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La planification énergétique communautaire

De la planification à la mise en œuvre

À propos de l’initiative

Les collectivités ont un rôle de premier plan à jouer dans le domaine de l’énergie. Partout au Canada ce sont plus de 200 collectivités, représentant plus de 50 pour cent de la population canadienne, qui élaborent des plans énergétiques en vue de définir leurs priorités en matière d’énergie. Or ces collectivités ont besoin d’aide pour réaliser et mettre en œuvre ces plans énergétiques.

La planification énergétique communautaire : de la planification à la mise en oeuvreest une initiative la Community Energy Association, de QUEST (Systèmes d’énergie de qualité pour les villes de demain), et L’institut pour l’IntélliProspérité. Les objectifs principaux de cette initiative sont l’identification des outils nécessaires au développement de plans énergétiques communautaires (PEC) au Canada et à leur mise en oeuvre.

  • Vous trouverez davantage d’information sur les plans énergétiques des communautés ici.
  • Trouvez l’aperçu de l’initiative ici.

Ressources

Trouvez nos publications de recherche, nos résumés graphiques, et autres ressources ici.

LE CADRE DE MISE EN ŒUVRE DE L’ÉNERGIE COMMUNAUTAIRE

Ressources

Le cadre de mise en œuvre de l’énergie communautaire est un guide pour aider les collectivités à passer des plans énergétiques communautaires d’une vision à la mise en œuvre. Il comprend 10 stratégies qui fournissent des idées, des conseils et une voie proposée pour encourager un large soutien politique, personnel et des parties prenantes, renforcer le personnel et la capacité financière et intégrer l’énergie dans les plans, politiques et processus locaux pour soutenir la mise en œuvre.

QUI POURRAIT TROUVER CETTE RESSOURCE UTILE?

W

Personnel du gouvernement local

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Promoteurs immobiliers et gestionnaires d'immeubles

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Élus au niveau local, provincial / territorial ou fédéral

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Organisations non gouvernementales locales ou provinciales / territoriales

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Distributeurs d'électricité, de gaz naturel et d'énergie thermique

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Personnel provincial ou territorial

The Framework

Stratégie 2:

Stratégie 3:

Stratégie 4:

Stratégie 5:

The Community Energy Implementation Framework

The Community Energy Implementation Framework is a guide intended to help communities move Community Energy Plans (CEPs) from a vision to implementation.

It includes 10 strategies that provide insights, advice and a proposed path forward to:

  • Foster widespread political, staff and stakeholder support
  • Build staff and financial capacity for implementation
  • Embed energy into the plans, policies and processes of the local government

The Framework will answer questions such as:

  • Who should lead the development and implementation of the CEP?
  • What stakeholder groups should you engage with and when?
  • How can you effectively communicate with various stakeholder groups to ensure meaningful engagement and input?
  • What internal and external resources are available to support CEP implementation?
  • How can local government staff incorporate energy into existing plans and policies?
  • How can staff effectively monitor and report on implementation progress?
  • And more!

What is Community Energy Planning?

Across Canada, more than 200 communities,1 representing over 50 percent of the population, have a Community Energy Plan (CEP). See Figure 1.2

Figure 1: Community Energy Plans across Canada

Community Energy Plans across Canada

A CEP defines community priorities around energy with a view to improving energy efficiency, cutting GHG emissions, achieving resilience and driving economic development. There is growing acceptance among all levels of government, energy distributors,3 the real estate sector and other stakeholders that CEPs provide a pathway for communities to become Smart Energy Communities. Smart Energy Communities:

  • Integrate conventional energy networks (electricity, natural gas, district energy, and transportation fuel) to better match energy needs with the most efficient energy source
  • Integrate land use
  • Harness local energy opportunities

Smart Energy Communities can be characterized by six technical and six policy principles.

The Changing Landscape of Energy in Canadian Communities

Canadian communities have an important role to play in energy. They influence nearly 60 percent of energy use and 50 percent of greenhouse gas (GHG) emissions nationally. Energy consumption and GHG emissions are attributed to the way energy is used to heat, cool and operate buildings, through the waste management process, as well as through land use and transportation. Figure 2 illustrates the proportion of energy used in communities and the way in which it is used. Figure 3 illustrates that energy use is growing in Canadian communities and could increase by about 75 percent by 2050 over 2006 levels under a business-as-usual scenario. Figure 4 illustrates the potential impact that local governments can have over energy end use in a community.

Figure 4: Local Government Influence on Energy End Use and GHG Emissions10

Figure 4: Local Government Influence on Energy End Use and GHG Emissions

In addition to being one of the highest energy users per capita globally, Canadian communities have among some of the highest global energy costs per capita. Table 1 highlights average annual energy spending by businesses, households and governments in small, mid-sized and large Canadian communities. On average, a community of 100,000 can spend $400 million across the community on energy per year and much of that spending typically leaves the local economy.

Table 1: Annual Energy Spending in Small, Mid-sized and Large Communities11

Community SizeAverage Spending On Energy In The Community
Small Communities (less than 20,000 people)Up to $80 million
Mid-sized Communities (20,000 – 100,000 people)$40 million to $400 million
Large Communities (100,000 people to 2.5 million people)$200 million to $10 billion

Projected growth in energy consumption and the increasing costs associated with energy use are posing significant risks to Canadian communities, threatening to affect the quality of life of all Canadian residents and businesses.

Community energy planning can mitigate the risks associated with growing energy consumption and the inefficient use of energy in communities. Table 2 lists the many economic, environmental, health and resilience benefits of implementation.

Table 2: The Benefits of Community Energy Planning

Economic benefitsEnvironmental benefits
  • Reduce energy spending for households and businesses
  • Recirculate energy spending within the local economy
  • Create high-quality, local jobs
  • Attract and retain businesses
  • Increased retail sales
  • Increase property values
  • Capitalize on a growing clean technology market
  • Reduce greenhouse gas emissions
  • Foster healthy ecosystems
  • Use land and natural resources more efficiently
Health and Social benefitsResilience benefits
  • Improve social connectivity
  • Improve mental health
  • Reduce cardiovascular diseases and respiratory illnesses
  • Increase physical activity
  • Improve air quality (indoor and outdoor)
  • Reduce healthcare costs
  • Reduce the heat island effect12
  • Improve access to reliable sources of energy
  • Reduce exposure to energy price volatility
  • Solutions for areas facing energy poverty
  • Recognize local priorities
  • Reduce the replacement cost of asset renewal

There are a number of emerging opportunities supporting an energy transition in Canadian communities such as:

  • Climate policy: Ambitious international, national and provincial/territorial policies are emerging in favour of a more integrated approach to energy planning. The Paris Agreement signals an unprecedented multinational agreement to raise the bar on energy and climate change action.
  • Supportive policies: The Pan Canadian Framework on Climate Change presents opportunities for energy and climate action in Canadian communities. At a provincial and territorial level there are over 640 policies, programs and regulations supporting community energy planning.13
  • Urbanization: The preferences of Canadian homes and businesses are evolving. Today, 81 percent of Canadians live in urban regions, seeking improved connectivity between the places they live, work and play.14
  • Clean tech: There is a significant opportunity to capitalize on the global clean tech market, which is expected to grow from $1 trillion in 2016 to $3 trillion by 2020.15
    Currently, Canada’s share represents 1.3 percent of the global market.16

Approaches to Community Energy Planning

Traditionally, Canadian communities have planned for buildings, transportation, land use and waste in silos. The way in which communities are planned locks in energy and emissions impacts for decades. There is an untapped opportunity to integrate buildings, transportation, land use, waste and water systems to achieve greater energy efficiency, reduce GHG emissions and drive economic development.17 

Over 200 communities across Canada, representing more than 50 percent of the population, have developed a CEP to transition and integrate the way energy is planned for and used across the community.18

CEPs are often led and implemented by local governments in partnership with a broad range of community stakeholders, including energy distribution companies, the real estate sector, the private sector, NGOs and provincial/territorial governments.

CEPs often vary from community to community, however they contain many of the following common elements:

  • Community-wide energy and/or GHG emissions inventories
  • Energy conservation and/or GHG reduction targets, and in some cases sub-sector targets for the building, waste and transportation sectors
  • Proposed community-wide actions and strategies to meet the targets, including but not limited to, energy efficiency in buildings, planning and policy measures, transportation (including public transit, active transportation, low carbon vehicles and other transportation actions), waste, distributed energy resources (including renewable energy, district energy and combined heat and power), and water conservation
  • Analyses of the economic, environmental, health and social benefits of implementation
  • Key Performance Indicators to allow the community to monitor and report on implementation

CEPs also vary with respect to the level of detail contained in energy inventories as well as how deeply the economic, environmental, health and social benefits of CEP implementation are analyzed.

Table 3 describes various approaches to CEP development as well as the resources required to develop and the type of information they provide. Communities should pursue an approach that aligns with the community’s priorities, size, demographics, and available resources.

Table 3: Approaches to Community Energy Planning19

CEP ApproachDescriptionCommunity SizeCostInformation Provided
InventoryA community energy inventory is the first step in defining community needs around energy.Any community size$15,000-$20,000*
  • Total energy consumption and costs
  • GHG emissions by source type (waste, transportation, buildings, other)
Get StartedFocusing on a specific project, initiative or opportunity can often be done expediently and economically and can help garner the support needed to develop a CEP. Consider the actions listed in Figure 6 (found under “Implement a Single Energy Project“)Any community sizeProject cost
  • Project/program related information e.g. cost-benefit or triple bottom line analysis, implementation schedules, resources required, etc.
Practical TacticsCommunities with energy and emissions inventories can develop projections and a year-by-year implementation plan. This approach may include frequent involvement of elected officials, staff, and stakeholders. These plans can be renewed frequently (e.g. every 3-5 years).50,000 or less$5,000-$10,000**
  • Total energy consumption and costs
  • GHG emissions by source type (waste, transportation, buildings, other)
  • Short-term implementation plans and impact projections for a series of practical actions easily supported.
Targeted PlanLarger communities can develop more comprehensive and long-term plans. This typically includes more stakeholder consultations and detailed projections. These plans can be renewed every 5-7 years.100,000 or more$50,000-$150,000
  • Total energy consumption and costs
  • GHG emissions by source type (waste, transportation, buildings, other)
  • Specific and more detailed targets and actions for priority sectors e.g. targets and actions for existing buildings.
Comprehensive PlanCommunities with greater resources can include more comprehensive analyses when developing their CEP, including a broader range of energy end uses (e.g. food production).250,000 or more$100,000-$250,000
  • Total energy consumption and costs
  • GHG emissions by source type (waste, transportation, buildings, other)
  • A deeper understanding of required actions, modelled impacts, stakeholders, project partners and resources for all sectors.

The process of implementing a CEP will differ from community to community and depends on a number of factors, ranging from the community context, to resources, management and engagement with community stakeholders. Table 4 lays out the steps most often undertaken in the CEP development and implementation process.

Table 4: CEP Development and Implementation Process*

Strategy 1

Develop a Compelling Rationale for Undertaking the Community Energy Plan

Community energy planning can help mitigate risks, and has the potential to lead to widespread economic, health, social, resilience and environmental benefits. While greenhouse gas (GHG) reductions are an important part of community energy planning, it is critical to define what other benefits the CEP can generate. A critical success factor for CEP implementation is defining how the CEP will enable the community to meet its economic, environmental, health, social and resilience objectives.

GTI Advice

  • Focus on the widespread benefits of CEP implementation, beyond GHGs: CEPs have the potential to lead to significant economic, health, social, resilience and environmental benefits. Be sure to describe how CEP implementation will lead to measurable benefits when describing the plan to senior management and council
  • Caution against analysis paralysis: The analysis to support a CEP should only go as deep as is needed to gain support from senior decision makers and elected officials
  • Be precise, yet efficient: Aim for detailed, precise and defendable data. Consider that projections beyond 30 years have inherent limits due to technology advances, fluctuating energy prices, changing business models and cultural attitudes
  • Focus on actions under the jurisdiction of local government: When developing models, include business-as-usual assumptions as well as provincial and federal policies that have already been adopted. Avoid including provincial, territorial or federal policies that have not yet been adopted
  • Use familiar language: Use language that resonates with the stakeholder group you are engaging

Table 5 describes the benefits of CEP implementation, and identifies a starting point for measuring and describing these benefits in your community.

Table 5: Analyzing the Widespread Benefits of CEPs

Summary Of BenefitsWhat You Will NeedResources To Get Started
Environmental Benefits
  • Reduce GHG emissions
  • Foster healthy ecosystems
  • Increase efficient use of natural resources
  • Baseline energy and emissions inventory, including community-wide data on electricity, natural gas and fuel consumption
  • Summary of the largest contributing factors to GHG emissions
  • Projected local climate change impacts
  • See Appendix I for a list of resources to consider for developing a CEP
Economic Benefits21
  • Reduce energy spending for households and businesses
  • Recirculate energy spending within the local economy
  • Create high-quality, local jobs
  • Attract and retain businesses
  • Increase retail sales
  • Increase property values
  • Capitalize on a growing clean technology market
  • Baseline energy and emissions inventory, including community-wide data on electricity, natural gas and fuel consumption
  • Community-wide energy spending and spending projections
  • Analysis of where energy spending goes (e.g. local, businesses, provincial/territorial government, other provinces/territories, federal government, or outside of Canada)
  • Projected savings associated with energy conservation measures
  • Spending on local distributed energy resources (e.g. solar photovoltaics, solar heating, Combined Heat and Power – CHP)
  • Community Energy Planning: The Value Proposition22
  • Clean Energy for a Green Economy, Community Energy Association23
  • The Economic Benefits of Sustainable Streets, New York City Department of Transportation24
  • See additional examples in Appendix II
Health and Social Benefits
  • Improve social connectivity
  • Improve mental health
  • Reduce cardiovascular diseases and respiratory illnesses
  • Increase physical activity
  • Improve air quality (indoor and outdoor)
  • Reduce healthcare costs
  • Reduce heat island effect
  • Baseline energy and emissions inventory, including community-wide data on electricity, natural gas and fuel consumption
  • Baseline studies on air and water quality
  • Records from medical officer of health
  • Healthy Built Environment Linkages, British Columbia Health Services Authority25
  • Community Energy Association Primer on the Transition to Electric Vehicles in Metro Vancouver26
Resilience Benefits
  • Improve access to reliable sources of energy
  • Reduce exposure to energy price volatility
  • Provide solutions for areas facing energy poverty
  • Recognize local priorities
  • Reducing the replacement cost of asset renewal
  • Baseline energy and emissions inventory, including community-wide data on electricity, natural gas and fuel consumption
  • Projected local climate change impacts

Methods for Measuring the Economics of Community Energy Plans

Table 6 illustrates a range of methods for measuring the economic impacts of CEPs.26

Table 6: Measuring the Economics of Community Energy Plans

MethodPurposeRelevant CEP Approach*
Community Energy CostDiscuss total community energy use in a metric everyone understands, in order to generate different conversations with elected officials and stakeholders.
  • Inventory
Financial FeasibilityScreen and prioritize measures, programs, or portfolios to identify if the investment will break even.
  • Get Started 
  • Practical Tactics
Levelized unit energy costCompare the unit costs of different energy generating technologies across the expected lifetime of the asset, in real dollars per kWh.
  • Get Started
Marginal Abatement Cost CurveCompare GHG emission reduction options according to which will cost the least or deliver the most financial savings, and according to their potential impact on GHG reductions.
  • Get Started
  • Practical Tactics
  • Targeted Plan
  • Comprehensive Plan
Community economic benefitsInform the decision-making process, and stakeholders, on the total value to the local economy of a CEP, considering the how direct expenditures recirculate through local businesses, households, and tax revenue.
  • Targeted Plan
  • Comprehensive Plan
Cost effectiveness and cost benefitsScreen and prioritize measures, programs, or portfolios to identify if benefits over time exceed initial costs, and to identify a portfolio of measures that maximize the economic, environmental, and social benefits from CEP implementation.
  • Targeted Plan
  • Comprehensive Plan

Case Study 15: Net Zero Community in London, Ontario

West Five (www.west5.ca) is a 70 acre, mixed-use site located in London, Ontario. The site is being developed by Sifton Properties, in partnership with S2E Technologies. When completed, the neighbourhood will include 2,000 residential units, commercial and retail space, and parkland. The development will include a number of Smart Energy Community Principles,89 including energy efficient buildings (e.g. the use of enhanced insulation), the use of renewable energy resources (e.g. solar shingles) and matching land use needs and mobility options (e.g. siting services such as grocery stores at community terminals nodes). The site will include London’s first net-zero office building and net zero townhomes.

Read the Community Energy Knowledge Action Partnership case study here.

Case Study 17: Monitoring and Reporting on CEP Implementation in the City of London, Ontario

The City of London Community Energy Action Plan (CEAP) was adopted in 2014. Alongside the plan, the City of London developed a background document describing a methodology for monitoring and reporting on community energy use. The background document describes a methodology for developing annual energy and emissions inventories. The document describes how the City of London will also work with stakeholders to develop new Key Performance Indicators, including economic, transportation, and energy performance indicators. The results from energy and emissions inventories, and other Key Performance Indicators will be included in an annual progress report outlining implementation progress of the CEAP.90

Strategy 2

Collaborate with a Political Champion and Engage Council

Council support is critical for implementation, as it provides direction, inspiration and impetus for local government staff, and the community, to prioritize community energy planning. Communities that take the time to engage with a political champion and council on an ongoing basis may be better positioned to move forward on implementation. Early engagement can help to surface key questions, considerations and possible challenges and can guide the CEP implementation team to focus on the aspects of the plan that matter most to the community.

Consider the following when engaging with political champions and elected officials, including when to engage them, why to engage them and how to engage them.

Collaborating with Political Champions

Who to engageWhen to engage them
  • While some communities may have an existing political champion for community energy, many must work to engage and foster a champion
  • Engage an elected official that actively supports community energy initiatives (consider a councillor that supports alternative modes of transportation, energy efficiency, distributed energy projects, waste management, etc.)
  • If none of your councillors actively support community energy initiatives consider engaging a councillor supportive of improved community health, social, resilience or economic development
  • Consider engaging multiple political champions as a way to strengthen overall support for the CEP and in an effort to mitigate the risks associated with political turnover
  • Engage a political champion as early as possible
  • The champion should remain engaged throughout the CEP development and implementation process
Why engage themHow to engage them and what to focus on
  • A political champion can establish legitimacy, generate widespread buy-in and secure resources for the community energy planning process.
  • They can act as a liaison between the CEP development and implementation teams and council
  • They may be available to provide insights to ensure the CEP is developed with the public interest in mind
  • If you do not have a personal connection with elected officials in your community consider reaching out to the office of the identified elected official by phone and have an informal discussion
  • Present a clear and inspiring message that can easily be championed
  • Send the elected official a letter describing the rationale for the CEP and the potential value it will add to the community and summarize how you would like the champion to be engaged in the CEP process
  • The mandate of the political champion should include promoting the CEP, meeting with other elected officials to discuss the potential value, risks and benefits of the CEP and participating in key CEP meetings

Building Widespread Support from Elected Officials

Who to engageWhen to engage them
  • Council
  • Committees of Council with a mandate related to community energy
  • Agencies, boards and commissions tasked with providing input to council on special topics
  • Chief Administrative Officer (CAO). CAOs are responsible for the administrative management and operations of local governments and for ensuring that resolutions and by-laws of council are implemented efficiently and effectively
  • Engage council once before beginning the CEP
  • At least once per quarter during CEP development
  • On a frequent basis during CEP implementation
  • Annually
  • Consider election and budget cycles and CAO turnover
Why engage themHow to engage them and what to focus on
  • Council support is critical for implementation. Their continued interest in the CEP can help garner support from other community stakeholders and can ensure that the CEP remains a priority in local government staff work plans
  • Council can allocate funding for implementation for staff time, project capital or maintenance costs and for programs
  • CAO support is a significant success factor for CEP implementation. While the CAO may not be directly involved in the implementation of actions, their support is critical for signaling the importance of the CEP to council and other local government departments
  • Brief introductory presentations to council and/or committees of council before the CEP is started (consider having the champion present to council)
  • Focus on the value proposition of the CEP. Describe how the implementation of the plan will enable the local government to meet goals established in council’s Strategic Plan
  • Meetings (up to a half-day) to present risks assessments, proposed investments, and the value proposition before the plan is presented for adoption. If possible, use visual tools such as energy maps29 to illustrate your points. Present the CEP as a good investment. Emphasize the risks associated with notimplementing the plan. Back your claims up by detailed, precise and defensible data
  • Describe the costs of the plan and who bears the costs as well as what the proposed savings are, and to whom the savings accrue
  • In the early stages of CEP development invite other groups or agencies to present to council or committees of council as well. Consider inviting health agencies, school boards, homebuilders associations etc. that can speak to the value of community energy planning
  • Brief introductory presentations to agencies/boards/commissions that have a mandate related to community energy (including health, social, resilience, etc.)
  • Once the CEP is adopted, present regular (e.g. quarterly) staff reports to council or committees of council. Reports can be mostly qualitative however measurable updates can be included if the data is available
  • After the CEP is adopted provide an annual report to council describing measurable benefits of implementation (e.g. progress on GHG reductions and Key Performance Indicators)
  • Consider additional presentations to council as-needed to report on CEP development and implementation milestones

Case Study 2: Measuring the Widespread Economic Benefits in the City of London, Ontario

The City of London, Ontario has conducted an economic analysis to measure various economic impacts and potential benefits of implementing their Community Energy Action Plan (CEAP). The analyses, conducted in-house, demonstrate community-wide energy spending, the proportion of energy spending leaving the local economy and the potential to recirculate energy spending based on the implementation of their plan.

The approach undertaken and resources are available here:

Case Study 3: Measuring Green Jobs in Durham Region, Ontario

The Region of Durham Community Climate Change Local Action Plan highlights the estimated environmental, economic and social impacts of implementation. The plan is available at: Durham Region (2012). From Vision to Action Region of Durham Community Climate Change Local Action Plan.

