $ 18.88 Convention Centre Disposable gloves $ 105.42 $ 231.13 Public Works Locking clamps, grinding wheels

25507 All Yukon Refrigeration $ 1,231.65 Landfill Refrigerant disposal

25508 Armstrong Mechanical $ 4,904.64 Public Works Service on 2007 Toyota Tacoma

25509 Atco Electric Yukon $ 5,754.48 Water & Sewer Electricity - November billing $ 7,356.64 Arena Electricity - November billing $ 253.56 Fire Department Electricity - November billing $ 159.88 Community Hall Electricity - November billing $ 661.57 Public Works Electricity - November billing $ 51.04 Pool Electricity - November billing $ 537.57 Convention Centre Electricity - November billing $ 537.57 Administration Electricity - November billing $ 203.78 Recycling Centre Electricity - November billing $ 2,632.50 $ 18,148.59 Roads and Streets Electricity - November billing

25510 Atco Electric Yukon $ 5,778.29 Asset Bylaw #346-19 Urban electrification program Lot 6 Bear Berry

25511 BC/Yukon Command Royal Canadian Legion $ 325.00 Administration Millitary Service Recognition Book

25512 Bell Mobility $ 56.50 Public Works Cell phones - November billing $ 37.10 Landfill Cell phones - November billing $ 168.40 Water & Sewer Cell phones - November billing $ 13.00 $ 275.00 GST Cell phones - November billing

25513 CivicInfo BC $ 208.95 Administration UMO2 job posting * Denotes an item not directly funded by the Village **Grant funded Municipal Accounts Payable to November 27, 2019

25514 EOCP $ 103.95 Water & Sewer C.K. Operator Annual Dues $ 105.00 $ 208.95 Administration UMO2 job posting

25515 Harris & Company $ 498.75 Administration Legal advice

25516 Home Hardware $ 49.88 Public Works Radon test kit $ 49.88 Recycling Centre Radon test kit $ 49.87 Convention Centre Radon test kit $ 49.87 Arena Radon test kit $ 159.85 Convention Centre Painter's tape, scraper, paint $ 43.87 Arena Snow shovels $ 14.95 $ 418.17 Public Works Spray paint

25517 Jacobs Industries Limited $ 497.70 Water & Sewer CO2

25518 Lambert Logging $ 8,400.00 Fire Smart 1st instalment for 2019-20 Fire Smart

25519 Ontario Waste Water Association $ 339.00 Administration UMO2 job posting

25520 Print & Cheques Now Inc. $ 457.03 Administration Village receipts

25521 Ralph Hotte Contracting $ 52.50 Public Works Plate tamper rental

25522 Shaw Direct $ 65.09 Arena Satelite TV - November billing

25523 Source Motors Ltd. $ 1,780.98 Convention Centre Heating Fuel - October 2019 $ 1,780.98 Administration Heating Fuel - October 2020 $ 2,828.16 Arena Heating Fuel & Propane - October 2021 $ 182.02 Fire Department Heating Fuel - October 2022 $ 749.73 $ 7,321.87 Recycling Centre Heating Fuel - October 2023

25524 Suncorp Valuations $ 1,177.66 Various Annual revision fee

25525 Yukon College $ 320.00 Public Works First Aid Training/ Collin Kallio & Jeff Power $ 125.00 Arena First Aid Training/ Stephen Henkel $ 125.00 $ 570.00 Recycling Centre First Aid Training/ Ellen Stutz

Municipal Accounts Payable $ 88,104.68

Adopted on______Motion#______

Mayor______CAO______* Denotes an item not directly funded by the Village **Grant funded

Government of Yukon PO Box 2703, Whitehorse, Yukon Y1A 2C6

November 13, 2019

Mayor Thomas Eckervogt Village of Haines Junction Box 5339 Haines Junction, YT Y0B 1L0

Dear Mayor Eckervogt:

RE: Draft climate change, energy and green economy strategy for review

We would like to thank all of our Indigenous and municipal partners for your collaboration and contributions over the past two years to help develop a climate change, energy and green economy strategy for Yukon. We are pleased to share a draft of Our Clean Future: A Yukon strategy for climate change, energy and a green economy for your review. Please note that the draft strategy will not be made public until tomorrow morning at 10 A.M., and we ask that you keep the strategy confidential until then.

In August 2017, the Government of Yukon invited all Yukon First Nations, transboundary Indigenous governments and Yukon municipalities to partner in developing a strategy to address climate change, meet our energy needs and grow a green economy. Since then, representatives from Indigenous and municipal governments have worked with the Government of Yukon through four in-person meetings to collaboratively develop the vision, values, goals and objectives presented in the draft strategy. In our June 2019 letter to you, we referred to these elements as the “strategic direction” of the strategy.

In addition to the strategic direction, the draft strategy includes the actions the Government of Yukon is proposing to work towards in achieving each objective. We are inviting Indigenous and municipal partners to include actions in the final strategy that you plan to take, so that it truly is a Yukon-wide strategy. Our project team is available to provide technical support to help articulate actions your government would like to include in the final strategy.

We look forward to hearing your perspectives on Our Clean Future to ensure the final strategy reflects the priorities of governments across Yukon. If you would like to submit written comments or schedule a meeting with our team to discuss the draft strategy and actions your government would like to take in the final strategy please contact Aletta Leitch, Senior Project Manager, at (867) 456-5565 or [email protected]. The deadline for receiving input is January 17, 2020.

The attached draft strategy will be released for public engagement tomorrow until January 17, 2020. Yukoners and individuals from transboundary Indigenous groups will be invited to provide feedback on the draft strategy through community meetings and an online survey. Our Senior Project Manager is reaching out to your staff to schedule a public meeting in Haines Junction.

Thank you for the hard work your representatives have put into developing this territory-wide strategy. We look forward to continuing to work with you on Our Clean Future to be released in 2020.

Mahsi and thank you,

Pauline Frost Ranj Pillai Minister of Environment Minister of Energy, Mines and Resources Minister of Economic Development

Encl. Our Clean Future: A Yukon strategy for climate change, energy and a green economy (draft) Our Clean Future

A Yukon strategy for climate change, energy and a green economy

DCONFIDENTIALraft for public review November 2019 1

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Table of Contents

About the draft strategy ...... 3

Our future ...... 4

Values ...... 5

Goals ...... 7

Reducing greenhouse gas emissions ...... 7

Ensuring reliable, affordable and renewable energy ...... 10

Electricity ...... 10

Transportation and Heating ...... 11

Adapting to climate change ...... 12

Building a green economy ...... 14

Taking action ...... 15

Measuring our progress ...... 17

Reaching our targets ...... 19

Area #1: Transportation...... 23

Area #2: Homes and buildings ...... 30

Area #3: Energy production ...... 37

Area #4: Communities ...... 42

Area #5: Innovation ...... 50

Area #6: Leadership ...... 55 PrioritizationCONFIDENTIAL ...... 60 2

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Our Clean Future

About the draft strategy

The Government of Yukon developed this draft strategy in partnership with Yukon First Nations, transboundary Indigenous groups and Yukon municipalities throughout 2018 and 2019.

It sets out our collective vision, goals and values along with our strategic objectives over the next 10 years to address the climate change emergency and set us on a path toward a This strategy has been informed by stronger, more sustainable future for Yukoners. This strategy is ideas we received from the public organized into six areas: transportation, homes and buildings, and stakeholders during a first energy production, communities, innovation and leadership. round of engagement in fall 2018. Each area contains several objectives and actions for the next ten years. For more information, please refer to the What We Heard report This draft strategy only includes specific actions that the available on EngageYukon.ca. Government of Yukon will take to support each strategic objective at this time. We are continuing to work with our partners to explore further opportunities for action. As a result, additional actions may be included in the final strategy. The Government of Yukon’s actions will be updated every three to four years to ensure the strategy remains current and relevant from now until 2030.

How to provide feedback

We are seeking feedback on the ideas in this draft strategy. What do you think of our proposed approach to address climate change, meet our energy needs and build a green economy? What are your ideas for how we can improve this strategy? To provide your input, visit EngageYukon.ca.

CONFIDENTIAL 3

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Our future

We live in a world that is rapidly changing. Climate change is affecting ecosystems, subsistence hunting and harvesting, leisure activities and many other aspects of our lives. Yukon’s population is growing, along with our need for reliable, affordable and renewable energy to continue to power our lives, our work and our economy. New economic opportunities are emerging in the sustainable, green economy.

Across the North, we have a long history of coping with and adapting to changing, and sometimes harsh, conditions. First Nations and Indigenous languages and ways of life are intimately connected with the land, rivers and mountains that are home. Generation after generation, First Nations have built and passed along knowledge, skills and values shaped in part by the patterns of the landscape.

Our history of adaptation and resilience provides a strong foundation as we work together to address the changes to come. However, many of the changes we are experiencing now are unprecendented in terms of scope and speed, making it more important than ever to come together to share our collective knowledge and experiences and take action for a strong future.

Our vision is to come together as leaders to address climate change by building thriving, resilient communities powered by clean energy and supported by a sustainable green economy.

Countries around the world have committed through the Paris Agreement to keep global temperature rise below 2 degrees Celsius and to respond to the impacts of climate change. In Canada, cities, provinces, territories and the federal government are taking action to reduce greenhouse gas emissions and build greener economies powered by clean energy that will be more resilient and sustainable. Yukon will be part of this national and global shift. We will continue to work collaboratively with governments around the world to take collective action on this global issue.

CONFIDENTIAL 4

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Values

Our vision is supported by a set of core values. These values will shape the steps we take to build thriving, resilient communities.

Core value How this value is reflected in the strategy

For all Yukoners We are building a brighter future for the  Financial and technical support to help collective, long-term benefit of all Yukoners Yukoners participate in the green economy, today and for those to come, inclusive of such as rebates and low-interest financing. ethnicity, culture, language, gender, sexuality,  Objectives and actions related to public age, ability, education, income and other identity transportation, human health and other factors. areas that will have broad societal benefits.

Empower everyone We will foster partnerships, collaboration,  Actions to work with First Nations and information-sharing and capacity-building to municipal governments on energy efficiency, empower governments, organizations, renewable energy and food security businesses and individuals to take action. projects.

 Actions to improve information sharing between governments and with businesses and individuals.

Raise awareness All Yukoners should be aware of climate change,  Actions to raise awareness amongst energy and the economy and how they can businesses, individuals and youth, including contribute to building a more sustainable, awareness of the programs available to resilient future. support their involvement in climate change, energy and the green economy.

Be accountable We will outline specific, measurable and time-  Once we have heard from Yukoners on this bound actions to achieve our collective goals, draft, the final strategy will include along with the necessary human and financial information about timelines, evaluation and CONFIDENTIALresources to implement and monitor them. costs. 5

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Support reconciliation We will support reconciliation and strengthen  Objectives that reflect the outcomes of a relationships between Indigenous and non- partnership process with Yukon First Indigenous governments, organizations and Nations, transboundary Indigenous groups individuals. and Yukon municipalities to develop this strategy.

 Actions that support First Nations’ involvement in energy efficiency, renewable energy and food security projects.

Make informed decisions We will make informed decisions, incorporating  Actions to gather information that will help traditional, scientific and local knowledge. us make informed decisions.

Respect our natural environment We will recognize the inherent value and  Actions to safeguard wild species and their importance of our natural environment and habitats. prioritize solutions that harness natural capital and ecosystem services.

No “one size fits all” approach Our actions must reflect Yukon’s unique  Actions that will support community-based strengths and challenges. projects that make sense in their local context.

 As partnering Indigenous and municipal government and organizations take action, they may choose which objectives to focus on depending on the needs and priorities of their community.

CONFIDENTIAL 6

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Goals

Over the next 10 years, we will work toward four goals that will help us achieve our vision for a better future.

Reduce Yukon’s greenhouse gas emissions.

Ensure Yukoners have access to reliable, affordable and renewable energy.

Adapt to the impacts of climate change.

Build a green economy.