Case Study 4: Measuring the Impacts of Sustainable Communities on Local Retail Sales New York City, New York

The New York City Department of Transportation created a methodology for measuring the economic impacts of improved streetscapes and active transportation infrastructure on retail sales. The study is available here: New York City Department of Transportation (December 2013). The Economic Benefits of Sustainable Streets. 

Case Study 5: Framing the Value Proposition, Edmonton, Alberta

The City of Edmonton, Alberta (population 812,000) adopted Edmonton’s Community Energy Transition Strategy in April 2015 and a corresponding City Policy C585 in August 2015.78 The Strategy, which represents a renewal and upgrade of their 2001 plan, was approved unanimously by City Council. Based on extensive citizen consultation, the strategy includes twelve strategic courses of action and an eight-year action plan with more than 150 tactics.
There is a lesson to be learned in how Edmonton’s Sustainable Development Department communicated the need for the strategy. First, it was framed as a risk management strategy designed to protect Edmonton’s quality-of life from climate and energy risks. Secondly, it provided a compelling economic business case involving ten community-scale programs (for advancing energy conservation, energy efficiency and renewable energy uptake) that would deliver a net public benefit of $3.3 billion over 20 years.

Case Study 21: Integrated Financial Planning in the City of Coquitlam, British Columbia

Coquitlam’s award-winning integrated financial planning framework is comprised of three separate but complementary planning processes. These processes result in a set of integrated plans that support the overall vision and mission of the City and align activities and resources to achieve the strategic goals and annual business plan priorities set by Council.

  • Council’s Strategic Plan – aspirational, future-looking plan, updated every four years following the municipal election. It articulates the vision, mission, values and broad strategic goals. Progress of the plan is monitored through an annual review of key performance measures and accomplishments
  • Business Plan – translates the high level strategic goals into annual business plan work items and priorities, established by Council. A set of performance measures are reviewed annually to monitor success of the business plan
  • Financial Plan – provides the resourcing strategy to support the strategic and business plans. Updated annually, it is a five-year plan that includes both operating and capital components

Evaluation of achievements informs the next cycle of planning. For example, the City’s performance is reviewed every four months with a Trimester Report to Council. It includes an update on the progress of the work items under the Business Plan priorities and a review of operating and capital budget variances, labour vacancies, economic indicators including construction and development activities, and major spending during the trimester. The intent of the report is to view the City’s activities and progress balanced with the status of the City’s financial and human resources.

In this model, it is important that staff responsible for developing and implementing the CEP ensure that its goals and actions are reflected in Council’s (strategic) plan and that these goals and actions maintain a high profile throughout the budgeting/financial plan process.

See the Strategic Plan here: City of Coquitlam (2012). 2012-2015 Strategic Plan. 

Strategy 3

Develop a Governance Model that Supports a Community Energy Transition

Communities that undertake to implement a CEP with a business-as-usual approach will have limited success. Communities that have introduced new governance models to oversee and implement their plans have consistently proven that doing so will ensure that the CEP remains top-of-mind for elected officials, local government staff and community stakeholders.30

New governance models provide a platform for political, staff and community stakeholders to convene regularly. In some cases, they provide the legal framework needed to implement projects. This can ensure that a process is in place to monitor and report regularly on the implementation of the CEP.

GTI Advice

  • Ensure that there is a clear purpose for new committees or governance structures
  • Determine if the objective can be accomplished within existing committee structures or if a new structure should be introduced
  • Consider that new, dedicated committees will ensure that the CEP remains at the forefront for elected officials, staff and community stakeholders
  • Ensure that the governance structure involves all political, staff and community stakeholders in a constructive dialogue, and ensure they feel that their contribution is valued and supported
  • Ensure that the CEP progress is monitored regularly and reported back to all stakeholders annually. See Strategy 8: Monitor and Report on CEP Implementation for more information
  • Ensure that committee members, particularly those who are attending on a volunteer basis, are not overworked through the number of meetings or tasks
  • There is no “one size fits all” solution for communities. Choose a structure that works for your community

Table 7 provides a list of governance models to consider to support implementation at the council, staff and stakeholder levels. The table below is non-exhaustive, and communities should consider implementing governance frameworks for each of the tiers involved in the CEP (council, staff and stakeholders).

Table 7: Governance Models to Support CEP Implementation

· A community-wide committee should be formed to maintain ongoing support for CEP implementation activities.

· The committee should meet on an ongoing basis.

· The committee can include a Council representative but this may be informal· Staff may attend meetings as a resource but generally not be members· Meeting minutes would not usually be reported to Council in a formal way· Meetings would be open to the public, by nature of the committee· See Strategy 7: Engage community stakeholders and recognize their implementation progress.

OptionsPrimary Tasks and Considerations
COUNCIL-LEVEL

Committee of Council

 

  • Chaired by a Councillor, and may have additional Councillors serving as Vice-Chairs and/or members. Council representatives are reconfirmed annually or at the beginning of Council terms
  • Meeting minutes are reported to Council
  • Community stakeholders may be on the committee
  • Staff would attend meetings as a resource but generally not be members
  • Meetings would usually be open to the public

Mayor’s Task Force

  • Similar to a Committee of Council, but Chaired by the Mayor

 

  • Consider creating a Committee of Council or a Mayor’s Task Force to oversee CEP implementation
  • A council-level committee or task force can be the voice of the CEP in the community and participants can act as community leaders for the CEP
  • The committee / task force should meet regularly to oversee CEP implementation
  • Consider inviting leaders across the community from a wide-range of sectors including real estate, energy distributors, academia, municipal and provincial/territorial government, accounting and finance departments, etc.
STAFF-LEVEL

Dedicate Staff to Manage CEP Implementation

 

  • Ensure there is a dedicated staff person to oversee implementation

 

  • A dedicated staff person should be responsible for overseeing project management activities related to CEP implementation
  • In small communities the designated person may have other responsibilities
  • In larger communities there may be a project director overseeing multiple project managers

Staff Advisory Committee

 

  • A staff committee of technical experts
  • An Advisory Committee of technical experts can provide technical support for the implementation of actions in the CEP including analysis, feasibility studies, etc.

Staff Committee

 

  • A network of staff members involved in implementing actions should be formed.
  • The staff committee should include staff involved in the implementation of cross-sectoral actions in the CEP and/or liaising with the appropriate community stakeholders to manage implementation
  • These staff members should be responsible for monitoring Key Performance Indicators
  • Includes meetings of department managers/leads and/or inter-departmental staff meetings
  • Council members typically do not participate on staff committees
  • Meeting minutes are not usually reported to Council in a formal way
  • Meetings not usually open to the public

Corporate Energy Manager

 

  • A staff person can be assigned to oversee corporate energy actions
  • A corporate energy manager can focus on ensuring that the community is leading by example
  • Finding ways to ensure that energy and emissions are considered in all corporate decisions around buildings, transportation, waste,
COMMUNITY-LEVEL

Community Steering/Advisory Committee

 

  • Create a community-wide stakeholder committee with participation from utilities, the real estate sector, local non-profits, school boards, academic institutions, large energy users, and others.
  • A community-wide committee should be formed to maintain ongoing support for CEP implementation activities.
  • The committee should meet on an ongoing basis.
  • The committee can include a Council representative but this may be informal
  • Staff may attend meetings as a resource but generally not be members
  • Meeting minutes would not usually be reported to Council in a formal way
  • Meetings would be open to the public, by nature of the committee
  • See Strategy 7: Engage community stakeholders and recognize their implementation progress.

Relevant Resources

Case Study 6: Establishing a Committee of Council in Yellowknife, Northwest Territories

The Community Energy Planning Committee was established by City Council on September 10, 2007, following the completion of the Community Energy Plan (CEP).79 The Committee is chaired by the Mayor and includes representatives from across the Community. The primary purpose of the Committee is to assist the City of Yellowknife in an advisory capacity to ensure the CEP is implemented and evolves in an effective manner. The scope of the Committee is to report and make recommendations to City Council through the appropriate standing Committee of Council on the progress and direction of the CEP implementation.80

    Case Study 7: Establishing a Governance Framework for Edmonton’s Community Energy Transition Strategy, Edmonton, Alberta

    Edmonton City Council formed an Energy Transition Advisory Committee.81 Committee members serve two year terms and sets out to encourage and promote the strategy, provide advice to Council regarding the implementation of the strategy and assist Council in developing performance measures.

    Case Study 8: Stakeholder Engagement in the City of Kelowna, British Columbia

    In 2012, the City of Kelowna adopted a Community Climate Action Plan containing 87 actions to be implemented by 2020. Of those actions, 59 were assigned to the local government and 28 were assigned to community stakeholders, including utilities, provincial government and others. In an effort to ensure that community stakeholders understood their roles in the implementation of the plan, the City of Kelowna circulated letters to the organizations responsible for implementing actions in the plan. These letters enabled the City of Kelowna to move forward on implementing actions that are not within its jurisdiction.82

    Case Study 9: Stakeholder Engagement in Markham, Ontario

    In 2014, the City of Markham began to develop a Municipal Energy Plan (MEP). As part of the MEP, the City created a Stakeholder Working Group.83

    The desired outcome of the Stakeholder Working Group is to provide recommendations and feedback on the development of Markham’s MEP including:

    • Identifying energy opportunities and solutions to increase local energy production and conservation
    • Identifying synergies between industry stakeholders to implement MEP recommendations

    See the Municipal Energy Plan Stakeholder Working Group Terms of Reference here.

    See the list of stakeholders participating in the MEP Stakeholder Working Group here.

    Strategy 4

    Determine which Department and Staff Person(s) will Oversee CEP Implementation.

    The department in which a CEP sits can significantly impact implementation. For example, a CEP can be led by the planning, community development or the economic development department. CEPs may also be led by local NGOs or by the provincial/territorial government.

    Consider the following questions:

    • What department (or organization) should oversee the CEP?
    • What staff person should act as the lead for CEP development and implementation?

    What Department (Or Organization) Should Oversee The CEP?

    • Recognizing that collaboration and coordination among political, staff and community stakeholders is central for community energy planning, the department in which a CEP is housed should be well-positioned to communicate and liaise with political, staff and community stakeholders
    • The department should be well-positioned to communicate the widespread economic, environmental, health, social and resilience benefits of CEP implementation.
    • CEPs are often housed within the planning department due to the strong links that community energy holds with planning and development.
    • Some communities house their CEP in the economic development department, recognizing the strong link between economic growth and community energy transition
    • In some cases the following types of organizations may be well-suited to lead CEP development and implementation:
      • A local NGO organization with a mandate related to community energy
      • Regional government, if applicable
      • Territorial/provincial government, particularly for rural and remote communities

    What Staff Person Should Act At The Lead For CEP Development And Implementation?

    • The CEP will have significantly more success if there is a dedicated staff person overseeing CEP development and implementation. Without a dedicated staff person, implementation often falls to the sides of many desks and eventually loses momentum. Assign a dedicated staff person to oversee implementation, such as a Community Energy Manager, Planner or an Economic Development Officer. The staff person should have adequate capacity to manage oversight of the CEP
    • A staff person that sits at a management level is often well-suited to oversee CEP development and implementation. A manager remains equally as close to senior management/council as it does to staff and stakeholders working to implement the plan on the ground. If this is not possible, try to appoint a staff person with the ability to communicate and liaise with political, staff and community stakeholders, and who possesses some of the knowledge, skills and academic credentials listed below

    Skills and Credentials for CEP Implementation

    Knowledge and Skills of the Designated Staff Person

    • Communication
    • Stakeholder and community engagement
    • Project management and facilitation
    • Research and writing
    • Energy literacy
    • Change management
    • Leadership
    • Strategic planning
    • Familiarity with local government processes and legislation
    • Policy and program development
    • Sustainability practices
    • Quantitative data analyses (spreadsheet software)
    • Mapping (geographical information system software)
    • Business case development
    • Feasibility/financial analysis

     

    Academic Credentials and Certifications32

    • Degree in planning, public policy, engineering, sustainability, environmental science, resource management, business
    • Degree, diploma or certificate in communication
    • Registered Professional Planner / Member of the Canadian Institute of Planners
    • Registered Professional Engineer
    • Certified Community Energy Manager (CCEM)
    • Certified Energy Manager (CEM)
    • Registered Engineering Technologist
    • LEED Professional Accreditation (LEED AP)
    • Project Management Professional (PMP)

    Consider Developing the CEP at a Different Scale.

    While CEPs are often led by a local government, they do not have to be. CEPs can be developed at different scales, for example at a regional or neighbourhood scale. Developing a CEP at an alternative scale may be an effective approach for your community if:

    • You are a small community with little capacity to develop a CEP
    • You are a large community whereby a CEP may not be an effective way to meet the highly varying needs across the community
    • You live within the jurisdiction of a regional government and can find efficiencies by coordinating among communities in the region

     

    How to Get Started

    • Refer to Appendix IV – Provincial/Territorial Municipal Organizations that may have Community Energy Planning Resources. Many organizations across Canada provide community energy planning support and can connect communities with the resources or contacts needed to get started
    • Consider reaching out to local government staff, regional government staff or neighbouring communities as well as local energy distributors, to begin discussions about possible models for community energy planning
    • Consider that many local energy distributors or provincial/territorial governments provide or match funding to support the development and implementation of a CEP
    • Consider risks associated with staff turnover and attrition. Many communities, and most often rural and remote communities, face high staff turnover. High staff turnover can lead to a fragmented implementation process and the loss of relationships and corporate knowledge with respect to implementation. In addition, all communities face the risk of losing corporate knowledge as a result of staff attrition
    • Consider the approaches listed in Strategy 3: Develop a Governance Model that Supports a Community Energy Transition. The focus of this strategy is to embed the CEP within the processes of the local government and focus on building a network of champions, and redundancy in staff involvement in the CEP
    • If possible, provide incentives to reduce staff turnover, such as:
      • Provide professional development opportunities such as training programs
      • Offer frequent formal and informal recognition and/or awards based on performance to improve employee morale and motivation
      • Provide employee engagement opportunities to improve employee contentment and loyalty
    • Sometimes, corporate knowledge may lie with a contractor that has been retained for community energy planning consulting services for the community. Consider engaging or re-engaging with former consultants if your community is facing a loss of internal corporate knowledge about previous efforts related to the CEP

     

    Case Study 6: Establishing a Committee of Council in Yellowknife, Northwest Territories

    The Community Energy Planning Committee was established by City Council on September 10, 2007, following the completion of the Community Energy Plan (CEP).79 The Committee is chaired by the Mayor and includes representatives from across the Community. The primary purpose of the Committee is to assist the City of Yellowknife in an advisory capacity to ensure the CEP is implemented and evolves in an effective manner. The scope of the Committee is to report and make recommendations to City Council through the appropriate standing Committee of Council on the progress and direction of the CEP implementation.80

      Case Study 7: Establishing a Governance Framework for Edmonton’s Community Energy Transition Strategy, Edmonton, Alberta

      Edmonton City Council formed an Energy Transition Advisory Committee.81 Committee members serve two year terms and sets out to encourage and promote the strategy, provide advice to Council regarding the implementation of the strategy and assist Council in developing performance measures.

      Case Study 16: Monitoring and Reporting on Implementation Progress in the City of Guelph, Ontario

      CEP reporting is coordinated annually by the Community Energy division of the Business Development and Enterprise department, and presented to the Corporate Administration, Finance & Enterprise Committee (this Committee is appointed by Council and made up of Councillors). A dashboard is used to display progress within eight key activity categories, plus a description of the status for each individual activity.

      See the Guelph Community Energy Plan here.

      Case Study 18: Efficiency One, Nova Scotia

      Efficiency One in Nova Scotia, formerly Efficiency Nova Scotia, has provided on-site energy managers for organizations such as Cape Breton University, Capital District Health Authority, Dalhousie University and Nova Scotia Community College. These embedded energy managers help to identify and coordinate projects to achieve substantial energy efficiency savings. For example after first six months of the partnership between Efficiency One and Capital Health in 2012, several projects were initiated totalling savings of $118,000 per year.91 

      Case Study 19: Community Energy Planning Alternatives for Small Communities – Eco-Ouest

      Eco-Ouest, led in partnership with CDEM, SSD, has developed a program designed to help provide expertise to smaller municipalities in Manitoba, Saskatchewan and Alberta that face resource and capacity constraints for CEP development and implementation. Eco-Ouest has partnered with rural municipalities in each of these provinces to create energy and GHG emissions inventories and Climate Change Local Action Plans such as the inventory for the Rural Municipality of St. Clements and plans for the Rural Municipality of Saint-Laurent and Rural Municipality of Taché. CDEM also incorporates a regional perspective by comparing neighbouring communities’ energy and emissions performances and sharing successful projects and case studies.92CDEM. (n.d.). Eco-West. Retrieved from CDEM Website

      Case Study 20: Yukon Energy Solutions Centre

      The Yukon Energy Solutions Centre is part of the Energy branch in the Government of Yukon Department of Energy, Mines and Resources.

      The Energy Solutions Centre offers community-level energy services to such as:

      • Providing technical information and financial incentives to encourage the use of energy efficient appliances and heating systems at the local level
      • Providing comprehensive energy planning services, including energy baseline assessments and policy reviews
      • Providing training courses to build local technical capacity to implement community energy plans and projects
      • Participating in outreach and public education on the health, safety, economic and environmental benefits of energy efficiency and renewable energy

      To learn more about the Energy Solutions Centre visit http://www.energy.gov.yk.ca/about-the-energy-branch.html

       

      Strategy 5

      Engage Staff across the Local Government. Identify Staff Champions and Embed the CEP into Staff Job Descriptions

      CEPs cross many departmental boundaries and consequently require early and ongoing inter-departmental coordination and collaboration. The following non-exhaustive list of local government departments should be involved in the development and implementation of the CEP.

      • Land use planning
      • Transportation
      • Economic development
      • Finance
      • Chief Administrative Officer
      • Engineering/public works
      • Public health
      • Environment/sustainability
      • Communications
      • Global Information Systems
      • Others as needed

      Engagement should take place at the senior management and junior/intermediate staff level. Table 8 provides a snapshot of how some of the actions within a CEP relate to various departments. This is intended to act as a starting point for determining which aspects of the CEP are relevant for which departments.

      Table 8: Local Government Department Roles in CEP Implementation

      Engaging Senior Management from All Departments

      Consider the following GTI Advice on how to engage with senior staff.

      Who to engageWhen to engage them
      • Senior managers of the above-listed departments
      • At all stages of CEP development and implementation
      Why engage themHow to engage them and what to focus on
      • To foster a network of internal staff champions across local government
      • To assess existing work plans and resources available for implementation
      • To identify existing or potential actions for implementation and to identify opportunities to integrate plans and actions
      • To obtain support to embed the CEP into staff work plans
      • Brief introductory presentations to senior management as a group to discuss community energy planning, how it relates to their roles and can help achieve their objective
      • Follow up meetings to discuss possible courses of action (e.g. delegating CEP actions to departmental staff, identifying who will monitor Key Performance Indicators and the level of effort required for both)
      • Present the CEP action plan as an opportunity for new and exciting experiences for staff
      • Set up meetings close to CEP adoption to develop staff work plans
      • Semi-annual or annual meetings with the core CEP project manager or team to review implementation progress and to establish course corrections if required

      Engaging Other Departments including but not limited to Planning, Transportation, GIS, Public Works and Parks and Recreation

      Consider the following GTI Advice on how to engage with staff within the local government.

      Who to engageWhen to engage them
      • Staff from the above-listed departments that will be involved in project and program implementation
      • At all stages of CEP development and implementation
      Why engage themHow to engage them
      • Staff from the identified departments will be key partners on implementation as many will be responsible for overseeing the implementation of projects and/or programs as well as providing data to report on Key Performance Indicators. It is critical that these staff members know about the CEP, what value it brings to the community and how it relates to their roles
      • Set up informational group meetings (e.g. lunch and learns) to inform staff about the CEP, to describe how it relates to their roles, and to answer questions
      • Set up meetings with staff responsible for collecting data that pertains to the Key Performance Indicators to review the availability of the data and to assess the level of effort required to collect and send the information to a central staff person
      • Set up meetings closer to CEP adoption, along with senior managers to whom they report, to finalize staff work plans
      • Establish an internal staff meeting structure to meet bi-annually or annually to review work plans, implementation progress and to establish course corrections if needed

      Engaging the Finance Department

      Consider the following GTI Advice on how to engage with staff within the finance department.

      Who to engageWhen to engage them
      • Senior management and/or staff from the finance department
      • Before and during CEP development
      • On an ongoing basis as-needed during CEP implementation
      • Consider budget cycles
      Why engage themHow to engage them
      • To discuss internal and external funding opportunities to support the four primary costs associated with CEP development and implementation:33
        • Staffing costs
        • Consultant costs
        • Infrastructure capital, operations and maintenance costs
        • Program costs
      • The finance department may have access to corporate energy data that can provide insights on progress the local government is making on implementation.
      • The finance may collaborate on seeking innovative approaches for funding implementation
      • Set up one-on-one meetings before the CEP is presented to council to discuss:
        • How much funding will be required annually to support CEP implementation costs?
        • How much revenue or savings will be generated as a result of energy projects and programs?
        • What local government funds are available to support the identified costs?
        • What external grants are available to support the identified costs?
        • Is there a need or opportunity to change the terms on existing internal funding sources to better support CEP implementation?
      • Consider completing the following Preliminary Funding Analysis Matrix before meeting with the finance department to help prepare for the discussion – download here (.xlsx)34
      • Determine what, if any, financial information can provide insights into CEP implementation progress (e.g. increases in energy savings)35
      • Schedule recurring meetings as needed to ensure that you are prepared to present to council a plan and funding strategy that is feasible

        Embed the CEP into Staff Job Descriptions

        Once staff across the municipality are engaged, amend existing and new job descriptions to include CEP considerations.

        Include tasks for all positions responsible for implementing local government plans, including department heads in the above-listed departments. While the level of responsibility and tasks will vary according to the position, consider the following language as a starting point:

        “The incumbent performs a variety of routine and complex technical work … including supporting the development and implementation of the Community Energy Plan.”