Reducing greenhouse gas emissions

The issue

Climate change is primarily caused by the release of greenhouse gases – like carbon dioxide and methane – from human activities that burn fossil fuels. These activities range from driving vehicles and heating buildings to commercial and industrial processes. In Yukon, greenhouse gas emissions mostly come from transportation and heating, with a smaller amount from industry, electricity generation, waste and other areas.

To address climate change, everyone needs to participate: all levels of government, organizations, industry, businesses and individuals. While Yukon’s total greenhouse gas emissions are relatively low because of our small population (0.1 per cent of Canada’s emissions), our per person emissions of around 18 tonnes per person are the sixth highest in Canada and higher than many other countries. It is important that we play our part in reducing the greenhouse gas emissions that are causing climate change and impacting our northern way of life. CONFIDENTIAL 7

Our Clean Future: A Yukon strategy for climate change, energy and a green economy 80 70 60 50 e per person 2 40 30 20 10 Tonnes of CO 0 SK AB NT NL NB YT MB NS NU BC PEI ON QC

Figure 1. Greenhouse gas emissions per person by Canadian province and territory (2017).

Our target

By 2030, we will reduce Yukon’s greenhouse emissions from transportation, heating, electricity generation, waste and other areas so that our emissions in these areas are 30 per cent lower than they were in 2010. This is an ambitious and achievable target that is aligned with Canada’s international commitment under the Paris Agreement.

Electricity generation Other 3% 4% Aviation 7% Road transportation 54% Industrial and commercial activities 11%

Heating 21%

FigureCONFIDENTIAL 2. Yukon's sources of greenhouse gas emissions (2017). 8

Our Clean Future: A Yukon strategy for climate change, energy and a green economy How we will meet it

Reaching a 30 per cent greenhouse gas reduction target for Yukon will require extensive modernization to our road transportation and heating systems, which together contribute 75 per cent of Yukon’s emissions. It will also require significant diversified investments in more renewable electricity generation, creating local jobs and economic opportunities. By reaching this target, we will inspire others by demonstrating that a remote, northern jurisdiction can achieve a significant reduction in greenhouse gas emissions.

We have learned several lessons since the last time greenhouse gas reduction targets were set for Yukon. In the 2012 Climate Change Action Plan Progress Report, twelve different targets were set for a variety of sectors. While the targets related to greenhouse gas emissions from buildings and electricity generation were met, the other targets were not met or could not be Mining plays a central role reported on due to a lack of available data. in the transition to a green

Since that time, we have made improvements to how we gather and economy. Minerals are vital report greenhouse gas emissions data. We are now setting targets that to low carbon technologies we know we can track through available data. We have also conducted – from batteries to wind modelling work to help us set a greenhouse gas reduction target that is turbines, solar panels and both ambitious and achievable and have built-in a process to update the electric vehicles. Meeting actions in this strategy every three to four years to ensure we remain on an emissions intensity track. target will help Yukon’s Additional action on mining mining industry sustainably produce the In the past, Yukon’s greenhouse gas emissions have gone up and down, driven in large part by the level of mining activity in the territory. While materials needed for the our greenhouse gas reduction target will ensure we see a decrease in global green economy. emissions from transportation, heating and other areas, we also need a plan to address greenhouse gas emissions from mining and other industrial activities.

Over the next several months, we will work with industry to set an intensity-based target for mining that will see our mines produce fewer emissions of greenhouse gases across their lifecycle for every kilogram or kilotonne of material produced. This intensity-based target will encourage industry to look for innovative ways to reduce energy use and greenhouse gas emissions from mining, regardless of how many or few mines are in operation at any time. If mining were incorporated into Yukon’s overall greenhouse gas reduction target, there is a risk that a decrease in mining activity could cause us to reach our target, resulting in less motivation to reduce greenhouse gas emissions from transportation, heatingCONFIDENTIAL and other key areas. 9

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Ensuring reliable, affordable and renewable energy

Electricity

The issue

In Yukon, we meet over 90 per cent of our electricity needs each year with clean, renewable power because of our large supply of hydroelectricity. As Yukon’s economy and communities grow, and as Yukoners increasingly invest in electric vehicles and electric heating technologies – particularly in new buildings – demand for electricity will grow.

Our target

Moving forward, we will ensure that we continue to The Yukon Energy Corporation is working provide most of our electricity from renewable sources. on a detailed renewable energy plan to For the main Yukon electricity grid, we will ensure that identify projects that will help us reach at least 93 per cent of the electricity we use comes the renewable electricity targets from renewable sources, even as demand grows. For the communities that are not connected to the main established in this strategy. The electricity grid, we will reduce diesel use for electricity renewable energy plan will update the generation by 30 per cent by 2030, compared to 2010. Yukon Energy Corporation’s 2016 Integrated Resource Plan and will be To make sure the lights turn on when we need them and that we are able to heat our homes – even on the informed by the work of an independent coldest days of winter – we will also have the expert energy panel that is talking to necessary backup power on hand. Today, fossil fuels Yukoners about specific renewable like diesel and natural gas are best suited for backup energy opportunities and challenges in power because they are quick and reliable. Over time, Yukon. technological improvements and efforts to be more energy efficient will reduce the amount of fossil fuels we need to have as backup energy.

How we will meet it

To meet Yukon’s renewable electricity targets, we will need to invest in more electricity generation capacity, which could range from wind and solar to hydroelectricity projects. We may also need to upgrade electricity transmission and distribution infrastructure to support increased use of electricity forCONFIDENTIAL things like electric vehicle charging. 10

Our Clean Future: A Yukon strategy for climate change, energy and a green economy These investments will create local jobs and opportunities, but electricity rates could go up. This is in part because significant capital investments will be needed. It is also because the full costs of diesel and other fossil fuels – like air pollution, greenhouse gas emissions and fuel spills – are not reflected in the fees we currently pay for these energy sources.

The Government of Yukon will strive to minimize the impact of any electricity rate increases on Yukoners by helping individuals, families and businesses use energy more efficiently. We will also work with Yukon’s electrical utilities to facilitate energy-efficient practices and reduce demand at peak times. This will reduce the amount of new electricity generation infrastructure that needs to be built and the related impacts on electricity rates.

Transportation and Heating

The issue

Two-thirds of the energy we use for transportation and heating comes from fossil fuels. Over the next ten years, we will reduce our reliance on fossil fuels in these areas. We will do this through efficiency improvements to reduce energy demand, switching to clean electricity for some of our transportation and heating needs, and developing local renewable heat sources like biomass energy.

Our target

By 2030, we will meet 40 per cent of our heating needs with renewable energy sources. For transportation, reaching the overall greenhouse gas target for Yukon will involve a significant reduction in transportation emissions because road and air transportation account for 61 per cent of Yukon’s greenhouse gas emissions.

CONFIDENTIAL 11

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Adapting to climate change

The issue

We are already experiencing significant changes to our climate. Since 1948, temperatures in northern Canada have increased by 2.3 degrees Celsius, with temperature rise being most rapid in Yukon and the Northwest Territories[1]. This is close to three times the rate at which global temperatures are rising. Over the same period, rain and snowfall increased by six per cent in Yukon and has become more unpredictable[2].

Some climate change impacts we have experienced, and will continue to experience, are:

 Permafrost thaw, which damages buildings and roads, changes landscapes and affects ecosystems;

 More frequent extreme weather events, which can destroy habitat and homes and cause flooding;

 More severe forest fires, which pose a risk to communities and affect ecosystems and wildlife; and

 Glacier melt, which can affect river Figure 3. Change in annual temperature across flow patterns, water temperature Canada from 1948 to 2016. Figure from the and aquatic health. Government of Canada[1].

Our target

We are taking action to adapt to climate change, including impacts we are already experiencing and those yet to come. We want to make sure that by 2030, Yukon communities are highly resilient to the impacts of climate change. To track progress toward this goal, we will work with Indigenous and municipalCONFIDENTIAL partners to establish a set of indicators to measure how resilient Yukon communities are. 12

Our Clean Future: A Yukon strategy for climate change, energy and a green economy How we will meet it

When planning for the changes we expect to see in the future, it is important to recognize that the range of possible climate impacts depends on global greenhouse gas emissions. To prepare for future conditions, we assume that global greenhouse gas emissions will continue along the current path when predicting the risks that we will face.

The actions we take through this strategy will benefit Yukoners no matter how much change we experience, because efforts to respond to climate change involve significant investment in people and communities.

A risk-based and human-centered approach

Not all individuals, households or communities will be affected the same by the changes that are coming. Our vulnerability to the impacts of climate change is affected by The Intergovernmental Panel on the condition of our homes, whether we rent or own, our Climate Change (IPCC) is the leading ability to afford insurance, the health conditions we live with, international scientific body on and the presence of friends and family to support us in climate change. In its Fifth emergencies. Assessment Report, the IPCC In this strategy, our approach to adaptation recognizes the identified four “representative importance of reducing the risks we all face while also concentration pathways” (RCPs) that working to improve human health, food security, and other describe different levels of future factors like access to housing and stable employment that climate warming depending on will make all Yukoners and Yukon communities more resilient. global greenhouse gas emissions. Currently, global greenhouse gas We will also work to understand and reduce the impacts of emissions are most consistent with climate change on Yukon’s natural environment, including the RCP8.5 pathway, which projects wildlife, plants, fish and ecosystems more generally. This work will complement broader efforts to conserve wildlife, 2.6 to 4.8 degrees of warming protect biodiversity and manage forests sustainably. It will globally by the end of the century. also make Yukon communities more resilient because intact natural systems provide protection from some climate change impacts. CONFIDENTIAL 13

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Building a green economy

The issue

A green economy creates economic prosperity while protecting the environment in order to build a healthy, prosperous future. In a green economy, energy and other resources are used efficiently, with minimal waste. Economic activities and operations release fewer emissions of carbon dioxide and other gases. A green economy is also resilient and inclusive so that communities, businesses and individuals can adapt efficiently to the impacts of climate change and take advantage of new opportunities.

There are many opportunities for Yukoners as we build a green economy in the territory, alongside national and international efforts. As local, national and global demand for green goods and services increases, there are opportunities for Yukon innovators, entrepreneurs and businesses to supply clean energy and find ways to use energy more efficiently. The knowledge economy will grow as Yukoners come up with innovative solutions to local and global challenges. Efforts to use energy and other resources more efficiently will also reduce operating costs for Yukon businesses.

What we will do

Yukon’s approach to a green economy focuses on:

 Helping Yukon businesses and individuals plan for, and benefit from, the economic opportunities that will arise as we take action on climate change and energy;

 Supporting innovation and the knowledge economy and recognizing the achievements of local green businesses and organizations; and

 Making it easier for businesses, communities and entrepreneurs to access funding and support for green projects across Yukon.

We will track our progress toward building a green economy by looking at changes to greenhouse gas emissions per person and greenhouse gas emissions per unit of gross domestic product over time. CONFIDENTIAL 14

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Taking action

Our Clean Future: a Yukon strategy for climate change, energy and a green economy is organized into six areas:

Transportation

Homes and buildings

Energy production

Communities

Innovation

Leadership

Within each area, we include several objectives that reflect the priorities of the Government of Yukon as well as participating municipal and Indigenous partners. For more information about how the objectives were prioritized, please see page 60.

Each objective contributes to one or more of these four goals:

Reducing greenhouse gas emissions;

Ensuring Yukoners have access to reliable, affordable and renewable energy;

Adapting to the impacts of climate change; and

Building a green economy.

CONFIDENTIAL 15

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Actions Government of Yukon departments and agencies To reach each objective, we need to take specific, tangible actions. At the time of this public engagement, the draft strategy only CS Community Services contains the Government of Yukon’s EcDev Economic Development proposed actions. These actions are the EDU Education Government of Yukon’s top priorities for EMR Energy, Mines and Resources addressing climate change, meeting energy ENV Environment needs and building a green economy over ECO Executive Council Office the next ten years. For each action, the FIN Finance Government of Yukon department or agency HSS Health and Social Services responsible for leading the implementation of HPW Highways and Public Works that action is listed for transparency and accountability. JUS Justice TC Tourism and Culture Timing YDC Yukon Development Corporation YEC Yukon Energy Corporation The Government of Yukon’s actions will be YHC Yukon Housing Corporation updated every three to four years to ensure the strategy remains relevant from now until 2030.

Partnership

The Government of Yukon will use this strategy to lead by example while also supporting First Nations, municipalities, businesses and individuals to take collaborative action to build a strong, healthy future.

To implement many of the Government of Yukon’s actions in this strategy, we will continue to depend on partnerships with the federal government, using funding available to provinces and territories. In particular, we hope to receive continued federal support for improvements in clean transportation, building energy efficiency, renewable energy projects, emergency preparedness and response, and community adaptation.

CONFIDENTIAL 16

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Yukon in 2030 Here are some of the ways Yukon could look different in 2030 as a result of the objectives and actions in this strategy.

Our mining industry will produce fewer emissions of greenhouse gases per unit of production.

40 per cent of our heat will come from renewable energy.

Native species will be able to move across the landscape in response to climate change through a network of protected areas.

We will be better prepared to respond to emergencies.

More people will use public and active transportation.

Our homes and buildings will be substantially more energy efficient.

We will grow more of our food locally.

93 per cent of our electricity will be generated by hydro, wind, solar, biomass and other renewable sources. CONFIDENTIAL Businesses will capitalize on opportunities for green 17 innovation and Our Clean Future: A Yukon strategy for climate change, energy and a greenThere economy could be over 6,000 entrepreneurship. zero emission vehicles in Yukon. Measuring our progress

The Government of Yukon is developing a plan to evaluate our progress to make sure we reach our goals. This plan will include regular reporting to the public on the implementation of the actions in this strategy, our progress toward the objectives we have established, and where we are at in relation to our targets. More information about how we will measure our progress will be included in the final strategy.

Targets snapshot

Goal Related targets

Greenhouse gas  By 2030, Yukon’s greenhouse gas emissions from transportation, emissions heating, electricity and other areas will be 30 per cent lower than they were in 2010.

Reliable, affordable and  93 per cent of the electricity we use on the main Yukon electricity renewable energy grid will come from renewable energy.  By 2030, we will use 30 per cent less diesel for electricity generation in off-grid communities.  By 2030, 40 per cent of the energy we use for heating will come from renewable sources.

Climate change  All Yukon communities will be highly resilient to the impacts of adaptation climate change by 2030.

Green economy  By 2030, we will see reductions in greenhouse gas emissions per capita and greenhouse gas emissions per unit of gross domestic product (GDP).

CONFIDENTIAL 18

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Reaching our targets

Working together

Yukoners will need to work together to reach our greenhouse gas reduction target and our goal for all Yukon communities to be highly resilient to the impacts of climate change by 2030. Recognizing this, Our Clean Future creates many opportunities for Yukoners to take part in reducing emissions, making Yukon more resilient, and building a green economy. Here are some of the ways you can participate and help ensure we are able to build the clean, resilient Yukon we want for the future.

Greenhouse gas reduction target

In 2017, the most recent year we have data for, Yukon’s non-mining greenhouse gas emissions were 620 kilotonnes. This is an increase from our 2010 emissions of 590 kilotonnes. Based on modelling, we anticipateCONFIDENTIAL that Yukon’s non-mining emissions could increase to 677 kilotonnes in 2030 if we do not 19

Our Clean Future: A Yukon strategy for climate change, energy and a green economy take action. As a result, to reach our 30 per cent greenhouse gas reduction target by 2030, we estimate that we need to reduce Yukon’s greenhouse gas emissions by 264 kilotonnes.

However, forecasting what Yukon’s greenhouse gas emissions could be in 2030 is very challenging. Future emissions depend on several factors, including population growth, the economy, and the success of the actions in this strategy, all of which are hard to predict. This makes it very important to track actual greenhouse gas emissions on a regular basis and be flexible and adaptive in our efforts.

Assuming that we need to reduce greenhouse gas emissions by 264 kilotonnes, we expect that the actions outlined in this strategy will get us three-quarters of the way there. The Government of Yukon is committed to closing the remaining gap over the next 10 years as new technologies become available and as we learn more about which actions are the most effective.

Figure 4. Historical and forecasted non-mining greenhouse gas emissions with and without the actions identified in this strategy.

Moving forward, we will monitor greenhouse gas emissions and the success of our actions as we implement this strategy. Based on this information, we will update our actions in 2024 to help close the gap in meeting our 2030 greenhouse gas reduction target, as well as the other targets in this strategy. In 2027, we will complete another update based on the newest information on our progress. CONFIDENTIAL 20

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Anticipated greenhouse gas reductions in 2030 in kilotonnes (kt)

Increasing the use of zero emission vehicles: 6 kt  Targets for zero emission vehicles to be 10 per cent of light-duty vehicles sales in 2025 and 30 per cent in 2030.  Rebates for purchasing zero emission vehicles.  Commitment for half of all new cars purchased by the Government of Yukon to be zero emission vehicles.

Increasing the use of public and active transportation. 6 kt

Using cleaner fuels for transportation:  Increasing the use of clean diesel in heavy duty transportation. 57 kt  Increasing the use of ethanol as a clean gasoline alternative. 11 kt

Making buildings more energy efficient: 21 kt  Rebates and low-interest financing for energy efficiency retrofits.  Requiring new buildings to be significantly more energy efficient.

Replacing fossil fuel heating systems with electric heat pumps in 9 kt buildings that have been retrofitted to be more energy efficient.

Conducting energy efficiency retrofits and installing renewable heating 8 kt systems in Government of Yukon buildings.

Using clean electricity:  Requiring at least 93 per cent of the electricity on the main Yukon 71 kt grid to come from renewable sources.  Reducing the use of diesel for electricity generation in off-grid 10 kt communities by 30 per cent through community-based renewable energy projects.  Substituting some of the diesel used to generate electricity with 7 kt clean diesel alternatives like renewable diesel or biodiesel.

Total* 202 kt

GHG reduction needed to reach 30 per cent target 264 kt *The total does not match the sum of the invidual policies because of policy interactions where two or more policiesCONFIDENTIAL contribute to the same greenhouse gas reduction. 21

Our Clean Future: A Yukon strategy for climate change, energy and a green economy

Transportation

CONFIDENTIAL 22

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Area #1: Transportation

Currently, almost all the energy we use to meet transportation needs comes from fossil fuels. As a result, transportation is the largest source of greenhouse gas emissions in Yukon, contributing 62 per cent of total emissions. Close to 90 per cent of transportation emissions come from road transportation, with a relatively equal split between personal vehicles and commercial and industrial vehicles. The remaining transportation emissions are from aviation.

Our approach to transportation will make it easier for Yukoners to use clean forms of transportation, reducing fuel costs for individuals, families and businesses as well as greenhouse gas emissions. We will also respond to the impacts of climate change on our transportation systems to ensure Yukon’s economy remains strong and resilient. Our transportation objectives are supported by efforts in other areas of this strategy that will reduce our dependence on imported fossil fuels and other products by supporting local goods and services.

Transportation objectives at a glance

Increase the number of zero emission vehicles on our roads.

Increase the use of public and active transportation.

Reduce the carbon footprint from medium and heavy-duty vehicles.

Be more efficient in how and when we travel to avoid unnecessary travel and to use fuel more efficiently.

Ensure roads, runways and other transportation infrastructure are resilient to the impacts of climate change.

CONFIDENTIAL 23

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Increase the number of zero emission vehicles on our roads.

Increasing the use of electric vehicles and vehicles with low or zero greenhouse gas emissions is one of the most significant ways we can reduce emissions. There are already several electric vehicles in Yukoners drive about 16,000 Yukon, and they are a reliable and affordable transportation solution, even in our cold climate. Supporting a broader transition to zero kilometres each year. At this emission vehicles will allow Yukoners to continue to go where and distance, the average Yukoner when they need to while reducing greenhouse gas emissions and could save close to $2,000 a improving air quality. It will be important for zero emission vehicle year in fuel costs by switching sales to come from local dealerships to support Yukon’s green from a gasoline vehicle to an economy. electric vehicle, depending on Our target for 2030 is to have over 6,000 zero emission vehicles the vehicle make and model [3]. registered in the territory – or approximately one in every six passenger vehicles on the road. Our commitment to meet at least 93 per cent of Yukon’s electricity needs from renewable sources will ensure these vehicles are powered sustainably.

ACTIONS

1. Work with local dealerships to ensure enough zero emission vehicles are available EMR for purchase in Yukon to reach targets that zero emission vehicles will be 10% of light duty vehicle sales in 2025 and 30% in 2030.

2. Ensure half of all new cars purchased by the Government of Yukon are zero HPW emission vehicles.

3. Provide a rebate to Yukon businesses and individuals who purchase eligible zero EMR emission vehicles.

4. Continue to install fast-charging stations across Yukon to make it possible to travel EMR between all road-accessible Yukon communities by 2027.

5. Work with the governments of British Columbia, Northwest Territories, and Alaska EMR to explore options for installing electric vehicle charging stations to connect Yukon with BC, NWT, and Alaska.

6. Provide financial incentives to support the installation of electric vehicle charging EMR CONFIDENTIALstations at multi-residential and commercial buildings. 24

Our Clean Future: A Yukon strategy for climate change, energy and a green economy 7. Require new residential buildings in the greater Whitehorse area to be built with CS the electrical infrastructure to support Level 2 electric vehicle charging.

8. Enable private businesses and Yukon’s public utilities to sell electricity for the EMR purpose of electric vehicle charging.

9. Conduct a public education campaign to raise awareness of the benefits of electric EMR vehicles and how they function in cold climates.

Increase the use of public and active transportation.

Increasing the number of people who walk, bike and use public transit is another key way to lower greenhouse gas emissions. By reducing the number of people driving vehicles, investments in public and active transportation also reduce congestion, improve air quality and help people lead active, healthy lives. Making it easier to get around without a vehicle can also contribute to more inclusive communities by providing an accessible and affordable way to get from one place to another. While transportation options in and around Whitehorse are key to reducing greenhouse gas emissions, we will also look for public and active transportation solutions in and between Yukon’s smaller communities.

ACTIONS

10. Provide financial incentives to encourage the purchase of electric bicycles for EMR personal and business use.

11. Investigate the feasibility of using electric buses for public transportation. CS & EMR

12. Explore opportunities to support municipal and First Nations partners with CS public transportation projects.

13. Continue to incorporate active transportation in the design of highways and HPW other Government of Yukon transportation infrastructure near communities.

14. Continue to offer flexible start times to make it easier for Government of Yukon staff to use public transit, active transportation and carpooling when ENV operationally feasible. CONFIDENTIAL 25

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Reduce the carbon footprint from medium and heavy-duty vehicles.

Yukoners rely heavily on goods brought up from southern Canada and around the world. While we are making progress toward meeting more of our needs locally, shipping of food, fuel, and other products will continue to be an important part of our lives and economy, given Yukon’s relative remoteness. We also rely on medium duty vehicles like school buses, road clearing equipment and mail delivery vans to keep communities safe and accessible and to meet our daily needs. We will work to find efficiencies and reduce emissions from medium and heavy-duty vehicles.

ACTIONS

15. Replace older Government of Yukon heavy-duty fleet vehicles and incorporate fuel HPW efficiency into purchasing decisions to reduce greenhouse emissions and fuel costs.

16. Increase the use of clean diesel alternatives like biodiesel and renewable diesel, EMR & such as through a 20% renewable content standard. ENV

17. Establish a financial incentive to support the purchase of short-haul medium and EMR heavy-duty electric vehicles for commercial applications within Yukon.

18. Pilot the use of idle-reduction and fuel efficiency technologies to reduce the fuel EMR consumption of heavy-duty vehicles.

19. Work with the Government of Canada to offer courses on efficient driving for HPW medium and heavy-duty vehicle operators.

Be more efficient in how and when we travel to avoid unnecessary travel and to use fuel more efficiently.