        Case Study 1: CEP Renewal in the City of Yellowknife, Northwest Territories

        The City of Yellowknife adopted a CEP in 2006. With a target year of 2014, Yellowknife aimed to reduce its corporate GHG emissions by 20 per cent and its community GHG emissions 6 per cent, based on 2004 levels. It budgeted $500,000 annually for energy efficiency, renewable energy conversions and public awareness. By February 2013, the City surpassed its target and the projects implemented now save the City an estimated $528,000 per year.76

        One of the last steps initiated during the implementation of the CEP was the adoption of a renewal process for the plan. This renewal process included the development of a strategy for public and community stakeholder engagement to support the creation of a CEP for 2015-2025. Yellowknife has since embarked on a process where a new assessment of the Community’s GHG emissions will be completed and new targets will be established.

        Case Study 6: Establishing a Committee of Council in Yellowknife, Northwest Territories

        The Community Energy Planning Committee was established by City Council on September 10, 2007, following the completion of the Community Energy Plan (CEP).79 The Committee is chaired by the Mayor and includes representatives from across the Community. The primary purpose of the Committee is to assist the City of Yellowknife in an advisory capacity to ensure the CEP is implemented and evolves in an effective manner. The scope of the Committee is to report and make recommendations to City Council through the appropriate standing Committee of Council on the progress and direction of the CEP implementation.80

          Case Study 7: Establishing a Governance Framework for Edmonton’s Community Energy Transition Strategy, Edmonton, Alberta

          Edmonton City Council formed an Energy Transition Advisory Committee.81 Committee members serve two year terms and sets out to encourage and promote the strategy, provide advice to Council regarding the implementation of the strategy and assist Council in developing performance measures.

          Case Study 12: City of Yellowknife Community Energy Plan Communications Plan, Northwest Territories

          The City of Yellowknife Community Energy Plan Communications Plan describes a detailed approach for engaging with the public.86 At the core of the plan, there is a recognition that in order to reduce GHG emissions across the community, Yellowknife residents and businesses must change current energy use practices. This requires a shift in awareness, attitudes and behaviour with respect to GHG emissions. The overall communication goal of the plan is to inform Yellowknife residents of changes that the City of Yellowknife will make and to implement communication programs that encourage ongoing reductions in Yellowknife GHG emissions.

          Stratégie 9:

          Stratégie 10:

          Appendices

          Strategy 6

          Define How the CEP will Generate Value for Community Stakeholders

          While CEPs are often led by local governments, they are implemented by the community. Early and meaningful collaboration and coordination with community stakeholders is critical for fostering buy-in, ownership and accountability for implementation.

          Before engaging with stakeholders, it may be helpful to identify ways in which the CEP can add value to their business models. Some of the stakeholders most central to the success of the CEP include:

          • Electric, natural gas and thermal energy distributors
          • The real estate sector (including developers, homebuilders, building owners and operators, architects, and real estate agents)
          • Provincial/territorial government
          • Large energy users in the industrial commercial and institutional sector
          • NGOs

          The value of community energy planning to each of these stakeholders is described in the following subsections.

          Other stakeholders to engage include, but are not limited to:

          • Local chambers of commerce
          • School boards
          • Fuel suppliers
          • Engineering and planning consultants
          • Other local governments
          • The public
          • Others

          Engaging Energy Distributors

          Electricity, natural gas and thermal energy distributors are critical partners for CEP development and implementation as they have technical expertise in managing infrastructure and experience delivering programs and building projects.

          • The business models of energy distributors are evolving. Some of the factors influencing this shift include, but are not limited to:
          • The introduction of ambitious conservation targets
          • The installation of smart meters in several jurisdictions and resulting data and IT management
          • Increased adoption of new technologies, including distributed energy resources and alternative fuel vehicles, as well as the introduction of policies encouraging their uptake

           

          Table 9 summarizes how a CEP can add value to the evolving business models of energy distributors.

          Table 9 – The Value Proposition of Community Energy Planning to Energy Distributors

          ConsiderationsCEP Value
          • Electric, natural gas and thermal energy distributors are focused on delivering energy to end users as reliably and as cost-effectively as possible
          • By participating in the community energy planning process, energy distributors can inform the development of programs and projects that complement infrastructure planning
          • Ambitious demand side management (DSM) or conservation and demand management (CDM) targets
          • The CEP aims to reduce overall energy consumption and GHG emissions and as a result can act as a direct pathway to allow energy distributors to expand DSM/CDM efforts and meet targets
          • Uptake of distributed energy resources and alternative fuel vehicles that must be integrated with the distribution system
          • The community energy planning process can lead to discussions about distributed energy resources, electric vehicle charging, etc.
          • Missing data needed for load forecasting
          • Local governments have access to development data that may not be available to energy distributors. Partnering on community energy planning can provide insights with respect to future land use as well as opportunities for integration
          • Alignment of infrastructure planning
          • CEPs aim to enhance the reliability and cost-effectiveness of energy supply by integrating energy networks and therefore align with the central focus of distributors
          • Energy distributors can inform CEP actions that reduce community-wide energy use during peak demand
          • Energy distributors can collaborate with public works committees to aligning timing of infrastructure investments, etc.


          Consider the following when engaging with the energy distributors.

          Who to engageWhen to engage them
          • Executive leaders
          • DSM/CDM staff
          • Energy planning staff (if applicable)
          • Engage executive leaders and DSM/CDM staff as early as possible in the CEP process
          Why engage themHow to engage them

          What the CEP can provide:

           

          • CEPs have the potential to enhance the business models of energy distributors. Senior staff should be engaged to participate in strategic level discussions about the CEP
          • DSM/CDM staff should be engaged to act as a liaison between large energy users and the CEP team

           

          What is required from distributors for the CEP:

          • Energy end use data by postal code to develop energy inventories and if applicable, energy maps36
          • If applicable, funding for CEP development and/or staffing resources and/or program and project implementation
          • Reach out to executive leaders with an invitation for a one-on-one meeting
          • If there are many distributors in your jurisdiction establish a recurring in-person meeting to align on needs, data availability, etc.
          • Energy distributors often have strong relationships with facilities departments. This may be a good entry point for communication if your utilities does not yet have a community energy planning contact person.
          • Refer to the checklist in Table 11 (in Strategy 7) for a list of approaches on how to maintain engagement with energy distributors

           

          Engaging the Real Estate Sector

          Business models within the real estate sector are evolving. Some of the factors influencing this shift include, but are not limited to:

          • The evolving preferences of home buyers and businesses. There is a growing mismatch between the high demand for energy efficiency buildings and homes and the supply. Similarly, there is a growing demand for compact, mixed-use neighbourhoods and communities
          • Increasing concerns from building owners and operators about the growing cost of energy as a proportion of overall building operating costs
          • Federal, provincial and territorial policies evolving in favour of energy efficiency, integrated land use and transportation and distributed energy resources
          • Significant, untapped opportunities for integrating distributed energy resources into building design

           

          These changes have impacts on real estate developers, building owners and operators, architects and real estate agents and while some organizations are taking the lead when it comes to community energy projects, many have yet to catch up. Table 10 summarizes some of the realities the real estate sector is facing and describes how participating in the community energy planning process can add value to their business models.

          Table 10 – The Value Proposition of Community Energy Planning to the Real Estate Sector

          Real Estate Sector FactorsCEP Value
          • The real estate sector is primarily focused on constructing and selling homes and businesses that are as affordable as possible
          • The result of effective community energy planning is often a shift from focusing on the upfront costs of implementing energy efficient buildings and/or distributed energy solutions, to the long-term reduction in costs to operate buildings
          • The demand for energy efficient homes and buildings is growing
          • There is an untapped opportunity for developers and homebuilders to grow sales by enhancing the level of energy efficiency within new and existing building stocks
          • Community energy planning provides an opportunity for stakeholders within the real estate sector to engage among one and another to share best practices
          • Developers that own buildings will experience a reduction in the cost per square foot of operating a building in the long-term by incorporating energy efficiency and distributed energy measures.
          • Community energy planning can provide a platform upon which stakeholders within the real estate sector can learn about and/or promote the marketability of energy efficient homes37
          • The demand for compact, mixed-use communities is growing
          • The community energy planning process can provide developers, builders and building owners and operators with new insights on land use and transportation trends and opportunities within the community
          • A growing number of policies are being introduced in favour of energy efficiency, integrated land use and transportation and distributed energy resources
          • The community energy planning process can provide developers, builders and building owners and operators with a platform upon which to navigate emerging standards, policies and guidelines around energy efficiency
          • Developers, homebuilders, building owners and operators and others can use the community energy planning process as an opportunity to present policy alternatives that can support CEPs38
          • For example, an effective community energy planning process could find ways to increase flexibility with minimum parking requirements, thus increasing affordability of new developments

           

          Consider the following when engaging with the real estate sector.

          Who to engageWhen to engage them
          • Developers and homebuilders
            • Distinguish between those perceived to be progressive versus those that are perceived to be traditional
          • Building owners and operators
          • Architecture firms
          • Real estate agents
          • Consider reaching out to executives and senior/junior staff.
          • Consider reaching out to those with an engineering, architecture and/or planning designation
          • Early in the process and on an ongoing basis throughout CEP development and implementation
          Why engage themHow to engage them
          • Commitment to implement projects that align with the CEP, such as energy efficiency projects, distributed energy resource projects, and projects that encourage integrated land use and transportation
          • The implementation of demonstration projects
          • One-on-one meetings with senior executives.
          • Non-prescriptive, performance-based requirements and/or incentives for building efficiency, distributed energy resources and integrated land use and transportation, will enable developers to incorporate cost effective and contextually appropriate technologies into developments
          • Refer to the checklist in Table 11 (in Strategy 7) for a list of approaches on how to maintain engagement with the real estate sector

           

          Engaging Provincial and Territorial Governments

          Provincial and territorial governments are essential in the community energy planning process:

          • Increasingly, provincial and territorial governments and their respective agencies are placing a growing emphasis on energy and emissions.39 Community energy planning offers a platform to achieve deep energy and GHG reductions while facilitating economic growth and can directly help achieve provincial and territorial objectives
          • Health care costs represent a large, and increasing portion of most provincial/territorial budgets and community energy planning can help to reduce these costs
          • They also oversee policies and programs that may impact or be impacted by community energy planning.
          • They may also have technical expertise needed for CEP development and implementation
          • They may have energy end use data and
          • Key Performance Indicator data needed to monitor implementation progress

           

          Consider the following when engaging with provincial and territorial governments.

          Who to engageWhen to engage them
          • Manager-level staff in ministries including but not limited to energy, land use/municipal affairs, environment and economic development
          • Ongoing engagement with the manager and/or appointed staff person
          • Early in the CEP process and on an ongoing basis throughout CEP development and implementation
          Why engage themHow to engage them

          What provincial/territorial governments may need from communities:

           

          • Commitment to deep energy and GHG emissions at the local level
          • Commitment to create the conditions for the implementation of energy projects across the community

           

          What communities may need from provincial/territorial governments:

          • Technical expertise on energy planning (e.g. energy distribution planning, transportation planning, etc. if applicable)
          • Energy end use data
          • Key Performance Indicator data for anything tracked at a provincial/territorial level
          • Introduce/amend policies to encourage, support or require widespread CEP implementation40
          • Reach out to any contacts you may have in the provincial/territorial government and their respective agencies with a mandate related to community energy. If you do not have a contact check your provincial/territorial government directory
          • Refer to the checklist in Table 11 (in Strategy 7) for a list of approaches on how to maintain engagement with provincial and territorial staff

           

            Engaging Non-Governmental Organizations

            Who to engageWhen to engage them
            • All NGOs with a mandate related to community energy including but not limited to:
            • Climate action
            • Environmental projection
            • Alternative transportation
            • Active transportation
            • Others
            • Consider organizations with capacity to engage with elected officials, community stakeholders and the public
            • Consider organizations with capacity to provide research support to support CEP implementation (e.g. measuring and monitoring the impacts of implementing certain energy projects)
            • Consider organizations listed in Appendix IV Appendix IV – Provincial/Territorial Organizations and Communities of Practice that may have Community Energy Planning Resources
            • Early in the CEP process and on an ongoing basis throughout CEP development and implementation
            Why engage themHow to engage them
            • NGOs may be well-positioned to:
            • Measure and communicate measurable impacts of CEP implementation.
            • Communicate the need for CEP support with provincial/territorial government
            • Develop/implement CEPs
            • Engage with elected officials, community stakeholders and the public to advance the implementation of actions
            • Refer to the checklist in Table 11 (in Strategy 7) for a list of approaches on how to maintain engagement with NGOs

            Engaging the Public

            CEP implementation requires residents and businesses to change the way they consume energy. But when and how should the public be engaged, and what for?

            • While the CEP should be undertaken with the public interest in mind, public engagement may not be needed before a CEP is developed
            • Public engagement may be most effective once programs have been developed, whereby targeted educational materials and calls to action can be presented to residents and businesses
            • Engagement is often most powerful when you go to the community, instead of waiting for the community to come to you. There are many tried and tested alternatives to public engagement meetings
            • When communicating with the public, emphasize person benefits such as cost savings
            • Use visually compelling materials such as infographics and energy maps41
            • Engage youth to solicit ideas for change. Engage students to act as ambassadors for the CEP

            Case Study 2: Measuring the Widespread Economic Benefits in the City of London, Ontario

            The City of London, Ontario has conducted an economic analysis to measure various economic impacts and potential benefits of implementing their Community Energy Action Plan (CEAP). The analyses, conducted in-house, demonstrate community-wide energy spending, the proportion of energy spending leaving the local economy and the potential to recirculate energy spending based on the implementation of their plan.

            The approach undertaken and resources are available here:

            Case Study 3: Measuring Green Jobs in Durham Region, Ontario

            The Region of Durham Community Climate Change Local Action Plan highlights the estimated environmental, economic and social impacts of implementation. The plan is available at: Durham Region (2012). From Vision to Action Region of Durham Community Climate Change Local Action Plan.

              Case Study 4: Measuring the Impacts of Sustainable Communities on Local Retail Sales New York City, New York

              The New York City Department of Transportation created a methodology for measuring the economic impacts of improved streetscapes and active transportation infrastructure on retail sales. The study is available here: New York City Department of Transportation (December 2013). The Economic Benefits of Sustainable Streets. http://www.nyc.gov/html/dot/downloads/pdf/dot-economic-benefits-of-sustainable-streets.pdf

                Case Study 5: Framing the Value Proposition, Edmonton, Alberta

                The City of Edmonton, Alberta (population 812,000) adopted Edmonton’s Community Energy Transition Strategy in April 2015 and a corresponding City Policy C585 in August 2015.78 The Strategy, which represents a renewal and upgrade of their 2001 plan, was approved unanimously by City Council. Based on extensive citizen consultation, the strategy includes twelve strategic courses of action and an eight-year action plan with more than 150 tactics.
                There is a lesson to be learned in how Edmonton’s Sustainable Development Department communicated the need for the strategy. First, it was framed as a risk management strategy designed to protect Edmonton’s quality-of life from climate and energy risks. Secondly, it provided a compelling economic business case involving ten community-scale programs (for advancing energy conservation, energy efficiency and renewable energy uptake) that would deliver a net public benefit of $3.3 billion over 20 years.

                  Case Study 6: Establishing a Committee of Council in Yellowknife, Northwest Territories

                  The Community Energy Planning Committee was established by City Council on September 10, 2007, following the completion of the Community Energy Plan (CEP).79 The Committee is chaired by the Mayor and includes representatives from across the Community. The primary purpose of the Committee is to assist the City of Yellowknife in an advisory capacity to ensure the CEP is implemented and evolves in an effective manner. The scope of the Committee is to report and make recommendations to City Council through the appropriate standing Committee of Council on the progress and direction of the CEP implementation.80

                    Case Study 7: Establishing a Governance Framework for Edmonton’s Community Energy Transition Strategy, Edmonton, Alberta

                    Edmonton City Council formed an Energy Transition Advisory Committee.81 Committee members serve two year terms and sets out to encourage and promote the strategy, provide advice to Council regarding the implementation of the strategy and assist Council in developing performance measures.

                    Case Study 8: Stakeholder Engagement in the City of Kelowna, British Columbia

                    In 2012, the City of Kelowna adopted a Community Climate Action Plan containing 87 actions to be implemented by 2020. Of those actions, 59 were assigned to the local government and 28 were assigned to community stakeholders, including utilities, provincial government and others. In an effort to ensure that community stakeholders understood their roles in the implementation of the plan, the City of Kelowna circulated letters to the organizations responsible for implementing actions in the plan. These letters enabled the City of Kelowna to move forward on implementing actions that are not within its jurisdiction.82

                    Case Study 9: Stakeholder Engagement in Markham, Ontario

                    In 2014, the City of Markham began to develop a Municipal Energy Plan (MEP). As part of the MEP, the City created a Stakeholder Working Group.83

                    The desired outcome of the Stakeholder Working Group is to provide recommendations and feedback on the development of Markham’s MEP including:

                    • Identifying energy opportunities and solutions to increase local energy production and conservation
                    • Identifying synergies between industry stakeholders to implement MEP recommendations

                    See the Municipal Energy Plan Stakeholder Working Group Terms of Reference here.

                    See the list of stakeholders participating in the MEP Stakeholder Working Group here.

                    Case Study 11: Public Engagement on Community Energy in London, Ontario

                    The City of London, Ontario has documented public engagement efforts in a document entitled Learning from People: A Background Document for the Community Energy Action Plan: https://www.london.ca/residents/Environment/Energy/Documents/Learning_from_People.pdf
                    As part of the development of the Community Energy Action Plan, the City of London undertook a campaign called ReThink Energy London. The City of London held a Community Energy Strategy Workshop and the London Roundtable on the Environment and the Economy to inform the development of the Community Energy Action Plan. Community Energy Strategy Workshop included an interactive energy mapping exercise that involved 31 participants from electrical, natural gas and thermal utilities, internal departments, environmental and transportation advisory committees and provincial staff, among other stakeholders. The city’s energy map was used to help stakeholders identify energy opportunities and risks, and to generated ideas and principles for energy actions in key areas such as buildings, transportation and low carbon energy generation in the City of London. Outcomes from the workshop can be found here: https://www.london.ca/residents/Environment/Climate-Change/Documents/London_FINALSummaryofWorkshop_May11.pdf

                    Case Study 12: City of Yellowknife Community Energy Plan Communications Plan, Northwest Territories

                    The City of Yellowknife Community Energy Plan Communications Plan describes a detailed approach for engaging with the public.86 At the core of the plan, there is a recognition that in order to reduce GHG emissions across the community, Yellowknife residents and businesses must change current energy use practices. This requires a shift in awareness, attitudes and behaviour with respect to GHG emissions. The overall communication goal of the plan is to inform Yellowknife residents of changes that the City of Yellowknife will make and to implement communication programs that encourage ongoing reductions in Yellowknife GHG emissions.

                    Case Study 13: Fort Providence, Northwest Territories

                    In 2007 and 2008 the community of Fort Providence, Northwest Territories (population 735), in partnership with the Arctic Energy Alliance, developed an energy profile.87

                    The objective of this exercise was to provide the community, and key decision makers, with a snapshot of energy use in the community.

                    The energy profile was developed to communicate a large quantity of energy data, including energy consumption, energy end use, cost of energy, and GHG emissions. Similar to any community that looks at energy use and costs per capita, the energy profile revealed significant opportunities to conserve energy and improve efficiency within the community.

                    Case Study 19: Community Energy Planning Alternatives for Small Communities – Eco-Ouest

                    Eco-Ouest, led in partnership with CDEM, SSD, has developed a program designed to help provide expertise to smaller municipalities in Manitoba, Saskatchewan and Alberta that face resource and capacity constraints for CEP development and implementation. Eco-Ouest has partnered with rural municipalities in each of these provinces to create energy and GHG emissions inventories and Climate Change Local Action Plans such as the inventory for the Rural Municipality of St. Clements and plans for the Rural Municipality of Saint-Laurent and Rural Municipality of Taché. CDEM also incorporates a regional perspective by comparing neighbouring communities’ energy and emissions performances and sharing successful projects and case studies.92CDEM. (n.d.). Eco-West. Retrieved from CDEM Website: http://www.cdem.com/en/sectors/green-economy-1/eco-west

                    Case Study 20: Yukon Energy Solutions Centre

                    The Yukon Energy Solutions Centre is part of the Energy branch in the Government of Yukon Department of Energy, Mines and Resources.

                    The Energy Solutions Centre offers community-level energy services to such as:

                    • Providing technical information and financial incentives to encourage the use of energy efficient appliances and heating systems at the local level
                    • Providing comprehensive energy planning services, including energy baseline assessments and policy reviews
                    • Providing training courses to build local technical capacity to implement community energy plans and projects
                    • Participating in outreach and public education on the health, safety, economic and environmental benefits of energy efficiency and renewable energy

                    To learn more about the Energy Solutions Centre visit http://www.energy.gov.yk.ca/about-the-energy-branch.html

                    Strategy 7

                    Engage Community Stakeholders and Recognize their Implementation Progress

                    CEPs are typically led by local government and implemented by the community. Central to the success of a CEP is effective and ongoing community stakeholder engagement. Some of the most critical stakeholders to engage in implementation include, but are not limited to:

                    • Electric, natural gas and thermal energy distributors
                    • The real estate sector, including developers, homebuilders, building owners and operators, architects and real estate agenda
                    • Provincial and territorial government and their respective agencies
                    • NGOs
                    • Academic institutions
                    • School boards
                    • Fuel suppliers
                    • Chambers of commerce and local Business Improvement Areas (BIAs)

                    Approaches for Stakeholder Engagement

                    Table 11 provides a preliminary checklist of approaches for engaging with stakeholder groups. Before getting started, consider the following:

                    • Establish a relationship with community stakeholder as early as possible in the CEP process
                    • Use plain, clear language when engaging with stakeholders. If possible use terminology that community stakeholders are familiar with
                    • Not everyone will be supportive of the CEP. Recognize personal dynamics and focus engagement efforts on allies. With that in mind, offer ongoing opportunities to inform and engage all stakeholders
                    • The CEP may surface debates among stakeholders. Keep in mind that the overall aim of the CEP is to improve the overall quality of life for the community. Find ways to keep the conversation positive
                    • If your community does not yet have a CEP, find a way for all stakeholders to provide input in the CEP vision and energy and GHG targets
                    • Collaborate with community stakeholders to identify actions to include in the plan

                     

                    Table 11: Approaches for Stakeholder Engagement42

                    One-On-One Meetings

                    When meeting stakeholders for one-on-one meetings consider the following three questions:

                     

                    • What are you trying to achieve with your CEP?
                    • What is the stakeholder trying to achieve?
                    • Where do your priorities overlap?