Sometimes we make decisions about how or when we travel that are not as efficient as they could be. We may idle our vehicles or drive too fast. We may choose to drive alone, rather than carpooling with friends or coworkers. We may bring more luggage than we need on a holiday, affecting the fuel efficiency of the plane when we fly. Sometimes we might travel somewhere for a meeting or conferenceCONFIDENTIAL when we could have participated by phone or video. 26

Our Clean Future: A Yukon strategy for climate change, energy and a green economy In some cases, these decisions can’t be changed. However, we can sometimes make an effort to travel Safer and more efficient driving smarter or not travel at all. We can invest in technology behaviours like slower acceleration, that will allow us to move ideas rather than people. When more measured braking and driving the we do travel, we can make sure we do so efficiently. Making efforts to be more efficient in how and when we speed limit can increase the fuel travel can help Yukoners save money while also reducing efficiency of your vehicle by up to 35 greenhouse gas emissions, cutting back on congestion, per cent. making roads safer and reducing air pollution.

ACTIONS

20. Increase the use of ethanol as a clean gasoline alternative, such as through a 10 EMR & per cent renewable content standard. ENV

21. Expand the Government of Yukon’s video and teleconferencing systems, raise HPW awareness of the options available, and require employees to consider these options when requesting permission for work travel.

22. Develop systems to coordinate Government of Yukon staff travelling by vehicle HPW within Yukon.

23. Develop guidelines for the Government of Yukon vehicle fleet to ensure HPW appropriate vehicles are used and incorporate fuel efficiency into purchasing decisions to reduce greenhouse gas emissions and fuel costs.

24. Expand the Government of Yukon’s telehealth services to improve access to HSS healthcare in Yukon communities while reducing greenhouse gas emissions from travel to and from Whitehorse.

25. Conduct a public education campaign to raise awareness of the benefits of public ENV and active transportation and efficient driving practices.

Ensure roads, runways and other transportation infrastructure are resilient to the impacts of climate change.

Climate change is already affecting Yukon’s transportation infrastructure. Thawing permafrost damagesCONFIDENTIAL our roads, runways and bridges and increases maintenance costs. Landslides, flooding, 27

Our Clean Future: A Yukon strategy for climate change, energy and a green economy forest fires and other natural hazards can wash out roads, cutting communities off from critical supply routes. It is important that we address the impacts of climate change on our transportation infrastructure to ensure we stay safe and connected and to protect our economy and livelihoods.

ACTIONS

26. Develop and implement climate-resilience guidelines for road construction and HPW transportation infrastructure projects built by or receiving capital funding from the Government of Yukon.

27. Update and expand geohazard maps to cover all major transportation corridors. EMR

28. Analyze flood risk along all major transportation corridors at risk of flooding and ENV & continue to incorporate flood risk information into the design of transportation HPW infrastructure.

29. Conduct climate risk assessments of all major transportation infrastructure projects HPW above $10 million1, such as through the federal Climate Lens assessment.

1 $10 million dollars is the threshold established by the Government of Canada for climate risk assessments throughCONFIDENTIAL the Climate Lens. 28

Our Clean Future: A Yukon strategy for climate change, energy and a green economy

Homes and buildings

CONFIDENTIAL 29

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Area #2: Homes and buildings The Government of Yukon will invest $30

Many Yukoners spend a lot of time inside, whether million dollars on average each year for at home, at work or at school. How we design, use energy efficiency improvements to homes and heat these buildings affects our comfort, and buildings. This will include low-interest safety, productivity, health and finances. financing and rebates, support for First

Right now, many buildings use more energy than Nations and municipal governments, and they need to and heating buildings accounts for 21 retrofits to Government of Yukon buildings. per cent of Yukon’s greenhouse gas emissions. Taking steps to use less energy saves money, stimulates the economy and supports green jobs in construction. Improving energy efficiency is a key step toward significant greenhouse gas reductions through heating highly efficient buildings with low- carbon energy sources like biomass and geothermal.

The Government of Yukon will lead by example in this area by undertaking energy efficiency retrofits and installing renewable heating systems to reduce greenhouse gas emissions from Government of Yukon buildings by 8 kilotonnes by 2030.

At the same time as we make our buildings more efficient, we can ensure they are designed to be more resilient to fires, floods, permafrost thaw and heat stress. This will reduce long-term repair and maintenance costs, health risks like mould, and improve public safety.

Homes and buildings objectives at a glance

Improve the energy efficiency and climate resilience of existing homes and buildings.

Ensure new homes and buildings are built to be low-carbon and climate-resilient.

Increase the use of biomass and other renewable energy sources for heating.

Use energy more efficiently and better align energy supply CONFIDENTIALand demand. 30

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Improve the energy efficiency and climate resilience of existing homes and buildings.

Many existing homes and buildings can be improved to use less energy and to be more resilient to the impacts The amount of money paid by insurance of climate change. The energy efficiency of our homes and buildings is affected by insulation, draftiness, and companies in Canada for property the mechanical and electrical systems we use for heat damage due to severe weather has and power. Similarly, how many trees surround our increased from $400 million per year in buildings affects our vulnerability to forest fires while the 1980s to over one billion dollars per our foundation and roof affect resilience to flooding year. This is contributing to substantial and permafrost thaw. Taking action to improve our homes and buildings will lead to many benefits for increases in premiums for home and Yukoners, from saving money on heating and electricity property insurance across Canada. to improving comfort and safety.

ACTIONS

30. Conduct retrofits in Government of Yukon buildings to reduce energy use and HPW greenhouse gas emissions.

31. Continue to retrofit Government of Yukon social housing and staff housing to YHC reduce energy use in these buildings by 30 per cent.

32. Continue to gather information about climate change impacts on Government of HPW Yukon buildings to maintain safe conditions for occupants and to inform decisions for major construction projects.

33. Provide upfront financing to support energy efficiency retrofits and actions to EMR & improve building resiliency. CS

34. Continue to provide comprehensive incentive programs for home energy retrofits, EMR commercial building retrofits, and energy efficient appliances and other products to reduce energy use.

35. Continue to work with Yukon First Nations to retrofit First Nations housing to be EMR more energy efficient. CONFIDENTIAL 31

Our Clean Future: A Yukon strategy for climate change, energy and a green economy 36. Continue to provide financial support to Yukon First Nations and municipal EMR governments to pursue major energy retrofits to their government buildings across Yukon.

37. Evaluate options to encourage landlords and/or tenants to pursue energy efficiency EMR improvements to rental units.

38. Work with the Government of Canada to develop and implement a low-carbon CS & model building code suitable to northern Canada that will reduce energy use and HPW greenhouse gas emissions from existing buildings.

39. Review the Insurance Act to ensure Yukoners can access adequate insurance for CS fires, floods and permafrost thaw.

Ensure new homes and buildings are built to be low-carbon and climate-resilient.

It is important that new buildings are low-carbon Across Canada, governments are working together toward net- and climate-resilient from the beginning. Making sure zero energy ready buildings. This means buildings constructed in new homes and buildings 2032 and later will be designed to be so energy efficient they are built to energy efficient could be heated and powered with just the energy from onsite standards and with the renewables. In general, this means that new buildings in Canada potential impacts of will be designed to be at least 50 per cent more energy efficient climate change in mind will than currently required by the 2015 National Building Code. The save money for homeowners and building Government of Yukon will work with the Governent of Canada to owners, decrease pressure ensure new codes are suitable to northern Canada. Close to two- on the electrical grid, thirds of new homes in Whitehorse are already being built near reduce greenhouse gas this standard thanks to rebates from the Energy Solutions Centre. emissions and improve safety and comfort.

CONFIDENTIAL 32

Our Clean Future: A Yukon strategy for climate change, energy and a green economy ACTIONS

40. Work with the Government of Canada to develop and implement building codes CS & suitable to northern Canada that will aspire to see all new residential and HPW commercial buildings be net zero energy ready by 2032.

41. Publish a building standards manual for the design and construction of new HPW Government of Yukon buildings that will improve energy efficiency and reduce greenhouse gas emissions.

42. Require buildings to be constructed to be more climate resilient by adopting and CS enforcing standards related to permafrost thaw, flooding, fires and other climate change impacts.

43. Conduct climate risk assessments of all major building projects over $10 million CS & that are built or funded by the Government of Yukon. HPW

44. Continue to provide rebates for new homes that are built to energy efficient EMR standards.

Increase the use of biomass and other renewable energy sources for heating.

Increasing how much of our heating needs are met through renewables will reduce our greenhouse gas emissions and support the local economy. In this strategy, we will focus on Heat pumps are a form of electric increasing the use of wood and other forms of biomass heating in which heat from the air or energy in large commercial and government buildings with ground outside the building is significant heating demand. Sustainably harvested biomass is absorbed, concentrated and then a low-carbon and renewable energy source. It can help released inside the building. Heat reduce our greenhouse gas emissions while supporting jobs in our local biomass industry and decreasing the risk of forest pumps are significantly more energy fires around Yukon communities. Our focus on heat includes efficient than standard electric geothermal and other renewable heat options that may resistance heaters like electric become available in the future. We will also focus on efficient baseboards. They can also be used electric heating technologies like air source and ground to cool buildings during the summer. source heat pumps, that use less electricity than conventional resistanceCONFIDENTIAL electric heat. 33

Our Clean Future: A Yukon strategy for climate change, energy and a green economy ACTIONS

45. Install renewable heat sources such as biomass energy in Government of Yukon HPW buildings to reduce greenhouse gas emissions and create long-term demand for renewable heating.

46. Establish a program to support the replacement of fossil fuel heating systems with EMR electric heat pumps in buildings that have been retrofitted to be more energy efficient, with a target of 1,500 buildings over 10 years.

47. Continue to provide technical and administrative support to First Nations EMR governments and development corporations to switch to biomass and other renewable heating systems.

48. Continue to provide rebates to install biomass and other renewable heating EMR systems.

49. Identify regulatory improvements that could support the growth of Yukon’s EMR biomass energy industry during the review of the Forest Resources Act.

50. Regulate air emissions from biomass burning systems to minimize the release of ENV harmful air pollutants.

51. Conduct a lifecycle analysis of biomass energy use in Yukon to identify ENV recommended forest management practices to guide sustainable and low-carbon biomass harvesting.

52. Continue to use residual biomass fibre harvested during forest fuel management CS & projects to provide a source of renewable biomass energy and increase the EMR resilience of communities to wildland fire risk.

CONFIDENTIAL 34

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Use energy more efficiently and better align energy supply and demand.

Energy use is affected by how much we heat our buildings, whether we leave the lights on when we leave the house, what appliances we buy, and other behaviours. Using energy more efficiently will help Yukoners save money and reduce greenhouse gas emissions. It is also important to align the timing of when people use energy with when energy is available to us through demand-side management. For example, we can shift energy use away from peak times to other times when fewer people are using energy.

ACTIONS

53. Direct the Yukon Utilities Board to allow Yukon’s public utilities to pursue cost- YDC effective capacity demand-side management measures.

54. Install individual electrical meters at Government of Yukon social and staff housing YHC to encourage tenants to use energy more efficiently.

55. Conduct a pilot project to evaluate the use of smart devices to shift customers’ YDC energy demand to off-peak hours.

56. Continue to conduct outreach and education to encourage Yukoners to use energy EMR & more efficiently. YHC

CONFIDENTIAL 35

Our Clean Future: A Yukon strategy for climate change, energy and a green economy

Energy Production

CONFIDENTIAL 36

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Area #3: Energy production

While close to 93 per cent of the electricity 100 we generate in Yukon comes from renewable 80 sources, only 26 per cent of the heat energy we use is from renewable sources, with the 60 rest coming from non-renewable sources like 40 diesel and propane. Overall, about 20 per 20 cent of the energy we use in Yukon comes 0 from renewable resources. Electricity Heat

Our approach to energy production will see Renewable Fossil fuel more renewable energy produced for both Figure 5. The percentage of electricity and heat energy that heating and electricity. This will allow us to is produced by renewable sources and fossil fuels (2016). continue to heat and power our lives with clean energy while supporting local jobs across Yukon, decreasing our dependence on diesel, and reducing our greenhouse gas emissions. Our efforts to produce more energy from renewable sources as well as our actions to make our homes and buildings more energy efficient will minimize the amount of diesel and natural gas we need to have on hand as backup energy.