                     

                    Click here for a downloadable document of additional questions for consideration.

                    Establish A Stakeholder Committee
                    • Create a stakeholder committee
                    • Host ongoing, in-person meetings at all stages of the CEP process
                    • The objective of the meetings should be to provide updates, obtain input and to monitor and report implementation progress. In person meetings may also provide an opportunity to share updates and to identify opportunities to integrate initiatives
                    • Refer to Strategy 3: Develop a Governance Model that Supports a Community Energy Transition for insights on how to set up a formal committee made up of community stakeholders
                    Workshops And Focus Groups
                    • Obtain targeted feedback from stakeholders as you begin to develop concepts, approaches and a vision for your CEP. Workshops should take place in-person
                    • Focus groups can occur in-person, by teleconference or via online platforms. Consider inexpensive and user friendly tools such as Survey Monkey or online community engagement tools
                    Ongoing Telephone And Email Correspondence
                    • In some cases, obtaining information, data and buy-in from stakeholders will require frequent and ongoing correspondence
                    Attend Stakeholder Meetings (E.G. Association Meetings)
                    • Participate in meetings hosted by your stakeholders and find opportunities to present information about the CEP and obtain their support. When possible, sign up the CEP as a routine agenda item for regularly scheduled meetings (e.g. association meetings)
                    • Consider that many stakeholder groups may be unfamiliar with the CEP process and as a result should be engaged early and often
                    • Be sure to always provide a platform for two-way correspondence between stakeholders and the CEP team
                    Charrettes
                    • Use the Charrette technique to facilitate a visioning process, and to identify actions to consider in the CEP. All stakeholders should be involved in the CEP vision, determining energy and GHG emissions reduction targets and when prioritizing actions
                    Additional Resources
                    • Consider the Natural Resource Canada Stakeholder Engagement Guide with Worksheets for further support43

                    Segmenting Stakeholders

                    All stakeholders will have varying levels of interest in the CEP based on their core business. Consider segmenting stakeholders before you begin engaging with them.

                    Consider segmenting stakeholders within a matrix to determine (1) their willingness to engage and (2) their level of influence with respect to implementation. It is good practice to focus first on the stakeholders with a high influence on energy and GHG emissions. See the Stakeholder Segmentation Matrix Template in Figure 5 as an example.

                    Figure 5 – Stakeholder Segmentation Matrix Template

                    It is important to keep track of stakeholder contact information as well as a record of stakeholder input. Consider using the Tools 4 Dev Stakeholder Analysis Matrix template to keep track of stakeholders and to highlight why the CEP is of value to them.44

                    This matrix can help with future engagement and can also help to avoid a loss of internal corporate knowledge in the event of staff turnover or attrition.

                    Energy Mapping as an Engagement Tool

                    An energy map illustrates spatial information about energy end use in a community. It can visually identify opportunities for reducing energy use (e.g. targeting energy efficiency programs), opportunities for shifting modes of transportation (e.g. transit projects), potential sources of energy (e.g. biomass), and opportunities for distributed energy resources (e.g. district energy systems).45

                    Consider the following when developing an energy map:

                    • Before developing an energy map, consider the overall objectives of your CEP. Use the energy map
                    • as a strategic tool to illustrate opportunities to achieve those objectives.
                    • Many energy data providers may not provide parcel-level information due to privacy constraints, however parcel-level data is often not needed to illustrate energy opportunities in your community. Consider developing your map at a postal code scale. If possible, identify energy intensity by land use type or building type or by hectare or m2
                    • Maps should include key roads and/or buildings to help viewers orient themselves
                    • Consider developing a variety of maps to illustrate energy use in buildings and transportation
                    • Energy maps can be presented to stakeholder groups such as energy distributors, real estate developers, and the public in charrettes, stakeholder meetings, workshops and focus groups. Maps can be used to illustrate the objectives of the CEP, and to obtain input on actions to include in the CEP.

                      Tailor Stakeholder Engagement to Community Size and Resources

                      Consider the size of your community, its resources, and its ability to manage meetings. A larger community with a strong appetite for implementation may wish to have a number of committees, and a structure around these (e.g. a community committee that can feed ideas to a Mayor’s task force which in turn takes things to Council). A smaller community with fewer resources available for implementation may prefer to have just one committee, or no committee at all and to meet on an informal basis. 

                      Recognize Community Stakeholder Progress when Monitoring and Reporting on Implementation

                      Strategy 8: Monitor and Report on CEP Implementation describes the importance of keeping track of the measurable results of the CEP on an annual basis and sharing those results with all political, staff and community stakeholders. While much of this progress is monitored by the local government, there is an opportunity to engage community stakeholders to provide input on measurable progress.

                      • Consider providing a formal opportunity for community stakeholders to share measurable progress
                      • Results can be presented in the form of ongoing Key Performance Indicators (such as the number of energy efficiency retrofits and/or the amount of kilowatt hours and gigajoules reduced)
                      • Or they can be presented in the form of anecdotes (such as short case studies highlighting successes)
                      • Meaningful engagement such as this can unlock many other opportunities to strengthen the value of the CEP.

                      Case Study 8: Stakeholder Engagement in the City of Kelowna, British Columbia

                      In 2012, the City of Kelowna adopted a Community Climate Action Plan containing 87 actions to be implemented by 2020. Of those actions, 59 were assigned to the local government and 28 were assigned to community stakeholders, including utilities, provincial government and others. In an effort to ensure that community stakeholders understood their roles in the implementation of the plan, the City of Kelowna circulated letters to the organizations responsible for implementing actions in the plan. These letters enabled the City of Kelowna to move forward on implementing actions that are not within its jurisdiction.82

                      Case Study 9: Stakeholder Engagement in Markham, Ontario

                      In 2014, the City of Markham began to develop a Municipal Energy Plan (MEP). As part of the MEP, the City created a Stakeholder Working Group.83

                      The desired outcome of the Stakeholder Working Group is to provide recommendations and feedback on the development of Markham’s MEP including:

                      • Identifying energy opportunities and solutions to increase local energy production and conservation
                      • Identifying synergies between industry stakeholders to implement MEP recommendations

                      See the Municipal Energy Plan Stakeholder Working Group Terms of Reference here.

                      See the list of stakeholders participating in the MEP Stakeholder Working Group here.

                      Case Study 11: Public Engagement on Community Energy in London, Ontario

                      The City of London, Ontario has documented public engagement efforts in a document entitled Learning from People: A Background Document for the Community Energy Action Plan: https://www.london.ca/residents/Environment/Energy/Documents/Learning_from_People.pdf
                      As part of the development of the Community Energy Action Plan, the City of London undertook a campaign called ReThink Energy London. The City of London held a Community Energy Strategy Workshop and the London Roundtable on the Environment and the Economy to inform the development of the Community Energy Action Plan. Community Energy Strategy Workshop included an interactive energy mapping exercise that involved 31 participants from electrical, natural gas and thermal utilities, internal departments, environmental and transportation advisory committees and provincial staff, among other stakeholders. The city’s energy map was used to help stakeholders identify energy opportunities and risks, and to generated ideas and principles for energy actions in key areas such as buildings, transportation and low carbon energy generation in the City of London. Outcomes from the workshop can be found here: https://www.london.ca/residents/Environment/Climate-Change/Documents/London_FINALSummaryofWorkshop_May11.pdf

                      Case Study 12: City of Yellowknife Community Energy Plan Communications Plan, Northwest Territories

                      The City of Yellowknife Community Energy Plan Communications Plan describes a detailed approach for engaging with the public.86 At the core of the plan, there is a recognition that in order to reduce GHG emissions across the community, Yellowknife residents and businesses must change current energy use practices. This requires a shift in awareness, attitudes and behaviour with respect to GHG emissions. The overall communication goal of the plan is to inform Yellowknife residents of changes that the City of Yellowknife will make and to implement communication programs that encourage ongoing reductions in Yellowknife GHG emissions.

                      Case Study 16: Monitoring and Reporting on Implementation Progress in the City of Guelph, Ontario

                      CEP reporting is coordinated annually by the Community Energy division of the Business Development and Enterprise department, and presented to the Corporate Administration, Finance & Enterprise Committee (this Committee is appointed by Council and made up of Councillors). A dashboard is used to display progress within eight key activity categories, plus a description of the status for each individual activity.

                      See the Guelph Community Energy Plan here.

                      Case Study 17: Monitoring and Reporting on CEP Implementation in the City of London, Ontario

                      The City of London Community Energy Action Plan (CEAP) was adopted in 2014. Alongside the plan, the City of London developed a background document describing a methodology for monitoring and reporting on community energy use. The background document describes a methodology for developing annual energy and emissions inventories. The document describes how the City of London will also work with stakeholders to develop new Key Performance Indicators, including economic, transportation, and energy performance indicators. The results from energy and emissions inventories, and other Key Performance Indicators will be included in an annual progress report outlining implementation progress of the CEAP.90

                      Strategy 8

                      Monitor and Report on CEP Implementation

                      Based on research from the GTI initiative, 90 percent of CEPs contain an energy and emissions reduction target, yet more than 20 percent of communities lack a structure to monitor progress toward their targets.46 Further, less than half of communities with a CEP have conducted a follow-up energy and GHG emissions inventory once their CEP was adopted to track the progress of implementation. Communities that do not monitor and report on progress may fail to secure long-term support and resources needed to implement a CEP.47

                      Monitoring and reporting on implementation can unlock significant opportunities to build ongoing support among elected officials, staff and community stakeholders. Precise, measurable and defensible data, when presented on an ongoing basis, can increase the overall confidence and support of senior decision makers. When the CEP is monitored on an annual basis, successes can be celebrated which can in turn help build further support for implementation. The data can also provide frequent feedback loops to identify strengths and weaknesses as well as possible course corrections, if applicable.

                      Measuring Primary and Secondary Key Performance Indicators

                      CEPs typically contain primary and secondary Key Performance Indicators.

                      Primary Key Performance Indicators: Energy End Use and GHG Emissions

                       

                      Secondary Key Performance Indicators: Other Key Performance Indicators

                       

                      Table 12 illustrates the steps to consider for developing, monitoring and reporting on energy and GHG targets and other Key Performance Indicators.

                      Table 12: Steps and Considerations for Monitoring and Reporting CEP Implementation

                      StepConsiderations
                      Identify Key Performance Indicators to monitor the impacts of the CEP
                      • In some cases a community may have existing Key Performance Indicators that can be used as a basis for the CEP indicators. For example, if applicable, there may be indicators in an existing CEP, Integrated Community Sustainability Plans or other community plans
                      • Key Performance Indicators should be reviewed and/or selected with the following considerations in mind:
                        • They should be measurable – the data should be available
                        • They should require a reasonable level of effort to track
                        • They should be cost-effective to track
                      • Key Performance Indicators should be chosen by all staff involved in the CEP, and particularly in collaboration those that will be responsible for monitoring the indicators
                      Determine a rigorous and consistent methodology for measuring progress  
                      • A consistent methodology can be of particular concern for primary indicators, as a range of methodologies can be used to create an energy / emissions inventory. Inventories should be consistent with the methodology used for the baseline inventory (or at least the inventories should be adjusted to be consistent with each other)
                      • If rigorous data is difficult to obtain try developing assumptions. Be explicit about any assumptions made in the monitoring and reporting process  
                      Determine the frequency of monitoring Key Performance Indicators
                      • Obtain data for energy, GHG emissions and other Key Performance Indicators annually, or as frequently as otherwise possible
                      • The process of monitoring Key Performance Indicators should be embedded into the work plans of staff
                      • All data being monitored by staff across the local government should be submitted to the CEP project manager and reported on annually  
                      • Re-evaluate Key Performance Indicators every 1-5 years to ensure that they are still relevant
                      Determine the frequency of implementation progress reports 
                      Highlight successes!
                      • A progress report should be sent to elected officials, local government staff and community stakeholders. It should also be made publicly available.
                      • Communicate successes at council, staff and stakeholder meetings as well as public events
                      • If possible, develop visually compelling materials to communicate implementation highlights
                      Don’t forget to include success stories from community stakeholders
                      • The reporting of CEP implementation successes, even small ones, can help to build support for CEP implementation and create the conditions for investments in future implementation  
                      • Don’t forget to invite community stakeholder to provide success stories – either measurable progress or anecdotes – to include in the annual report. See Strategy 7: Engage Community Stakeholders and Recognize their Implementation Progress

                       

                      Follow-up Energy and GHG Inventories in Small Communities

                      Annual energy and GHG inventories can be expensive to conduct and may, in some cases, illustrate only incremental changes with respect to energy end use and emissions in a community. As a result, small communities should consider developing inventories at longer intervals (e.g. bi-annually, or every five years). In the interim, communities can focus on monitoring and reporting on secondary indicators, which are often less expensive and easier to monitor, and which can still indicate implementation progress.

                      Insights on Measuring Implementation

                      GTI research has identified that there are many ways to measure CEP implementation. Some approaches include:

                      • Measuring reductions in community-wide energy or GHG emissions: If energy and GHGs are falling in a community, the CEP is effectively being implemented. Note that federal, provincial/territorial policies, economic transitions and other external factors often play a role in overall GHG emissions
                      • Measuring secondary Key Performance Indicators: The effectiveness of a CEP can be measured by the extent to which secondary Key Performance Indicators are achieved. Secondary indicators include indicators that are related to overall energy consumption (e.g. reduction in energy spending, number of jobs created, reduction in vehicle kilometers traveled, shifts in mode splits, energy efficiency retrofits, or increased waste diversion rates)
                      • Tracking the number of actions completed in a CEP: While this is a rudimentary approach to measuring the impacts of implementation, it can signal the extent to which local government processes are supportive of implementation
                      • Assessing Implementation Readiness: The Community Energy Implementation Readiness Survey enables a community to assess the extent to which conditions are in place to support ongoing implementation

                        Case Study 16: Monitoring and Reporting on Implementation Progress in the City of Guelph, Ontario

                        CEP reporting is coordinated annually by the Community Energy division of the Business Development and Enterprise department, and presented to the Corporate Administration, Finance & Enterprise Committee (this Committee is appointed by Council and made up of Councillors). A dashboard is used to display progress within eight key activity categories, plus a description of the status for each individual activity.

                        See the Guelph Community Energy Plan here.

                        Case Study 17: Monitoring and Reporting on CEP Implementation in the City of London, Ontario

                        The City of London Community Energy Action Plan (CEAP) was adopted in 2014. Alongside the plan, the City of London developed a background document describing a methodology for monitoring and reporting on community energy use. The background document describes a methodology for developing annual energy and emissions inventories. The document describes how the City of London will also work with stakeholders to develop new Key Performance Indicators, including economic, transportation, and energy performance indicators. The results from energy and emissions inventories, and other Key Performance Indicators will be included in an annual progress report outlining implementation progress of the CEAP.90

                        Strategy 9

                        Develop an Implementation Budget and Work within your Means

                        Effective CEP implementation will require funding to support:

                        • A dedicated staff person(s)
                        • Project capital and operations and maintenance costs
                        • Programs
                        • Consultants

                        GTI Advice

                        When developing a budget over the expected life of the CEP consider:

                        • Not all actions need to be implemented immediately
                        • Distinguish which actions will be implemented year over year
                        • An implementation budget should be developed for every year of the action plan and should be updated on an annual basis
                        • Identify opportunities to integrate land use actions into any relevant policy/program review cycles

                        Fund a Dedicated Staff Person to Oversee Implementation

                        Many communities are concerned about the cost associated with hiring a full time employee to oversee community energy planning efforts. Based on research from the GTI initiative, communities are much more likely to implement their CEP, and generate community-wide financial savings and economic growth, if a dedicated staff person is assigned to manage implementation.48

                        Consider the following approach for obtaining funding for a dedicated staff person.

                        Conduct A Preliminary Funding Analysis
                        • Often times, provincial/territorial governments and/or utilities, and/or local NGOs provide funding or resources to offset the cost of hiring a staff person
                        • Consider preparing a preliminary analysis to determine how much funding is available from external sources as well as within the local government to fund:
                          • Staff
                          • Consultants
                          • Project capital and operations and maintenance costs
                        • See Strategy 5: Engage Staff Across The Local Government. Identify Staff Champions and Embed the CEP Into Staff Job Descriptions,and particularly the section on engaging the finance department.
                        • Presenting an analysis such as this may provide insights into available funding and can help to generate a more detailed discussion about how to fund a dedicated staff person.
                        Begin Conversations With Senior Management, The Finance Department, The CAO And Council
                        • Set up one-on-one or group meetings to discuss the level of interest in funding a dedicated staff person
                        • Communicate that there is strong evidence to show that community energy managers can more than offset their salaries through the reduction in energy spending at the community level as a result of their work
                        • Community energy planning can lead to energy savings that in turn free up public dollars to spend on other community services
                        • Describe the value of community energy planning. See Strategy 1: Develop A Compelling Rationale for Undertaking the CEP
                        • Communicate that the community energy planning process will result in significantly more energy and GHG reductions, as well as financial savings and economic growth, if a dedicated staff person is managing implementation
                        Invite External Advisors To Speak With Senior Staff, The Finance Department, The CAO And Council
                        • External advisors and NGOs may have data and insights available to help communicate the value of investing in a dedicated staff person for implementation
                        • Consider some of the organizations listed in Appendix IV – Provincial/Territorial Organizations and Communities of Practice that may have Community Energy Planning Resources

                        Integrate CEP Actions into the Budget Process

                        Embedding the CEP into the budget process can draw positive attention among senior managers to the level of priority of the CEP. As a result, local government departments may be able to find ways to advance their own priorities by aligning their work plans with CEP actions (e.g. economic development and district energy, planning and higher density, transportation and bike paths, or solid waste and composting). Table 13 describes the steps to embed the CEP into the budgeting process.

                        Table 13: Considerations for Integrating CEP Actions into the Budgeting Process

                        ConsiderationRationale
                        • Create an action plan that is SMART (Specific, Measurable, Attainable, Relevant, and Time-bound) and allocate responsibilities to the implementation of actions
                        • Actions that are Specific, Measurable, Attainable, Relevant, and Time-bound may be easier to incorporate into the budgeting process
                        • Embed the CEP into corporate and community planning, development related documents and job descriptions
                        • This can be an important precursor to including CEP implementation into the budgeting process
                        • Invite representatives from the finance department to attend CEP implementation meetings
                        • Carefully cultivate relationships with the finance department, and involve them in the CEP and its implementation as early as possible. See Strategy 5: Engage Staff Across the Local Government. Identify staff Champions and Embed the CEP into their Job Descriptions
                        • When making the case to include the CEP into the budgeting process on an ongoing basis, focus on how the CEP can help the community to achieve a wide range of community benefits. Focus on the cost-saving and economic benefits. See Strategy 1: Develop A Compelling Rationale for Undertaking the CEP
                        • Request ongoing funds for staffing, programs, project capital, operations and maintenance, and consultants
                        • Know how much you need on an ongoing basis to implement the actions in the plan
                        • Adopt a policy to consider lifecycle costing with purchasing decisions
                        • Although this is more likely to affect corporate energy consumption and GHG emissions, it helps to build long-term thinking and helps people to understand the benefits of reducing energy consumption
                        • Can also help to link the discussions on capital and operations and maintenance budgets, which can sometimes be siloed

                        Implement a Single Energy Project to Demonstrate the Success of the Investment

                        Communities struggling to gain the support of council to develop a CEP should consider implementing single projects to demonstrate the value and widespread benefits of implementing community energy initiatives. Often times, demonstrating small successes can help garner support to develop a complete CEP.

                        Consider the following:

                        • There are endless opportunities to change the way energy is delivered and used in our communities. Remember that it is almost always most cost-effective to focus first on actions that focus on reducing energy consumption. This can take place in the form of energy conservation and efficiency in new and existing buildings, waste and organics diversion, and reducing trip distances for the movement of people and goods
                        • Figure 6 includes three action categories that summarize some of the greatest opportunities for community energy planning. Communities are often advised to start first with the actions at the top end of the pyramid as they typically require a low level of investment and can have significant impacts on reducing energy and GHG emissions
                        • While payback periods should be reasonable, consider that sometimes a longer payback period may result in a stronger return on investment. Select a project that will deliver both

                         Figure 6 – A Summary of the Opportunities for CEP Implementation49

                          Consider CEP Renewal Early On

                          • It typically takes 5-7 years for a CEP to complete a development/implementation cycle
                          • Renewal should typically take place every 5-7 years to ensure that actions as well as the supporting rationale, data, analysis and impacts are up-to-date. Consider renewing the CEP when the majority of the actions in the CEP have been implemented or assessed for feasibility
                          • A community aiming to achieve an 80 percent reduction in energy and GHG emissions by 2050 will complete five to seven cycles between now and 2050
                          • Consider electoral, budgeting and other planning cycles when deciding on a frequency for CEP renewal
                          • Be explicit about when the CEP will be renewed
                          • Be adaptable. If circumstances change, consider renewing the CEP more or less frequently than was decided on initially
                          • If possible, avoid renewing the plan within 5 years of adoption. Renewal within a 5 year time frame can lead to “planning paralysis”, where it falls into the trap of expending its efforts on creating plans to the detriment of implementing them

                          Consider Developing a CEP at a Different Scale

                          • Consider developing a CEP at a regional scale. Participating local governments can then contribute a fair proportion of the cost to fund a dedicated staff person
                          • Consider housing the CEP within a local NGO, which may have access to more or different sources of funding to support a dedicated staff person
                          • Note that it is important to dedicate a staff person to oversee CEP development andimplementation

                          Relevant Resources

                          Case Study 2: Measuring the Widespread Economic Benefits in the City of London, Ontario

                          The City of London, Ontario has conducted an economic analysis to measure various economic impacts and potential benefits of implementing their Community Energy Action Plan (CEAP). The analyses, conducted in-house, demonstrate community-wide energy spending, the proportion of energy spending leaving the local economy and the potential to recirculate energy spending based on the implementation of their plan.