At the same time, we will take action to make our electricity generation, distribution and transmission infrastructure resilient to the impacts of climate change so Yukoners continue to have access to safe and reliable power.

Electricity objectives at a glance

Increase the supply of electricity generated from renewable sources.

Support local and community-based renewable energy projects for heating and electricity.

Ensure electricity generation, transmission and distribution infrastructure is resilient to the impacts of climate change. CONFIDENTIAL 37

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Increase the supply of electricity generated from renewable sources.

It will be important to increase the amount of electricity we produce from renewable sources as demand grows. While most of our electricity Through the Government of Yukon’s currently comes from hydro, we also have other renewable energy sources available like wind, Independent Power Production Policy and biomass, solar and geothermal. Producing more of Micro-generation Program, Yukon our electricity with local renewable energy will communities and households have been make us more self-sufficient and less vulnerable to generating clean electricity and selling power changing fuel prices. Making sure we continue to to the grid. Participating households in the supply most of our electricity through renewable Micro-generation Program have earned close sources is key to reducing our greenhouse gas emissions. to $700 per year on average by selling excess electricity to the grid.

ACTIONS

57. Require at least 93 per cent of the electricity generated on the Yukon Integrated EMR & System to come from renewable sources, calculated as a long-term rolling average. YDC

58. Substitute some of the diesel used to generate electricity with clean diesel EMR & alternatives like biodiesel and renewable diesel. ENV

59. Update the Public Utilities Act to ensure an effective and efficient process for EMR & regulating electricity in Yukon. JUS

60. Pursue opportunities to install renewable electricity systems on Government of HPW & Yukon buildings and at remote historic sites co-managed by the Government of TC Yukon and Yukon First Nations.

Support local and community-based renewable energy projects.

Local and community-based renewable energy projects create jobs and opportunities across Yukon, support self-sufficiency and help Yukoners be part of the clean energy economy. Through this strategy, weCONFIDENTIAL will support communities and individuals to produce local renewable energy for heating and 38

Our Clean Future: A Yukon strategy for climate change, energy and a green economy electricity, while creating opportunities for local businesses and contractors. Our target is to have an operating independent power production project in each off-grid community by 2025. We will also increase our knowledge of renewable and low-carbon energy sources that may be available in Yukon.

ACTIONS

61. Continue to provide financial and technical support for First Nations and YDC municipal governments and community organizations to undertake community- led renewable energy projects.

62. Continue to implement the Independent Power Production Policy that enables EMR Yukon’s public utilities to purchase electricity from independent power producers, including Yukon First Nations and communities, and increase the Standing Offer Program limit from 20 GWh to 40 GWh to support additional projects.

63. Develop models for First Nations to economically participate in renewable YDC electricity projects developed by Yukon’s public utilities.

64. Continue to enable Yukoners to connect renewable energy technologies to their EMR homes and businesses and export surplus energy to the electrical grid through the Micro-generation Program.

65. Continue to provide rebates to support the installation of renewable energy EMR systems for heating and electricity in residential, commercial and institutional buildings.

66. Develop legislation to regulate geothermal energy development in Yukon. EMR

67. Continue to conduct research into the potential to use geothermal energy in EMR Yukon for heating and/or electricity.

68. Research the potential to use nuclear energy in Yukon, including small modular EMR reactors.

CONFIDENTIAL 39

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Ensure electricity generation, transmission and distribution infrastructure is resilient to the impacts of climate change.

The impacts of climate change and extreme weather events can negatively affect electricity infrastructure like power lines. Climate change is also affecting rain, snowfall and glacier melt in Yukon, which in turn can impact our hydro-based electricity system. The Government of Yukon, through the Yukon Energy Corporation, is responsible for the safe and effective management of our electrical systems. Proactive climate change risk management is an operating imperative. This involves conducting research, forecasting future conditions, identifying risks and opportunities, developing adaptation options, and incorporating climate change into long-term planning and decision making.

ACTIONS

69. Continue existing partnerships with academia, government, First Nations, and YEC NGOs to research and understand key impacts of climate change on the electricity sector.

70. Use in-flow forecasting models to incorporate climate change data into short, YEC medium and long-term water forecasts for renewable hydroelectricity generation.

71. Design, construct and maintain all electricity infrastructure using best available YEC methods to avoid permafrost degradation.

72. Continue to incorporate updated flood probability and intensity considerations into YEC dam safety programs and reviews.

73. Implement a glacier monitoring program to improve our ability to predict the ENV impacts of glacier melt on hydrological systems and hydroelectricity generation.

CONFIDENTIAL 40

Our Clean Future: A Yukon strategy for climate change, energy and a green economy

Communities

CONFIDENTIAL 41

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Area #4: Communities

Yukon is home to many unique, vibrant communities where we live, work, play and celebrate our cultures. This strategy takes proactive steps to ensure our communities will be strong and resilient into the future. Our communities will increasingly be places where people walk, cycle and use public transportation to get around and where local businesses thrive. We will be more resilient to the impacts of climate change, grow and eat more locally produced food, and continue to celebrate our cultures and traditions.

Communities objectives at a glance

Design our communities to be low-carbon and resilient to the impacts of climate change.

Ensure we are prepared for emergencies that are becoming more likely due to climate change.

Supply more of what we eat through sustainable local harvesting and food production.

Maintain our ability to safely engage in traditional and cultural activities.

Protect and enhance human health and wellbeing in a changing climate.

Respond to the impacts of climate change on wild species and their habitats.

CONFIDENTIAL 42

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Design our communities to be low-carbon and resilient to the impacts of climate change.

The ways our communities are designed affects how easy it is to walk to work, take public transit, or use renewable energy sources for heating and electricity. Building infrastructure to be climate- The design of communities and the underlying infrastructure also affects our ability to provide critical resilient adds about three per cent to the services like healthcare, clean and safe drinking water upfront cost. However, this investment and waste management. Moving forward, we will focus pays back at about four times the amount on densifying communities rather than expanding invested due to lower repair costs and a outwards and make sure our homes are close to the longer useable lifespan[4]. Engineers and places where we work and play. We will ensure that planners can follow the Government of our communities are designed in ways that reduce our vulnerability to forest fires, permafrost thaw, flooding, Canada’s Climate Lens guideline to help drought and other natural hazards that are expected to them design resilient infrastructure. worsen with climate change.

ACTIONS

74. Update and expand geohazard and floodplain maps to cover all Yukon EMR & communities, where appropriate, and assess how many buildings and other ENV structures are currently located in areas with high geohazard or flood risk.

75. Conduct a review of best practices for developing walkable, bike-friendly, transit- ENV oriented communities and develop guidelines that can be used by the Government of Yukon and partners.

76. Develop and implement climate-resilience guidelines for community design and CS infrastructure development projects built by or receiving capital funding from the Government of Yukon.

77. Continue to conduct detailed climate change risk assessments of all major CS community infrastructure projects over $10 million that are built or funded by the Government of Yukon. CONFIDENTIAL 43

Our Clean Future: A Yukon strategy for climate change, energy and a green economy 78. Make recommendations to consider the impacts of climate change in regional land EMR use and local area planning processes and, consistent with those plans, ensure communities are designed to be climate-resilient through the Government of Yukon’s development permitting and zoning processes.

79. Provide technical and administrative assistance to First Nations and municipal EMR governments to prepare integrated asset management plans that will reduce costs, attract businesses and investment to communities and increase climate resilience.

Ensure we are prepared for emergencies that are becoming more likely due to climate change.

Climate change is increasing the likelihood of emergencies like severe forest fires and floods. Taking action to reduce the risk of these events, and ensuring Emergency preparedness is a good we are prepared if they do happen, is critical. Through investment. As one example, for every this strategy, we will work to build climate-resilient dollar invested in effective early warning communities across Yukon and to have systems in place systems for floods, fires or heatwaves, to effectively predict and respond to fires, floods and taxpayers save ten dollars on average in other emergencies like water shortages or landslides avoided damages.[4] that may threaten Yukon communities.

ACTIONS

80. Improve our ability to predict floods and forest fires by using updated earth ENV & observation platforms, expanding our network of automated weather stations CS and using modelling tools, and improve early warning systems for flooding.

81. Develop and implement Wildfire Protection Plans for Yukon communities that CS outline recommended forest fuel management activities like FireSmarting to reduce forest fire risk.

82. Increase the capacity in Yukon Wildland Fire to prevent wildfires through forest CS fuel reduction activities and to respond to extended fire seasons. CONFIDENTIAL 44

Our Clean Future: A Yukon strategy for climate change, energy and a green economy 83. Work with First Nations and municipal governments to develop emergency CS & management plans for all Yukon communities informed by all-hazard community HSS and critical infrastructure assessments, including plans to provide animal shelters during emergency evacuations.

84. Work with First Nations and municipal governments to deliver emergency CS management programming for all Yukon communities, including initiatives to raise awareness of wildfire and flood risk and what Yukoners can do to be more resilient.

85. Develop a territorial disaster financial assistance policy to support recovery from CS natural disasters that result in extensive property damage or disruption to the delivery of essential goods and services.

Supply more of what we eat through sustainable local harvesting and food production.

Harvesting and producing more of the food we eat locally increases food security, contributes to the economy, and reduces how much food we need to The 2016-2021 Local Food Strategy for ship into the territory. Local harvesting activities Yukon supports a more developed and include subsistence hunting, gathering and fishing. sustainable local food system in the Local food production can include community territory. Our Clean Future highlights the greenhouses and gardens, backyard gardens, larger- Government of Yukon’s continued scale agriculture and farming and small-scale animal commitment to many relevant initiatives in husbandry. All these forms of local harvesting and food production have an important role to play in a the Local Food Strategy, including resilient, sustainable future. community food production.

ACTIONS

86. Continue to provide access to funding for community gardens, greenhouses and EMR animal husbandry projects, especially in rural communities.

87. Continue to provide technical advice to assist First Nations and municipal EMR CONFIDENTIALgovernments with their agricultural and animal husbandry projects. 45

Our Clean Future: A Yukon strategy for climate change, energy and a green economy 88. Continue to research how climate change could affect local agriculture in the EMR future.

89. Continue to assist agricultural producers to respond to the impacts of climate EMR & change, adopt low-carbon practices, and use surface water and groundwater YDC efficiently through technical advice, access to funding, and supportive infrastructure.

90. Regularly gather data on food insecurity to understand how many Yukoners are HSS food insecure and why.

Respond to the impacts of climate change on wild species and their habitats.

Climate change is putting pressure on wild species and their habitats. Species ranges are projected to shift, snowpacks may become deeper, and streams are anticipated to change in flow, temperature and sediment levels. Extreme weather events, changes to the availability of prey and forage and conditions favourable to new and invasive species will negatively affect native species and existing ecosystems, adding to the cumulative stress they are experiencing. In response, they may migrate to a new location, adapt, persist or decline. For species that are used for subsistence, this can affect when and where people are able to harvest food. It is important that we better understand how climate change is affecting the natural environment and take action to minimize the impacts on wild species, their habitats, and the people that depend on them.

ACTIONS

91. Continue to improve our understanding of how climate change will impact ENV watersheds, including water quality, quantity and habitat for fish and other wild species.

92. Continue to build our knowledge of how climate change is affecting ecosystems, ENV & wild species and their habitats. EMR

93. Identify and monitor key species that will provide an indication of the impacts of ENV CONFIDENTIALclimate change on Yukon ecosystems. 46

Our Clean Future: A Yukon strategy for climate change, energy and a green economy 94. Continue to apply landscape conservation science to build a network of protected ENV areas and other lands that allow native species to move, adapt and survive in the face of climate change.

95. Continue to track new and invasive species to Yukon that could impact ecosystems ENV and biodiversity.

Maintain our ability to safely engage in traditional and cultural activities.

Many people go out on the land to hunt, fish, pick berries, travel from one community to another, and pursue other traditional and cultural activities. Climate change is threatening the safety of some of these activities. For example, changing trail and weather conditions are making it more dangerous to go out on the land. Climate change is also affecting sites that hold particular cultural and historic importance. We will take steps to understand how climate change is affecting cultures and traditions – using traditional, local and scientific knowledge – and respond appropriately to ensure long-term cultural sustainability.

ACTIONS

96. Increase search and rescue capacity through training, retention and volunteer CS recruitment.

97. Continue to offer hunter education courses to promote environmental stewardship ENV and safety on the land.

98. Continue to raise awareness of changing bear hibernation habits and how to stay ENV safe in bear country.

99. Continue to address the impacts of climate change on historic and cultural sites TC across Yukon.

100. Work collaboratively with First Nations and the Inuvialuit to develop a strategy to TC address the impacts of climate change on heritage sites on the North Slope. CONFIDENTIAL 47

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Protect and enhance human health and wellbeing in a changing climate.

Climate change affects human health in many ways. Health may be affected directly, such as impacts from extreme weather, or indirectly, such as the impacts of climate change on the environment. Our health and wellbeing also affects how much we are personally impacted by climate change and how quickly we are able to bounce back. We will act to reduce the negative impacts of climate change on human health by strengthening community resilience, enhancing food security, improving our ability to identify mental and physical health impacts of climate change and adapting to changing conditions.

ACTIONS

101. Train health and social service care providers to identify and respond to the HSS physical and mental health impacts of climate change.

102. Develop and implement a system to track cases of climate-related illnesses like HSS heat stroke, respiratory illness, and vector-borne diseases.

103. Continue to monitor concentrations of particulate matter in the air from biomass ENV burning and forest fires.

104. Make clean air shelters available to Yukoners to provide a place to breathe clean air HSS during periods of intense wildfire smoke.

CONFIDENTIAL 48

Our Clean Future: A Yukon strategy for climate change, energy and a green economy

Health Innovation

CONFIDENTIAL 49

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Area #5: Innovation

Innovation is new and improved ways of doing something, whether it is how we generate and use energy, how we manage waste, how we create products or how we interact with one another. Innovation can reduce the environmental impacts of existing industries and support the development of new industries. It drives economic progress and increased productivity, and helps diversify the economy.

Our approach to innovation will see continued support for Yukon’s businesses, innovators and entrepreneurs through funding, procurement and skills development. We will also work to make existing industries and activities more sustainable in the long-term, including how we think about and manage waste.

The Government of Canada’s price on carbon pollution is supporting innovation by encouraging individuals and businesses to switch to lower carbon alternatives and create new alternatives. The Government of Yukon is returning all carbon pricing revenues received from the Government of Canada to Yukon individuals, businesses and governments.

Innovation objectives at a glance

Support innovation and green business practices.

Ensure Yukoners have the skills to participate in the green economy.

Reduce the carbon intensity of mining and ensure mining projects are prepared for the impacts of climate change.

Improve how we manage our waste to move toward a more circular economy.

CONFIDENTIAL 50

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Support innovation and green business practices.

As we build a green economy, we will support innovation, local business development, and green business practices. Government funding and purchasing decisions can encourage businesses to use greener practices and build climate resilience into their operations, and will create demand for innovative clean technologies. We will also support businesses, organizations and communities interested in pursuing a range of projects that will support green economic development and climate resilience across Yukon.

ACTIONS

105. Consider greenhouse gas emissions as part of the decision-making process for EcDev Department of Economic Development funding programs.

106. Support sustainable and local procurement through updates to the Government of HPW Yukon’s procurement policies and standards.

107. Identify and develop options to address potential regulatory and policy barriers to EcDev the growth of green businesses in Yukon.

Ensure Yukoners have the skills to participate in the green economy.

As local, national and global economies become greener, Yukoners will need new entrepreneurial, business and technical skills to fully participate in new economic opportunities. Ensuring Yukoners have these skills will help Yukon individuals and businesses across Yukon to participate in the opportunities associated with building a green economy.

ACTIONS

108. Continue to provide training for Certified Energy Advisors who are able to evaluate EMR the energy efficiency of homes and buildings.

109. Continue to provide training for tradespeople, builders, and other interested EMR individuals to develop the skills needed to retrofit and maintain buildings to energy CONFIDENTIALefficient standards. 51

Our Clean Future: A Yukon strategy for climate change, energy and a green economy 110. Continue to improve science, technology, engineering, arts and math (STEAM) EDU education in Yukon schools.

Reduce the carbon intensity of mining and ensure mining projects are prepared for the impacts of climate change.

Efforts to improve energy use in all phases of mining from planning to closure – such as using more efficient equipment or generating low-carbon energy onsite – can save money, lower greenhouse gas emissions, and support corporate social responsibility efforts. As demand for metals like copper, iron and lead increases to build more solar panels and other clean energy technologies, it is important that mining activities be energy efficient. We also need to make sure that mining activities are planned and carried out with climate change in mind. Thawing permafrost, increased rainfall and other climate change impacts affect the way a mine should be designed, operated, and closed.

ACTIONS

111. Ensure critical mine infrastructure is planned, designed and built to withstand EMR current and projected impacts of climate change throughout all phases of mining through the quartz mine licensing process.

112. Require quartz mines to project their anticipated greenhouse gas emissions, EMR identify measures to reduce emissions, and annually report greenhouse gas emissions through the quartz mine licensing process.

113. Provide financial support for energy audits of mines to identify opportunities to EMR reduce energy use and save money.

114. Continue to support targeted research on ways to reduce the carbon footprint from EMR mineral exploration, development and closure activities, including options to use alternative energy sources at mine sites.

115. Continue to work with the mining industry to encourage and support the use of EMR low-carbon and green practices and technologies in exploration, development and closure. CONFIDENTIAL 52

Our Clean Future: A Yukon strategy for climate change, energy and a green economy 116. Increase the Government of Yukon’s participation in intergovernmental initiatives EMR & related to mine resiliency, low-carbon mining and innovation. ENV

Improve how we manage our waste to move toward a more circular economy.

In a circular economy, products are designed to avoid waste and pollution, products and materials are used for longer before being recycled or composted, and natural systems are regenerated. It is different from the usual linear approach of making something, using it and throwing it away. Better waste management is a key part of a circular economy, and an element that Yukon can take action on. Improved waste management includes reducing waste, repairing or remanufacturing products so they can be used longer, recycling the materials in products to use them again and composting organic materials. Moving toward a more circular economy will support economic prosperity with as little environmental impact as possible.

ACTIONS

117. Assess options for establishing a comprehensive waste diversion system in HPW Government of Yukon buildings, including recycling, compost and e-waste collection.

118. Continue to increase the types of materials with recycling surcharges under the ENV & Designated Materials Regulation to increase waste diversion and generate more CS funding for recycling operations.

119. Work towards a system for Extended Producer Responsibility that would make ENV & producers responsible for managing materials across the lifecycle of a product. CS

120. Continue outreach and education activities aimed at reducing solid waste and ENV & increasing waste diversion. CS

121. Conduct a lifecycle assessment of the best ways to deal with the waste CS generated in Yukon from an economic and environmental perspective to inform future actions. CONFIDENTIAL 53

Our Clean Future: A Yukon strategy for climate change, energy and a green economy

Leadership Skills and knowledge CONFIDENTIAL 54

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Area #6: Leadership

Our Clean Future: a Yukon strategy for climate change, energy and a green economy aims to empower each and every government, business and individual to take a leadership role in building a healthy, prosperous Yukon for years to come. First and foremost, we will ensure the actions we take as governments in Yukon are consistent with our vision for a healthy, resilient future by considering climate change in all our actions. We will also empower Yukon businesses, organizations, individuals and families to be part of the solution.

Leadership objectives at a glance

Ensure the goals of this strategy are incorporated into government planning and operations.

Educate and empower youth as the next generation of leaders.

Increase public awareness of this strategy and how businesses and individuals can make a difference.

Ensure Yukoners have the information needed to make informed decisions.

CONFIDENTIAL 55

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Ensure the goals of this strategy are incorporated into government planning and operations.

Building a healthy, resilient future is not something that can be done in isolation from government policy. It is important that the goals of this strategy be integrated into all aspects of government planning and operations across Yukon to ensure the actions we take are consistent with our long-term vision.

ACTIONS

122. Create a Clean Energy Act that legislates our greenhouse gas reduction targets, EMR renewable energy generation targets and our commitment to energy efficiency and demand-side management to hold the Government of Yukon accountable to the commitments in this strategy.

123. Consider greenhouse gas emissions and climate change adaptation in major ECO & Government of Yukon policies, programs and projects by applying a climate ENV change lens to decision-making.

124. Continue to evaluate the risks that climate change poses to the Government of ENV Yukon’s operations and implement strategies to address those risks.

125. Incorporate greenhouse gas emissions and energy efficiency into the process for HPW identifying and prioritizing Government of Yukon building retrofits and new construction projects.

126. Develop and promote climate change training for Government of Yukon ENV employees.

127. Continue to assist First Nations and municipalities to identify, implement and EMR access federal and Government of Yukon funding for climate change and energy projects.

128. Continue to monitor progress and report on the effectiveness of our actions in ENV meeting targets, reducing greenhouse gas emissions and adapting to the impacts of climate change through the Government of Yukon’s Climate Change Secretariat. CONFIDENTIAL 56

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Educate and empower youth as the next generation of leaders.

Youth will be most affected by the decisions we make today. Recognizing this, many Yukon youth have already become involved in climate change, energy and green economy initiatives. This strategy will support youth to continue being involved in these important areas, educating and empowering them to step forward as the next generation of leaders. Our approach to empowering and educating youth will acknowledge traditional knowledge and Indigenous ways of knowing and doing.

ACTIONS

129. Create a Youth Panel on Climate Change that will provide advice and perspectives ENV to the Government of Yukon on climate change, energy and green economy matters.

130. Provide mentorship opportunities for Yukon youth to participate in major climate ENV change conferences or events with Government of Yukon staff.

131. Continue to integrate information about climate change impacts and adaptation EDU into the Yukon school curriculum.

132. Continue to support land-based programs in the Yukon school curriculum that EDU teach First Nations ways of knowing and doing to youth.

CONFIDENTIAL 57

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Increase public awareness of this strategy and how businesses and individuals can make a difference.

The collaborative actions of businesses and individuals are key to reaching the goals of this strategy. It is businesses and individual Yukoners who will decide To become a leader in sustainable tourism, whether to retrofit their business or home to reduce energy use, buy an electric vehicle or start a new Yukon is implementing a sustainability green economy venture. This strategy contains many framework through the Tourism initiatives that will help Yukoners do these things and Development Strategy that measures the more. In order to take action, Yukon businesses and impacts of tourism development to ensure individuals need to understand what they can do and it balances economic growth with healthy what resources are available to assist them. It is also communities and safeguarding of the important to recognize and celebrate our achievements. environment.

ACTIONS

133. Implement a Yukon-wide information campaign about climate change, energy and ENV green economy.

134. Raise awareness of funding programs that can support green businesses and EcDev encourage applications to these funds.

135. Create a recognition program to recognize the achievements of local green EcDev businesses and organizations.

136. Implement an education campaign for Government of Yukon building occupants HPW and visitors to encourage more energy efficient behaviours.

137. Provide accessible information on how to improve energy efficiency, use ENV & renewable energy, reduce wildfire and flood risk, reduce water consumption, and EMR build safely on permafrost.

CONFIDENTIAL 58

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Ensure Yukoners have the information needed to make informed decisions.

Research will continue to be an important part of our action on climate change, energy and green economy. To take effective action, we must understand the problems we are trying to solve and the solutions that are available. Our understanding of these things will continue to evolve over the course of this strategy with advances in research, science and technology. We also need to share the information we already know, as well as the new information we will gather. Information sharing and collaboration across governments, businesses, organizations and individuals will help us work together to build a better future.