                          The approach undertaken and resources are available here:

                          Case Study 3: Measuring Green Jobs in Durham Region, Ontario

                          The Region of Durham Community Climate Change Local Action Plan highlights the estimated environmental, economic and social impacts of implementation. The plan is available at: Durham Region (2012). From Vision to Action Region of Durham Community Climate Change Local Action Plan. https://www.durham.ca/community/climate_change/2012DurhamLAP.pdf

                          Case Study 4: Measuring the Impacts of Sustainable Communities on Local Retail Sales New York City, New York

                          The New York City Department of Transportation created a methodology for measuring the economic impacts of improved streetscapes and active transportation infrastructure on retail sales. The study is available here: New York City Department of Transportation (December 2013). The Economic Benefits of Sustainable Streets. http://www.nyc.gov/html/dot/downloads/pdf/dot-economic-benefits-of-sustainable-streets.pdf

                          Case Study 5: Framing the Value Proposition, Edmonton, Alberta

                          The City of Edmonton, Alberta (population 812,000) adopted Edmonton’s Community Energy Transition Strategy in April 2015 and a corresponding City Policy C585 in August 2015.78 The Strategy, which represents a renewal and upgrade of their 2001 plan, was approved unanimously by City Council. Based on extensive citizen consultation, the strategy includes twelve strategic courses of action and an eight-year action plan with more than 150 tactics.
                          There is a lesson to be learned in how Edmonton’s Sustainable Development Department communicated the need for the strategy. First, it was framed as a risk management strategy designed to protect Edmonton’s quality-of life from climate and energy risks. Secondly, it provided a compelling economic business case involving ten community-scale programs (for advancing energy conservation, energy efficiency and renewable energy uptake) that would deliver a net public benefit of $3.3 billion over 20 years.

                          Case Study 13: Fort Providence, Northwest Territories

                          In 2007 and 2008 the community of Fort Providence, Northwest Territories (population 735), in partnership with the Arctic Energy Alliance, developed an energy profile.87

                          The objective of this exercise was to provide the community, and key decision makers, with a snapshot of energy use in the community.

                          The energy profile was developed to communicate a large quantity of energy data, including energy consumption, energy end use, cost of energy, and GHG emissions. Similar to any community that looks at energy use and costs per capita, the energy profile revealed significant opportunities to conserve energy and improve efficiency within the community.

                          Case Study 14: Halifax Vending Machine Energy Efficiency By-laws, Nova Scotia

                          In 2010, a series of by-laws and by-law amendments were adopted by Halifax City Council whereby a memorandum of Understanding was signed between the City and Refreshments Canada requiring the vending industry to voluntarily improve the energy efficiency of the vending machine fleet over 3 years. The estimated cost savings of the program were $500,000 per year and an annual reduction of 5,000 tons of GHG emissions. VendingMisers installed on the vending machines resulted in a 25-50 percent reduction in energy consumption per machine.88

                          Case Study 15: Net Zero Community in London, Ontario

                          West Five (www.west5.ca) is a 70 acre, mixed-use site located in London, Ontario. The site is being developed by Sifton Properties, in partnership with S2E Technologies. When completed, the neighbourhood will include 2,000 residential units, commercial and retail space, and parkland. The development will include a number of Smart Energy Community Principles,89 including energy efficient buildings (e.g. the use of enhanced insulation), the use of renewable energy resources (e.g. solar shingles) and matching land use needs and mobility options (e.g. siting services such as grocery stores at community terminals nodes). The site will include London’s first net-zero office building and net zero townhomes.

                          Read the Community Energy Knowledge Action Partnership case study here.

                          Case Study 16: Monitoring and Reporting on Implementation Progress in the City of Guelph, Ontario

                          CEP reporting is coordinated annually by the Community Energy division of the Business Development and Enterprise department, and presented to the Corporate Administration, Finance & Enterprise Committee (this Committee is appointed by Council and made up of Councillors). A dashboard is used to display progress within eight key activity categories, plus a description of the status for each individual activity.

                          See the Guelph Community Energy Plan here.

                          Case Study 17: Monitoring and Reporting on CEP Implementation in the City of London, Ontario

                          The City of London Community Energy Action Plan (CEAP) was adopted in 2014. Alongside the plan, the City of London developed a background document describing a methodology for monitoring and reporting on community energy use. The background document describes a methodology for developing annual energy and emissions inventories. The document describes how the City of London will also work with stakeholders to develop new Key Performance Indicators, including economic, transportation, and energy performance indicators. The results from energy and emissions inventories, and other Key Performance Indicators will be included in an annual progress report outlining implementation progress of the CEAP.90

                          Case Study 18: Efficiency One, Nova Scotia

                          Efficiency One in Nova Scotia, formerly Efficiency Nova Scotia, has provided on-site energy managers for organizations such as Cape Breton University, Capital District Health Authority, Dalhousie University and Nova Scotia Community College. These embedded energy managers help to identify and coordinate projects to achieve substantial energy efficiency savings. For example after first six months of the partnership between Efficiency One and Capital Health in 2012, several projects were initiated totalling savings of $118,000 per year.91 

                          Case Study 19: Community Energy Planning Alternatives for Small Communities – Eco-Ouest

                          Eco-Ouest, led in partnership with CDEM, SSD, has developed a program designed to help provide expertise to smaller municipalities in Manitoba, Saskatchewan and Alberta that face resource and capacity constraints for CEP development and implementation. Eco-Ouest has partnered with rural municipalities in each of these provinces to create energy and GHG emissions inventories and Climate Change Local Action Plans such as the inventory for the Rural Municipality of St. Clements and plans for the Rural Municipality of Saint-Laurent and Rural Municipality of Taché. CDEM also incorporates a regional perspective by comparing neighbouring communities’ energy and emissions performances and sharing successful projects and case studies.92CDEM. (n.d.). Eco-West. Retrieved from CDEM Website: http://www.cdem.com/en/sectors/green-economy-1/eco-west

                          Case Study 22: Parking Incentives in Hamilton, Ontario

                          The City of Hamilton amended its Zoning By-law to support a transit-oriented multi-residential building, reducing parking space requirements from 1 space per unit in a multi-unit residential dwellings to 0.47 parking spaced per unit due to the building being located in a transit-oriented neighborhood.93

                          Strategy 10

                          Embed the CEP into Plans and Policies

                          Community energy planning is a unique process that unlike most local government initiatives, crosses over many departmental and organizational boundaries. CEPs, however, often fall short on being integrated into the existing plans and policies in local government because there typically lacks a process to integrate the CEP once it has been adopted by council (see Table 4: CEP Development and Implementation Process). Local governments frequently operate in silos. Buildings and development, land use, transportation, and waste, are planned for through separate processes.

                          Once a CEP is adopted, consider taking the important step of integrating the CEP into plans and policies immediately after CEP adoption.

                          GTI Advice

                          • Cast a wide net, and be strategic: Identify all opportunities to integrate the CEP into plans, policies and by-laws immediately after CEP adoption. Consider the timing for when some or all of the plans will be renewed and embed the CEP strategically
                          • Engage: Engage with all stakeholders, including staff and community stakeholders, that will be impacted by when and how the actions identified in a CEP are embedded into plans and policies. Obtain stakeholder input on how the plans and policies can be designed and/or amended to result in positive impacts
                          • Embed: Proceed with embedding the CEP actions into the plans and policies selected. Ensure that the clauses and policies are designed to maximize impacts and benefits of CEP implementation. Amend the identified plans, policies, by-laws and regulations as soon as possible after the opportunities have been identified to ensure that goals and actions included in the CEP remain top of mind for Council, staff and community stakeholders
                          • Be adaptable: The CEP is a living document and should be renewed and amended over time. Include clauses within policies and plans that allows changes to be made to the CEP without requiring additional amendments, for example, “the goals and actions of the Community Energy Plan, as amended from time to time”50
                          • Be explicit: Refer to the CEP goals and objectives within each plan, policy, by-law and regulation in a specific way, so that the direction set by the CEP and its impact on the plan is clear. Figure 7 describes light and deep approaches for embedding the CEP into plans and policies
                          • Follow up: Ensure that staff and community stakeholders are aware of new and amended policies. For example, if new development permit requirements are introduced, ensure that staff working in the development permit department are trained on the changes

                          Figure 7 – Approaches to Embedding the CEP into Plans and Policies

                          Often, the integration of energy into local plans and policies will have implications for community stakeholders. Ensure that community stakeholders are consulted during the design of new policies and programs to ensure that supports, requirements and incentives are designed to maximize their uptake.
                          The following examples describe how a CEP can be embedded into plans, policies, by-laws and regulations. The CEP can be incorporated into these plans as they are being developed, or they can be amended afterwards. All of the plans, policies, by-laws and regulations listed below should be considered in your community. Consider how lightly or deeply the CEP should be embedded into each plan and policy.

                          Embed the CEP into Plans - Council Strategic Plans

                          A Strategic Plan is a council-led plan that identifies priorities, typically over a four year period. It can also include a 20-40 year vision.

                          Strategic Plans can be used to embed or apply an energy lens on decision-making.  Making the environment or energy security a priority at the community level allows Council to make strategic investments in studies and plans like community energy plans, environmental master plans, or targeted plans and policies related to energy.  It also allows funds to be allocated to these types of studies.

                          Council Strategic Plan in City of Coquitlam, British Columbia: The City of Coquitlam, British Columbia’s strategic plan, contains actions related to implementing the Community Greenhouse Gas Reduction Strategy including:

                          • Creating an energy efficient community
                          • Implementing district energy where feasible
                          • Developing policies to encourage higher performance buildings, passive design, and renewable energy51

                           Council Strategic Plan in Burlington, Ontario: The Burlington strategic plan, Burlington, Our Future, includes actions to improve energy management within the community as a way to achieve economic prosperity. Actions within the Strategic Plan include:

                          • Promoting and encouraging lower community energy consumption
                          • Expanding renewable energy initiatives
                          • Developing a Community Energy Plan52

                          The City of Burlington successfully developed and adopted a CEP in 2014.53

                           

                          Embed the CEP into Plans - Official Plans and Regulations

                          Official Plans outline growth objectives and guide the land use planning of a community. Depending on the Province or Territory and the community, can be called an Official Plan, Official Community Plan, Development Plan, Master Plan, Municipal Plan, or Comprehensive Plan. For many communities the Official Plan guides all land use making decisions. CEP actions related to integrating land use and transportation, enhancing energy efficiency, and accelerating the implementation of distributed energy resources, can be included in an Official Plan.

                          The Regional Municipality of York, Ontario: The Regional Municipality of York Official Plan, encouragesall local municipalities within its jurisdiction to develop a CEP and requires local municipalities to develop CEPs for Regional Centres, which are primary focal areas for intensive development. It also requires local municipalities to develop CEPs for each new community area to reduce community energy demands, optimize passive solar gains through design, maximize active transportation and transit, and make use of renewable, on-site generation and district energy options including but not limited to solar, wind, water, biomass, and geothermal energy.54

                          The Resort Municipality of Whistler, British Columbia: The Resort Municipality of Whistler notes in its Official Community Plan that “As a signatory to the BC Climate Action Charter the Council of the Resort Municipality of Whistler has expressed its understanding that anthropogenic emissions of greenhouse gases are affecting the global climate; that reducing these emissions is therefore beneficial and important to all citizens; and that governments must act promptly to mitigate climate change. The Municipality considers it appropriate to adopt targets, policies and actions intended to reduce the emission of greenhouse gases within Whistler and resulting from activities related to the ongoing operation of the resort community. The targets are stated below, along with related policies and actions. Other relevant policies and actions are found throughout the OCP, because the Municipality recognizes that reducing greenhouse gas emissions can be achieved by all sectors of the resort community, and in all aspects of its operation.”55

                           

                          Embed the CEP into Plans - Secondary Plans (Official Plan Amendments)

                          Through the Secondary Plan process, communities can create the conditions for CEP implementation by encouraging or requiring increased population and/or employment densities, land use mixes, transit-oriented development, distributed energy resources, etc.

                          Secondary Plan in the City of Toronto, Ontario: In 2014, the City of Toronto adopted the Scarborough Centre Secondary Plan which encourages developers to accommodate renewable energy generation and distribution systems, as well as charging infrastructure for electric vehicles. The policies are as follows:

                          1.4.9 Community Energy

                          • New development and the re-development of existing buildings within the McCowan Precinct will contribute to achieving the City’s target for reducing energy use and reducing greenhouse gas emissions. Proponents of new development and redevelopment of existing buildings will be guided by the Community Energy Plan prepared as part of the McCowan Precinct Plan Study (2014) and will work with the City to assess opportunities to contribute to the City’s energy targets through sustainable development.
                          • Development is encouraged to promote and accommodate renewable energy generation and distribution systems to assist in reducing greenhouse emissions, off- setting on site energy consumption, and securing a sustainable and stable energy distribution and supply. Energy technologies such as geothermal, combined heat and power co-generation, solar thermal heating, solar cooling, heat recovery, short- and long-term energy storage, and solar photo-voltaic will be encouraged. Building design and site planning to achieve passive solar heating in cold weather months will also be encouraged.
                          • Development will be encouraged to incorporate facilities to re-charge electric-powered vehicles either as a private or common amenity for building occupants or on pay-per-use basis for the general public.56

                            Embed the CEP into Plans - Other Plans

                            Other plans include Transportation Plans, Urban Forest Management Plans, Housing Plans, Solid Waste Plans, Economic Development Plans, Sustainability Plans and others.

                            Most CEPs will contain actions that relate to transportation, urban forest management, housing and solid waste, among others. Staff developing these plans should become aware of the actions in the CEP and how they impact their work plans.

                            Communications Plans

                            The communications department is responsible can incorporate the CEP into both internal and external communications.

                            Internal Communications

                            • Update staff on CEP implementation often through internal communications channels
                            • Encourage staff to share anecdotes on CEP implementation with the communications department so that they may be disseminated frequently

                             External Communications

                            • Engage with the public when deemed appropriate (e.g. for program implementation and significant CEP updates). See Strategy 7: Engage Community Stakeholders and Recognize their Implementation Progress
                            • Some local governments administer household/business surveys. Consider including questions within the survey that may provide data for Key Performance Indicators. See Strategy 8: Monitor and Report on CEP Implementation

                            Embed the CEP into Plans - Community Improvement Plans

                            Community Improvement Plans

                            Community Improvement Plans (CIPs) allow cities/communities to create the conditions to increase densities and/or encourage brownfield redevelopment for a designated area within a municipality. CIPs can help trigger development supportive of active transportation, use of public transportation and can even help concentrate development, and consequently energy end use, in a way that improves the business case for distributed energy resources.

                            CIPs in Moncton, New Brunswick: In 2015, The City of Moncton introduced a financial incentive program to revitalize vacant and under-utilized properties within the Downtown Community Improvement Plan area. The program aims to enhance mixed-use, sustainable and transit-oriented development in the downtown core.65

                            CIPs in Calgary, Alberta: In 2002, The Apex Corporation completed The Renaissance at North Hill, in Calgary. The project illustrates that redevelopment of large shopping centre parking lots to provide residential units can reap benefits for both the mall owners and developers. The developer considers good communications with surrounding neighbours, as well as building good relationships with the City, to be key factors.66

                            Embed the CEP into Policies - Zoning By-laws

                            Zoning by-laws state how land will be used in a community and outlines specific requirements for building use, density, height, size, and location. Zoning by-laws and amendments can be used to encourage or require intensification targets, the integration of land use and transportation, the acceleration of alternative modes of transportation, distributed energy resources, and energy efficiency requirements.

                            Energy efficiency in the City of Halifax, Nova Scotia: In 2010, a series of by-laws and by-law amendments were adopted by Halifax City Council whereby a Memorandum of Understanding was signed between the City and Refreshments Canada requiring the vending industry to voluntarily improve the energy efficiency of the vending machine fleet over 3 years. The estimated cost savings of the program were $500,000 per year and an annual reduction of 5,000 tons of GHG emissions. VendingMisers installed on the vending machines resulted in a 25-50 percent reduction in energy consumption per machine.57

                            Distributed energy resources in the City of Vancouver, British Columbia: In 2013, the City of Vancouver adopted a by-law requiring owners of new buildings proposed for construction and existing buildings undergoing significant alterations in the Southeast False Creek neighborhood to connect to the local district energy system.58

                            Distributed energy resources in the City of Calgary, Alberta: The City of Calgary adopted revisions to the Centre City By-law providing incentives for green building features including district energy connections, co-generation facilities and electric vehicle charging stations, among others.59

                            Increasing density and compact, mixed-use communities in the City of Calgary, Alberta: The City of Calgary adopted a zoning by-law amendment rezoning a mall parking lot to allow for a high-density residential development in a mixed use area. The development provided residents with greater access to essential services and amenities and reduced their dependency on private vehicles.60

                            Increasing density and compact, mixed-use communities in Koo’s Corner, British Columbia: In 2002, Koo’s Corner, located in the Strathcona neighbourhood in Vancouver, British Columbia was completed. The project represents a best practices as it relates to infill development. The City of Vancouver allowed a higher density for the project than what was permitted in the Vancouver Charter, enabling the project to be viable.61

                            Increasing density and compact, mixed-use communities in the City of Richmond, British Columbia: The City of Richmond identified as a priority in its 2014 Community Energy and Emissions Plan to review subdivision by-laws to encourage transit-oriented design to support investments in active transportation infrastructure.62

                            Parking incentives in the City of Hamilton, Ontario: The City of Hamilton amended its Zoning By-law to support a transit-oriented multi-residential building, reducing parking space requirements from 1 space per unit in a multi-unit residential dwellings to 0.47 parking spaced per unit due to the building being located in a transit-oriented neighborhood.63

                            Embed the CEP into Policies - Site Plan Control

                            Site plan control is a tool that local governments can use to ensure that certain requirements are met before a site is developed. By including design considerations in site plans, communities can promote energy and GHG reduction activities, including energy efficiency requirements such as those used in outdoor lighting.

                            Site plan control in Toronto, Ontario: The Toronto Green Standard (TGS) uses site plan approvals to require new private and public development to meet green building requirements. As of January 31, 2010, the City of Toronto uses this two-tiered set of performance measures for new development, organized by three building types. It requires planning applications, including zoning by-law amendments, site plan approval and draft plan of subdivision to meet Tier 1 requirements. Tier 1 requirements are mandatory and Tier 2, a higher level of performance, is voluntary. These performance measures were instituted to address a number of issues, consistent with the Official Plan’s broad policies, including air and water quality, greenhouse gas emissions, energy efficiency, solid waste and the natural environment.71

                            Embed the CEP into Policies - Height and Density Bonusing

                            Height and density bonusing allows developers to exceed height and density limits established in zoning by-laws, in exchange for community benefits.

                            Height and density bonusing in the City of Port Coquitlam, British Columbia: In 2008, the City of Port Coquitlam adopted a regulation allowing developers to be eligible for density bonusing if proposed developments achieve LEED Silver Certification equivalency in designated areas within the municipality. Funds collected are deposited into the City’s facilities amenity fund and the social housing amenity fund and are allocated to meet council’s strategic goals.64

                            Embed the CEP into Policies - Plan of Subdivision

                            A plan of subdivision is used when dividing land into two or more lots intended for separate ownership and outlines all the details and conditions required for development. A community could integrate an energy lens into the approval process by including considerations regarding walkability, the creation of compact neighbourhoods, energy conservation through street and lot layout to optimize passive solar gains and conditions for use of photovoltaics, and the construction of energy efficient homes.

                            Plans of subdivision in the City of Toronto, Ontario: The City of Toronto requires large development proposals within a Community Energy Plan area to submit an Energy Strategy. This requirement applies to Plans of Subdivision and Official Plan and Zoning By-law amendments.68

                            Plans of subdivision in the City of Richmond, British Columbia: The City of Richmond identified as a priority in its 2014 Community Energy and Emissions Plan to review subdivision by-laws to encourage transit-oriented design to support investments in active transportation infrastructure.69

                            Embed the CEP into Policies - Development Permits

                            Development permit areas/systems combine site plan control, zoning, and minor variance together in one application format, providing an expedited and simplified application process. Development permit systems can include requirements for brownfield redevelopment, green roof installation, water conservation measures, street and lot layout that reduces energy consumption, transportation demand management, installation of distributed energy resources, and to encourage energy efficiency and GHG reductions.

                            Development permit areas in Calgary, Alberta: In 2015, the City of Calgary introduced a Development Permit Exemption program to simplify the implementation of secondary suites in specified land use districts within Calgary. The program waives the application fees for secondary suites and in some cases eliminates the requirement to submit a development permit. A secondary suite is a separate living unit created within a single-family home. A by-law allowing secondary suites encourages neighbourhood intensification.70

                            Embed the CEP into Policies - Development Cost Charges

                            Development cost charges in the City of Penticton, British Columbia: The City of Penticton reduces Development Cost Charges for low energy impact developments by 50 percent.72

                            Development cost charges in the Niagara Region, Ontario: The Niagara Region Development Charges Reduction Program offers development charge exemptions ranging from 50-75 percent for developments located within central areas, or on brownfield sites within central areas and for LEED projects.73

                            Embed the CEP into Policies - Parking Charges

                            Parking charges can provide a variety of benefits, including traffic reduction, increased turnover of spaces, reduced cruising for parking, and new revenue for the municipality. Parking charges are often used in tandem with an overall reduction in parking spaces, which leads to more compact development and promotes alternative forms of transportation. In turn, energy consumption and emissions are reduced.

                            Parking Charges in the Town of Banff, Alberta: In 2014 the Town of Banff, Alberta introduced a parking charge pilot program converting free parking in the downtown core to paid parking in an effort to encourage the uptake of alternative modes of transportation among residents and tourists.74

                            Appendices

                            Click the expandable links below to access the appendices.