ACTIONS

138. Conduct regular assessments of the impacts of climate change on Yukon ENV communities and evaluate the costs and benefits of responding to these impacts to inform future efforts.

139. Conduct annual energy assessments of Government of Yukon buildings to identify HPW further opportunities for energy efficiency and greenhouse gas reductions.

140. Share technical information and lessons learned about climate change, energy and ENV green economy with governments and stakeholders across Yukon using Yukon.ca and the Open Data Portal.

141. Regularly meet with stakeholders to share information and receive feedback on EMR energy-related policies, programs and projects.

142. Regularly report on the impacts climate change could have on Yukon’s economy. FIN

CONFIDENTIAL 59

Our Clean Future: A Yukon strategy for climate change, energy and a green economy Prioritization

The objectives in this strategy were developed with Indigenous and municipal partners by using a set of criteria to prioritize what the strategy should focus on. These criteria helped us make informed decisions about the best places to invest our time and resources. We used multiple criteria because deciding what to focus on is complex and cannot be determined by looking at any one factor alone.

Decision-making criteria

Core criteria Additional criteria

Effectiveness Economic effects How much could this contribute to reaching our Could taking action in this area positively or four goals? negatively affect the economy?

Feasibility Societal effects How feasible it is to take action in this area over Could taking action in this area positively or the next 10 years? negatively affect social equity and community wellbeing?

Participant interest Public health effects To what degree were participants in the public Could taking action in this area positively or engagement interested in seeing action taken in negatively affect public health? this area?

Cost effectiveness Environmental effects How cost effective would it be to take action in Could taking action in this area positively or this area? For greenhouse gas reduction negatively affect the environment? initiatives, we considered the cost per tonne of greenhouse gases reduced.

With Indigenous and municipal partners, we used these criteria to evaluate each of the areas that we could take action on. Based on this evaluation, we decided which areas we should focus on, which areas we should evaluate further, and which should not be a priority for this strategy. CONFIDENTIAL 60

Our Clean Future: A Yukon strategy for climate change, energy and a green economy List of Figures

Figure 1. Greenhouse gas emissions per person by Canadian province and territory (2017)...... 8

Figure 2. Yukon's sources of greenhouse gas emissions (2017)...... 8

Figure 3. Change in annual temperature across Canada from 1948 to 2016. Figure from the Government of Canada[1]...... 12

Figure 4. Historical and forecasted greenhouse gas emissions with and without the actions identified in this strategy...... 20

Figure 5. The percentage of electricity and heat energy that is produced by renewable sources and fossil fuels (2016)...... 37

Literature Cited

[1] Government of Canada, 2019. Canada’s Changing Climate Report. https://www.nrcan.gc.ca/sites/ www.nrcan.gc.ca/files/energy/Climate-change/pdf/CCCR_FULLREPORT-EN-FINAL.pdf

[2] Streicker, J., 2016. Yukon Climate Change Indicators and Key Findings 2015. Northern Climate ExChange, Yukon Research Centre. https://www.yukoncollege.yk.ca/sites/default/files/inline- files/Indicator_Report_Final_web.pdf

[3] This number was calculated based on the fuel efficiency of an electric vehicle (Chevy Malibu) and a gasoline vehicle (Chevy Bolt), a gasoline price of $1.40 per litre, and an electricity rate of 0.129 cents per kilowatt hour.

[4] Global Comission on Adaptation, 2019. Adapt Now: A Global Call for Leadership on Climate Resilience. https://cdn.gca.org/assets/2019-09/GlobalCommission_Report_FINAL.pdf

CONFIDENTIAL 61

Our Clean Future: A Yukon strategy for climate change, energy and a green economy From: [email protected] To: Haines Junction Administration Subject: Jan 31-Feb 2, 2020 Date: November 14, 2019 11:22:36 AM Attachments: image001.png

Hello,

Commissioner Bernard will be in Haines Junction from January 31 to Feb 2 for a hockey tournament and wondered if Mayor Eckervogt would like to have an informal meeting with her while she is there? Please let me know if his worship is interested in a meeting.

Thank you.

Kind Regards, Kerri Scholz Private Secretary to the Commissioner of Yukon Office of the Commissioner of Yukon [email protected] T 867-667-5121 | www.commissioner.gov.yk.ca

I respectfully acknowledge that I live and work within the traditional territory of the Kwanlin Dün First Nation and the Ta’an Kwäch’än Council.

Location: Taylor House Office of the Commissioner of Yukon 412 Main Street (A-20) Whitehorse, Yukon Y1A 2B7

From: [email protected] To: Haines Junction Administration Subject: RE: YESAB Meet and Greet Date: November 21, 2019 11:06:57 AM

Hi Noelle,

Thank you for your response.

Laura is not interested in attending as a delegation but would rather meet informally during regular business hours (preferably). Would Mayor and Council be available on any of these days - December 9-13, 2019? If not, maybe we can discuss a meet and greet in the new year.

Thanks so much,

Katherine

Katherine MacKellar Executive Assistant Yukon Environmental and Socio-economic Assessment Board Suite 200 - 309 Strickland Street Whitehorse, Yukon Y1A 2J9 P. 867-668-6420 F. 867-668-6425 [email protected] www.yesab.ca

NOTICE: Please be advised that this email communication may be made public through its addition to the YESAB Online Registry (YOR) and the corresponding YESAB Document Registry. In accordance with sections 118 and 119 of YESAA, YESAB must maintain a register containing all documents that are produced, collected or received by Designated Offices, the Executive Committee or Panels of the Board in relation to assessments.

From: Haines Junction Administration Sent: Tuesday, November 19, 2019 1:13 PM To: Katherine.MacKellar Subject: RE: YESAB Meet and Greet

Good afternoon,

Council meetings are scheduled for November 27, December 4 and December 11, 2019, at 7:00 p.m. Would YESAB Chair Cabott be interested in attending as a delegation?

Kind regards,

Noelle Palmer Office Administrator Municipality of Haines Junction, Yukon Phone: 867-634-7100 Fax: 867-634-2008 Email: [email protected] www.hainesjunctionyukon.com

The Village of Haines Junction respectfully acknowledges that we are situated on the Traditional Territory of the Champagne and Aishihik First Nations.

From: [email protected] Sent: November 19, 2019 11:27 AM To: Haines Junction Administration Subject: YESAB Meet and Greet Importance: High

Good morning,

The YESA Board Chair, Laura Cabott, would like to visit a few Yukon communities before the end of the calendar year. She would like to meet with the Village of Haines Junction Mayor and Council during her time in Haines Junction. There will be no set agenda, as she would just like to have a “meet and greet”. The Chair would like to extend a few dates to Mayor and Council to ensure the “meet and greet” is convenient. Please let me know if and when Council is available to meet on either November 27, December 2-5 or December 9-13, 2019. If this is not possible, we can discuss alternative dates, as well.

Thank you and please let me know if you have any questions.

Katherine

NOTICE: Please be advised that this email communication may be made public through its addition From: Yukon's Flight Path - Engagement Feedback Sent: Tuesday, November 12, 2019 1:25 PM To: [email protected] Subject: Yukon's Flight Path: Stakeholder Interview Guide

Dear Mr. Rodin,

As you are aware, Yukon government is working on “Yukon’s Flight Path: Aviation System Investment Strategy for 2020-2030”, a plan that will guide investments in the Yukon aviation system for the next 10 years.

Stantec has been hired to prepare the Investment Strategy and lead engagement of over 200 stakeholders and the public using a variety of techniques. The Investment Strategy will balance broad social, economic, and environmental agendas; as such, Interview Guides have been prepared to gain an understanding of users’ values, expectations, and future needs for Yukon’s aviation system. We want to hear what elements of Yukon’s aviation system matter most to your community and where you would like to see investments in the system over the next decade.

You will see in the attached Interview Guide that this guide is designed to both provide information and also gather feedback. Please take time to review and complete the Interview Guide by having internal discussions with your organization and provide as much or as little feedback within the form as you feel comfortable. If you have any questions, wish to submit your completed Interview Guide, or would like to schedule a meeting to discuss your feedback please contact me at [email protected] or (867) 633-2400 ext 127.

Additional Ways To Be Involved

The engagement process for Yukon’s Flight Path will span from November to February with multiple ways for your organization to be involved. In addition to completing the Stakeholder Interview Guide, please consider the following. Community Meetings In January, community meetings will be held in 10 different communities throughout Yukon to engage stakeholders and the public. These meetings will provide an opportunity to share feedback with representatives from the Yukon government and Stantec and meet with other users to discuss the project. Once finalized, community meeting dates and locations will be posted on EngageYukon.ca; Haines Junction is tentatively scheduled for Thursday January 16th. In-Person Meeting As part of the community meetings’ tour, our project team is tentatively scheduled to be in Haines Junction on Thursday January 16th and would love to sit down with you and/ or your Council to discuss the project. During the meeting, we will use the Stakeholder Interview Guide to shape conversations and allow opportunities to discuss your community’s feedback in more depth. Online Survey We understand that aviation stakeholders wear multiple hats. In addition to submitting your organization’s collective feedback, please provide us with your personal thoughts by taking the online public survey -- available for completion at EngageYukon.ca starting mid-November. As you’ll notice, the online survey is very similar to your Stakeholder Interview Guide; it allows respondents to share their values and expectations for Yukon’s aviation system; while being more inclusive to those without an in depth knowledge of Yukon’s aviation system by including questions for both aviation users and passengers. Infographic We have also attached a Yukon aviation infographic for your reference. Please feel free to share the infographic with other members of your organization to help spread the word about this project’s launch and direct those interested to EngageYukon.ca where they can learn more about upcoming engagement opportunities and complete the survey. Thank you again for your participation in this process, we look forward to hearing from you and discussing your community’s feedback in January.

Zoë Morrison

Senior Planner

Direct: 867 633 2400 ext 127

Cell: 867 332 3286

Stantec Architecture Ltd. 202-107 Main Street Whitehorse YT Y1A 2A7 CA

The content of this email is the confidential property of Stantec and should not be copied, modified, retransmitted, or used for any purpose except with Stantec's written

authorization. If you are not the intended recipient, please delete all copies and notify us immediately. Yukon’s Flight Path Our aviation system by the numbers

Old Crow

Certified Airport Meets specific criteria, regulations, and standards from Transport Canada with ongoing inspections Wiley Activity

All locations may support tourism, mining, policing services, and Medevac as Registered aerodrome needed. Operates in compliance with Canada Aviation Regulations Ogilvie with periodic inspections.

Chapman Port of Entry Has a Canada Border Airstrip Dawson Services Agency border- A runway maintained for City clearance process. takeoff and landing of aircraft with no other permanent infrastructure at the site.

McQuesten Mayo Medical Evacuation Total annual (Medevac) aircraft movements Beaver Air ambulance service Creek (arrivals and departures) providing timely, efficient Fort Selkirk movement and en route Pelly Crossing medical care. Finalyson Minto Landing Braeburn Chapman Carmacks Cousins Burwash MacMillan Pass Landing Fort Selkirk Wildland Fire Management MacMillan Faro Wildfire suppression Minto Landing Silver City Twin Creeks using specially designed Ogilvie firefighting aircraft. Braeburn Ross Haines

less than 100* Pine Lake River Junction Silver City Twin Creeks Cousins

LOW Wiley Finlayson Carmacks Scheduled Air Service McQuesten Erik Nielsen Whitehorse Publicly available passenger air transport service with Ross River International Airport Hyland a published schedule, Hyland charged per seat. Pelly Crossing Carcross

100–200* Teslin Carcross Teslin 337 Beaver Creek 371 Pine Lake Faro 371 Watson Old Crow Airport 1,433 Lake Burwash 2,464* Haines Junction 2,900* Mayo Airport 4,003

MEDIUM Watson Lake Airport 4,763 Dawson City Airport 7,453

Erik Nielsen Whitehorse International Airport HIGH 41,348 Note: Yukon’s 5 certified airports handle 88% of the * Estimated data. Chart based on data from 2016 and 2018. total passenger activity in the Yukon aviation system.