                            Appendix I - Framework Methodology

                            The Community Energy Implementation Framework has been developed as part of the Community Energy Planning: Getting to Implementation in Canada initiative. It has been informed by:

                            • An in-depth review of 50 CEPs across Canada
                            • Interviews with 33 representatives from the communities of the 50 CEPs reviewed
                            • Input from over 800 stakeholders through workshops and focus groups in British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, Québec, New Brunswick, Nova Scotia, Prince Edward Island, Yukon, Northwest Territories and Nunavut79
                            • Desk-top research on community energy planning including topics such as the value proposition as well as the role of provincial, territorial and federal government
                            • Testing the Framework Strategies in three GTI Pilot Communities: Campbell River, British Columbia, Calgary, Alberta and the Region of Waterloo, Ontario
                            • Input from the GTI Advisory Committee and other expert advisors

                            Appendix III - Case Study Reference Guide

                            The following case studies offer best practices for operationalizing the strategies identified in the Community Energy Implementation Framework. Click here for a printable PDF version of the Case Study Reference Guide.

                            Case Study 1: CEP Renewal in the City of Yellowknife, Northwest Territories

                            The City of Yellowknife adopted a CEP in 2006. With a target year of 2014, Yellowknife aimed to reduce its corporate GHG emissions by 20 per cent and its community GHG emissions 6 per cent, based on 2004 levels. It budgeted $500,000 annually for energy efficiency, renewable energy conversions and public awareness. By February 2013, the City surpassed its target and the projects implemented now save the City an estimated $528,000 per year.76 One of the last steps initiated during the implementation of the CEP was the adoption of a renewal process for the plan. This renewal process included the development of a strategy for public and community stakeholder engagement to support the creation of a CEP for 2015-2025. Yellowknife has since embarked on a process where a new assessment of the Community’s GHG emissions will be completed and new targets will be established.

                            Case Study 2: Measuring the Widespread Economic Benefits in the City of London, Ontario

                            The City of London, Ontario has conducted an economic analysis to measure various economic impacts and potential benefits of implementing their Community Energy Action Plan (CEAP). The analyses, conducted in-house, demonstrate community-wide energy spending, the proportion of energy spending leaving the local economy and the potential to recirculate energy spending based on the implementation of their plan. The approach undertaken and resources are available here:

                            The City of London has also produced infographics based on the analyses, available here: https://www.london.ca/residents/Environment/environmental-initiatives/Pages/Infographics.aspx

                            Case Study 3: Measuring Green Jobs in Durham Region, Ontario

                            The Region of Durham Community Climate Change Local Action Plan highlights the estimated environmental, economic and social impacts of implementation. The plan is available at: Durham Region (2012). From Vision to Action Region of Durham Community Climate Change Local Action Plan. https://www.durham.ca/community/climate_change/2012DurhamLAP.pdf

                            Case Study 4: Measuring the Impacts of Sustainable Communities on Local Retail Sales New York City, New York

                            The New York City Department of Transportation created a methodology for measuring the economic impacts of improved streetscapes and active transportation infrastructure on retail sales. The study is available here: New York City Department of Transportation (December 2013). The Economic Benefits of Sustainable Streets. http://www.nyc.gov/html/dot/downloads/pdf/dot-economic-benefits-of-sustainable-streets.pdf

                            Case Study 5: Framing the Value Proposition, Edmonton, Alberta

                            The City of Edmonton, Alberta (population 812,000) adopted Edmonton’s Community Energy Transition Strategy in April 2015 and a corresponding City Policy C585 in August 2015.78 The Strategy, which represents a renewal and upgrade of their 2001 plan, was approved unanimously by City Council. Based on extensive citizen consultation, the strategy includes twelve strategic courses of action and an eight-year action plan with more than 150 tactics.
                            There is a lesson to be learned in how Edmonton’s Sustainable Development Department communicated the need for the strategy. First, it was framed as a risk management strategy designed to protect Edmonton’s quality-of life from climate and energy risks. Secondly, it provided a compelling economic business case involving ten community-scale programs (for advancing energy conservation, energy efficiency and renewable energy uptake) that would deliver a net public benefit of $3.3 billion over 20 years.

                            Case Study 6: Establishing a Committee of Council in Yellowknife, Northwest Territories

                            The Community Energy Planning Committee was established by City Council on September 10, 2007, following the completion of the Community Energy Plan (CEP).79 The Committee is chaired by the Mayor and includes representatives from across the Community. The primary purpose of the Committee is to assist the City of Yellowknife in an advisory capacity to ensure the CEP is implemented and evolves in an effective manner. The scope of the Committee is to report and make recommendations to City Council through the appropriate standing Committee of Council on the progress and direction of the CEP implementation.80

                            Case Study 7: Establishing a Governance Framework for Edmonton’s Community Energy Transition Strategy, Edmonton, Alberta

                            Edmonton City Council formed an Energy Transition Advisory Committee.81 Committee members serve two year terms and sets out to encourage and promote the strategy, provide advice to Council regarding the implementation of the strategy and assist Council in developing performance measures.

                            Case Study 8: Stakeholder Engagement in the City of Kelowna, British Columbia

                            Edmonton City Council formed an Energy Transition Advisory Committee.81 Committee members serve two year terms and sets out to encourage and promote the strategy, provide advice to Council regarding the implementation of the strategy and assist Council in developing performance measures.

                            Case Study 9: Stakeholder Engagement in Markham, Ontario

                            In 2014, the City of Markham began to develop a Municipal Energy Plan (MEP). As part of the MEP, the City created a Stakeholder Working Group.83

                            The desired outcome of the Stakeholder Working Group is to provide recommendations and feedback on the development of Markham’s MEP including:

                            • Identifying energy opportunities and solutions to increase local energy production and conservation
                            • Identifying synergies between industry stakeholders to implement MEP recommendations84

                            Case Study 11: Public Engagement on Community Energy in London, Ontario

                            The City of London, Ontario has documented public engagement efforts in a document entitled Learning from People: A Background Document for the Community Energy Action Plan: https://www.london.ca/residents/Environment/Energy/Documents/Learning_from_People.pdf
                            As part of the development of the Community Energy Action Plan, the City of London undertook a campaign called ReThink Energy London. The City of London held a Community Energy Strategy Workshop and the London Roundtable on the Environment and the Economy to inform the development of the Community Energy Action Plan. Community Energy Strategy Workshop included an interactive energy mapping exercise that involved 31 participants from electrical, natural gas and thermal utilities, internal departments, environmental and transportation advisory committees and provincial staff, among other stakeholders. The city’s energy map was used to help stakeholders identify energy opportunities and risks, and to generated ideas and principles for energy actions in key areas such as buildings, transportation and low carbon energy generation in the City of London. Outcomes from the workshop can be found here: https://www.london.ca/residents/Environment/Climate-Change/Documents/London_FINALSummaryofWorkshop_May11.pdf

                            Case Study 12: City of Yellowknife Community Energy Plan Communications Plan, Northwest Territories

                            The City of Yellowknife Community Energy Plan Communications Plan describes a detailed approach for engaging with the public.86 At the core of the plan, there is a recognition that in order to reduce GHG emissions across the community, Yellowknife residents and businesses must change current energy use practices. This requires a shift in awareness, attitudes and behaviour with respect to GHG emissions. The overall communication goal of the plan is to inform Yellowknife residents of changes that the City of Yellowknife will make and to implement communication programs that encourage ongoing reductions in Yellowknife GHG emissions.

                            Case Study 13: Fort Providence, Northwest Territories

                            In 2007 and 2008 the community of Fort Providence, Northwest Territories (population 735), in partnership with the Arctic Energy Alliance, developed an energy profile.87

                            The objective of this exercise was to provide the community, and key decision makers, with a snapshot of energy use in the community.

                            The energy profile was developed to communicate a large quantity of energy data, including energy consumption, energy end use, cost of energy, and GHG emissions. Similar to any community that looks at energy use and costs per capita, the energy profile revealed significant opportunities to conserve energy and improve efficiency within the community.

                            Case Study 14: Halifax Vending Machine Energy Efficiency By-laws, Nova Scotia

                            In 2010, a series of by-laws and by-law amendments were adopted by Halifax City Council whereby a memorandum of Understanding was signed between the City and Refreshments Canada requiring the vending industry to voluntarily improve the energy efficiency of the vending machine fleet over 3 years. The estimated cost savings of the program were $500,000 per year and an annual reduction of 5,000 tons of GHG emissions. VendingMisers installed on the vending machines resulted in a 25-50 percent reduction in energy consumption per machine.88

                            Case Study 15: Net Zero Community in London, Ontario

                            West Five (www.west5.ca) is a 70 acre, mixed-use site located in London, Ontario. The site is being developed by Sifton Properties, in partnership with S2E Technologies. When completed, the neighbourhood will include 2,000 residential units, commercial and retail space, and parkland. The development will include a number of Smart Energy Community Principles,89 including energy efficient buildings (e.g. the use of enhanced insulation), the use of renewable energy resources (e.g. solar shingles) and matching land use needs and mobility options (e.g. siting services such as grocery stores at community terminals nodes). The site will include London’s first net-zero office building and net zero townhomes.

                            Case Study 16: Monitoring and Reporting on Implementation Progress in the City of Guelph, Ontario

                            CEP reporting is coordinated annually by the Community Energy division of the Business Development and Enterprise department, and presented to the Corporate Administration, Finance & Enterprise Committee (this Committee is appointed by Council and made up of Councillors). A dashboard is used to display progress within eight key activity categories, plus a description of the status for each individual activity.

                            Case Study 17: Monitoring and Reporting on CEP Implementation in the City of London, Ontario

                            The City of London Community Energy Action Plan (CEAP) was adopted in 2014. Alongside the plan, the City of London developed a background document describing a methodology for monitoring and reporting on community energy use. The background document describes a methodology for developing annual energy and emissions inventories. The document describes how the City of London will also work with stakeholders to develop new Key Performance Indicators, including economic, transportation, and energy performance indicators. The results from energy and emissions inventories, and other Key Performance Indicators will be included in an annual progress report outlining implementation progress of the CEAP.90

                            Case Study 18: Efficiency One, Nova Scotia

                            Efficiency One in Nova Scotia, formerly Efficiency Nova Scotia, has provided on-site energy managers for organizations such as Cape Breton University, Capital District Health Authority, Dalhousie University and Nova Scotia Community College. These embedded energy managers help to identify and coordinate projects to achieve substantial energy efficiency savings. For example after first six months of the partnership between Efficiency One and Capital Health in 2012, several projects were initiated totalling savings of $118,000 per year.91

                            Case Study 19: Community Energy Planning Alternatives for Small Communities – Eco-Ouest

                            Eco-Ouest, led in partnership with CDEM, SSD, has developed a program designed to help provide expertise to smaller municipalities in Manitoba, Saskatchewan and Alberta that face resource and capacity constraints for CEP development and implementation. Eco-Ouest has partnered with rural municipalities in each of these provinces to create energy and GHG emissions inventories and Climate Change Local Action Plans such as the inventory for the Rural Municipality of St. Clements and plans for the Rural Municipality of Saint-Laurent and Rural Municipality of Taché. CDEM also incorporates a regional perspective by comparing neighbouring communities’ energy and emissions performances and sharing successful projects and case studies.92CDEM. (n.d.). Eco-West. Retrieved from CDEM Website: http://www.cdem.com/en/sectors/green-economy-1/eco-west

                            Case Study 20: Yukon Energy Solutions Centre

                            The Yukon Energy Solutions Centre is part of the Energy branch in the Government of Yukon Department of Energy, Mines and Resources.

                            The Energy Solutions Centre offers community-level energy services to such as:

                            • Providing technical information and financial incentives to encourage the use of energy efficient appliances and heating systems at the local level
                            • Providing comprehensive energy planning services, including energy baseline assessments and policy reviews
                            • Providing training courses to build local technical capacity to implement community energy plans and projects
                            • Participating in outreach and public education on the health, safety, economic and environmental benefits of energy efficiency and renewable energy

                            To learn more about the Energy Solutions Centre visit http://www.energy.gov.yk.ca/about-the-energy-branch.html

                            Case Study 21: Integrated Financial Planning in the City of Coquitlam, British Columbia

                            Coquitlam’s award-winning integrated financial planning framework is comprised of three separate but complementary planning processes. These processes result in a set of integrated plans that support the overall vision and mission of the City and align activities and resources to achieve the strategic goals and annual business plan priorities set by Council.

                            • Council’s Strategic Plan – aspirational, future-looking plan, updated every four years following the municipal election. It articulates the vision, mission, values and broad strategic goals. Progress of the plan is monitored through an annual review of key performance measures and accomplishments
                            • Business Plan – translates the high level strategic goals into annual business plan work items and priorities, established by Council. A set of performance measures are reviewed annually to monitor success of the business plan
                            • Financial Plan – provides the resourcing strategy to support the strategic and business plans. Updated annually, it is a five-year plan that includes both operating and capital components

                            Evaluation of achievements informs the next cycle of planning. For example, the City’s performance is reviewed every four months with a Trimester Report to Council. It includes an update on the progress of the work items under the Business Plan priorities and a review of operating and capital budget variances, labour vacancies, economic indicators including construction and development activities, and major spending during the trimester. The intent of the report is to view the City’s activities and progress balanced with the status of the City’s financial and human resources.

                            In this model, it is important that staff responsible for developing and implementing the CEP ensure that its goals and actions are reflected in Council’s (strategic) plan and that these goals and actions maintain a high profile throughout the budgeting/financial plan process.

                            See the Strategic Plan here: City of Coquitlam (2012). 2012-2015 Strategic Plan. http://www.coquitlam.ca/docs/default-source/city-services-documents/2012_-_2015_Strategic_Plan.pdf?sfvrsn=0

                            Case Study 22: Parking Incentives in Hamilton, Ontario

                            The City of Hamilton amended its Zoning By-law to support a transit-oriented multi-residential building, reducing parking space requirements from 1 space per unit in a multi-unit residential dwellings to 0.47 parking spaced per unit due to the building being located in a transit-oriented neighborhood.93

                              Appendix IV - Provincial and Territorial Organizations that May Have Resources to Support CEPs

                              One of the greatest success factors to CEP implementation is engaging with other communities and with organizations that have the tools needed to accelerate implementation. The following organizations and communities of practice may have information available to help find the tools needed to implement particular aspects of your CEP.


                              British Columbia

                              • Community Energy Association (CEA) – communityenergy.bc.ca
                              • QUEST BC Caucus – https://www.questcanada.org/caucus/bc
                              • BC Mayor’s Climate Leadership Council – http://communityenergy.bc.ca/bcmclc/
                              • Union of BC Municipalities (UBCM) – http://www.ubcm.ca/
                              • Planning Institute of British Columbia (PIBC) – https://www.pibc.bc.ca/
                              • BC Climate Action Toolkit – http://www.toolkit.bc.ca/

                              Alberta

                              • QUEST Alberta Caucus -https://www.questcanada.org/caucus/ab
                              • Alberta Energy Efficiency Alliance (AEEA) – http://www.aeea.ca/
                              • Alberta Professional Planners Institute (APPI) – http://www.albertaplanners.com/
                              • Alberta Council for Environmental Education (ACEE) – http://www.abcee.org/
                              • Alberta Urban Municipalities Association (AUMA) – http://www.auma.ca/
                              • Alberta Association of Municipal Districts and Counties (AAMDC) – http://www.aamdc.com/
                              • Alberta Innovates – http://www.ai-ees.ca/
                              • Municipal Climate Change Action Centre (MCCAC) – www.mccac.ca

                              Saskatchewan

                              • Eco-Ouest – http://www.cdem.com/en/sectors/greeneconomy-1/eco-west
                              • Conseil de la Coopération de la Saskatchewan (CCS) – http://ccs-sk.ca/
                              • Saskatchewan Research Council (SRC) – http://www.src.sk.ca/industries/energy/pages/default.aspx
                              • Saskatchewan Professional Planners Institute (SPPI) – http://sppi.ca/
                              • Saskatchewan Urban Municipalities Association (SUMA) – http://www.suma.org/
                              • Saskatchewan Economic Development Association (SEDA) – http://www.seda.sk.ca/index.cfm
                              • First Nations Power Authority of Saskatchewan (FNPA) – http://www.fnpa.ca/

                              Manitoba

                              • Conseil de développement économique des municipalities billingues du Manitoba (CDEM) Eco-West – http://www.cdem.com/en/sectors/greeneconomy-1/eco-west
                              • Manitoba Professional Planners Institute – http://www.mppi.mb.ca/

                              Ontario

                              • QUEST Ontario Caucus – www.questcanada.org/caucus/on
                              • Ontario Professional Planners Institute – http://ontarioplanners.ca/
                              • Association of Municipalities of Ontario – www.amo.on.ca/
                              • Clean Air Partnership – http://www.cleanairpartnership.org/

                              Québec

                              • Agence de l’efficacité énergétique – http://www.efficaciteenergetique.gouv.qc.ca/
                              • Association Québécoise pour la maîtrise de l’energie (AQME) – http://www.aqme.org/
                              • Climatisation et chauffage urbains de Montréal (CCUM) – ccum.com
                              • Conseil Patronal de l’Environnement du Québec (CPEQ) – http://www.cpeq.org/fr
                              • Fédération Québécoise des Municipalités – http://fqm.ca/
                              • L’Ordre des Urbanistes du Québec – http://www.ouq.qc.ca/
                              • QUEST Caucus du Québec – https://www.questcanada.org/fr/caucus/qc
                              • Regroupement national des conseils régionaux de l’environnement (RNCREQ) – http://www.rncreq.org/
                              • Hydro Québec – http://www.hydroquebec.com/promoteurs/developpementurbaindurable/

                              Atlantic Provinces

                              • QUEST Nova Scotia Caucus – https://www.questcanada.org/caucus/ns
                              • Union of Nova Scotia Municipalities (UNSM) – http://www.unsm.ca/sustainabilityoffice.html
                              • QUEST New Brunswick Caucus – https://www.questcanada.org/caucus/nb
                              • Association of Municipal Administrators of New Brunswick – http://www.amanb-aamnb.ca/
                              • Atlantic Planning Institute – http://www.atlanticplanners.org/
                              • Clean Foundation – clean.ns.ca
                              • Ecology Action Centre – https://www.ecologyaction.ca
                              • EOS Eco-Energy – eosecoenergy.com

                              Territories

                              • QUEST North Caucus – https://www.questcanada.org/caucus/north
                              • Yukon Energy Branch – http://www.energy.gov.yk.ca/publications.html
                              • Association of Yukon Communities – http://www.ayc-yk.ca/
                              • Council of Yukon First Nations – http://cyfn.ca/
                              • Yukon Conservation Society – http://www.yukonconservation.org/energy_climate_change.htm
                              • Yukon Research Centre – http://yukoncollege.yk.ca/research
                              • Arctic Energy Alliance – aea.nt.ca
                              • NWT Association of Communities (NWTAC) – http://www.nwtac.com/
                              • Nunavut Association of Municipalities (NAM) – http://www.nmto.ca/governance/nunavutassociation-municipalities

                              National

                              • Natural Resources Canada – https://www.nrcan.gc.ca/energy/efficiency/communities-infrastructure
                              • Canadian Energy Research Institute (CERI) – http://www.ceri.ca/
                              • Federation of Canadian Municipalities (FCM) – www.fcm.ca/home.htm
                              • The Natural Step – http://www.naturalstep.ca/
                              • Sustainable Development Technology Canada (SDTC) – https://www.sdtc.ca/en
                              • Sustainable Cities – http://sustainablecities.net/

                              Copyright © QUEST – Quality Urban Energy Systems of Tomorrow, 2016. These materials may be reproduced in whole or in part without charge or written permission, provided that appropriate source acknowledgements are made and that no changes are made to the contents. All other rights are reserved. The analyses/views in these materials are those of QUEST, and these analyses/views do not necessarily reflect those of QUEST’s affiliates (including supporters, funders, members, and other participants). QUEST’s affiliates do not endorse or guarantee any parts or aspects of these materials, and QUEST’s affiliates are not liable (either directly or indirectly) for any issues that may be related to these materials.

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                              Ressources

                              Trouvez nos publications de recherche ici.

                              • Rapport national sur la mise en oeuvre des Plans énergétiques communautaires
                              • Rapport national sur les politiques favorisant la mise en oeuvre des Plans énergétiques communautaires
                              • La planification énergétique communautaire : Pour l’amélioration de l’environnement, de la santé et de l’économie des collectivités

                              The Community Energy Implementation Framework

                              The Community Energy Implementation Framework is a guide to help communities move Community Energy Plans from a vision to implementation. It includes 10 strategies that provide insights, advice and a proposed path forward to foster widespread political, staff and stakeholder support, build staff and financial capacity for implementation, and embed energy into the plans, policies and processes of the local government. The Framework is accompanied by a Community Energy Implementation Readiness Survey.

                              Click here to access the interactive web-based Community Energy Implementation Framework and Readiness Survey.

                              Click here to download a PDF version of the Community Energy Implementation Framework and Readiness Survey.

                              The Smart Energy Atlas

                              The Smart Energy Atlas is an interactive hub for policies, plans, programs, projects and resources advancing Smart Energy Communities in Canada. Find out more about who is leading on the advancement of Smart Energy Communities and add your own policy, plan, program, project and resource today.

                              Visit: https://www.questcanada.org/hub/atlas

                              Rapport national sur la mise en oeuvre des plans énergétiques communautaires

                              Le rapport national sur la mise en oeuvre des plans énergétiques communautaire :

                              • Établira ce qu’est un plan énergétiques du communauté (PEC), quels sont les principaux facteurs d’un PÉC et ses avantages pour une communauté
                              • Donnera un aperçu de la mise en oeuvre d’un PEC au Canada et instaurera un système de notation de la mise en oeuvre d’un PEC
                              • Décrira les facteurs de réussite d’un PEC et les obstacles à sa mise en oeuvre
                              • Fournira des éléments essentiels qui orienteront l’élaboration du cadre de mise en oeuvre de l’énergie communautair

                              Le rapport est disponible ici.

                              Status Report on Community Energy Plan Implementation: A Follow up to the National Report on Community Energy Plan Implementation

                              This report compares the present level of Community Energy Plan (CEP) implementation in Canada to the degree of implementation when the National Report on Community Energy Plan Implementation was released in 2015. It also reviews how activities and factors that contribute to the success of instituting actions have changed over two years.

                              Download the full report here (PDF).