The Government of Yukon is developing a plan to guide future investments in our aviation system. We want to better What’s your view? understand your aviation needs and values—from staying connected and safe to supporting a strong Learn more and provide your input economy and recreational use. engageyukon.ca YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

Government of Yukon is developing a plan to guide future investments in the aviation system called Yukon’s Flight Path: Aviation System Investment Strategy for 2020-2030. This Investment Strategy will propose investments to maintain safety, meet national aviation regulations, and enhance the future system. All investments will be considered for their social, economic, and environmental impact.

Your opinion matters. This interview guide is intended to gain an understanding of users’ values, expectations, and future needs; please complete as much or as little as you feel comfortable. No investments have been proposed at this time; however, feedback received will be used to identify future priorities.

This is our opportunity to get it right. Thank you for taking the time to share your community’s knowledge with us.

Please provide feedback directly in the file provided. If you would prefer to schedule a telephone interview to discuss your feedback, or require a Microsoft Word file type to submit your digital feedback, please contact:

Zoë Morrison, Senior Planner Stantec Consulting Ltd. 867 633 2400 ext. 127 | [email protected]

Alternatively, if you would prefer to use this form only as an internal discussion guide and submit formal feedback via letter or email; or simply leave it unfilled and speak directly to the project team during an in- person meeting; that is also suitable.

ABOUT YOUR ORGANIZATION

1. Community/ municipal government name:

Name of representative(s) providing responses:

Page 1 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

2. Please select the communities and airport(s)/ aerodrome(s)/ airstrip(s) that your community/ municipal government uses or is associated with (check all that apply).

Beaver Creek Fort Selkirk Old Crow Braeburn Haines Junction Pelly Crossing Burwash Landing Hyland Pine Lake Carcross Ibex Valley Ross River Carmacks MacMillian Pass Silver City Chapman Marsh Lake Tagish Cousins Mayo Teslin Dawson City McQuesten Twin Creeks Destruction Bay Minto Landing Watson Lake Faro Mount Lorne Whitehorse (Erik Nielsen Whitehorse International) Finlayson Ogilvie Wiley

Page 2 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

SECTION 1. VALUES AND PRIORITIES

The north is a unique operational environment – we depend on aviation services and aviation faces distinct challenges (e.g. long distances, short operating seasons, etc.). In addition, important industries rely heavily on aviation, such as mining and tourism.

The operations and maintenance of Yukon’s aviation system is very expensive, and costs continue to increase. While planning for today and the future, the most important factor to consider is ensuring safety standards are achieved. As priorities are set for future investments, shifts in investments or operations may be required to achieve these standards; this may include increasing efficiencies, changes to management or operation structures, exploring alternative sources of revenue, or modifying the levels of service provided at different sites.

Your feedback will provide us with important information about what your organization’s values are, which will be used to guide decision-making of future investments.

----

Yukon government must consider various priorities when planning for future aviation infrastructure and service investments such as:

• Investments that support communities (e.g. access and cargo deliveries to isolated or remote communities)

• Investments that support the economy’s mineral exploration and mining sector

• Investments that support the economy’s oil and gas exploration sector

• Investments that support the economy’s tourism sector

• Investments that support the economy’s fishing and outfitting sector

• Investments that support public health and safety (e.g. medevac, wildland fire management, policing services)

• Investments that support recreational/ hobby flying

Page 3 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

3. How does your community believe Yukon government should prioritize future investments in aviation infrastructure and services? Are there any other priorities not listed that should be considered? Optional comment:

Page 4 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

SECTION 2. THE AVIATION SYSTEM

Yukon’s aviation system is a shared asset provided for use by many different users; ultimately, the needs of all users must be considered. As a member of the aviation community, your organization’s experiences with the system today and expectations for the future can provide us with important insight that can help guide investments.

----

Everyone uses Yukon’s aviation system in a different way. Please consider only how your community uses the system when answering the following questions and share as much or as little feedback as you feel comfortable.

4. How well does the existing Yukon aviation system meet your community’s expectations?

Far below Does not meet Neutral Meets Exceeds Don’t know expectations expectations expectations expectations Optional comment:

5. Do you have any recommendations for how Yukon’s aviation system could better meet your community’s needs in the future? Optional comment:

Page 5 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

SPECIFIC AIRPORTS/ AERODROMES/ AIRSTRIPS

Please consider your community’s past experiences at up to two Yukon airports/ aerodromes/ airstrips when answering the following questions and share as much or as little feedback as you feel comfortable.

Airport/ aerodrome/ airstrip #1: ______

6. How well does the airport/ aerodrome/ airstrip you selected meet your community’s expectations?

Far below Does not meet Neutral Meets Exceeds Don’t know expectations expectations expectations expectations

7. Does your community have any comments or concerns regarding the following elements of the airport/ aerodrome/ airstrip you selected? Health (e.g. use by Medevac, Wildland Fire Management, etc) Optional comment:

Safety (e.g. use by RCMP, fencing/ access control to the site, navigation tools) Optional comment:

Economic opportunities (e.g. use by local industries or companies, land development and/ or leasing opportunities at the site) Optional comment:

Page 6 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

Environment (e.g. wildlife management, noise, air emissions, climate change) Optional comment:

Land use planning (e.g. wildlife management areas, development setbacks) Optional comment:

Passenger services (e.g. frequency of flights, terminal experience and/ or amenities for passengers) Optional comment:

Other, please specify: Optional comment:

Page 7 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

Other, please specify: Optional comment:

8. Does your community have any other comments or concerns about this specific airport/ aerodrome/ airstrip? Optional comment:

Page 8 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

Airport/ aerodrome/ airstrip #2: ______

9. How well does the airport/ aerodrome/ airstrip you selected meet your community’s expectations?

Far below Does not meet Neutral Meets Exceeds Don’t know expectations expectations expectations expectations

10. Does your community have any comments or concerns regarding the following elements of the airport/ aerodrome/ airstrip you selected? Health (e.g. use by Medevac, Wildland Fire Management, etc) Optional comment:

Safety (e.g. use by RCMP, fencing/ access control to the site, navigation tools) Optional comment:

Economic opportunities (e.g. use by local industries or companies, land development and/ or leasing opportunities at the site) Optional comment:

Page 9 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

Environment (e.g. wildlife management, noise, air emissions, climate change) Optional comment:

Land use planning (e.g. wildlife management areas, development setbacks) Optional comment:

Passenger services (e.g. frequency of flights, terminal experience and/ or amenities for passengers) Optional comment:

Other, please specify: Optional comment:

Page 10 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

Other, please specify: Optional comment:

11. Does your community have any other comments or concerns about this specific airport/ aerodrome/ airstrip? Optional comment:

Page 11 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

SECTION 3. ECONOMIC VALUES

Yukon’s aviation system is a key to our transportation network and is currently highly subsidized by Yukon government. The Government of Yukon supports the aviation sector and aviation-dependent industries; however, as demands on the system increase, so do costs.

----

There are several operational modifications that Yukon government could consider to increase the economic sustainability of providing an aviation system that meets certifications and safety standards into the future. Please review each of the following modifications and share as much or as little feedback as you feel comfortable.

12. Yukon government should reduce government subsidization in aviation by lowering overall costs. (e.g. planning, management, operations, maintenance)

Strongly disagree Disagree Neutral Agree Strongly agree Don’t know Optional comment:

13. Yukon government should pursue alternative management or operations structures for airports/ aerodromes/ airstrips. (e.g. partnering with local governments or user groups to assist with maintenance)

Strongly disagree Disagree Neutral Agree Strongly agree Don’t know Optional comment:

Page 12 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

14. Would your community be interested in partnering with Yukon government in the future to provide operations, maintenance, or other support for your local airport/ aerodrome/ airstrip?

Not interested at all Not interested Neutral Slightly interested Interested Don’t at this time know Optional comment:

15. Yukon government should modify levels of service at select airports/ aerodromes/ airstrips. (e.g. reducing level of operations or maintenance)

Strongly disagree Disagree Neutral Agree Strongly agree Don’t know Optional comment:

Page 13 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

REVENUE GENERATION

Revenue generation is an option for airports, aerodromes, and airstrips to fund their operations and maintenance costs and reduce the level of subsidization required from government. There are three main sources of revenue that airports typically rely on, as described below. Generating revenue in these ways is standard aviation practice throughout Canada and the world, with specific rates varying from airport to airport.

Some of these fees have remained unchanged for more than 30 years in Yukon’s aviation system, or do not exist. As a result, the fees charged to aircraft operators and passengers fund only a small percentage of the costs related to Yukon’s aviation system. Yukon fees and charges are as much as 90% lower than those charged at similarly sized Canadian airports.

1. Aeronautical revenue

Revenue that is directly associated with aircraft operations and passenger processing. These may include:

• aircraft parking fees - varying by type of aircraft and weight • fuel surcharges • landing fees - varying by type of aircraft, weight, and origin • security fees • terminal fees - varying by aircraft capacity and destination • tie-down fees for light-weight aircraft • use of equipment - such as the passenger loading bridge or baggage system

2. Non-aeronautical revenue

Revenue that is associated with commercial activities not directly related to the operation of aircraft. These may include:

• advertising space • ground transportation fees - charged to taxies and shuttles • land leasing surrounding the airport - such as hotels, off-airport parking areas, gas stations • terminal building space leasing for businesses - such as food and beverage sales, retail, or car rental • vehicle parking - for employees and passengers

3. Airport Improvement Fees and Passenger Facility Fees

Revenue that is associated with fees charged to passengers for their use of specific airports. Fees are charged directly to passengers and gathered by airlines through a fee on passenger ticket. • Airport Improvement Fees are used to fund major capital infrastructure projects - such as terminal upgrades. • Passenger Facility Fees are used to support the upkeep and maintenance of airports.

Page 14 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

The Investment Strategy we are developing will focus on Yukon’s aviation industry for the period from 2020-2030. While currently there is no plan to adjust aviation user fees, it is important to gather information about fees as plans are made for the decade to come. Now is the right time to examine our fee structures and determine their future role in our aviation system.

Aviation fees charged in Yukon today have little relation to actual operational and maintenance costs. Understanding this reality, please consider the following questions.

There are several revenue modifications that Yukon government could consider to increase the economic sustainability of providing an aviation system that meets certifications and safety standards into the future. Please review each of the following revenue modifications and share as much or as little feedback as you feel comfortable.

16. Yukon government should reduce government subsidization in aviation by increasing revenues.

Strongly disagree Disagree Neutral Agree Strongly agree Don’t know Optional comment:

17. Yukon government should pursue new or increased aeronautical revenues. (e.g. landing fees, terminal fees)

Strongly disagree Disagree Neutral Agree Strongly agree Don’t know Optional comment:

Page 15 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

18. Yukon government should pursue new or increased non-aeronautical revenues. (e.g. land leasing, terminal building space rental)

Strongly disagree Disagree Neutral Agree Strongly agree Don’t know Optional comment:

19. Yukon government should collect Airport Improvement Fees (e.g. to fund terminal building upgrades)

Strongly disagree Disagree Neutral Agree Strongly agree Don’t know Optional comment:

20. Yukon government should collect Passenger Facility Fees (e.g. to fund maintenance or airports/ aerodromes/ airstrips)

Strongly disagree Disagree Neutral Agree Strongly agree Don’t know Optional comment:

Page 16 of 17

YUKON’S FLIGHT PATH: AVIATION INVESTMENT STRATEGY Municipal Government Interview Guide

SECTION 4. FINAL THOUGHTS

Thank you for taking the time to share your organization’s valuable feedback during the creation of Yukon’s Flight Path: Aviation System Investment Strategy for 2020-2030.

21. Does your community have any other comments or concerns that should be considered as part of the Investment Strategy?

Please submit your community’s completed interview guide to the email or mailing address below, no later than January 31, 2020.

Zoë Morrison, Senior Planner Stantec Consulting Ltd. 202 – 107 Main Street, Whitehorse YT Y1A 2A7 (867) 633-2400 ext. 127 | [email protected]

Page 17 of 17