                              La planification énergétique communautaire : Pour l'amélioration de l’environnement, de la santé et de l’économie des collectivités

                              La planification énergétique communautaire : Pour l’amélioration de l’environnement, de la santé et de l’économie des collectivités discute comment les PEC:

                              • Contribuent à l’atteinte d’objectifs en matière d’environnement, d’économie et de santé communautaire
                              • Réinjectent des fonds consacrés à l’énergie dans l’économie de la collectivité et de sa région
                              • Contribuent à l’atteinte d’objectifs de développement économique
                              • Créent des emplois et des possibilités d’économies sur les coûts énergétiques
                              • Aident à limiter les risques financiers liés à la volatilité des prix du carbone et de l’énergie
                              • Donnent de la force et de la résilience aux économies locales
                              • Et comment les PEC contribuent à autres retombées positives.

                              Le rapport est disponsible ici.

                              Le rapport sommaire est disponsible ici.

                              Methods for Measuring the Economics of Community Energy Plans

                              This report, on methods for measuring the economic benefits of CEPs, is a companion to the publication Community Energy Planning: the Value Proposition. Its purpose is to help Community Energy Managers choose which economic analysis method is best suited to their community’s CEP approach, needs, and resources.

                              Download the full report here (PDF).

                              Rapport national sur les politiques favorisant la mise en oeuvre d’un PEC

                              Il existe 640 politiques et programmes en vigueur dans les provinces et territoires du Canada qui soutiennent l’élaboration et la mise en oeuvre de PEC

                              Le rapport national sur les politiques favorisant la mise en oeuvre d’un PEC discute mécanismes d’intervention des provinces et des territoires pour aider les collectivités à surmonter les obstacles et accélérer la mise en oeuvre d’un PEC.

                              Le rapport est disponible ici (PDF).

                              Le rapport sommaire est disponible ici (PDF).

                              Policies to Accelerate Community Energy Plans: An Analysis of British Columbia, Ontario and the Northwest Territories

                              Policies to Accelerate Community Energy Plans: An Analysis of British Columbia, Ontario and the Northwest Territories identifies the effectiveness of provincial and territorial policies aimed at achieving widespread CEP development at the local level. The report focuses on the effectiveness of policies introduced in British Columbia, Ontario and the Northwest Territories.

                              Download the Executive Summary here (PDF).

                              Download the Full Report here (PDF).

                              Download the Policy Database here (PDF).

                              A Funding Guide for Alberta Communities

                              Funding Community Energy and Climate Change Initiatives: A guide to funding for Alberta local governments is intended to assist Alberta local government staff and elected officials find appropriate funding to support local government energy planning, efficiency and renewable energy projects.

                              Download the Guide here (PDF).

                              Project Update

                              The first Getting to Implementation Project Update includes an overview of the preliminary research findings to date.

                              • Update #1 outlines how provincial and territorial governments across Canada are supporting community energy planning.
                              • Update #2 describes local factors supporting or impeding CEP implementation, and provides a preliminary list of recommendations that will help achieve successful implementation of CEPs.
                              • Update #3 highlights ways that you can get involved in the Getting to Implementation project.

                              Download the project update here (PDF).

                              Ressources des ateliers

                              Ressources

                              Les partenaires de l’initiative « La planification énergétique communautaire : De la planification à la mise en œuvre », a dirigé dix ateliers sur la mise en œuvre d’un plan énergétique de communauté (PEC) dans les collectivités autour du Canada.

                              Les ressources des ateliers sont disponsible ci-dessous.

                              Workshop: Getting to Implementation in Canada

                              London, Ontario | February 10th, 2015

                              • Workshop Agenda (PDF)
                              • Workshop Presentations
                                • Richard Laszlo and Sarah Marchionda, QUEST (PDF)
                                • Stephanie Cairns and Adam Baylin-Stern, Sustainable Prosperity (PDF)
                                • Jamie Skimming, London Ontario (PDF)

                              Workshop: Getting to Implementation in British Columbia

                              Vancouver, British Columbia | December 3rd, 2014

                              • Workshop Agenda (PDF)
                              • Workshop Presentation (PDF)

                              Atelier : La planification énergétique des communautés au Nouveau Brunswick : De la planification à la mise en œuvre

                              City of Saint John, New Brunswick | November 24, 2015

                              • Workshop agenda (PDF)
                              • Presentations:
                                • Sarah Marchionda, QUEST (PDF)
                                • Samir Yammine, City of Saint John (PDF)
                                • Christy Arseneau, Town of Dalhousie (PDF)
                                • Michel Losier, NB Power (PDF)
                                • Melissa Lee, City of Moncton (PDF)
                                • Jeff Wilhelm, City of Fredericton (PDF)
                                • Justine Waldeck (PDF)
                                • Eddie Oldfield, QUEST NB Caucus (PDF)

                              Workshop summary report (PDF).

                              Ville de Bathurst, Nouveau Brunswick | Le 26 Novembre, 2015

                              • Ordre du jour (PDF)
                              • Présentations:
                                • Jean-Pierre Finet, De la planification à la mise en œuvre (PDF)
                                • Christy Arseneau, Ville de Dalhousie (PDF)
                                • Jean-Pierre Ouelette, Énergie NB (PDF)
                                • Yves Hennekens, YHC Environnement (PDF)
                                • Eddie Oldfield, QUEST NB Caucus (PDF)

                              Rapport sommaire (PDF)

                              Workshop: Getting to Implementation in Alberta

                              Edmonton, Alberta | June 18, 2015

                              • Workshop agenda (PDF)
                              • Workshop presentations
                                • Brent Gilmour and Sarah Marchionda, QUEST (PDF)
                                • Jim Andrais, City of Edmonton (PDF)
                                • Doug Leighton, Brookfield Residential (PDF)
                                • Dale Littlejohn, Community Energy Association (PDF)

                              Workshop: Getting to Implementation in Saskatchewan

                              Saskatoon, Saskatchewan | June 26, 2015

                              • Workshop agenda (PDF)
                              • Workshop presentations
                                • Richard Laszlo and Sarah Marchionda, QUEST (PDF)
                                • Neil Barron, SaskEnergy (PDF)
                                • Geneviève Gauthier, Econoler (PDF)
                                • Murray Guy, Integrated Designs (PDF)

                              Workshop: Getting to Implementation in Nova Scotia

                              Wolfville, Nova Scotia | May 14, 2015

                              • Workshop agenda (PDF)
                              • Workshop presentations
                                • Brent Gilmour and Sarah Marchionda, QUEST (PDF)
                                • Adam Baylin-Stern, Sustainable Prosperity (PDF)

                              Atelier-conférence: La planification énergétique communautaire au Québec

                              Ville de Québec | Le 18 Mars, 2016

                              • Ordre du jour (PDF)
                              • Présentations:
                                • Jean-Pierre Finet, De la planification à la mise en œuvre (PDF)
                                • Melissa Alegria, Développement économique Longueuil (PDF)
                                • Jean Langevin, Ville de Bromont (PDF)
                                • Alain Desjardins, Ville de Plessisville (PDF)
                                • Eddie Oldfield, QUEST NB Caucus (PDF)

                              Workshop: Getting to Implementation in the North

                              Whitehorse, Yukon | May 20, 2015

                              • Workshop agenda (PDF)
                              • Workshop presentations
                                • Dale Littlejohn, Community Energy Association and Sarah Marchionda, QUEST (PDF)
                                • Linda Todd, Arctic Energy Alliance (PDF)
                                • Ryan Hennessey, Energy Branch, Government of Yukon (PDF)
                                • Robert Venables, Alaska Energy Authority (PDF)

                              Workshop Summary Report

                              Le rapport sommaire des ateliers est disponible ici (en Anglais).

                              Infographiques

                              Ressources

                              Externe

                              Ressources

                              Les outils et ressources suivants ont été mis au point pour aider les collectivités canadiennes à faire progresser les plans énergétiques communautaires.

                              Canada Green Building Council Green Building Toolkit

                              Canada Green Building Council | 2017-01-01
                              Reducing building emissions are one of the most cost-effective approaches to integrate in community energy plans. Ensuring that new buildings are built to the highest standards of energy efficiency and environmental design, and finding pathways to reduce the energy consumption of existing buildings is critical to meet local climate and energy plan targets. Learn more about how green building policies can help your community energy plan strategies by accessing the Canada Green Building Council’s new Green Building Toolkit online.

                              Community Energy Planning in Ontario: A Competitive Advantage for Your Community

                              QUEST | 2016-06-01
                              This primer, designed for small and mid-sized local governments, describes the cost of energy in Ontario’s communities, outlines some of the approaches available to keep energy dollars local, and provides access to helpful resources to support the implementation of a Community Energy Plan.

                              Community Energy Planning: Primer for New Brunswick Municipalities

                              QUEST NB | 2016-03-01
                              This primer is a resource for communities that are interested in developing a Community Energy Plan (CEP). It provides information on the value and benefits of developing a CEP, how to get started, how to engage local partners, steps for developing and implementing a plan, and concrete municipal actions and approaches to realizing a CEP in New Brunswick.

                              Cost of Sprawl Report

                              HRM/NRCan and Sustainable Prosperity | 2013-11-01
                              Urban sprawl is a phenomenon that is witnessed globally, though most predominantly in North America. Unfortunately, the costs of sprawl including increased emissions, chronic disease and reduced productivity are often hidden. This report compares the long-term economic and social benefits of urban density to the development trend that is sprawl. It argues that the true cost of sprawl is distorted by “suburban myths” and the misalignment of price structures.

                              City Of London Community Energy Action Plan

                              City of London | 2013-12-12
                              The City of London’s Community Energy Action Plan is a tool that will lead to significant savings for their local economy; every one percent reduction in energy use that Londoners and London businesses achieve will keep about $10 million from leaving the economy. London’s Community Energy Action Plan will be the community’s plan for London, not the City of London’s plan for the community, and will include the following key principles: Start first with conservation, Invest in energy efficiency and good design, Make use of free heat and free light, Build on local strengths, Use renewable energy, Measure your progress, and Share your stories.

                              Community Energy Planning: Planning, Development & Delivery, Strategies for Thermal Networks

                              International District Energy Association | 2012-01-01
                              This guide provides a framework for community leaders interested in developing District Energy, drawing on experiences from the US and abroad. It focuses on two energy supply systems including District Energy and Combined Heat and Power, examining the long-term opportunities in these systems and providing the tools necessary to start a conversation around local energy production.

                              Integrated Energy Mapping for Ontario Communities

                              City of London, Canadian Urban Institute and RETHINK | 2011-05-11
                              This report summarizes an energy mapping exercise undertaken by the City of London for the purpose of developing an Integrate Energy Mapping Strategy (IEMS). The IEMS workshop sought to identify opportunities to reduce community energy consumption and greenhouse gas emissions, using mapping to help guide the City’s energy future.

                              City of Burlington Community Energy Plan

                              City of Burlington | 2014-01-01
                              Burlington’s Community Energy Plan has a 20-year time horizon and will involve continued collaboration with key stakeholders and community engagement. This is not a ‘city hall’ plan but a community-based plan. It has already started conversations on possible opportunities, such as integrated community energy systems, district energy heating and cooling networks, and electric vehicle charging stations.

                              Town of Caledon Corporate Energy Management Plan

                              Town of Caledon | 2010-01-01
                              The Corporate Energy Management Plan outlines key actions the Town of Caledon must take to meet its mission to mitigate the risks and costs associated with energy consumption. Through an integrated energy planning approach, the Plan will improve energy management and awareness while continuously adjusting to meet local needs.

                              How to Create a Local Action Plan to Manage Energy and Emissions

                              Federation of Canadian Municipalities (FCM) and International Council for Local Environmental Initiatives (ICLEI) | 2013-01-01
                              The Partners for Climate Protection’s Milestone program is designed to help Municipalities improve their environmental performance by reducing their greenhouse gas emissions. The milestones are meant to be flexible to allow the municipality to build a local action plan that reflects their priorities and increases the municipality’s capacity to manage it’s GHG emissions.

                              LIC Primer: Using Local Improvement Charges to Finance Residential Energy Upgrades

                              Sustainable Alternatives Consulting Inc. | 2013-07-25
                              This primer was produced for the Collaboration on Home Energy Efficiency Retrofits in Ontario (CHEERIO) to provide information about recently amended Local Improvement Charge (LIC) regulations in Ontario. It outlines background information on LIC financing, program benefits and risk management, possible measures and evaluations, and LIC financing in other North American jurisdictions.

                              ICES Municipal Policy Toolkit

                              QUEST and the Canadian Urban Institute (CUI), the Canadian Environmentla Law Association (CELA), and the Ontario Power Authority (OPA) | 2011-12-01
                              This toolkit contains a series for 17 case studies from across Canada that demonstrate best practice examples of policies that have advanced Integrated Community Energy Solutions (ICES). It is designed for use by municipal and provincial staff members, councils, and policymakers in Ontario and elsewhere for the purpose of proliferating the implementation of ICES and improve the livability of our communities.

                              Financing Residential Energy Savings: Assessing Key Features of Residential Energy Retrofit Financing Programs

                              Sustainable Prosperity | 2013-12-01
                              This policy brief discusses on-utility bill and property tax financing as methods for residential energy retrofits. It identifies barriers and challenges of retrofits and presents case studies of existing programs in Canada and the United States. The brief concludes with lessons learned and the implications for policy-makers.

                              The Illustrated Guide to Community Energy: Exploring the sustainable energy potential of your neighbourhood

                              Collaborative for Advanced Landscape Planning (CALP) | 2013-05-01
                              This guide aims to inform citizens about community energy in British Columbia through the use of illustrations. Background information, key concepts, and community- and regional-level energy options are illustrated. Metro Vancouver case studies are used to exemplify energy options, as well as to explore how they may be implemented into the municipalities of Richmond and Surrey.

                              Community Energy Planning and Data

                              QUEST | 2016-06-01
                              This primer addresses some of the issues facing small and rural communities in Ontario when gathering data for a CEP. The primer provides information on the type of data that small and rural communities should consider gathering and identifies some of the common challenges to collecting data and how to overcome them.

                              Community Energy & Emissions Planning Guide

                              Community Energy Association | 2012-09-17
                              This guide describes the purpose and content of a community energy and emissions plan, its benefits, and how to go about creating one.

                              Advancing Integrated Community Energy Planning in Ontario: A Primer

                              QUEST – Quality Urban Energy Systems of Tomorrow | 2013-11-07
                              This primer is designed to help municipalities understand how they can work within the current regulatory framework to plan their communities’ energy future. This will require getting the right groups around the table and figuring out how to share information in a timely and efficient manner among stakeholders in order to be effective.

                              Partners for Climate Protection Milestone Framework

                              Federation of Canadian Municipalities, Partners for Climate Protection | 2010-02-02
                              PCP is based on the CCP Campaign of a five milestone framework used to guide municipalities to reduce greenhouse gas emissions. The five milestone process is a performance-based model which remains flexible; milestones do not need to be completed in sequential order. Each milestone provides an opportunity for municipal capacity building.

                              Community Energy Planning Guide

                              Natural Resources Canada | 2008-11-14

                              QUESTIONS FRÉQUEMMENT POSÉES

                              1: Qu'est-ce qu'un plan énergétique communautaire?

                              Un plan énergétique communautaire est un outil qui aide à définir les priorités communautaires en matière d’énergie en vue d’améliorer l’efficacité, de réduire les émissions et de stimuler le développement économique. Bien qu’il n’existe pas d’approche standard pour élaborer un plan énergétique communautaire (PEC), les PEC contiennent souvent des inventaires et des prévisions énergétiques communautaires, des objectifs de réduction de l’énergie et des émissions, des actions ciblées et des délais de mise en œuvre. Les actions concernent généralement:

                              • Efficacité énergétique dans les bâtiments neufs et existants
                              • Transport et transport en commun
                              • Transport actif
                              • Véhicules à faible teneur en carbone et autres actions de transport, y compris les politiques anti-ralenti
                              • Déchets, y compris les gaz de décharge
                              • Énergies renouvelables, énergie de quartier et chaleur et électricité combinées
                              • Consommation d’eau
                              • Planification et mesures politiques
                              • Sensibilisation des parties prenantes

                              2: Quels sont les avantages de l'élaboration et de la mise en œuvre d'un plan énergétique communautaire?

                               

                              L’élaboration d’un plan énergétique communautaire présente de nombreux avantages. L’élaboration d’un plan énergétique communautaire peut aider une communauté à définir des objectifs et à hiérarchiser les actions sur l’énergie et les émissions de manière collaborative. Avoir un plan aide à mobiliser les parties prenantes, les décideurs et les investisseurs et leur donne confiance dans l’engagement de la communauté à prendre des mesures concernant l’énergie et les émissions.

                              La mise en œuvre d’un plan énergétique communautaire peut également aider les communautés à atteindre plusieurs objectifs en même temps, notamment les objectifs liés à l’économie, à la santé, au bien-être social, à la résilience et à l’environnement. Voici quelques exemples de ces avantages connexes:

                              • Bénéfices économiques
                                • Réduction des coûts de la production d’énergie locale
                                • Augmentation des économies réalisées grâce aux programmes de conservation résidentiels, commerciaux et industriels
                                • Créer des emplois et garder plus de dollars dans l’économie locale
                              • Avantages pour la santé
                                • Réduction des taux d’obésité
                                • Amélioration de la qualité de l’air
                              • Avantages sociaux et de résilience
                                • Cartes énergétiques pour aider à comprendre les vulnérabilités dans la communauté
                                • Amélioration de l’accès communautaire à des sources d’énergie fiables
                              • Avantages environnementaux
                                • Réduction des émissions de gaz à effet de serre
                                • Canopy amélioré
                              Le saviez-vous? Si toutes les collectivités canadiennes élaboraient et mettaient en œuvre un PEC, les émissions de GES pourraient être réduites de 13 à 35 millions de tonnes par année, les contaminants atmosphériques urbains de 5 à 12% et le PIB de 0,3 à 0,9%. et les emplois pourraient augmenter de 0,2-0,4%.

                              3: Quels sont les différents types de plans énergétiques communautaires?

                              Les plans énergétiques communautaires sont aussi communément appelés plans d’action locaux, plans énergétiques municipaux, plans énergétiques et d’émissions communautaires, plans de gestion de l’énergie et des gaz à effet de serre et plans énergétiques communautaires intégrés. En général, chacun de ces différents types de plans est très similaire et contient beaucoup du même contenu et vise à atteindre des objectifs similaires à ceux du CEP, décrits dans la Question 1. Nous expliquons ce que chacun de ces termes signifie ci-dessous.

                              • Un Plan d’action local (PAL) est un terme utilisé par la Fédération canadienne des municipalités en référence au programme Partenaires pour la protection du climat. Dans le cadre du programme PCP, un LAP vise à engager une municipalité à réduire ses émissions et à élaborer un plan de mise en œuvre pour atteindre ses objectifs. La principale portée des LAP concerne la planification de l’énergie et des émissions. Cliquez ici pour en savoir plus sur le programme Partenaires pour la protection du climat.
                              • Un terme utilisé par le gouvernement de l’Ontario pour un programme de plan d’énergie municipal est un plan énergétique municipal (PEM). Un député européen “soutient les efforts des municipalités pour mieux comprendre leurs besoins énergétiques locaux, identifier les opportunités d’efficacité énergétique et d’énergie propre et élaborer des plans pour atteindre leurs objectifs”. Voir le site Web du ministère de l’Énergie de l’Ontario ici pour plus d’information sur les députés.
                              • Les plans énergétiques et d’émissions communautaires (CEEP) se trouvent le plus souvent en Colombie-Britannique. Les municipalités de la Colombie-Britannique sont tenues de mener des inventaires des émissions énergétiques dans la communauté, conformément à la législation sur les communautés vertes. En réponse aux nouvelles exigences législatives et aux possibilités telles que le programme PPC de la Fédération canadienne des municipalités, les collectivités de la Colombie-Britannique ont élaboré des CEEP qui contiennent des objectifs d’émissions, des inventaires. Cliquez ici pour en savoir plus sur la législation sur les changements climatiques en Colombie-Britannique.
                              • Un plan de gestion de l’énergie et des gaz à effet de serre est un autre terme utilisé pour décrire les inventaires d’énergie et d’émissions, établir des objectifs de réduction et identifier des actions et des politiques pour aider la communauté à atteindre ses objectifs.
                              • Un Plan énergétique communautaire intégré est un terme utilisé pour décrire les PEC élaborés selon une approche fondée sur des principes, avec la contribution d’un groupe diversifié de parties prenantes. Les CEP intégrés prennent en compte un ensemble de principes politiques et techniques connus sous le nom de solutions énergétiques communautaires intégrées.
                                • Les principes de la politique comprennent (1) la correspondance entre les besoins d’utilisation des sols et les options de mobilité, (2) l’adaptation des options énergétiques au contexte local, (3) l’envoi de signaux de prix et résultats dans les politiques et les règlements et (6) poursuite de la stabilité des politiques et des programmes.
                                •  Les principes techniques incluent: (1) améliorer l’efficacité, (2) optimiser l’exergie, (3) gérer la chaleur, (4) réduire les déchets, (5) utiliser des ressources renouvelables et (6) utiliser les systèmes de distribution d’énergie de manière stratégique.

                                • Pour en savoir plus sur les plans énergétiques communautaires intégrés, lisez le QUEST Primer sur la planification énergétique communautaire intégrée.

                              En plus de ce qui précède, certaines collectivités canadiennes élaborent des plans municipaux sur les changements climatiques et l’adaptation, des plans intégrés pour la durabilité des collectivités et des plans de conservation de l’énergie et de gestion de la demande. Bien que ces plans contiennent souvent des considérations énergétiques pour la communauté, ce n’est souvent pas l’objectif principal du plan et n’est donc généralement pas considéré comme un CEP. Ces plans sont décrits ci-dessous.

                              •  Un terme élaboré par le gouvernement de la Nouvelle-Écosse dans le cadre du Programme d’infrastructures Canada-Nouvelle-Écosse est un plan municipal d’adaptation aux changements climatiques. Un MCCAP est un outil développé et utilisé par les municipalités de la Nouvelle-Écosse pour atteindre les objectifs de réduction des gaz à effet de serre et identifier les priorités liées à l’atténuation des changements climatiques et à l’adaptation à ces changements. Le mandat d’une MCCAP s’étend généralement au-delà de l’infrastructure énergétique et prend en compte les infrastructures à l’échelle de la communauté. Les MCCAP sont obligatoires pour toutes les municipalités de la Nouvelle-Écosse. Voir le site Web du Secrétariat des infrastructures de la Nouvelle-Écosse ici pour plus d’informations sur les MCCAP.

                              •  Un Plan intégré pour la durabilité de la collectivité (PIDC) est un outil élaboré en collaboration avec les intervenants communautaires et qui décrit les objectifs de la collectivité en matière de durabilité. Bien que les DSP contiennent souvent des considérations d’énergie, leur portée est généralement beaucoup plus large.

                              • Un plan de gestion de l’énergie et de la conservation et de la demande (MDP) est exigé par la province de l’Ontario pour tous les organismes publics. Un plan MDP contient des informations sur la manière dont les municipalités conserveront l’énergie et comprend des données sur la consommation d’énergie et les émissions de gaz à effet de serre. La différence entre un plan MDP et un CEP est que le plan MDP ne concerne que l’énergie et les émissions au niveau de l’entreprise. Un CEP comprend des actions à l’échelle de la communauté pour réduire la consommation d’énergie et les émissions.

                              4: Qui sont les principaux acteurs impliqués dans l'élaboration et la mise en œuvre d'un plan énergétique communautaire?

                              Généralement, l’élaboration d’un plan énergétique communautaire est dirigée par le personnel du gouvernement local, y compris les départements de la planification, de l’ingénierie et des finances. L’élaboration et la mise en œuvre d’un PEC comprennent souvent des élus, des fonctionnaires provinciaux, des services publics d’électricité, de gaz et thermiques, des promoteurs immobiliers, des agents immobiliers, des propriétaires, des organisations non gouvernementales, des groupes

                              L’initiative Getting to Implementation aidera à mieux définir les rôles de chacun de ces acteurs dans le processus de planification énergétique communautaire.

                              5: Les municipalités sont-elles tenues d'élaborer un plan énergétique communautaire?

                              En général, les municipalités du Canada ne sont pas tenues de développer un PEC. Il y a, cependant, quelques exceptions.

                              • Dans les Territoires du Nord-Ouest, toutes les collectivités étaient tenues de compléter un PEC dans le cadre du processus du Plan intégré pour la durabilité de la collectivité afin de recevoir un financement de la taxe fédérale sur l’essence.
                              • Les administrations locales de la Colombie-Britannique sont tenues de définir des objectifs, des politiques et des mesures de réduction des gaz à effet de serre dans leurs plans communautaires officiels et leurs stratégies de croissance régionales. Un CEP peut aider une communauté avec ces articles.
                              • Les municipalités de la Nouvelle-Écosse doivent élaborer des plans d’action municipaux sur les changements climatiques, même s’il ne s’agit pas de PEC, mais de plans énergétiques ministériels et de plans d’adaptation des collectivités.
                              •  Les municipalités de l’Ontario sont tenues d’élaborer des plans quinquennaux de conservation de l’énergie et de gestion de la demande, même s’il ne s’agit pas de PCÉ, mais de plans énergétiques de l’entreprise.

                              Reportez-vous à la Question 3 pour en savoir plus sur chacune de ces exigences.

                              6: Combien de communautés canadiennes ont un plan énergétique communautaire?

                              En avril 2016, au moins 180 collectivités canadiennes représentant près de 50% de la population canadienne avaient élaboré un plan énergétique communautaire. Voir notre infographie ici.

                              7: Quels sont les exemples d'outils que les communautés peuvent utiliser pour mettre en œuvre des plans énergétiques communautaires?

                               Il existe un certain nombre d’outils que les municipalités peuvent utiliser pour mettre en œuvre des actions sur l’énergie et les émissions. Quelques exemples incluent:

                              • Les politiques du plan officiel, y compris les politiques relatives à la réduction des gaz à effet de serre, l’efficacité énergétique dans les bâtiments et les énergies renouvelables, entre autres exemples.
                              • Règlements de zonage qui encouragent ou prescrivent l’intensification, l’aménagement à usage mixte, le potentiel piétonnier, l’infrastructure d’énergie renouvelable et le soutien accru au transport en commun (p. Ex., Indemnités d’appartements secondaires), entre autres exemples.
                              •  Contrôles du plan d’implantation, tels que les systèmes de rétention des eaux pluviales pour les exigences d’efficacité énergétique.

                              • Autres politiques d’utilisation des terres, y compris les plans de lotissement, les plans d’amélioration communautaire et les limites de la zone de peuplement.
                              • Systèmes de permis de développement tels que les exigences de réaménagement des friches industrielles, l’installation de toits verts, les mesures de conservation de l’eau, l’aménagement des rues et des lots qui réduisent la consommation d’énergie, la gestion de la demande de transport et l’installation de systèmes d’énergie renouvelable.

                              • Outils financiers tels que les frais d’améliorations locales.

                              • Incitations financières telles que la bonification de la taille et de la densité, les redevances d’aménagement spécifiques à la zone, les redevances d’encombrement et de stationnement, la répartition des taxes municipales.

                              • Exigences du code du bâtiment, normes de construction municipales et directives d’efficacité.
                              Consultez l’Atlas sur l’énergie intelligente pour plus d’exemples d’outils et de projets énergétiques communautaires au Canada.

                              8: Quels sont les obstacles les plus courants à la mise en œuvre des plans énergétiques communautaires?

                              En 2012, la Community Energy Association a effectué des recherches préliminaires sur 30 PEC au Canada afin d’évaluer les défis de mise en œuvre les plus courants auxquels font face les collectivités en ce qui concerne la mise en œuvre de leur PEC. Parmi les défis les plus courants auxquels sont confrontées les municipalités, citons le financement, le temps du personnel et les pouvoirs publics locaux. Les résultats de la recherche peuvent être trouvés ici.

                              L’initiative Getting to mise en œuvre mettra l’accent sur l’identification des obstacles à la mise en œuvre des PEC et sur le renforcement de la capacité des collectivités canadiennes à mettre en œuvre les mesures établies dans leurs PEC.

                              9: Existe-t-il des fonds pour soutenir l'élaboration de plans énergétiques communautaires?

                              Plusieurs possibilités de financement sont disponibles pour aider les communautés à élaborer un PEC. Quelques exemples incluent:

                              • [ON] Ministère de l’Énergie de l’Ontario: Programme de plans énergétiques municipaux pour les plans énergétiques municipaux [50% des coûts, jusqu’à concurrence de 90 000 $, pour les petites et moyennes municipalités de palier unique et inférieur (population de moins de 150 000 habitants)].  >> plus d’informations disponibles ici
                              • BC] Ministère du développement communautaire, sportif et culturel: Programme de subventions pour la planification de l’infrastructure des gouvernements locaux de la Colombie-Britannique pour la planification énergétique communautaire ou les études de faisabilité énergétique (jusqu’à $10 000). >> Plus d’informations disponibles ici
                              •  [BC] BC Hydro: Programme de collectivités durables et intelligentes pour la planification de l’énergie et des émissions dans la collectivité (50% des coûts, jusqu’à un maximum de 60 000 $; taille de la collectivité> 75 000 dans le territoire de service de BC Hydro) >> Plus d’informations disponibles ici

                              • [BC] BC Hydro et Community Energy Association: programme de démarrage rapide pour les plans énergétiques et d’émissions communautaires (taille de la collectivité <75 000 dans le territoire de service de BC Hydro) >> Plus d’informations disponibles ici
                              • [BC] BC Hydro: Programme d’électrification communautaire à distance pour la préparation et la mise en œuvre de plans énergétiques communautaires (communautés éloignées / hors réseau) >> Plus d’informations disponibles ici
                              • Fédération canadienne des municipalités: Fonds municipal vert pour les plans d’action locaux pour l’énergie et les émissions (50% des coûts, jusqu’à concurrence de $175 000) >> Plus d’informations disponibles ici
                              • Gouvernement du Canada: Fonds de la taxe sur l’essence du Canada pour le renforcement des capacités ou des infrastructures municipales respectueuses de l’environnement, dont les objectifs sont de réduire les émissions de GES et d’améliorer la qualité de l’air et de l’eau. >> Plus d’informations disponibles ici

                              Qui nous sommes

                              La planification énergétique communautaire : de la planification à la mise en œuvre est une initiative collaborative menée par la principale communauté d’experts en énergie du Canada : la Community Energy Association, QUEST (Systèmes d’énergie de qualité pour les villes de demain), et La Prospérité durable.

                              Cliquez sur les liens suivants pour en savoir davantage sur ces organisations.

                              Partenaires du projet

                              Faites connaissance avec l’équipe de l’initiative ici.

                              Dale Littlejohn

                              Executive Director, Community Energy Association

                              Project Co-Director

                              Bio

                              Dale is the Executive Director for the Community Energy Association (CEA). Dale has extensive experience in delivering local government education and support on climate action, energy efficiency, and district and renewable energy. Dale’s CEA experience includes being Co-Director of Community Energy Planning: Getting To Implementation in Canada, and directing numerous projects including the BC Hydro funded Community Energy & Emissions Planning (CEEP) QuickStart program which has delivered over 40 Community Energy Plans, the award-winning Carbon Neutral Kootenays project which has delivered over 20 Corporate Carbon Neutral Action Plans, as well as district energy prefeasibility studies, renewable energy scans, energy efficiency retrofit campaigns, and guides on energy sustainability topics. Prior to joining CEA, Dale was a Senior Manager in the consulting practice of Deloitte for 10 years.

                              Richard Laszlo

                              Director, Research & Strategic Initiatives, QUEST

                              Project Co-Director

                              Bio

                              Richard Laszlo is the Director of Research & Strategic Initiatives for QUEST. In his role, Richard is working to promote Smart Energy Communities thinking, planning and project development across Canada.

                              Prior to joining QUEST, Richard researched and authored Pollution Probe’s Primer on Energy Systems in Canada, and worked on a variety of energy-related files with Ontario’s Ministry of Energy and the Ministry of the Environment, where he contributed to the development of the Renewable Energy Approval under the Green Energy and Green Economy Act.

                              Richard has an undergraduate degree in engineering physics from Queen’s University and a master’s degree from York’s environmental studies program.

                              Sarah Marchionda

                              Manager, Research & Strategic Initiatives, QUEST

                              Project Manager

                              Bio

                              Sarah is the Manager of Research & Strategic Initiatives at QUEST – Quality Urban Energy Systems of Tomorrow. She is responsible for managing applied research projects focused on advancing Smart Energy Communities thinking in Canadian communities. Her work to date has focused on community energy planning, energy distribution planning and energy delivery system resilience.

                              Prior to joining QUEST Sarah worked as a Research Fellow Assistant at the Centre for Urban Energy at Ryerson University where she was engaged in energy policy research. Prior to that she worked to advance electric vehicles and their supporting infrastructure in Ontario. She has a Post Baccalaureate degree in Urban and Regional Planning from Ryerson University (2014) and a Bachelor of Commerce degree from McGill University (2010). Sarah is a Candidate Member of the Ontario Professional Planners Institute and the Canadian Institute of Planners.

                              Brent Gilmour MCIP RPP

                              Executive Director, QUEST

                              Senior Advisor

                              Bio

                              As Executive Director of QUEST – Quality Urban Energy Systems of Tomorrow, Brent Gilmour is responsible for the overall coordination of QUEST’s research, engagement, and advocacy activities to advance Smart Energy Communities in Canada. Brent also oversees QUEST’s eight provincial and regional Caucuses, and the Smart Energy Leaders’ Dialogue.

                              Brent was involved with the initial launch of QUEST in 2007 in his previous role with the Canadian Urban Institute’s (CUI) in the capacity of Vice President, Urban Solutions. Prior to joining the CUI, Brent was the Strategic Coordinator responsible for the establishment of the University of Toronto’s Sustainability Office (USO) and was an independent research consultant specializing in community energy innovation.

                              Brent is a registered professional planner with 10 years of specialized knowledge in the areas of integrated community energy, transportation and land-use planning, downtown revitalization, and, public infrastructure investment. He is a passionate champion for sustainable development and is active in many issues that are advancing Canada’s productivity and urban advantage. He is a supporter of competitive, resilient and integrated energy planned communities and competitive fiscal policy.

                              Along with his work at QUEST, Brent has remained active in the industry and with community engagement. Brent is an instructor with York University, Osgoode Hall Law School and has served on several boards, including EcoSpark (formerly Citizens’ Environment Watch). Brent holds a Masters of Science in Planning from the University of Toronto, a Bachelor of Arts (Honours) from the University of Toronto and is an alumnus of Massey College.

                              Stephanie Cairns

                              Managing Director, Sustainable Communities, Smart Prosperity Institute

                              Senior Advisor

                              Bio

                              Stephanie Cairns has worked with Canada’s leading NGOs and think tanks in the fields of sustainable development, energy and climate change for thirty years.  She works with Sustainable Prosperity (SP), a national green economy research and policy institute, and serves of the Boards of several national environmental organizations.

                              Stephanie started SP’s Carbon Pricing program in 2008, and now direct the Communities program, focusing on how to align municipal taxes, fees, and charges to support sustainable cities. She founded Wrangellia Consulting in 1999, and counts among her projects serving as expert advisor to the National Round Table on the Environment and Economy on six major reports on ecological fiscal reform and climate change.  Stephanie was among the first staff of the Pembina Institute, founding the green economics program at the Pembina Institute in 1994. She worked as a policy advisor on Parliament Hill and in the Prime Minister’s Office in the mid-1990s.

                              Stephanie volunteers on the Boards of the Pembina Institute, the International Institute for Sustainable Development (IISD), and the IISD-Experimental Lakes Area; on the Round Table on the Environment of the Capital Regional District (Victoria, B.C.); and is past Treasurer of Training Resources for the Environmental Community, and a past National President and Trustee Emeritus of the Canadian Parks and Wilderness Society.  She has an M.Sc. from the International Institute for Industrial Environmental economics at Lund University, Sweden, and a B.A. in environmental studies, political science, and economics from the University of Toronto.

                              Jean Pierre Finet

                              Senior Advisor, QUEST

                              Conseiller sénior

                              Bio

                              Jean-Pierre Finet est un conseiller sénior chez QUEST.  À ce titre, Jean-Pierre travaille à promouvoir l’initiative La planification énergétique communautaire : de la planification à la mise en œuvreauprès des communautés canadiennes de langue française.

                              Avant de collaborer avec QUEST, Jean-Pierre a dirigé le Fonds en efficacité énergétique, était Directeur des services aux membres de Power-Smart inc. à Vancouver, et a mené plusieurs projets en tant que consultant pour divers distributeurs d’énergie, agences gouvernementales, associations industrielles, ainsi que des groupes environnementaux et de consommateurs au Canada et sur la scène internationale.

                              Jean-Pierre détient un baccalauréat en Sciences politiques et un diplôme en Communications et relations publiques.

                              ***

                              Jean-Pierre Finet is the senior advisor for QUEST.  In this role, Jean-Pierre is working to promote the Getting to Implementation initiative with French-speaking Canadian communities.

                              Prior to his collaboration with QUEST, Jean-Pierre has directed the Energy Efficiency Fund, was Director of Member Services for Power-Smart inc. in Vancouver, and conducted several projects as a consultant for utilities, government agencies, industry associations, environmental and consumer groups in Canada and internationally.

                              Jean-Pierre has a Bachelor’s degree in Political Science and a Diploma in Communications and Public Relations.

                              Tonja Leach

                              Director, Communications & National Affairs, QUEST

                              Communications Director

                              Bio

                              As the Director of Communications and Engagement for QUEST – Quality Urban Energy Systems of Tomorrow, Tonja is responsible for government relations, communications, coordination of national and regional efforts, and financial management. Ms. Leach has been with QUEST since January of 2009, having been seconded from the Canadian Gas Association for whom she worked for in communications since 2003. During that time Tonja acted as the secretariat for a coalition of 19 energy industry associations known as the Energy Dialogue Group, who came together to encourage the establishment of a national energy framework for Canada.

                              Peter Robinson

                              Chief Technology Officer, Community Energy Association

                              Senior Research Advisor

                              Bio

                              Peter is the Chief Technology Officer for the Community Energy Association, starting work in October 2008. Peter’s CEA experience includes being a Research Advisor for Community Energy Planning: Getting to Implementation in Canada, delivering over 25 Community Energy Plans, 7 Corporate Carbon Neutral Action Plans, as well as district energy prefeasibility studies, renewable energy scans, energy efficiency retrofit campaigns, and guides on energy sustainability topics. Peter also leads on providing ongoing support to a network of over 40 BC local governments with implementing energy efficiency actions & policies in their communities. Prior to joining CEA, Peter worked for several years in the UK’s renewable energy, energy efficiency, and green building field, in the non-profit, private, and government sectors. Peter has an MSc in Renewable Energy (with Distinction).

                              Patricia Bell

                              Manager of Planning, Community Energy Association

                              Senior Research Advisor

                              Bio

                              Patricia (Pat) is the Head of Planning and Director of Education at the Community Energy Association. Pat is a planning professional, with over 20 years of experience in regional, urban and environmental planning, with an emphasis on sustainable development. Pat’s CEA experience includes co-authoring the policy report for Community Energy Planning: Getting to Implementation in Canada, providing expert advice for local governments considering policy measures to advance energy sustainability, managing CEA’s online Certificate in Community Energy Management program, and working on guides on energy sustainability topics. Prior to joining CEA, Pat worked in planning for the City of Coquitlam, City of Pitt Meadows, Metro Vancouver, and the City of Saskatoon. Pat received a BA in Land Use and Environmental Studies from the University of Saskatchewan and an MSc in Sustainability, Planning and Environmental Policy from the University of Wales.

                              Patricia Dehnel

                              Community Relations Manager, Community Energy Association

                              Senior Research Advisor

                              Bio

                              Patricia (Trish) is the Community Relations Manager and Carbon Neutral Specialist with the Community Energy Association. Trish’s CEA experience includes being a Research Advisor for Community Energy Planning: Getting to Implementation in Canada, delivering numerous Corporate Carbon Neutral Action Plans, helping communities proceed with the necessary steps towards corporate carbon neutrality, and also delivering energy efficiency retrofit campaigns. Prior to joining CEA, Trish was the planner for the City of Nelson for 13 years. Trish has also worked with the electrical utility FortisBC to assist with a major residential energy efficiency retrofit campaign, and has been Chief Administrative Officer for the Village of Slocan.

                              Cheryl Ratchford

                              Manager, Communications & National Affairs, QUEST

                              Communications Project Manager

                              Bio

                              As the Manager of Communications and National Affairs at QUEST, Cheryl provides strong coordination and management delivery of QUEST’s communications and national affairs activities across the country. Cheryl provides communications support for Community Energy Planning: Getting to Implementation in Canada initiative through writing, editing, development of web content, design, and publishing.

                              Prior to joining QUEST Cheryl has worked in the non-profit sector as the Energy Coordinator for the Ecology Action Centre in Halifax Nova Scotia. She also worked as a Regulatory and Strategic Policy Analyst for the Nova Scotia Department of Energy and was a Political Assistant to two Energy Minister’s in the Government of Nova Scotia. Cheryl holds a Master’s Degree in Public Administration from Dalhousie University and a Bachelor of Arts in Political Science and History from Saint Thomas University.

                              Eric Campbell

                              Director, Communications & Outreach, Smart Prosperity Institute

                              Communications

                              Bio

                              Eric draws on valuable experience in the energy and communications fields from the non-profit, private, and government sectors. He has been involved at the front lines, working with residential, business, government, and rural energy consumers, including designing outreach strategies for campaigns such as the 2010 Ontario Power Pledge. He has also worked on energy-related policy, research, and communications as an independent consultant with PaperBag Consulting as well as with organizations such as the Design Centre for Sustainability at UBC and the City of Toronto.

                              Eric has a Masters of Arts in Education & Society from McGill University and a Bachelors of Arts in Environmental Policy & Practice from the University of Toronto.

                              Mark Cabaj

                              President, Here to There

                              Project Evaluator

                              Bio

                              Mark is President of the consulting company From Here to There, and former Vice President –  now Associate —  of  Tamarack – An Institute for Community Engagement.

                              While studying the Solidarity movement in Poland in mid-1989, Mark experienced a variety of tumultuous events that signalled the end of communism in Eastern Europe. He stayed on to work in successively senior positions over the next four years. These include the Foreign Assistance Coordinator for Grants in the country’s new Ministry of Privatization, and the Mission Coordinator for the creation of the United Nations Development Program’s first regional economic development initiative in Eastern Europe.

                              Upon returning to Canada to attend graduate school, Mark co-founded Waterloo Region’s Opportunities 2000 project (1997-2000), an initiative that won provincial, national and international awards for its multi-sector approach to poverty reduction. He served briefly as the Executive Director of the Canadian Community Economic Development Network (CCEDNet) in 2001. From 2002 to 2011, he was Vice President of the Tamarack Institute and the Executive Director of Vibrant Communities Canada, now a fifty-city plus national network of urban collaboratives to reduce poverty.

                              In 2012, Mark founded Here to There Consulting to work directly with organizations and communities tackle complex issues such as neighborhood renewal, poverty and homelessness, community safety, educational achievement and health. He is particularly active in the areas of social innovation, collective impact, multi-stakeholder processes and developmental evaluation.

                              Mark lives in Edmonton, Alberta (Canada) with his wife Leann and their children Isaiah and Zoë.

                              Lyla Samuels

                              Chief Financial Officer, Community Energy Association

                              Financial Administrator

                              Bio

                              Experienced Chief Financial Officer with a demonstrated history of working in the renewables andenvironment industry. Skilled in Cash Flow, Budgeting, Microsoft Excel, Analytical Skills, and CustomerService. Strong finance professional graduated from Sir Winston Churchill.

                              Supporteurs de projet

                              Autres projets

                              QUEST mène et prépare une recherche appliquée de pointe pour habiliter les praticiens et les décideurs avec les outils dont ils ont besoin pour faire progresser les communautés énergétiques intelligentes. En savoir plus sur nos projets: