7996 - Contract Executed
Docusign City Council Transmittal Coversheet
File Name
Purchasing Contact
City Council Target Date
Piggy Back Option
Contract Expiration
Ordinance
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
RFP
CLIMATE ACTION ADAPTATION PLAN
Crystal Westbrook
Not Applicable
7996
N/A
JULY 19, 2022
22-1400
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 1 of 22
PROFESSIONAL SERVICES AGREEMENT
FOR CONSULTING SERVICES
FILE 7996
STATE OF TEXAS §
COUNTY OF DENTON §
THIS AGREEMENT (the “Agreement”) is made and entered into on
________________________, by and between the City of Denton, Texas, a Texas municipal
corporation, with its principal office at 215 East McKinney Street, Denton, Denton County,
Texas 76201, hereinafter called “OWNER” and Sustainability Solutions Group USA, Inc., with
its corporate office at 90 State Street, STE 700, Office 40, Albany, NY 12207, hereinafter called
“CONSULTANT,” acting herein, by and through their duly authorized representatives.
WITNESSETH, that in consideration of the covenants and agreements herein contained,
the parties hereto do mutually agree as follows:
ARTICLE I
CONSULTANT AS INDEPENDENT CONTRACTOR
The OWNER has selected CONSULTANT on the basis of demonstrated competence and
qualifications to perform the services herein described for a fair and reasonable price pursuant to
Chapter 2254 of the Texas Government Code. The OWNER hereby contracts with the
CONSULTANT as an independent contractor and not as an employee, and as such, the OWNER
will not assert control over the day-to-day operations of the CONSULTANT. The
CONSULTANT is customarily engaged to provide services as described herein independently
and on a nonexclusive basis in the course of its business. This Agreement does not in any way
constitute a joint venture between OWNER and CONSULTANT. The CONSULTANT hereby
agrees to perform the services described herein based on the skills required for the scope of work
in connection with the Project as stated in the sections to follow, with diligence and in
accordance with the highest professional standards customarily obtained for such services in the
State of Texas. The professional services set out herein are in connection with the following
described project:
The Project shall include, without limitation, Climate Action Adaptation Plan, as
described in Exhibit A, which is on file at the purchasing office and incorporated herein
(the “Project”).
ARTICLE II
SCOPE OF BASIC SERVICES
The CONSULTANT shall perform the following services in a professional manner:
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
07/19/2022
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 2 of 22
A. The CONSULTANT shall perform all those services as necessary and as described in the
OWNER’s RFP #7996 Climate Action Adaptation Plan, which is on file at the
purchasing office and made a part hereof as Exhibit A as if written word for word herein.
B. To perform all those services set forth in CONSULTANT’s proposal, which proposal is
attached hereto and made a part hereof as Exhibit B as if written word for word herein.
C. CONSULTANT shall perform all those services set forth in individual task orders, as
described in Exhibit B, which shall be attached to this Agreement and made a part
hereof.
D. If there is any conflict between the terms of this Agreement and the exhibits attached to
this Agreement, the terms and conditions of this Agreement will control over the terms
and conditions of the attached exhibits or task orders.
ARTICLE III
ADDITIONAL SERVICES
Additional services to be performed by the CONSULTANT, if authorized by the
OWNER, which are not included in the above-described Basic Services, may be negotiated as
needed, per rates included in Exhibit B.
A. Preparing applications and supporting documents for government grants, loans, or
planning advances and providing data for detailed applications.
B. Preparing data and reports for assistance to OWNER in preparation for hearings before
regulatory agencies, courts, arbitration panels or mediator, giving testimony, personally or
by deposition, and preparations therefore before any regulatory agency, court, arbitration
panel or mediator.
C. Assisting OWNER in preparing for, or appearing at litigation, mediation, arbitration,
dispute review boards, or other legal and/or administrative proceedings in the defense or
prosecution of claims disputes with Contractor(s).
D. Assisting OWNER in the defense or prosecution of litigation in connection with or in
addition to those services contemplated by this AGREEMENT. Such services, if any, shall
be furnished by CONSULTANT on a fee basis negotiated by the respective parties outside
of and in addition to this AGREEMENT.
E. Visits to the site in excess of the number of trips included in Exhibit B.
F. Preparing statements for invoicing or other documentation for billing other than for the
standard invoice for services attached to this professional services agreement.
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
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ARTICLE IV
TIME OF COMPLETION
CONSULTANT is authorized to commence work under this contract upon execution of this
AGREEMENT. CONSULTANT shall perform and complete its obligations herein in a prompt
and continuous manner, so as to not delay the completion of the Project in accordance with the
schedules as described in Exhibit B. The contract shall remain effective for a period which may
reasonably be required for the completion of the Project, acceptance by an authorized
representative of the OWNER, exhaustion of authorized funds, or termination as provided in this
Agreement, whichever occurs first.
ARTICLE V
COMPENSATION
A. COMPENSATION TERMS:
1. “Subcontract Expense” is defined as expenses incurred by the CONSULTANT in
employment of others in outside firms for services related to this agreement.
2. “Direct Non-Labor Expense” is defined as that expense for any assignment
incurred by the CONSULTANT for supplies, transportation and equipment,
travel, communications, subsistence, and lodging away from home, and similar
incidental expenses in connection with that assignment.
B. BILLING AND PAYMENT: For and in consideration of the professional services to be
performed by the CONSULTANT herein, the OWNER agrees to pay, based on the cost
estimate detail at an hourly rate shown in Exhibit B which is attached hereto and made a
part of this Agreement as if written word for word herein, a total fee, including
reimbursement for direct non-labor expenses not to exceed $132,000.
Partial payments to the CONSULTANT will be made on the basis of detailed monthly
statements rendered to and approved by the OWNER through its City Manager or his
designee; however, under no circumstances shall any monthly statement for services
exceed the value of the work performed at the time a statement is rendered.
Nothing contained in this Article shall require the OWNER to pay for any work which is
unsatisfactory, as reasonably determined by the City Manager or his designee, or which is
not submitted in compliance with the terms of this Agreement. The OWNER shall not be
required to make any payments to the CONSULTANT when the CONSULTANT is in
default under this Agreement.
It is specifically understood and agreed that the CONSULTANT shall not be authorized
to undertake any work pursuant to this Agreement which would require additional
payments by the OWNER for any charge, expense, or reimbursement above the
maximum not to exceed fee as stated, without first having obtained written authorization
from the OWNER. The CONSULTANT shall not proceed to perform the services listed
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
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in Article III “Additional Services,” without obtaining prior written authorization from
the OWNER.
C. ADDITIONAL SERVICES: For additional services authorized in writing by the
OWNER in Article III, the CONSULTANT shall be paid based on the Schedule of
Charges at an hourly rate shown in Exhibit B. Payments for additional services shall be
due and payable upon submission by the CONSULTANT and approval by the City staff,
and shall be in accordance with subsection B hereof. Statements shall not be submitted
more frequently than monthly.
D. PAYMENT: If the OWNER fails to make payments due the CONSULTANT for
services and expenses within thirty (30) days after receipt of the CONSULTANT’s
undisputed statement thereof, the amounts due the CONSULTANT will be paid interest
in accordance with the Texas Government Code 2251.025. Additionally, the
CONSULTANT may, after giving seven (7) days’ written notice to the OWNER,
suspend services under this Agreement until the CONSULTANT has been paid in full all
amounts due for services, expenses, and charges. Nothing herein shall require the
OWNER to pay the late charge if the OWNER reasonably determines that the work is
unsatisfactory, in accordance with this Article V, “Compensation,” there is a bona fide
dispute concerning the amount due, or the invoice was not mailed to the address or in the
form as described in this Agreement. The OWNER will notify CONSULTANT of any
disputes within twenty-one (21) days of receipt of the invoice.
E. Invoices shall be sent directly to the City of Denton Accounts Payable Department, 215
E McKinney St, Denton, TX, 76201-4299. A pro-forma invoice shall be sent to the
contract administrator. It is the intention of the City of Denton to make payment on
completed orders within thirty days after receipt of invoice or items; whichever is later,
unless unusual circumstances arise. Invoices must be fully documented as to labor,
materials, and equipment provided, if applicable, and must reference the City of
Denton Purchase Order Number in order to be processed. No payments shall be
made on invoices not listing a Purchase Order Number.
ARTICLE VI
OBSERVATION AND REVIEW OF THE WORK
The CONSULTANT will exercise reasonable care and due diligence in discovering and
promptly reporting to the OWNER any defects or deficiencies in the work of the
CONSULTANT or any subcontractors or subconsultants.
ARTICLE VII
OWNERSHIP OF DOCUMENTS
All documents prepared or furnished by the CONSULTANT (and CONSULTANT’s
subcontractors or subconsultants) pursuant to this Agreement are instruments of service, and
shall become the property of the OWNER upon the termination of this Agreement. The
CONSULTANT is entitled to retain copies of all such documents. The documents prepared and
furnished by the CONSULTANT are intended only to be applicable to this Project, and
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
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OWNER’s use of these documents in other projects shall be at OWNER’s sole risk and expense.
In the event the OWNER uses any of the information or materials developed pursuant to this
Agreement in another project or for other purposes than specified herein, CONSULTANT is
released from any and all liability relating to their use in that project.
ARTICLE VIII
INDEMNITY AGREEMENT
THE CONSULTANT SHALL INDEMNIFY AND SAVE AND HOLD HARMLESS
THE OWNER AND ITS OFFICERS, OFFICIALS, AGENTS, AND EMPLOYEES FROM
AND AGAINST ANY AND ALL LIABILITY, CLAIMS, DEMANDS, DAMAGES,
LOSSES, AND EXPENSES, INCLUDING, BUT NOT LIMITED TO COURT COSTS
AND REASONABLE ATTORNEY FEES ASSERTED AGAINST OR INCURRED BY
THE OWNER, AND INCLUDING, WITHOUT LIMITATION, DAMAGES FOR
BODILY AND PERSONAL INJURY, DEATH AND PROPERTY DAMAGE,
RESULTING FROM THE NEGLIGENT ACTS OR OMISSIONS OF THE
CONSULTANT OR ITS OFFICERS, SHAREHOLDERS, AGENTS, OR EMPLOYEES
INCIDENTAL TO, RELATED TO, AND IN THE EXECUTION, OPERATION, OR
PERFORMANCE OF THIS AGREEMENT.
Nothing in this Agreement shall be construed to create a liability to any person who is not
a party to this Agreement, and nothing herein shall waive any of the parties’ defenses, both at
law or equity, to any claim, cause of action, or litigation filed by anyone not a party to this
Agreement, including the defense of governmental immunity, which defenses are hereby
expressly reserved.
ARTICLE IX
INSURANCE
During the performance of the services under this Agreement, CONSULTANT
shall maintain insurance in compliance with the requirements of Exhibit C which is
attached hereto and made a part of this Agreement as if written word for word herein.
ARTICLE X
ALTERNATIVE DISPUTE RESOLUTION
The parties may agree to settle any disputes under this Agreement by submitting the
dispute to mediation with each party bearing its own costs of mediation. No mediation arising
out of or relating to this Agreement, involving one party’s disagreement may include the other
party to the disagreement without the other’s approval. Mediation will not be a condition
precedent to suit.
ARTICLE XI
TERMINATION OF AGREEMENT
A. Notwithstanding any other provision of this Agreement, either party may terminate by
giving thirty (30) days’ advance written notice to the other party.
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
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B. This Agreement may be terminated in whole or in part in the event of either party
substantially failing to fulfill its obligations under this Agreement. No such termination
will be affected unless the other party is given (1) written notice (delivered by certified
mail, return receipt requested) of intent to terminate and setting forth the reasons
specifying the non-performance, and not less than fifteen (15) calendar days to cure the
failure; and (2) an opportunity for consultation with the terminating party prior to
termination.
C. If the Agreement is terminated prior to completion of the services to be provided
hereunder, CONSULTANT shall immediately cease all services and shall render a final
bill for services to the OWNER within thirty (30) days after the date of termination. The
OWNER shall pay CONSULTANT for all services properly rendered and satisfactorily
performed and for reimbursable expenses to termination incurred prior to the date of
termination, in accordance with Article V “Compensation.” Should the OWNER
subsequently contract with a new consultant for the continuation of services on the
Project, CONSULTANT shall cooperate in providing information. The CONSULTANT
shall turn over all documents prepared or furnished by CONSULTANT pursuant to this
Agreement to the OWNER on or before the date of termination, but may maintain copies
of such documents for its use.
ARTICLE XII
RESPONSIBILITY FOR CLAIMS AND LIABILITIES
Approval by the OWNER shall not constitute, nor be deemed a release of the
responsibility and liability of the CONSULTANT, its employees, associates, agents,
subcontractors, and subconsultants for the accuracy and competency of their designs or other
work; nor shall such approval be deemed to be an assumption of such responsibility by the
OWNER for any defect in the design or other work prepared by the CONSULTANT, its
employees, subcontractors, agents, and consultants.
ARTICLE XIII
NOTICES
All notices, communications, and reports required or permitted under this Agreement
shall be personally delivered or mailed to the respective parties by depositing same in the United
States mail to the address shown below, certified mail, return receipt requested, unless otherwise
specified herein. Mailed notices shall be deemed communicated as of three (3) days’ mailing:
To CONSULTANT: To OWNER:
Sustainability Solutions Group USA, Inc. City of Denton
Yuill Herbert Purchasing Manager –File 7996
90 State Street, Ste 700, Office 40 901B Texas Street
Albany, NY 12207 Denton, Texas 76201
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 7 of 22
All notices shall be deemed effective upon receipt by the party to whom such notice is
given, or within three (3) days’ mailing.
ARTICLE XIV
ENTIRE AGREEMENT
This Agreement and related exhibits constitute the complete and final expression of this
Agreement of the parties, and is intended as a complete and exclusive statement of the terms of
their agreements, and supersedes all prior contemporaneous offers, promises, representations,
negotiations, discussions, communications, and agreements which may have been made in
connection with the subject matter hereof.
ARTICLE XV
SEVERABILITY
If any provision of this Agreement is found or deemed by a court of competent
jurisdiction to be invalid or unenforceable, it shall be considered severable from the remainder of
this Agreement and shall not cause the remainder to be invalid or unenforceable. In such event,
the parties shall reform this Agreement to replace such stricken provision with a valid and
enforceable provision which comes as close as possible to expressing the intention of the stricken
provision.
ARTICLE XVI
COMPLIANCE WITH LAWS
The CONSULTANT shall comply with all federal, state, and local laws, rules,
regulations, and ordinances applicable to the work covered hereunder as those laws may now
read or hereinafter be amended.
ARTICLE XVII
DISCRIMINATION PROHIBITED
In performing the services required hereunder, the CONSULTANT shall not discriminate
against any person on the basis of race, color, religion, sex, sexual orientation, national origin or
ancestry, age, or physical handicap.
ARTICLE XVIII
PERSONNEL
A. The CONSULTANT represents that it has or will secure, at its own expense, all
personnel required to perform all the services required under this Agreement. Such
personnel shall not be employees or officers of, or have any contractual relations with the
OWNER. CONSULTANT shall inform the OWNER of any conflict of interest or
potential conflict of interest that may arise during the term of this Agreement.
B. All services required hereunder will be performed by the CONSULTANT or under its
supervision. All personnel engaged in work shall be qualified, and shall be authorized
and permitted under state and local laws to perform such services.
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
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ARTICLE XIX
ASSIGNABILITY
The CONSULTANT acknowledges that this Agreement is based on the demonstrated
competence and specific qualifications of the CONSULTANT and is therefore personal as to the
CONSULTANT. Therefore, the CONSULTANT shall not assign any interest in this Agreement,
and shall not transfer any interest in this Agreement (whether by assignment, novation, or
otherwise) without the prior written consent of the OWNER.
ARTICLE XX
MODIFICATION
No waiver or modification of this Agreement or of any covenant, condition, or limitation
herein contained shall be valid unless in writing and duly executed by the party to be charged
therewith, and no evidence of any waiver or modification shall be offered or received in evidence
in any proceeding arising between the parties hereto out of or affecting this Agreement, or the
rights or obligations of the parties hereunder, and unless such waiver or modification is in
writing and duly executed; and the parties further agree that the provisions of this section will not
be waived unless as set forth herein.
ARTICLE XXI
MISCELLANEOUS
A. The following exhibits are attached to and made a part of this Agreement:
Exhibit A – RFP 7996 – Climate Action Adaptation Plan (on file at the purchasing office)
Exhibit B – Consultant’s Scope of Services Offer, Project Schedule and Rate Sheet
Exhibit C – Consultant’s Insurance Requirements
What is called for by one exhibit shall be as binding as if called for by all. In the event of
an inconsistency or conflict in this Agreement and any of the provisions of the exhibits,
the inconsistency or conflict shall be resolved by giving precedence first to this
Agreement then to the exhibits in the order in which they are listed above.
B. This Agreement shall be governed by, construed, and enforced in accordance with, and
subject to, the laws of the State of Texas or federal law, where applicable, without regard
to the conflict of law principles of any jurisdiction. In the event there shall be any dispute
arising out of the terms and conditions of, or in connection with, this Agreement, the
party seeking relief shall submit such dispute to the District Courts of Denton County or
if federal diversity or subject matter jurisdiction exists, to the United States District Court
for the Eastern District of Texas-Sherman Division.
C. For the purpose of this Agreement, the key persons who will perform most of the work
hereunder shall be __________________. However, nothing herein shall limit
CONSULTANT from using other equally qualified and competent members of its firm to
perform the services required herein.
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
Carol Fraser
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 9 of 22
D. CONSULTANT shall commence, carry on, and complete any and all projects with all
applicable dispatch, in a sound, economical, and efficient manner and in accordance with
the provisions hereof. In accomplishing the projects, CONSULTANT shall take such
steps as are appropriate to ensure that the work involved is properly coordinated with
related work being carried on by the OWNER.
E. The OWNER shall assist the CONSULTANT by placing at the CONSULTANT’s
disposal all available information pertinent to the Project, including previous reports, any
other data relative to the Project, and arranging for the access thereto, and make all
provisions for the CONSULTANT to enter in or upon public and private property as
required for the CONSULTANT to perform services under this Agreement.
F. The captions of this Agreement are for informational purposes only, and shall not in any
way affect the substantive terms or conditions of this Agreement.
G. The parties agree to transact business electronically. Any statutory requirements that
certain terms be in writing will be satisfied using electronic documents and signing.
Electronic signing of this document will be deemed an original for all legal purposes.
ARTICLE XXII
INDEPENDENT CONTRACTOR
CONSULTANT shall provide services to OWNER as an independent contractor, not as
an employee of the OWNER. CONSULTANT shall not have or claim any right arising from
employee status.
ARTICLE XXIII
RIGHT TO AUDIT
The OWNER shall have the right to audit and make copies of the books, records and
computations pertaining to this agreement. The CONTRACTOR shall retain such books,
records, documents and other evidence pertaining to this agreement during the contract period
and five years thereafter, except if an audit is in progress or audit findings are yet unresolved, in
which case records shall be kept until all audit tasks are completed and resolved. These books,
records, documents and other evidence shall be available, within 10 business days of written
request. Further, the CONTRACTOR shall also require all Subcontractors, material suppliers,
and other payees to retain all books, records, documents and other evidence pertaining to this
agreement, and to allow the OWNER similar access to those documents. All books and records
will be made available within a 50 mile radius of the City of Denton. The cost of the audit will
be borne by the OWNER unless the audit reveals an overpayment of 1% or greater. If an
overpayment of 1% or greater occurs, the reasonable cost of the audit, including any travel costs,
must be borne by the CONTRACTOR which must be payable within five business days of
receipt of an invoice.
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 10 of 22
Failure to comply with the provisions of this section shall be a material breach of this contract
and shall constitute, in the OWNER’S sole discretion, grounds for termination thereof. Each of
the terms "books", "records", "documents" and "other evidence", as used above, shall be
construed to include drafts and electronic files, even if such drafts or electronic files are
subsequently used to generate or prepare a final printed document.
ARTICLE XXIV
Prohibition on Contracts with Companies Boycotting Israel
Contractor acknowledges that in accordance with Chapter 2271 of the Texas Government Code,
City is prohibited from entering into a contract with a company for goods or services unless the
contract contains a written verification from the company that it: (1) does not boycott Israel; and
(2) will not boycott Israel during the term of the contract. The terms “boycott Israel” and
“company” shall have the meanings ascribed to those terms in Section 808.001 of the Texas
Government Code. By signing this agreement, Contractor certifies that Contractor’s signature
provides written verification to the City that Contractor: (1) does not boycott Israel; and (2)
will not boycott Israel during the term of the agreement. Failure to meet or maintain the
requirements under this provision will be considered a material breach.
ARTICLE XXV
Prohibition On Contracts With Companies Doing Business with Iran, Sudan, or a
Foreign Terrorist Organization
Sections 2252 and 2270 of the Texas Government Code restricts CITY from contracting with
companies that do business with Iran, Sudan, or a foreign terrorist organization. By signing this
agreement, Contractor certifies that Contractor’s signature provides written verification to the
City that Contractor, pursuant to Chapters 2252 and 2270, is not ineligible to enter into this
agreement and will not become ineligible to receive payments under this agreement by doing
business with Iran, Sudan, or a foreign terrorist organization. Failure to meet or maintain the
requirements under this provision will be considered a material breach.
ARTICLE XXVI
Prohibition on Contracts with Companies Boycotting Certain Energy Companies
Contractor acknowledges that in accordance with Chapter 2274 of the Texas Government Code,
City is prohibited from entering into a contract with a company for goods or services unless the
contract contains written verification from the company that it (1) does not boycott energy
companies; and (2) will not boycott energy companies during the term of the contract. The terms
“boycott energy company” and “company” shall have the meanings ascribed to those terms in
Section 809.001 of the Texas Government Code. By signing this agreement, Contractor
certifies that Contractor’s signature provides written verification to the City that Contractor:
(1) does not boycott energy companies; and (2) will not boycott energy companies during the
term of the agreement. Failure to meet or maintain the requirements under this provision will be
considered a material breach.
ARTICLE XXVII
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
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Prohibition on Contracts with Companies Boycotting Certain Firearm Entities and
Firearm Trade Associations
Contractor acknowledges that in accordance with Chapter 2274 of the Texas Government Code,
City is prohibited from entering into a contract with a company for goods or services unless the
contract contains written verification from the company that it (1) does not have a practice,
policy, guidance, or directive that discriminates against a firearm entity or firearm trade
association; and (2) will not discriminate during the term of the contract against a firearm entity
or firearm trade association. The terms “discriminate against a firearm entity or firearm trade
association,” “firearm entity” and “firearm trade association” shall have the meanings ascribed to
those terms in Chapter 2274 of the Texas Government Code. By signing this agreement,
Contractor certifies that Contractor’s signature provides written verification to the City that
Contractor: (1) does not have a practice, policy, guidance, or directive that discriminates
against a firearm entity or firearm trade association; and (2) will not discriminate during the
term of the contract against a firearm entity or firearm trade association. Failure to meet or
maintain the requirements under this provision will be considered a material breach.
ARTICLE XXVIII
Termination Right for Contracts with Companies Doing Business with Certain Foreign-
Owned Companies
The City of Denton may terminate this Contract immediately without any further liability if the
City of Denton determines, in its sole judgment, that this Contract meets the requirements under
Chapter 2274, and Contractor is, or will be in the future, (i) owned by or the majority of stock or
other ownership interest of the company is held or controlled by individuals who are citizens of
China, Iran, North Korea, Russia, or other designated country (ii) directly controlled by the
Government of China, Iran, North Korea, Russia, or other designated country, or (iii) is
headquartered in China, Iran, North Korea, Russia, or other designated country.
ARTICLE XXIX
CERTIFICATE OF INTERESTED PARTIES ELECTRONIC FILING
In 2015, the Texas Legislature adopted House Bill 1295, which added section 2252.908 of the
Government Code. The law states that the City may not enter into this contract unless the
Consultant submits a disclosure of interested parties (Form 1295) to the City at the time the
Consultant submits the signed contract. The Texas Ethics Commission has adopted rules
requiring the business entity to file Form 1295 electronically with the Commission.
Consultant will be required to furnish a Certificate of Interest Parties before the contract is
awarded, in accordance with Government Code 2252.908.
The consultant shall:
1. Log onto the State Ethics Commission Website at :
https://www.ethics.state.tx.us/filinginfo/1295/
2. Register utilizing the tutorial provided by the State
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 12 of 22
3. Print a copy of the completed Form 1295
4. Enter the Certificate Number on page 2 of this contract.
5. Complete and sign the Form 1295
6. Email the form to purchasing@cityofdenton.com with the contract number in the subject
line. (EX: Contract 1234 – Form 1295)
The OWNER must acknowledge the receipt of the filed Form 1295 not later than the 30th day
after Council award. Once a Form 1295 is acknowledged, it will be posted to the Texas Ethics
Commission’s website within seven business days.
ARTICLE XXX
PROHIBITION AGAINST PERSONAL INTEREST IN CONTRACTS
No officer, employee, independent consultant, or elected official of the City who is involved in
the development, evaluation, or decision-making process of the performance of any solicitation
shall have a financial interest, direct or indirect, in the Contract resulting from that solicitation as
defined in the City’s Ethic Ordinance 18-757 and in the City Charter chapter 2 article XI(Ethics).
Any willful violation of this section shall constitute impropriety in office, and any officer or
employee guilty thereof shall be subject to disciplinary action up to and including dismissal. Any
violation of this provision, with the knowledge, expressed or implied, of the Contractor shall
render the Contract voidable by the City. The Consultant shall complete and submit the City’s
Conflict of Interest Questionnaire.
The parties agree to transact business electronically. Any statutory requirements that
certain terms be in writing will be satisfied using electronic documents and signing. Electronic
signing of this document will be deemed an original for all legal purposes.
IN WITNESS HEREOF, the City of Denton, Texas has caused this Agreement to be
executed by its duly authorized City Manager, and CONSULTANT has executed this Agreement
through its duly authorized undersigned officer on this date______________________.
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
07/19/2022
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
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CONSULTANT
BY:______________________________
AUTHORIZED SIGNATURE
Printed Name:_____________________
Title:____________________________
__________________________________
PHONE NUMBER
_________________________________
EMAIL ADDRESS
___________________________________
TEXAS ETHICS COMMISSION
CITY OF DENTON, TEXAS
BY: _____________________________
SARA HENSLEY
CITY MANAGER
ATTEST:
ROSA RIOS, CITY SECRETARY
BY: _______________________________
APPROVED AS TO LEGAL FORM:
MACK REINWAND, CITY ATTORNEY
BY: _______________________________
1295 CERTIFICATE NUMBER
THIS AGREEMENT HAS BEEN
BOTH REVIEWED AND APPROVED
as to financial and operational obligations and business terms.
_______________ ________________
SIGNATURE PRINTED NAME
__________________________________
TITLE
__________________________________
DEPARTMENT
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
Yuill Herbert
2022-905181
250 213 9029
Mr
yuill@ssg.coop
Environmental Services & Sustainability
Michael Gange
Director of Environmental Services & Sustainability
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
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Exhibit A
RFP #7996 Climate Action Adaptation Plan
(on file in the purchasing office)
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PREPARED FOR:
City of Denton
Environmental Services and Sustainability Department
PREPARED BY:
SSG
90 State Street, Ste 700 Office 40
Albany, NY 12207
250-213-9029
yuill@ssg.coop
City of Denton
Climate Action Adaptation Plan
RFP #7996
EXHIBIT B
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1. Management Summary of the Team
SSG | Transformational Climate Action Plans
For nearly 20 years, SSG has supported communities big and small in building low-carbon, energy-efficient,
healthy, and equitable futures. As North America’s premier climate planners, we continue to elevate the scale and
depth of municipal climate action with our combination of innovative, state-of-the-art technical expertise and equity-
focused engagement practices. The contribution of our work to this field was recognized with two awards from the
American Planning Association in 2022.
In the course of completing nearly 100 projects on climate action for municipalities of all sizes and in a
diversity of political and geographical contexts, we have encountered and addressed a wide range of climate
policy challenges. This inspires us to continuously advance the field of climate planning practice, developing not
just climate action plans but cutting-edge tools to help cities and communities realize their goals sooner and more
effectively.
Figure 1. Sample energy and emissions projects completed by SSG.
Our technical approach to evaluating future scenarios is designed to empower cities to better tackle the
environmental, democratic, economic, and equity challenges they face. In early 2022, SSG merged with whatIf?
Technologies, a long time collaborator on nearly all of our climate action and adaptation planning projects. We
continue to be a boutique firm with nearly 30 employees dedicated to city climate action planning. Together
with whatIf?, SSG developed a state-of-the-art energy, emissions, and finances model for climate action
planning that has been used by municipalities across North America, spanning from small towns to metropolises,
and from coast to coast: from Tacoma, WA, to Ames, IA, to Toronto, ON.
Using this model, we analyze communities at the level of individual households, then build up to the neighborhood,
city, and region, which enables a more accurate, bottom-up analysis of GHG emissions compared to other
approaches. We developed this model to help communities develop truly transformational climate action
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plans that inform overarching policies for municipal action, engage a broad cross-section of the community, and are
investment and implementation ready.
Our work has resulted in detailed and actionable low- or zero-carbon pathways that deliver a wide range of
co-benefits related to health, prosperity, equity, and well-being. In addition, we have worked with many cities to
support their Race to Zero commitment and to develop science-based targets. We are excited to bring our approach
to the City of Denton.
Our Team
Our team includes the authors of some of the first climate action plans in North America as well as the latest, greatest,
and globally lauded. Many of our team members have personally led climate action planning processes as municipal
or government staff, bringing with them the invaluable perspective of transforming cities from within.
As an organization, we have nearly twenty years of experience in carbon accounting protocols, including the
Global Protocol for Community-Scale Greenhouse Gas Emission Inventories (GPC), the U.S. Community Protocol
for Accounting and Reporting of Greenhouse Gas Emissions, the Local Government Operations Protocol (LGO
Protocol), the Recycling and Composting Emissions Protocol, the Global Covenant of Mayors Reporting Program,
Science-based Targets for Cities, CDP, and others.
Beyond our core staff, we are connected with leading experts on climate mitigation and adaptation from around
the world, and we keep up to date with the latest climate science and best practices. We have participated in
international climate research projects such as Project Drawdown, as well as UNFCCC Conferences of Parties
(COPs), including COP21 in Paris and COP26 in Glasgow, where we have brought our on-the-ground perspective to
international negotiations while also translating conference outcomes into actionable strategies for municipalities.
Our engagement team is shifting paradigms for public involvement across the continent for both planning and
operations, employing the International Association for Public Participation (IAP2) framework for developing
equitable and context-sensitive plans that garner broad public support. Our team also includes professional graphic
designers who ensure that our final products, whether they are plans, frameworks, or social media graphics, speak to
their intended audiences in clear and compelling ways.
Beyond our “official” team members, our approach to engagement ensures that the people of Denton, local
community groups, and project staff and stakeholders are close collaborators throughout the planning process.
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Project Team
Full team CVs are included in Attachment 1.
YUILL HERBERT, PRINCIPAL
BA | MA
Years of experience: 21
Role: Project Manager
Yuill (he/him) has been working in the field of climate change mitigation and adaptation for more than 20 years.
Yuill has worked on more than 60 climate action plans and has leading expertise on climate change mitigation and
adaptation, urban planning, and systems modeling incorporating energy, GHG emissions, and co-benefits. Yuill has
developed corporate and community energy plans with evidence-based targets and has modeling experience with
district energy systems, transportation systems, and land-use planning, allowing for analysis and recommendations
that are holistic and precise. He has served as project lead on nearly 100 climate action planning projects, including
high-profile projects such as integrated climate action plans for Oregon and Washington State, the City of Ames’
Climate Action Plan, the City of Toronto’s TransformTO, the Town of Bridgewater’s Community Energy Investment
Plan, the City of Ottawa’s Energy Transition Strategy, and the City of Edmonton’s Energy Transition Plan Update.
Yuill is an active participant in the United Nations Framework Convention on Climate Change processes and has led
model development for the International Energy Agency. Yuill was also a fellow of Project Drawdown, an ambitious
California-based initiative to model 100 global solutions to climate change. Yuill developed the first spatial energy
and emissions model for municipalities in Canada and co-developed the model used for analysis with long-time SSG
partner whatIf? Technologies.
BRITTANY MACLEAN, SSG SENIOR CONSULTANT
BA (Hons) | Master in Environmental Management
Years of experience: 8
Role: Lead Analyst
Brittany (she/her) is a project manager specializing in climate change and organizational strategy. Her experience
working for the private, public, and not-for-profit sectors as a staff person and as a consultant provides Brittany
with a unique understanding of the opportunities and issues in creating and implementing impactful strategies.
Brittany takes a holistic approach to problem solving, combining her training and experience in data analysis, risk
management, and financial analysis with novel approaches to adaptive leadership, systems thinking, and design
thinking. Brittany is currently leading analysis for the development of climate action plans for the City of Vaughan,
ON, Clackamas County, OR, and the City of Ames, IA. Prior to joining SSG, Brittany led the development of the City
of Fredericton’s Climate Change Adaptation Plan. She has presented the work to the provincial government, other
municipalities, and non-profit organizations to help refine adaptation planning at the local level. She participated in
the Global Covenant of Mayors’ Showcase Cities Pilot, sat on the ICLEI Canada Board of Directors, and was elected
Vice Chair of the ICLEI North America Regional Executive Committee. With each experience, Brittany has brought
her knowledge of adaptation planning and sought to learn more from others in the field.
CAROL FRASER, SSG CONSULTANT
BA (J. Hons) | MSCRP | MSc. Sustainable Design
Years of experience: 10
Role: Policy Analyst
Carol Fraser (they/them) is an urban planner and sustainable design specialist with over a decade of experience
in equitable community economic development, community organizing and stakeholder facilitation, the circular
economy, and local food systems. At SSG, Carol works as an analyst on projects to identify decarbonization
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pathways and climate action plans for municipalities and regional governments, including the Washington State
Utilities and Transportation Commission, the Oregon Global Warming Commission, and the City of Tigard, OR. As
a multilingual and bicultural (Canadian-American) planner and community organizer, Carol has a unique ability to
bring diverse stakeholders together and foster alignment around achievable and strategic social and climate justice
goals. Previous to joining SSG, Carol worked on projects such as: developing a strategy for the City of Austin’s use
of federal pandemic relief money to address food insecurity; implementing an equity-focused healthy corner stores
program; optimizing sustainable waste reporting systems for businesses; engaging rural landowners in community
conservation strategies; and recommending policies to address mobile home park displacement and gentrification
in San Antonio, TX.
NAOMI DEVINE, SSG DESIGN AND ENGAGEMENT SPECIALIST
Env. Visual Communications post-grad. | BSc Env Studies & Poli Sci | MA (Candidate 2022)
Years of experience: 16
Role: Design and Stakeholder Engagement Lead
Naomi (she/her) is a sustainability policy and communications expert trained in human-centered design thinking. She
is a member of the Graphic Designers of Canada (GDC) and Canada’s national association for design professionals,
and is trained in the IAP2 Foundations of Public Participation (Planning and Techniques) protocol. For over a decade,
she has advised governments and worked with universities, local governments, and civil society organizations
on sustainability and climate policy issues. Naomi created groundbreaking sustainability policy at the University
of Victoria stewarded the award-winning community sustainability plan, Whistler2020, through the 2010 Winter
Olympic and Paralympic Games. Naomi recently delivered her Persuasive Storytelling Workshop for civil servants in
the City of Vancouver’s Solutions Lab. With SSG, Naomi has led the design and communications of over 40 climate
plans and implementation strategies. Visual communications and storytelling are what she now employs to assist
communities in crafting persuasive, effective, and long-lasting moves toward a sustainable future.
ELERI DAVIES | SSG CONSULTANT
BA Geography | BSc Ecological Restoration | MSc Sustainable Development
Years of experience: 8
Role: Policy Analyst & Engagement Support
Eleri (she/her) is a sustainability strategist and analyst who has experience in leading the development of
sustainability and climate policies and advising leadership teams on creating long-term sustainability policies and
plans. Eleri has led stakeholder engagement strategies for capital development projects targeting LEED, Passive
House, and BC Energy Step Code at the University of Victoria. She brings experience working with the International
Association for Public Participation foundations, Liberating Structures Facilitation Techniques and Human-Centered
Design. She also managed the University’s Climate Change Accountability Reporting for Scope 1, 2, and 3 emissions
and developed methodologies for tracking scope 3 emissions derived from business travel, commuting, and waste.
In addition, as the Energy Analyst at the Canadian Coalition for Green Health Care, she stewarded the development
of Conservation and Demand Management Plans for Indigenous’ public health agencies to reduce energy
consumption and improve environmental stewardship.
DERYN CROCKETT | SSG SENIOR MODELER
MSc Electrical Eng | BSc Eng Systems
Years of experience: 16
Role: Lead Modeler
Deryn (she/her) has a background in the systems engineering approach to problem solving with an emphasis
on system design and analysis. Formerly a model analyst for whatIf? Technologies, she has designed and
implemented several models that track energy use and emissions within different sectors. Early in her career, she
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applied mathematical models and discrete event simulation to assess the end-to-end viability and performance
characteristics of various communications systems, working with Lockheed Martin, John Hopkins Applied Physics
Laboratory, and Schneider Electric. She has designed and supported custom solutions for clients using software
product suites in the fields of military simulation and training and energy management. Deryn has co-developed
SSG’s pioneering climate adaptation model, applying it to quantify heat, drought, and flooding risk for the Town
of Whitby’s Climate Adaptation Plan. Deryn has evaluated hundreds of climate actions for dozens of municipalities
across North America. She has also worked with a national government to develop a national energy and emissions
model of the transportation sector.
MARCUS WILLIAMS, SSG SENIOR MODELER
MASc Civil Eng. (Transport Planning) | BASc Computer Eng.
Years of experience: 16
Role: Model Analyst
Marcus (he/him) is a Senior Modeler with more than 16 years experience in integrated systems modeling and
analysis encompassing energy, emissions, land use, transportation, buildings and demographics. Marcus is an
active contributing member of The Atmospheric Fund’s Carbon Data Network. He keenly follows the exploding
open-source data ecosystem—for data processing, geoprocessing and data visualization—to urban and regional
low-carbon analysis. Marcus has been instrumental in the development of SSG’s state-of-the-art energy, emissions,
and finance model for cities since its launch at COP 21 in Paris in 2015. He led the development of a similar model
oriented towards organizations planning low-carbon transitions for their building portfolios, thermal networks,
vehicle fleets, employee commuting and travel. Marcus used and adapted this model to support development of
low-carbon pathways for Canada’s federal government operations in the National Capital Region, including fleet
and employee commute emissions, and which took into account more than 2,000 fixed assets and one of Canada’s
largest thermal networks. Marcus has also developed and evaluated future scenarios for major cities and regions,
including City of Toronto, City of Winnipeg, Region of Durham, Region of Waterloo, and City of Markham. Most
recently, he has been using building simulation models to identify optimal energy pathways for a major new urban
development.
ERIK FRENETTE, SSG MODELER
BComm | MSc Econ.
Years of experience: 12
Role: Model Analyst
As a model analyst at whatIf? Technologies, Erik utilizes his experience in economic analysis and energy modeling to
quantify the impacts of environmental policies and provide insights to decision-makers. He has worked on energy
models since 2011, with a focus on providing solutions to North American specific energy and climate change issues.
As an analyst on SSG’s team for the Roadmap for Low-Carbon Operations in the National Capital Region, a strategy
to reduce emissions from the Government of Canada's operations in Ottawa-Gatineau to net-zero, Erik modelled
how policy changes related to the government's buildings portfolio and fleet would affect emissions and costs. He
also created a model for Public Services and Procurement Canada to assess the financial value of the economic,
social, and health co-benefits of the strategy. He has also modelled energy and emissions for several Canadian and
American communities in order to provide data and insights for their climate action plans.
Earlier in his career, Erik was a research assistant at HEC Montreal and an environmental consultant at Energy
Super Modelers and International Analysts (ESMIA). His academic research experience includes several published
papers and conference presentations relating to strategies for reducing greenhouse gas emissions and energy
consumption. He holds an MSc in Economics from HEC Montreal, where his research focused on the energy and
environmental impacts of meat and dairy consumption in Canada.
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The project team is summarized in Table 1 and in Figure 2. Team CVs are in Appendix X.
Table 1. Core team profiles.
TEAM MEMBER ROLE DUTIES
Yuill Herbert Project Lead • Overall project direction
• Quality control
• Liaison with City staff
Brittany MacLean
Lead Analyst • Actions development
• Technical writing
Carol Fraser Policy Analyst • Research and policy review and analysis
• Technical writing
Naomi Devine Design and Engagement
Lead
• Deliverable design
• Engagement strategy
• Engagement materials preparation
Eleri Davies Policy Analyst and
Engagement Support
• Research and policy review and analysis
• Writing and editing (technical and
public-facing)
• Engagement materials preparation
Deryn Crockett Lead Modeler • Scenario modeling
• Energy system analysis
• Quality assurance
Marcus Williams Model Analyst • Energy and emissions modeling
• Data collection
Erik Frenette Model Analyst • Data collection
• Financial modeling
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Figure 2. Organizational chart showing responsibilities and lines of communication.
2. Work Plan
Project Understanding
The City of Denton is a regional leader in sustainability, having begun formalized planning with its 2012 Simply
Sustainable Plan and update in 2020. The Sustainability Framework Advisory Committee (SFAC), dedicated to the
implementation of the plan, encouraged City Council to pass a Resolution committing the City to create a formal
Climate Action Adaptation Plan that mitigates and addresses the effects of climate change in the Denton community.
The Resolution also outlined the City’s intent to join the ICLEI 150 and Cities Race to Zero initiative. The CAP will
outline a pathway to achieving a reduction of 46.3% of community GHG emissions from a 2018 baseline by 2030,
and to achieve net zero emissions by 2050, in line with the science-based targets of the Paris Agreement.
A recently completed Climate Hazard Analysis for the City indicates that climate change will bring changes to
seasonal patterns, such as earlier warm days in the spring, less frequent but more intense storm events, hotter
and more humid summers, drought, and extreme heat waves. If no action is taken, these conditions will increase
incidences of air-borne and vector-borne diseases, energy infrastructure breakages and failures, and dispatches of
emergency medical services, and will also reduce crop yields, social cohesion and resilience, and the capacity of the
municipal energy utility to meet demand. With a rapidly growing population that is set to double between now and
2040, the City of Denton needs to prepare to equitably meet these hazards not only for its present population but
also in preparation for residents of the future.
The Climate Action Plan will address these challenges by identifying actions that both mitigate GHG emissions
and improve community resilience, a process which will bring together global best practices with strategies from
the City’s existing plans and policies, such as the Denton 2040 Comprehensive Plan, the 2020 Simply Sustainable
framework, the Urban Forest Master Plan, the 2022 Mobility Plan, and the Parks, Recreation, and Trails Master Plan.
Working together with city staff and community stakeholders, the consultant will produce an accessible, equitable,
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and professionally designed plan that includes robust technical analysis, metric evaluation, clear and compelling
maps and data visualizations, and short- and long-term implementation guidance.
A Climate Action Plan That Stands Out
SSG’s approach to this project is informed by our experience working on similar projects with other regions and
communities of similar sizes and characteristics. We will weave together insights from public and stakeholder
engagement with detailed energy, emissions, and financial modeling, in order to develop an evidence-based plan
which reflects the context of the City of Denton.
Figure 3. The dance between the technical analysis and community engagement activities.
AN ENGAGEMENT PROCESS THAT MAKES IT REAL
SSG has designed and led dozens of engagement strategies for climate action, sustainability, and resiliency projects
across North America. Our approach does not treat engagement as separate from the development of the plan; it is
grounded in the idea that meaningful participation by City of Denton residents creates data that is necessary for the
most accurate analysis. We are committed to supporting collaborative, inclusive, and engaged decision-making, and
will help the City identify clear objectives and appropriate formats for engagement activities.
With complex and technical language (and plenty of disinformation) involved in climate action and adaptation
planning, we are laser focused on clarity in communication and creating space to ask and answer questions. That is
how we build trust among collaborators and especially those who have the greatest ability to reduce GHG emissions
and climate risk.
The engagement approach will be defined and refined early on in the process with the development of an
Engagement Plan. We will begin developing the strategy with pre-engagement preparation (Task 2.01 in the Work
Plan). During this phase, the team will work with the City to identify representatives from key groups, such as City
staff, the Sustainability Framework Advisory Committee, local business associations, universities, and community
groups, who can help us identify who should be engaged and how to reach them. We will also consult with the
City’s communications and engagement staff, identifying ways to ensure broad public participation and input.
Our strategy will be informed by the International Association for Public Participation (IAP2) spectrum of
engagement, with each activity being mapped to the spectrum. The strategy will detail the goals of engagement,
who the interested and affected parties are, how frequently they will be engaged and with which methods, as well
as modes of communication. We will define clear objectives for each section that align with the low-carbon planning
process to ensure public and stakeholder feedback is used in a meaningful way. To support sustainability staff in
hosting smaller focus groups during the development of the plan, we will also develop a “meeting in the box” toolkit.
Stakeholder and public input will shape the targets, the actions and policies included in the low-carbon pathway,
and how actions and policies are prioritized.
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EQUITY FIRST
Social equity is an integral part of the work that we do and how we do it. Understanding the role inequity plays
in driving vulnerability and the disproportionate effects of climate change impacts is fundamental in establishing
climate change plans, policies, and programs. We integrate these considerations across all aspects of our work.
For instance, the process used to identify actions allows for equitable participation; the resulting actions seek to
reduce emissions, adapt to climate change impacts, and are developed and implemented in a way that considers
community knowledge, concerns, and needs. This enables the prioritization of those most at risk from climate
change and impacted by the energy transition, and increases the prospects of achieving equitable outcomes.
We recommend deliberating on the equity implications of reporting on GHG inventories, and strategies to tell the
emissions stories in the context of equity, including:
•The data story: GHG inventories and technical modeling are generally framed as a technical exercise
that may seem disconnected from the communities they describe. Our activity-based inventory
approach enables us to analyze nuances that reflect the realities of communities of color, low-income
populations, and limited English-speaking residents. The inventories will highlight the relationship
between income and emissions.
•Energy poverty analysis: Energy poverty—which occurs when households cannot afford their energy
bills or have to sacrifice other essentials to pay for them—can be debilitating, leading to discomfort
from drafty and uncomfortable homes, disruptions from abrupt utility shutoffs, increased incidence of
respiratory illness, and higher stress. As part of an inventory, we report on total household energy costs
(transportation, electricity, natural gas), which can expose geographies of energy poverty.
•Aligning climate solutions with advancing equity: We interpret inventories to pinpoint solutions
that counter inequities. These may include investments in active transportation and public transit
infrastructure, prioritized building retrofits, and access to parks and conservation lands.
A NEXT GENERATION TECHNICAL APPROACH
Our modeling approach provides an evidence-based pathway to decarbonize the City while creating a vibrant,
equitable, and healthy community. Detailed information about what sets our approach apart can be found in
Attachment 3.
Five reasons why our model is a unique and ideal tool for climate action planning:
1.We built our model specifically for climate action: We use a custom energy and emissions model,
designed specifically for evaluating low-carbon futures, which we have been continuously developing for 7
years. The model enables the tracking of multiple dimensions for each aspect of the energy system, such as
heating equipment by type and age in dwellings, which are also tracked by size, era, location, use, capital
cost, and operating cost. We simulate each aspect of the system over time with the model, incorporating
population growth, the impact of planned and new policies, and feedback between sectors. This allows us
a level of detail that helps to ensure an investment-ready Climate Action Plan. Government departments at
the national, state, and local levels continue to use our model for energy and emissions analysis.
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Figure 4. Examples of visual outputs possible through our modeling platform.
2. Our model is spatial: We configure our model with data on the built environment, enabling us to forecast
GHG emissions down to the neighborhood level. We can track how land-use policies and plans will shape
how much people walk and cycle, the accessibility of transit, and opportunities for district energy—all of
which shape the success of climate action.
3. Our model is integrated: Most models (e.g., ClearPath) are sector-specific and forecast how emissions can
be mitigated within specific sectors, industries, or buildings. However, emissions impacts are integrated
between sectors, so we designed our model to capture feedback between policies in different sectors.
This allows us to help cities identify the ideal approach to mitigating emissions. In the City of Denton we
can use it to explore how policies under consideration will reduce or increase GHG emissions.
4. Our model follows the money: Our model incorporates a comprehensive financial analysis of costs
related to energy (i.e., energy costs for households, business, and the City) and emissions (i.e., social
cost of carbon), as well as operating and capital costs for policies, strategies, and actions. This enables
us to design viable climate action pathways and help cities figure out how to meet ambitious goals,
while maximizing the financial benefits for households and businesses. This will be particularly useful for
comparing and understanding the financial interactions between recommended climate policies and
actions in the Plan.
5. Equity is ingrained in our approach: Our model considers the impact of policies, strategies, and actions
right down to the household level. We integrate equity considerations into climate plans by assessing the
impact of policies, actions, and strategies on individual households, neighborhoods, specific dwelling
types (detached, row, apartments, etc.), and household income levels. This analysis can provide significant
information to groups working on engagement, complementing qualitative research with quantitative data
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and visualizations.
Figure 5 illustrates the core information that can be obtained through detailed modeling of a BAU scenario (called a
reference scenario) and a low-carbon scenario (called a technical pathways scenario).
Figure 5. A wedge diagram of a technical pathways scenario relative to a reference scenario, with wedges representing
different climate actions.
FUNDING CLIMATE ACTION
Our team also recognizes the importance of timeliness in developing actions and recommendations. We believe that
a CAP that sets ambitious goals and is grounded in values of economic and environmental justice is critical to fully
leverage the potential of funding sources such as the recently passed American Rescue Plan and the Infrastructure
Investment and Jobs Act, which include large funding allocations for state and local governments, particularly for
transportation electrification and power grid reliability.
SSG pioneered financial and economic analysis for municipal energy plans and climate action plans, creating some
of the first marginal abatement cost curves for municipalities in North America. SSG has also worked on project-
level financial analysis, including for district energy systems, PACE financing programs, and other renewable energy
projects.
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Figure 6. Difference in annual expenditures for relevant sectors as a result of low-carbon investments for a city.
A key asset is SSG’s detailed financial data dictionary that describes a wide range of metrics for analyzing financial
impacts of community energy and emissions plans. For example, the dictionary includes fuel cost projections for
each fuel type out until 2050; the capital, operating, and incremental costs of different levels of energy performance
for building construction and renovations (for example, the incremental cost of net-zero buildings); the capital and
operating costs of vehicle, transit, and energy generation technologies; employment implications of different actions
and policies; and so on.
MANAGEMENT OF POTENTIAL RISKS
Based on our experience, the project schedule requested is appropriate for the level of effort required in this project,
and is unlikely to lead to delays. Through our ongoing communication with clients, we address other challenges
that could create delays as soon as they come up so both the consulting team and City staff understand the issue
and steps can be taken to mitigate them. We have identified challenges that may pose potential delays and how we
would manage them below:
• Team availability: Our strength lies in our team and experience. While there are no expected
disruptions to the proposed team’s availability to perform work, unforeseen events can cause
unexpected changes to the proposed team. If needed, our team has internal personnel to draw from
and an extensive network for expertise and sub-consultant support for individual projects.
• Delay in data collection: Data is typically requested early in the project, but delays in the procurement
of data can cause delays. SSG has worked directly with dozens of municipal and other governments in
collecting datasets. Over the course of these projects, we have developed a standardized approach to
data collection to ensure it is as efficient as possible.
• Evolving datasets: In many cases, new plans or strategies emerge over the course of the project.
Our preferred approach is to iterate as the project evolves in order to align with current thinking and
global best practices. This may involve scope changes, depending on the type of data and the stage of
modeling, decided upon collaboratively with our client.
• Departmental alignment: In order to ensure project understanding and support, we recommend
directly meeting with relevant City departments. In some projects where this has not been possible,
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departments which were not engaged until policies and actions were evaluated and finalized brought
up new assumptions and inputs, requiring backtracking and remodeling. This can be avoided through
open communication with the relevant departments at every significant stage of the project.
Detailed Work Plan
Our work plan addresses all the details of the RFP and adds details and considerations based on our extensive
experience in preparing similar plans. The work plan will be reviewed with City staff and finalized at the outset of the
project; the scope can be adjusted if necessary. In addition, a number of engagement opportunities that would align
with the Plan development process are detailed throughout the plan. A detailed schedule for all tasks follows
this work plan on page 20. The total number of staff hours for each task are shown in the cost proposal on
page 24.
TASK 1: PROJECT MANAGEMENT
1.01 Project Kick-off Meeting: SSG will prepare an agenda and meet with City staff to review project details
and goals, invoices, schedules, contacts, communications protocol, and any other details. The meeting will be
celebratory, kicking off the project with energy and generating momentum. Working relationships between
consulting staff and City staff will be established and the project work will begin.
• Result: Administrative details resolved and the project begins! [Deliverable]
1.02 Bi-monthly Check-in Meetings: SSG will plan and run bi-monthly (every two weeks) meetings with City staff,
relevant agencies, and other stakeholders. SSG will update attendees on the progress of the project, seek input on
the Plan as it develops, and discuss any other issues as they arise.
• Result: Regular meetings ensure the City is up-to-date on project progress, all relevant stakeholders
have ample opportunities to provide input, and challenges are resolved as they arise.
TASK 2: COMMUNITY ENGAGEMENT
2.01 Pre-Engagement Planning: The team will work with the City to identify representatives from key groups,
such as City staff, the Sustainability Framework Advisory Committee (SFAC) local business associations, university
representatives, and community groups, who can help us identify who should be engaged in the CAP process and
how to reach them. We will also consult with the City’s communications and engagement staff, identifying ways to
ensure broad public participation and input.
• Result: Insights and context gathered to develop the Engagement Plan.
2.02 Engagement Plan Development: The team will develop the Engagement Plan guided by the International
Association for Public Participation (IAP2) spectrum of engagement, with each activity mapped to the spectrum.
A number of potential engagement activities that could be used to generate meaningful input for the CAP have
been highlighted in the work plan, including 5 large focus groups, a “meeting in a box” for sustainability staff, and a
community survey.
• Result: Community Engagement Plan [Deliverable].
2.03 Engagement Materials: Our in-house engagement and graphic design team will prepare communications
materials for engagement. These can include marketing and educational materials to raise awareness of the CAP,
including materials for existing media (e.g. online videos, websites, community group media) and new media (e.g.
project website, social media engagement, climate action infographics), presentations for workshops, social media
posts, surveys, and online engagement activities.
• Result: Content for website, workshops, and other engagement activities.
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2.04 Translation of Engagement Materials into Spanish: SSG’s internal team includes Spanish speakers who are
highly experienced in the language of climate planning in both English and Spanish. They will translate engagement
materials into Spanish.
• Result: Communications materials translated into Spanish.
2.05 Webinar - Climate Action and Adaptation Planning 101: The team will lead a public webinar that introduces
the community to the key elements of climate action and adaptation planning, the CAP process, and scenario
modeling. The webinar will also share information about how the public can get involved.
• Result: Climate Action and Adaptation Planning 101 Webinar.
2.06 [Engagement Opportunity] Focus Groups: The team can work with the City to identify and convene up
to five large focus groups representing similar or differing viewpoints, present the CAP process and findings, and
gather input on specific topics or cross-cutting themes. For example, a focus group of local housing construction
and renovation entities could be assembled to gather input on building retrofit strategies, or a focus group of BIPOC
(Black, Indigenous, and People of Color) community members could be brought together to gather insights on how
the plan contributes to social equity. The participants can identify draft criteria for prioritizing low-carbon actions and
policies that will be refined further in the project.
• Result: Community engagement with 5 large focus groups [Deliverable].
TASK 3: DATA COLLECTION AND MODEL CALIBRATION
3.01 Data Request for Scenario Modeling: Starting at the kick-off, we will begin the first step in adapting our
model to the local context of the City of Denton by gathering data related to demographics, land-use, buildings,
industry, transportation, agriculture, water and wastewater, waste, and other sectors relevant to climate action.
The team will review available data, such as the City’s GHG inventory and forecasts, and identify any gaps. SSG
will support the City in the process of data collection, and can fill gaps with existing regional, state, and federal
government sources.
●Result: Data gathered for scenario modeling.
3.02 Context Review: SSG will review documents relevant to climate action in the City of Denton, including the
City’s GHG inventories, forecasts and targets; City plans, policies, and studies; and county and State regulations.
This is a first step toward grounding the analysis and scenarios in the local context and vision. The context review will
be summarized in a presentation to the City’s project management team.
●Result: Context review summary.
3.03 Data, Methods, and Assumptions (DMA) Manual: While the data collection process is underway, we will
prepare a DMA describing the scenario modeling approach, data used, and assumptions applied. The DMA ensures
a common understanding of the modeling operation, and that the data, methods, and assumptions are transparent
and replicable.
●Result: DMA manual.
3.04 [Engagement Opportunity] SFAC Workshop - The Process: The team can work with the City to present
the project approach to the SFAC, and describe how and when during the process their feedback and inputs will be
sought. The workshops can identify draft criteria for prioritizing low-carbon actions and policies that will be refined
further in the project.
●Result: Common understanding of the project approach. Draft criteria for prioritizing actions.
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3.05 Review and Update of GHG Inventory: We will review and update the City’s current GHG inventory using
the data collected and assumptions identified in the DMA. The update is necessary in order to align the data with our
scenario modeling platform.
●Result: Updated GHG inventory.
3.06 Model Calibration: Local data will be used to calibrate the model to the City context. This ensures consistency
between the baseline year and scenario projections. The calibration differs from a GHG inventory in that it identifies
the activities producing GHG emissions by sector (e.g. vehicular trips, number of buildings, building energy
performance, livestock, etc.). This allows us to target low-carbon actions to precise activities.
●Result: Model is ready to perform scenario analysis.
3.07 Business-as-Usual (BAU) Scenario: The team will model a BAU scenario that reflects the GHG emissions
impacts of current population projections, land-use plans and policies, transportation plans and technologies (e.g.,
EV uptake), provincial and federal policies related to electricity generation (emissions factor of electricity), waste
management, building codes, fuel efficiency standards, etc. The BAU scenario will represent a projection of current
practices and plans. It will extend out until 2050 and include spatial resolution—population, buildings, energy use,
and emissions production will all be mapped by traffic zone and/or neighborhoods across the city.
●Result: BAU Scenario.
3.08 [Engagement Opportunity] SFAC Workshop - Inventory and BAU: The team can work with the City to
present the GHG inventory and BAU modeling results to the SFAC. The Workshop would give the committee a
chance to explore key opportunities and challenges in reducing emissions.
●Result: City staff and stakeholders gain an understanding of the City’s current and future emissions
profile, and begin to identify emissions reduction actions.
3.09 [Engagement Opportunity] Community Town Hall - Inventory and BAU: The team can support the City in
running a public engagement session, such as a town hall, to familiarize the public with the project, share key aspects
of the energy and emissions landscape of Denton, and introduce future engagement opportunities. The session
could also explore key opportunities and challenges in reducing emissions, and include an activity for participants to
express their visions of what Denton’s low-carbon future could look like.
●Result: The community is informed about the project and given an opportunity to share their vision for
the future of Denton.
TASK 4. ACTIONS, TARGETS, AND SCENARIOS
4.01 Catalog of Actions and Policies: Working with City staff, we will prepare a catalog of actions and policies that
reduce GHG emissions and increase the adaptive capacity of the City. The list will be derived from existing City plans
and policies, state recommendations, and best practices from our experience working with municipalities across
North America. We maintain a roster of over 250 climate actions across all city sectors for inspiration. Emissions
reductions actions will be expressed as quantifiable assumptions for input into the model. These assumptions will be
discussed with City staff and may change based on public and Council input.
●Result: Catalog of relevant low-carbon and adaptive actions and policies.
4.02 Target Analysis: SSG will review the City’s GHG targets and suggest refined targets for the City. The refined
targets will draw on insights from public and stakeholder engagement, the science-based guidance from the Global
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Covenant of Mayors, targets from other cities and other levels of government, and the analysis of the BAU scenario.
The refined targets will be compared to the BAU, the catalog of actions and policies, and relevant aspects of the
City’s Comprehensive Plan and Sustainability Plan update to help understand what measures need to be taken to
reach these targets.
●Result: Options for refined GHG targets identified [Deliverable].
4.03 [Engagement Opportunity] Community Workshop - Actions Identification: The team will work with the
City to facilitate a community engagement session to prioritize actions and add any additional actions. The first part
of this session could include exercises to identify action selection criteria (e.g. emissions impact, health benefits,
equity impacts, costs). The second part could identify actions to test in the model and for possible incorporation into
the CAP.
●Result: Community input on criteria for prioritizing actions collected.
4.04 [Engagement Opportunity] Crowdsourcing Actions Survey: A crowdsourcing activity or survey on a
web-based tool like All Our Ideas or Bang the Table will give community members a chance to weigh in on their low-
carbon and adaptation action priorities. The results will be used as inputs into the action prioritization process.
●Result: Community input on criteria for prioritizing actions collected.
4.5 [Engagement Opportunity] SFAC Workshop - Targets and Actions: SSG will work with the City to present
the target analysis and catalog of actions to the SFAC in a workshop. Based on the discussion and a real-time survey,
we will recommend final emissions reduction targets and a list of low-carbon and adaptation actions to model.
●Result: Recommended emissions reduction target and criteria for prioritizing actions.
4.06 Low-Carbon Scenario: The actions will be modeled individually and as an integrated scenario, capturing
feedback between the actions. For example, the introduction of building retrofits decreases the feasibility of district
energy systems; or, increased walking and cycling results in less driving and therefore less GHG emissions, alongside
the enhanced introduction of electric vehicles. The analysis will concurrently account for underlying drivers of
emissions, such as household income and energy prices.
The Low-Carbon Scenario will describe a detailed, feasible, sector-by-sector action plan to achieve the City’s GHG
emissions reduction goals. The analysis will identify emissions reduction potentials for each energy source across
the municipality by sector, including energy, transportation, buildings, solid waste, water and wastewater, and
agriculture. Opportunities for carbon sequestration on agricultural lands both within and beyond the City boundary
can also be evaluated. The synergistic benefits of actions for adaptation will also be identified.
●Result: Low-Carbon Scenario.
4.07 Multi-Criteria Analysis (MCA): SSG will work with City staff to analyze each of the actions to evaluate
their impact on energy consumption, GHG emissions by sector, climate change impacts, co-benefits including
contributions to adaptation and resilience, and equity, as represented by various indicators, including abatement
cost, internal rate of return, return on investment, and net present value. The modeling results will be inputs to the
Multi-Criteria analysis (MCA), which is a method that weights each criteria and rates the actions to identify a final
score.
The criteria will be based on:
●The priorities identified in relevant City documents;
●Input from the City, stakeholders, and community engagement; and
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●Leading-edge climate action best practices.
Both quantitative and qualitative analysis can be incorporated into the MCA and the result is a prioritized list of
actions that can help the City guide implementation. The MCA tool we use is fully transparent and the City will be
able to adjust the weighting or scoring to better understand how this influences the results.
●Result: Prioritized “crosswalk” list of actions. [Deliverable]
4.08 Financial and Economic Analysis: Economic analysis will explore the macro impacts of the Low-Carbon
Scenario versus the BAU scenario on employment, energy costs for households and businesses by sector,
investment requirements, energy expenditures, and other relevant economic variables. More detailed financial
analysis will evaluate the impacts of identified actions in terms of the labor and investment required, internal rate of
return, net present value, and return on investment. An investment schedule and strategy will be identified as part of
this analysis.
●Result: An understanding of the economic impact of the Low-Carbon Scenario, along with an
investment schedule and strategy.
4.09 Co-benefits, Co-harms, and Equity Analysis: SSG will conduct a co-benefits, co-harms, and equity
analysis for the BAU and Low-Carbon scenarios. This analysis will lead to the identification of strategies that the City
can employ to maximize social equity, economic benefits, and other co-benefits, while implementing low-carbon
actions.
●Result: Recommendations for maximizing co-benefits and social equity while implementing climate
actions.
4.10 Actions Progress Monitoring Framework: The team will create a framework with which to monitor and
evaluate progress on climate action implementation. It will include key performance indicators, direction on how to
communicate progress toward CAP goals to the community, and alignment with official reporting mechanisms.
●Result: Actions progress monitoring framework.
TASK 5: DRAFT AND FINAL CLIMATE ACTION PLAN
5.01 Draft Climate Action Plan: The team will prepare a draft CAP that outlines a viable and equitable pathway
for the City of Denton to mitigate GHG emissions and increase resilience. It will be a coherent, compelling, and
accessible document which will include a narrative, goals, summary of the work completed, synopsis of the final
low-carbon actions, and a presentation of the co-benefits analysis. The draft CAP will include an action plan for both
shorter-term (until 2030) and longer-term (until 2050) actions.
●Result: Draft Climate Action and Adaptation [Deliverable].
5.02 [Engagement Opportunity] SFAC Workshop - Draft Plan: The team can work with the City to run a
workshop to seek the committee’s input on the draft CAP.
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●Result: Subcommittee input on Draft CAP.
5.03 Council and Staff Presentation - Draft Plan: City staff and the consulting team will present the Draft CAP to
Council for finalization, approval, and adoption pending final modifications.
●Result: Council approval of plan.
5.04 Implementation Framework: Once the plan has been finalized, the team will work with City staff to detail
the implementation framework, describing how each policy action can be started and maintained. It will detail
partnerships, anticipated challenges, possible solutions, responsible parties, costs and benefits, funding sources,
action prioritization, and implementation timing. (Note: if desired, the implementation framework can be drafted
prior to presenting the draft plan to Council).
●Result: CAP implementation framework.
5.05 Final Plan: With each CAP component finalized, we will assemble the final CAP, which will be professionally
designed and copy edited in-house. It will include visualizations and photos that help communicate the plan to a
diverse audience, ranging from technical stakeholders to the public. The final CAP will be submitted to the City as a
pdf.
●Result: Final Climate Action Plan! [Deliverable]
5.06 Presentation to Council - Final Plan [Optional]: If requested, we will support staff with presenting the final
CAP to Council. We anticipate that this would be a formality for adoption, assuming the presentation of the draft CAP
was favorably received.
●Result: Final CAP is presented to Council for adoption.
5.07 Project Close: The consulting team will meet with City staff to transfer all project materials and discuss next
steps in Plan implementation. A debrief will be held to ensure that the project and any last remaining items are
resolved successfully.
●Result: A celebration of the successfully completed project!
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Schedule and Timeline
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Consultant work
Meeting Estimated deliverable
date
2022 2023
★Key deliverable August September October November December January February March April May
Engagement Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
Phase 1: Project Management
1.01 Project Kick-off Meeting
1.02 Bi-monthly Check-in Meetings
Phase 2: Community Engagement
2.01 Pre-Engagement Planning
2.02 Engagement Plan Development ★
2.03 Engagement Materials
2.04 Translation of Engagement Materials into Spanish
2.05 Webinar - Climate Action and Adaptation Planning 101
2.06 Focus Groups
Phase 3: Data Collection and Model Calibration
3.01 Data Request for Scenario Modeling
3.02 Context Review ★
3.03 Data, Methods, and Assumptions (DMA) Manual
3.04 SFAC Workshop - The Process
3.05 Review and Update of GHG Inventory
3.06 Model Calibration
3.07 Business-as-Usual (BAU) Scenario
3.08 SFAC Workshop - Inventory and BAU
3.09 Community Town Hall - Inventory and BAU
Phase 4: Actions, Targets, and Scenarios
4.01 Catalog of Actions and Policies
4.02 Target Analysis
4.03 Community Workshop - Actions Identification
4.04 Crowdsourcing Actions Survey
4.05 SFAC Workshop - Targets and Actions
4.06 Low-Carbon Scenario
4.07 Multi-Criteria Analysis (MCA)
4.08 Financial and Economic Analysis
4.09 Co-benefits, Co-harms, and Equity Analysis
4.10 Actions Progress Monitoring Framework
Phase 5: Draft and Final Climate Action Plan
5.01 Draft Climate Action Plan ★
5.02 SFAC Workshop - Draft Plan
5.03 Council and Staff Presentation - Draft Plan
5.04 Implementation Framework
5.05 Final Plan ★
5.06 Presentation to Council - Final Plan [Optional]
5.07 Project Close ★
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3. Firm Experience
As a leading North American climate planning consultancy, SSG has created dozens of climate action and
resilience plans for a variety of clients within myriad political contexts, including small- and medium-sized
towns, regional authorities, universities, cities, counties, and higher levels of government.
We have employed our state-of-the-art energy, emissions, and finances model for climate action planning
in dozens of projects, including:
• Developing ambitious climate action plans for more than 80 municipalities of all sizes, ranging from
metropolises of millions to small towns of a few thousand, which overcame political divides to be
approved by Councils and/or integrated into Comprehensive Plans;
• Crafting the City of Toronto’s TransformTO Net-Zero Strategy, which sets a target of net-zero community
emissions by 2040, and was recognized by the American Planning Association’s Sustainable
Communities Division Environment, Climate, & Energy Award in 2022;
• Working with small- to mid-sized American cities such as the City of Lakewood, Ohio, the City of Ames,
Iowa, and the City of Tacoma, WA, on their Climate Action Plans, integrating knowledge from dozens of
local subject matter experts and which have a deep emphasize on engagement and equity;
• Developing the first quantitative modeling approach to climate adaptation analysis in North America,
currently being applied to the Town of Whitby, Ontario; and
• Creating North America’s first municipal carbon budget with the City of Edmonton, Alberta, recognized
by the American Planning Association’s Sustainable Communities Division Policy, Law, or Tool Award in
2022.
Our projects frequently involve:
• Developing climate policy and programs at the municipal, regional, state, and federal levels;
• Identifying carbon pollution reduction actions, policies, and programs;
• Focusing on equity and co-benefits for equity-denied groups and vulnerable populations;
• Modeling and analyzing energy, emissions, and financial impacts;
• Collecting and distilling large amounts of secondary research for easy understanding;
• Crafting implementation plans, including staff requirements and timelines for maintenance;
• Developing compelling, professionally designed, and accessible written reports; and
• Conducting stakeholder and community engagement sessions, including interviews, workshops, focus
groups, open houses, surveys, and more.
Table 2 provides a sample of our recent projects.
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Table 2. Non-comprehensive list of relevant climate planning projects in progress or completed by SSG.
CLIENT PROJECT NAME
Clackamas County, OR Climate Action and Implementation Plan
City of Tacoma, WA GHG Inventory and Climate Action Plan
City of Tigard, WA Climate Resiliency Plan
Washington Utilities and Transportation
Commission (UTC)
Energy Utilities Decarbonization Pathways Study
State of Oregon Analysis Contributing to Oregon’s Transformational
Integrated Greenhouse Gas Emission Reduction Plan
City of Vancouver, BC Climate Emergency Action Plan Modeling
City of Ames, IA Climate Action Goal Setting and Plan
City of Lakewood, OH Climate Action Plan
Government of British Columbia Assumptions for Community Energy and Emissions
Planning
City of Toronto, ON TransformTO: Modeling Toronto’s Low Carbon Future
Town of Whitby, ON Zero Carbon Whitby
City of Toronto, ON ResilientTO: Toronto’s Resilience Strategy
Halifax Regional Municipality, NS HalifACT 2050 Climate Action and Adaptation Plan
Government of Canada (Public Services
and Procurement)
Low-Carbon Roadmap for the National Capital Region
City of Ottawa, ON Energy Evolution: Ottawa’s Low Carbon Plan
City of Edmonton, AB Energy Transition Plan, Update, and Carbon Budget
City of Burlington, ON Climate Action Plan
City of Thunder Bay, ON Climate Adaptation Plan
City of Hamilton, ON Community Energy and Emissions Plan
City of Saskatoon, SK Low-Emissions Community Plan
Town of Banff, AB Renewable Energy Transition Roadmap
Government of Ontario Municipal Energy and Emissions Planning Guideline
Town of Bridgewater, NS Community Energy Investment Plan
Region of Durham, ON Municipal Energy Plan
City of Richmond Hill, ON Municipal Energy Plan
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Reference Projects
TRANSFORMTO: CITY OF TORONTO CLIMATE ACTION STRATEGY
Address: 100 Queen St. W. Toronto, ON M5H 2N2 Canada
Contact: Sophie Plottel | Program Manager
416-338-5467 | sophie.plottel@toronto.ca
SSG worked with the City of Toronto (pop. 2.9 million) on its ground-breaking Climate Action Strategy in 2017, which
was unanimously approved by City Council. Major initiatives resulted from the plan, including the purchase of electric
buses, investments in district energy, and the development of residential and commercial retrofit programs.
In 2019, Toronto pledged to adopt a City and community net-zero target by 2050 or earlier, and re-engaged SSG.
Recognized in 2022 by the American Planning Association’s Sustainable Communities Division Environment, Climate
and Energy Award, TransformTO is an ambitious strategy to achieve net zero by 2040. A suite of low-carbon actions
to meet this target was modeled, in addition to financial and employment analysis, ranging from assessing impacts
on household energy costs to job creation in clean tech sectors. Developing the plan involved extensive community
consultation, including web content, a survey, and an online idea board.
CITY OF TACOMA GHG INVENTORY AND CLIMATE ACTION PLAN
Address: 747 Market St. Tacoma, WA 98402
Contact: Kristin Lynett | Sustainability Officer
(253) 592-4788 | kristin.lynett@cityoftacoma.org
The City of Tacoma (pop. 200,000), in partnership with Tacoma Public Utilities, declared a climate emergency in
2019. The City engaged SSG to develop a plan to reduce emissions 33% from 2020 levels by 2030 and net-zero
by 2050. The City of Tacoma desired a goal-oriented, equity-based action plan that defines the community’s
climate challenges, serves as a mechanism to tie together the City’s existing sustainability initiatives, and develop
implementation actions, strategies, and accountability processes for near-, medium-, and long-term indicator targets.
Engagement took risks to break with past techniques, involving a new, participatory and people centered approach
that paid residents for their participation and contributions. The resulting plan adopted a target of net zero emissions
by 2050, more ambitious than originally considered. The plan was widely supported by City staff and departments
who were deeply engaged in its development.
CITY OF AMES CLIMATE ACTION PLAN
Address: 515 Clark Ave. Ames, IA 50010
Contact: Deb Schildroth | Assistant City Manager
515.239.5202 | deb.schildroth@cityofames.org
SSG is in the final stages of developing a climate action plan for the City of Ames (pop. 66,000), an active member
of the US Mayors' Climate Protection Agreement and a major center for agriculture, manufacturing, and engineering
sciences. The project involves setting GHG targets, developing actions, and an extensive engagement process with
a focus on advancing equity. A steering committee composed of the Mayor and Council is a close collaborator in the
project. The project team involves active coordination with the city’s major university campus, Iowa State University
of Science and Technology, and the municipally-owned and operated utility, including evaluation of relevant actions
for those two organizations. A detailed implementation plan is being developed to support the engagement
process.
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Sustainability Solutions Group
Name HerbertMacLeanFraserDevineDaviesCrockettWilliamsFrenetteTitle Project LeadLead AnalystPolicy AnalystDesign and Engagement LeadPolicy Analyst & Engagement SupportLead ModelerModel AnalystModel AnalystTotal
Hours
Total Fees /
TaskHourly Rate $200 $180 $180 $180 $180 $200 $200 $180
Phase 1: Project Management
1.01 Project Kick-off Meeting 2 2 2 2 8 $1,520
1.02 Bi-monthly Check-in Meetings 18 18 $3,600
Sub-total (hours)20 2 0 2 0 2 0 0 26
Sub-total ($)$4,000 $360 $0 $360 $0 $400 $0 $0 $5,120
Phase 2: Community Engagement
2.01 Pre-Engagement Planning 2 8 10 $1,800
2.02 Engagement Plan Development 1 2 4 6 13 $2,360
2.03 Engagement Materials 8 8 $1,440
2.04 Translation of Engagement Materials into Spanish 8 8 $1,440
2.05 Webinar - Climate Action and Adaptation Planning 101 2 4 6 12 $2,160
2.06 Focus Groups 2 2 16 20 40 $7,240
Sub-total (hours)3 8 0 32 48 0 0 0 91
Sub-total ($)$600 $1,440 $0 $5,760 $8,640 $0 $0 $0 $16,440
Phase 3: Data Collection and Model Calibration
3.01 Data Request for Scenario Modeling 4 4 $800
3.02 Context Review 2 14 16 $2,920
3.03 Data, Methods, and Assumptions (DMA) Manual 6 2 8 $1,480
3.04 SFAC Workshop - The Process 2 2 8 12 $2,200
3.05 Review and Update of GHG Inventory 8 12 20 $3,760
3.06 Model Calibration 12 48 60 $11,040
3.07 Business-as-Usual (BAU) Scenario 2 8 16 48 74 $13,680
3.08 SFAC Workshop - Inventory and BAU 2 2 6 8 18 $3,280
3.09 Community Town Hall - Inventory and BAU 2 4 8 10 24 $4,360
Sub-total (hours)10 16 20 14 26 22 20 108 236
Sub-total ($)$2,000 $2,880 $3,600 $2,520 $4,680 $4,400 $4,000 $19,440 $43,520
Phase 4: Actions, Targets, and Scenarios
4.01 Catalog of Actions and Policies 2 6 10 18 $3,280
4.02 Target Analysis 4 8 12 $2,240
4.03 Community Workshop - Actions Identification 2 2 8 10 22 $4,000
4.04 Crowdsourcing Actions Survey 8 8 $1,440
4.05 SFAC Workshop - Targets and Actions 2 4 6 12 $2,200
4.06 Low-Carbon Scenario 2 8 4 24 36 74 $13,840
4.07 Multi-Criteria Analysis (MCA)6 4 10 $1,800
4.08 Financial and Economic Analysis 8 4 4 16 $3,120
4.09 Co-benefits, Co-harms, and Equity Analysis 4 6 8 18 $3,320
4.10 Actions Progress Monitoring Framework 2 8 10 $1,840
Sub-total (hours)26 48 22 16 24 28 0 36 200
Sub-total ($)$5,200 $8,640 $3,960 $2,880 $4,320 $5,600 $0 $6,480 $37,080
Phase 5: Draft and Final Climate Action Plan
5.01 Draft Climate Action Plan 16 24 20 12 72 $13,280
5.02 SFAC Workshop - Draft Plan 4 6 6 16 $2,960
5.03 Council and Staff Presentation - Draft Plan 2 6 8 16 $2,840
5.04 Implementation Framework 6 10 8 24 $4,440
5.05 Final Plan 6 8 12 26 $4,800
5.06 Presentation to Council - Final Plan [Optional]4 4 8 $1,520
Sub-total (hours)38 42 0 56 26 0 0 0 162
Sub-total ($)$7,600 $7,560 $0 $10,080 $4,600 $0 $0 $0 $29,840
Hours total
Hours 97 116 42 120 124 52 20 144 715
Fee Totals (excluding taxes)$19,400 $20,880 $7,560 $21,600 $22,240 $10,400 $4,000 $25,920 $132,000
GRAND TOTAL (Including Disbursements, Excluding Taxes)USD $132,000
4. Cost Proposal City of Denton Budget Matrix The proposal budget can be adjusted based on the final scope of work agreed upon with the City.
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Attachment 1 - Team CVs
IN ORDER:
YUILL HERBERT
BRITTANY MACLEAN
CAROL FRASER
NAOMI DEVINE
ELERI DAVIES
DERYN CROCKETT
MARCUS WILLIAMS
ERIK FRENETTE
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YUILL HERBERT
PRINCIPAL
250.213.9029
yuill@ssg.coop
ssg.coop
Yuill Herbert has been working in the field of climate change mitigation and adaptation for nearly twenty
years. A Founder, Director, and Principal of Sustainability Solutions Group, Yuill has led many high-profile
projects for dozens of cities of all sizes over the past 15 years. His expertise spans all urban energy systems
including climate change, transportation, buildings, waste, and energy, as well as the relevant policy
and financing strategies. Yuill has led more than 50 climate plans across North America and has leading
expertise on climate change mitigation and adaptation, urban planning, and systems modelling projects
that incorporate energy, GHG emissions and co-benefits. Yuill is an active participant in United Nations
Framework Convention on Climate Change processes, has led the development of a district energy model for
the International Energy Agency, and has advised the Federation of Canadian Municipalities on their climate
change programming. Yuill was a fellow of Project Drawdown, an ambitious initiative to model 100 global
solutions to climate change.
SELECT PROJECT EXPERIENCE
City of Toronto | TRANSFORMTO UPDATE (2020-)
Project Lead
Canada Mortgage and Housing Corporation | DEVELOPMENT OF A SUSTAINABLE
COMMUNITIES TOOL (2021-)
Project Lead
City of Orillia | CORPORATE AND COMMUNITY CLIMATE CHANGE ACTION PLANS (2021-) Project Lead
City of Ames | CLIMATE ACTION PLAN (2021-) Project Lead
City of Edmonton | CORPORATE CLIMATE ACTION PLAN UPDATE (2018-)
Project Lead
City of Edmonton | ENERGY TRANSITION FUNDING STRATEGY (2020)
Project Lead
Town of Whitby | CLIMATE ADAPTATION STRATEGY (2021-)
Project Lead
Town of Whitby | ZERO CARBON WHITBY (CORPORATE CLIMATE ACTION PLAN) (2020-2021) Project Lead
Union of the Municipalities of New Brunswick | GREENHOUSE GAS REDUCTION GUIDE AND TOOLKIT (2020-2021) Project Lead
Richmond Hill | COMMUNITY ENERGY AND EMISSIONS PLAN (2019-2021)
Project Lead
City of Caledon | CLIMATE CHANGE MITIGATION AND ADAPTATION ACTION PLAN (2019-2021)
Project Lead
PROFILE
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
2
Region of York | MUNICIPAL ENERGY PLAN (2018-2021)
Project Lead
Government of Canada (Public Services and Procurement Canada | LOW-CARBON ROADMAP FOR THE NATIONAL CAPITAL REGION (2018-2020) Project Lead
City of Edmonton | CARBON ACCOUNTING FRAMEWORK (2019-2020) Project Lead
City of Halifax | HALIFACT CLIMATE ACTION PLAN (2019-2020)
Project Lead
City of Mississauga | GREENHOUSE GAS INVENTORY (2020)
Project Lead
Region of Durham | FRAMEWORK FOR CORPORATE CLIMATE CHANGE MASTER PLAN (2020)
Project Lead
City of Edmonton | CITY PLAN SCENARIOS PROJECT (GHG MODELLING) (2018-2020) Project Lead
City of Toronto | CLIMATE CHANGE RESILIENCE STRATEGY (2018-2019) Supporting Principal
Region of Peel | CLIMATE CHANGE MASTER PLAN (2018-2019)
Project Lead
City of Ottawa | ENERGY TRANSITION STRATEGY (2018-2020)
Project Lead
City of Edmonton | ENERGY TRANSITION PLAN (2017-2021)
Project Lead
City of Toronto | TRANSFORMTO: MODELLING TORONTO’S LOW-CARBON FUTURE (2016-2018) Project Lead
City of Guelph | COMMUNITY ENERGY PLAN (2017-2019) Project Lead
Region of Durham | COMMUNITY ENERGY PLAN (2016-2018)
Project Lead
City of Markham | MUNICIPAL ENERGY PLAN (2015-2017)
Project Lead
Town of Bridgewater | COMMUNITY ENERGY INVESTMENT PLAN (2015-2017)
Project Lead
Waterfront Toronto, Villiers Island | CLIMATE POSITIVE PLAN (2016-2017) Technical Lead
City of Guelph | NATURAL RESOURCES CANADA DISTRICT ENERGY ASSESSMENT (2017) Project Lead
United Nations Environment | CHILE DISTRICT ENERGY RAPID ASSESSMENT (2017)
Project Lead
International Energy Agency | PLAN FOR DISTRICT ENERGY MODEL (2014-2016)
Technical Manager
Places and Spaces | SUSTAINABLE DEVELOPMENT MODEL (2015-2016)
Project Lead
City of Thunder Bay | CLIMATE CHANGE ADAPTATION STRATEGY (2015) Project Manager
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
3
Region of Waterloo | MUNICIPAL ENERGY PLAN (2015-2017) Lead Analyst
City of Halton Hills | COMMUNITY ENERGY PLAN (2013-2014) Community Energy Lead
City of Red Deer | GHG AND EMISSIONS PLAN (2015-2018)
Technical Lead
UNA@UBC | CLIMATE ACTION AND ENERGY PLAN (2011- 2013)
Technical Lead
POSITIONS HELD
Principal & Director | Sustainability Solutions Group (2004-)
Investment Committee Member | Halifax Climate Investment, Innovation and Impact Fund (2021-)
Advisor | UNEP District Energy for Cities Program (2016-2018)
Fellow | Project Drawdown, San Francisco (2015-2016)
Task Group Member | Canada Green Building Council Ecodistricts Task Group (2015)
Sustainable Committee Coordinator | International Cooperative Alliance (2014-2016)
Member, Board of Directors | Canada Research Chair in Sustainable Development, Royal
Roads University (2004-2017)
Member, Board of Directors | Canadian Workers Co-operative Federation (2009-2019)
ACADEMIC + PROFESSIONAL QUALIFICATIONS
Bachelor of Philosophy, Mount Allison University
Master of Adult Education (Phil.): St. Francis Xavier University
SELECTED PUBLICATIONS
Community Vitality: From adaptation to transformation. With Dale, A., Foon, R., and Newell,
R. (2014). Fernweh Press.
Chapter in Fields of green: Restorying culture, environment and education. Ed. McKenzie,
M. (2009). Hampton Press.
Chapter in Co-operatives for Sustainable Communities: Tools to Measure Co-operative
Impact and Performance (2015). Center for the Study of Co-operatives, University of
Saskatchewan.
Vaughter, P., Wright, T., Herbert, Y. 50 Shades of Green: An examination of sustainability
policy on Canadian campuses. Canadian Journal of Higher Education.
Newell, R., Dale, A., Herbert, Y., Duguid, F., Foon, R., & Hough, P. (2015). Trans-disciplinary
research: An academic-practitioner partnership effort on investigating the relationship
between the cooperative model and sustainability. International and Multidisciplinary
Journal of Social Sciences, 4(1), 23-53. doi: 10.17583/rimcis.2015.02
Burch, S., Herbert, Y., & Robinson, J. (2014). Meeting the climate change challenge: a scan of
greenhouse gas emissions in BC communities. Local Environment, (ahead-of-print), 1-19.
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
BRITTANY MACLEAN
CONSULTANT
506.259.0721
brittany@ssg.coop
ssg.coop
Brittany MacLean is an experienced project manager specializing in climate change and organizational
strategy. Her experience working for the private, public, and not-for-profit sectors as staff and as a consultant
provides Brittany with a unique understanding of the opportunities and issues in creating and implementing
impactful strategies. Brittany takes a holistic approach to problem solving, combining her training and
experience in data analysis, risk management, and financial analysis with novel approaches to adaptive
leadership, systems thinking, and design thinking.
Prior to joining SSG, Brittany led the development of the City of Fredericton’s Climate Change Adaptation
Plan. She has presented the work to the provincial government, other municipalities, and non-profit
organizations across Canada to help refine adaptation planning at the local level. She has participated in the
Global Covenant of Mayor’s Showcase Cities Pilot in Canada, sat on the ICLEI Canada Board of Directors, and
was elected Vice Chair of the ICLEI North America Regional Executive Committee.
SELECT PROJECT EXPERIENCE
Town of Whitby | CLIMATE CHANGE MASTER PLAN - ADAPTATION (2021-) CLIMATE CHANGE MASTER PLAN - ADAPTATION (2021-)
Technical Analyst
City of Vaughan | MUNICIPAL ENERGY PLAN (2021-)MUNICIPAL ENERGY PLAN (2021-)
Technical and Policy Analyst
Clackamas County | CLIMATE ACTION PLAN (2021-)CLIMATE ACTION PLAN (2021-)
Engagement Support
City of Regina | ENERGY AND SUSTAINABILITY FRAMEWORK (2021-)ENERGY AND SUSTAINABILITY FRAMEWORK (2021-)
Technical and Policy Analyst
City of Moncton | COMMUNITY ENERGY AND EMISSIONS PLAN (2021-)COMMUNITY ENERGY AND EMISSIONS PLAN (2021-)
Technical Analyst
Opportunities New Brunswick | FIVE-YEAR STRATEGIC PLAN (2021)FIVE-YEAR STRATEGIC PLAN (2021)
Project Manager, Lead Author, Engagement Lead
City of Fredericton | COMMUNITY ENERGY AND EMISSIONS PLAN (2020 - 2021)COMMUNITY ENERGY AND EMISSIONS PLAN (2020 - 2021)
Municipal Project Manager
City of Fredericton | CORPORATE ENERGY AND EMISSIONS PLAN (2020 - 2021)CORPORATE ENERGY AND EMISSIONS PLAN (2020 - 2021)
Municipal Project Manager
City of Fredericton | CLIMATE CHANGE ADAPTATION PLAN (2019)CLIMATE CHANGE ADAPTATION PLAN (2019)
Lead Analyst, Lead Author, Engagement Lead
NB Community Harvest Gardens | URBAN TEACHING FARM FEASIBILITY STUDY (2017)URBAN TEACHING FARM FEASIBILITY STUDY (2017)
Lead Analyst, Project Manager
Greater Fredericton Social Innovation | LOCAL FOOD SYSTEMS MAPPING (2017)LOCAL FOOD SYSTEMS MAPPING (2017)
Lead Analyst
PROFILE
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
2
Conservation Council of New Brunswick | NEWCOMER AGRICULTURAL SKILLS NEWCOMER AGRICULTURAL SKILLS
DEVELOPMENT PROGRAM DESIGN (2016 - 2017)DEVELOPMENT PROGRAM DESIGN (2016 - 2017)
Project Manager
New Brunswick Emergency Measures Organization | NB GROUND SEARCH AND RESCUE NB GROUND SEARCH AND RESCUE
ORGANIZATIONAL REVIEW AND STRATEGY (2015 - 2016)ORGANIZATIONAL REVIEW AND STRATEGY (2015 - 2016)
Project Manager
POSITIONS HELD
Consultant | Sustainability Solutions Group (2021-)
City of Fredericton | Corporate & Environmental Performance Strategist (2020-2021)
City of Fredericton | Environmental Coordinator (2018-2020)
The Ville Co-operative | Lead Adult Education Facilitator (2017-2018)
B&V Consulting | Owner/Principal - Project Management and Organizational Strategy
Consulting (2014-2018)
ACADEMIC + PROFESSIONAL QUALIFICATIONS
Certificate - Intrapreneurship | Cornell University (2021)
Certified Associate in Project Management | Project Management Institute (2020)
Certified Technical Communicator | Society for Technical Communication (2020)
Master in Environmental Management, Environmental Management | University of New
Brunswick (2015)
Bachelor of Arts, Honours Interdisciplinary Studies (Environment & Society) | Saint Thomas
University (2012)
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
ssg.coop
carol@ssg.coop
415.713.3198CAROL FRASER
CONSULTANT
Carol Fraser (they/them) is an urban planner and sustainable design specialist with over a decade of
experience in equitable economic development, community organizing, organic farming and food systems,
and stakeholder facilitation. As a multilingual and bicultural planner and community organizer, Carol has a
unique ability to bring diverse stakeholders together and foster alignment around achievable and strategic
sustainability and equity related goals. In this regard, Carol has worked with a range of groups, including
municipalities, counties, regional councils of government, small urban farmers, worker cooperatives, and
community radio stations. Past projects include: developing a strategy for the City of Austin’s use of federal
pandemic relief money to address food insecurity; implementing an equity-focused healthy corner stores
program; optimizing sustainable waste reporting systems for businesses; engaging rural landowners in
community conservation strategies; and researching policies affecting mobile home parks and gentrification
in San Antonio, TX.
SELECT PROJECT EXPERIENCE
City of Tigard, OR | CLIMATE RESILIENCY PLAN (2021-) CLIMATE RESILIENCY PLAN (2021-) Consultant
Oregon Department of Energy | OREGON TRANSFORMATIONAL INTEGRATED GREENHOUSS OREGON TRANSFORMATIONAL INTEGRATED GREENHOUSS GAS EMISSIONS REDUCTION (TIGHGER) PLAN (2021-)GAS EMISSIONS REDUCTION (TIGHGER) PLAN (2021-) Consultant
Washington State Utilities and Transportation Commission | ENERGY DECARBONIZATION ENERGY DECARBONIZATION PATHWAYS FOR NATURAL GAS UTILITIES (2021-)PATHWAYS FOR NATURAL GAS UTILITIES (2021-) Consultant
City of Austin | HEALTHY CORNER STORES PROGRAM RE-BOOT (2021)HEALTHY CORNER STORES PROGRAM RE-BOOT (2021) Researcher and Co-Coordinator
City of Austin | NOURISH AUSTIN (2021) NOURISH AUSTIN (2021) Lead Writer and Strategist
Siglo Group | BALCONES CANYONLANDS NATIONAL PRESERVE CONSERVATION PLANNING BALCONES CANYONLANDS NATIONAL PRESERVE CONSERVATION PLANNING PROCESS (2018)PROCESS (2018) Public Engagement Analysis Support, GIS Support
POSITIONS HELD
Consultant, US Business Development Lead |
Sustainability Solutions Group (2021-)
Food Systems Program Coordinator | City of
Austin (2020-2021)
Planner II | Austin Resource Recovery, City of
Austin (2019-2020)
Equity & Housing Researcher |
Entrepreneurship and Community
Development Clinic, UT Austin (2017 and 2019)
ACADEMIC + PROFESSIONAL QUALIFICATIONS
Master of Science, Sustainable Design |
University of Texas at Austin (2018)
Master of Science, Community and Regional
Planning | University of Texas at Austin (2018)
Bachelor of Arts, East Asian Studies and
German Studies (Honours) | McGill University
(2013)
PROFILE
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
NAOMI DEVINE
SENIOR ANALYST, ENGAGEMENT + DESIGN LEAD
778.676.7041
naomi@ssg.coop
ssg.coop
Naomi has more than 16 years of climate policy, communications, and engagement experience, serving
as the engagement and design lead for over 25 projects across North America. Naomi is a sustainability
policy and communications expert, trained in human-centered design thinking. She is a member of
the Graphic Designers of Canada (GDC), and is trained in the IAP2 Foundations of Public Participation
(Planning and Techniques) and Gender-based Analysis Plus (GBA+) protocols. For over a decade, Naomi has
advised governments and worked with universities, local governments, and civil society organizations on
sustainability and climate policy issues. With SSG her work ranges from leading engagement sessions, to
preparing communications materials, to designing final reports and presentations for a variety of clients with
diverse needs. Compelling visual communications and storytelling what she employs to assist communities
and organizations in crafting persuasive, effective, and long-lasting moves toward a sustainable future.
SELECT PROJECT EXPERIENCE
City of Ames | CLIMATE ACTION PLAN (2021-)
Engagement Co-Lead
Union of the Municipalities of New Brunswick | GHG REDUCTION GUIDE AND TOOLKIT (2020-2021)
Co-Author and Design Lead
City of Orillia | CORPORATE AND COMMUNITY CLIMATE CHANGE ACTION PLANS (2021-)
Engagement Lead
Geoconnections | MUNICIPAL ENERGY AND EMISSIONS DATABASE, MEED (2021)
Design Lead
City of Tacoma | CLIMATE ACTION PLAN AND GHG INVENTORY (2020-)
Engagement Lead, Design Lead
Clackamas County | CLIMATE ACTION PLAN (2020-)
Engagement Support
Colchester County | COMMUNITY ENERGY AND EMISSIONS PLAN (2020-)
Engagement and Design Lead
City of Hamilton | COMMUNITY ENERGY PLAN (2019-)
Design Lead
Town of Caledon | CLIMATE MITIGATION AND ADAPTATION ACTION PLAN UPDATE (2019-2021)
Design Lead
Regional Municipality of Halifax | HALIFACT2050: ACTING ON CLIMATE TOGETHER (2018-2020)
Design Lead
City of Winnipeg | COMMUNITY ENERGY INVESTMENT ROADMAP (2020-)
Engagement Lead, Design Lead
PROFILE
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
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Town of Halton Hills | LOW-CARBON TRANSITION STRATEGY (2020-)
Engagement Lead, Design Lead
City of Richmond Hill | COMMUNITY ENERGY + EMISSIONS PLAN (2019-)
Engagement Lead, Design Lead
Government of Canada | LOW CARBON ROADMAP FOR THE NATIONAL CAPITAL REGION
(2018-2020)
Engagement Lead, Design Lead
Ministry of Environment and Climate Change | COMMUNITY EMISSIONS REDUCTION
PLANNING: A GUIDE FOR MUNICIPALITIES (2018)
Lead Designer, Co-Author
City of Toronto, ON | TORONTO’S LOW CARBON FUTURE (2016-2018)
Lead Designer, Co-Author
Ministry of Environment | OPTIONS FOR 10-YEAR EMISSIONS REDUCTION AND
ADAPTATION PLANS FOR BRITISH COLUMBIA’S PUBLIC SECTOR (2017)
Author, Researcher
Resort Municipality of Whistler | WHISTLER2020: WHISTLER’S SUSTAINABILITY PLAN (2009-2011)
Lead Sustainability Planner
Resort Municipality of Whistler | OFFICIAL COMMUNITY PLAN ENGAGEMENT STRATEGY (2010)
Team Lead
District of Highlands | COMMUNITY SUSTAINABILITY PLAN (2010)
Team Member and Facilitator
BRITISH COLUMBIA CLIMATE ACTION TEAM, offering expert climate policy advice to the
Premier and Cabinet Committee on Climate Action, as well as setting BC’s greenhouse gas
reduction targets for 2012 and 2016 (now legislated)
Resort Municipality of Whistler | CARBON NEUTRAL OPERATIONS PLAN (2009)
Team Lead and Author
University of Victoria | SUSTAINABILITY POLICY AND FIVE YEAR ACTION PLAN (2008)
Writer, Facilitator
British Columbia Government | TECHNICAL INCENTIVE CLIMATE WORKING GROUP (2009-2010)
Member
POSITIONS HELD
Design, Client Service, Engagement Specialist, and Senior Consultant | SSG (2016-)
Digital Engagement Strategist and Digital Editor | International Institute for Sustainable
Development (2013-2016)
Member | Capital Regional District Roundtable on the Environment (2015-2018)
President, Board of Directors | Vancouver Design Nerds (2015-2016)
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
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Member, Board of Directors | Conservation Voters of British Columbia (2008-2013)
Member | Squamish-Lilooet Regional District’s Energy Descent [Peak Oil] Task Force (2010)
Member, Board of Directors | BC Sustainable Energy Association (2005-2010)
ACADEMIC + PROFESSIONAL QUALIFICATIONS
Post-Graduate Certificate, Environmental Visual Communications | Fleming College (2013)
IAP2 Foundations in Effecive Public Participation (2011)
BA, Environmental Studies and Political Science | University of Victoria (2008)
SELECT PUBLICATIONS
Municipal World Magazine. Devine, Naomi. “What’s in a Carbon Neutral Plan?” Publication
date: Jan 1, 2010
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
ssg.coop
deryn@ssg.coop
613.232.5613 ext. 117DERYN CROCKETT
MODEL ANALYST
Deryn Crockett has an exceptionally strong background in the systems engineering approach to problem
solving with an emphasis on system design and analysis. As a model analyst at whatIf? Technologies Inc., she
has designed and implemented several models that track energy use and emissions within different sectors.
Early in her career, she applied mathematical models and discrete event simulation to assess the end-to-end
viability and performance characteristics of satellite and terrestrial communications systems. More recently,
she has designed and supported custom solutions for clients using software product suites in the fields of
military simulation and training, energy management, and emissions planning. She achieves an excellent
performance record through applying modelling expertise and by building collaborative relationships with
customers.
SELECT PROJECT EXPERIENCE
Washington State Utilities and Transportation Commission | ENERGY DECARBONIZATION ENERGY DECARBONIZATION PATHWAYS FOR NATURAL GAS UTILITIES (2021-)PATHWAYS FOR NATURAL GAS UTILITIES (2021-): Technical Lead and Model Analyst
City of Lakewood, OH | CLIMATE ACTION PLAN (2021-)CLIMATE ACTION PLAN (2021-): Technical Lead and Model Analyst
Town of Whitby, ON | WHITBY ADAPTATION PLAN (2021-)WHITBY ADAPTATION PLAN (2021-): Technical Lead and Model Analyst
Western Regional Enterprise Network | WESTERN REGIONAL ENERGY INVESTMENT PLAN WESTERN REGIONAL ENERGY INVESTMENT PLAN (2019-)(2019-): Technical Lead and Model Analyst
City of Ottawa | ENERGY EVOLUTION - OTTAWA’S COMMUNITY ENERGY TRANSITION ENERGY EVOLUTION - OTTAWA’S COMMUNITY ENERGY TRANSITION STRATEGY PHASE 2 (2018-2020)STRATEGY PHASE 2 (2018-2020): Technical Lead and Model Analyst
City of Saskatoon | CLIMATE CHANGE MITIGATION BUSINESS PLAN (2018) CLIMATE CHANGE MITIGATION BUSINESS PLAN (2018): Technical Lead and Model Analyst
Town of Markham, ON | MUNICIPAL ENERGY PLAN (2015-2017) MUNICIPAL ENERGY PLAN (2015-2017): Technical Lead and Model Analyst
City of Toronto | TRANSFORMTO: CLIMATE ACTION FOR A HEALTHY, EQUITABLE, TRANSFORMTO: CLIMATE ACTION FOR A HEALTHY, EQUITABLE,
PROSPEROUS TORONTO (2016-2017): PROSPEROUS TORONTO (2016-2017): Technical Lead and Model Analyst
POSITIONS HELD
Model Analyst | Sustainability Solutions Group (2022-)
Principal, Model Analyst | whatIf? Technologies (2009-2022)
Release Management Engineer | Schneider Electric 2007-2008)
Senior Technical Support Engineer | Schneider Electric (2005-2007)
PROFILE
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
ssg.coop
marcus@ssg.coop
416.574.2117MARCUS WILLIAMS
SENIOR MODEL ANALYST
Marcus is a Senior Model Analyst with more than 15 years experience in integrated systems modelling and
analysis encompassing energy, emissions, land use, transportation and demographics.
Marcus has been instrumental in the development of SSG’s state-of-the-art energy, emissions and
finance model used by cities and organizations planning low-carbon transitions for their building portfolios,
vehicle fleets, commuting and travel. In addition to the development and deployment of core models,
Marcus is interested in the application of the exploding open-source data ecosystem - for data processing,
geoprocessing and data visualization - to urban and regional low-carbon analysis.
SELECT PROJECT EXPERIENCE
The Agency for Co-operative Housing | DATABASE ANALYSIS FOR ENERGY AND WATER USE DATABASE ANALYSIS FOR ENERGY AND WATER USE (2019-2020)(2019-2020): Technical Lead
Public Services and Procurement Canada | ROADMAP FOR LOW-CARBON FEDERAL ROADMAP FOR LOW-CARBON FEDERAL OPERATIONS (2018-2020)OPERATIONS (2018-2020): Technical Lead
Region of York | COMMUNITY ENERGY PLAN (2018-2019) COMMUNITY ENERGY PLAN (2018-2019): Model Analyst
Region of Peel | DEVELOPMENT OF A CORPORATE CLIMATE CHANGE MASTER PLAN (2018- DEVELOPMENT OF A CORPORATE CLIMATE CHANGE MASTER PLAN (2018-2019)2019): Technical Lead
Mohawk College, Bay Area | GREENHOUSE GAS INVENTORY AND FORECAST (2018): GREENHOUSE GAS INVENTORY AND FORECAST (2018): Technical Lead
City of Ottawa | COMMUNITY ENERGY TRANSITION STRATEGY (2018-2019): COMMUNITY ENERGY TRANSITION STRATEGY (2018-2019): Model Analyst
Region of Durham | COMMUNITY ENERGY PLAN (2017-2018) COMMUNITY ENERGY PLAN (2017-2018)
City of Edmonton | COMMUNITY ENERGY TRANSITION STRATEGY (2017-2018): COMMUNITY ENERGY TRANSITION STRATEGY (2017-2018): Model Analyst
City of Sudbury | COMMUNITY ENERGY PLAN (2018): COMMUNITY ENERGY PLAN (2018): Model Analyst
City of Guelph | COMMUNITY ENERGY INITIATIVE UPDATE (2017-2018): COMMUNITY ENERGY INITIATIVE UPDATE (2017-2018): Model Analyst
Town of Bridgewater | COMMUNITY ENERGY INVESTMENT PLAN (2016-2017): COMMUNITY ENERGY INVESTMENT PLAN (2016-2017): Model Analyst
City of Winnipeg | SPATIAL PROJECTION OF POPULATION AND EMPLOYMENT FOR SPATIAL PROJECTION OF POPULATION AND EMPLOYMENT FOR TRANSPORTATION PLANNING (2016-2017):TRANSPORTATION PLANNING (2016-2017): Technical Lead and Model Analyst
Town of Markham | MUNICIPAL ENERGY PLAN (2015-2017): MUNICIPAL ENERGY PLAN (2015-2017): Model Analyst
City of Toronto | TRANSFORMTO: CLIMATE ACTION FOR A HEALTHY, EQUITABLE, TRANSFORMTO: CLIMATE ACTION FOR A HEALTHY, EQUITABLE, PROSPEROUS TORONTO (2016-2017):PROSPEROUS TORONTO (2016-2017): Technical Lead
PROFILE
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
2
Canada Foundation for Innovation & Royal Roads University | PLACES + SPACES: AN PLACES + SPACES: AN
INTEGRATED COMMUNITY SUSTAINABILITY MODELLING TOOL (2014-2016):INTEGRATED COMMUNITY SUSTAINABILITY MODELLING TOOL (2014-2016): Technical Lead
Ontario Ministry of Environment and Climate Change | CANADIAN ENERGY SYSTEMS CANADIAN ENERGY SYSTEMS
SIMULATOR (CANESS) SUBSCRIPTION (2014):SIMULATOR (CANESS) SUBSCRIPTION (2014): Model Analyst
CanmetENERGY, Natural Resources Canada | SCENARIO ANALYSIS OF A UTILITY-SCALED SCENARIO ANALYSIS OF A UTILITY-SCALED
DEPLOYMENT OF MARINE ENERGY TECHNOLOGY IN CANADA (2011-2013):DEPLOYMENT OF MARINE ENERGY TECHNOLOGY IN CANADA (2011-2013): Technical Lead
Office of Energy Efficiency, Natural Resources Canada | IMPACT OF CAFE/CAFC STANDARDS IMPACT OF CAFE/CAFC STANDARDS
ON LIGHT DUTY VEHICLE ENERGY AND EMISSIONS:ON LIGHT DUTY VEHICLE ENERGY AND EMISSIONS: Model Analyst
Metronomics | U.S. DEMOGRAPHIC PROJECTIONS AT THE COUNTY LEVEL (2010-2014): U.S. DEMOGRAPHIC PROJECTIONS AT THE COUNTY LEVEL (2010-2014):
Technical Lead and Model Analyst
US Energy Systems Simulator | INDUSTRIAL END USE SUB-MODEL (2010-2011): INDUSTRIAL END USE SUB-MODEL (2010-2011): Model Analyst
City of Winnipeg | DEVELOPMENT OF AN INTEGRATED TRANSPORTATION AND LAND USE DEVELOPMENT OF AN INTEGRATED TRANSPORTATION AND LAND USE
STRATEGIC PLANNING MODEL AS M.A.SC. THESIS PROJECT (2008-2010):STRATEGIC PLANNING MODEL AS M.A.SC. THESIS PROJECT (2008-2010): Model Analyst
Region of Waterloo | POPULATION AND LAND USE MODEL (2006-2010): POPULATION AND LAND USE MODEL (2006-2010): Model Analyst
POSITIONS HELD
Senior Model Analyst | Sustainability Solutions Group (2022-)
Senior Model Analyst | whatIf? Technologies (2005-2022)
Project Coordinator | DST Output Canada (2003-2004)
Programmer and Analyst | DST Output Canada (2002-2003)
ACADEMIC + PROFESSIONAL QUALIFICATIONS
Master of Science - Civil Engineering (Transportation Planning) | University of Toronto (2010)
Bachelor of Science - Computer Engineering | Queen’s University (2002)
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
ssg.coop
erik@ssg.coop
613.240.3833ERIK FRENETTE
MODEL ANALYST
As a model analyst at SSG, Erik utilizes his experience in energy modeling to quantify environmental projects
and provide clear- cut insight to key decision makers. He has worked on energy models since 2011, with a
focus on providing solutions to Canadian specific energy and climate change issues. Earlier in his career,
he was a research assistant at HEC Montreal and an environmental consultant at ESMIA. His academic
research experience includes several published papers and conference presentations relating to strategies
for greenhouse gas emissions and energy consumption reduction. He holds an Ms.c. in Economics from
HEC Montreal where his research focused on the energy and environmental impacts of meat and dairy
consumption in Canada.
SELECT PROJECT EXPERIENCE
Town of Whitby, ON | CLIMATE ADAPTATION PLAN (2021-)CLIMATE ADAPTATION PLAN (2021-): Model Analyst
City of Tigard, OR | CLIMATE RESILIENCY PLAN (2021-) CLIMATE RESILIENCY PLAN (2021-): Model Analyst
Government of Canada | CO-BENEFITS OF DECARBONIZING FEDERAL OPERATIONS IN THE CO-BENEFITS OF DECARBONIZING FEDERAL OPERATIONS IN THE NCR (2020)NCR (2020) Role
Government of Canada | LOW-CARBON FEDERAL OPERATIONS IN THE NCR (2019-2020) LOW-CARBON FEDERAL OPERATIONS IN THE NCR (2019-2020): Model Analyst
Canadian Academy of Engineering & David Suzuki Foundation | TROTTIER ENERGY FUTURES TROTTIER ENERGY FUTURES PROJECT (2015-2016)PROJECT (2015-2016): Model Analyst
POSITIONS HELD
Model Analyst | Sustainability Solutions Group (2022-)
Model Analyst | whatIf? Technologies (2019-2022)
Marketing Consultant | ANDIIE (2016-2018)
Environmental Consultant | ESMIA Consultants Inc. (2014-2015)
Research Assistant | HEC Montreal (2014-2017)
Research Assistant | Group for Research in Decision Analysis (2011-2015)
ACADEMIC + PROFESSIONAL QUALIFICATIONS
PhD Economics (first year) | University of Toronto
Master of Science, Economics | HEC Montreal (2013)
PROFILE
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
2
Project Engineer | Advanced Simulation Technology Inc. (2000-2005)
Communication Engineer | The Johns Hopkins Applied Physics Laboratory (1999-2000)
Senior Systems Engineer | Lockheed Martin Corporation (1995-1999)
ACADEMIC + PROFESSIONAL QUALIFICATIONS
Master of Science in Electrical Engineering | The George Washington University (1998)
Bachelor of Science in Engineering - Systems Science and Engineering | University of
Pennsylvania (1995)
Professional Engineer (P.Eng) | APEGBC (2006-2007)
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Reports
IN ORDER:
TRANSFORMTO
TACOMA CLIMATE ACTION PLAN
AMES BUSINESS AS PLANNED SUMMARY AND SURVEY SUMMARY
CITY OF DENTON
26
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Acknowledgements
Land Acknowledgement
The City of Toronto (“The City”) acknowledges that we are on the traditional territory of many nations
including the Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee, and the
Wendat peoples and is now home to many diverse First Nations, Inuit, and Métis peoples. The City also
acknowledges that Toronto is covered by Treaty 13 signed with the Mississaugas of the Credit, and the
Williams Treaties signed with multiple Mississaugas and Chippewa bands.
We acknowledge and recognize the efforts of Indigenous Peoples across Turtle Island for their climate
leadership long before Toronto’s Net Zero Strategy and for being active drivers of positive change. In 2019,
land defenders and water protectors fought against fossil fuel projects which is equivalent to nearly one
quarter of annual total U.S and Canadians emissions or approximately 400 new coal-fired power plants1. We
are eternally grateful for Indigenous stewardship of these lands and waters since time immemorial.
General Acknowledgement
The City of Toronto would like to acknowledge the community members and staff from across the City that
contributed to the development of the Net Zero Strategy. The City is grateful to all leaders and community
members who have contributed their time and expertise to help advance the City’s efforts to address
climate change.
About the artwork found in this report
For ten years, StreetARToronto ('StART') has helped instigate and provide space for individual and
community expressions to come alive through street art, using the art itself as the catalyst to bring
communities together, stimulate discussion and advance diversity, equity and inclusion. Working with the
1 https://www.ienearth.org/wp-content/uploads/2021/09/Indigenous-Resistance-Against-Carbon-2021.pdf
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artist community, StreetARToronto has innovated deep engagement processes that foster trust and
meaningful relationships. Together, we have created world-class street art, helped build artist careers, and
perhaps most importantly, the murals are intentionally designed to strengthen the sense of belonging and
pride of place among individuals, neighbourhoods and communities. StreetARToronto is an initiative of the
City of Toronto, Transportation Services Division.
Artist credits are included on the section cover pages throughout this document. Cover page image credits
are as follows, working clockwise from the top left corner: Kayla Whitney (light bulbs), Erika Giraud
(children’s photo), Lacey and Layla Art (‘Grandmother’ mural), James Thomas (park photo), Colin Turner
Bloom (streetcar mural), Julia Prazja (house painting).
For More Information
The following detailed documents, plus more resources, are available on the City of Toronto TransformTO
web page at www.toronto.ca/TransformTO:
●TransformTO Net Zero Strategy staff report to City Council
●Net Zero Technical Modelling Report (Sustainability Solutions Group, 2021)
●Reports on community engagement
Foreword
[To be added once Strategy is considered by City Council]
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Contents
Acknowledgements 2
For More Information 3
Foreword 3
Executive Summary 5
1. Introduction 15
2. Where We Are Now 19
2.1 Where are we now?20
2.2 Development of the Net Zero Strategy 22
2.3 Guiding Principles 23
2.4 Indigenous Worldview 24
2.5 The Voice of the Community 26
2.6 Where do we want to go? Toronto’s future 28
2.7 The COVID-19 Pandemic and Lessons for the Climate Emergency 30
3. A Pathway to Net Zero 31
3.1 Technical Analysis 32
3.2 Investing in a Net Zero Toronto 35
3.3 Benefits of Climate Action 37
4. Net Zero Targets & Actions 47
4.1 Buildings 50
4.2 Energy 58
4.3 Transportation 64
4.4 Sustainable Consumption & Waste 72
4.5 Natural systems 77
4.6 Engagement & Equitable Implementation 80
4.7 Leading by Example 87
5. Looking Forward 97
5.1 Summary of Challenges & Keys to Success (Dependencies)98
5.2 Implementation & Next Steps 100
Glossary 101
TransformTO Net Zero Strategy Short-term Implementation Plan 2022-2025 103
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Executive Summary
The climate crisis grows more urgent every year. The window to make significant and lasting change is
disappearing. Action must happen immediately, and it must be at the scale and pace required to
successfully fight this threat and create a future Toronto that benefits all.
In 2017, TransformTO was unanimously approved by City Council, demonstrating Toronto’s commitment to
a global call for action to limit global temperature rise in line with international goals. Since 2017, the
Intergovernmental Panel on Climate Change (IPCC) has shown that to limit global temperature rise to below
1.5 degrees Celsius, cities globally need to achieve carbon neutrality by 2050 and halve global emissions of
greenhouse gases (GHGs) by 2030.
City Council’s 2019 declaration of a climate emergency shifts Toronto’s focus to align with the IPCC's
recommended pathway - net zero GHG emissions by 2050 or sooner.
This TransformTO Net Zero Strategy (“the Strategy”) responds to the climate emergency by focusing on a
new target of net zero GHG emissions community-wide by 2040. The Strategy outlines the rationale behind
the net zero pathway and opportunities needed to successfully reach the net zero target. The Strategy
presents a set of 2030 interim targets for community-wide emissions, as well as City of Toronto (“City”)
corporate targets to demonstrate leadership by example. It also presents thirty near-term actions that will
be taken to put Toronto on the net zero pathway.
Technical modelling of Toronto's net zero pathway shows that in order to reach net zero GHG emissions by
2050 or sooner, Toronto must first achieve the 2030 City Council adopted goal of a 65 per cent emissions
reduction from 1990 levels. Without aligning our action and implementation to this interim target, net zero
by 2040 or 2050 will be out of reach.
KEY FINDINGS FROM THE NET ZERO TECHNICAL MODELLING WERE:
● Fossil fuels, primarily natural gas used in homes and buildings and gasoline used in cars, need to
be completely phased out by 2040.
● Taking early action now saves money in the long run. Reducing emissions more quickly also
means that the City can collect the financial benefits of the avoided carbon costs and avoided energy
costs more quickly.
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● To meet future energy needs, electricity generation and distribution must be able to fill the gap
in order to ensure uninterrupted and reliable service.
● To achieve the net zero target, Ontario's electricity grid needs to be carbon free.
● Efficiency measures in buildings (e.g., thermal retrofits, smaller buildings) and transportation
(e.g., avoiding trips by working at home, shifting to active modes and transit, reducing trip length
through land-use planning) are required to reduce the requirement for new renewable electricity
generation and generate cost savings which can be used to finance the actions.
Steady progress has been made to reduce emissions in recent years, and community-wide emissions have
decreased since 1990. Toronto is on track to achieve its 2020 GHG emissions target of a 30 per cent
reduction from 1990 levels. Despite population growth, community-wide emissions continue to decline
while Toronto's gross domestic product (GDP) rises. The decrease in emissions in recent years can be
attributed to a less carbon intensive electricity grid and lower transportation emissions from gasoline and
diesel fuels. The 2019 GHG inventory shows that Toronto's emissions approach City Council's approved
pathway of an 80 per cent reduction by 2050 from 1990 levels.
However, emissions have not decreased appreciably; the City’s data shows that emissions have plateaued,
indicating that acting incrementally will not be enough to put us on the net zero trajectory. Rapid action to
scale up existing programs, additional authorities for the City of Toronto (City) to implement nimbly and
effectively, significant levels of investment and coordinated action with other levels of government will all be
needed to achieve City Council's ambition.
Achieving the targets in the Net Zero Strategy will not just be the work of the City government. The City
Corporation can control only a small portion of Toronto's community-wide emissions directly - nearly 4 per
cent according to recent GHG inventories. This Strategy emphasizes that in order to be successful, bold
leadership and collaboration will be required from public and private stakeholders.
The City has already approved a number of ambitious plans and targets to reduce emissions from its own
operations, including the Corporate Real Estate Management's Net Zero Carbon Plan earlier this year, the
Sustainable Fleets Plan, and the TTC Green Bus Program. Implementation of these plans is underway and
will go a long way to reduce emissions from City operations.
However, the City plays a clear role in defining the ways we build, travel and consume, and when policies are
effectively implemented and programs are easily accessed to realize maximum uptake and engagement, the
City can have a great impact on the community's emissions.
In order to meet the 2030 targets, the City must use its influence to regulate, advocate and facilitate rapid
transformation in five critical steps:
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● Demonstrate carbon accountability locally and globally by establishing a carbon budget –
Leading by example, the City will establish a carbon budget to track climate actions against annual
emission limits and drive accountability. The City's actions will be measured against these limits each
year until net zero is achieved, with any gaps in action identified and solutions proposed so we stay
on course.
● Accelerate a rapid and significant reduction in natural gas use – Toronto will take further action
to limit the use of natural gas. Natural gas use for water and space heating represents over half of
Toronto’s total GHG emissions. In addition to new buildings eliminating natural gas use through the
Toronto Green Standard v.4, the Net Zero Existing Buildings Strategy articulates ambitious targets to
replace conventional heating systems with more efficient electric heat pumps while greening the
provincial electricity grid.
● Establish performance targets for existing buildings – Toronto intends to establish mandatory
emissions performance reporting, disclosure and emissions performance targets for buildings so we
can better understand and limit emissions from our homes and buildings. These mandatory targets
will be preceded by voluntary targets. Catalyzing the electrification of building heating systems, as a
preferred alternative to the use of fossil-fuel heating systems, will be key.
● Increase access to low carbon transportation options, including walking, biking, public transit
and electric vehicles – Increasing the use of active and public transportation reduces GHG
emissions, energy use and congestion while promoting equity and health benefits. The City will also
advance options to incentivize electric vehicle adoption and disincentivize the use of carbon-
polluting gasoline and diesel vehicles, through supporting the transition to electric vehicles.
● Increase local renewable energy to contribute to a resilient, carbon-free grid – Toronto will
work in step with Toronto Hydro to successfully support the growth and prosperity of the city
through reliable, uninterrupted electric service provision. By increasing opportunities for local
renewable generation to be located within the City's boundary, Toronto will be more resilient and
will contribute to a decarbonised provincial electricity grid.
In order to be on the path to net zero, Toronto must meet the City Council’s 2030 GHG reduction target. To
stimulate and measure progress, the Strategy defines 2030 interim targets across all sectors, both
community-wide and for the City’s operations.
THE 2030 COMMUNITY-WIDE TARGETS PRESENTED IN THIS STRATEGY ARE:
● 65 per cent reduction in community-wide greenhouse gas emissions by 2030 from 1990 levels
● 100 per cent of new buildings are designed and built to be near zero greenhouse gas emissions
● Greenhouse gas emissions from existing buildings are cut in half, from 2008 levels
● 50 per cent of community-wide energy comes from renewable or low-carbon sources
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● 25 per cent of commercial and industrial floor area is connected to low carbon thermal energy
sources
● 75 per cent of school/work trips under 5km are walked, biked or by transit
● 30 per cent of registered vehicles in Toronto are electric
● Identify pathways to more sustainable consumption in City of Toronto operations and in Toronto's
economy
● 70 per cent residential waste diversion from the City of Toronto’s Integrated Waste Management
System
THE 2030 TARGETS FOR THE CITY OF TORONTO CORPORATION TO SHOW LEADERSHIP BY
EXAMPLE ARE:
● City of Toronto corporate greenhouse gas emissions are reduced by 65 per cent over 2008 base year
● All City Agency, Corporation and Division-owned new developments are designed and constructed
to applicable Toronto Green Standard Version 4 standard achieving zero carbon emissions,
beginning in 2022
● Greenhouse gas emissions from City-owned buildings are reduced by 60 per cent from 2008 levels;
by 2040, City-owned buildings reach net zero greenhouse gas emissions
● All City-owned facilities have achieved zero waste
● Generate and utilize 1.5 Million Gigajoules of energy from biogas
● Approximately 107,700 tonnes CO2e per year are reduced through Organics Processing with
Renewable Energy and Landfill Gas Utilization
● 50 per cent of the City-owned fleet is transitioned to zero-emissions vehicles
● 50 per cent of the TTC bus fleet is zero-emissions
● Greenhouse gas emissions from food the City of Toronto procures are reduced by 25 per cent
THE STRATEGY ALSO SETS AN INTERIM TARGET FOR 2025:
● 45 per cent reduction in community-wide greenhouse gas emissions by 2025 from 1990 levels
The thirty actions to be taken immediately to put Toronto on the path to net zero are outlined below. These
near-term actions are described in more detail in the Net Zero Strategy Short-Term Implementation Plan
2022-2025 which is included in this Strategy.
Actions for implementation 2022-2025
100 per cent of new buildings are designed and built to be near zero greenhouse gas emissions,
by 2030
1 Ensure near zero emissions for all new construction
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Actions for implementation 2022-2025
2 Evaluate and limit impacts of embodied carbon in construction
Greenhouse gas emissions from existing buildings are cut in half, from 2008 levels, by 2030
3 Advance Implementation of the Net Zero Existing Buildings Strategy.
(Please refer to the Net Zero Existing Buildings Strategy, Adopted by City Council in July 2021 for
a detailed short-term implementation plan.)
50 per cent of community-wide energy comes from renewable or low-carbon sources & 25 per
cent of commercial and industrial floor area is connected to low carbon thermal energy sources,
by 2030
4 Work with industry experts to explore limiting the expansion of natural gas systems and
reversing system growth, where feasible, and limiting installation of natural gas equipment
5 Support adoption and mainstreaming of net zero, resilient energy sources for new and existing
developments
6 Address barriers and develop strategies to increase the deployment of renewable energy and
storage technologies, including but not limited to solar, wind, biomass, geothermal, waste heat
recovery and heat pumps
7 Actively support, advocate to and partner with Toronto Hydro, as well as the Provincial and
Federal governments and agencies, to
decarbonize the provincial electricity grid, promote energy conservation and enable local
renewable energy generation
75 per cent of school/work trips under 5 km are walked, biked, or by transit, by 2030
8 Expand biking and pedestrian infrastructure, including the rollout of cycling routes, bicycle
parking and bike share at or near TTC stations
9 Increase existing bus and streetcar service levels to encourage shifts to low-carbon, sustainable
transportation
10 Update and accelerate implementation of city-wide Transportation Demand Management
Strategy
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Actions for implementation 2022-2025
11 Develop tools to address emissions of greenhouse gases and air pollutants on an area or project
level
30 per cent of registered vehicles in Toronto are electric, by 2030
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Align the City’s Electric Vehicle (EV) Strategy to the net zero goals and implement the EV Strategy
A) Increase public EV charging infrastructure
B) Increase EV charging at residential, commercial, institutional and industrial buildings
C) Review the Electric Vehicle Strategy
13 Determine options to incentivize EV adoption and disincentivize use of gas and diesel vehicles
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Encourage the adoption of electric commercial and freight vehicles, including EVs and e-bikes
for last mile deliveries
A) Encourage the use of e-bikes and EVs for last mile deliveries
B) Encourage adoption of electric commercial and freight vehicles
Identify pathways to more sustainable consumption in City of Toronto operations and in
Toronto's economy
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Continue to pursue policy and programmatic interventions that help the City reach its
aspirational goals of zero waste and a circular economy, and which identify pathways to more
sustainable consumption in both municipal operations and in all sectors of the economy
A) Develop a City-wide governance structure, strategy and policy framework to establish a path
to make the City the first municipality in the Province of Ontario with a circular economy and to
align with the Provincial goal as part of the Waste Free Ontario Act
B) Conduct a consumption based emissions inventory and identify targets that would
meaningfully reduce consumption based emissions
C) Enable Torontonians to reduce waste and engage in sustainable consumption by
implementing the Single Use and Takeaway Items Reduction Strategy
70 per cent residential waste diversion from the City of Toronto’s Integrated Waste Management
System
16 Continue implementation of the City’s Long Term Waste Management Strategy which sets a goal
of diverting 70 per cent of waste managed from City customers away from landfill, by focusing
on waste reduction, reuse and recycling activities that promote resource conservation and
reduce environmental impact
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Actions for implementation 2022-2025
A) Continue outreach and engagement on waste reduction and diversion, with a focus on food
and organic waste
Develop and implement strategies to improve greenspace infrastructure to build climate
resilience
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Increase canopy cover and biodiversity and enhance greenspaces
A) Achieve equitable distribution of the urban forest, increasing tree canopy and naturalized
greenspace where it is most needed
Ensure equitable implementation and ongoing improvement of engagement and reporting
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Support resident-led climate action and engagement
A) Support resident-led climate action engagement through Climate Action Grants
B) Expand Neighbourhood Climate Action Champions Program
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Work with Indigenous rights holders and urban Indigenous communities to share knowledge
and learnings
A) Develop and deliver Indigenous Climate Action Grants program
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Develop and implement youth engagement strategy
A) Design and launch a City-academic innovation hub to support youth-led climate initiatives
and innovative student pilot projects
21 Design and launch a climate advisory group for 2022 and beyond to ensure implementation of
the Net Zero Strategy is equitable and reflects the priorities and interests of the community
22 Develop equity indicators to be reported out as part of the TransformTO implementation status
update
23 Encourage the growth of green industry to provide the products and services needed to enable
a net zero city
24 Leverage Live Green Toronto to develop and implement a city-wide climate action awareness
campaign
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Actions for implementation 2022-2025
Lead by Example – Corporate emissions are reduced by 65 per cent over 2008 base year, by 2030
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Develop and apply a Climate Lens in decision-making
A) Implement a Climate Lens Program
B) Report on climate risks to assets
C) Enhance Sustainable Procurement
D) Consider a carbon offset purchase policy and update the Carbon Credit Policy
26 Design and implement a Toronto Carbon Budget
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Ensure net zero City-owned buildings
A) Constructing new City-owned buildings to net zero by 2022
B) Pursuing a Net Zero Carbon Plan for existing City buildings
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Reduce emissions from City and Agency-owned vehicles
A) Update and implement the Sustainable City of Toronto Fleets Plan to support the transition of
20 per cent of City fleet to zero-emission by 2025 and 50 per cent by 2030. Starting in 2022, for
any light duty vehicle being purchased by the City, the City will select only the electric version of
this vehicle where operationally feasible.
B) Implement the TTC Green Bus Program to achieve target of 20 per cent of TTC buses zero
emission by 2025-2026
29 Encourage City staff to adopt sustainable and climate positive practices at work and in their
commute
A) Implement Live Green @ Work Strategy
B) Encourage City staff to take transit, carpool, cycle or walk rather than drive alone to work,
through the Smart Commute program
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Lead by example in managing waste and producing renewable energy from biogas at City
facilities
A) Begin development of a third organics processing facility with renewable energy, targeting
completion by 2028
B) Produce renewable natural gas from the Disco Road Organics Processing Facility, Dufferin
Organics Processing Facility and the third organics processing facility (target completion by
2028) and landfill gas control and utilization systems at Green Lane and Keele Valley Landfills
(target completion by 2026)
C) Produce renewable natural gas from wastewater
D) Divert waste from landfill in City-owned facilities
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For the most part, the short-term actions do not require Toronto to pursue dramatically new climate actions
- they require Toronto to do them faster and at a larger scale. Existing strategies and plans such as the
Electric Vehicle Strategy, the Toronto Green Standard, the Net Zero Existing Buildings Strategy and the TTC
Green Bus Program are examples of approved plans that identify detailed steps and considerations to get to
net zero.
The 2030 greenhouse gas emission reduction targets and short term actions have been developed through
extensive consultation across City divisions and agencies, and with stakeholders and the public. Since 2019,
the City has engaged over 5,000 residents, businesses, and other stakeholders to understand key priorities,
opportunities and challenges. Consultations in recent years, particularly in 2021, have highlighted the
importance of responding to the climate crisis with urgency.
Many challenges outside of the City's control have been identified through consultation. Some of these
challenges are identified and explored in the Strategy as keys to success, also called dependencies:
● Action must begin now and must focus on equity
● Action from all levels of government will also need to align and accelerate
● The electricity system needs to be carbon free
● The labour market must shift and local supply chains must be developed
● Innovative and adaptive delivery mechanisms must be adopted to scale up
● Impacts on material and land resources should be accounted for
Collaboratively addressing these dependencies in a timely manner is necessary so that Toronto can move
ahead on the five critical steps identified in this Strategy in time to meet the 2030 targets. As time passes,
opportunities to avoid “lock in” of carbon emissions from city systems are being missed. Achieving the
targets set out in the Strategy will require new means of delivery. Decision-making will need to be re-
oriented so that the net zero choice becomes the best choice now and in the future.
When we achieve the City's TransformTO Net Zero vision, Toronto will be a net zero-carbon city that benefits
all. It will be an equitable city where everyone has access to affordable transportation and quality housing. It
will be a prosperous city that is resilient to social, economic and environmental shocks and stresses. It will
be a net zero GHG city with clean air and healthy communities. We will only achieve this success through a
respectful approach to the land, water and air, collaboratively with the diverse communities across Toronto.
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1. Introduction
Human-caused climate change is already contributing to many weather and climate extremes in every
region across the globe,2 causing immeasurable harm to people and ecosystems. Scientists indicate that
there is a narrow time window to limit further warming. The City of Toronto has developed the TransformTO
Net Zero Strategy (“the Strategy”) to address the climate emergency declared by City Council.3 The Strategy
builds on and increases the ambition of TransformTO, Toronto’s climate action strategy, to respond to the
urgency of climate change.
The Strategy focuses on actions to achieve City Council’s ambitious 2030 greenhouse gas (GHG) emission-
reduction target, and sets a course to reach net zero emissions by 2040. To get there, it identifies 2030 GHG
reduction targets for each sector and short-term actions to put Toronto on a path to achieve these targets.
These 2030 targets address GHG emissions from our homes and other buildings, transportation, waste, and
all other sources in Toronto.
2030 EMISSION REDUCTION TARGETS
● 100 per cent of new buildings are designed and built to be near zero greenhouse gas emissions
● GHG emissions from existing buildings are cut in half, from 2008 levels
● 50 per cent of community-wide energy comes from renewable or low-carbon sources
● 25 per cent of commercial and industrial floor area is connected to low-carbon thermal
● 75 per cent of school/work trips under 5km are walked, cycled or by transit
● 30 per cent of registered vehicles in Toronto are electric
● Identify pathways to more sustainable consumption in City of Toronto operations and in Toronto's
economy
● 70 per cent residential waste diversion from the City of Toronto’s Integrated Waste Management
System
The Strategy envisions a future that nearly eliminates GHG emissions, using existing technologies. It also
improves the lives of Torontonians by making a healthier, more active and more accessible city with new
2 IPCC, 2021. Summary for Policymakers. In Climate Change 2021: The Physical Science Basis. Contribution of Working
Group I to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change.
3 In 2019, City Council voted unanimously to declare a climate emergency and accelerate efforts to reduce GHG
emissions and adapt to climate change, adopting a stronger emissions reduction target of net zero by 2050 or sooner.
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opportunities for jobs and businesses and greater resilience against extreme weather. In Toronto’s net zero
future, air pollution from gasoline and diesel vehicles and the combustion of fuels in homes is virtually
eliminated.
The impacts of climate change are being felt in Toronto, and these impacts are creating a greater burden for
some residents more than others. The challenge of preventing further climate change is great, and everyone
plays a role: the private sector, the nonprofit sector, the community, and all levels of government including
the City of Toronto.
This Strategy identifies the City’s role in ensuring the ways we build, travel, and consume result in fewer
emissions and enable us to reach the GHG-reduction targets. Achieving net zero is not simply a technology
solution. The combination of attentive urban design, city planning, active transportation, and transit systems
will need to work in step to cumulatively increase the efficiencies of the urban systems. The Strategy focuses
on achieving the near term challenges of reaching our 2030 target through addressing five critical steps that
will ensure rapid transformation:
1. Demonstrate carbon accountability locally and globally by establishing a carbon budget
2. Accelerate a rapid and significant reduction in natural gas use
3. Establish performance targets for existing buildings
4. Increase access to low carbon transportation options, including walking, biking, public transit and
electric vehicles
5. Increase local renewable energy to contribute to a resilient, carbon-free grid
This Strategy outlines Toronto’s planned approach to reach net zero. Additional materials, including
technical modelling and public consultation reports, are available on the City’s website at
http://www.toronto.ca/TransformTO.
WHAT ARE GREENHOUSE GASES?
Greenhouse gases (GHGs) such as carbon dioxide (CO2) and methane (CH4) are necessary to keep our planet
warm enough to sustain life. However, in excessive quantities, they block heat from escaping the earth’s
atmosphere, causing the earth to heat up and creating imbalances in the atmosphere which lead to more
unstable and severe weather events. Increased GHG emissions from human activities, such as burning fossil
fuels, are primarily responsible for climate change.
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WHAT IS NET ZERO?
Basically, net zero means zero. Net zero emissions is achieved when we stop emitting GHGs from how we
live, work, and travel. The goal is to get emissions as close to zero as possible, with any remaining human-
driven emissions balanced by an equivalent amount of carbon removals. Carbon removals from the
atmosphere can be achieved by restoring natural lands and soils, or through direct air capture and storage
technologies.
For the City, net zero will be achieved by decarbonizing rapidly and thereby reducing GHG emissions from
how people move around, how residents operate buildings, how goods are produced and manufactured,4
and how people consume materials and dispose of waste.
4 While consumption-based emissions (e.g. emissions from the manufacturing and transportation of items we use in our daily lives) are
not addressed in this analysis, the City is seeking to better understand and reduce these emissions through additional projects.
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2. Where We Are
Now
To understand where we need to get to as a city to achieve net zero, we need to know where we have been
and where we are now.
2.1 Where are we now?
Those living in and around Toronto have felt the city and the region change over time. They’ve felt the
winters get warmer and the weather get wilder. Toronto’s population continues to grow rapidly, and with it
the demand for transportation and housing. The cost of living has increased. These changes are taking place
in the context of rapid global change in technology, employment, and awareness of environmental
sustainability. All of these factors and many others influence how we as a society make decisions about our
collective future.
Each year, the City takes stock of its emissions in a GHG Inventory. The inventory tells a story about the total
GHG emissions community-wide, and the major sources of those emissions. In 2019, the most recent year
for which data are available, community-wide emissions were approximately 15.6 million tonnes (MT) of
carbon dioxide equivalent (eCO2). Buildings continue to be the largest source of GHG emissions in Toronto,
followed by transportation and waste. In 2019, an estimated 57 percent of GHG emissions across the
Toronto community come from buildings. These emissions stem primarily from burning natural gas to heat
space and water. Approximately 36 per cent of emissions come from transportation, with almost all of this
coming from burning gasoline in our personal cars. The remaining 7 per cent comes from waste, primarily
from landfills.
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Figure 1. Toronto’s GHG emissions (2019).
In 2019, community-wide emissions decreased 3.9 per cent from 2018, when Toronto emitted 16.2 MT eCO2
(Figure 2). This decrease was largely driven by a methodological change in counting waste emissions,
specifically, refining the emissions estimate calculation methods for two City-owned landfills. The largest
sources of emissions, buildings and transportation, remained largely the same in 2019. Transportation
emissions decreased by 2.8 per cent from 2018, with most of those emissions continuing to be from
gasoline used in passenger cars and trucks.
Figure 2. Toronto’s GHG emissions by sector from 1990 to 2019.
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City of Toronto Corporate Emissions
The City’s 2019 corporate emissions, or local government emissions, decreased 3.7 per cent relative to 2018
but remained stable as a share of community-wide emissions at about 5 per cent. The largest sources of
corporate emissions are buildings and transportation, particularly natural gas used in buildings, water
supply and wastewater treatment, and diesel used by TTC buses. Further detail on the City’s corporate GHG
emissions is available in the Greenhouse Gas Emissions Inventory 2019 report on the City's website.
Consumption-based emissions
Consumption-based emissions are an emerging area of research and action. Cities like Toronto consume
more than we produce, meaning we indirectly cause emissions elsewhere by purchasing goods and services
from other areas of the world. Currently, lifecycle (or consumption-based) emissions from the products and
services consumed by residents, businesses and institutions in Toronto are not included in the GHG
inventory. Work to define and calculate these emissions is being planned, and a consumption-based
inventory is anticipated to be completed and reported in 2023.
Lessons from the COVID-19 pandemic
It is possible that GHG emissions in Toronto decreased during the COVID-19 pandemic. Daily carbon dioxide
emissions around the world are estimated to have fallen by about 17 per cent by early April 2020, relative to
2019 average levels. The experience of COVID-19 is that a rapid and massive shift in human behaviour can
reduce GHG emissions but the pathway needs to be implemented thoughtfully to maximize co-benefits
such as improved air quality, enhanced employment opportunities and new economic activity.
2.2 Development of the Net
Zero Strategy
In 2017, Toronto City Council unanimously adopted TransformTO, Toronto’s climate action strategy, and set
the target of reducing GHG emissions by 80 per cent against 1990 levels by the year 2050. City Council
adopted an interim target of reducing community-wide GHG emissions by 65 per cent by 2030 from 1990
levels, and a short-term target of reducing GHG emissions by 30 per cent by the year 2020. The vision of
TransformTO is a low-carbon future that reduces emissions and achieves multiple community-wide
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priorities including poverty reduction, good quality jobs, healthy communities, and increased resilience to
extreme weather.
In October 2019, Toronto City Council declared a climate emergency, joining a global call to recognize the
urgency of the climate crisis, and adopted a stronger emissions reduction target for Toronto: net zero by
2050 or sooner.
In April 2020, the City established the Toronto Office of Recovery and Rebuild (TORR) to engage with
Torontonians on a city-wide approach for recovering and rebuilding from COVID-19. The results of TORR’s
work and extensive engagement was published in the COVID-19: Impacts and Opportunities report, which
provided recommendations for the City of Toronto and its agencies and corporations to support the
recovery and rebuild of communities, organizations, partners and businesses. This Net Zero Strategy
includes consideration of the extensive work done by TORR and City staff across the organization to ensure
the implementation of bold policies cross-corporately that enable an equitable low-carbon transition.
Development of this Net Zero Strategy began shortly after City Council approved the Climate Emergency
Declaration in 2019 and included several rounds of stakeholder and public engagement over the past three
years, an update of the TransformTO technical modelling to re-align with the more ambitious target of
achieving net zero emissions by 2050 or sooner, and collaboration internally and externally to identify those
climate actions that need to be implemented and accelerated in order to achieve the Council-approved 2030
target. The results of the modelling and engagement were used to identify a potential pathway for Toronto
to achieve net zero emissions, based on a collection of bold climate actions and available technologies.
2.3 Guiding Principles
TransformTO is guided by the following principles. It aims to create benefits for the community by designing
and implementing climate actions that:
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Figure 3. Guiding Principles for Toronto’s Net Zero Strategy.
2.4 Indigenous Worldview
This Strategy aims to include an Indigenous worldview through its implementation. This can be done in part
by asking big questions, such as "are we good ancestors?", and “how are we honouring the land, water, and
all our relations?” Through asking these questions, learning from Indigenous stories and expertise, and
having respectful, ongoing engagement with local Indigenous Peoples, the City aims to address climate
change as one part of advancing the reconciliation process.
Ways of marking progress and looking forward
This Strategy will seek to measure its progress and goals with an Indigenous lens. This means asking bigger
questions that go beyond climate mitigation as the work will not stop once the City of Toronto achieves its
2030 targets. For instance, how can we honour the land, water, and all our relations when implementing the
Strategy? We hope asking questions that embody seven generation thinking and an engagement plan that
embodies a good mind will create a safe place for an exchange of knowledge between nations in this unified
effort to address climate change.
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There are huge limitations when heavily relying on Western ways of knowing, decision making, and problem
solving. The Western worldview aims to be objective and is devoid of relationality which creates a limited
vision for a net zero future.
There are many lessons to be learned from creatures big and small as our survival is linked to the
appreciation and understanding of all our relatives who share the earth with us. The traditional stories of
Indigenous Peoples across Turtle Island contain a multitude of lessons about the importance of gratitude
and reciprocity.
This is one instance of how Indigenous knowledge and worldviews bring a way of looking at current realities
that goes beyond quantitative data. This Strategy will move forward in a way that incorporates Western and
Indigenous ways of knowing to create a resilient future without oil and gas. Luckily, we do not need to
reimagine “net zero” cities as they have existed in the past and still do.
MURAL TITLE: THE POWER OF THE LAND
The Power of the Land mural description by lead artist Philip Cote:
The Anishinaabe peoples have occupied this land for thousands of years creating a Land-Based Pedagogy to
communicate with the flora and fauna and beyond to the stars. The woodland designs are deeply connected to the
creation story of the Anishinaabe as this design with all its black lines speaks about the beginning of the Universe.
There is a wavelength that goes from the First Mans’ mouth to the First Woman’s mouth. This symbolizes
Indigenous communication across time, like our land-based teachings. It represents how stories are embedded in
the land and how our ancestors remind us of who we are, the animals, and plants continue to show how we are in
a relationship to all life across this land called Canada.
- Philip Cote, MFA, Elder and Ancestral Knowledge Keeper
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2.5 The Voice of the
Community
In recent years, the City consulted extensively with the public, stakeholders and relevant City Divisions,
Agencies and Corporations to receive input on key priorities and next steps the City and its partners should
take to address climate change. Key findings from this engagement are summarized in the following reports
available on the City’s TransformTO website:
● Equity and Engagement Report (2016)
● Indigenous Climate Action Report (2018)
● Final Report of Toronto's Reference Panel on Climate Action (2019)
● TransformTO Public Meeting Report (2019)
● TransformTO Getting TO Net Zero public consultation summary (2021)
The City launched TransformTO Getting TO Net Zero public consultations in the summer of 2021 to support
the development of the TransformTO Net Zero Strategy. The consultations featured web and social media
content, a video, Net Zero backgrounder, Community Discussion Guide, public survey and an online idea
board. Participants were asked to assist the City in prioritizing key climate actions in buildings, energy,
transportation and waste, as identified in previous consultations. During this process from late June to early
August, 2021, over 1,000 survey responses were received, 10 community discussions were held, and over
100 ideas were posted to the online idea board.
The results from this round of public consultation align well with the overall themes noted in the previous
consultations, listed above. The highest priority actions continue to be building retrofits and fuel switching,
support for the Toronto Green Standard sustainable design requirements, increased local renewable energy
generation, enhancements to public and active transportation, improved waste management, increased
tree canopy, and a greater emphasis on climate in decision making.
Similar to the previous TransformTO consultation results, participants continue to prioritize aggressive GHG
reduction targets and implementation strategies that encourage immediate climate action. There continues
to be considerable emphasis on ensuring that climate actions are equitable, particularly for seniors and
equity-deserving communities. Participants of this round of consultation also urged the City to consider the
impacts of the climate actions on affordability and the cost of living for Torontonians, particularly renters.
Many participants shared concerns about the potential for landlords and building owners to significantly
raise rents to make up the cost of retrofitting existing buildings. However, other participants noted they are
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willing to embrace the higher cost of goods and services if the increase in price is due to meaningful and
beneficial action on climate.
The key difference between the themes in this year’s consultation results and the previous results is the
sense of urgency. Responses received in 2021 are more action-oriented than in previous consultations.
Participants strongly believe that the City’s focus should be on implementing aggressive climate action and
utilizing financial incentives and disincentives, rather than prioritizing education and outreach. However,
participants still feel education and outreach are important tactics to continue.
Respondents continue to support the City’s investment in infrastructure but feel that it shouldn’t be limited
to transit and active transportation. For example, many respondents advise the City to invest in green
energy, low-carbon construction and to subsidize building retrofits and the maintenance of privately-owned
mature trees. Participants also acknowledge the importance of city-wide involvement – including individuals,
organizations and corporations – in developing and delivering on climate action to achieve the medium and
long-term TransformTO targets.
Also in 2021, a Net Zero External Advisory Group comprised of 25 diverse stakeholder organizations,
including youth organizations, provided input on draft elements of the Net Zero Strategy and equity
considerations. Participants provided advice at a virtual meeting through discussion and a virtual
whiteboard. In addition to providing sector-specific expert advice, participants emphasized the urgency of
ambitious action to meet 2030 targets, the need for an equitable approach to implementation, and the need
for collaboration, support, policies, and leadership by all levels of government and the private sector to
enable net zero.
Climate-related consultation was also conducted by the Toronto Office of Recovery and Rebuild (TORR), and
is identified in the COVID-19: Impacts and Opportunities Report. Through consultations conducted in the
summer of 2020, the TORR report identified climate considerations that should be included in the post-
pandemic recovery process, including a focus on resilience, equity, and building back better.
The feedback received from these consultations informed the development of the GHG emissions reduction
targets and prioritization of actions in this Net Zero Strategy. It also informed the technical GHG modelling
and identified opportunities to create health, economic, social, and resilience benefits.
Additional reports on public and stakeholder consultation are available on the City’s website at
http://www.toronto.ca/TransformTO.
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2.6 Where do we want to go?
Toronto’s future
When we achieve the TransformTO Net Zero vision together, Toronto will be a net zero-carbon city that
benefits all. It will be an equitable city where everyone has access to affordable transportation and quality
housing. It will be a prosperous city that is resilient to social, economic and environmental shocks and
stresses. It will be a net zero GHG city with clean air and a healthy community. We will achieve this success
through a respectful approach to the land, water, and air, collaboratively with the diverse communities
across Toronto.
This Strategy sets out a path to achieve this vision. The Strategy focuses on achieving an ambitious 2030
GHG emission-reduction target, a critical step on the path to net zero by 2040. To guide Toronto along the
path to net zero, the Strategy includes a series of interim targets as follows:
2030 OVERALL TARGET:
● 65 per cent reduction in community-wide greenhouse gas emissions by 2030 from 1990 levels
2030 TARGETS BY SECTOR:
● 100 per cent of new buildings are designed and built to be near zero greenhouse gas emissions
● Greenhouse gas emissions from existing buildings are cut in half, from 2008 levels
● 50 per cent of community-wide energy comes from renewable or low-carbon sources
● 25 per cent of commercial and industrial floor area is connected to low carbon thermal energy
sources
● 75 per cent of school/work trips under 5km are walked, biked or by transit
● 30 per cent of registered vehicles in Toronto are electric
● Identify pathways to more sustainable consumption in City of Toronto operations and in Toronto's
economy
● 70 per cent residential waste diversion from the City of Toronto’s Integrated Waste Management
System
2030 LEAD BY EXAMPLE TARGETS:
● City of Toronto corporate greenhouse gas emissions are reduced by 65 per cent over 2008 base year
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● All City Agency, Corporation and Division-owned new developments are designed and constructed
to applicable Toronto Green Standard Version 4 standard achieving zero carbon emissions,
beginning in 2022
● Greenhouse gas emissions from City-owned buildings are reduced by 60 per cent from 2008 levels;
by 2040, City-owned buildings reach net zero greenhouse gas emissions
● All City-owned facilities have achieved zero waste
● Generate and utilize 1.5 Million Gigajoules of energy from biogas
● Approximately 107,700 tonnes CO2e per year are reduced through Organics Processing with
Renewable Energy and Landfill Gas Utilization
● 50 per cent of the City-owned fleet is transitioned to zero-emissions vehicles
● 50 per cent of the TTC bus fleet is zero-emissions
● Greenhouse gas emissions from food the City of Toronto procures are reduced by 25 per cent
2025 TARGET:
● 45 per cent reduction in community-wide greenhouse gas emissions by 2025 from 1990 levels
The actions the City will take with its partners in the short term to put Toronto on track to reach these
interim targets, and ultimately net zero carbon emissions, are outlined in the Short-Term Implementation
Plan 2022-2025 which is included below in this Strategy. The Implementation Plan actions are also outlined
sector-by-sector throughout the Strategy.
Following this path and reaching a net zero Toronto that benefits all will require immediate and sustained
transformational action at a remarkable scale and pace. This will only be achieved through collaboration by
all parties: all levels of government, the private sector and the community.
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2.7 The COVID-19 Pandemic
and Lessons for the Climate
Emergency
COVID-19 brought a powerful reminder that the everyday stresses that Torontonians face are significantly
exacerbated by external risks emerging from the natural world. Climate change has long been recognized as
a disruptive force that could undermine Toronto’s efforts to build prosperity, equity and well-being.
The pandemic has highlighted some of the unique opportunities and challenges associated with tackling a
local, national and global emergency, such as the need for common objectives, dedicated resources, good
data, and close collaboration among all levels of government, the private sector and the community. It has
shown the scale of mobilization necessary, and what we as a society are capable of even under time frames
unimaginable prior to the current pandemic. A similar scale and pace of response and collaboration are
needed to address the challenges and opportunities we continue to face in the global fight against climate
change.
The intersection of COVID-19 and climate change compounded stresses and risks for many people. COVID-
19, like climate change, disproportionately impacts lower income residents. For instance, many people who
were off work at home due to COVID-19 closures experienced the summer’s extreme heat in apartments
without air conditioning. The impact of extreme heat was amplified due to COVID-19 closures, and the
unavailability of many cooling locations such as recreation centres, malls, and initially pools. Lower-income
residents are less likely to have the type of employment and home environment that allowed work and
income to continue from home and exposed them to elevated risks of COVID-19 transmission in their
employment situations. The pandemic highlighted the need to consider compound stresses and to have a
central focus on equity when addressing the climate emergency.
The Net Zero Strategy is consistent with the recommendations of the Toronto Office of Recovery and
Rebuild. Both emphasize the need to move Toronto forward (to build back better) rather than simply
returning to the pre-COVID-19 state.
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3. A Pathway to Net
Zero
To understand how Toronto can reach net zero, the City undertook technical modelling to figure out what
changes need to take place in our city, and how much of each major change is required to reach our goals.
Financial costs and savings were assessed, and other benefits of GHG-reduction actions were explored.
3.1 Technical Analysis
A model was used to explore pathways to net zero GHG emissions. The model uses demographic, building,
transportation, waste, and energy data to calculate city-wide energy and emissions and to track how these
change over time when specific policies or actions are implemented.5 The model also calculates financial
impacts, including fuel costs, operations and maintenance costs, capital investments, and the price of
carbon emissions. The modelling enabled us to understand the GHG impact of various activities, and the
impact of taking or delaying action.
The modelling results provide a clear picture of several possible paths forward (Figure 4). Only the Net Zero
by 2040 (NZ40) pathway provides a response to the climate emergency that is robust enough to meet or
exceed the City’s 2030 GHG target. To meet this target, GHG emissions need to decline by nearly 1 million
tonnes of CO2 per year over the next eight years. This is equivalent to electrifying 200,000 single-family
homes (using heat pumps) every year. The modelled actions in the NZ40 pathway are outlined later in this
report, providing a pathway for Toronto to achieve net zero emissions by 2040.
5 The modelling method and results are described in detail in the Net Zero Technical Modelling Report
(Sustainability Solutions Group, 2021), available on the City’s website at TransformTO.
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Figure 4. Overview of the net zero modelling process.
MODELLING PROCESS
The net zero modelling process followed a series of steps in which the following questions were asked:
● STEP 1: What are the current conditions? These are the conditions in the base year from which the
analysis started.
● STEP 2: What happens if the City makes little to no additional effort or investment in climate action?
This is the Do Nothing Scenario.
● STEP 3: What happens if the City implements current plans that are already approved? Approved
projects considered include district energy expansion, transit expansion, personal vehicle and City
fleet electrification and the Toronto Green Standard (TGS). This scenario shows the benefit of
approved plans, and the future trajectory that Toronto would be on, given current approved plans
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and authorities, without implementation of the Net Zero Strategy. This is the Business as Planned
(BAP) scenario.
● STEP 4: What actions can reduce GHG emissions in Toronto?
● STEP 5: What happens if these actions are implemented? This is the Net Zero by 2050 Pathway
(NZ50).
● STEP 6: What happens if these actions are implemented more quickly? This is the Net Zero by 2040
Pathway (NZ40).
● STEP 7: What GHG emissions remain after the actions are taken? Most of the remaining GHG
emissions are the result of burning natural gas to generate electricity.
SOME KEY OBSERVATIONS FROM FIGURE 4 ARE:
● No scenario will be able to reach net zero through actions alone; a remaining residual will need to be
“zeroed” out by the purchase of carbon offsets, renewable energy credits or through carbon
capture/storage technologies
● The BAP scenario, our current trajectory, will not achieve existing 2030 City Council adopted GHG
target of 9 million tonnes of CO2e
● Today, Toronto's emissions are approaching the 80 x 50 trajectory, City Council's existing target of an
80 per cent reduction by 2050 from 1990 levels. Significant additional, new actions and authorities, as
outlined in the Net Zero Strategy, are needed to reduce Toronto's future emissions from the BAP
scenario to meet the 2030 target and any of the low-carbon trajectories.
● Only the most ambitious net zero by 2040 pathway will put Toronto on a sufficient enough trajectory
to reach Toronto's 2030 target of 9 million tonnes CO2e emitted that year
3.2 Investing in a Net Zero
Toronto
Implementation of the 2040 and 2050 Net Zero pathways requires investments in building retrofits,
renewable energy, electric vehicles and other zero emissions technologies and infrastructure. These
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investments result in energy savings (for example, homes use less energy) and revenue generation (selling
power from electricity generation or district energy).6
Figure 5: Investments and savings relative to Toronto’s projected GDP to scale, 2021-2050.
Investing in the future
When the annual investments and savings are summed up for each year, the result is a curve as illustrated
in Figure 6. The annual investments in NZ40, setting aside financial returns, total approximately 5 per cent of
Toronto’s annual GDP for a decade, before declining to zero. After 2040, savings start to exceed costs on an
annual basis.
6 The modelling method and results are described in detail in the Net Zero Technical Modelling Report
(Sustainability Solutions Group, 2021), available on the City’s website at TransformTO.
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Figure 6. Net annual community-wide costs/savings (if the blue line is above 0, there is a net
annual cost, and when the blue line goes below 0, there is a net annual saving).
NZ40 costs less than NZ50
When all the costs and savings are added up the NZ40 pathway costs less than the NZ50 pathway. In other
words, achieving net zero by 2040 does not imply a financial penalty over achieving net zero by 2050; rather,
additional savings can be harvested. Reducing emissions more quickly means that the City can collect the
financial benefits of the avoided carbon costs and avoided energy costs more quickly.
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3.3 Benefits of Climate Action
Figure 7. Key actions and key benefits to reducing GHG emissions.
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Multiple Benefits
Decarbonizing the city will require new investments that provide multiple benefits, such as improved well-
being and quality of life, and new business and job opportunities. Many of the proposed actions not only
achieve GHG emissions reductions, they synergistically support other City objectives, such as improved
economic development, health and equity outcomes, and climate resilience.
The Outcomes of Climate Investments to Advance
Equity
TransformTO is grounded in the idea that reducing GHG emissions is not only necessary to avoid the worst
effects of climate change, but that climate actions can also achieve multiple community-wide objectives.
The impacts of climate change will be felt by all Torontonians, however not everyone will be impacted
equally. Climate change is amplifying the vulnerability of some people including those with low incomes,
Indigenous Peoples, 2SLGBTQ communities, undocumented individuals, immigrants and refugees, women,
seniors, children, people with disabilities, and racialized people. People in these groups often have less
power and access to resources and infrastructure, and poverty and marginalization leave people vulnerable
to rising energy, food, and housing costs.
These circumstances limit one’s ability to invest in preparing for the impacts of climate change, such as
preparing one’s home to withstand extreme heat, or flooding from extreme rain. These vulnerabilities also
reduce one’s ability to rebuild after a climate-related event, for instance a failed garden crop due to heat
and drought, spoiled food after a power-outage due to extreme weather, or flood damage from extreme
rain. Without supports, marginalized people also have fewer resources with which to participate in the
transformation to a net zero future, such as investing in building upgrades and renewable energy.
The City is committed to designing climate actions to maximize their benefit to equity-deserving and
vulnerable groups by applying an equity lens to program design. For instance, populations with a lower
socio-economic status face intersecting barriers and disadvantages. Lower-income Torontonians tend to live
in poorer-quality housing which reduces quality of life, costs more to heat, and has reduced access to
cooling such as air conditioning, recreational facilities, and shady greenspace. These neighbourhoods are
more likely to have lower levels of transit accessibility and active transportation infrastructure. As noted in
the Toronto Poverty Reduction Strategy, poverty in Toronto is gendered, racialized, and geographically
concentrated. Climate action presents opportunities to develop a more equal and inclusive city by improving
building quality, increasing access to transportation infrastructure, creating economic benefits for equity-
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deserving communities, reducing household costs, improving quality of life, and increasing access to daily
needs including employment options.
In terms of the cost of living, the Net Zero technical modelling indicates that average household energy
costs decrease in the Net Zero pathway. In 2050 in the Net Zero pathways, households will be more efficient
and, on average, energy costs will be 70 per cent less per month (energy and transportation combined),
compared to the Do Nothing Scenario. These savings can be used to finance the building retrofits and
electric vehicles. Lower household energy expenditures are particularly meaningful for lower-income
households where energy and transportation costs make up a larger proportion of expenses. During Net
Zero Strategy implementation, care will need to be taken to ensure equitable distribution of benefits and
costs, such as ensuring that the cost of housing improvements does not overburden renters, and that those
in rental housing receive the benefits of lower energy costs.
Taking responsibility today for managing climate change will alleviate some of the pressure on future
generations, another important aspect of an equitable approach. One method for reflecting the impact of
climate change on society is the social cost of carbon (SCC). The SCC metric sums the quantifiable costs and
benefits resulting from each tonne of carbon dioxide on society, and includes assumptions about the future,
such as population size, economic growth, and the rate and impact of climate change. The Net Zero
technical modelling determined that the cumulative Social Cost of Carbon of the Do Nothing Scenario for
Toronto between 2020 and 2050 is $94 billion. Implementing the Strategy to reach net zero by 2040 will
reduce the Social Cost of Carbon to $35 billion, significantly reducing the burden of climate change on future
generations (see TransformTO Net Zero Technical Modelling Report for details).
Toronto is actively working to ensure our programs and policies address the disproportionate impacts of
our changing climate on equity-deserving groups and future generations. Using the TransformTO guiding
principles and following a framework for equitable design and implementation of climate actions and
programs will help to ensure that the transition to a net-zero Toronto occurs in a way that enhances equity,
maximizes public benefit, and minimizes harms.
Health
Torontonians care deeply about health and well-being. In 2018, a City of Toronto commissioned survey of
residents found that 91 per cent believe climate change threatens our health and well-being and that
everyone needs to take steps to reduce their GHG emissions. The COVID-19 pandemic has shown us that
our environment impacts our health and well-being, from the air we breathe, to the places we live and work,
to the transportation choices we make every day. Taking action to reduce GHG emissions in Toronto
benefits our health in many ways.
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Less Air Pollution through Fuel Switching
Burning fossil fuels to heat our buildings and run our vehicles emits GHGs that cause climate change.
Burning fossil fuels also releases air pollutants, such as particulate matter, nitrogen oxides, carbon
monoxide, and volatile organic compounds, and can create ground-level ozone, all of which adversely
impact human health. Air pollution causes cardiovascular and respiratory health problems; affects birth
outcomes and brain development and function; and is linked to cancer, chronic diseases including diabetes,
and other illnesses. Toronto Public Health has estimated that air pollution in Toronto from all sources gives
rise to 1,300 premature deaths and 3,550 hospitalizations annually.
Pursuing a Net Zero pathway will see a 99 per cent reduction in local fossil fuel combustion compared to the
status quo. This reduction comes from switching vehicles and building heating systems to electric sources.
The Net Zero pathway will dramatically reduce local sources of the GHGs that cause climate change and air
pollutants that harm our health.
Air quality benefits alone could total $750 million per year
The Net Zero pathway generates a broad range of societal benefits with direct and indirect financial benefits
which are in addition to the financial analysis described in this report. For example, improved air quality as a
result of electrifying transportation could deliver health benefits valued at nearly $750 million per year.7
Improved indoor air quality in dwellings and office space as a result of building retrofits will reduce health
care costs and absenteeism at work. Reduced air pollution from the combustion of fossil fuels (on roads, in
houses, and in electricity generation) will reduce asthma and chronic obstructive pulmonary disease (COPD).
Increased walking and cycling will reduce heart disease.
Net Zero Transportation
Motor vehicles are the greatest local source of air pollution emitted in Toronto. Toronto Public Health has
estimated that air pollution from internal combustion engine (ICE) vehicles in Toronto is responsible for 280
premature deaths and 1,090 hospitalizations in the city each year, as well as greater numbers of less severe
effects such as asthma symptom days.
Toronto currently has 1.1 million passenger vehicles and 121,000 commercial vehicles, most of which are
powered by internal combustion engines (fossil fueled). With a rapidly growing population, these numbers
7 Calculated based on this study: Choma, E. F., Evans, J. S., Hammitt, J. K., Gómez-Ibáñez, J. A., & Spengler, J. D. (2020).
Assessing the health impacts of electric vehicles through air pollution in the United States. Environment International,
144, 106015. For more information, the Net Zero Technical Modelling Report (Sustainability Solutions Group, 2021),
available on the City’s website at TransformTO.
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are predicted to continue increasing. In Toronto, modelled air quality is markedly worse in areas near major
highways and arterial roads such as along Highway 401 and downtown. Research in cities indicates that in
general adverse health impacts from air pollution rise with proximity to major roadways, creating an
inequitable health burden for those who live, work, play and learn near major roads. This traffic-related air
pollution and its health effects will be improved with increased active transportation, transit ridership, and
switching to electric vehicles.
OTHER TRANSPORTATION-RELATED HEALTH BENEFITS OF THE NET ZERO STRATEGY
INCLUDE:
● A completely electrified transportation system could benefit mental and physical health by
substantially reducing noise pollution and associated annoyance and sleep disturbance.
● A modal shift to electrified public transit can improve cardiovascular and respiratory health by
promoting walking to and from transit stops, decreasing personal vehicle use, and reducing
associated tailpipe air pollutants.
● Expanded active transportation infrastructure promotes walking and cycling, which can improve
cardiovascular health and reduce the occurrences of premature mortality, diabetes and cancers.
● Expanded and improved active transportation infrastructure can lead to mental health benefits from
increased physical activity.
Healthy Buildings
Toronto Public Health indicates that the residential and commercial building sectors together are the
second greatest contributor to health impacts of air pollution from sources in Toronto and are responsible
for approximately 28 per cent of premature deaths and 20 per cent of hospitalizations arising from pollution
emitted in Toronto. This is primarily from burning natural gas to heat homes and buildings and to heat
water. As the City implements clean heating and switches to electric and renewable energy, society benefits
from lower GHG emissions and air pollutant emissions.
Over 80 per cent of the floor space that will exist in 2050 has already been built. This means that to reach
the City’s net zero goals, upgrading existing buildings is even more important than new net zero buildings.
BUILDING-RELATED HEALTH BENEFITS OF IMPLEMENTING THE NET ZERO STRATEGY:
● Building energy retrofits can reduce outdoor air pollutants associated with natural gas and as a
result, benefit physical health.
● Building retrofits can benefit the physical and mental health of residents by improving indoor air
quality and reducing dampness and exposure to noise. People typically spend 90 per cent of their
time indoors, so the condition of these spaces is important.
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● Improvements to insulation of poorer quality homes can improve the physical and mental health of
vulnerable populations by improving thermal comfort and reducing energy poverty.
Managing Extreme Heat
Both the duration and intensity of heat waves are projected to increase with climate change. By 2040-2050,
Toronto will experience approximately 66 days per year with maximum temperatures above 30°C. Hot
weather is associated with health impacts ranging from heat stroke to more serious effects, such as
cardiovascular-related morbidity and mortality. Groups more at risk from extreme heat can include isolated
adults and seniors, individuals who are experiencing homelessness or are under-housed, people with
chronic illnesses, and infants and young children. Building practices that reduce the heat absorption of roofs
and hardscape materials and enhance greenspace, can help to reduce urban heat. These strategies together
with building retrofits that improve the building envelope, insulation and ventilation; and community
resilience supports for vulnerable people; can reduce the risk of heat-related illness and death.
Greenspace
An important component of any climate action plan is the enhancement of green space, especially in areas
of the city that lack significant parkland and tree canopy cover. Urban greenspace is linked to increasing
active leisure, which has been found to improve cardiovascular and mental health and reduce obesity and
cancer, and contribute to a sense of community and social cohesion. These benefits, plus removal of air
pollutants by the tree canopy, will be enjoyed by residents as the tree canopy increases and greenspace is
enhanced, particularly in areas currently lacking an equitable share of greenspace.
Climate Resilience
In June 2019, Toronto’s Resilience Strategy was launched after two years of collaboration and input from
residents and organizations across the city. One of the major goals of the Resilience Strategy is to
institutionalize resilience into the City’s decision-making and demonstrate leadership on resilience, including
integrating climate resilience into TransformTO. In October 2019, City Council directed the integration of
resilience into TransformTO (Report 2019.MM10.3). Implementation of the Net Zero Strategy will consider
the four priority actions identified in the Resilience Strategy:
● HOME RESILIENCE: Support homeowners and renters to prepare their homes for shocks.
● VERTICAL RESILIENCE: Enable wide-scale change in apartment towers to improve resilience through
the improvement or retrofit of apartment towers and units.
● NEIGHBOURHOOD RESILIENCE: Enhance the capacity of neighbourhoods to prepare for and
recover from shocks through grassroots action and network building.
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● FLOOD RESILIENCE: Centralize resources towards a city-wide flood planning and prioritization tool.
An important consideration in the implementation of this Net Zero Strategy is that increased reliance on
electricity for transportation and heating of buildings could mean more vulnerability if the electricity supply
is for any reason jeopardized. Key resilience strategies in the near and long term will need to focus on
ensuring a continuous and reliable supply of electricity to homes, businesses and institutions. Reduction of
electricity consumption and demand management to reduce pressure on the current grid capacity and
distribution network, and the diversification of electricity generation through widespread local renewable
energy and storage, will be critical to meet the increased demand for electricity forecasted in this Strategy.
City staff are working with electricity sector organizations such as the Independent Electricity System
Operator and Toronto Hydro to better understand the risks and opportunities and plan accordingly.
Collectively we need to understand what will be necessary to protect these and other related assets against
extreme weather events.
BY IMPLEMENTING THE NET ZERO STRATEGY, NUMEROUS RESILIENCE IMPROVEMENTS
FOR TORONTO WILL BE REALIZED:
● Safer buildings during extreme weather (flooding, extreme heat/cold), as older buildings are
retrofitted.
● Homes that can keep the lights on during power outages, once outfitted with renewable energy and
storage or connected to district energy systems.
● Decreased stress on water and wastewater systems, as a result of retrofits and more stringent
efficiency standards for new buildings.
● Less urban heat island effect and flood stress, as a result of enhanced greenspace and tree canopy.
● More back-up power, from electric vehicles.
Prosperity
Climate change, climate resilience, and the economy are deeply connected. Recent events, including the
COVID-19 pandemic and increasing incidents of extreme weather, have demonstrated the impacts that
unexpected events can have on the economy. Conversely, the historic and current economic systems
centred on resource extraction and continued fossil fuel use have had a catastrophic impact on our planet.
Climate action has already strengthened Toronto's economy. Toronto's green industries are one of the
fastest growing sectors of Toronto's economy. The sectors’ employment continues to grow at a rate twice
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as fast as the overall employment in Toronto (3.9 per cent vs. 1.6 per cent annually between 2015 - 2019)
and contributed an estimated $6.55 billion to the local GDP in 2018.8
CLIMATE ACTION CAN GENERATE ECONOMIC BENEFITS IN THE FOLLOWING WAYS:
● Generating direct, indirect and induced jobs.
● Lowering household and business energy demand, thereby saving costs, freeing disposable income
for re-investment in the economy and improving business competitiveness.
● Protecting households and businesses against energy price volatility.
● Generating overall economic output (GDP) and associated tax revenue.
● Mitigating future climate impacts that will be costly to society, and reducing the cost of adaptation
by acting early.
● Improving public health, and therefore productivity, through improved indoor and outdoor air
quality, reduced noise and improved building comfort.
Driving toward net zero emissions helps position Toronto's economy for the jobs and growth industries of
today and tomorrow. The Canadian Institute for Climate Choices recently examined more than 60 possible
pathways for Canada to reach net zero by 2050 and found that Canada's GDP grows substantially in all
possible pathways, and that on average, Canadians' incomes will rise.
By 2030, green industries are projected to employ 639,200 Canadians across clean transportation (363,700),
clean energy supply (111,100), clean buildings (110,600), grid infrastructure (29,900) and industry (24,000).
The highest concentration of jobs would be located in Ontario (220,700).9
The modelling for Toronto shows that aggressive climate action (net zero by 2040) adds a net of 1.2 million
person-years of employment over the Do Nothing scenario between 2020 and 2050—an average of 40,000
per year. Two of the largest sources of clean energy jobs are in the sectors that generate Toronto's largest
amount of emissions (transportation and buildings). In other words, there are opportunities to advance
multiple City and society objectives while simultaneously achieving deep GHG emissions reductions,
creating a win-win-win scenario.
8 greentechtoronto, 2020. https://torontogreenindustries.home.blog/2020/06/23/economic-data/
9 Clean Energy Canada, 2021. The New Reality.
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Figure 8: Person-years of employment generated as a result of the investments in the Net Zero
by 2040 pathway.
Achieving net zero emissions in Toronto depends largely on an energy transition from fossil fuels to non-
polluting alternatives. For households, the energy transition will be experienced most directly in how we
heat and cool homes, and how we move around the city. Household expenditures on energy—natural gas,
electricity, gasoline, and diesel—are projected to decline in the Net Zero pathways. The Net Zero pathways
involve shifting away from natural gas and gasoline to electricity, a more costly energy source. The increased
cost, however, is offset by the increased efficiency of homes as required by building codes and the high
efficiency of electric vehicle motors as compared to internal combustion engines. The carbon price also
adds to the cost of using fossil fuels for heating and transport.
In the Net Zero pathways, an average household in 2050 spends less on fuel and electricity (household
energy and transportation expenditures) than they would have in the Do Nothing scenario. Depending on
the business, policy and financing strategies used in the implementation of the GHG reduction actions,
these savings will be partly offset by the incremental capital expenditures required.
The Net Zero pathways show the share of Canadian households' income spent on energy services (home
heating, electricity and transportation) can decrease by an average of 70 per cent, with an average reduction
of nearly $1,500 per household per year compared to the status quo. These savings can be used to finance
the capital costs of retrofits and the incremental costs of electric vehicles.10
10 The modelling method and results are described in detail in the Net Zero Technical Modelling Report
(Sustainability Solutions Group, 2021), available on the City’s website at TransformTO.
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Similarly, after the capital costs are paid back, local businesses will see a 32 per cent decrease in fuel costs
to heat and cool their buildings due to efficiency improvements from building envelope retrofits and from
replacing heating and cooling systems with heat pumps. This frees up money for other purposes such as
improving business competitiveness or for reinvestment in the economy. Reduced household costs for
energy and transportation also represent opportunities for residents to spend money locally, resulting in
more resilient neighbourhoods. Other benefits to the local economy are seen from changing travel patterns
and modes in the Net Zero pathways, resulting in more visits to and spending at local shops.
The economic transition away from fossil fuels is stimulated in part by the price on carbon. In the Net Zero
technical modelling, the carbon price is projected to climb to $170/tCO2e by 2030. This has the impact of
increasing the cost of gasoline and natural gas relative to electricity. As a result, gasoline will be more
expensive than electricity on a per-unit-of-energy basis by 2028. This benefit is compounded by the fact that
electric vehicles can go further per unit of energy than gasoline vehicles. Similarly, heat pumps are three
times more efficient than natural gas heating, and home heating with an electric heat pump becomes more
affordable than heating with natural gas in 2027.
The Net Zero pathway reduces transportation costs for households and increases accessibility to
destinations as transit is expanded, which is particularly beneficial for households for which transportation
costs are a larger share of their disposable income. Energy costs are also reduced for households that pay
for energy, either directly or indirectly as renters, but these benefits may not occur in the first or second
decade, depending on how the retrofits are financed. Because the pathways involve investments, the
mechanisms for financing the pathways could generate disproportionate returns for investors, which could
exacerbate inequality.
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4. Net Zero Targets
& Actions
This Strategy focuses on achieving the City’s ambitious 2030 overall target and setting a course for net zero
GHG emissions community-wide by 2040. The Strategy also includes an 2025 interim target to emphasize
the work that needs to be done immediately to get Toronto onto the net zero pathway.
2030 OVERALL TARGET:
● 65 per cent reduction in community-wide greenhouse gas emissions by 2030 from 1990 levels
2025 TARGET:
● 45 per cent reduction in community-wide greenhouse gas emissions by 2025 from 1990 levels
The Strategy identifies 2030 emission reduction targets for each major source sector, such as buildings and
transportation, and short-term actions to put Toronto on the path to net zero GHG emissions. Reaching
these interim goals and net zero by 2040 will require bold action across all sectors, and cooperation and
commitment from all levels of government, the private sector, and the community.
The Net Zero Strategy technical modelling shows one of several possible paths to achieve net zero GHG
emissions. The technical analysis and modelling show that we can achieve net zero GHG emissions by 2040
by addressing all sectors at once (Figure 9). The following pages provide an overview for each sector. More
detail on the technical modelling is available in the Net Zero Technical Modelling Report, available on the
City’s TransformTO web page.
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Figure 9. Net Zero by 2040 Pathway Wedge Summary: The relative impacts of the key actions
modelled.
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4.1 Buildings
Benefits of climate action: HEALTH, EQUITY, RESILIENCE, PROSPERITY
According to Toronto’s most recent Greenhouse Gas Inventory, 57 per cent of local GHG emissions come
from the energy used in our buildings. Buildings are a source of GHGs when using fossil fuels for heating,
cooking and other end-uses, and during manufacturing and construction. Natural gas for heating continues
to be the largest source of emissions, accounting for approximately 50 per cent of all GHG emissions in
Toronto.
To achieve our net zero goal, we need to make a number of changes in our buildings, increasing energy
efficiency and shifting from natural gas to clean and renewable electricity.
Modelled Pathway & Emissions Impact
The modelling demonstrates the scale of activity needed to transform buildings and reach net zero by
2040.11 The modelled pathway to net zero by 2040 involves new homes and commercial buildings being net
zero GHG emissions in the near term. New buildings are constructed with near-zero emissions and use low-
carbon materials. Existing homes and commercial buildings need to be retrofitted (renovated) for energy
savings by 2050 to reduce their energy consumption and switch to low-carbon energy sources. For instance,
we need to switch from natural gas furnaces to heat pumps for space heating in our homes and other
buildings. In the modelled pathway, the use of natural gas in buildings is phased out by 2040. On this
pathway, all of these activities need to be taken together in order to achieve our goal (Figure 10).
11 The modelling method and results are described in detail in the Net Zero Technical Modelling Report
(Sustainability Solutions Group, 2021), available on the City’s website at TransformTO.
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Figure 10. Emissions from buildings under the Net Zero by 2040 pathway.
Implementing the modelled actions, above, would mean 134 MtCO2e fewer emissions emitted in Toronto
between 2020 and 2050, and an 87 per cent reduction in emissions from buildings over that time (Figure
11). Nearly 90 per cent of these reductions come from electrification of space and water heating.
Figure 11. GHG emissions from buildings.
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2030 Interim Targets & Actions
Meeting our longer-term net zero GHG goal will depend on Toronto’s ability to get on that path by meeting
2030 targets.
THE NET ZERO STRATEGY SETS THE FOLLOWING 2030 TARGETS FOR BUILDINGS:
● By 2030, 100 per cent of new buildings are designed and built to be near zero GHG emissions
● By 2030, GHG emissions from existing buildings are cut in half, from 2008 levels
Achieving these 2030 targets and net zero emissions will take leadership and involvement from all levels of
government, the private sector, and the community. The City of Toronto’s short-term actions to achieve
these targets includes those outlined in the table, below. A more detailed description of planned actions is
available in the Short-Term Implementation Plan 2022-2025, attached to this Strategy.
Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resilien
ce
Prosperi
ty
1 Ensure near zero emissions for
all new construction
Buildings are the greatest source of GHG emissions
in Toronto. Net zero buildings are critical to
achieving a net zero Toronto. Building emissions
primarily come from burning natural gas to heat
space and water.
2 Evaluate and limit impacts of
embodied carbon in
construction
All materials and construction methods have an
impact on our city. Using low-carbon materials, such
as wood, and using low-carbon construction
techniques, will reduce our impacts on the
environment.
3 Advance Implementation of
the Net Zero Existing Buildings
Strategy.
(Please refer to the Net Zero
Existing Buildings Strategy,
adopted by City Council in July
2021, for a detailed short-term
implementation plan.)
Buildings are the greatest source of GHG emissions
in Toronto, accounting for about 57 per cent of total
community-wide emissions (based on the 2019 GHG
inventory). Natural gas accounts for 92 per cent of
emissions from buildings. Residential natural gas
use alone accounts for 54 per cent of building
emissions. These statistics highlight the need to
reduce natural gas use in buildings to meet future
emissions targets.
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Discussion
Buildings are the largest source of GHG emissions in the city, accounting for 57 per cent of emissions.
Natural gas for heating continues to be the largest single source of emissions, accounting for approximately
50 per cent of all GHG emissions in Toronto.
To meet our 2030 reduction targets, we need to focus on ensuring new construction has near-zero
emissions and uses low-carbon materials. We also need to make a number of changes in our buildings by
increasing energy efficiency and occupant comfort and shifting from natural gas to clean and renewable
electricity. The City’s Toronto Green Standard Zero Emissions Buildings Framework sets us on a path from
today’s building practices to a near-zero emissions level of performance by the year 2030.
In the coming years, we will require more skilled workers with the knowledge to build net zero buildings and
transform existing buildings through deep retrofits and fuel switching. We will also need lower carbon
materials and new, faster ways of delivering these skills, materials and services on a large scale.
Taking action in the buildings sector means making sure no-one is left behind and housing is affordable and
healthy. It is evident that retrofitting to net zero will require considerable upfront costs. The main challenge
in the residential sector is to prevent or minimize these costs being passed down to tenants and occupants,
which could exacerbate housing affordability challenges in Toronto. These affordability challenges are often
felt most by Toronto's equity-deserving groups. Consideration should also be given to affordability concerns
in the commercial buildings sector, where local business owners may face increased costs of building
upgrades that will impact their bottom line. Transforming Toronto's buildings will need to be done in a way
that ensures people can afford to live in their homes and local small businesses can thrive.
New Development and the Toronto Green Standard
Every new building that is constructed today will contribute to Toronto's climate future. Buildings built
today will contribute to Toronto's emissions for their entire lifespan. Builders and owners can avoid costly
retrofits by ensuring buildings that are constructed today are built to the highest possible performance
standards.
For new construction buildings in the community, Council has recently adopted new energy performance
measures in Toronto Green Standard Version 4 that will commence on May 1, 2022 and keep Toronto on a
pathway to high performance low emissions new construction by 2030 based on absolute performance
targets related to GHG emission limits, energy use intensity and thermal energy demand intensity.
This latest version of the Toronto Green Standard advances requirements for building energy and GHG
reduction and electric vehicle parking, and introduces tracking of embodied emissions in building materials
used in construction. It addresses resilience through enhanced green infrastructure to manage stormwater
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runoff, reduce urban heat island impacts and promote biodiversity, including extensive and higher
performance green roofs, bioswales, rain gardens, native pollinator species plantings and a new
requirement for ”green streets” (roads or streets that incorporate green infrastructure).
Embodied Carbon in Construction
Embodied carbon has become an area of focus in mitigating climate change with some leading jurisdictions
and the federal government moving towards setting performance targets and requirements. As buildings’
operational energy performance requirements become more evolved over time, the "upfront" energy and
emissions of extraction and processing building materials become more prominent within the buildings'
overall emissions profile from "cradle" (materials sourcing) to "grave" (decommissioning and demolition).
Studies indicate that embodied emissions in construction materials can account for up to 80 per cent of a
large building’s total emissions from extraction to decommissioning. Due to the emerging nature of this
work, more data is needed on local projects to understand the benchmark level of emissions from typical
Toronto region buildings in order to set performance targets.
A new requirement has been added in the latest Toronto Green Standard update that requires Tier 2 and 3
projects to conduct a materials emissions assessment of the upfront embodied carbon of structural and
envelope components, and to calculate the embodied carbon and the carbon sequestration within
landscape designs. These requirements recognize the importance of the carbon footprint of building
materials.
The City is also undertaking a number of studies on embodied carbon funded by The Atmospheric Fund to
assess embodied construction materials impacts. These studies will establish benchmarks by building type,
in order to share with other Greater Toronto and Hamilton Area (GTHA) municipalities and to set specific
targets for performance within the Toronto Green Standard.
Existing Buildings
CRITICAL STEP TO REACH THE 2030 GHG REDUCTION TARGET:
Establish performance targets for existing buildings – Toronto intends to establish mandatory emissions
performance reporting, disclosure, and emissions performance targets for buildings so we can better
understand and limit emissions from our homes and buildings. These mandatory targets will be preceded
by voluntary targets. Catalyzing the electrification of building heating systems, as a preferred alternative to
the use of fossil-fuel heating systems, will be key.
In order to meet the council-adopted 2030 GHG reduction targets, emissions from buildings need to be
dramatically reduced in the next eight years.
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Retrofitting existing buildings to net zero poses a significant challenge due to the diversity of buildings by
age, size, system and type. To achieve the target of reducing GHG emissions by half, over 2008 levels,
Toronto will need a massive scaling up of deep retrofits and fuel switching in the coming years.
Recognizing that existing buildings are the single largest source of emissions in Toronto, the City has been
focused on finding ways to accelerate action in this sector in the past few years. Immediate action and
investment in early adoption is required.
In July 2021, City Council passed the Net Zero Existing Buildings Strategy (ExB Strategy), which sets out a
plan to decarbonize all existing residential, commercial, and institutional buildings by 2050. Accelerating this
work to 2040 will entail significant challenges and require resources and a transformational level of support
and collaboration from other levels of government and other sectors.
The ExB Strategy was informed by technical modelling, extensive stakeholder engagement, and a review of
energy and emissions reduction policies and best practices in other jurisdictions.
KEY INSIGHTS INCLUDE:
● Emissions reductions of over 80 per cent across Toronto's existing buildings are possible by 2050
through deep retrofits.
● Offsets, renewable energy credits, and other means for achieving emissions reductions will be
necessary to some extent, as modelling shows that reaching net zero emissions is not technically nor
financially feasible from building retrofits alone.
● Voluntary measures are not enough to catalyze transformative action toward net zero emissions;
mandatory requirements are necessary.
● Fuel switching and a clean electricity grid are the two most significant technical requirements for
achieving net zero emissions.
● The cost of the needed retrofit actions represent a significant net investment for building owners and
these measures do not pay back on their own.
● Financial supports will be needed to enable market transformation.
● The City does not have all of the authorities needed to unilaterally implement the ExB Strategy in full.
Dialogue with the province will be necessary.
The ExB Strategy takes the approach of first introducing voluntary programs and policies in the near-term,
followed by a transition to mandatory requirements in the medium to long-term. Lessons learned from the
operation of voluntary programs, along with detailed discussions with partner City Divisions and further
stakeholder engagement, will inform the specific design details and implementation plans for any
mandatory requirements. A key aspect of this work includes analysis of equity and affordability impacts and
development of implementation strategies that mitigate negative impacts and enable positive ones for
equity-deserving groups.
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The following are the nine key actions from the Existing Buildings Strategy:
Purpose Existing Buildings Strategy Actions
Set requirements to assess
building performance and create
a path to net zero
1. Require annual emissions performance reporting and
public disclosure for all existing buildings
2. Establish emissions performance targets
3. Require energy and emissions audits and tune-ups
Provide support and resources to
make retrofits easier and more
affordable
4. Provide integrated retrofit support
5. Expand and enhance retrofit financing
6. Support permitting and approvals processes for deep
retrofits
Lay the groundwork for market
transformation
7. Build awareness and capacity of home and building
owners for emissions reduction strategies and supports
8. Support workforce development and training
9. Advocate and partner with other levels of government
For more information on the ExB Strategy implementation plan, please refer to the Net Zero Existing
Buildings Strategy Staff Report.
Keys to Success
To reach net zero, all of the buildings in Toronto must be retrofitted by 2040. As an example to imagine the
scale of this effort, if these deep retrofits were divided evenly over the next 18 years, this would require in
the range of 31,000 deep retrofits per year within Toronto. The challenge is that deep retrofits are not
commonplace today. Toronto is currently not on course to reach this target, and technical work on the Net
Zero Existing Buildings Strategy identified significant barriers to reaching this goal, barriers that the City of
Toronto cannot overcome on its own. Getting on track and meeting this target will take transformative work
at a scale seen few times in history. It will require resources, policy changes, new City authorities, deep
collaboration by other levels of government, and transformative change in the private sector.
Reaching a net zero future in Toronto depends on collaboration and some key factors required for success
(also called “dependencies”). Meeting the targets for buildings will require skilled workers with the
knowledge to build net zero buildings and transform existing buildings through retrofits and fuel switching.
It will also rely on net zero materials and new, faster ways of delivering these skills, materials and services
on a large scale. Success also means making sure no-one is left behind. As such, success will also depend on
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how well we collaborate with equity-deserving communities and include those most impacted by climate
change.
A Note on Land Use
Land use planning plays a significant role in determining a city’s GHG emissions. In 2021, City Planning
launched consultation on Our Plan Toronto: the review and update of the City's Official Plan policies.
Environment, climate change, sustainability and the need for a healthy and resilient community were
repeatedly identified in the consultation as key challenges for the city's future.
The current Official Plan policies set a solid foundation for advancing the City's climate change goals. It
envisions a city with “a healthy natural environment including clean air, soil, energy and water;
infrastructure and socio-economic systems that are resilient to disruptions and climate change; and a
connected system of natural features and ecological functions that support biodiversity and contribute to
civic life”. The polices state that “City building activities will be environmentally friendly based on …
minimizing pollution; protecting and restoring the natural ecosystem and supporting biodiversity; protecting
and enhancing the urban forest; reducing solid waste; reducing energy use; reducing GHG emissions and
reliance on fossil fuels; reducing risk associated with hazard; and promoting green infrastructure”. In
addition, policies encourage sustainable design and construction through green roofs, advanced energy
conservation, and stormwater management. They enable securing of sustainable design features through
the Toronto Green Standard and require submission of an Energy Strategy as part of a complete
application.
Part of the review and update is to ensure that the Official Plan policies are in conformity with required
policies in the Growth Plan. These include the identification and protection of key hydrologic features and
areas, addressing climate change (reducing dependence on cars; addressing risk to infrastructure and
management of stormwater in extreme weather); conservation of water, including efficient use and reuse;
conservation of energy for existing buildings and planned developments including opportunities for district
energy; improvements to air quality, including reducing emissions; integrated waste management, including
promotion of building conservation and adaptive reuse; and the development of soil reuse strategies and
best practices.
The draft policies will be consulted on in early 2022 and be presented to Council for adoption late spring
2022.
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4.2 Energy
Benefits of climate action: HEALTH, EQUITY, RESILIENCE, PROSPERITY
To achieve our net zero GHG target, we need to move to cleaner energy sources and use energy more
efficiently.
Modelled Pathway & Emissions Impact
The modelling demonstrates the scale of work that will be required to meet our target. The NZ40 pathway
includes expanding local renewable energy generation. By 2040, many homes, buildings, and parking lots
have solar energy systems installed, and wind turbines provide additional renewable energy. Battery
storage is installed in homes and businesses to store energy locally. In this modelled pathway, low-carbon
district energy systems (multiple buildings connected to a central energy supply) are expanded and are
powered by renewable energy. Additional modelling investigated the impact of implementing zero-carbon
provincial energy policies and making electricity in Ontario clean by 2040. The results showed that if this
were to be done alongside the NZ40 pathway actions, Toronto would be able to reach its net zero by 2040
target.
Implementing these modelled actions for energy would result in a cumulative emissions reduction from
2020 to 2050 of 18 MtCO2e (Figure 12).
Figure 12. GHG emissions from energy.
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2030 Interim Targets & Actions
THE NET ZERO STRATEGY SETS THE FOLLOWING 2030 TARGETS FOR ENERGY:
● By 2030, 50 per cent of community-wide energy comes from renewable or low-carbon sources
● By 2030, 25 per cent of commercial and industrial floor area is connected to low carbon thermal
energy sources
Achieving these 2030 targets and net zero emissions will require transformational effort from all parties.
The City of Toronto’s short-term actions to achieve these targets are summarized below. A more detailed
description of planned actions is available in the Short-Term Implementation Plan 2022-2025, attached to
this Strategy.
Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resilien
ce
Prosper
ity
4 Work with industry experts to
explore limiting the expansion
of natural gas systems and
reversing system growth,
where feasible, and limiting
installation of natural gas
equipment
Achieving net zero depends on quickly moving away
from natural gas for space and water heating in
buildings. Natural gas for buildings is the greatest
source of GHG in Toronto.
5 Support adoption and
mainstreaming of net zero,
resilient energy sources for
new and existing
developments
Renewable thermal energy systems remove natural
gas from the energy system, reduce annual
maintenance costs and increase resilience of the
energy system through energy supply security.
Low-carbon back-up power enables buildings to be
available to provide essential services and act as
community hubs during power outages due to
extreme weather or other causes.
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Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resilien
ce
Prosper
ity
6 Address barriers and develop
strategies to increase the
deployment of renewable
energy and storage
technologies, including but not
limited to solar, wind, biomass,
geothermal, waste heat
recovery and heat pumps
Decarbonizing buildings is only possible if there is a
supply of renewable energy. The City has a
supporting role in increasing supply and a key role in
facilitating local access to that energy.
Resilient solar (solar + storage) allows buildings to
operate during power outages due to extreme
weather and become resilience hubs that provide
essential services to the community.
7 Actively support, advocate to
and partner with Toronto
Hydro, as well as the Provincial
and Federal governments and
agencies, to
decarbonize the provincial
electricity grid, promote energy
conservation and enable local
renewable energy generation
The City of Toronto cannot move Toronto to net zero
on its own. Necessary collaboration will include re-
evaluating current limits to the City of Toronto's
authorities, and the roles various organizations can
play in moving Toronto to net zero. Achieving net
zero through the electrification of buildings and
transportation relies on zero carbon, renewable
electricity.
Discussion
Reaching net zero requires reducing energy consumption, electrifying the consumption that remains, and
ensuring that the electricity available from the provincial grid and locally is zero carbon. This will involve
expanding local renewable energy generation in Toronto along with energy storage. The benefits of this
approach go beyond limiting climate change - local renewable energy generation will increase resilience to
power outages from extreme weather and other causes.
Electrification and decarbonizing the provincial electricity grid
As a city, we use a lot of energy – particularly in our buildings. But we currently generate very little of our
own energy in Toronto, as most energy comes from the provincial electricity grid.
Toronto's plans for reaching net zero focus on electrification of heating and transportation because key
technologies (heat pumps and electric vehicles) are available and extremely efficient. These efficient, electric
technologies have zero GHG emissions if the electricity that powers them has zero emissions. Ensuring a
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zero-carbon, resilient electricity supply will require a zero-carbon provincial electricity grid as well as
expanded local renewable energy generation and storage. It is equally important to reduce overall energy
consumption in our daily lives by reducing the amount of energy required for our buildings and
transportation, to ensure demand for zero-carbon energy does not outstrip supply.
Ontario’s electricity system is relatively clean in comparison to other provinces, but is projected to become
more GHG intensive per unit of electricity generated due to the upcoming retirement of nuclear energy
generation and planned increases in energy generation from natural gas12. This means that GHG emissions
per unit of electricity generated is expected to climb in the near future. This trend has wide-ranging
implications for Toronto’s ability to rapidly reduce GHG emissions and has significant implications for
reaching a net zero future.
Achieving a low-carbon future is strongly dependent on decarbonizing the Provincial electricity supply. In
order to meet our 2030 GHG reduction targets and achieve net zero emissions, the City requires clean
electricity. Currently, there are no commitments to ensure that the provincial electricity grid in Ontario will
become zero emissions by 2050 or sooner. If the provincial grid is not decarbonized, Toronto would need to
generate 100 per cent renewable energy to meet expected electricity requirements.
Natural gas
CRITICAL STEP TO REACH THE 2030 GHG REDUCTION TARGET:
Accelerate a rapid and significant reduction in natural gas use – Toronto will take further action to limit
the use of natural gas. Natural gas use for water and space heating represents over half of Toronto’s total
greenhouse gas emissions. In addition to new buildings eliminating natural gas use through the Toronto
Green Standard v.4, the Net Zero Existing Buildings Strategy articulates ambitious targets to replace
conventional heating systems with more efficient electric heat pumps while greening the provincial
electricity grid.
Natural gas for heating in buildings continues to be the largest source of emissions, accounting for
approximately 50 per cent of all GHG emissions in Toronto. In the net zero pathway, natural gas is phased
out by installing electric heat pumps and appliances. In 2021, City Council adopted strategies for new
construction and existing buildings to make progress towards fuel switching to electricity and renewable
energy by 2030.
In order to meet its 2030 emission-reduction targets, the City needs to send clear signals to the market and
the community immediately. To minimize costs, the phase out of natural gas connections and equipment
can coincide as much as possible with the end of useful life and planned replacement of equipment. For
12 IESO (2020). Annual Planning Outlook- Ontario’s electricity system needs: 2022-2040.
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example, if a natural gas boiler at the end of its useful life is replaced with a heat pump, the associated cost
is significantly lower than if the natural gas boiler is replaced prior to the end of its useful life. In the net zero
2040 pathway, no new natural gas furnaces will be installed after 2030, as it takes at least 10 years for the
stock of equipment to turn over.
Natural gas is primarily composed of methane, known as a near-term climate forcer. Methane escapes
during natural gas production, processing, transmission, distribution and storage (“fugitive emissions”) and
these escapes increase the warming impact of natural gas consumption. Phasing out natural gas usage will
eliminate both the fugitive emissions and combustion emissions.
Renewable energy and storage
CRITICAL STEP TO REACH THE 2030 GHG REDUCTION TARGET:
Increase local renewable energy to contribute to a resilient, carbon-free grid – Toronto will work in
step with Toronto Hydro to successfully support the growth and prosperity of the city through reliable,
uninterrupted electric service provision. By increasing opportunities for local renewable generation to be
located within the City's boundary, Toronto will be more resilient and will contribute to a decarbonised
provincial electricity grid.
A key component of the Net Zero strategy for energy is expanding local renewable energy and energy
storage. The City will work with Toronto Hydro, the Province, and other partners to enable local, renewable
generation through technologies such as solar, wind, biomass, geothermal, waste heat recovery, and heat
pumps.
This will entail addressing barriers and developing strategies to increase deployment of renewable energy
and storage technologies. Permitting and connection processes were identified as key opportunities to
reduce installers’ and therefore, customers’ permitting costs and timelines for installation for both small-
scale residential and large-scale commercial installations. Affordability was identified as a barrier that needs
to be addressed in order to rapidly expand distributed renewable energy generation in Toronto. While the
cost of solar generation has declined over the years, the payback period is still relatively long, which deters
further uptake particularly for residential projects, highlighting the need for financial incentives.
These challenges and opportunities illustrate the need for coordination and problem-solving with Toronto's
local utility. This work will include direct focus on promoting and accelerating local adoption of renewable
energy generation through a review of regulatory options, potential incentives and permitting and
connection processes, as well as other identified restrictions.
Driving equity in renewable energy deployment is an important consideration during program design. Low-
and mid-income households spend a higher proportion of household income on energy, compared to
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higher-income households, and renewable energy is capital intensive. Designing business models with
equity in mind will allow for renewable energy to reach more people, strengthen the grid, and help
accomplish renewable energy goals. Community Solar is an example of a project where multiple
participants can own or lease a portion of a solar project, including renters and others who may not be able
to install solar directly. Subscribers/participants are credited through a (virtual) net metering mechanism.
This is an example of a valuable and innovative approach, which requires collaboration with the City’s
partners, specifically a provincial commitment to continue to expand Virtual Net Metering.
In addition to addressing climate change, the renewable energy sector brings multiple benefits including
jobs creation. It is estimated that every megawatt (MW) of solar generated creates 25 to 35 jobs in the solar
sector. Local, distributed renewable energy generation plus energy storage provides value during normal
operation of the electricity grid and during power outages. During electricity grid outages, resilient
renewable energy systems such as “solar plus storage” provide critical emergency power that can help
people in need and ease demand on emergency fuel supplies. Community organizations with solar plus
storage can also become resiliency hubs.
A foundational aspect of the net zero pathway is configuring the electricity grid so that it can accommodate
electrification of heating and transportation, increased renewable energy and decentralised energy
generation and energy storage. This transformation will require integrated planning with Toronto Hydro and
provincial regulatory partners.
Keys to Success
Achieving Toronto’s net zero goal requires decarbonizing the Provincial electricity system. The emissions
intensity (amount of GHG emitted per unit electricity) of Ontario's electricity grid is projected to increase. For
Toronto to get to net zero, the grid needs to be carbon free. Failing this, the city can only rely on the “net”
part of the target and will need to purchase carbon offsets or renewable energy certificates, both of which
add significant cost to becoming net zero. Ensuring that electricity generation does not produce carbon
pollution also addresses the scale of the global challenge.
At a local level, while it is important to decarbonize the grid (reducing the carbon or GHG emissions of
Ontario’s electricity supply), the electricity system needs to be able to adapt to new demands as heating and
transportation are electrified. Focusing on conservation first can reduce electricity consumption and is the
most inexpensive way to provide additional electricity capacity; however, additional work will be necessary
to fully understand how to enable large-scale electrification of transportation and buildings and manage
peaks in electricity demand.
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THE POWER OF ELECTRIFICATION
Most low carbon pathways focus on electrification of heating and transportation because key technologies
are available and efficient (heat pumps and electric vehicles) and the pathway to greening the grid is
relatively straightforward.
4.3 Transportation
Benefits of climate action: HEALTH, EQUITY, RESILIENCE, PROSPERITY
Transportation is responsible for 36 percent of local GHG emissions in Toronto. Fossil fuels power our cars,
trucks, ships, trains and planes, resulting in GHG emissions. Most (73 percent) of the transportation
emissions come from our personal vehicles (e.g. cars, vans, SUVs and light trucks used by individuals or
households). To achieve net zero GHG, we need to reduce vehicular trips as much as possible by mode
switching to walking, cycling or transit and then electrify vehicles.
Modelled Pathway & Emissions Impact
In the modelled net zero 2040 pathway all personal and commercial vehicles are electrified by 2040, and rail
and air-travel GHG emissions are eliminated by 2050. Transit is free, and tolls are paid by fossil-fueled
vehicles to help subsidize transit costs. Transit service is more frequent, and there are exclusive bus lanes
on key routes. In this pathway 75 per cent of trips under 2 km are walked, and 75 per cent of trips under 5
km shift to bikes and e-bikes by 2040. Many people telecommute, eliminating some of their trips.
Implemented as a package, these activities would provide transportation alternatives to enable
transportation to reach net zero.
Implementing the modelled actions above would result in a cumulative emission reduction from 2020 to
2050 of 86 MtCO2e, and a decrease of emissions from transportation by nearly 90 per cent over that time
(Figure 13). Nearly all of these reductions come from electrifying personal use, commercial and transit
vehicles. Switching to electric vehicles dramatically reduces energy consumption used for transportation. In
the modelled pathway, gasoline and diesel are phased out by 2038, so that the remaining emissions after
2040 are the result of natural gas combustion in the provincial electricity grid.
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Figure 13. GHG emissions from transportation.
2030 Interim Targets & Actions
THE NET ZERO STRATEGY SETS THE FOLLOWING 2030 TARGETS FOR TRANSPORTATION:
● By 2030, 75 per cent of school/work trips under 5km are walked, biked or by transit
● By 2030, 30 per cent of registered vehicles in Toronto are electric
The City of Toronto’s short-term actions to achieve these targets are summarized, below. A more detailed
description of planned actions is available in the Short-Term Implementation Plan 2022-2025, attached to
this Strategy.
Actions for implementation
2022-2025 Why it matters
Benefits
Healt
h
Equit
y
Resili
ence
Prosp
erity
8 Expand biking and pedestrian
infrastructure, including the
rollout of cycling routes, bicycle
parking and bike share at or
near TTC stations
Gas and diesel vehicles are a major source of GHG in
Toronto. Active transportation and low-carbon transit
reduce GHG emissions and benefit health by reducing air
pollution and increasing physical activity.
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Actions for implementation
2022-2025 Why it matters
Benefits
Healt
h
Equit
y
Resili
ence
Prosp
erity
9 Increase existing bus and
streetcar service levels to
encourage shifts to low-
carbon, sustainable
transportation
Increased transit service will improve access to
employment, healthcare and community services,
encourage shifts away from single-occupancy vehicles and
improve transit equity.
10 Update and accelerate
implementation of city-wide
Transportation Demand
Management Strategy
Transportation Demand Management eases traffic
congestion and reduces transportation emissions of GHGs
and air pollutants through transportation alternatives,
ride sharing, teleworking and other approaches.
11 Develop tools to address
emissions of greenhouse gases
and air pollutants on an area
or project level
Many cities successfully assess potential GHG and air
pollutant emissions from an area as a whole, rather than
from each source in isolation using these tools.
12
Align the City’s Electric Vehicle
(EV) Strategy to the net zero
goals and implement the EV
Strategy
Internal combustion engine (ICE) vehicles are a major
source of GHG in Toronto. Quickly transitioning these
vehicles to electric vehicles, and shifting our electricity
supply to net zero, renewable sources, are critical to
achieve a net zero Toronto. Switching from fossil-fueled to
electric vehicles also reduces air and noise pollution and
decreases vehicle energy costs.
A) Increase public EV charging
infrastructure
In addition to active transportation and transit, electric
vehicles are a key part of reaching net zero GHG
emissions in Toronto. Public EV charging infrastructure
alleviates range anxiety and provides charging options for
people who need charging on the go or don't have
charging at home. It can also support cargo and logistics,
operational fleets, vehicles for hire and car sharing.
B) Increase EV charging at
residential, commercial,
institutional and industrial
buildings
Sufficient EV charging where people live, work, and play is
necessary for widespread adoption of EVs. Together with
walking, cycling and transit, electrification of
transportation is an important part of the pathway to a
net zero Toronto.
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Actions for implementation
2022-2025 Why it matters
Benefits
Healt
h
Equit
y
Resili
ence
Prosp
erity
C) Review the Electric Vehicle
Strategy
EV technology, adoption and infrastructure change
rapidly. Reviewing the EV strategy keeps our shared
approach current and relevant.
13 Determine options to
incentivize EV adoption and
disincentivize use of gas and
diesel vehicles
Incentives are needed to accelerate the shift from
gasoline and diesel vehicles to electric vehicles, transit,
walking and cycling to reduce GHG emissions. Relative to
fossil-fuelled vehicles, electric vehicles have a low lifetime
cost due to reduced fuel/energy costs as well as reduced
maintenance. Financial incentives help people address the
initial higher purchase price for an EV.
14
Encourage the adoption of
electric commercial and freight
vehicles, including EVs and e-
bikes for last-mile deliveries
Reducing emissions from freight transportation also
improves health and equity. Vulnerable populations are
more often located near major freight routes and
disproportionately experience traffic-related air pollution
health impacts.
A) Encourage the use of e-
bikes and EVs for last mile
deliveries
E-bikes including e-cargo bikes, and electric vehicles,
reduce neighbourhood GHG and air pollutant emissions
caused by the "last mile" of delivery. E-cargo bikes also
provide a more affordable transportation option for small
businesses and individuals.
B) Encourage adoption of
electric commercial and freight
vehicles
Heavy commercial and freight vehicles are predominantly
fueled by diesel, a significant source of GHG and air
pollutant emissions in Toronto. Air pollution and health
impacts from transportation are inequitably distributed,
with higher levels near major roadways. Switching to
electric vehicles reduces emissions and helps protect
health.
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Discussion
Transportation is the second largest source of GHG emissions in Toronto, accounting for 36 per cent of total
emissions. To meet our 2030 reduction targets and ultimately achieve net zero, we need to focus on
encouraging active transportation and public transit use while facilitating a rapid transition from internal
combustion vehicles to electric vehicles. This will mean that most short trips (under 5km) are walked, cycled,
or by transit. For remaining longer trips, the focus will be on taking transit and switching to electric vehicles.
CRITICAL STEP TO REACH THE 2030 GHG REDUCTION TARGET:
Increase access to low carbon transportation options, including walking, biking, public transit and
electric vehicles – Increasing the use of active and public transportation reduces greenhouse gas
emissions, energy use and congestion while promoting equity and health benefits. The City will also advance
options to incentivize electric vehicle adoption and disincentivize the use of carbon-polluting gas and diesel
vehicles, and support the transition to EVs.
Active Transportation, Public Transit, Transportation Demand Management
and Telework
A shift towards transit and active modes, and a reduction in overall travel, alongside a shift to EVs, will
significantly reduce GHG emissions. This will be accomplished through a number of initiatives, including
transportation demand management planning, transit service and infrastructure expansion, improved
active transportation infrastructure, and ongoing telework.
The expansion of public transportation will play a key role in getting to net zero. Transit is a more efficient
use of energy, and also has added co-benefits relating to reduced congestion and improved mobility,
including in equity-deserving areas. Increasing service on existing transit routes and expanding the use of
priority transit measures, including dedicated road space for transit, will attract more transit riders and will
reduce the associated GHG emissions associated with personal transportation in the city. In addition, the
transition away from diesel-powered buses to electric buses will further reduce emissions and improve air
quality.
Access to public transit is enhanced by investments in cycling infrastructure at, near, and to/from transit
stations. The first and last mile of transit trips that are often taken by private vehicles can be supplemented
by active transportation where bike parking and bike share are provided near stations. Similarly, cycling
infrastructure and Bike Share stations are needed on roadways and destinations across the city to improve
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the access and convenience of cycling. The benefits of these improvements are enhanced when Bike Share
stations are connected directly to electricity so that they can charge e-bikes.
Active transportation has the same co-benefits as transit, with the added benefit of increased physical
activity. The City must continue the rollout of the Cycling Network Plan and Vision Zero Road Safety Plan to
improve access to safe active transportation infrastructure, and continue to expand the Bike Share Toronto
system. Data show that among the most significant factors in encouraging people to cycle is accessible and
protected cycling infrastructure (bike lanes) that connects people with their destinations.
Transportation Demand Management (TDM) planning will play an important role as the City continues to
grow, by promoting a wider range of transportation options for residents. Engaging with communities,
employers and local organizations will enable the City to increase the understanding and uptake of lower
carbon transportation options.
Electric Mobility
Transitioning to electric vehicles is critical for achieving net zero GHG emissions. In 2020, Council approved
an Electric Vehicle Strategy (EV Strategy) for Toronto. In order to align the EV Strategy with the net zero goal,
the level of ambition set out in the EV Strategy is being raised to target 30 per cent of vehicles registered in
Toronto being electric by 2030.
The City will explore ways to incentivize EV adoption and disincentivize gas and diesel vehicles. Strategies
being deployed by other cities include congestion charges, EV-only lanes or parking, parking charges for gas
and diesel vehicles, and fossil-fuel free zones to encourage the uptake of EVs and discourage the use of gas
and diesel vehicles. To ensure that incentives for EVs do not result in a net increase in personal vehicles,
incentives for EVs should be offset by disincentives for fossil fuel-powered vehicles. Similarly, consideration
for equity deserving groups, including low-income residents, seniors, and persons with disabilities, will be
made in an effort to positively impact these communities. Toronto will explore these and other options,
evaluate equity impacts and report back to City Council in 2023 with recommendations on opportunities to
encourage EV adoption.
The EV transition will require consistent partnerships in the GTHA and at higher levels of government.
Personal vehicles
The EV Strategy focuses on passenger light-duty vehicles, with ten actions in four areas of opportunity that
the City can pursue to enable the market-based transition to EVs.
In surveys of Toronto and GTHA residents on electric mobility, cost was identified as the biggest barrier to
EV adoption. The City of Toronto can take a leadership role in advocating to the Ontario government to
provide EV purchase incentives, and to the federal government to maintain and perhaps expand its current
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incentive program. The City can also explore providing its own purchase incentives, as an interim measure
until sufficient provincial and/or federal incentives are available and/or as a top-up to future provincial
incentives.
The transition to electric vehicles depends on whether sufficient EV charging infrastructure is available. The
EV Strategy has interim objectives for public EV charging:
● By 2025, 220 Level 3 (also called DCFC, Direct Current Fast Charging) ports and 3,000 Level 2 ports
are installed in public locations; and
● By 2030, 650 Level 3 ports and 10,000 Level 2 ports are installed in public locations.
While the 2025 objective is likely sufficient, the 2030 objective may not be sufficient to meet the demand
from 30 per cent of registered personal vehicles. The City has a key role in providing public charging
infrastructure in Toronto, including on-street parking spaces, in Green P lots, and at City facilities. The City
can also support and encourage other organizations to provide public EV charging.
Because most EV charging occurs at home and at work, new and existing residential and commercial
buildings will need to have EV charging infrastructure, ramping up over time to meet the charging needs of a
rapidly increasing number of EVs.
The EV Strategy identifies other challenges to EV adoption, including range anxiety (fear that an EV will run
out of energy before it can reach a charging station), the need to adapt to a new technology, and limited
information about EVs. To help increase awareness and understanding of EVs, the City will undertake
communications and outreach activities, on its own and in collaboration with partners, such as Plug n’ Drive
and the Clean Air Partnership.
The transition to EVs will have significant co-benefits. The health of Toronto residents will benefit from air
quality improvements (EVs have no tailpipe emissions), reduced noise pollution (EVs are quiet), and reduced
urban heat island effect (EVs emit only 20 per cent of the heat emitted by internal combustion engine
vehicles). Due to the lower total cost of ownership of EVs, EV owners will have additional disposable income
to spend in the local economy. EVs can help support the optimal use of electricity generation by leveraging
vehicle-grid integration technologies. A strong commitment to zero emission vehicles will signal that Toronto
is a prime destination for innovative businesses.
To ensure that the benefits of EVs are enjoyed by all Toronto residents, the City can play a role in ensuring
that there is equitable access to incentives for EVs and EV infrastructure and that information about EVs is
accessible to everyone. The City can also support and encourage provision of EV charging infrastructure so
that EVs are a viable option for all residents. Finally, the transition to EVs should be done with a community
safety lens in mind, to keep streets and publicly accessible charging areas safe for all residents.
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Commercial vehicles
To help ensure that Toronto is on track for 100 percent net zero emission transportation, actions include
working toward 35 per cent of commercial vehicles in Toronto being electric by 2030. The City’s Freight and
Goods Management Strategy (FGMS) identifies actions to encourage the adoption of zero and low-emission
freight vehicles. This includes working with industry and senior levels of government to overcome barriers
such as refueling infrastructure and vehicle cost, and working with public and private sector partners to
improve acquisition and utilization of zero- and low-emission freight vehicles. It also includes exploring the
potential to introduce city-wide electric vehicle charge station hubs supporting freight and goods movement
vehicles.
The use of EVs, e-bikes, cargo e-bikes, and autonomous delivery vehicles for last-mile deliveries can reduce
GHG emissions, improve air quality, reduce noise pollution, and lower the urban heat island effect, and may
be faster and more cost-effective for delivery companies. Additionally, by replacing conventional delivery
vehicles, alternative options can help alleviate traffic congestion and free up curbspace. The FGMS includes
actions to promote the use of cargo bicycles, including determining required regulatory changes, identifying
infrastructure needs and safety considerations and conducting a pilot program in partnership with courier
companies.
Keys to Success
Success in achieving net zero transportation, through active transportation, transit and electrification,
requires planning with equity as a priority. Different regions and communities of the city have different
transportation needs that must be kept in mind to ensure no-one is left behind.
Electrifying transportation will be a central part of transforming the way we move. Success in electrifying is
dependent upon having a zero carbon electricity grid, as well as the skilled labour, materials, and rapid
delivery required to provide for electric vehicles and charging.
THE INERTIA OF A SYSTEM
There is a delay between when zero carbon actions are implemented and when society is actually
decarbonised. For example, people typically hold on to vehicles for 10 years or so before purchasing a new
vehicle. If 100 per cent of vehicles sold are electric in 2030, it is not until 2040 before all gasoline and diesel
vehicles are phased out.
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4.4 Sustainable Consumption
& Waste
Benefits of climate action: HEALTH, EQUITY, RESILIENCE, PROSPERITY
Waste accounts for 7 per cent of GHG emissions in the GHG inventory. Most GHG emissions from waste
come from landfills, with a small portion from wastewater treatment processes. Consumption emissions
from the products and services consumed by residents, businesses and institutions in Toronto are not
included in the City's calculations of its emissions.
To achieve a net zero, we need to focus on advancing toward a zero-waste, circular economy.
Modelled Pathway & Emissions Impact
The modelled pathway to net zero by 2040 involves increasing waste diversion to 95 per cent by 2050. The
pathway also includes eliminating organic “green bin” waste from entering landfills by 2025, and generating
renewable natural gas from wastewater.
Implementing the modelled actions above would result in a cumulative emissions reduction from 2020 to
2050 of 10 MtCO2e, and a 90 per cent reduction in waste emissions over that time (Figure 14).
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Figure 14. GHG emissions from waste, water, and wastewater.
2030 Interim targets & Actions
THE NET ZERO STRATEGY SETS THE FOLLOWING 2030 TARGET FOR WASTE:
● By 2030, Identify pathways to more sustainable consumption in City of Toronto operations and in
Toronto's economy
● By 2030, 70 per cent residential waste diversion from the City of Toronto’s Integrated Waste
Management System
The City of Toronto’s planned short-term actions to achieve this target are summarized below. A more
detailed description of planned actions is available in the Short-Term Implementation Plan 2022-2025,
attached to this Strategy.
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Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resili
ence
Prosp
erity
15
Continue to pursue policy and
programmatic interventions that
help the City reach its
aspirational goals of zero waste
and a circular economy, and
which identify pathways to more
sustainable consumption in both
municipal operations and in all
sectors of the economy
Cities are well-positioned to play a critical role in
achieving climate neutrality and moving to more
sustainable consumption models. Accelerating
Toronto's circular city transition will contribute to
the City's climate action goals and will play a key
role in building a resilient, inclusive, green, and
prosperous future for residents and businesses.
A) Develop a City-wide
governance structure, strategy
and policy framework to
establish a path to make the City
the first municipality in the
Province of Ontario with a
circular economy and to align
with the Provincial goal as part of
the Waste Free Ontario Act
Circular economy strategies consider sustainable
resource consumption and material efficiency for
their potential impacts on climate change,
environmental degradation, and social outcomes.
Continued relationship building and partnerships
will be important to accelerate the City of Toronto's
progress toward its aspirational circular economy
outcomes and climate action targets.
B) Conduct a consumption based
emissions inventory and identify
targets that would meaningfully
reduce consumption based
emissions
Understanding and reducing GHGs released during
the manufacture and transport of articles and
services we use helps address Toronto residents'
true climate impact.
C) Enable Torontonians to reduce
waste and engage in sustainable
consumption by implementing
the Single Use and Takeaway
Items Reduction Strategy
It is estimated that approximately 400 million
single-use plastic bags, 85 million foam takeaway
containers and cups, and 39 million single-use hot
and cold drink cups are generated annually by
single family households in Toronto. Through
consultation, the City identified strong public
support for the implementation of mandatory
measures (e.g. bylaws) restricting single-use and
takeaway items.
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Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resili
ence
Prosp
erity
16
Continue implementation of the
City’s Long Term Waste
Management Strategy which sets
a goal of diverting 70 per cent of
waste managed from City
customers away from landfill, by
focusing on waste reduction,
reuse and recycling activities that
promote resource conservation
and reduce environmental
impact
There are challenges with achieving this target
including the transition of the City's Blue Bin
Recycling program to extended producer
responsibility (EPR). Currently, the direct impact of
diversion on the reduction of greenhouse gas
emissions is not known.
Also, weight-based metrics such as diversion do not
take into account the evolving nature of packaging
and limit the amount of control SWMS has to make
an impact on the measure. The Long Term Waste
Management Strategy 5-year review is upcoming,
and may result in changes to performance
measurement and implementation strategies.
A) Continue outreach and
engagement on waste reduction
and diversion, with a focus on
food and organic waste
Outreach and engagement are critical to helping
residents have the knowledge, opportunities, and
passion for reducing waste. Organic (food) waste in
particular creates powerful GHG emissions when it
reaches the landfill so is a key area for
engagement.
Discussion
To achieve a net zero GHG society, we need to focus on advancing toward a zero-waste, circular economy
and continue implementation of the City’s Long Term Waste Management Strategy. A circular economy is a
model of design, production, and consumption that keeps resources in use for as long as possible in order
to reduce waste and human impact on the environment. With a focus on product longevity, renewability,
reuse, and repair, circular economy strategies consider resource consumption and material efficiency for
their potential impacts on climate change, the environment and social outcomes. In a circular economy,
economic and human activity supports the health of natural systems and contributes to thriving,
sustainable communities.
The Long Term Waste Management Strategy includes reduction, reuse and recycling activities, including a
food waste reduction strategy, a textile collection and reuse strategy, supporting other reduction and reuse
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programs, exploring new technologies, and creating a Circular Economy and Innovation unit within Solid
Waste Management Services (SWMS) help Toronto reach its goal of becoming the first circular city in
Ontario. In 2021, the unit completed Baselining for a Circular Toronto, one of the first studies in Canada to
baseline a city's existing levels of circularity. Findings from the project, as well as other research, proof of
concept pilots, and stakeholder feedback, are being used to inform the development of a Circular Economy
Road Map for Toronto. Once finalized, Toronto's Circular Economy Road Map will inform policy and program
changes to advance the City's aspirational circular economy goals.
SWMS will be conducting a review of the Long Term Waste Management Strategy, which may result in
changes to targets, performance measurement, and implementation strategies related to waste diversion.
The policy and market context for waste management in Ontario has changed substantially since the
Strategy was adopted in 2016. The composition of waste streams continues to evolve in response to
consumer demand and purchasing choices, as well as changes to producer packaging design choices. More
stringent market quality specifications have impacted both access to recycling markets and the market value
of recyclables. Most significantly, the Province of Ontario released several regulations under the Resource
Recovery and Circular Economy Act, 2016 that transitions the responsibility of end-of-life management of
products and packaging from municipal governments to producers (also known as Extended Producer
Responsibility or EPR). The transition of the City's Blue Bin Recycling program to EPR will impact the City's
integrated waste management system, including how the waste diversion rate is calculated and how to
measure system performance.
These points underscore the challenges to achieving the residential waste diversion target. Weight-based
metrics such as diversion do not take into account the evolving nature of packaging and limit the amount of
control that SWMS has to make an impact on the issue. Additionally, the direct impact of diversion on the
reduction of GHG emissions is not known. Research into the current state of Toronto's circular economy has
also identified significant data gaps and limitations that pose a barrier to generating a comprehensive
understanding of material and waste systems in Toronto (i.e. waste that is not managed by the City of
Toronto's Integrated Waste Management System). Given this, the Long Term Waste Management Strategy
identifies waste management planning as an ongoing process that requires flexibility and includes reviews
at regular intervals. Upcoming projects such as the Long Term Waste Management Strategy review and the
Circular Economy Road Map will be essential initiatives to further understand, quantify, and identify
pathways to sustainable consumption and waste management in Toronto.
Finally, consumption-based emissions are an emerging area of research and actions. Cities like Toronto
consume more than we produce, meaning we indirectly cause emissions elsewhere by purchasing goods
and services from producer areas of the world. A partnership with C40 resulted in a preliminary analysis of
consumption-based emissions in Toronto which identified significant opportunities to address
consumption-based emissions associated with the construction industry and food. City staff will conduct a
consumption-based emissions study in 2022 and use the findings to determine an appropriate reduction
target.
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Keys to Success
Success in this area will depend on the collaboration between all levels of government, the private sector
and the community. It will require a new mindset and processes that prioritize waste reduction and view
waste as a valuable resource. It will require considering the environmental, social and economic implications
of how we use resources and manage our waste.
4.5 Natural systems
Benefits of climate action: HEALTH, EQUITY, RESILIENCE
Getting to net zero also requires consideration of opportunities to remove carbon from the atmosphere.
Greenspaces, including street trees and trees in parks and ravines, contribute to climate resilience, provide
natural carbon removal, and help to create a liveable and healthy city. Greenspaces and trees provide many
health and resilience benefits such as helping to manage extreme heat and rain, and providing recreational
and mental health benefits.
Modelled Pathway & Emissions Impact
The modelled pathway includes increasing tree canopy cover city-wide to 40 per cent.
Increasing tree canopy cover in the city results in a cumulative reduction of 0.2 MtCO2e from 2020 to 2050.
The many benefits provided by tree cover were not quantified in the modelling study.
Targets & Actions
The City aims to develop and implement strategies to improve greenspace infrastructure to build climate
resilience. The City has an existing target of 40 per cent tree canopy cover city-wide. The City of Toronto’s
short-term actions to achieve this target are summarized below. A more detailed description of planned
actions is available in the Short-Term Implementation Plan 2022-2025, attached to this Strategy.
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Actions for implementation
2022-2025 Why it matters
Benefits
Healt
h Equity Resili
ence
Prosp
erity
17
Increase canopy cover and
biodiversity and enhance
greenspaces
Toronto's urban forest is a vital city asset that
contributes to quality of life and healthy communities.
The city’s tree population helps to filter air pollution and
save energy by helping to cool neighbourhoods and
buildings in the summer. Trees also sequester carbon as
they grow. Equitable access to greenspaces, including
trees, parks and ravines, and their benefits is important
to creating a healthy, livable city.
A) Achieve equitable
distribution of the urban
forest, increasing tree canopy
and naturalized greenspace
where it is most needed
A well-managed urban forest is vital to quality of life and
supports climate resilience, disaster risk reduction,
ecosystems conservation, food security, poverty
alleviation and improved quality of life. Equitable
distribution of the city's tree canopy brings with it a more
equitable distribution of the services and benefits
provided by trees and greenspace.
Discussion
Getting to net zero requires consideration of opportunities to remove carbon from the atmosphere.
Greenspaces, including trees, parks and ravines, provide natural carbon removal and help create a liveable
and healthy city.
To achieve net zero, a number of nature-based solutions will be implemented. The following strategic goals,
set out in the City's Strategic Forest Management Plan, contribute to climate resilience and will help toward
achieving the net zero target:
● Increase tree canopy cover, biodiversity and enhance greenspaces
● Achieve equitable distribution of the urban forest, increasing tree canopy and naturalized
greenspace where it is most needed
● Expand and improve the park system
● Improve the ecological health of ravines
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The City has a target of 40 per cent tree canopy cover by 2050. The 2018 Tree Canopy Study found that
Toronto's canopy cover increased from 26.6 to 28 per cent in 2008 to 28.4 - 31 per cent in 2018. This
represents an increase of 1.3 million trees over 10 years, resulting in an urban forest with an estimated 11.5
million trees. Toronto’s trees are estimated to provide ecosystem services worth more than $55 million
annually. The city's street trees are a significant contributor to the provision of ecosystem services while
providing co-benefits at the pedestrian level, such as shade and physical and mental health benefits. These
ecosystem services and benefits of the urban forest include energy savings, carbon sequestration, pollution
removal and avoided water runoff.
The urban forest is made up of all the trees along the public road allowance, trees in parks and ravines, and
trees in private backyards. Together, they provide significant physical and mental health benefits to all
Toronto residents. While Toronto’s canopy cover and greenspaces are not equally distributed, the City will
continue to work with external partners to expand the urban forest through protection, maintenance and
planting, on both public and private lands.
Expanding the park system creates opportunities to support the tree canopy goals and expands and
improves access to green spaces. Protecting the ravine system by maintaining and improving the ecological
health of ravines will improve ecological function and resilience.
Biodiversity is also essential to the health, livability and resilience of our city. Cities have an important role to
play in protecting and enhancing biodiversity through habitat creation and restoring the natural
environment with native plants, trees and shrubs.
Keys to Success
Success in meeting the City’s ambitious tree canopy target will depend on collaboration between City
divisions, private landowners and community members to establish and maintain healthy trees and
greenspaces. Focusing efforts on areas of the city where greenspace and trees are needed most will
increase access to the benefits of the urban forest for more Torontonians.
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4.6 Engagement & Equitable
Implementation
Benefits of climate action: HEALTH, EQUITY, RESILIENCE, PROSPERITY
Getting to net zero requires informed decision-making and community-wide involvement. In addition to
targeting the largest sources of GHG emissions and enhancing greenspaces in our city, we need to focus on
making climate-informed decisions and engaging with our local community – including with Indigenous
communities, equity-deserving groups, and youth.
Actions
The City aims to ensure equitable implementation and ongoing improvement of engagement and reporting.
The City’s activities over the short-term are summarized, below. A more detailed description of planned
actions is available in the Short-Term Implementation Plan 2022-2025, attached to this Strategy.
Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resilie
nce
Prospe
rity
18
Support resident-led climate
action and engagement
Engaging and enabling the community to lead on
climate issues is central to achieving a net zero
GHG Toronto.
A) Support resident-led climate
action engagement through
Climate Action Grants
Funded projects will increase awareness and
engagement on climate action at the local level.
They also strengthen the efforts and capacity of
local community agencies, grassroots groups and
resident leaders.
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Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resilie
nce
Prospe
rity
B) Expand Neighbourhood
Climate Action Champions
Program
Neighbourhood Climate Action Champions
inspire, motivate and encourage other residents
to undertake community-focused actions to
support TransformTO and reach net zero GHG
emissions.
19
Work with Indigenous rights
holders and urban Indigenous
communities to share
knowledge and learnings
Meaningfully working with members of Toronto's
Indigenous communities, and including an
Indigenous worldview in the Net Zero Strategy,
are important to our ongoing relationship with
Indigenous communities on climate issues and
the successful implementation of the Strategy.
A) Develop and deliver
Indigenous Climate Action
Grants program
Supporting local level Indigenous climate action
projects is essential, and current funding models
need adaptation to ensure accessibility to
Indigenous communities.
20
Develop and implement youth
engagement strategy
Youth involvement is critical to the design and
implementation of the Net Zero Strategy.
Meaningfully including youth voices is important
from an equity perspective, and the Strategy also
benefits from this group's innovative thinking.
A) Design and launch a City-
academic innovation hub to
support youth-led climate
initiatives and innovative
student pilot projects
Supporting youth climate action projects is
essential to inspire current and future climate
action.
21 Design and launch a climate
advisory group for 2022 and
beyond to ensure
implementation of the Net Zero
Strategy is equitable and
reflects the priorities and
interests of the community
Receiving advice from diverse sources is critical to
the design and implementation of a robust Net
Zero Strategy that reflects the priorities of
residents and stakeholders.
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Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resilie
nce
Prospe
rity
22 Develop equity indicators to be
reported out as part of the
TransformTO implementation
status update
Ensuring equitable implementation is an
important goal of Net Zero Strategy. Measuring
and reporting on indicators is an effective way to
stimulate and track progress.
23 Encourage the growth of green
industry to provide the
products and services needed
to enable a net zero city
Developing green industry can create economic
benefits to the region and provide the materials
and services needed to enable a net zero city. An
industry's growth is generally controlled by six key
drivers: Advocacy; Collaboration Building; Market
Development; Marketing; Policies and
Regulations; and Workforce Development.
24 Leverage City’s Live Green
Toronto program to develop
and implement a city-wide
climate action awareness
campaign
Communication is key to creating understanding,
enthusiasm and participation in moving our city
to net zero.
Discussion
Local Climate Action Leadership & Partnerships
Since the approval of TransformTO in 2017, the City has been developing and delivering programs to
support community leadership and engagement in climate action. Residents in Toronto have a long history
of climate leadership and strong commitment to delivering climate action in their communities. Deeper
engagement and long-term support is needed to develop long-lasting partnerships and trust between
communities that are dedicated to furthering climate action in Toronto.
The City will continue to develop more thorough long-term collaborations between the City and key sectors
that are traditionally underrepresented in climate action engagement (e.g. equity-deserving communities,
Indigenous communities, local development agencies, etc.) which will enable broader engagement of
Torontonians in climate action.
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Dedicating more resources to expanding existing community programs and developing new innovative
partnerships with academic institutions, equity-deserving groups, Indigenous communities, and youth will
provide new opportunities and ideas for climate action engagement.
In the short term, the City will focus on enhancing existing successful programs such as the Climate Action
Grants program and the Neighbourhood Climate Action Champions program. These programs will be
expanded to reach broader demographics and further promote local leadership and innovation.
The City will continue working with local organizations such as Community Hubs to support community-led
work in climate action. The City will also explore additional new partnerships with academic institutions,
Indigenous groups and youth to increase awareness of required actions and enable local leadership.
Toronto residents know that climate action is needed. Over 90 per cent of people agree that climate change
is a threat and agree that everyone needs to reduce their emissions. However, almost half of residents
surveyed say that they don't know what they can do to address climate change. To help residents better
understand what they can do, Live Green Toronto will continue to engage residents and will launch a city-
wide climate action awareness campaign.
Advisory Committee
An Advisory Group can play a valuable role in the TransformTO Net Zero Strategy. Receiving advice from
diverse sources will be important in the design and implementation of a robust Net Zero Strategy, ensuring
that the implementation of the Strategy is equitable and reflects the priorities, interests and values of the
broader community.
In 2020, the City of Toronto conducted an evaluation of best practices for establishing an advisory
committee or peer review group that could be incorporated to strengthen the development and
implementation of TransformTO. Examples were analyzed from municipalities and corporations, and
through a comparative analysis of the structure, responsibilities, authorities, and review process of these
groups were identified to provide potential considerations for the City of Toronto.
Once the Strategy has been approved by City Council, an Advisory Group will be established, based in part
on the background research conducted and implementation priorities, to focus on an external advisory
capacity that will provide guidance in ongoing implementation.
Youth Engagement
Engagement with and empowerment of youth, including youth from equity-deserving neighbourhoods, will
form an important part of implementing the Net Zero Strategy. This will be accomplished by developing a
Youth Climate Action Strategy that will build on existing initiatives, such as the ongoing collaboration with
the Toronto District School Board (TDSB) that focuses on:
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● Sharing resources on best practices in climate action and community / youth engagement, in the
form of a detailed toolkit; and
● A pilot program that is providing micro-grants to support student-led climate actions that benefit
schools and surrounding communities.
This work will also build upon an existing partnership with Youth Challenge International that is supporting
the development and implementation of youth-led community climate action projects, along with youth
mentorship in climate action engagement, which has a focus on equity-deserving groups through the
Climate Action Fund.
The Neighbourhood Climate Action Champions program also includes a number of youth participants and
youth-focused climate engagement projects.
Reconciliation and Implementation
To effectively address climate change and advance the process of reconciliation, the City of Toronto will
meaningfully engage Indigenous Peoples in an ongoing partnership that upholds Indigenous rights,
knowledge and their approaches to climate change to avoid the pitfalls of failed climate strategies. Thus, the
Net Zero Strategy will do the following to effectively address the climate crisis:
● Develop a plan for meaningful, in-depth, respectful and ongoing engagement with local Indigenous
Peoples to foster and improve government-to-government relationships
● Ensure economic development and employment are developed with and for Indigenous Peoples to
ensure a just economic transition
● Ensure Indigenous representation throughout Transform TO implementation, such as advisory
committees and local community engagement
● Explore ways to measure and communicate progress that speak to broader questions through an
Indigenous lens such as "How will the city look in seven generations?”, “Are we good ancestors?" and
“How are we honouring the land, water and all our relations?”
● Amplify the voices of those who are disproportionately impacted by climate change and create
opportunities for them in decision making
● Support the continued efforts of water protectors and land defenders while creating opportunities
to give land back/land ownership back to Indigenous Peoples
From internal discussions between Indigenous City employees and the Toronto Office of Recovery and
Rebuild engagement report, participants noticed the lack of meaningful engagement and co-development
with Indigenous Peoples as a concern in the creation of the Net Zero Strategy. This is a potential barrier for
future engagement with Indigenous communities as the lack of trust and respect discourages people from
rejoining the conversation.
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By 2025, the City of Toronto will involve Indigenous Advisory Circles to implement actions and help integrate
Indigenous knowledge throughout the Strategy. The inclusion of elders, knowledge keepers, land defenders,
rights holders and treaty partners at the decision making table will drive meaningful climate action rather
than presenting false solutions that do not address the root cause of climate change. The diverse
Indigenous representation (2SLGBTQIA+, Afro-Indigenous, Métis, and Inuit) in advisory groups will ensure
their voices are deeply represented and ensure the benefits of our climate actions are felt by communities
that have been hit hardest by social and economic injustices.
There are voices missing in this Strategy as a result of short timelines for meaningful engagement with First
Nations, Métis and Inuit members of the diverse urban Indigenous community of Tkaronto. To address this
barrier, the City of Toronto will seek to build a meaningful, in-depth, respectful, and ongoing relationship
with local Indigenous People that honours the City’s commitments to reconciliation in accordance with the
Indigenous Affairs Office. The City will also develop a separate engagement approach with Urban
Indigenous communities to ensure diverse voices are represented in the implementation of the Net Zero
Strategy. This Strategy recognizes meaningful engagement with Urban Indigenous communities cannot be
replaced solely by land acknowledgments, integration of pan-Indigenous worldview, or Indigenous
representation in advisory circles. The Strategy should act as a living document to grow and adapt as
needed in the future to ensure new and better ways of thinking about our environment are included.
Green Economy and Green Industries
The Green Economy is the greening of all parts of society to reduce the impact of human activity on the
environment. Sustainably sourced coffee, bike couriers and banks that practise sustainability are all part of
the green economy. The City of Toronto uses an internationally accepted definition of the green sectors, or
green industries, which includes companies that provide products and services to businesses and
individuals that are part of the green economy.
The City breaks the green industries into five distinct sub-sectors: Bio-economy (e.g. urban sawmills), clean
energy (e.g. solar installers), green buildings, resource management (e.g. recycling and clean water) and
sustainable transportation (e.g. electric vehicles). Each sector in turn is composed of multiple unique supply
chains or clusters such as the bike cluster and the urban wood cluster. These five distinct sectors have
unique issues that impact their growth. EVs have growth challenges different from those faced by solar
installers or recycling companies. While there are opportunities to find similarities in barriers and
opportunities between green sectors, many of the actions to support their growth need to be done on a
sector by sector basis.
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Toronto's green industries are among the fastest growing sectors of Toronto's economy. The sectors’
employment continues to grow twice as fast as overall employment in Toronto (3.9 per cent vs. 1.6 per cent
annually between 2015-2019) and contributed an estimated $6.55 billion to the local GDP in 2018.13
Transitioning to a green low- or zero-carbon economy is expected to have four categories of impacts on
labour markets: additional jobs will be created in emerging sectors, some employment will be shifted (e.g.
from fossil fuels to renewables), certain jobs will be reduced or eliminated (e.g. internal combustion engine
vehicle mechanics), and many existing jobs will be transformed and redefined. Technical modelling shows
that pursuing the Net Zero pathways will add an additional 1.2 million person-years of employment over
what is expected. This amounts to approximately 40,000 to 50,000 jobs annually with the majority in
building retrofits and infrastructure investments.
Businesses base their business expansion decisions on product market forecasts. Job creation and the
hiring of new employees are a result of increased sales (both projected and actual). Governments can
provide more certainty to industry, and speed up the job creation process, by working with industry to
develop product sales forecasts. The City of Vancouver's Green Buildings Market Research for example has
identified $3.3 billion of market opportunity through to 2032 for specific technologies. This has created the
certainty that companies need to invest in expansion and to attract companies to Vancouver to be part of
the rapidly expanding local supply chain.
The City of Toronto can provide that certainty to Toronto's green industries by undertaking a similar market
forecast study of key growth areas of the Net Zero Strategy. City staff will work with Toronto's green
industries to undertake market research of key products and services required to achieve the goals of the
Strategy and to provide a report back to City Council.
The City will also develop green industry growth roadmaps for each green sector in partnership with
Toronto's green industries and report back to Executive Committee. The roadmaps will include
recommendations and needed actions in all key industry drivers to accelerate the growth of Toronto's green
sectors. This will include a workforce development plan (a low-carbon job strategy) and will recommend
proposals to other orders of government that align with the industry growth strategy.
City staff will lead consultation with the local green industries on the opportunities to develop a green
industries cluster management organization or organizations, and identify the preferred form of the
organization(s) and the necessary steps to achieve its creation and report back to Council.
13 greentechtoronto, 2020. https://torontogreenindustries.home.blog/2020/06/23/economic-data/
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Keys to Success
Deeper engagement and long-term support is needed to develop long-lasting partnerships and trust
between the community and the City and foster equity. Developing long-term collaborations between the
City and traditionally underrepresented groups (e.g. equity-deserving communities, Indigenous
communities, local development agencies, etc.) will enable broader engagement of Torontonians in climate
action. Working with local green industries will help enable Toronto to have the goods, services, skills and
jobs required to meet the Strategy’s goals.
4.7 Leading by Example
Benefits of climate action: HEALTH, EQUITY, RESILIENCE, PROSPERITY
One role that the City can play is showing leadership by providing an example of what can be done now,
demonstrating success, and sharing lessons learned. The City can lead by example in all sectors. This means
quickly moving the City’s own buildings, vehicles, waste, decision-making processes, and other practices
along the path to net zero.
Electrifying City-owned and managed buildings and vehicles, along with expanding renewable energy, will be
key. In the modelled pathway, transit is fully electrified by 2040. The City’s fleet of vehicles is also fully
electrified. Showing leadership as a City also means introducing a system of climate governance to update
the City’s decision-making processes to address the climate emergency.
2030 Interim Targets & Actions
THE NET ZERO STRATEGY INCLUDES THE FOLLOWING LEAD BY EXAMPLE TARGETS FOR
2030:
● City of Toronto corporate greenhouse gas emissions are reduced by 65 per cent over 2008 base year
● All City Agency, Corporation and Division-owned new developments are designed and constructed
to applicable Toronto Green Standard Version 4 standard achieving zero carbon emissions,
beginning in 2022
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● Greenhouse gas emissions from City-owned buildings are reduced by 60 per cent from 2008 levels;
by 2040, City-owned buildings reach net zero greenhouse gas emissions
● All City-owned facilities have achieved zero waste
● Generate and utilize 1.5 Million Gigajoules of energy from biogas
● Approximately 107,700 tonnes CO2e per year are reduced through Organics Processing with
Renewable Energy and Landfill Gas Utilization
● 50 per cent of the City-owned fleet is transitioned to zero-emissions vehicles
● 50 per cent of the TTC bus fleet is zero-emissions
● Greenhouse gas emissions from food the City of Toronto procures are reduced by 25 per cent
The City’s short-term actions to move toward these targets are summarized, below. A more detailed
description of planned actions is available in the Short-Term Implementation Plan 2022-2025, attached to
this Strategy.
Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resilie
nce
Prospe
rity
25
Develop and apply a Climate Lens in
decision-making
Applying a climate lens to decision-making
ensures that climate impacts, opportunities,
risks and potential benefits and savings are
systematically considered.
A) Implement a Climate Lens Program A climate lens evaluates and considers the
climate implications of all major City of Toronto
decisions, guiding the City toward sound, long-
term decision-making and GHG reduction
goals.
B) Report on climate risks to assets Identifying and disclosing climate-related risks
to assets enables the City to minimize risk,
inform more efficient, long-term decision-
making and enhance accountability to meeting
targets.
C) Enhance Sustainable Procurement The City's purchasing power is one way that
the City can make environmentally sustainable
and equitable investments for today and the
future.
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Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resilie
nce
Prospe
rity
D) Consider a carbon offset purchase
policy and update the Carbon Credit
Policy
The use of carbon offsets can make or break
an effective net zero strategy. Toronto's Net
Zero Strategy will reduce local emissions
before considering purchasing offset credits.
An offset purchase policy will be developed
with the spirit and intent of reaching net zero.
26 Design and implement a Toronto
Carbon Budget
A carbon budget is the current best practice for
cities that are serious about ensuring
transparency and accountability in their
climate action work.
27
Ensure net zero City-owned buildings Buildings are the largest source of GHG
emissions in Toronto. The Net Zero Carbon
Plan demonstrates the City leading by example
to achieve net zero emissions in both new and
existing City buildings.
A) Constructing new City-owned
buildings to net zero on a go forward
basis
Design and construction of net zero emissions
buildings supports the City's systematic
approach to achieving City Council's emission
reduction targets.
B) Pursuing a Net Zero Carbon Plan
for existing City-owned buildings
The City can most significantly reduce GHG
emissions through fuel switching in its existing
buildings. The move away from carbon-
intensive equipment is a cost-avoidance action
that reduces both operating expenditures and
emissions. The City may be able to achieve 50
per cent reduction in GHG emissions through
the application of the Net Zero Carbon Plan for
existing City buildings.
28
Reduce emissions from City and
Agency-owned vehicles
Transportation is a significant source of GHG
and air pollutant emissions in Toronto. The City
has a role to play in rapidly demonstrating
success in moving toward net zero
transportation.
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Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resilie
nce
Prospe
rity
A) Update and implement the
Sustainable City of Toronto Fleets
Plan to support the transition of 20
per cent of City fleet to zero-emission
by 2025 and 50 per cent by 2030.
Starting in 2022, for any light duty
vehicle being purchased by the City,
the City will select only the electric
version of this vehicle where
operationally feasible.
As the largest municipal fleet in Canada, City of
Toronto fleets play an important leadership
role in advancing technologies that aim to
significantly reduce environmental impacts,
and improve vehicle efficiency, reliability, and
safety, while reducing life-cycle costs and
associated impacts.
B) Implement the TTC Green Bus
Program to achieve target of 20 per
cent of TTC buses zero emission by
2025-2026
Zero-emission buses replace diesel buses,
reducing the demand for diesel fuel, reducing
emissions of GHGs and air pollution.
Transportation is the greatest source of air
pollution in Toronto.
29
Encourage City staff to adopt
sustainable and climate positive
practices at work and in their
commutes
The City of Toronto is the largest employer in
Toronto, and as such can introduce many
people to sustainable practices and enable
staff to lead while at work and at home.
A) Implement Live Green @ Work
Strategy
City of Toronto employees provide service to
the public and businesses across the city. City
employees can act as climate leaders at work
and at home.
B) Encourage City staff to take transit,
carpool, cycle or walk rather than
drive alone to work, through the
Smart Commute program
Low- or zero-carbon commuting choices
reduce emissions of GHGs and air pollutants
and also help to alleviate congestion. Walking
and cycling improve health through physical
activity.
30
Lead by example in managing waste
and producing renewable energy
from biogas at City facilities
Renewable energy reduces the demand for
other forms of energy. It is important for the
City to lead by example in managing waste.
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Actions for implementation
2022-2025 Why it matters
Benefits
Health Equity Resilie
nce
Prospe
rity
A) Begin development of a third
organics processing facility with
renewable energy, targeting
completion by 2028
Decarbonization of City operations is a critical
way that the City can lead by example in the
work toward net zero. The City operates one of
the most progressive and sustainable waste
management systems in North America.
Ongoing innovation in our operations can
serve as an industry standard for waste
management.
B) Produce renewable natural gas
from the Disco Road Organics
Processing Facility, Dufferin Organics
Processing Facility and the third
organics processing facility (target
completion by 2028) and landfill gas
control and utilization systems at
Green Lane and Keele Valley Landfills
(target completion by 2026).
Renewable energy produced from biogas
reduces the demand for other forms of energy.
C) Produce renewable natural gas
from wastewater
Renewable energy produced from biogas
reduces the demand for other forms of energy.
D) Divert waste from landfill in City-
owned facilities
It is important for the City to set a community-
wide example in increasing diversion of waste
from landfill. Landfill emissions (particularly
organics) generate methane, which has a
higher global warming potential than carbon
dioxide. Recycled materials also save resources
and reduce energy and water use.
Discussion
The City of Toronto is taking a lead by reducing GHG emissions from its own operations. In addition to a
series of community-wide emission reduction targets, TransformTO set a series of City of Toronto corporate
leadership targets. Toronto is already a leader in green operations and has many sustainable operating
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practices. In the Net Zero Strategy the City has committed to accelerating these targets to ensure that City
buildings, workplaces, vehicles, energy, waste management, decision-making process and other practices
contribute to reducing emissions and mitigating the impacts of climate change. These ambitious targets
were adopted with an accelerated timeline to demonstrate a commitment to “walking the talk” and clearly
signal to other organizations that Toronto is a leader in climate action.
Climate Governance
Strong, overarching “Climate Governance” fills the gap between ambitious GHG reduction and climate
adaptation goals on the one hand, and robust policy roadmaps on the other hand. It provides an
opportunity to ensure transparency, accountability and informed decision-making. Effective Climate
Governance systems are now hallmarks of jurisdictions showing climate leadership.
The City of Toronto does not currently institutionalize climate change mitigation and adaptation
considerations into decision-making processes. Doing so requires standardization of practices, integrating
coordinated oversight and building climate literacy across the corporation.
CLIMATE LENS
The City makes important decisions every day, for instance when it decides to remodel a road, construct a
new building, update its vehicle fleet, and improve services. There are key opportunities for the City to look
at these decisions with a “climate lens”. The City is developing a climate lens program to give staff the
resources, tools and support to undertake meaningful GHG emissions and climate risk assessments on their
initiatives, enabling climate-informed decision-making.
The Climate Lens will spur an organizational culture shift at the City by facilitating the mainstreaming of
climate considerations into operations and capital project planning. The Climate Lens program will aim to
achieve the following objectives and outcomes: (1) Integrate climate considerations into strategic decision-
making; (2) Build staff climate competency and leadership; (3) Increase climate accountability; (4) Increase
transparency through reporting; and (5) Monitor climate performance.
The Climate Lens program will initially focus on new/enhanced operating programs and capital projects to
ensure future investments are aligned with the City's GHG reduction goals and climate risk adaptation
needs. The Climate Lens program resources will also be utilized to assess the GHG impacts of and climate
opportunities and risks associated with all existing City assets as part of the asset management planning
process pursuant to the Asset Management Planning for Municipal Infrastructure Regulation, O. Reg.
588/17, and Toronto's Corporate Asset Management Policy (section 8.1.6 (iv)). This will be done in alignment
with the regulated deadline for asset management planning, which is currently 2024.
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MANAGING CARBON LIKE MONEY: THE CARBON BUDGET
Critical step to reach the 2030 GHG reduction target:
Demonstrate carbon accountability locally and globally by establishing a carbon budget – Leading by
example, the City will establish a carbon budget to track climate actions against annual emission limits and
drive accountability. The City's actions will be measured against these limits each year until net zero is
achieved, with any gaps in action identified and solutions proposed so we stay on course.
The historical practice of carbon management has been to identify GHG emissions reduction targets for
specific years, such as targets set for 2030 and 2050. The more recent best practice however, indicates that
every tonne of GHG matters and, therefore, focuses on the trajectory of GHG emissions annually.
A Toronto Carbon Budget would take the approach every municipality already uses to track, review, manage
and control financial expenditures and apply it to GHG emissions. It allows decision makers to think of
carbon in the same way as money, setting a budget and tracking annual expenditures against that budget,
except in this case it is a carbon budget. A carbon budget for the City would set out annual emission
reduction limits; identify and quantify governmental actions that reduce GHG emissions (everything from
procurements of electric buses to by-laws regulating emissions from buildings); and project whether
upcoming annual emission limits will be respected. For each emission reducing action the carbon budget
would clearly state the costs and the City divisions and/or agencies accountable for implementation and
reporting. Ideally the City's carbon budget would be reported in parallel with the fiscal budget, thereby
increasing public awareness of climate action in Toronto which supports accountability. Finally, by
highlighting gaps in Toronto's climate action on an annual basis, the City can make timely course corrections
to ensure its GHG reduction targets do not slip out of reach. This latter point is critical as significant
emission reductions are needed year-after-year to achieve net zero emissions by 2040. The modelled NZ40
pathway sets a cumulative emissions target, or “budget” of 178 MtCO2e. If the city were to continue with its
current emissions rate, this budget would be used up in 12 years.
A Toronto Carbon Budget would also align with the City's financial budgets to determine the financial
impacts of achieving or failing to achieve the annual GHG emission limit or other relevant key performance
metrics. It encourages decision makers to monitor the City's overall progress in achieving its climate
objectives, assess and manage organization-wide and community-wide risks, and establish accountability.
Buildings
In July 2021, City Council received Corporate Real Estate Management's Net Zero Carbon Plan. This Plan
provides a road map to achieve net zero emissions in City buildings through fuel switching and efficiency
retrofits, lower-carbon new builds, strategic divestment, on-site renewables and storage, training and
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education, enhanced use of building performance data and carbon offsets and off-site renewables. Work is
underway, with detailed plans to be developed in 2022 as part of integrating the Plan into the capital
planning process. Implementation of the Net Zero Carbon Plan will reduce GHG emissions from City-owned
buildings by at least 80 per cent by 2040.
For City-owned new developments, the Toronto Green Standard Version 4 will require net zero emissions in
2022, in keeping with the City’s commitment to lead by example.
Transportation
CITY FLEET AND ELECTRIC VEHICLE CHARGING INFRASTRUCTURE
As the largest municipal fleet in Canada, and one of the largest in North America, City of Toronto fleets play
an important leadership role in advancing technologies that aim to significantly reduce environmental
impacts, and improve vehicle efficiency, reliability, and safety while reducing life-cycle costs and associated
impacts.
The Pathway to Sustainable City of Toronto Fleets Plan set aims to transition 45 per cent of City-owned
vehicles to low-carbon vehicles by 2030. Technical modelling and an accelerated approach to addressing the
climate emergency has meant that City of Toronto fleets will now aim to transition 50 per cent of City-owned
vehicles to zero-emission vehicles by 2030.
One of the cornerstones of the accelerated plan is the Fleet Electrification Strategy, which outlines actions
required to expand and maximize the use of EVs in City operations. Accelerating the transition of City Fleets
to EVs requires a major expansion of the City’s corporate EV charging infrastructure, which is currently
underway. The City’s corporate EV charging network will also help with the broader promotion and adoption
of EVs in Toronto by providing EV charging for City staff and, where feasible, members of the public.
SMART COMMUTE & WORK FROM HOME
Smart Commute programs and services assist staff in greening their commutes by making it easier to take
transit, carpool, cycle or walk rather than drive alone to work. The City's Smart Commute team works with
staff volunteers and the Smart Commute Champions Network to help promote sustainable commuting at
City worksites to create a network of sustainable transportation enthusiasts through events, guest speakers
and seminars. The Smart Commute program also includes an Emergency Ride Home initiative, and staff are
currently working on a Smart Commute online tool to assist staff in planning their commutes. The City is
currently working on a study to determine the climate impacts of working from home.
Continuing telework and institutionalizing it will help to reduce commuter trips, thereby reducing energy
use, emissions and congestion. Through the City's ModernTO (Workplace Modernization) program, Toronto
aims to be at the forefront of efforts to modernize office work, commuting and telework. ModernTO, and
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equivalent initiatives in the private and not-for-profit sectors, will bring additional benefits to the city
including smaller environmental impacts, reduced commute times, reduced GHG emissions associated with
commuting and improved work-life balance for employees.
LIVE GREEN @ WORK
The Live Green @ Work strategy outlines how organizational citizenship behaviours directed toward the
environment (OCB-Es) can be advanced at the City of Toronto through employee engagement. OCB-Es are
voluntary environmental behaviours demonstrated at work. Through these behaviours, staff can help the
City achieve environmental goals, while also contributing to health and well-being in the workplace.
TRANSIT
The Toronto Transit Commission (TTC) has made a commitment to be 50 per cent zero emissions by 2028-
2032 and 100 per cent zero emissions by 2040. An interim target is for 20 per cent of TTC buses to be zero
emission by 2025-2026. The TTC is currently operating 60 battery-electric buses, the largest zero emissions
fleet in North America, and will be purchasing another 300 electric buses between 2023 and 2025.
When the entire TTC fleet is zero emissions in 2040, GHG emissions will be reduced by approximately
250,000 tonnes of CO2 per year and local air quality will be improved due to the elimination of diesel
emissions from buses. Bus reliability and availability will increase by an estimated 25 per cent, and the total
life cycle cost of zero-emissions buses is estimated to be lower than any currently available fossil fuel
alternative.
Continuing investments to expand public transit infrastructure will contribute to the modal shift to public
transit needed to meet the Strategy’s 2030 targets and achieve net zero. The City and Province continue to
advance transit expansion as part of several intergovernmental agreements, including the most recent
Toronto-Ontario Transit Partnership Preliminary Agreement. These light rail, heavy rail and subway projects
will expand access to higher-order transit across the city and are all at various stages of planning,
development, and construction. The City also continues to advance design and seek intergovernmental
funding for its transit priority projects, namely the Eglinton East LRT and the Waterfront Transit Network.
Waste
The City has several initiatives to manage waste from its own facilities and produce renewable natural gas
from biogas. The City is currently working at both the Dufferin and Disco Road organics processing facilities
to produce renewable natural gas (RNG) from Green Bin Organic waste, which will be injected into the
natural gas grid for City use. Through the Citywide Greenhouse Gas Reduction Strategy (Report 2020.IE14.7),
the RNG produced will be blended with the natural gas that the City buys through the Natural Gas
Purchasing Program to create a low-carbon fuel blend that will be used across the organization to power
vehicles and heat City-owned facilities, allowing for a reduction in GHG emissions City-wide. The City will not
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start using the gas until the beginning of 2022 to ensure production capacity has stabilized. Until then, the
gas will be stored in the grid.
The City is also reviewing potential biogas and landfill gas upgrading opportunities at other City waste
facilities including the Green Lane and Keele Valley landfills and a future third organics processing facility. All
five sites combined would have the potential to produce enough gas to fulfill the City’s entire natural gas
needs annually (and have a surplus, excluding City Agency, Boards and Commissions).
Other initiatives include producing renewable natural gas from wastewater biogas and diverting waste
generated at City facilities from landfill.
Keys to Success
The keys to the City’s success in meeting Lead by Example targets will be leadership and a sustained focus
on climate-informed decision-making. Meeting these targets will also rely on having a net zero carbon
electricity grid to power electrified vehicles and buildings. Success will require the availability of skilled
labour familiar with net zero buildings as well as a supply of net zero-appropriate materials.
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5. Looking Forward
5.1 Summary of Challenges &
Keys to Success
(Dependencies)
The City of Toronto cannot achieve net zero alone. In fact, with current authorities (powers) and systems in
place, the City only directly controls a small portion of our community-wide emissions. The technical
modelling demonstrates that achieving net zero by 2040 is technically feasible, but dependent upon
significant acceleration of climate actions and well-coordinated efforts at local, regional, national and global
levels. There are several challenges and keys to success (also called dependencies) that need to be
addressed in order to realize a net zero future:
1. Action must begin now and must focus on equity: Achieving the 2030 GHG target requires that all
existing climate actions continue and for additional bold action to begin as soon as possible. A focus
on equity in program and policy design and delivery will maximize participation of all Toronto
residents so that benefits can be realized sooner and last longer.
2. Action from all levels of government will also need to align and accelerate: Provincial and
federal policy and resources are required to enable Toronto’s ability to realize a net zero future.
Aligned action will also amplify local efforts so that financial returns are realized sooner and GHG
emissions reductions start earlier.
3. The electricity system needs to be carbon free: The emissions intensity (amount of GHG emitted
per unit electricity) of Ontario's electricity grid is projected to increase. For Toronto to get to net
zero, the grid needs to be carbon free. Failing this, the city can only rely on the “net” part of the
target and will need to purchase carbon offsets or renewable energy certificates, both of which add
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significant cost to becoming net zero. Ensuring that electricity generation does not produce carbon
pollution also addresses the scale of the global challenge.
At a local level, while it is important to decarbonize the grid (reducing the carbon or GHG emissions
of Ontario’s electricity supply), the electricity system needs to be able to adapt to new demands as
heating and transportation are electrified. Focusing on conservation first can reduce electricity
consumption and is the most inexpensive way to provide additional electricity capacity; however,
additional work will be necessary to fully understand how to enable large-scale electrification of
transportation and buildings and manage peaks in electricity demand.
4. The labour market must shift and local supply chains must be developed: The labour market
must shift and new critical supply chains need to be developed to bring down costs. The skills mix
and capacity of the labour force will need to scale up rapidly and new robust supply chains for new
technologies, such as heat pumps and electric vehicles, will need to be in place in order to deliver
the actions required to achieve net zero.
5. Innovative and adaptive delivery mechanisms must be adopted to scale up: Although all
actions presented in the Strategy are technologically feasible, conventional delivery mechanisms are
likely too slow and costly to deliver the rapid transformation envisioned to achieve the 2030 target.
City processes will need to be nimble, as already demonstrated in the quick implementation of new
programs in response to the COVID-19 pandemic. ActiveTO is one of those programs where
dedicated road space facilitated active transportation for essential trips and physical activity keeping
residents safe and healthy during the pandemic in 2020. ActiveTO demonstrated a quick response
to support a crisis by "instituting priority bus lanes, improved cycling infrastructure, expansion of
bike share and weekend recreational street closures, among others."
Similarly, quick action will need to be applied to the volume of building retrofits needed to reach
Toronto's proposed targets. The current model of retrofitting one house at a time will need to be
replaced by a bulk retrofit program where many houses are improved at once. To do this, municipal
processes and programs will need to adapt and be aligned in order to address barriers that
households might face. For instance, a household wishing to undertake a retrofit or use an electric
vehicle should not face any barriers in terms of information or action that might result from
conflicting municipal, provincial or utility policies.
6. Impacts on material and land resources should be accounted for: The economy will need to
produce large numbers of electric vehicles and deliver building retrofits and renewable energy in
short order. Supplying or manufacturing these resources creates demand for concrete, wood,
insulation, batteries, and land. The environmental, social, and economic implications will need to be
carefully considered to ensure this does not result in additional GHG emissions and negative
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impacts to the environment. Indigenous worldviews and circular economy principles are required to
minimize impacts on resources and ensure principles of global sustainability are maintained.
5.2 Implementation & Next
Steps
The Net Zero Strategy provides a pathway to reach net zero GHG emissions for Toronto. The Strategy also
provides solutions that can stimulate the economy, such as investments in infrastructure, building retrofits,
electric mobility, and new energy technologies, providing opportunities and benefits for the residents of
Toronto.
Decarbonizing Toronto will require leadership from all levels of government and the private sector, as well
as active participation from the community. It will require rapidly scaling up many programs and policies
that the City and other governments already have underway, as well as new action by all parties.
Many of the planned emission reduction actions also support achieving other City objectives, such as
improved economic development and health outcomes. Holding equity as a central focus while designing
and implementing the Net Zero Strategy will enable under-represented and equity-deserving groups to be
more involved and better off. Thoughtful implementation of the Strategy will create quality jobs, improve air
quality and health, and strengthen our resilience to extreme weather.
The impacts and costs of climate change will be determined by how quickly action is taken and by how
deeply GHG emissions are reduced leading up to 2030. Delay in taking action to address climate change
increases the disruption to the economy and infrastructure. Each year that new investments are made in
carbon-intensive infrastructure and technologies, we are locking in an expectation of long-term returns.
Undoing these investments is costly. Delay also results in increased damages from extreme weather events.
Achieving net zero GHG requires investments in building retrofits, solar panels, transit service, electric
vehicles and other zero emissions technologies and infrastructure. These investments result in energy
savings (for example, homes use less energy) and revenues (selling power from electricity generation or
district energy). The analysis of modelled pathways indicates that initially investments exceed savings, but
by 2040 savings start to exceed revenues on an annual basis, as the investments start to pay back. Achieving
net zero by 2040 allows more savings than the net zero by 2050 pathway. Reducing emissions more quickly
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also means that the City can collect the financial benefits of the avoided carbon costs and avoided energy
costs more quickly.
The City’s net zero GHG vision represents a transformation of the energy system, the built environment, and
some of our behaviours, in line with cities around the world that are leading on climate. It will require a
coordinated mobilization of the City and society at large for which there are few precedents. The Net Zero
Strategy demonstrates that the technology is available, the financials are viable, and the broader societal
benefits are extensive. Meeting the ambitious 2030 target on the path to net zero is the City’s opportunity to
continue to be a climate leader, to do our part to address the climate emergency and to create a future
Toronto that benefits all.
Glossary
Term Definition
Baseline the starting point to measure changes in the amount of emissions produced over
time
Carbon-free grid an electricity grid where the power that is generated and distributed comes from
only renewable sources
Carbon
sequestration
the process of capturing and storing carbon from the atmosphere through natural or
anthropogenic methods
Consumption-
based emissions
emissions from the volume of goods consumed by a population
CO2e (Carbon
dioxide
equivalents)
a single unit of measurement that allows for the impact of releasing different
greenhouse gases into the atmosphere to be evaluated on a common basis. Carbon
dioxide equivalents are calculated using Global Warming Potential factors that
represent the impact of each greenhouse gas type (such as methane (CH4) and
nitrous oxide (N2O)) relative to that of carbon dioxide
Decarbonize to eliminate the release of GHGs into the atmosphere from a process or
system. This includes swapping out any fossil fuel sources for renewable energy
GHGs
(Greenhouse
gases)
compound gases that trap heat and emit longwave radiation in the atmosphere
causing the greenhouse effect
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Heat pump a highly efficient heating and cooling system that transfers thermal energy from the
ground or air to warm a building during winter and cool it during the summer
Mt (Megatonne) 1,000,000 tonnes
Near zero
buildings
a building that is designed to be highly energy efficient but still uses a small amount
of non-renewable sources. A building constructed to Toronto Green Standard
Version 4 Tier 3 is considered a near-zero emissions building
Net zero a balance between the amount of greenhouse gases released and the amount taken
out of the atmosphere
Net zero building a building that is highly energy-efficient and produces on-site, or procures, carbon-
free and or renewable energy in an amount sufficient to offset the annual carbon
emissions associated with its operations, or simply eliminates carbon emissions
altogether
Renewable
energy
a naturally-occurring energy source that is not finite or exhaustible. It includes
sources such as sunlight, wind, and geothermal heat
ZEV (Zero
Emissions Vehicle)
a vehicle that does not produce tailpipe emissions or other pollutants from the
onboard source of power
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TransformTO Net Zero
Strategy Short-term
Implementation Plan 2022-
2025
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Actions for
implementation
2022-2025
Divisions &
Agencies
Lead is listed
first. Legend*
below.
Description of action Why it matters
Benefits
Healt
h
Equit
y
Resili
ence
Prosp
erity
2030 target: 100 per cent of new buildings are designed and built to be near zero greenhouse gas emissions
1 Ensure near zero
emissions for all new
construction
CP, EED New construction activities 2022-2025 include:
i. Implement the Toronto Green Standard, which
requires net zero emissions for new development
applications in 2030.
ii. Review options to advance higher levels of uptake of
Tier 2 and 3 buildings to facilitate transformation to net
zero earlier than 2030.
Buildings are the largest
source of GHG emissions in
Toronto. Net zero buildings
are critical to achieving a net
zero Toronto. Building
emissions primarily come
from burning natural gas to
heat space and water.
2 Evaluate and limit
impacts of embodied
carbon in construction
EED, CP More information is needed to understand what kinds
of materials and construction techniques should be
used for Toronto. The City will study the impacts and
set embodied carbon limits for building materials and
construction practices in new buildings.
All materials and
construction methods have
an impact on our city. Using
low-carbon materials, such
as wood, and using low-
carbon construction
techniques, will reduce our
impacts on the environment.
2030 target: Greenhouse gas emissions from existing buildings are cut in half, from 2008 levels
3 Advance
Implementation of the
Net Zero Existing
Buildings Strategy.
EED, TB,
MLS, CP,
SDFA
The Net Zero Existing Buildings (ExB) Strategy presents
nine recommended actions for the City to undertake,
identifies key design and implementation
considerations for each action, and presents the
Buildings are the largest
source of GHG emissions in
Toronto, accounting for
about 57 per cent of total
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Actions for
implementation
2022-2025
Divisions &
Agencies
Lead is listed
first. Legend*
below.
Description of action Why it matters
Benefits
Healt
h
Equit
y
Resili
ence
Prosp
erity
(Refer to the Net Zero
Existing Buildings
Strategy, adopted by
City Council in July
2021, for a detailed
short-term
implementation plan.)
potential impacts on emissions, costs and co-benefits.
The ExB Strategy takes the approach of introducing
voluntary programs and policies in the near-term,
followed by a transition to mandatory requirements in
the medium to long-term. A detailed short-term
implementation plan has been adopted, which can be
accessed on the City's website.
community-wide emissions
(based on the 2019 GHG
inventory). Natural gas
accounts for 92 per cent of
emissions from buildings.
Residential natural gas use
alone accounts for 54 per
cent of building emissions.
These statistics highlight the
need to reduce natural gas
use in buildings to meet
future emissions targets.
2030 targets:
● 50 per cent of community-wide energy comes from renewable or low-carbon sources
● 25 per cent of commercial and industrial floor area is connected to low carbon thermal energy sources
4 Work with industry
experts to explore
limiting the expansion
of natural gas systems
and reversing system
growth, where feasible,
and limiting installation
EED Over 2022-2025 staff will explore tools to phase out
natural gas installation and connections, including but
not limited to:
i. Develop a framework with City divisions and industry
experts to limit the expansion of natural gas systems
and reverse system growth, where feasible, and limit
installation of natural gas equipment, and report back
Achieving net zero depends
on quickly moving away from
natural gas for space and
water heating in buildings.
Natural gas for buildings is
the largest source of GHG in
Toronto.
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Actions for
implementation
2022-2025
Divisions &
Agencies
Lead is listed
first. Legend*
below.
Description of action Why it matters
Benefits
Healt
h
Equit
y
Resili
ence
Prosp
erity
of natural gas
equipment
by Q2 2022 on recommended tools to limit use of
natural gas.
ii. Expand district heating systems into communities.
iii. District energy heating system ready processes.
iv. Neighborhood impact assessments.
5 Support adoption and
mainstreaming of net
zero, resilient energy
sources for new and
existing developments
EED, CP Activities in 2022-2025 include:
i. Plan for net zero emissions districts and large
developments, including secondary and precinct plan
areas, academic and healthcare campuses, commercial
real estate portfolios, brownfield sites, and civic
clusters.
ii. Support various City Divisions and Energy Developers
in developing renewable thermal energy projects
where City-owned assets are involved, including sewer
heat recovery, lake-based exchange, and geothermal
projects.
iii. Provide power engineering services for low-carbon
backup power systems at designated emergency
reception centres, and support the Office of Emergency
Management in planning for new emergency reception
centres.
Renewable thermal energy
systems remove natural gas
from the energy system,
reduce annual maintenance
costs, and increase resilience
of the energy system
through energy supply
security.
Low-carbon back-up power
enables buildings to be
available to provide essential
services and act as
community hubs during
power outages due to
extreme weather or other
causes.
6 Address barriers and
develop strategies to
EED Activities to increase renewable energy over 2022-2025
include:
Decarbonizing buildings is
only possible if there is a
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Actions for
implementation
2022-2025
Divisions &
Agencies
Lead is listed
first. Legend*
below.
Description of action Why it matters
Benefits
Healt
h
Equit
y
Resili
ence
Prosp
erity
increase the
deployment of
renewable energy and
storage technologies,
including but not
limited to solar, wind,
biomass, geothermal,
waste heat recovery
and heat pumps
i. Environment and Energy and other relevant parties to
develop a Renewable Energy Taskforce to address
barriers and develop strategies for increasing
renewable energy development including;
- Investigate opportunities to encourage wider
adoption of renewable energy through regulatory and
incentives structures such as rebates, low-interest
financing and credits;
- Work with Toronto Hydro to enhance the Distributed
Energy Resource interconnection process for
renewable energy;
- Review the building permitting process related to
renewable energy and storage and explore
opportunities for streamlining;
- Review zoning requirements and identify restrictions
that prohibit renewable energy development including
solar photovoltaic, and assess opportunities for
improvement;
ii. Environment and Energy to report back in 2023 with
findings from this work and identify specific budget
requests, authorities and actions required for
increasing renewable energy development, including
but not limited to solar, heat pumps, geothermal, waste
heat recovery and storage.
supply of renewable energy.
The City has a
supporting role in increasing
supply and a key role in
facilitating local access to
that energy.
Resilient solar (solar plus
storage) allows buildings to
operate during power
outages due to extreme
weather and become
resilience hubs that provide
essential services to the
community.
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2022-2025
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7 Actively support,
advocate to and
partner with
Toronto Hydro, as well
as the Provincial and
Federal governments
and agencies, to
decarbonize the
provincial electricity
grid, promote energy
conservation and
enable local renewable
energy generation
CMO, EED,
TH
Activities include:
i. Continue to advocate to the Government of Ontario
the critical importance of lowering GHG emissions from
the electricity grid in order to reach net zero targets,
and work with the Province and other partners in this
regard.
ii. Collaborate with and advocate to all levels of
government and related agencies and utilities to bring
about the changes in energy consumption and
generation that are needed to reach net zero.
The City of Toronto cannot
move Toronto to net zero on
its own. Necessary
collaboration will include re-
evaluating current limits to
the City of Toronto's
authorities, and the roles
various organizations can
play in moving Toronto to
net zero. Achieving net zero
through the electrification of
buildings and transportation
relies on zero carbon,
renewable electricity.
2030 target: 75 per cent of school/work trips under 5 km are walked, biked, or by transit
8 Expand biking and
pedestrian
infrastructure,
including the rollout of
cycling routes, bicycle
parking and bike share
at or near TTC stations
TSD, TTC,
BST
The City will continue to expand active and multi-modal
transportation infrastructure, building on progress
made in accelerating ActiveTO, expanding Bike Share
Toronto (including the pedal assist e-bike pilot
program), and other initiatives.
Gas and diesel vehicles are a
major source of GHG in
Toronto. Active
transportation and low-
carbon transit reduce GHG
emissions and benefit health
by reducing air pollution and
increasing physical activity.
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implementation
2022-2025
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Agencies
Lead is listed
first. Legend*
below.
Description of action Why it matters
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9 Increase existing bus
and streetcar service
levels to encourage
shifts to low-carbon,
sustainable
transportation
TTC, TSD, CP The TTC’s 5-Year Service Plan and 10-Year Outlook aim
to move people more efficiently on transit using
enhanced service levels and priority bus lanes to
improve reliability, speed and capacity on some of the
busiest transit routes in the city.
Increased transit service will
improve access to
employment, healthcare and
community services,
encourage shifts away from
single-occupancy vehicles
and improve transit equity.
10 Update and accelerate
implementation of city-
wide Transportation
Demand Management
Strategy
TSD, EED,
CP, EDC
Activities 2022-2025 include:
i. The City will update, accelerate implementation, and
measure the impact of the city-wide Transportation
Demand Management (TDM) Strategy.
ii. Pilot targeted residential TDM engagement in several
of Toronto's communities to support the uptake of
sustainable transportation and low-carbon commuting
options.
iii. Lead community outreach and engagement
campaigns to support the uptake of more sustainable
modes of transportation/ commuting (including, but
not limited to, promoting public uptake of active
transportation, transit, carpooling and telework).
iv. Work with Toronto-based employers and businesses
to implement TDM and other sustainable
transportation best practices as a part of COVID-19
recovery and rebuild process.
Transportation Demand
Management eases traffic
congestion and reduces
transportation emissions of
GHGs and air pollutants
through transportation
alternatives, ride sharing,
teleworking and other
approaches.
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v. Convene a Transportation Demand Management
leaders table, which would include relevant City of
Toronto divisions and agencies and would promote
uptake of TDM best-practices.
11 Develop tools to
address emissions of
greenhouse gases and
air pollutants on an
area or project level
TSD, CP, EED The City will develop a framework to address emission
reductions of greenhouse gases and air pollutants on
an area or project level, including guidance documents
and technical modelling, and report back in 2023 with a
framework to be implemented in 2024.
Many cities successfully
assess potential GHG and air
pollutant emissions from an
area as a whole, rather than
from each source in
isolation, using these tools.
2030 target: 30 per cent of registered vehicles in Toronto are electric
12
Align the City’s Electric
Vehicle (EV) Strategy to
the net zero goals and
implement the EV
Strategy
EED, TSD,
TPA, TH, CP,
FS, MLS,
SDFA, CREM,
EDC
The City, along with its partners, will implement the
City’s Electric Vehicle Strategy and align it to the Net
Zero Strategy goals. Activities planned for 2022-2025
include:
i. Relevant Divisions and Agencies will report to City
Council in 2023 with options for how the City of
Toronto can support and encourage provision of the
home and workplace EV charging infrastructure
needed to accommodate growth in EV ownership to 5
per cent of registered personal vehicles in 2025 and 30
per cent in 2030.
Internal combustion engine
(ICE) vehicles are a major
source of GHG in Toronto.
Quickly transitioning these
vehicles to electric vehicles,
and shifting our electricity
supply to net zero,
renewable sources, are
critical to achieve a net zero
Toronto. Switching from
fossil fueled to electric
vehicles also reduces air and
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ii. Relevant Divisions and Agencies will report to City
Council in 2023 with a strategy to meet the 2025
targets in the EV Strategy for public EV charging
infrastructure and ensure that sufficient public EV
charging infrastructure will be in place to accommodate
growth in EV ownership to 30 per cent of registered
personal vehicles in 2030.
noise pollution and
decreases vehicle energy
costs.
A) Increase public EV
charging infrastructure
TSD, TPA,
TH, CP, EED,
FS, CREM
The City will develop a strategy and plans to meet the
2025 targets in the EV Strategy for public charging
infrastructure (220 Level 3 DCFC ports and 3,000 Level
2 ports are installed in public locations) and to ensure
that sufficient public charging infrastructure will be in
place to accommodate growth in EV ownership to 30
per cent of registered personal vehicles by 2030. Next
steps 2022-2025:
i. Identify high priority public charging areas.
ii. Explore potential partnerships to support
development of public charging infrastructure.
iii. Apply for funding (e.g. ZEVIP) and secure match
funding.
In addition to active
transportation and transit,
electric vehicles are a key
part of reaching net zero
GHG emissions in Toronto.
Public EV charging
infrastructure alleviates
range anxiety and provides
charging options to people
who need charging on the go
or don't have charging at
home. It can also support
cargo and logistics,
operational fleets, vehicles
for hire and car sharing.
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implementation
2022-2025
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below.
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B) Increase EV charging
at residential,
commercial,
institutional and
industrial buildings
CP, EED,
SDFA, TH
2022-2025 activities to increase EV charging include:
i. Mandate EV ready requirements for all new
developments to ensure that buildings in Toronto will
have sufficient EV charging infrastructure to
accommodate growth in EV ownership to 30 per cent of
registered personal vehicles and 35 per cent of
commercial vehicles by 2030 and 100 per cent of all
vehicles by 2050.
ii. Provide incentives for charging infrastructure in
home, public, workplace and fleet settings, as feasible
and as needed to improve equity and spur EV adoption.
iii. Expand financing options for charging infrastructure
installation on private property, as feasible and as
needed to improve equity and spur EV adoption.
iv. Explore the feasibility of Toronto Hydro offering
rebates for Electric Vehicle charging in residential
properties during off-peak hours.
v. Work with Toronto Hydro and the provincial
regulator to remove barriers to the installation of EV
charging by changing the regulations related to new
electrical connections or requests for additional
capacity.
vi. Develop policies, regulations and/or programs to
support provision of EV charging infrastructure in
existing homes and workplaces.
Sufficient EV charging where
people live, work and play is
necessary for widespread
adoption of EVs. Together
with walking, cycling and
transit, electrification of
transportation is an
important part of the
pathway to a net zero
Toronto.
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implementation
2022-2025
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C) Review the Electric
Vehicle Strategy
EED, TSD,
TPA, TH, CP,
FS, MLS,
SDFA, CREM,
EDC
The City will conduct a comprehensive review of the
Electric Vehicle Strategy in 2024-2025.
EV technology, adoption and
infrastructure change
rapidly. Reviewing the EV
strategy will keep our shared
approach current and
relevant.
13 Determine options to
incentivize EV adoption
and disincentivize use
of gas and diesel
vehicles
EED, TSD,
TPA, CP
The City will determine options to incentivize EV
adoption and disincentivize use of gas and diesel
vehicles. Incentives and disincentives may be financial
and/or non-financial. Activities 2022-2025 include:
i. Advocate to other levels of government to
provide/expand purchase incentives for new EVs.
Advocate to both levels of government to provide
incentives for purchase of used EVs. Advocate for
additional taxes/fees on new internal combustion
engine vehicles and use money collected to fund
rebates for low-cost EVs, additional EV infrastructure
and/or transit/active infrastructure (particularly in low
income areas).
Next steps:
- Form a working group to determine the priority of
preferred actions by the provincial and federal
governments.
Incentives are needed to
accelerate the shift from
gasoline and diesel vehicles
to electric vehicles, transit,
walking and cycling and
reduce GHG emissions.
Relative to fossil fuelled
vehicles, electric vehicles
have a low lifetime cost due
to reduced fuel/energy costs
as well as reduced
maintenance. Financial
incentives help people
overcome the initial higher
purchase price for an EV.
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2022-2025
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- Advocate for governments to pursue EV enabling
activities or policies.
ii. Explore providing purchase incentives, including
potential funding sources and equity considerations
and measures to mitigate the potential for increasing
auto ownership rates. Incentives for EVs should be
offset by disincentives for internal combustion engine
vehicles.
iii. Explore other incentives such as those related to
parking.
14
Encourage the
adoption of electric
commercial and freight
vehicles, including EVs
and e-bikes for last-
mile deliveries
TSD, CP,
TPA, TH,
EED, FS
The City will explore opportunities and develop policies
to encourage the use of EVs and e-bikes for commercial
and freight transportation.
Reducing emissions from
freight transportation also
improves health and equity.
Vulnerable populations are
more often located near
major freight routes and
disproportionately
experience traffic-related air
pollution health impacts.
A) Encourage the use of
e-bikes and EVs for
last-mile deliveries
TSD, CP Activities:
i. In consultation with the freight industry, develop
policies to encourage and facilitate use of e-bikes,
E-bikes including e-cargo
bikes, and electric vehicles,
reduce neighbourhood GHG
and air pollutant emissions
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cargo e-bikes and electric vehicles for last-mile
deliveries.
ii. Explore opportunities to facilitate provision of
charging infrastructure and parking for e-bikes, cargo
e-bikes and electric vehicles used for last-mile
deliveries.
caused by the "last mile" of
delivery. E-cargo bikes also
provide a more affordable
transportation option for
small businesses and
individuals.
B) Encourage adoption
of electric commercial
and freight vehicles
EED Activities:
i. Explore opportunities to encourage and support
adoption of electric vehicles for commercial and freight
use, including light-duty, medium-duty, and heavy-duty
vehicles.
ii. Explore opportunities to encourage increased
availability of electric light-duty, medium-duty and
heavy-duty commercial and freight vehicles in the
GTHA.
Heavy commercial and
freight vehicles are
predominantly fueled by
diesel, a significant source of
GHG and air pollutant
emissions in Toronto. Air
pollution and health impacts
from transportation are
inequitably distributed, with
higher levels near major
roadways. Switching to
electric vehicles reduces
emissions and helps protect
health.
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implementation
2022-2025
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first. Legend*
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2030 target: Identify pathways to more sustainable consumption in City of Toronto operations and in Toronto's economy
15
Continue to pursue
policy and
programmatic
interventions that help
the City reach its
aspirational goals of
zero waste and a
circular economy, and
which identify
pathways to more
sustainable
consumption in both
municipal operations
and in all sectors of the
economy
SWMS, other
City divisions
The City will identify and implement new policies and
operational changes across City divisions, and enter
into strategic partnerships where possible, to reduce
waste, maximize resources and support positive
environmental outcomes through circular and
sustainable consumption.
Cities are well-positioned to
play a critical role in
achieving climate neutrality
and moving to more
sustainable consumption
models. Accelerating
Toronto's circular city
transition will contribute to
the City's climate action goals
and will play a key role in
building a resilient, inclusive,
green, and prosperous
future for residents and
businesses.
A) Develop a City-wide
governance structure,
strategy and policy
framework to establish
a path to make the City
the first municipality in
the Province of Ontario
SWMS, other
City divisions
SWMS, with involvement and leadership from other
City Divisions, will develop a Circular Economy Road
Map for Toronto that will help guide the City in
becoming the first municipality in the province with a
circular economy. Once finalized, Toronto's Circular
Economy Road Map will inform policy and program
Circular economy strategies
consider sustainable
resource consumption and
material efficiency for their
potential impacts on climate
change, environmental
degradation, and social
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2022-2025
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with a circular
economy and to align
with the Provincial goal
as part of the Waste
Free Ontario Act
changes to advance the City's aspirational circular
economy goals.
outcomes. Continued
relationship building and
partnerships will be
important to accelerate the
City of Toronto's progress
toward its aspirational
circular economy outcomes
and climate action targets.
B) Conduct a
consumption based
emissions inventory
and identify targets
that would
meaningfully reduce
consumption based
emissions
EED The City will:
i. Conduct a consumption based emissions inventory.
ii. Set short- and long-term community-wide
consumption emission reduction targets.
iii. Report back by Q2 2023.
Understanding and reducing
GHGs released during the
manufacture and transport
of articles and services we
use helps address Toronto
residents' true climate
impact.
C) Enable Torontonians
to reduce waste and
engage in sustainable
consumption by
implementing the
Single Use and
SWMS, other
City divisions
The City will:
i. Implement a voluntary measures program that
enables and encourages businesses to reduce waste in
their operations.
ii. Introduce mandatory measures to reduce and
prevent the generation of single-use and takeaway
items in Toronto.
It is estimated that
approximately 400 million
single-use plastic bags, 85
million foam takeaway
containers and cups, and 39
million single-use hot and
cold drink cups are
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implementation
2022-2025
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Takeaway Items
Reduction Strategy
generated annually by single
family households in
Toronto. Through
consultation, the City
identified strong public
support for the
implementation of
mandatory measures (e.g.
bylaws) restricting single-use
and takeaway items.
2030 target: 70 per cent residential waste diversion from the City of Toronto’s Integrated Waste Management System
16
Continue
implementation of the
City’s Long Term Waste
Management Strategy
which sets a goal of
diverting 70 per cent of
waste managed from
City customers away
from landfill, by
focusing on waste
reduction, reuse and
recycling activities that
SWMS Reduction, reuse and recycling activities include a food
waste reduction strategy, textile collection and reuse
strategy, supporting other reduction and reuse
programs, exploring new technologies and creating a
Circular Economy and innovation unit within SWMS
help Toronto reach its goal of becoming the first
circular city in Ontario.
Within the scope of the Long Term Waste Management
Strategy, opportunities to explore waste reduction
outside of the integrated waste management system
are identified and actioned where within the scope of
There are challenges with
achieving this target
including the transition of
the City's Blue Bin Recycling
program to extended
producer responsibility (EPR).
Currently, the direct impact
of diversion on the reduction
of greenhouse gas emissions
is not known.
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2022-2025
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promote resource
conservation and
reduce environmental
impact
control of SWMS, for example, the Community Reduce
and Reuse Programs and public communications for
waste related information.
Also, weight-based metrics
such as diversion do not take
into account the evolving
nature of packaging and limit
the amount of control SWMS
has to make an impact on
the measure. The Long Term
Waste Management Strategy
5-year review is upcoming,
and may result in changes to
performance measurement
and implementation
strategies.
A) Continue outreach
and engagement on
waste reduction and
diversion, with a focus
on food and organic
waste
SWMS, EED The City will continue to enable food and organic waste
reduction and diversion among City waste customers
through implementation of strategic action roadmaps
such as the Long Term Waste Management Strategy.
Outreach and engagement
are critical to helping
residents have the
knowledge, opportunities,
and passion for reducing
waste. Organic (food) waste
in particular creates powerful
GHG emissions when it
reaches the landfill so is a
key area for engagement.
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2022-2025
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Lead is listed
first. Legend*
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Develop and implement strategies to improve greenspace infrastructure to build climate resilience
17
Increase canopy cover
and biodiversity and
enhance greenspaces
PFR Over 2022-2025 the City will continue to increase tree
canopy cover including prioritizing tree planting
programs on both public and private lands to help
achieve a more equitable distribution of canopy cover
across the city. In collaboration with multiple City
divisions, the implementation of the Strategic Forest
Management Plan, Parkland Strategy, Ravine Strategy
and Version 4 of the Toronto Green Standard will
continue to contribute to canopy, biodiversity and
greenspace goals.
Toronto's urban forest is a
vital city asset that
contributes to quality of life
and healthy communities.
The city’s tree population
helps to filter air pollution
and save energy by helping
to cool neighbourhoods and
buildings in the summer.
Trees also sequester carbon
as they grow. Equitable
access to greenspaces,
including trees, parks and
ravines, and their benefits is
important to creating a
healthy, livable city.
A) Achieve equitable
distribution of the
urban forest,
increasing tree canopy
and naturalized
PFR In collaboration with other City divisions, Parks,
Forestry and Recreation will continue to protect
existing trees and increase tree canopy cover where it
is currently lacking, creating more equitable
distribution of the valuable services and benefits the
urban forest provides.
A well-managed urban forest
is vital to quality of life and
supports climate resilience,
disaster risk reduction,
ecosystems conservation,
food security, poverty
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2022-2025
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greenspace where it is
most needed
alleviation, and improved
quality of life. Equitable
distribution of the City's tree
canopy brings with it a more
equitable distribution of the
services and benefits
provided by trees and
greenspace.
Ensure equitable implementation and ongoing improvement of engagement and reporting
18
Support resident-led
climate action and
engagement
EED Over 2022-2025, the City will continue to implement
city-wide climate action engagement under the Live
Green Toronto banner. Outreach will be focused on
those most impacted by climate change and equity
deserving groups to lead and implement local climate
action.
Engaging and enabling the
community to lead on
climate issues is central to
achieving a net zero GHG
Toronto.
A) Support resident-led
climate action
engagement through
Climate Action Grants
EED Over 2022-2025, the City will scale up and design new
grant programs including those directed to Indigenous
communities and youth.
Funded projects will increase
awareness and engagement
on climate action at the local
level. They also strengthen
the efforts and capacity of
local community agencies,
grassroots groups and
resident leaders.
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implementation
2022-2025
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B) Expand
Neighbourhood
Climate Action
Champions Program
EED Over 2022-2025, the City will continue to implement
city-wide climate action engagement, specifically
continue and scale-up the Neighbourhood Champions
program through 2030.
Neighbourhood Climate
Action Champions inspire,
motivate and encourage
residents to undertake
community-focused actions
to support TransformTO and
reduce emissions to net zero.
19
Work with Indigenous
rights holders and
urban Indigenous
communities to share
knowledge and
learnings
EED, IAO The City will develop a plan for meaningful, in-depth,
respectful, and ongoing engagement with local
Indigenous communities to provide feedback on City's
Strategy implementation. 2022-2025 activities include a
climate action grants program as well as:
i. Ensure TransformTO policies, programs and services
are developed with and for Indigenous communities to
ensure a just economic transition.
ii. Ensure opportunities for Indigenous representation
in TransformTO engagement and advisory processes.
iii. Explore ways to measure and communicate
progress that speaks to broader questions such as "Are
we good ancestors?" or “How are we honouring the
land, water, and all our relations?”
iv. Implement Reconciliation Action Plan.
Meaningfully working with
members of Toronto's
Indigenous communities,
and including an Indigenous
worldview in the Net Zero
Strategy, are important to
our ongoing relationship
with Indigenous
communities on climate
issues and the successful
implementation of the
Strategy.
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2022-2025
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v. Connect with Indigenous Affairs Office and
Placemaking Advisory Circle on future placemaking and
place-keeping initiatives.
A) Develop and deliver
Indigenous Climate
Action Grants program
EED Over 2022-2025, EED will work with the Indigenous
Affairs Office to design and deliver a new grant
program dedicated specifically to local Indigenous
climate action.
Supporting local level
Indigenous climate action
projects is essential, and
current funding models need
adaptation to ensure
accessibility to Indigenous
communities.
20
Develop and
implement youth
engagement strategy
EED Over 2022-2025 the City will develop and implement a
youth engagement strategy, launch an academic
innovation hub, and continue to involve youth in
developing and implementing the Net Zero Strategy.
Youth involvement is critical
to the design and
implementation of the Net
Zero Strategy. Meaningfully
including youth voices is
important from an equity
perspective, and the Strategy
also benefits from this
group's innovative thinking.
A) Design and launch a
City-academic
innovation hub to
support youth-led
EED Over 2022-2025, the City will design and establish an
innovation hub where City staff, youth, students,
faculty, and community will work together to design
innovative local projects.
Supporting youth climate
action projects is essential to
inspire current and future
climate action.
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implementation
2022-2025
Divisions &
Agencies
Lead is listed
first. Legend*
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climate initiatives and
innovative student pilot
projects
21 Design and launch a
climate advisory group
for 2022 and beyond to
ensure implementation
of the Net Zero
Strategy is equitable
and reflects the
priorities and interests
of the community
EED The Net Zero Advisory Group will be updated and
refreshed as the City moves from design of the Net
Zero Strategy in 2021 to implementation over 2022-
2025.
Receiving advice from
diverse sources is critical to
the design and
implementation of a robust
Net Zero Strategy that
reflects the priorities of
residents and stakeholders.
22 Develop equity
indicators to be
reported on as part of
the TransformTO
implementation status
update
EED Staff will be developing equity indicators where
possible and reporting on them regularly.
Ensuring equitable
implementation is an
important goal of Net Zero
Strategy. Measuring and
reporting on indicators is an
effective way to stimulate
and track progress.
23 Encourage the growth
of green industry to
provide the products
EDC The City and partners will encourage the growth of the
green industries to enable net zero. 2022-2025
activities:
Developing green industry
can create economic benefits
to the region and provide the
materials and services
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2022-2025
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and services needed to
enable a net zero city
i. Work with Toronto's green industries to undertake
market research of key products and services required
to achieve the Net Zero Strategy targets and goals and
to provide a report to Council by Q3 2024.
ii. Develop green industry growth roadmaps for each
green sector, including a workforce development plan
(a low-carbon job strategy), in partnership with
Toronto's green industries and report back to Executive
Committee – 2023 through 2024.
iii. Consult with the local green industries on the
opportunities to develop green industries cluster
management organizations and identify the preferred
form of the organization or organizations and the
necessary steps to achieve implementation – by 2023.
(The proposed timelines for these actions are
contingent upon additional funding).
needed to enable a net zero
city. An industry's growth is
generally controlled by six
key drivers: Advocacy;
Collaboration Building;
Market Development;
Marketing; Policies and
Regulations; and Workforce
Development.
24 Leverage Live Green
Toronto to develop and
implement a city-wide
climate action
awareness campaign
EED Over 2022-2025 the City will develop and implement a
city-wide climate action awareness campaign.
Communication is key to
creating understanding,
enthusiasm and participation
in moving our city to net
zero.
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2022-2025
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Benefits
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2030 target: Lead by Example – Corporate emissions are reduced by 65 per cent over 2008 base year
25
Develop and apply a
Climate Lens in
decision-making
EED, CFO The City will continue to advance a climate lens
systematically including climate priorities, opportunities
and risks in decision making. Activities over 2022-2025
are outlined below.
Applying a climate lens to
decision-making ensures that
climate impacts,
opportunities, risks and
potential benefits and
savings are systematically
considered.
A) Implement a Climate
Lens Program
EED, CFO A Climate Lens Program integrates climate
considerations in all new operating programs and
capital projects and builds staff competency to assess
both climate change mitigation and adaptation
impacts. The City will:
- Apply climate lens to all new operating and capital
projects by 2022.
- Apply climate lens to all existing programs, services,
and assets by 2024.
A climate lens evaluates and
considers the climate
implications of all major City
of Toronto decisions, guiding
the City toward sound, long-
term decision-making and
GHG reduction goals.
B) Report on climate
risks to assets
EED, CFO, AS The CFO to report on all major climate risks associated
with existing programs, services and assets, identified
via the Climate Lens Program, to Council by 2024, and
Council to direct the appropriate Divisions/Agencies to
address risks in future capital planning. The CFO is to
also provide ongoing annual updates on the City's
Identifying and disclosing
climate-related risks to
assets enables the City to
minimize risk, inform more
efficient, long-term decision-
making and enhance
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Benefits
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climate risks as part of its annual consolidated financial
statements.
accountability to meeting
targets.
2030 target: Lead by Example in Procurement – Greenhouse gas emissions from food the City of Toronto procures are reduced by 25 per cent
C) Enhance Sustainable
Procurement
PMMD Align procurement policies with the following climate
lens objectives:
1. Integrate climate considerations into strategic
decision-making
2. Build staff climate competency and leadership
3. Increase climate accountability
4. Increase transparency through reporting
5. Monitor climate performance
This action targets reporting in Q2 2022 and
implementation into 2023.
Enhancing sustainable procurement will also include
working toward reducing emissions from food by 25
per cent by 2030 relative to a 2015 base year as per the
City's Cool Food Pledge, and in alignment with the City's
C40 Good Food Cities Declaration. Staff will report back
on the status of corporate food-related emissions and
recommended actions through Net Zero's status
update on implementation in Q2 2025.
The City's purchasing power
is one way that the City can
make environmentally
sustainable and equitable
investments for today and
the future.
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2022-2025
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D) Consider a carbon
offset purchase policy
and update the Carbon
Credit Policy
CMO Consider a carbon offset purchase policy and review
the Carbon Credit Policy in a way that prioritizes
achieving local emission reductions
The use of carbon offsets can
make or break an effective
net zero strategy. Toronto's
Net Zero Strategy will reduce
local emissions before
considering purchasing
offset credits. An offset
purchase policy will be
developed with the spirit and
intent of reaching net zero.
26 Design and implement
a Toronto Carbon
Budget
EED, CFO Design a Toronto Carbon Budget and associated key
performance metrics, which aligns with the City's
financial budgets, to manage corporate and community
GHG emissions within an absolute limit.
A carbon budget is the
current best practice for
cities that are serious about
ensuring transparency and
accountability in their climate
action work.
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2030 targets: Lead by Example in Buildings
● All City Agency, Corporation and Division-owned new developments are designed and constructed to applicable Toronto Green Standard Version
4 standard achieving zero carbon emissions, beginning in 2022
● Greenhouse gas emissions from City-owned buildings are reduced by 60 per cent from 2008 levels; by 2040, City-owned buildings reach net zero
greenhouse gas emissions
27
Ensure net zero City-
owned buildings
CREM, CP Transitioning City-owned buildings to be net zero
buildings.
Buildings are the largest
source of GHG emissions in
Toronto. The Net Zero
Carbon Plan demonstrates
the City leading by example
to achieve net zero emissions
in both new and existing City
buildings.
A) Constructing new
City-owned buildings to
net zero on a go
forward basis
CREM, CP Update construction processes and design standards
to include a requirement to construct new City
buildings to Toronto Green Standard Version 4 Tier 4,
to identify a net zero target in the design/construction
procurement process and to identify planned facility
construction projects for compliance.
Design and construction of
net zero emissions buildings
supports the City's
systematic approach to
achieving City Council's
emission reduction targets.
B) Pursuing a Net Zero
Carbon Plan for
existing City buildings
CREM In July 2021, City Council adopted CREM's Net Zero
Carbon Plan. This Plan provides a road map to achieve
net zero emissions in City buildings first and foremost
The City can most
significantly reduce GHG
emissions through fuel
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through changes to facility utilities consumption. It
offers seven initiatives to reach this goal, including, fuel
switching and efficiency retrofits, lower-carbon new
builds, strategic divestment, on-site renewables and
storage, training and education, enhanced use of
building performance data and carbon offsets and off-
site renewables. The Plan focuses on making the right
investments into City buildings in order to meet the
targets set by City Council. The Plan would be delivered
by CREM in collaboration with other City Divisions and
Agencies. Work is underway to integrate the Plan into
the capital planning process, with the expectation that
the Plan will be incorporated into the 2023 budget
process.
switching in its existing
buildings. The move away
from carbon-intensive
equipment is a cost-
avoidance action that
reduces both operating
expenditures and emissions.
The City may be able to
achieve 50 per cent
reduction in GHG emissions
through the application of
the Net Zero Carbon Plan for
existing City buildings.
2030 targets: Lead by Example in Transportation
● 50 per cent of the City-owned fleet is transitioned to zero-emissions vehicles
● 50 per cent of the TTC bus fleet is zero-emissions
28
Reduce emissions from
City and Agency-owned
vehicles
FS, TTC Over 2022-2025 the City will continue to reduce GHG
and air pollutant emissions from City-owned and
operated vehicles, fuels and practices.
Transportation is a
significant source of GHG
and air pollutant emissions
in Toronto. The City of
Toronto has a role to play in
rapidly demonstrating
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success in moving toward
net zero transportation.
A) Update and
implement the
Sustainable City of
Toronto Fleets Plan to
support the transition
of 20 per cent of City
fleet to zero-emission
by 2025 and 50 per
cent by 2030. Starting
in 2022, for any light
duty vehicle being
purchased by the City,
the City will select only
the electric version of
this vehicle where
operationally feasible.
FS Activities include:
i. Accelerate transition of City Fleets to sustainable,
climate resilient, carbon-neutral operations by 2040.
ii. Expand City's corporate EV charging infrastructure
(1,200 charge ports by 2025, and 2,400 charge ports by
2030).
iii. Identify needs and opportunities for providing EV
charging for City staff and members of the public.
iv. Develop associated policies, operational procedures,
training and instructional material, and promotional
material.
As the largest municipal fleet
in Canada, City of Toronto
fleets play an important
leadership role in advancing
technologies that aim to
significantly reduce
environmental impacts, and
improve vehicle efficiency,
reliability, and safety, while
reducing life-cycle costs and
associated impacts.
B) Implement the TTC
Green Bus Program to
achieve target of 20 per
cent of TTC buses zero
emission by 2025-2026
TTC Implement TTC Green Bus Program. Zero-emission buses replace
diesel buses, reducing the
demand for diesel fuel,
reducing emissions of GHGs
and air pollution.
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Transportation is the largest
source of air pollution in
Toronto.
29
Encourage City staff to
adopt sustainable and
climate positive
practices at work and
in their commutes
EED Over 2022-2025 the City will encourage staff to adopt
sustainable, low-carbon practices by implementing the
Live Green @ Work Strategy alongside the Smart
Commute Toronto program.
The City of Toronto is the
largest employer in Toronto,
and as such can introduce
many people to sustainable
practices and enable staff to
lead while at work and at
home.
A) Implement Live
Green @ Work Strategy
EED The Live Green @ Work Strategy: Staff engagement and
organizational citizenship behaviour directed toward
the environment encourage City employees to engage
with climate action. This activity is important to the City
as a green employer.
City of Toronto employees
provide service to the public
and businesses across the
city. City employees can act
as climate leaders at work
and at home.
B) Encourage City staff
to take transit, carpool,
cycle or walk rather
than drive alone to
EED Update the online tool that assists staff in finding
sustainable commute options (transit routes, cycling
routes, carpool matching).
Low- or zero-carbon
commuting choices reduce
emissions of GHGs and air
pollutants and also help
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work, through the
Smart Commute
program
Conduct a commuter survey for City staff to identify
current commuting practices and opportunities for
assisting staff in reducing the carbon footprint of their
commutes.
alleviate congestion. Walking
and cycling improve health
through physical activity.
2030 targets: Lead by Example in Managing Waste
● Generate and utilize 1.5 Million Gigajoules of energy from biogas
● Approximately 107,700 tonnes CO2e per year are reduced through Organics Processing with Renewable Energy and Landfill Gas Utilization
● All City-owned facilities have achieved zero waste
30
Lead by example in
managing waste and
producing renewable
energy from biogas at
City facilities
SWMS, TW,
CREM
The City will build on existing programs to lead by
example in managing waste and producing renewable
energy from biogas at City facilities, as described
below.
Renewable energy reduces
the demand for other forms
of energy. It is important for
the City to lead by example
in managing waste.
A) Begin development
of a third organics
processing facility with
renewable energy,
targeting completion
by 2028
SWMS SWMS will build a third organics processing facility
(OPF) with renewable energy. Diversion of organics
from landfill and processing through the facility will
contribute to a reduction in GHG emissions. In addition,
Landfill gas control and utilization from Green Lane and
Keele Valley landfills will contribute to this target.
Decarbonization of City
operations is a critical way
that the City can lead by
example in the work toward
net zero. The City operates
one of the most progressive
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and sustainable waste
management systems in
North America. Ongoing
innovation in our operations
can serve as an industry
standard for waste
management.
B) Produce renewable
natural gas from the
Disco Road Organics
Processing Facility,
Dufferin Organics
Processing Facility and
the third organics
processing facility
(target completion by
2028) and landfill gas
control and utilization
systems at Green Lane
and Keele Valley
Landfills (target
completion by 2026).
SWMS SWMS will continue to capture biogas for beneficial
use.
The City has implemented renewable natural gas (RNG)
processing at the Dufferin organics processing facility,
and is currently working at the Disco Road organics
processing facility to produce RNG from Green Bin
organic waste, which will be injected into the natural
gas grid for City use. The RNG produced will be blended
with the natural gas that the City buys to create a low-
carbon fuel blend that will be used across the
organization to power vehicles and heat City-owned
facilities, allowing for a reduction in GHG emissions
Citywide.
The City has also identified potential biogas and landfill
gas upgrading opportunities at other City waste
Renewable energy produced
from biogas reduces the
demand for other forms of
energy.
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facilities including the Green Lane and Keele Valley
landfills and a future third organics processing facility.
C) Produce renewable
natural gas from
wastewater
TW Toronto Water will continue to make better use of
biogas through production of renewable energy at its
facilities.
Renewable energy produced
from biogas reduces the
demand for other forms of
energy.
D) Divert waste from
landfill in City-owned
facilities
CREM,
SWMS
Waste generated at City-owned facilities is diverted
from landfill, reducing associated GHG emissions.
It is important for the City to
set a community-wide
example in increasing
diversion of waste from
landfill. Landfill emissions
(particularly organics)
generate methane, which
has a higher global warming
potential than carbon
dioxide. Recycled materials
also save resources and
reduce energy and water
use.
*Divisions & Agencies:
AS – Accounting Services
BST – Bike Share Toronto
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CFO – Chief Financial Officer & Treasurer's Office
CMO – City Manager's Office
CP – City Planning
CREM – Corporate Real Estate Management
EED – Environment & Energy
EDC – Economic Development & Culture
FP – Financial Planning
FS – Fleet Services Division
IAO – Indigenous Affairs Office
MLS – Municipal Licensing & Standards
PFR – Parks, Forestry & Recreation
PMMD – Purchasing & Materials Management
SDFA – Social Development, Finance & Administration
SWMS – Solid Waste Management Services
TH – Toronto Hydro
TSD – Transportation Services
TTC – Toronto Transit Commission
TW – Toronto Water
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2030 TACOMA
CLIMATE ACTION PLAN
Actions for a Better & More Just
Tacoma 2021-2024
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Table of Contents
Land Acknowledgment ··································································3
Letter from Mayor, City Manager, & Utility Director ·····························5
Why Tacoma Needs a Climate Action Plan ·········································7
The Opportunity - A Sustainable, Equitable, and Prosperous Tacoma ···20
The Work We Need to Do to Achieve a Better Tacoma by 2030 ··········24
Holding Ourselves Accountable – Tracking Our Progress ···················34
Section 1, Energy and Emissions Modeling Results
Section 2, Next Moves Implementation Actions
Section 3, 2030 Indicator Targets
Section 4, Financial Analysis
Section 5, Funding Options
Section 6, Plan Contributors
Section 7, Community Engagement Summary
Section 8, Environmental Justice Leaders Workgroup
Section 9, Municipal Carbon Neutrality Strategy
This Plan describes a pathway for Tacoma to reach its target of net-zero emissions
by 2050. It describes the importance of taking transformative climate action now,
our people-first approach centering equity and anti-racism, Tacoma’s climate
action progress, climate strategies to guide us through 2030, and critical actions
for 2024 to start us on our path.
NOVEMBER 2021 CITY OF TACOMA
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Land Acknowledgment
ʔuk’ʷədiid čəł ʔuhigʷəd txʷəl tiiɫ ʔa čəɫ ʔal tə swatxʷixʷtxʷəd ʔə tiiɫ puyaləpabš. ʔa ti dxʷʔa
ti swatxʷixʷtxʷəd ʔə tiiɫ puyaləpabš ʔəsɫaɫaɫlil tul’al tudiʔ tuhaʔkʷ. didiʔɫ ʔa həlgʷəʔ ʔal ti
sləx̌il. dxʷəsɫaɫlils həlgʷəʔ gʷəl ƛ’uyayus həlgʷəʔ gʷəl ƛ’uƛ’ax̌ʷad həlgʷəʔ tiiɫ bədədəʔs gʷəl
tix̌dxʷ həlgʷəʔ tiił ʔiišəds həlgʷəʔ gʷəl ƛ’uʔalalus həlgʷəʔ gʷəl ƛ’utxʷəlšucidəb. x̌ʷəla···b ʔə tiiɫ
tuyəl’yəlabs.
We gratefully honor and acknowledge that we rest on the traditional lands of the Puyallup
People. The Puyallup people have lived on this land since the beginning of time. They are still
here today. They live, work, raise their children, take care of their community, practice their
traditional ways and speak the Twulshootseed language – just as their ancestors did.
We recognize that this land acknowledgement is one small step toward true allyship and we
commit to uplifting the voices, experiences, and histories of the Indigenous people of this land
and beyond.
Source: Puyallup Tribe of Indians, Land Acknowledgment
See the Puyallup Tribe’s land acknowledgment spoken by Tribal members in their native
Twulshootseed language: https://youtu.be/KGnac8x-SIM
TACOMA CLIMATE ACTION PLAN
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Illustrations by community artist Saiyare Refaei:
(Pages 1, 4-6, 9, 11, 21, 29-33)
NOVEMBER 2021 CITY OF TACOMA
4
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Letter from the Mayor
My fellow Tacomans,
Our community is at an important crossroads.
In front of us we have a window of opportunity: we have strong new resources to build back
better from the COVID-19 pandemic-recession and repair a legacy of pollution and socio-
economic inequality. It’s up to us to decide how we rebuild Tacoma – a community we all love
and depend on. Together we can rewrite outdated rules and make bold investments for a better
way of life. We can begin this work with our new Climate Action Plan.
With this Plan, we will make a significant down-payment on our children and grandchildren’s
future. We must both reduce climate-warming emissions and adapt to a changing climate. We
also know climate action must hold our community at its core. By putting people first, particularly
those historically overburdened and underrepresented, we can work together to meet the
needs of all Tacomans. This Plan presents us with the opportunity to advance social justice rather
than reinforce past inequities – especially when it comes to healthy, affordable housing, our
transportation system, and economy.
Together, we must choose our path. Tacoma’s future should be bright. Let’s make good on our
commitment to each other and our planet. Climate action brings many benefits, and the price of
in-action is high both in economic and human terms. Future generations will judge our actions,
and we speak to them now: the challenges are clear. We must transform our systems at great
pace and scale to be carbon-neutral and socially just by major climate deadlines in 2030 and
2050 – or risk catastrophe.
This is our turning point. We are committed to action for climate justice. When we succeed,
Tacoma will truly become the City of Destiny. We hope you will join us – and our companions and
allies across the country and around the world – in this shared work.
Yours in service,
TACOMA CLIMATE ACTION PLAN
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Why Tacoma Needs a
Climate Action Plan
Our climate has reached a point of crisis. Here we are living through unprecedented heat,
extreme downpours, wildfire smoke, and other impacts, with their severity increasing year-
by-year. In 2019, Indigenous and youth climate strikes demanded more City climate action. In
response to community concerns, the Tacoma City Council declared a climate emergency. This
Plan sets climate strategies and actions that get us on track to address the climate emergency by
2030. The science is clear - we need to act urgently.
Climate change is not the only crisis our community is facing. Therefore, City Council asked
staff for climate solutions that advance other community priorities – like public health, economic
opportunities, social justice, and recovery from the COVID-19 pandemic. On top of these needs,
our community is growing – we need to accommodate more people and offer more services.
This is the context we are living in, and so it is the context we are planning in.
WHAT DO WE MEAN BY NET ZERO EMISSIONS?
Net zero emissions are achieved by eliminating GHG (greenhouse gas) emissions from
activities carried out within the city. The goal is to first get as close to zero emissions as
possible, and then to offset any emissions that are left with an equivalent amount of carbon
removals. Carbon can be removed from the atmosphere through direct capture and
storage technologies, or from reclaiming and restoring natural lands.
In Tacoma, net zero emissions will be achieved by improving the systems and
technologies for moving people around, building and operating buildings, producing and
manufacturing goods, and disposing of waste.
Working toward a better Tacoma in 2030 and net-zero emissions in 2050, we plan to do our part
to solve the climate crisis with strong investments in the immediate and long-term future while
improving community health, safety, job opportunities, and equity. That's news we’re happy to
share: climate action can have many different benefits.
WHAT DO WE MEAN BY EQUITY?
Equity is when everyone has access to the opportunities necessary to satisfy their essential
needs, advance their well-being, and achieve their full potential. (Racial Equity Alliance)
Letter from the City
Manager & Tacoma
Public Utilities Director
My fellow Tacomans,
We – City of Tacoma and Tacoma Public Utilities staff – recognize the climate emergency and
other crises that confront us. We hear clearly Tacoma City Council’s call to action. And, we hear
our community’s voices echo throughout this Plan.
As Tacoma’s public servants, you can measure our integrity and effectiveness by our keeping
with Tacoma’s democratic policy commitments. We are committed to Tacoma’s climate goals
and policies, including our 2050 net zero greenhouse gas emissions goal (Climate Action Plan,
2021), the 2021 Decarbonization Resolutions (Res. 40776, U-11193), 2019 Climate Emergency
Resolution (Res. 40509), as well as the 2020 Anti-Racist Systems Transformation Resolution (Res.
40622), which governs everything we do. These policies embody much of our vision for our
shared future. With this Plan, you can track our work as we build a Better Tacoma.
As two of Tacoma’s principal public organizations, it is our purpose to plan and act in the long-
term vision of this community. The welfare of our community, across generations, is our main
concern. As directors of the City and Tacoma Public Utilities, we are committed to ensuring
department directors and managers embed climate and equity in every service, policy, program,
project, and contract. We will continue to work with Tacoma City Council and the Public
Utility Board to direct and authorize our work, including through regular funding requests that
empower us to be successful. While adoption is the first step, only implementation of this Plan
brings us the progress we need. Indeed, our Earth and everything that calls our planet home
depend on the leadership of Tacoma and cities like ours.
In service,
Elizabeth Pauli Jackie Flowers
City Manager Tacoma Public Utilities Director
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Why Tacoma Needs a
Climate Action Plan
Our climate has reached a point of crisis. Here we are living through unprecedented heat,
extreme downpours, wildfire smoke, and other impacts, with their severity increasing year-
by-year. In 2019, Indigenous and youth climate strikes demanded more City climate action. In
response to community concerns, the Tacoma City Council declared a climate emergency. This
Plan sets climate strategies and actions that get us on track to address the climate emergency by
2030. The science is clear - we need to act urgently.
Climate change is not the only crisis our community is facing. Therefore, City Council asked
staff for climate solutions that advance other community priorities – like public health, economic
opportunities, social justice, and recovery from the COVID-19 pandemic. On top of these needs,
our community is growing – we need to accommodate more people and offer more services.
This is the context we are living in, and so it is the context we are planning in.
WHAT DO WE MEAN BY NET ZERO EMISSIONS?
Net zero emissions are achieved by eliminating GHG (greenhouse gas) emissions from
activities carried out within the city. The goal is to first get as close to zero emissions as
possible, and then to offset any emissions that are left with an equivalent amount of carbon
removals. Carbon can be removed from the atmosphere through direct capture and
storage technologies, or from reclaiming and restoring natural lands.
In Tacoma, net zero emissions will be achieved by improving the systems and
technologies for moving people around, building and operating buildings, producing and
manufacturing goods, and disposing of waste.
Working toward a better Tacoma in 2030 and net-zero emissions in 2050, we plan to do our part
to solve the climate crisis with strong investments in the immediate and long-term future while
improving community health, safety, job opportunities, and equity. That's news we’re happy to
share: climate action can have many different benefits.
WHAT DO WE MEAN BY EQUITY?
Equity is when everyone has access to the opportunities necessary to satisfy their essential
needs, advance their well-being, and achieve their full potential. (Racial Equity Alliance)
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Puyallup Tribal Leadership and Local
Stewardship
The Puyallup Tribe has existed since creation as the aboriginal people who are the guardians of
their lands and waters and is an independent sovereign nation. The Puyallup Tribe “is committed
to a high quality of life for all its tribal members, seven generations and beyond, described by
access to healthy, affordable housing, environmentally friendly transportation options, access to
sustainable jobs, a rich cultural community that honors [their] ancestors and culture, and thriving
ecological environment to sustain our salmon, orca, and other threatened wildlife.” The City
of Tacoma "strive[s] to achieve an exceptional quality of life for every generation and leave a
legacy of stewardship. We work together to achieve lasting and equitable prosperity; build safe,
healthy, vibrant communities; and minimize our negative impacts in order to conserve the natural
resources that sustain us.” Climate change threatens both organizations’ visions. We must act
together to ensure a safe future together. This Tacoma Climate Action Plan commits the City to
our shared community and a future that is more sustainable, just, and collaborative between the
City of Tacoma and Puyallup Tribe of Indians.
In December 2019, the Puyallup Tribal Council demonstrated its continued vision, leadership,
and commitment to protecting our Earth and future generations in declaring a climate
emergency in coordination with Tacoma City Council. In its resolution, the Tribal Council
emphasized reducing its greenhouse gas emissions, preparing for and managing climate
impacts, and facilitating a just transition away from fossil fuels. The Puyallup Tribe acknowledges
what is at stake with worsening climate impacts -- hotter average temperatures threaten our
communities, air, lands, soil, waters, and all other life as well as traditional Puyallup hunting,
gathering, and fishing grounds and historical village sites. In these and other ways, climate
change threatens the material, cultural, and spiritual well-being of our communities.
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A History of Local Pollution and Lessons
for Future Regeneration
For thousands of years, indigenous communities stewarded Tacoma’s lands and waters. The
natural environment thrived, species were abundant, food was available, and the air, soils, and
waters were clean. In just the last 150 years, the colonization, development, and industrialization
of Tacoma has seriously degraded our day-to-day life support systems,
marginalized indigenous peoples, and resulted in extreme short-term
gains for some people at great cost to other people, animals, and
plants. Some industries and transportation have polluted and continue
to pollute our air, soils, and waters, affecting culturally and
economically important species like salmon as well as the health of our
communities. A history of logging and lack of environmentally-
conscious City policies have contributed to an unhealthy,
underdeveloped tree canopy, particularly in Tacoma’s South End and
East-side. Wintertime wood smoke pollution once affected all of
Tacoma-Pierce County until public sector intervention facilitated
widespread wood stove change-outs less than a decade ago. While
we have made some progress addressing pollution, other pollution
continues to worsen.
Today, greenhouse gas (GHG) pollution threatens the well-being of our interdependent web of
life — for generations. Climate-warming gases are causing and worsening “natural” disasters. We
must face the facts and strengthen our path towards environmental regeneration and restorative
justice. Black, Indigenous, and People of Color (BIPOC) communities are valued role models and
collaborators as we improve our stewardship and seek this new path for our communities.
ENVIRONMENTAL REGENERATION AFTER MORE
THAN 100 YEARS OF CONTAMINATION
After more than 100 years of industrial pollution, Tacoma’s Thea Foss and Wheeler-Osgood
waterways were burdened with more than 1 million cubic yards of contaminated sediments,
to the point that they were categorized by the Environmental Protection Agency (EPA) as
heavily polluted Superfund sites. In 2006, the City of Tacoma and our community decided
to shoulder much of a $105 million clean-up of these waterways. With help from the State
of Washington and others, the City made great progress in cleaning these waters and
continues to protect them from pollution today (City of Tacoma). Additionally, while not a
city-led effort, the Port has cleaned up most of the waterways in Commencement Bay and
the nearshore along Ruston Way, and participated in habitat restoration on over 200 acres.
“For future generations to
meet their needs… we need
to think about the economy
in terms of environment and
social needs… to include non-
human and life-giving entities
like bodies of water, mountains,
watersheds…”
Tacoma community member
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COVID Recovery and the Just Transition
In 2020, the COVID-19 pandemic nearly halted Tacoma’s economy. Since the initial shutdown,
there have been waves of economic and health impacts blunted by public health and social
welfare interventions. It has become clear that the pandemic-recession disproportionately harms
communities of color, low-income families, small business owners, and other frontline
communities – the very same communities which have been historically underserved by the City.
COVID-19 teaches us important lessons for the climate crisis: that we must prioritize frontline
communities; that we must be well prepared for and invest appropriately for crises we see
coming; that government has a unique and central role in crisis planning and response; and that,
amid crisis, government and communities can and must act urgently, collectively, innovatively,
and transformationally to promote our community’s welfare.
We think these lessons can inform a community resilience- and equity-
focused approach to climate action. We can decrease our emissions
to enjoy many other benefits, like good jobs, less traffic, cleaner air,
more quality housing, and community health and safety. Indeed, these
are opportunities we need now more than ever as we recover from
COVID-19. Our approach to anti-racism, through a just transition away
from fossil fuels, must bring greater benefits to and reduce burdens for
our BIPOC and other frontline communities. This Plan lays out a path to
realize these outcomes.
WHAT DO WE MEAN BY A JUST TRANSITION?
Shifting our economy away from fossil fuels and other extractive practices without leaving
anyone behind. A new, just economy prioritizes living wage jobs in green sectors, human
rights, and protection of our life-giving natural systems.
MAYOR WOODARDS CALLS FOR A GREEN AND EQUITABLE
RECOVERY FROM COVID-19
In 2020, Mayor Woodards joined hundreds of other U.S. mayors to call for “bold
action [from Congress] to protect our planet and build a more just economy in the
wake of the COVID-19 pandemic”
Climate Mayors
“…food forests and community
gardens… electric buses and
rail… jobs programs, and
affordable housing… as a start”
Tacoma community member
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TACOMA’S ANTI-RACIST SYSTEMS
TRANSFORMATION POLICY
Resolution 40622 affirms Tacoma City Council’s dedication and commitment to
comprehensive and sustained transformation of all of the institutions, systems, policies,
practices, and contracts impacted by systemic racism. It also expresses the City Council’s
commitment to a comprehensive transformation process that will establish new practices
based on community and expert opinion as well as past reform efforts, centering the voices
of those most impacted by systemic racism.
Climate Action and Social Justice
Tacoma has not been a place of equal opportunity in the past. For
our climate work, it has been important to acknowledge and work
from the knowledge that some communities have been denied socio-
economic opportunities, made more vulnerable to climate impacts,
and underrepresented in City decision-making processes. Our Climate
Action Plan intends to be a tool to serve overburdened and frontline
communities’ needs and priorities, beyond reducing emissions and
building resilience against climate impacts.
OVERBURDENED COMMUNITIES
The EPA describes overburdened communities
as “Minority, low-income, tribal, or Indigenous
populations or geographic locations in the
United States that potentially experience
disproportionate environmental harms and risks.
This disproportion can be as a result of greater
vulnerability to environmental hazards, lack of
opportunity for public participation, or other
factors.” (U.S. Environmental Protection Agency)
FRONTLINE COMMUNITIES
Frontline communities tend to experience
inequity in multiple ways. They tend to be
underrepresented, underserved, or made
vulnerable; experience lower quality of life
outcomes before COVID-19; or now experience
worse impacts from the COVID-19 economic and
health crisis. Frontline communities also include
those expected to experience the first and worst
consequences of climate damage. We prioritized
frontline communities in our engagement
and plan development processes. Frontline
“I think preparing workers and
investing in green jobs will
make Tacoma a location where
those businesses can come and
thrive.”
Tacoma community member
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community members include individuals from one or more of the following backgrounds:
• Black, Indigenous, and People of
Color (BIPOC)
• Speak English as a second
language
• Living with a low household
income
• Ages 16-26
• LGBTQIA+
• Living with three or more
generations in one home
• Living with more than one family
in one home
• Living with a disability
• Immigrant or refugee
• Experiencing homelessness
• Completed formal education up
to a high school/GEDl
Our Journey So Far: A Brief History of
Tacoma Taking Action
With support and leadership from our community, the City of Tacoma formally started its climate
journey in 2006 by forming a Green Ribbon Task Force to produce our first Climate Action Plan in
2008. Mayor Baarsma then joined a movement of over 1,000 cities across the country to pledge
to reduce emissions in line with the international Kyoto Protocol.
To date, Tacoma-Pierce County communities have implemented meaningful climate action
projects. During the Environmental Action Plan (EAP) from 2016-2020, we rescued over a
hundred thousand pounds of food and added over 20% more community gardens in low
income communities and communities of color; conducted public education about waste
prevention, electric vehicles, and biking; increased home comfort while reducing energy bills for
1,833 households through energy efficiency assistance programs; and expanded urban forests
across Tacoma’s hottest neighborhoods by over 4,500 trees. However, the EAP goals and
investments were not aggressive enough to get us onto a path for a net-zero emissions future.
The City must significantly accelerate its efforts to reach the transformational pace and scale
required to avoid a climate disaster.
WHAT DO WE MEAN BY TRANSFORMATIONAL?
Transformational can be described as causing a major change to something or someone,
especially in a way that makes it or them better. In the context of climate action, it means
quickly and drastically changing our value systems, behaviors, governance structures,
financial practices, and technologies so that our society can thrive without disrupting our
climate or destroying our natural world.
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Figure 1. History of climate action milestones and events by the City of Tacoma.
2007 • The South Sound Sustainability Expo
is created in collaboration with local
colleges and universities, supported
by the City of Tacoma
2015 • Local winter air quality improves: Tacoma
finally meets EPA standard for fine
particulate pollution due to a multi-year
effort to reduce indoor wood burning
2008
2009
• Tacoma’s 1st Climate Action Plan
adopted by City Council
• Sustainability Managers hired by
City of Tacoma and Pierce County
• Sustainable Tacoma Commission
created
2016 • Tacoma’s 2nd Climate Action Plan
adopted by City Council
• 225 kW of community solar installed by
Tacoma Power
• City street tree giveaways formalized as
the Grit City Trees Program
2010 • 86% of Tacoma’s traffic signals
converted to LED units to cut
nearly 60 tons of carbon and save
almost $73,000 per year
• City Council passed the Mobility
Master Plan, Tacoma’s first
comprehensive bicycle and
pedestrian plan
2017 • Mayor pledged to uphold Paris Climate
Agreement
• Tacoma’s Bring Your Own Bag law goes
into effect
2018 • East 40th Street receives highest
Greenroads® certification in the country.
Improvements include new permeable
roadway, biofiltration swales, shared use
path, and 150 street trees.
2011 • The Center for Urban Waters, a
LEED Platinum building, is built by
the City of Tacoma following a 2010
municipal Green Building Resolution
2019 • Climate Emergency Resolution adopted
by City Council
• Tacoma Power launches new low income
energy efficiency programs, including
a zero interest deferred loan program,
based on expanded income guidelines
2012 • Curbside residential food waste
pick-up begins in Tacoma
2020 • Anti-Racist Systems Transformation
Resolution adopted by City Council
• Publicly available electric
vehicle charging stations
installed at 40 locations, with dozens
more in the planning stages
2013 • Over 50 community gardens
established throughout Pierce
County
2021 • Tacoma’s first cycle track opens on E
64th St from Pacific Ave to Mckinley
Ave.
• Decarbonization Resolution adopted by
City Council2014• 1st DePave project is organized in
Tacoma at Sprague & 6th Ave
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Local Climate Impacts & Costs
As our climate warms, we must prepare for many local impacts. In the summertime, we will
experience more very hot days, longer dry periods without rain, less snowpack, lower stream
levels, and more wildfire smoke. In the wintertime, we will see more extreme rainfall, contributing
to flooding and landslides. These impacts can be particularly intense for our unhoused
neighbors, outdoor workers, kids, seniors, pregnant people, low-income households, BIPOC
community members, people with breathing or heart issues, as well as other species, like salmon
and orcas. Sea level rise may also cause flooding, especially during high tides and storm surges,
or damage important infrastructure near water’s edge. The following graphic depicts these
effects:
GLOBAL WARMING vs CLIMATE CHANGE
Global warming is the increase in the Earth’s average temperature due to an excess of
greenhouse gases trapping heat in the atmosphere. Climate change is the resulting “side
effects” of this extra heat causing changes our natural systems. Climate change can look
like more intense storms, melting glaciers, changes to rainfall patterns, or changes to
agricultural growing seasons.
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Figure 2. Tacoma’s Future Climate, Cascadia Consulting
Group, City of Tacoma Adaptation Strategy
DRAFT
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An Example of Inequitable Climate
Impacts: Urban Heat in Tacoma
Extreme heat – made worse by the “urban heat island” effect and climate change – is one of the
deadliest climate related challenges in the United States. Urban heat islands occur in areas with
large amounts of impervious surface with little green space, such as streets, sidewalks, parking
lots, and buildings.
In Tacoma, urban heat islands increase maximum temperatures by as much as 6.2°F above the
local baseline. Neighborhoods in Central and South Tacoma may be as much as 14 °F hotter than
neighborhoods in North Tacoma. Temperatures above 82°F significantly increase the risk of
cardiovascular diseases, respiratory illnesses, and heat stroke.
As our climate warms, we can expect more extreme heat days in Tacoma. Neighborhoods
burdened with the worst extreme heat tend to also suffer from the worst economic and health
inequality. In particular, we are concerned about seniors, kids, pregnant people, people with
breathing or heart issues, low-income and BIPOC community
members, outdoor workers, and our unhoused neighbors. This map
shows how urban heat islands correlate with Tacoma’s Equity Index.
Low equity neighborhoods are those that have experienced a history
of disinvestment and race- and income-based segregation. The
City of Tacoma and other institutions, like the federal government,
supported practices like redlining and racial covenants to control
neighborhood development. This history has caused gaps in
generational wealth, educational attainment, health, and access to
essential, life-saving technologies and services like air conditioning,
health care, and public transit. We must serve these neighborhoods
first. (Earth Economics)
Costs of Inaction
While taking action to reduce emissions seems expensive, inaction is significantly more costly, to
our economies, ecosystems, and human welfare.
Based on an incomplete analysis, our community faces $250 million or more in potential
economic costs of lost ecosystem services by 2080 due to climate change impacts, including
worsening wildfires, reduced food production, lost recreational opportunities, and increased
health and energy related expenses.1
Climate impacts are already affecting the lives of Tacoma’s residents and will worsen if we do not
act. The cost of climate impacts—or the loss of human life, reduction in quality of life, disruption
of critical services, and loss of economic assets from natural hazards and extreme events under
future climate change conditions—is $3.05 billion by 2050.2
1 Source: Tacoma Climate Adaptation Strategy.
2 Source: The Cost of Climate Change Inaction: An Examination of Outdoor Tourism & Recreation in Tacoma-Pierce County, Shayla Miles and Abby Perry-Johnson, Evergreen State College, May 2021.
“I believe focusing on reducing
heat and the negative
impacts of climate change
on the most vulnerable
communities is crucial.”
Tacoma community member
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Figure 3. 3pm Temperatures in Tacoma in July 2018, Tacoma Community Forestry
storymap.
Temperature (°F)
94
74
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“The price of not taking action, both in economic terms and in the potential cost of
human health and life, particularly for Tacoma’s most vulnerable populations, is not
only fiscally irresponsible but morally unacceptable.”
Mayor Victoria Woodards
Past and Current GHG Emissions
CURRENT EMISSIONS IN TACOMA
Figure 4. MtCO2e (millions)Products &
consumption
2019 emissions
Emissions by sector for Tacoma, 2019
For 2019, Tacoma’s GHG pollution amounted to approximately 1.7 million metric tons of carbon
dioxide equivalent emissions (MtCO2e), or 7.8 MtCO2e per person. The figure above shows that
44% of GHG pollution resulted from transportation – fossil fuels burned by cars, buses, trains,
and trucks. Thirty percent of emissions came from industrial processes. Natural gas used to heat
commercial, residential, and municipal buildings and their water accounted for 19% of the city’s
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emissions. By comparison, Tacoma’s electricity is nearly carbon-free (97%) now and working
towards being 100% carbon-free by 2045. Six percent of Tacoma’s GHG pollution came from
the decomposing organic materials at landfills, and 1% from leaks in natural gas and oil pipelines
and systems (also known as fugitive emissions).
This assessment is only the GHG pollution that was created within the city of Tacoma. If we
were to include GHG pollution from items produced outside Tacoma that we buy to eat or use,
our GHG pollution would nearly double (Products & Consumption portion of bar graph). New
technologies and the products we consume can have severe impacts to environmental health
and local communities, often in frontline or developing countries.
Choosing a New Path
For a climate-safe and socially just future for Tacoma, we are committed to reaching net-zero
emissions by 2050. This is in line with targets being set by many other communities across the
U.S., and the global target needed to increase our chances of avoiding catastrophic climate
change. Analysis shows that our current climate plans and policies don’t get us nearly as far as we
need to go, and that if no new action is taken we will only reduce our GHG pollution by 14% by
2050. We need to forge a new path that reduces our emissions by 33% by 2030 on our way to
zero emissions in 2050.
Figure 5.
No New Actions Scenario
Net-Zero Scenario
Past emissions2020
2030
2050
1.71
1.14
net-zero
19901995200020052010201520202025203020352040204520502.5
2.0
1.5
1.0
0.5
0.0MtCO2e (millions)Tacoma’s No New Action versus Net-Zero pathways
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The Opportunity
Building a Sustainable, Equitable, and
Prosperous Tacoma
What’s New for 2021 Climate Action
Planning
This is the City’s 3rd climate action plan and much has changed since the first plan was released
in 2008. Climate impacts that seemed distant then are ones we are experiencing now.
Our ability to take action and make a meaningful impact also seemed distant. But there is
increasing evidence that we can make investments to reduce vehicle miles traveled, encourage
active transportation, and increase affordable housing. Technology is changing fast – there are
now over 80 makes and models of electric vehicles and more jobs in clean energy than in fossil
fuels across the country.
Much has also changed in how we plan for action. We have learned that:
• We can make big changes quickly. Investing time and resources in transformational
work cannot wait.
• Communities are willing to participate in climate change actions when they
understand how impacts and benefits contribute to a better Tacoma.
• Accountability and transparency are important. Specific actions and measurable
targets and outputs make accountability possible.
• The science and the moral cases are clear. Public leaders must make appropriate
investments or risk hurting public confidence in institutions.
• Centering frontline communities must be a part of every strategy and action or
else we risk worsening socio-economic inequalities. To be anti-racist, every policy,
program, and practice must seek to reduce racial inequality.
• All actions provide opportunities to inform, educate, and engage with our
communities. We must use these and other tools available to us, like regulations and
incentives, to be effective.
• We cannot do this work alone. Tacoma must share resources and collaborate
with local, regional, and national partners to achieve the pace and scale of
transformation required.
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“We need to support frontline communities, but that doesn’t mean leaning on them
to provide all of the answers. That’s a lot to ask. We need everyone involved.” -
Tacoma community member
Process Matters
Our climate action planning work took risks to break with past practices, diverging from
traditional public input approaches onto a new path. We attempted new engagement methods
with some success, and some shortcomings. We tried new models, including compensating
community participants and partner organizations, particularly from frontline communities,
in various roles. This contributed to a new, participatory and people centered process in
the hopes of creating a more equitable and anti-racist climate action plan. Recognizing the
limits of this process and Plan to transform our community, we are committed to continuous
learning and advancing anti-racism in all of our work. In this Plan, from the design stage through
implementation, all climate action policies and programs must prioritize affordability and equity
outcomes, especially for communities most impacted by climate change.
SUMMARY OF ENGAGEMENT ACTIVITIES/CONTRIBUTORS
As an organization composed primarily of white staff members, we recognize the need to
address power dynamics that can subtly or overtly shape engagement and planning processes.
To put people first during our planning process, we used
three rounds of community engagement and prioritized
input from frontline communities. We recruited 10
Environmental Justice Leaders to form a workgroup
met monthly to provide guidance and
feedback on the Plan and even write
their own section. We also recruited and
trained 33 Climate Justice Ambassadors
who helped us reach frontline community
members through their personal networks to
provide interviews, personal stories, and survey
responses. Finally, we partnered with frontline
organizations to host gatherings with their
communities to learn more and provide
input. Hosts, Ambassadors, and EJ Leaders
were paid a stipend for their contributions.
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WHAT WE HEARD – PHASE I, II, & III COMMUNITY ENGAGEMENT
REPORTS
Our first phase of community engagement focused on envisioning a sustainable, socially just
Tacoma in 2030. Phase II engagement focused on community priorities and feedback for draft
climate actions. The third phase of engagement primarily invited public comments on the newly
available draft Plan. Detailed information about community engagement can be found in Section
7.
Overall, we engaged a diverse group of Tacoma community members and partners during
Phases I and II, built new connections, and collaborated to build community climate knowledge.
What we heard reinforced past community calls for affordable housing, good transportation
options, economic opportunities, community health, ecosystem restoration, other basic needs,
and an intersectional climate action plan that serves social justice for the benefit of both current
and future generations. This Plan is consistent with a long record of community planning and
engagement processes, including Community Survey (2021), One Tacoma Plan, Tideflats Public
Engagement Plan (2021), Affordable Housing Action Strategy, and the Transportation Master Plan
(2015).
It is important to note that, despite our best efforts to reach frontline community members,
it is clear from the demographic data we collected that we are often still hearing from a
disproportionate number of white, high-income community members. By partnering with
frontline serving community organizations to host workshops we were able to prioritize in-depth
discussion feedback from frontline community members. 74% of workshop attendees who
were able to participate in a short survey self identified as frontline community members. To
center historically underrepresented community members, we have reviewed responses by
demographic groups to focus on the priorities of BIPOC, low-income, youth, and other frontline
communities. You will find community input in Section 7 as well as reflected in our climate actions
in coming pages.
ENVIRONMENTAL JUSTICE LEADERS WORKGROUP (EJLW)
The Workgroup convened over the last year was a deliberate attempt to better and more deeply
center voices that are not historically at the table for climate and policy discussions. We made
the decision to design for quality over quantity of input. Unfortunately, the City did not meet
expectations and what is necessary to truly move climate justice forward and strengthen frontline
agency. We thank the EJ Leaders for their honesty and commitment and want them and everyone
to know that the City will take responsibility to strengthen our anti-racism work and increase
meaningful participation in climate justice actions and engagement.
Below is an excerpt of comments from members of the Workgroup:
“As it currently stands, the CAP does not adequately reflect EJLW’s direct input and stated
priorities from the past year. We recognize and commend the City of Tacoma for taking a risk
and branching out to change their public engagement strategies from the past. We strongly
encourage them to continue down this path with some necessary course corrections. We thank
you for seeing this need to incorporate our voices and now we demand that you listen to us:
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WHAT WE HEARD – PHASE I, II, & III COMMUNITY ENGAGEMENT
REPORTS
Our first phase of community engagement focused on envisioning a sustainable, socially just
Tacoma in 2030. Phase II engagement focused on community priorities and feedback for draft
climate actions. The third phase of engagement primarily invited public comments on the newly
available draft Plan. Detailed information about community engagement can be found in Section
7.
Overall, we engaged a diverse group of Tacoma community members and partners during
Phases I and II, built new connections, and collaborated to build community climate knowledge.
What we heard reinforced past community calls for affordable housing, good transportation
options, economic opportunities, community health, ecosystem restoration, other basic needs,
and an intersectional climate action plan that serves social justice for the benefit of both current
and future generations. This Plan is consistent with a long record of community planning and
engagement processes, including Community Survey (2021), One Tacoma Plan, Tideflats Public
Engagement Plan (2021), Affordable Housing Action Strategy, and the Transportation Master Plan
(2015).
It is important to note that, despite our best efforts to reach frontline community members,
it is clear from the demographic data we collected that we are often still hearing from a
disproportionate number of white, high-income community members. By partnering with
frontline serving community organizations to host workshops we were able to prioritize in-depth
discussion feedback from frontline community members. 74% of workshop attendees who
were able to participate in a short survey self identified as frontline community members. To
center historically underrepresented community members, we have reviewed responses by
demographic groups to focus on the priorities of BIPOC, low-income, youth, and other frontline
communities. You will find community input in Section 7 as well as reflected in our climate actions
in coming pages.
ENVIRONMENTAL JUSTICE LEADERS WORKGROUP (EJLW)
The Workgroup convened over the last year was a deliberate attempt to better and more deeply
center voices that are not historically at the table for climate and policy discussions. We made
the decision to design for quality over quantity of input. Unfortunately, the City did not meet
expectations and what is necessary to truly move climate justice forward and strengthen frontline
agency. We thank the EJ Leaders for their honesty and commitment and want them and everyone
to know that the City will take responsibility to strengthen our anti-racism work and increase
meaningful participation in climate justice actions and engagement.
Below is an excerpt of comments from members of the Workgroup:
“As it currently stands, the CAP does not adequately reflect EJLW’s direct input and stated
priorities from the past year. We recognize and commend the City of Tacoma for taking a risk
and branching out to change their public engagement strategies from the past. We strongly
encourage them to continue down this path with some necessary course corrections. We thank
you for seeing this need to incorporate our voices and now we demand that you listen to us:
Drawing by Mickey Godfrey
structural, systemic and institutional change must happen now! And in order for communities’
faith in municipal institutions to be restored and carried forward for the duration of this CAP, we
must move toward a collaborative governance structure.”
Implementing the Plan – Putting it All
Together
The planning process is about centering frontline involvement, honoring their contributions, and
getting to an equitable plan. Implementation of the Plan is how we actually deliver benefits to our
community.
To best implement this Plan, we need to spend our time and resources
on designing policies, programs, and projects with an equity lens and
that address multiple community priorities. Our Plan’s actions strive
not only to reduce GHG pollution but also improve community health,
safety, housing, transportation, green living wage jobs, and access to
other essential services. Since climate change interacts with every part
of our lives and community, we must work at these intersections.
With an ambitious and intersectional plan, we need to partner –
regionally, nationally, and internationally – with trusted community
leaders, prioritize actions in neighborhoods that have been made most
vulnerable, and build community capacity and access to decision-
making. Within and beyond city limits, we will rely on community,
public, nonprofit, and private partners to share information and
expertise, offer funding and other resources, and deliver services that
make our communities better off. We are inspired by the commitment of our local public partners
to aggressive climate action, and we are all accountable to each other and the public we must
protect and serve. We are collaborating and supporting each other in this work. Section 2 lists
dozens of partner organizations we plan to work with on climate actions. Our primary public
partners and our local government leaders in Tacoma-Pierce County are: Pierce Conservation
District, Pierce County, Pierce Transit, Tacoma Public Schools, Tacoma-Pierce County Health
Department, Metro Parks, and Port of Tacoma/Northwest Seaport Alliance. We strive to
approach these partnerships with a spirit of humility and collaboration.
We approach this work with clear eyes and determination in our hearts: the pace and scale of
action required will not be easy. Trying to balance City budgeting
across our current emergencies while making long-term investments to
ensure a sustainable future is challenging. By working together,
acknowledging the tensions in our work, and changing systems that
limit our capacity, we can avert the climate crisis and achieve the many
community benefits that come with taking action.
“Make sure to get all
neighborhoods involved, not
just the most vocal ones. Seek
out community leaders in all
communities and ask THEM
how to make [climate action]
equitable.” -
Tacoma community member
“Action needs to happen at all
levels by all departments at the
government, local, state, and
federal levels.”
Tacoma community member
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The Work We Need
to Do to Achieve a
Better Tacoma by
2030
High Impact Actions
The following section lists a series of 2030 Strategies for a Better Tacoma, based on
the themes for better: togetherness, living, breathing, resource use, opportunities, and
preparedness. These strategies are each supported by a set of high-impact, near-term mitigation
and adaptation climate Actions to complete by the end of 2024. These Actions were developed
based on input from community members, staff, and practitioners from numerous local
organizations and judged based on the best available facts and science. There is no one solution
to reducing our emissions. We need to implement all of these actions to achieve our emissions
goal and improve the lives of our communities. Implementing all actions will require the rapid
mobilization of significant amounts of resources. However, immediate action will also mean that
the city will begin to see the many co-benefits and cost-savings from taking action sooner (for
example, cleaner air and lower energy bills). To help jump-start the implementation of the full
Plan, ten priority actions have been highlighted in bold below.
The actions in this section are considered High Impact because they:
1. Contribute to significant GHG reductions and/or climate resilience;
2. Center historically underserved voices in policy design, development, and implementation;
3. Deliver significant co-benefits, such as improved health, safety, economy and
jobs, and affordable housing, that lead to greater prosperity and endure for the long term.
More details on all actions can be found in Section 2 (action numbers are matched to the ones
listed here).
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Figure 6. Climate Mitigation and Adaptation: What's the Difference?, City of
Tacoma Adaptation Strategy
BETTER TOGETHER
By 2030, City of Tacoma, partners, and communities are equally invested in taking
leadership on climate action to build resilient and connected neighborhoods.
Actions by 2024:
1. Prioritize engaging frontline communities in climate work.
2. Fund community participation and partners in waste prevention.
3. Fund 10 community food access projects like community
gardens, food forests, orchards, farms, food rescue efforts,
or farmers markets.
4. Support community organizers to share expertise and
promote climate action engagement.
5. Increase advocacy for climate action at the State and Federal level.
6. Support development of a collaborative workgroup to help
industries decarbonize through efficiency, electricity, and clean
fuels.
7. Partner to tackle cross-jurisdictional, adaptation opportunities, including river management
and flooding.
“Ensure that community
food projects funded are
within or in partnership
with organizations with a
track record of equitability
in Tacoma and/or are
BIPOC-led.”
Tacoma community member
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BETTER LIVING
By 2030, Tacoma has abundant healthy, affordable, emissions free housing, abundant
quality local food and green spaces, and safe, efficient, reliable transportation. We are all
able to meet our daily needs without having to travel far.
Actions by 2024:
8. Improve regulations to make it easier to grow, make, and sell food.
9. Build a complete, citywide network of sidewalks, safe and
ADA-accessible intersections, bike connections and Safe
Routes to School improvements by 2050.
10. Increase staff capacity to collaborate on low carbon transit
projects.
11. Increase partnerships and funding for active transportation and
public transit programs and events that reduce barriers to using
these modes and encourage their use.
12. Update street design guidelines and processes to make walking,
biking, rolling, and riding transit easy and safe.
13. Actively implement the City’s 2018 Affordable Housing Action
Strategy by maintaining housing and making it affordable and
resilient for residents to promote livability and avoid displacement.
14. Support and create single and multi-family low carbon, healthy retrofit solutions
15. Improve energy codes to make commercial buildings efficient, low carbon, and
healthy.
16. Research and pilot home and commercial building energy scores to be shared with buyers.
17. Incentivize green buildings, land use density, and mixed-use development with
affordable housing near transit.
BETTER BREATHING
By 2030, we are stewards of healthy natural spaces and honor our relationship with
the land. Through increasing the use of active transportation and transit, and use of
electrification and renewable energy, our air is free of pollution and healthy for our human
and nonhuman residents.
Actions by 2024:
18. Preserve and expand healthy tree canopy.
19. Support Pierce Transit in developing a zero emission public transit
plan.
“Focus on densifying
neighborhoods without
gentrifying them. Keep
people in place! Especially
BIPOC, and maintain cultural
integrity of neighborhoods
so community members do
not become strangers in or
are priced out of their own
neighborhoods.”
Tacoma community member
“We need more public
transportation, more routes,
and more frequently run.”
Tacoma community member
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20. Incentivize active transportation, transit, car sharing, and electric vehicles, and reduce
parking minimums in new developments.
21. Fund electric vehicle and bicycle programs.
22. Partner to support zero emission innovation in marine, rail, and truck transportation.
23. Increase Tacoma's Urban Forestry team to care for more trees.
BETTER RESOURCE USE
By 2030, Tacoma is home to a thriving circular economy where materials are reused, and
products are built to last and are repaired. We share with our neighbors and eliminate
waste.
Actions by 2024:
24. Develop and support programs for food waste prevention, rescue, and diversion to
keep food out of the landfill and improve local food security.
25. Reduce per-person water use during summer months.
26. Recognize green business achievements.
27. Increase commercial and industrial reuse and recycling through a
marketplace.
28. Reduce construction and demolition waste through permit
requirements.
29. Divert more clean wood waste and other materials at the Recycling
and Transfer Center.
30. Add or improve low carbon and sustainability requirements in City investments and
contracts.
31. Build GHG impact analysis into City budgets, projects, and plans.
BETTER OPPORTUNITIES
By 2030, the community supports a healthy, innovative local economy with new
opportunities for all people and businesses to thrive within our ecosystem.
Actions by 2024:
32. Partner to train nature stewards for employment and to restore green spaces.
33. Partner to retrain the workforce for well paying jobs in the green economy sector.
34. Research how to develop a community food hub, with space for food training, sharing, and
business.
“There needs to be better
accountability on the waste
stream.”
Tacoma community member
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35. Use business taxes to encourage businesses to create more green
job opportunities.
36. Amend zoning codes to encourage low carbon, resource-efficient,
resilient, and businesses.
37. Research, identify, and prepare to recruit green industries and jobs
that fit Tacoma.
38. Increase City staff capacity to grow green economy
partnerships and resources.
“Focus on job training in neighborhoods/ schools that are low income and
minoritized. Ensure that there is a job pathway for trainees with entry level work
and a clear path to careers/ education.”
Tacoma Community Member
BETTER PREPARED
By 2030, we are not only preventing carbon emissions but preparing our communities
made most vulnerable for expected climate change impacts.
Actions by 2024:
39. Protect and restore biodiversity and habitat to be climate change
ready.
40. Plant and maintain right-of-way trees to reduce heat and
support neighborhoods and local businesses.
41. Establish cooling/warming/clean air shelters in every
neighborhood.
42. Partner to distribute clean air kits, including filter fans.
43. Make communication materials and trainings about climate
impacts and emergency preparedness accessible.
44. Assess, monitor, and prepare natural systems, infrastructure, and
habitat for sea level rise.
45. Study flooding impacts and improve services, codes, and planning efforts.
46. Plan for future clean energy needs with adequate and equitable electricity distribution and
transmission
“At the city level, I think
preparing workers and
investing in green jobs will
make Tacoma a location
where those businesses can
come and thrive.”
Tacoma community member
“Part of what the city needs
to do is coordinate efforts
to ensure that the most
vulnerable are protected
against the worst impacts of
climate change-excessive
heat, wildfire smoke
exposure, etc.”
Tacoma community member
A Better Tacoma: Stories from 2030
What does taking action on climate change mean for our daily lives? To illustrate what achieving
climate actions and working towards our 2030 Strategies will mean for our communities, the
following Stories are snippets of 2030 life in Tacoma. Sprinkled throughout the Stories are
references to Actions by 2024.
These Stories are fictional. While we hope you find characters in the Stories relatable, any
resemblance to real people is coincidental. For more information about specific actions, visit the
linked action reference numbers.
STORY 1: MORNING COMMUTE
Dolores is just clearing the breakfast plates into the compost bin (24) when she checks the clock.
The school bell will ring in 15 minutes, it’s time to get Nadine on her way to class. Dolores helps
her wheel her bike off of the porch and down the front path, gives a quick hug, and watches her
ride down the block to meet her friends. The trees planted
(18) by a crew of forest stewards (33) cast a
cool shade on Nadine and her classmates
as they take the path to school (9).
Assured her grand-daughter will make it safely
there on time, Dolores heads back inside
to prepare for her own commute. Double-
checking to make sure she has loaded cash
onto her reduced fare ORCA card, she
heads out the back door of their duplex.
At the end of the alley, Dolores crosses
the protected bike lane (12) and joins
several others at the bus stop (11). She
missed her usual bus this morning but
the next one arrives in 8 minutes (10)
so she won’t be late to work. While
she waits, Dolores sees her neighbors
cross the road heading towards the
car share station (20, 21). She calls out and
waves.
They hold up their picnic gear in response and call back, “We’re heading to the mountains!”
Dolores starts to reply, wondering which trail they will be hiking this time, but is cut off by the
noiseless arrival of her bus (19). Dolores guides her walker up the bus ramp and finds her seat.
STORY 2: LUNCH WITH FRIENDS
Andrea sets the last box of apples down on the counter, wipes their brow, and peels off their
work gloves. They have spent the morning gleaning fruit from right-of-way trees (40) around town
and delivering them to restaurants (24). This is the last stop and Andrea is ready for lunch. They
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A Better Tacoma: Stories from 2030
What does taking action on climate change mean for our daily lives? To illustrate what achieving
climate actions and working towards our 2030 Strategies will mean for our communities, the
following Stories are snippets of 2030 life in Tacoma. Sprinkled throughout the Stories are
references to Actions by 2024.
These Stories are fictional. While we hope you find characters in the Stories relatable, any
resemblance to real people is coincidental. For more information about specific actions, visit the
linked action reference numbers.
STORY 1: MORNING COMMUTE
Dolores is just clearing the breakfast plates into the compost bin (24) when she checks the clock.
The school bell will ring in 15 minutes, it’s time to get Nadine on her way to class. Dolores helps
her wheel her bike off of the porch and down the front path, gives a quick hug, and watches her
ride down the block to meet her friends. The trees planted
(18) by a crew of forest stewards (33) cast a
cool shade on Nadine and her classmates
as they take the path to school (9).
Assured her grand-daughter will make it safely
there on time, Dolores heads back inside
to prepare for her own commute. Double-
checking to make sure she has loaded cash
onto her reduced fare ORCA card, she
heads out the back door of their duplex.
At the end of the alley, Dolores crosses
the protected bike lane (12) and joins
several others at the bus stop (11). She
missed her usual bus this morning but
the next one arrives in 8 minutes (10)
so she won’t be late to work. While
she waits, Dolores sees her neighbors
cross the road heading towards the
car share station (20, 21). She calls out and
waves.
They hold up their picnic gear in response and call back, “We’re heading to the mountains!”
Dolores starts to reply, wondering which trail they will be hiking this time, but is cut off by the
noiseless arrival of her bus (19). Dolores guides her walker up the bus ramp and finds her seat.
STORY 2: LUNCH WITH FRIENDS
Andrea sets the last box of apples down on the counter, wipes their brow, and peels off their
work gloves. They have spent the morning gleaning fruit from right-of-way trees (40) around town
and delivering them to restaurants (24). This is the last stop and Andrea is ready for lunch. They
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peek out into the dining room and smile. Jo is already seated at a table for their lunch date!
“María will be here in a minute, she’s just getting off the Link (11) from campus,” says Jo as they
pick up their menus. “How’s your new apprenticeship (32) going?”
“Honestly, so great! I’m learning so much about tree care (23). And I dropped off fresh apples
and plums at the community food hub (34) today. I hadn’t been there before. Whatever they
were making in the cooking class smelled delicious. I’m so hungry now!”
“Well, perfect timing!” replies Jo, seeing María walk in.
“Sorry I’m late,” María apologizes, “I was trying to get a few more sign-ups for tomorrow’s beach
clean-up (4) after class. Are you coming?”
“I can’t. I’m interpreting at that emergency
preparedness seminar (43) for the group I’m
working with through Tacoma
Community House (1).”
says Jo. “Next time
though!” The server
arrives and all three
look up, still clueless
as to what they’ll be
ordering.
“Need another minute?” asks
the server.
“Yes, please!” replies Andrea.
They all laugh and open up
their menus.
STORY 3: WORK DAY BY THE PUYALLUP RIVER
Carlos shuts the back of the truck closed, stirring the birds in
the fir tree nearby. It’s cold out but it’s his favorite time
of the day – prepping the crew trucks just as the sun
is starting to rise. Today is a special day too. They
have new crew members joining them, recent
grads from the TCC landscaping and restoration
program (32, 33). Julia, the crew manager, was
able to hire more members due to the new
green jobs incentive the City is offering (35).
It’s been almost 10 years since Julia and Carlos
first visited the site as new crew members
themselves. Julia will lead the new crew through
a tour of the site and get them started planting
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salmon berry and sedge along the river bank (39). Carlos is most excited for their Puyallup
Watershed restoration partners (7) to join him to talk about water management and flood and
erosion control (45). He wants his new crew to understand the land they are on. Just beyond their
site is an organic farm (3, 8). They benefit from clean water for irrigation from the river and are
protected from winter floods by the habitat restoration and bank stabilization the crew is working
on (44). Last year Carlos worked with the farm owner to make sure their nutrient runoff isn’t
affecting the river ecosystem downstream and so now they’re a recognized green business (26).
Carlos tosses Julia a set of keys. The trucks pull out of the lot and head to the river. Carlos watches
Mount Tahoma turn pink with the rising sun and feels ready for the day ahead.
STORY 4: COFFEE AT THE COMMUNITY CENTER
Ray has moved his usual Tuesday morning coffee with friends to the Peoples Community Center,
a cooling center (41), on this hot and smoky 94°F August day. He chats with Leilani and Rob over
a game of cards. They discuss their weeks. Ray’s grandchildren were just visiting from across
town. Conversation keeps returning to the heat and the wildfires in the region. Ray shares that his
grandson, Osmar, has asthma as he pats the filter fan (42) beside him. City staff were handing
them out to homes that don’t have air filters. They said this building was retrofitted a few years
ago to be a space with clean air and an all-electric heating and cooling system (15). They also said
that with his fixed income he could qualify for a ductless heat pump, which can provide home
heating, cooling, and air filtration. He might just do it, since summers are hotter than they used to
be.
Leilani shares they have a barbecue planned this weekend if the weather improves and the burn
ban is lifted by then. With the heat and smoke, they plan to stay overnight in the cooling center.
In a way, it reminds Rob of the summer camps he used to attend – food, social activities, and a
recent blockbuster will be playing on the big screen in the community hall after dinner.
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STORY 5: FIRST DAY ON THE JOB
Akash arrives to his first day on the job at Container Services Terminal (CST) with a mix of
excitement and anxiety. His mom worked in the tideflats for years, serving on teams that moved
countless containers from the huge oceangoing vessels that come to Tacoma. He takes pride in
the idea that he will help bring food and cargo to and from Tacoma and the wider region.
His supervisor, Theresa, explains that the organization has been around since 1939. It values not
only its reputation as a reliable business partner, but as a responsible company with its roots in
Tacoma. It has accomplished big reductions in emissions through innovation in its
operations and has helped its shipping partners in truck
and rail transportation reduce their emissions too.
And, it has a commitment to reduce emissions
another one-third by the end of the
decade. To meet their goal,
Theresa represents CST as part
of a Tacoma sustainable
manufacturing and industry
collaborative (37, 38), which is a
group of Tideflats businesses
developing a cooperative
approach to clean fuels (6, 46)
and delivering port services to
build their competitive edge
internationally. Container
Services Terminal and the Port
of Tacoma are committed to getting to net zero by 2050 to meet the commitments established in
the Northwest Ports Clean Air Strategy. The company recently deployed shore power at its
terminal so that vessels can turn off their engines while they are at berth and now they are
working with the Port of Tacoma and Tacoma Power to explore innovate ways to deploy zero
emission cargo-handling equipment. This will reduce emissions and noise, creating a safer,
better working environment for waterfront workers. CST, in partnership with the City and other
regional organizations, is helping shape national green port policy now (5). She expects that
Akash can follow in her footsteps someday, helping to maintain and improve Evergreen’s
services into the next generation. Working at CST means Akash can go home
at the end of the day with good pay and satisfaction that he helped
deliver the day-to-day goods everyone depends on. “This work is
profitable without sacrificing fair pay and responsible environmental
practices, and we want you to hold us to it”(37). Akash nods and smiles.
STORY 6: SATURDAY’S HOME PROJECTS
Sam is around the house for the weekend. There’s plenty to
get done, and truth be told she likes home projects. The
to-do list: add a garden bed, plant giant sequoia and
blueberry seedlings from the Lincoln High School plant
sale, and walk the contractor through the house energy
audit. Sam begins with the garden bed. Reusing old
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wooden fence boards (29), she digs into the soil using a shovel from the Tacoma Tool Library (2).
Topping the new bed off with TAGRO soil amendments she moves onto places marked yesterday
around the yard for the seedlings: two sunny spots with plenty of root space away from the
fenced property line and other structures for the sequoias, and a place with partial sun near one
of the cherry trees for the blueberry bush. With all the potential new produce, she might sell
some of her extra fruits and veggies to neighbors (8).
Right on time at 1:00pm, the contractor, LaTasha, rings the doorbell. LaTasha asks about the
insulation in the ceiling and walls, and then about the old cadet heaters. After touring the house
LaTasha shares her notes on potential energy efficiency improvements and the additional comfort
and bill savings they would bring. She provides a website where Sam can find affordable City
loans and incentives for them (14). “If you’re thinking of selling some day, improving your home’s
energy score (16) would really add some value” LaTasha explains. Sam says she’ll think about
LaTasha’s recommendations, but that she loves living in Lincoln and isn’t thinking about selling
soon. “Those upgrades will help keep you happy and comfortable here for years, too! By the
way, I was trained in home energy audits while still in high school at Lincoln!” LaTasha
responds. After chatting about the neighborhood, it’s time for LaTasha to leave.
Thanking her, Sam returns to the backyard. She sets her drip irrigation lines
(25) on a short timer, glances at the young beans, strawberries, and
tomatillos in the old garden bed, and then sits back in a lawn chair. With
everything done, Sam is ready for a lazy Saturday evening in what is left of
the springtime sun.
STORY 7: WORKING TOWARD OPENING DAY
AJ is the property manager at Pacific Avenue Station.
With its 4 floors of housing above street-level
businesses, Pac Ave Station is the tenth
building they have managed since
graduating from UWT in 2017. It’s also the
one AJ is most excited about. To develop this
building, the regional company asked AJ to
explore the latest construction standards and
opportunities in Tacoma. He recommended
durable, low-carbon green building materials
(28), efficient technologies, and the inclusion
of affordable housing units (13), which helped
the company access financial incentives and
better serve the neighborhood. Working
closely with the City and Spaceworks, some
of the commercial space downstairs has
been set aside for local start-ups (36). Sitting
on the #1 bus line, residents will be able to
ride right into downtown for work, school,
and weekend fun (17). This location means
easy connections across town for residents
and business tenants, and consistent interest
in the units will mean low turnover costs for the
company.
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Pac Ave Station is on track to open in two months. AJ watches from the window of a nearly
finished unit as construction trucks carry away recyclable construction materials (27) that will be
sold and reprocessed into new construction materials. A team of City contractors works across
the street. Beside a cement truck, they pour a new low-carbon concrete mix into place for a new
sidewalk and transit stop (30, 31). AJ heads downstairs and into the bustle of the neighborhood –
it's lunch time.
Holding Ourselves
Accountable –
Tracking Our Progress
In order to ensure transparency and accountability, each year we will develop a progress report
and track 2030 Indicator Targets (Section 3). These indicators are often easier to relate to than
measurements of tons of GHG pollution and often show more immediate community impact.
They are not perfect outcome measures, but they are currently trackable and more noticeable in
our community. We will be tracking things like trees planted in neighborhoods, public electric
vehicle charging stations installed, and miles of sidewalks built or repaired.
The Sustainable Tacoma Commission was established in 2009 to bring “accountability,
transparency and vigilance to the long-term implementation of Tacoma’s Climate Action Plan”.
This volunteer group meets monthly and provides a watchdog function and forum for the Plan’s
implementation by monitoring progress on equitable implementation and engaging in regular
communication with the City Council.
To implement each climate action, we will work with and empower communities using a range
of engagement methods. At the same time, we must hold ourselves and other institutions
accountable – those who have benefited most from a history of pollution and have the means
to support our just transition must take the lead. It is our goal to both rebuild relationships
and remain results-oriented to make good on promises to our community. We will also share
our progress at an at least annual community meeting, focus on expanding our on-going
relationships, and support the influence and leadership of youth and other frontline communities
in climate action planning.
The 2030 Strategies for a Better Tacoma and 2030 Indicator Targets will guide our work over
the next nine years. In addition to our yearly progress reports, we will update Actions every 3-4
years and check in with our stakeholders and implementation partners to make sure we are still
prioritizing actions that are true to the community’s vision for a Better Tacoma and on track for
net-zero emissions by 2050.
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Financing Tacoma Climate Action
To achieve our climate action goals, residents, businesses, property owners, and all levels of
government will need to make substantial investments in new infrastructure, programs, and
incentives over the next 30 years. Making these investments helps everyone save in the long-
run including, for example, through lower energy bills and lower maintenance costs on electric
vehicles.
While it will likely take about $2.5 billion collectively to achieve Tacoma’s 2050 climate goal,
the total savings could easily exceed $6.6 billion, resulting in a net savings of $4.18 billion for
our residents, businesses, and organizations (Section 4). With the savings, businesses and the
City will have more money available to expand operations, hire employees, and develop other
innovations to improve their energy and emissions performance. Those
investments will lead to hundreds of new jobs, making Tacoma part of
the transition to a green economy.
Additionally, spending on electricity keeps money in our local
economy, since our electric utility is publicly owned. More dollars
spent on fossil fuels, on the other hand, go to oil and gas businesses,
many of which are located outside the city’s borders. If our community
invests in a zero carbon pathway, by 2050 Tacoma could spend
around $66 million more per year with its local electric utility, and save
up to $643 million each year not paid to outside fossil fuel companies
for a net savings of up to $577 million annually.
What You Can Do For Tacoma Climate
Action
There are many individual choices we can make as consumers and community members to help
reduce our GHG emissions. For Tacomans, it is particularly impactful to buy less stuff if we don’t
need it; limit air travel; carpool, walk, bike, or take public transit instead of driving alone; eat a
more plant-based diet and buy from local farmers; and choose electric, efficient options when
changing our homes and vehicles. All of these actions add up and help encourage others to do
the same.
That being said, the pace and scale of climate action that Tacoma needs
ultimately depends on transformational changes to our institutions and
systems. The previous sections have outlined what transformational steps
the City and our community needs to take to mitigate and prepare for
climate change. Indeed, this change also relies on all of us, as members
of an engaged community.
“It’s time to start acting: do some
pilots, some projects based
on data and research available
to get results, then adjust and
continue accordingly.”
Tacoma community member
“Again, and always, involve
those directly affected. Take the
time and effort.”
Tacoma community member
TACOMA CLIMATE ACTION PLAN
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Here are a few ways you can help implement the Tacoma Climate Action Plan:
1. Hold the City accountable. Show up at City Council meetings or contact your Tacoma
City Council representative to let Council know that climate action is important to you and
ask them to prioritize funding for climate action.
Find your Council representative here: www.cityoftacoma.org/government/city_council
2. Get involved in City decision-making and budgeting. Participate on a City committee,
board, commission, neighborhood council, or future participatory budgeting process.
Find open positions on committees, boards, and commissions:
www.cityoftacoma.org/commissions
Get involved in your neighborhood council:
www.cityoftacoma.org/neighborhoodcouncils
3. Connect with local public organizations to advocate for more
climate action, dense affordable housing, electrification, public
transit, and pollution prevention.
Learn more about and engage with: Pierce County, Tacoma-Pierce
County Health Department, Tacoma School District, Pierce Transit,
Metro Parks Tacoma, Port of Tacoma, Washington State
Learn about local environmental events and
opportunities by joining the EnviroNews email list:
www.healthybay.org/get-involved/environews-listserv/
4. Talk to your friends, family members, and neighbors about climate change, the
local impacts we are experiencing, and the solutions available to us. Simple, everyday
conversations can go a long way in increasing awareness and action on climate change.
Find resources on local climate change impacts: www.cityoftacoma.org/climate
5. Bring partners and resources to our shared cause by engaging at the state and national
level:
• County Council: Representatives
• State and national representatives: Find Your District
• Port of Tacoma Commission
• Pierce Transit Board: Representatives
“Make sure funding is available.
Make sure personnel and
resources are available to carry
out identified programs.”
Tacoma community member
NOVEMBER 2021 CITY OF TACOMA
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Conclusion
This Plan charts Tacoma’s path towards net zero GHG emissions by 2050. Our city has much to gain by implementing
its Climate Plan, including more than $4 billion in potential net savings, decreased vulnerability to climate disasters
and impacts, attracting innovation and new businesses interested in taking part in the transition to a green economy,
and more. Most of all, this Plan puts Tacoma’s community members at its center, focusing on how the City’s climate
action efforts and investments can also help to improve the health and quality of life of Tacomans. It seeks to ensure
that no community member is left behind in this transition, prioritizing efforts that will protect the most vulnerable to
climate impacts and improve the living conditions of and create opportunities for marginalized groups.
“Our future has trees in every neighborhood… [and] healthy, vibrant, and cohesive communities…
Neighbors helping neighbors to grow a greener, healthier, and more connected Greater Tacoma.”
Tacoma community member
Drawing by Tatyana, RU
TACOMA CLIMATE ACTION PLAN
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Sections
SECTION 1 ENERGY AND EMISSIONS MODELING RESULTS
SECTION 2 IMPLEMENTATION ACTIONS
SECTION 3 2030 INDICATOR TARGETS
SECTION 4 FINANCIAL ANALYSIS
SECTION 5 FUNDING OPTIONS
SECTION 6 PLAN CONTRIBUTORS
SECTION 7 COMMUNITY ENGAGEMENT SUMMARY
SECTION 8 ENVIRONMENTAL JUSTICE LEADERS WORKGROUP COMMENTS
SECTION 9 MUNICIPAL CARBON NEUTRALITY STRATEGY
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Actions Survey Summary
Prepared for the Ames Climate Action Plan
March 2022
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Disclaimer Reasonable skill, care and diligence has been exercised to assess
the information acquired during the preparation of this analysis,
but no guarantees or warranties are made regarding the
accuracy or completeness of this information. This document, the
information it contains, the information and basis on which it
relies, and factors associated are subject to changes that are
beyond the control of the author. The information provided by
others are believed to be accurate but have not been verified.
This report presents analysis of public survey results. The public
survey was released with the intent to receive public feedback on
greenhouse gas emissions reduction actions.The authors do not
accept responsibility for the use of this analysis for any purpose
other than that stated above and does not accept responsibility
to any third party for the use, in whole or in part, of the contents
of this document. This analysis applies to Ames and cannot
be applied to other jurisdictions without analysis. Any use by the
Ames, its sub-consultants or any third party, or any
reliance on or decisions based on this document, are the
responsibility of the user or third party.
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About the Survey
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The Ames Climate Action Plan (CAP) Actions Survey is a component of the broader project engagement plan that is aimed at collecting broad public input on the CAP.
The survey provided an opportunity for members to be involved in of the community to shaping the development of actions for the Climate Action Plan (CAP), submit feedback on the Big Moves being proposed to reach the greenhouse gas (GHG) emissions reduction target for the CAP, voice their concerns, and provide the City of Ames with insights on how they want to participate in reducing emissions in the community.
As part of the Ames Climate Action Plan, Ames City Council set a target of reducing greenhouse gas emissions by 83% below 2018 levels by 2030 and reaching net-zero emissions by 2050.
Reaching that target will require action by the City, residents, and businesses, and support from other levels of government.
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Survey Summary
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●Open from March 2nd 2022 - March 20th 2022
●Available online and as a printed copy
●Promoted via a press release, City social media, City-led community outreach
(in-person), and via Supplemental Input Committee member distribution to sectors
●626 responses
Note that this summary provides an overview of the preliminary survey analysis. This includes
aggregated results for each question (e.g. not broken down by demographics collected). During
the next phase of the project survey results will be further disaggregated to inform program,
policy, and incentive suggestions.
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SECTION ONE RESULTS
Big Moves
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BIG MOVE ONE
Building Retrofits
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BIG MOVE TWO
Net Zero New Construction
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BIG MOVE THREE
Renewable Energy Generation
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BIG MOVE FOUR
Reducing Vehicle Emissions
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BIG MOVE FIVE
Increasing Active Transportation and
Transit Use
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BIG MOVE SIX
Reducing Waste Emissions
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SECTION TWO RESULTS
Information and Resources
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SECTION THREE RESULTS
Additional Input
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SECTION FOUR RESULTS
Demographics
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BUSINESS AS USUAL
SUMMARY
Prepared for the Ames Climate Action Plan
October 2021
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Disclaimer Reasonable skill, care and diligence has been exercised to assess
the information acquired during the preparation of this analysis,
but no guarantees or warranties are made regarding the
accuracy or completeness of this information. This document, the
information it contains, the information and basis on which it
relies, and factors associated are subject to changes that are
beyond the control of the author. The information provided by
others are believed to be accurate but have not been verified.
This analysis includes strategic-level estimates of costs and
revenues that should not be relied upon for design or other
purposes without verification. The authors do not accept
responsibility for the use of this analysis for any purpose other
than that stated above and does not accept responsibility to any
third party for the use, in whole or in part, of the contents of this
document. This analysis applies to Ames and cannot
be applied to other jurisdictions without analysis. Any use by the
Ames, its sub-consultants or any third party, or any
reliance on or decisions based on this document, are the
responsibility of the user or third party.
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Contents
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Community
Energy
Consumption
Community
GHG
Emissions
Energy &
Emissions by
Sector
BAU Summary
& Trend
Analysis
Appendix A:
Technical
Information
Appendix B:
Energy and
Emissions
Tables
Introducing
Ames
Developing a
business-as
-usual (BAU)
scenario
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SECTION ONE
An Introduction to Ames
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About Ames
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Ames is a small but growing city with a
population of around 66,000 people. It is
home to Iowa State University (ISU) and
a student population that makes up half
of the city’s population.
Unlike many small cities, the City of
Ames owns its own electrical utility that
supplies part of Ames’ electricity. . This
has allowed the City to decrease
emissions already and is an area of
opportunity for future emissions
reductions.
Likewise, improvements to ISU’s central
heating plant will reduce emissions and
is an area for future opportunity.
Local control over a significant portion of energy production and distribution is a rare circumstance and opportunity. The City of Ames and ISU are already taking advantage of their ownership of energy assets in the community to reduce emissions. Opportunities exist to build on their respective successes but this does not negate the need for other emissions reductions actions in the community.
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Community Demographics
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Demographics are an important consideration
when thinking about future energy use and
emissions.
It can be helpful to understand if energy and
emissions are increasing or decreasing per capita
over time and/or as a result of population and
employment growth over time.
In Ames, the City expects the following growth
trends between 2018 and 2050:
●44% growth in employment
●23% growth in the number of households
●24% growth in the number of vehicles
●33% growth in population
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SECTION TWO
Developing a Business-as-Usual
Scenario
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What is a BAU?
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The business-as-usual (BAU) scenario
detailed in this document is a projection
of energy use and GHG emissions in
Ames in 2050, should the community
continue on its current course of action.
The BAU assumes no additional policies,
actions, or strategies are implemented
by 2050 beyond those that are currently
approved and funded or underway.
This document highlights major trends from the BAU results and is not a comprehensive summary of all factors that contribute to energy and emissions patterns over the timeframe.
The BAU scenario uses a 2018 baseline in line with the last census year. Aligning the baseline with a census year allows us to
use the most accurate and comprehensive data available for our analysis.
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Future scenarios
A scenario is an internally consistent view of
what the future might turn out to be. It is not a
forecast, but one possible future outcome that
is based on currently available information.
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Business-as-Planned Scenario
Assumptions
Analysis and
interpretation of data
and information
Data and Information
Data from the City &
other trusted sources
Policies and plans
approved and/or
underway
Projections
Projections for individual factors
modeled together to forecast a future
plausible scenario for community
energy-use and emissions
Two steps were taken to develop
and quantify the BAU Scenario:
A full Data, Methods, and Assumptions Manual for the project is available at cityofames.org/sustainability
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Key Assumptions in the BAU Scenario
Heating Degree
Days
Grid-carbon intensity Building Efficiency Increase in EVs
Declining Stable Increasing Increasing
As the climate warms there
will be a lesser need for home
heating in Ames but a greater
need for home cooling.
Grid-carbon intensity
(emissions from grid
electricity) will remain similar
to current levels, except where
noted in the BAU.
As the population grows and
new homes are built, a
greater proportion of homes
in Ames will meet current
building code requirements.
EV purchases will increase in
line with federal targets,
reaching 50% of vehicles sales
by 2030.
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SECTION THREE
Community Energy Consumption
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Energy & Emissions Source Descriptions
Ames has a unique combination
of energy sources. Locally,
energy is produced via
individual solar PV installations
and through ISU’s district energy
(combined heat and power)
system. Grid electricity comes
from four sources, including the
City of Ames’ own electrical
utility.
Legend Description
Local energy Solar PV
RNG Renewable natural gas
Fuel oil, propane,
natural gas
Direct to consumer (residential,
commercial, industrial)
District energy ISU combined heat and power (CHP)
system
Grid electricity From all utility providers
Fugitive Emissions from the production and
transportation of natural gas
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Grid Electricity Supply by Utility & Fuel Type
There are four separate utilities
that provide electricity to Ames’
residents and businesses. Each
of the utilities derive their
electricity supply from different
fuel sources.
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Grid Emissions Factor for Ames in 2018
The different fuel sources used
by each utility results in
different grid emissions factors
(which represents the amount
of greenhouse gas emissions
emitted) for each utility. Each
utility also provides a different
amount of electricity to Ames.
We consider both of these
aspects when calculating the
overall emissions factor for
electricity in Ames.
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Figure 1
Projected total community energy use,
2018-2050
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Community Energy Use
Total energy consumption in 2050 is projected to be
approximately the same as in the 2018 baseline
year, at 1.2 million MMBTUs
Transportation energy use will decrease with electric
vehicle sales displacing some gasoline-fueled vehicles.
Energy use in all other sectors will increase as the
population grows and services and employment grow
alongside population growth.
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Figure 2
Projected community energy use by end
use, 2018-2050
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Community Energy Use by End Use
Toward 2050, transportation remains the most
energy intensive activity in the community despite an
overall decrease in the energy consumed for this end
use.
Energy use for space heating and other
buildings-related end uses increase over the
projection period as population and employment grow.
Energy use for industrial processes increases,
reflecting employment growth in the sector.
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Figure 3
Projected community energy use by fuel
type, 2018-2050
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Ames is powered mostly by natural gas in 2018 and this
will remain true through to 2050 due to population growth
and the conversion of Iowa State University’s energy
system from coal to natural gas.
Grid electricity use will increase significantly between
2018 and 2050, outpacing increases in natural gas usage.
This is due to population growth and a switch to electric
vehicles.
Gasoline use in the community is halved between 2018
and 2050 due to the uptake in electric vehicles.
Community Energy Use by Fuel Type
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GRAPH 4
Projected community energy use per
capita, 2018-2050
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Per Capita Energy Use
Per capita energy use is anticipated to decline by 33%
between 2018 and 2050.
The decline in energy use is due to increasing energy
efficiency over time including new vehicles and buildings
being more efficient.
Overall community energy use will remain constant,
meaning in 2050 there will be more people in Ames using
the same amount of energy that was used in the
community in 2018.
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SECTION FOUR
Community Greenhouse Gas Emissions
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GRAPH 5
Projected total community GHG
emissions, 2018-2050
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Community Emissions
Total annual emissions decrease slightly between 2018 and 2050, from
approximately 1240 ktCO2e to 1180 ktCO2e.
The sharp decrease in commercial and residential emissions in 2019 is due to
the emissions factor of grid electricity decreasing with Ames Electric Service
using the power from their wind turbine to offset their own emissions
rather than selling renewable energy credits (RECs) to other utilities as they did
in 2018.
The sharp decrease in 2024 in energy production is due to the university’s
energy system being converted from coal to natural gas.
Transportation emissions decrease for a period as gasoline use decreases
and electricity use in the sector increases. Later, emissions begin to increase
again as usage outpaces the emissions reductions from low emissions vehicles.31
1
2
3
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GRAPH 6
Projected community emissions by
source, 2018-2050
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1
2
3
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Community Emissions by Source
In 2019, the impact of REC purchases can be seen on grid electricity
emissions. The emissions from the grid begin to increase again over time
as the use of electricity in Ames increases with population growth.
Emissions from natural gas increase in 2024 as coal emissions are eliminated.
Emissions from natural gas continue to increase gradually beyond 2024
as the population grows and use increases.
Gasoline and diesel emissions decrease while all others sources increase
with population growth.
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1
2
3
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GRAPH 7
Projected community emissions per
capita, 2018-2050
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Community Emission Per Capita
Per capita emissions are anticipated to
decline from 18.8 tonnes per person in 2018
to 13.4 tonnes per person in 2050 (-29%).
There is a wide range of per capita emissions
in municipalities with fewer than 100,000
residents in the midwestern United States, as
outlined in the table to the left.
According to the latest recommendations from
leading climate science organizations, per
capita emissions in cities in wealthy countries
should be <3 tCO2e by 2030.
City Emissions (tCO2e) in 2018
Iowa City, Iowa 13.7
Carmel, IN 13.3
Evanston, IL 12.7
Albany, NY 10.1
Medford, MA 8.2
C40 Cities
Average 6.2
Median 5
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SECTION FIVE
Energy and Emissions by Sector
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GRAPH 8
Projected buildings energy use,
2018-2050
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Buildings Energy Use by Fuel
Total energy consumption in buildings is projected to rise from around 7.1 million
MMBTU per year in 2018 to around 8.5million MMBTU per year in 2050.
This 19% growth reflects population and employment growth that is tempered by
new buildings being built more efficiently than existing buildings. In other words, the
number of buildings meeting 2012 building codes, which have higher energy efficiency
standards than previous codes, will increase.
Natural gas accounts for nearly half of building energy consumption throughout
the period.
Electricity consumption in buildings increases by roughly 30% with increases in energy
use for space cooling, lighting, major appliances, and plug load as the population
increases.41
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GRAPH 9
Projected buildings energy use by
sector, 2018-2050
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Buildings Energy Use
Energy use in buildings increases for all sectors between 2018 and 2050.
Energy use in the industrial sector increases by 50% over the timeframe due to a
projected increase in industrial floorspace.
The increases in energy use in municipal (26%), residential (18%) and commercial (8%)
buildings can be attributed to population and employment growth and growth in
associated community services without additional policies and programs beyond
those currently in place to encourage building efficiencies.
Across all buildings, growth in energy use for space heating is low (2%) and growth in
energy use for space cooling is much higher (29%) due to milder winters and hotter
summers.
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GRAPH 10
Projected emissions from buildings,
2018-2050
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Building Emissions
Emissions from buildings are projected to increase
from around 5.6 to 5.9 MtCO2e per year by 2050.
Initially emissions from buildings decrease due to the
drop in the grid emissions factor for electricity in 2019.
This efficiency gain is soon overtaken by increased
energy demand in buildings across all sectors and fuel
types.
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GRAPH 11
Projected transportation energy use,
2018-2050
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Transportation Energy Use
Overall energy use in transportation is projected to decrease by 29% during the
period.
Gas consumption decreases by 53% between 2018 and 2050, reflecting Ames
meeting the federal goal of 50% of vehicles sales being electric by 2030.*
Diesel use decreases by 9% from 2018 levels, reflecting diesel efficiency standards
and the displacement of some diesel vehicles with electric.
Electricity used for transportation increases from near 0% to 21% of the energy
consumption in the sector as electric vehicles become more common.
*Note that the federal standard, if achieved, does not reflect what will happen in each individual community across the country. Electric vehicle sales may make up 70% of vehicle sales in some
communities and 30% in others. This highlights the need for continued local action to reach this target.
50
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GRAPH 12
Projected community transportation
emissions, 2018-2050
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Transportation Emissions
Emissions in the transportation sector are projected to
decrease by 13% between 2018 and 2050
As electric vehicle sales in the car and light duty truck
categories increase over time, emissions decrease
between 2025 and 2040.
As the population increase and vehicle kilometers travelled
per person increases, emissions begin to climb again
around 2040. This increase also reflects the expectation
that there will still be emissions from grid electricity in
2040.
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GRAPH 13
Projected emissions from waste,
2018-2050
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Waste Emissions
The model uses a first order decay model for waste meaning that it accounts for methane
release from waste over time rather than during the year it was deposited.
In 2018 the Waste to Energy facility underwent a repair and only 30% of waste was
combusted in 2018, ramping back up to 73% by 2021. During this period more waste was
brought to the landfill, resulting in an increase in emissions as that waste decays over time.*
Emissions from waste are anticipated to grow by 91%. as a result of a growing community
without additional plans for increasing diversion rates.
Wastewater emissions are negligible due to a methane capture system in place at the
wastewater treatment facility.
*Emissions from the Waste to Energy facility are captured in the grid electricity emissions factor rather than under
the waste emissions category.
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SECTION SIX
BAU Summary & Trend Analysis
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The City’s of Ames projects significant ongoing population growth, reaching over 87,000 by 2050,a 33% increase over the 2018 population. This growth requires rethinking energy systems to accommodate growth while decreasing emissions.
The BAU projections for Ames indicate that emissions will decrease slightly from around 1240 ktCO2e in the 2018 baseline year to around 1176 ktCO2e in 2050. This reflects a period of anticipated employment and population growth that is offset by the phase-out of coal, growth of electrification in the transportation sector, and more efficient buildings.
58
Population and employment growth will influence energy and emissions use in Ames
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Out of all fuel sources, grid electricity remains the most significant source of emissions. This highlights an opportunity for the grid to be further decarbonized through the addition of grid-tied and community- scale renewable energy. The City of Ames’ electric utility has already demonstrated the benefit of this action with the addition of wind-source energy that has decreased the emissions factor of the utility’s electricity.
Natural gas use also makes up a significant proportion of Ames’ emissions. Efforts to decarbonize this source or fuel-switch to electricity, which can be decarbonized through an increase in renewables, are key to reducing emissions.
59
Grid-tied renewable energy is an opportunity in Ames, given the City has direct control over one third of the community’s electricity supply through its own utility.
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Amongst sectors, transportation is the largest source of emissions between 2018 and 2050 even as emissions in the sector decrease by 13% over the period. This calculation considers federal targets of 50% electric car sales by 2030.
Energy production is also a significant source of emissions although emissions from this source decrease during the projection period. This accounts for the central heating plant at the university and highlights the significant role the university plays in addressing energy and emissions reductions in the community due to its size.
Significant emissions from residential and commercial sectors highlight, once again, the need for renewables at the grid level and fuel-switching.
60
Ames’ emissions come from several sectors that pose unique opportunities and challenges for reducing emissions.
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Emissions from waste are captured in two different portions of the BAU. The combustion of waste associated with the waste to energy system is included in the grid emissions factor. Emissions from landfill waste is included in the waste emissions sector.
Solid waste reduction and increased diversion from the landfill are necessary to meaningfully reduce GHG emissions from this growing emissions sector.
A closer look at the waste to energy facility as technology evolves may uncover more efficient processes for waste disposal.
61
Best practices and technologies addressing waste and emissions from waste are evolving at a rapid pace but reducing waste will remain a top priority.
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Ames is in the process of setting a target for reducing greenhouse gas emissions. Based on the BAU, Ames would need to shift away from non-renewable natural gas, invest heavily in clean electrification and renewables, shift away from gasoline fueled vehicles, and undertake deep energy efficiency improvements in buildings to realize significant reductions in its current emissions. These changes will require changes in policies, regulations, and programs, the participation of residents and business-owners, and partnership and ongoing coordination with other levels of government, industry, and other emitters.
62
Reducing emissions between now and 2050 will require systems level changes in energy production, distribution, and use.
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APPENDIX A
Business as Usual Technical Background
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Developing a BAU Two steps were taken to develop
and quantify the BAU Scenario:
Data collection: A data request was produced and data was
collected with assistance and input from the City.
Assumptions were identified to supplement any gaps in
available data. A data, methods, and assumptions manual
was produced to ensure transparency about the data and
assumptions used.
Model calibration and baseline: The model is custom built
for the local context and includes data for: population,
population assignment to dwellings, jobs assignment to
buildings, a surface model of buildings, transportation, waste,
industry, and land-use. The baseline energy and emissions
inventory year is 2018. The modeling process involves regular
validation of observed data against broader state averages at
each modeling stage.
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Units of Measurement in this Analysis
65
GHG emissions
1 ktCO2e =
1,000 tCO2e
One kilotonne (kt) of
carbon dioxide
equivalents (CO2e) is
equal to one thousand
tonnes of CO2e.
Energy
1 MMBTU =
1 thousand BTUs
One thousand metric
millions of British
Thermal Units (MMBTU)
is equal to one billion
BTUs.
Emissions are characterized as kilotonnes of
carbon dioxide equivalent (ktCO2e). To compare
fuels on an equivalent basis, all energy is reported
as units of energy content primarily as thousands
of Metric Million British Thermal Units (MMBTU).
These measures can be characterized as follows:
●A 1500 square foot house uses about 500
MMBTUs of energy in a year
●One gallon of gasoline provides about 0.12
MMBTU
●One gallon of diesel or heating oil provides
about 0.14 MMBTU
●A terawatt-hour is about 3.4 MMBTU
*Data provided by United States Environmental Protection Agency
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APPENDIX B
Energy and Emissions Tables
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2018 2050 % change 2018-2050
Employment 38,995 56,318 44%
Households 28,164 34,752 23%
Personal
Vehicles 26,088 32,367 24%
Population 65,993 87,770 33%
Community Demographics
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Total GHG emissions by sector (ktCO2e)
Sector 2018 2018 Share 2050 2050 Share
% change
2018-2050
Commercial 229.0 18%225.9 19%-1%
District Energy (ISU)292.3 24%216.2 18%-26%
Fugitive 5.0 0%7.2 1%43%
Industrial 97.1 8%122.0 10%26%
Municipal 43.6 4%45.4 4%4%
Residential 205.8 17%201.6 17%-2%
Transportation 331.2 27%287.9 24%-13%
Waste 36.7 3%70.1 6%91%
TOTAL 1240.7 100%1176.3 100%-5%68
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Total GHG emissions by fuel type (ktCO2e)
Fuel Type 2018 2018 Share 2050 2050 Share % change 2018-2050
Coal 150.9 12%0.0 0%-100%
Diesel 71.8 6%65.2 6%-9%
Fuel Oil 2.0 0%2.3 0%18%
Gasoline 257.1 21%121.3 10%-53%
Grid Electricity 453.6 37%533.9 45%18%
Jet Fuel 2.1 0%2.7 0%32%
Natural Gas 258.2 21%369.0 31%43%
Non Energy 41.7 3%77.3 7%85%
Propane 3.3 0%4.6 0%40%
TOTAL 1240.7 100%1176.3 100%-5%69
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Total GHG emissions (MtCO2e)Total GHG emissions per capita (tCO2e)
2016 2050 % change, 2016-2050
18.8 13.4 -29%
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Total energy consumption by sector (MMBTU, thousands)
Sector 2018 2018 Share 2050 2050 Share
% change
2018-2050
Commercial 3,563.2 30%3,857.3 32%8%
Industrial 1,151.9 10%1,739.7 15%51%
Municipal 406.5 3%514.0 4%26%
Residential 2,022.1 17%2,377.1 20%18%
Transportation 4,784.2 40%3,413.7 29%-29%
Total 11927.9 100%11901.8 100%0%
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Total energy consumption by fuel type (MMBTU, thousands)
Fuel Type 2018 2018 Share 2050 2050 Share % change 2018-2050
Diesel 967.6 8%877.6 7%-9%
District Energy (ISU)1,597.4 13%1,443.3 12%-10%
Fuel Oil 26.4 0%31.1 0%18%
Gasoline 3,646.3 31%1,720.9 14%-53%
Grid Electricity 1,973.5 17%3,279.1 28%66%
Local Energy (Solar PV)2.4 0%4.3 0%81%
Natural Gas 3,351.1 28%4,136.8 35%23%
Other 290.6 2%306.4 3%5%
Propane 53.9 0%75.3 1%40%
RNG 18.7 0%27.0 0%44%
Total 11927.9 100%11901.8 100%0%
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Total energy consumption by end use (MMBTU, thousands)
End use 2018 2018 Share 2050 2050 Share
% change
2018-2050
Industrial
Processes 883.9 7%1,330.2 11%50%
Lighting 250.9 2%334.1 3%33%
Major Appliances 209.3 2%258.3 2%23%
Plug Load 768.3 6%965.2 8%26%
Space Cooling 587.4 5%755.9 6%29%
Space Heating 3,416.8 29%3,478.9 29%2%
Transportation 4,784.2 40%3,413.7 29%-29%
Water Heating 1,027.1 9%1,365.6 11%33%
Total 11927.9 100%11901.8 100%0%
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Total Energy Use Per Capita
(MMBTU, thousands)
2018 2050 % change, 2018-2050
180.9 135.6 -33%
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Sector Summary: Buildings Energy Use (MMBTU, thousands)
By End Use 2016 2016 Share 2050 2050 Share
% change
2016-2050
Industrial
Processes 883.9 12%1,330.2 16%50%
Lighting 250.9 4%334.1 4%33%
Major Appliances 209.3 3%258.3 3%23%
Plug Load 768.3 11%965.2 11%26%
Space Cooling 587.4 8%755.9 9%29%
Space Heating 3,416.8 48%3,478.9 41%2%
Water Heating 1,027.1 14%1,365.6 16%33%
Total 7,143.7 100%8,488.1 100%19%75
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Sector Summary: Buildings Energy Use (MMBTU, thousands)
By Fuel Type 2018 2018 Share 2050 2050 Share
% change
2018-2050
District Energy
(ISU)1,597.4 22%1,443.3 17%-10%
Fuel Oil 26.4 0%31.1 0%18%
Grid Electricity 1,972.5 28%2,587.1 30%31%
Local Energy
(Solar PV)2.4 0%4.3 0%81%
Natural Gas 3,351.1 47%4,136.8 49%23%
Other 121.4 2%183.3 2%51%
Propane 53.9 1%75.3 1%40%
RNG 18.7 0%27.0 0%44%
Total 7,143.7 100%8,488.1 100%19%76
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Sector Summary: Buildings Energy Use (MMBTU, thousands)
By Sector 2018 2018 Share 2050 2050 Share
% change
2018-2050
Commercial 3,563.2 50%3,857.3 45%8%
Industrial 1,151.9 16%1,739.7 20%51%
Municipal 406.5 6%514.0 6%26%
Residential 2,022.1 28%2,377.1 28%18%
Total 7,143.7 100%8,488.1 100%19%
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Sector Summary: Buildings Emissions (ktCO2e)
By End Use 2018 2018 Share 2050 2050 Share % change 2018-2050
Industrial Processes 72.0 13%89.3 15%24%
Lighting 49.9 9%47.6 8%-5%
Major Appliances 38.2 7%34.2 6%-11%
Plug Load 146.4 25%132.5 22%-9%
Space Cooling 35.4 6%41.1 7%16%
Space Heating 170.8 30%172.2 29%1%
Water Heating 62.9 11%78.0 13%24%
Total 576 100%595 100%3%
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Sector Summary: Buildings Emissions (ktCO2e)
By Fuel Type 2016 2016 Share 2050 2050 Share % change 2016-2050
Fuel Oil 2.0 0%2.3 0%18%
Grid Electricity 392.7 68%368.8 62%-6%
Natural Gas 177.6 31%219.2 37%23%
Propane 3.3 1%4.6 1%40%
Total 576 100%595 100%3%
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Sector Summary: Buildings Emissions (ktCO2e)
By Sector 2016 2016 Share 2050 2050 Share % change 2016-2050
Commercial 229.0 40%225.9 38%-1%
Industrial 97.1 17%122.0 21%26%
Municipal 43.6 8%45.4 8%4%
Residential 205.8 36%201.6 34%-2%
Total 575.5 100%595.0 100%3%
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Sector Summary: Transportation Energy Use (MMBTU, thousands)
By Vehicle Type 2018 2018 Share 2050 2050 Share % change 2018-2050
Car 1,947.9 42%891.1 27%-54%
Heavy Truck 767.1 17%736.9 22%-4%
Light Truck 1,848.5 40%1,611.2 49%-13%
Urban Bus 51.4 1%51.4 2%0%
Total 4,614.9 100%3,290.6 100%-29%
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Sector Summary: Transportation Energy Use (MMBTU, thousands)
By Fuel Type 2018 2018 Share 2050 2050 Share
% change
2018-2050
Diesel 967.6 21%877.6 27%-9%
Gas 3,646.3 79%1,720.9 52%-53%
Grid Electricity 1.0 0%692.1 21%68711%
Total 4,614.9 100%3,290.6 100%-29%
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Sector Summary: Transportation Emissions (ktCO2e)
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2018 2018 Share 2050 2050 Share % change
2018-2050
Car 137.8 42%80.4 28%-42%
Heavy Truck 56.6 17%54.4 19%-4%
Light Truck 130.8 40%146.5 51%12%
Urban Bus 3.8 1%3.8 1%0%
Total 329.1 100%285.2 100%-13%
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Sector Summary: Transportation Emissions (ktCO2e)
84
2018 2018 Share 2050 2050 Share % change
2018-2050
Diesel 71.8 22%65.2 23%-9%
Gas 257.1 78%121.3 43%-53%
Grid Electricity 0.2 0%98.7 35%49176%
Total 329.1 100%285.2 100%-13%
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Sector Summary: Waste GHG Emissions (ktCO2e)
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2018 2018 Share 2050 2050 Share % change
2018-2050
Biological 0.0 0%0.0 0%33%
Landfill 36.7 100%70.1 100%91%
Wastewater 0.0 0%0.0 0%33%
Total 36.7 100%70.1 100%191%
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Attachment 3 - What Makes Us Stand
Apart?
WHAT MAKES US STAND APART?
In our experience working with nearly 100 cities, we have seen many approaches to modeling future scenarios that
differ from ours. Specific characteristics and strengths of our approach and model are described in Table 3.
Table 3. Characteristics of our modeling approach compared to the standard approach.
QUESTION OUR MODELING APPROACH STANDARD APPROACH
How is geography
incorporated?
Geography is at the heart of the approach. This
determines people’s access to transit and other
services, how often they walk and cycle, the shape of
dwellings, the feasibility of district energy and other
variables. GIS informs detailed land-use accounting.
Geography is not directly
incorporated into the
calculations. Proxies may be
used.
How are energy
and GHG
projections
completed?
Energy and GHG emissions are derived from a series
of connected stock and flow models, evolving on the
basis of current and future geographic and technology
decisions/assumptions (e.g. EV penetration rates). The
model accounts for physical flows (i.e., energy use,
new vehicles by technology, vehicle miles traveled) as
determined by stocks (i.e., buildings, vehicles, heating
equipment, etc.).
Projections are extrapolated
into the future based on
population change.
How are scenarios
created?
A scenario is a comprehensive package of policies and
actions across all sectors. The scenarios can include a
full range of factors, such as behavioral incentives (e.g.,
rebates, taxes, grants) and regulations (e.g., building
standards, renewable energy portfolio standards, fuel
source requirements). The model allows scenarios to
be evaluated in terms of their impact on energy use,
emissions and costs.
Scenarios are often not used;
a model generates a single
forecast and measures and
policies are subtracted from
that forecast.
How is energy
mapping
undertaken?
Energy mapping has two dimensions—supply and
demand. Supply combines a technical review of the
energy resources with local knowledge to identify
opportunities. Demand is generated based on
household and non-residential energy consumption
spatially distributed.
Energy consumption is
assigned to buildings using
utility data or estimates.
How are
assumptions
described?
Locally appropriate assumptions are identified
where possible. All assumptions are transparent and
reviewed by the client as part of a Data, Methods and
Assumptions Manual prior to use in modeling.
A generic set of assumptions,
which can be opaque, is used.
CLIMATE ACTION ADAPTATION PLAN
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How is
transportation
energy accounted
for?
A GHG transportation model identifies trip producers
(households) and trip attractors (non-residential
buildings) and calculates the spatially explicit trip
flows on the landscape for each scenario. A portion
of trips are assigned to: walking and cycling for those
households in close proximity to destinations; transit
for those with access to public transportation.
Per capita vehicle miles are
extrapolated into the future
based on population change.
How are financial
impacts assessed?
Energy cost curves are developed for each community
and the energy consumption drives energy costs on
a year-over-year basis. Like a leaky bucket analysis,
energy expenditures are framed as an economic
development opportunity. Investment and capital
costs are amortized to reflect the cost of district energy
or renewable energy technologies. Social cost of
carbon is calculated to reflect the economic damage
caused by climate change.
Energy costs are projected
outwards based on future
population change.
How are
employment
impacts assessed?
Employment estimates are generated on the basis of
investments in new technologies, energy conservation,
or other policies and actions.
They are typically not
assessed.
VALUE ADD
The proposed approach includes a number of value-added aspects beyond what is articulated in the RFP. These
aspects include:
1.Visual Land-Use Projections: Our projections are able to capture the impact of different future
development patterns on energy consumption and GHG emissions, including on transportation behavior
and building types and morphology, at a granular level of detail. The visualizations can help inform
neighborhood development strategies and policy updates that align with emissions targets.
Figure 7. A visual land-use projection showing the energy expenditures per household when comparing the low carbon
scenario (LCS) to business-as-planned (BAP) for a city.
CITY OF DENTON
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
2.Modeling Implementation: Modeling can help define specific targets that can be used to implement
and monitor emissions reduction strategies. For example, the modeling can detail how many homes
need to be retrofitted in a given year to reach emissions reduction goals, which can be directly used in
implementation planning and programming.
3.Enhanced Financial Analysis: Financial analysis is increasingly important to identifying economic
development opportunities and mobilizing investment to reach GHG emissions targets. Our analysis will
provide detailed strategic-level planning on the financial impacts of actions, return on investment, net
present value, and internal rate of return. These parameters are useful for the development of investment
strategies for each action, including for attracting private sector investment where appropriate.
Figure 8. Marginal abatement cost curve generated by SSG as a means to compare the financial benefits of different policies
and actions.
CLIMATE ACTION ADAPTATION PLAN
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 16 of 22
Exhibit C
Bidder's attention is directed to the insurance requirements below. It is highly recommended
that bidders confer with their respective insurance carriers or brokers to determine in advance
of Bid submission the availability of insurance certificates and endorsements as prescribed
and provided herein. If an apparent low bidder fails to comply strictly with the insurance
requirements, that bidder may be disqualified from award of the contract. Upon bid award, all
insurance requirements shall become contractual obligations, which the successful bidder
shall have a duty to maintain throughout the course of this contract.
STANDARD PROVISIONS:
Without limiting any of the other obligations or liabilities of the Contractor, the Contractor shall
provide and maintain until the contracted work has been completed and accepted by the City of
Denton, Owner, the minimum insurance coverage as indicated hereinafter.
As soon as practicable after notification of bid award, Contractor shall file with the Purchasing
Department satisfactory certificates of insurance, containing the bid number and title of the
project. Contractor may, upon written request to the Purchasing Department, ask for
clarification of any insurance requirements at any time; however, Contractors are strongly
advised to make such requests prior to bid opening, since the insurance requirements may not be
modified or waived after bid opening unless a written exception has been submitted with the bid.
Contractor shall not commence any work or deliver any material until he or she receives
notification that the contract has been accepted, approved, and signed by the City of Denton.
All insurance policies proposed or obtained in satisfaction of these requirements shall comply
with the following general specifications, and shall be maintained in compliance with these
general specifications throughout the duration of the Contract, or longer, if so noted:
Each policy shall be issued by a company authorized to do business in the State of
Texas with an A.M. Best Company rating of at least A- VII or better.
Any deductibles or self-insured retentions shall be declared in the bid proposal. If
requested by the City, the insurer shall reduce or eliminate such deductibles or
self-insured retentions with respect to the City, its officials, agents, employees and
volunteers; or, the contractor shall procure a bond guaranteeing payment of losses and
related investigations, claim administration and defense expenses.
Liability policies shall be endorsed to provide the following:
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 17 of 22
Name as additional insured the City of Denton, its Officials, Agents,
Employees and volunteers.
That such insurance is primary to any other insurance available to the
additional insured with respect to claims covered under the policy and that this
insurance applies separately to each insured against whom claim is made or
suit is brought. The inclusion of more than one insured shall not operate to
increase the insurer's limit of liability.
Provide a Waiver of Subrogation in favor of the City of Denton, its officials,
agents, employees, and volunteers.
Cancellation: City requires 30 day written notice should any of the policies
described on the certificate be cancelled before the expiration date.
Should any of the required insurance be provided under a claims-made form,
Contractor shall maintain such coverage continuously throughout the term of
this contract and, without lapse, for a period of three years beyond the contract
expiration, such that occurrences arising during the contract term which give
rise to claims made after expiration of the contract shall be covered.
Should any of the required insurance be provided under a form of coverage that
includes a general annual aggregate limit providing for claims investigation or
legal defense costs to be included in the general annual aggregate limit, the
Contractor shall either double the occurrence limits or obtain Owners and
Contractors Protective Liability Insurance.
Should any required insurance lapse during the contract term, requests for
payments originating after such lapse shall not be processed until the City
receives satisfactory evidence of reinstated coverage as required by this
contract, effective as of the lapse date. If insurance is not reinstated, City may,
at its sole option, terminate this agreement effective on the date of the lapse.
SPECIFIC ADDITIONAL INSURANCE REQUIREMENTS:
All insurance policies proposed or obtained in satisfaction of this Contract shall additionally
comply with the following marked specifications, and shall be maintained in compliance with
these additional specifications throughout the duration of the Contract, or longer, if so noted:
[X ] A. General Liability Insurance:
General Liability insurance with combined single limits of not less than
$1,000,000.00 shall be provided and maintained by the Contractor. The policy shall
be written on an occurrence basis either in a single policy or in a combination of
underlying and umbrella or excess policies.
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 18 of 22
If the Commercial General Liability form (ISO Form CG 0001 current edition) is
used:
Coverage A shall include premises, operations, products, and completed
operations, independent contractors, contractual liability covering this
contract and broad form property damage coverage.
Coverage B shall include personal injury.
Coverage C, medical payments, is not required.
If the Comprehensive General Liability form (ISO Form GL 0002 Current Edition
and ISO Form GL 0404) is used, it shall include at least:
Bodily injury and Property Damage Liability for premises, operations,
products and completed operations, independent contractors and property
damage resulting from explosion, collapse or underground (XCU)
exposures.
Broad form contractual liability (preferably by endorsement) covering this
contract, personal injury liability and broad form property damage liability.
[X] Automobile Liability Insurance:
Contractor shall provide Commercial Automobile Liability insurance with Combined
Single Limits (CSL) of not less than $500,000.00 either in a single policy or in a
combination of basic and umbrella or excess policies. The policy will include bodily
injury and property damage liability arising out of the operation, maintenance and use of
all automobiles and mobile equipment used in conjunction with this contract.
Satisfaction of the above requirement shall be in the form of a policy endorsement for:
any auto, or
all owned, hired and non-owned autos.
[X] Workers’ Compensation Insurance
Contractor shall purchase and maintain Worker's Compensation insurance which, in
addition to meeting the minimum statutory requirements for issuance of such insurance,
has Employer's Liability limits of at least $100,000 for each accident, $100,000 per each
employee, and a $500,000 policy limit for occupational disease. The City need not be
named as an "Additional Insured" but the insurer shall agree to waive all rights of
subrogation against the City, its officials, agents, employees and volunteers for any work
performed for the City by the Named Insured. For building or construction projects, the
Contractor shall comply with the provisions of Attachment 1 in accordance with
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 19 of 22
§406.096 of the Texas Labor Code and rule 28TAC 110.110 of the Texas Worker's
Compensation Commission (TWCC).
[ ] Owner's and Contractor's Protective Liability Insurance
The Contractor shall obtain, pay for and maintain at all times during the prosecution of
the work under this contract, an Owner's and Contractor's Protective Liability insurance
policy naming the City as insured for property damage and bodily injury which may arise
in the prosecution of the work or Contractor's operations under this contract. Coverage
shall be on an "occurrence" basis, and the policy shall be issued by the same insurance
company that carries the Contractor's liability insurance. Policy limits will be at least
combined bodily injury and property damage per occurrence with a aggregate.
[X] Professional Liability Insurance
Professional liability insurance with limits not less than $1,000,000 per claim with
respect to negligent acts, errors or omissions in connection with professional services is
required under this Agreement.
[ ] Builders' Risk Insurance
Builders' Risk Insurance, on an All-Risk form for 100% of the completed value shall be
provided. Such policy shall include as "Named Insured" the City of Denton and all
subcontractors as their interests may appear.
[ ] Commercial Crime
Provides coverage for the theft or disappearance of cash or checks, robbery inside/outside
the premises, burglary of the premises, and employee fidelity. The employee fidelity
portion of this coverage should be written on a “blanket” basis to cover all employees,
including new hires. This type insurance should be required if the contractor has access
to City funds. Limits of not less than each occurrence are required.
[ ] Additional Insurance
Other insurance may be required on an individual basis for extra hazardous contracts and
specific service agreements. If such additional insurance is required for a specific
contract, that requirement will be described in the "Specific Conditions" of the contract
specifications.
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 20 of 22
ATTACHMENT 1
[ ] Workers’ Compensation Coverage for Building or Construction Projects for
Governmental Entities
A. Definitions:
Certificate of coverage ("certificate")-A copy of a certificate of insurance, a
certificate of authority to self-insure issued by the commission, or a coverage
agreement (TWCC-81, TWCC-82, TWCC-83, or TWCC-84), showing statutory
workers' compensation insurance coverage for the person's or entity's employees
providing services on a project, for the duration of the project.
Duration of the project - includes the time from the beginning of the work on the
project until the contractor's/person's work on the project has been completed and
accepted by the governmental entity.
Persons providing services on the project ("subcontractor" in §406.096) - includes all
persons or entities performing all or part of the services the contractor has
undertaken to perform on the project, regardless of whether that person contracted
directly with the contractor and regardless of whether that person has employees.
This includes, without limitation, independent contractors, subcontractors, leasing
companies, motor carriers, owner-operators, employees of any such entity, or
employees of any entity which furnishes persons to provide services on the project.
"Services" include, without limitation, providing, hauling, or delivering equipment or
materials, or providing labor, transportation, or other service related to a project.
"Services" does not include activities unrelated to the project, such as food/beverage
vendors, office supply deliveries, and delivery of portable toilets.
B. The contractor shall provide coverage, based on proper reporting of classification
codes and payroll amounts and filing of any overage agreements, which meets the
statutory requirements of Texas Labor Code, Section 401.011(44) for all employees
of the Contractor providing services on the project, for the duration of the project.
C. The Contractor must provide a certificate of coverage to the governmental entity prior
to being awarded the contract.
D. If the coverage period shown on the contractor's current certificate of coverage ends
during the duration of the project, the contractor must, prior to the end of the
coverage period, file a new certificate of coverage with the governmental entity
showing that coverage has been extended.
E. The contractor shall obtain from each person providing services on a project, and
provide to the governmental entity:
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 21 of 22
1) a certificate of coverage, prior to that person beginning work on the project, so the
governmental entity will have on file certificates of coverage showing coverage
for all persons providing services on the project; and
2) no later than seven days after receipt by the contractor, a new certificate of
coverage showing extension of coverage, if the coverage period shown on the
current certificate of coverage ends during the duration of the project.
F. The contractor shall retain all required certificates of coverage for the duration of the
project and for one year thereafter.
G. The contractor shall notify the governmental entity in writing by certified mail or
personal delivery, within 10 days after the contractor knew or should have known, of
any change that materially affects the provision of coverage of any person providing
services on the project.
H. The contractor shall post on each project site a notice, in the text, form and manner
prescribed by the Texas Workers' Compensation Commission, informing all persons
providing services on the project that they are required to be covered, and stating how
a person may verify coverage and report lack of coverage.
I. The contractor shall contractually require each person with whom it contracts to
provide services on a project, to:
1) provide coverage, based on proper reporting of classification codes and payroll
amounts and filing of any coverage agreements, which meets the statutory
requirements of Texas Labor Code, Section 401.011(44) for all of its employees
providing services on the project, for the duration of the project;
2) provide to the contractor, prior to that person beginning work on the project, a
certificate of coverage showing that coverage is being provided for all employees
of the person providing services on the project, for the duration of the project;
3) provide the contractor, prior to the end of the coverage period, a new certificate of
coverage showing extension of coverage, if the coverage period shown on the
current certificate of coverage ends during the duration of the project;
4) obtain from each other person with whom it contracts, and provide to the
contractor:
a) certificate of coverage, prior to the other person beginning work on the
project; and
b) a new certificate of coverage showing extension of coverage, prior to the
end of the coverage period, if the coverage period shown on the current
certificate of coverage ends during the duration of the project;
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
City of Denton, Texas Contract 7996
Standard Agreement for Engineering Related Design Services
Revised Date: 9/11/18
Page 22 of 22
5) retain all required certificates of coverage on file for the duration of the project
and for one year thereafter;
6) notify the governmental entity in writing by certified mail or personal delivery,
within 10 days after the person knew or should have known, of any change that
materially affects the provision of coverage of any person providing services on
the project; and
7) Contractually require each person with whom it contracts, to perform as required
by paragraphs (1) - (7), with the certificates of coverage to be provided to the
person for whom they are providing services.
J. By signing this contract or providing or causing to be provided a certificate of
coverage, the contractor is representing to the governmental entity that all employees
of the contractor who will provide services on the project will be covered by workers'
compensation coverage for the duration of the project, that the coverage will be based
on proper reporting of classification codes and payroll amounts, and that all coverage
agreements will be filed with the appropriate insurance carrier or, in the case of a self-
insured, with the commission's Division of Self-Insurance Regulation. Providing
false or misleading information may subject the contractor to administrative penalties,
criminal penalties, civil penalties, or other civil actions.
K. The contractor’s failure to comply with any of these provisions is a breach of contract
by the contractor which entitles the governmental entity to declare the contract void if
the contractor does not remedy the breach within ten days after receipt of notice of
breach from the governmental entity.
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
CONFLICT OF INTEREST QUESTIONNAIRE - FORM CIQ
For vendor or other person doing business with local governmental entity
This questionnaire reflects changes made to the law by H.B. 23, 84th Leg., Regular Session.
This questionnaire is being filed in accordance with Chapter 176, Local Government Code, by a vendor who has a business relationship as defined
by Section 176.001(1-a) with a local governmental entity and the vendor meets requirements under Section 176.006(a) and by City of Denton
Ethics Code, Ordinance 18-757.
By law this questionnaire must be filed with the records administrator of the local government entity not later than the 7th business day after the
date the vendor becomes aware of facts that require the statement to be filed. See Section 176.006(a-1), Local Government Code.
A vendor commits an offense if the vendor knowingly violates Section 176.006, Local Government Code. An offense under this section is a
misdemeanor.
1 Name of vendor who has a business relationship with local governmental entity.
2
Check this box if you are filing an update to a previously filed questionnaire.
(The law requires that you file an updated completed questionnaire with the appropriate filing authority not later than the 7th business day
after the date on which you became aware that the originally filed questionnaire was incomplete or inaccurate.)
3 Name of local government officer about whom the information in this section is being disclosed.
Name of Officer
Describe each employment or other business relationship with the local government officer, or a family member of the officer, as described by Section
176.003(a)(2)(A). Also describe any family relations hip with the local government officer. This section, (item 3 including subparts A, B, C & D), must be
completed for each officer with whom the vendor has an employment or other business relationship as defined by Section 176.00 1(1-a), Local Government Code.
Attach additional pages to this Form CIQ as necessary.
A. Is the local government officer named in this section receiving or likely to receive taxable income, other than investment income, from the vendor?
Yes No
B. Is the vendor receiving or likely to receive taxable income, other than investment income, from or at the direction of the local government officer named in
this section AND the taxable income is not received from the local governmental entity?
Yes No
C. Is the filer of this questionnaire employed by a corporation or other business entity with respect to which the local government officer serves as an officer
or director, or holds an ownership of one percent or more?
Yes No
D. Describe each employment or business and family relationship with the local government officer named in this section.
4
I have no Conflict of Interest to disclose.
5
Signature of vendor doing business with the governmental entity Date
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
SUSTAINABILITY SOLUTIONS GROUP USA, INC.
CIQ
6/30/2022
X
CONFLICT OF INTEREST QUESTIONNAIRE
For vendor doing business with local governmental entity
A complete copy of Chapter 176 of the Local Government Code may be found at http://www.statutes.legis.state.tx.us/ Docs/LG/htm/LG.176.htm. For easy
reference, below are some of the sections cited on this form.
Local Government Code § 176.001(1-a): "Business relationship" means a connection between two or more parties based on commercial activity of one of the
parties. The term does not include a connection based on:
(A) a transaction that is subject to rate or fee regulation by a federal, state, or local governmental entity or an agency of a federal, state, or local
governmental entity;
(B) a transaction conducted at a price and subject to terms available to the public; or
(C) a purchase or lease of goods or services from a person that is chartered by a state or federal agency and that is subject to regular examination by,
and reporting to, that agency.
Local Government Code § 176.003(a)(2)(A) and (B):
(A) A local government officer shall file a conflicts disclosure statement with respect to a vendor if:
(2) the vendor:
(A) has an employment or other business relationship with the local government officer or a family member of the officer that
results in the officer or family member receiving taxable income, other than investment income, that exceeds $2,500 during
the 12-month period preceding the date that the officer becomes aware that
(i) a contract between the local governmental entity and vendor has been executed; or
(ii) the local governmental entity is considering entering into a contract with the vendor;
(B) has given to the local government officer or a family member of the officer one or more gifts that have an aggregate value of more
than $100 in the 12-month period preceding the date the officer becomes aware that:
(i) a contract between the local governmental entity and vendor has been executed; or
(ii) the local governmental entity is considering entering into a contract with the vendor.
Local Government Code § 176.006(a) and (a-1)
(a) A vendor shall file a completed conflict of interest questionnaire if the vendor has a business relationship with a local governmental entity and:
(1) has an employment or other business relationship with a local government officer of that local governmental entity, or a family member
of the officer, described by Section 176.003(a)(2)(A);
(2) has given a local government officer of that local governmental entity, or a family member of the officer, one or more gifts with the
aggregate value specified by Section 176.003(a)(2)(B), excluding any gift described by Section 176.003(a-1); or
(3) has a family relationship with a local government officer of that local governmental entity.
(a-1) The completed conflict of interest questionnaire must be filed with the appropriate records administrator not later than the seventh business day
after the later of:
(1) the date that the vendor:
(A) begins discussions or negotiations to enter into a contract with the local governmental entity; or
(B) submits to the local governmental entity an application, response to a request for proposals or bids, correspondence, or another
writing related to a potential contract with the local governmental entity; or
(2) the date the vendor becomes aware:
(A) of an employment or other business relationship with a local government officer, or a family member of the officer,
described by Subsection (a);
(B) that the vendor has given one or more gifts described by Subsection (a); or
(C) of a family relationship with a local government officer.
City of Denton Ethics Code Ordinance Number 18-757
Definitions:
Relative: a family member related to a City Official within the third 3rd degree of affinity (marriage) or consanguinity (blood or adoption)
City Official: for purpose of this article, the term consists of the Council Members, Department Heads, or member of the Board of Ethics, Planning
and zoning Commission Members, Board of Adjustment, Historic Landmark Commission, or Public Utilities Board
Vendor: a person who provides or seeks to provide goods, services, and/or real property to the City in exchange for compensation. This definition
does not include those property owners from whom the City acquires public right-of-way or other real property interests for public use.
Per the City of Denton Ethics Code, Section 2-273. – Prohibitions
(3) It shall be a violation of this Article for a Vendor to offer or give a Gift to City Official exceeding fifty dollars ($50.00) per gift, or multiple gifts
cumulatively valued at more than two hundred dollars ($200.00) per a single fiscal year.
Per the City of Denton Ethics Code, Section 2-282. – Disposition (b), (5) Ineligibility
If the Board of Ethics finds that a Vendor has violated this Article, the Board may recommend to the City Manager that the Vendor be deemed
ineligible to enter into a City contract or other arrangement for goods, services, or real property, for a period of one (1) year.
Form provided by Texas Ethics Commission www.ethics.state.tx.us Revised 11/30/2015
DocuSign Envelope ID: 73FBC772-4C00-407B-9E27-D6AA71C9EE56
Certificate Of Completion
Envelope Id: 73FBC7724C00407B9E27D6AA71C9EE56 Status: Completed
Subject: Please DocuSign: City Council Contract 7996 Climate Action Adaptation Plan
Source Envelope:
Document Pages: 392 Signatures: 6 Envelope Originator:
Certificate Pages: 6 Initials: 1 Crystal Westbrook
AutoNav: Enabled
EnvelopeId Stamping: Enabled
Time Zone: (UTC-06:00) Central Time (US & Canada)
901B Texas Street
Denton, TX 76209
crystal.westbrook@cityofdenton.com
IP Address: 198.49.140.10
Record Tracking
Status: Original
6/30/2022 11:43:53 AM
Holder: Crystal Westbrook
crystal.westbrook@cityofdenton.com
Location: DocuSign
Signer Events Signature Timestamp
Crystal Westbrook
crystal.westbrook@cityofdenton.com
Senior Buyer
City of Denton
Security Level: Email, Account Authentication
(None)
Completed
Using IP Address: 198.49.140.10
Sent: 6/30/2022 11:55:19 AM
Viewed: 6/30/2022 11:56:45 AM
Signed: 6/30/2022 11:58:16 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Lori Hewell
lori.hewell@cityofdenton.com
Purchasing Manager
City of Denton
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 198.49.140.10
Sent: 6/30/2022 11:58:22 AM
Viewed: 6/30/2022 12:02:17 PM
Signed: 6/30/2022 12:04:12 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Marcella Lunn
marcella.lunn@cityofdenton.com
Deputy City Attorney
City of Denton
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 198.49.140.10
Sent: 6/30/2022 12:04:19 PM
Viewed: 6/30/2022 1:34:52 PM
Signed: 6/30/2022 2:05:14 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Yuill Herbert
yuill@ssg.coop
Mr
Security Level: Email, Account Authentication
(None)Signature Adoption: Uploaded Signature Image
Using IP Address: 192.95.198.108
Sent: 6/30/2022 2:05:21 PM
Viewed: 6/30/2022 2:09:55 PM
Signed: 6/30/2022 2:12:06 PM
Electronic Record and Signature Disclosure:
Accepted: 6/30/2022 2:09:55 PM
ID: d41dd68a-3dea-4ac0-bf99-2bf41162e0a9
Signer Events Signature Timestamp
Michael Gange
michael.gange@cityofdenton.com
Director of Environmental Services & Sustainability
Security Level: Email, Account Authentication
(None)Signature Adoption: Pre-selected Style
Using IP Address: 198.49.140.10
Sent: 6/30/2022 2:12:13 PM
Viewed: 7/1/2022 8:28:54 AM
Signed: 7/1/2022 9:07:36 AM
Electronic Record and Signature Disclosure:
Accepted: 7/1/2022 8:28:54 AM
ID: 7f52ae10-5102-4f0a-91a4-261c8e114e36
Cheyenne Defee
cheyenne.defee@cityofdenton.com
Procurement Administration Supervisor
City of Denton
Security Level: Email, Account Authentication
(None)
Completed
Using IP Address: 198.49.140.104
Sent: 7/1/2022 9:07:43 AM
Viewed: 7/20/2022 8:02:18 AM
Signed: 7/20/2022 8:02:40 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Sara Hensley
sara.hensley@cityofdenton.com
City Manager
City of Denton
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 107.77.200.213
Signed using mobile
Sent: 7/20/2022 8:02:47 AM
Viewed: 7/20/2022 8:03:36 AM
Signed: 7/20/2022 8:03:50 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Rosa Rios
rosa.rios@cityofdenton.com
City Secretary
Security Level: Email, Account Authentication
(None)Signature Adoption: Pre-selected Style
Using IP Address: 198.49.140.10
Sent: 7/20/2022 8:03:57 AM
Viewed: 7/20/2022 12:57:29 PM
Signed: 7/20/2022 12:58:35 PM
Electronic Record and Signature Disclosure:
Accepted: 7/20/2022 12:57:29 PM
ID: fe3e8e15-998f-4b90-af30-8a05a5b6a1f7
In Person Signer Events Signature Timestamp
Editor Delivery Events Status Timestamp
Agent Delivery Events Status Timestamp
Intermediary Delivery Events Status Timestamp
Certified Delivery Events Status Timestamp
Carbon Copy Events Status Timestamp
Cheyenne Defee
cheyenne.defee@cityofdenton.com
Procurement Administration Supervisor
City of Denton
Security Level: Email, Account Authentication
(None)
Sent: 6/30/2022 11:58:22 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Carbon Copy Events Status Timestamp
Gretna Jones
gretna.jones@cityofdenton.com
Legal Secretary
City of Denton
Security Level: Email, Account Authentication
(None)
Sent: 7/1/2022 9:07:43 AM
Viewed: 7/1/2022 9:18:20 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
City Secretary Office
citysecretary@cityofdenton.com
Security Level: Email, Account Authentication
(None)
Sent: 7/20/2022 12:58:41 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Katherine Barnett
katherine.barnett@cityofdenton.com
Security Level: Email, Account Authentication
(None)
Sent: 7/20/2022 12:58:42 PM
Electronic Record and Signature Disclosure:
Accepted: 6/16/2022 12:43:00 PM
ID: 2b9c9b26-2bb8-4293-b674-a41eb3fa1f83
Witness Events Signature Timestamp
Notary Events Signature Timestamp
Envelope Summary Events Status Timestamps
Envelope Sent Hashed/Encrypted 6/30/2022 11:55:19 AM
Certified Delivered Security Checked 7/20/2022 12:57:29 PM
Signing Complete Security Checked 7/20/2022 12:58:35 PM
Completed Security Checked 7/20/2022 12:58:42 PM
Payment Events Status Timestamps
Electronic Record and Signature Disclosure
ELECTRONIC RECORD AND SIGNATURE DISCLOSURE
From time to time, City of Denton (we, us or Company) may be required by law to provide to
you certain written notices or disclosures. Described below are the terms and conditions for
providing to you such notices and disclosures electronically through your DocuSign, Inc.
(DocuSign) Express user account. Please read the information below carefully and thoroughly,
and if you can access this information electronically to your satisfaction and agree to these terms
and conditions, please confirm your agreement by clicking the 'I agree' button at the bottom of
this document.
Getting paper copies
At any time, you may request from us a paper copy of any record provided or made available
electronically to you by us. For such copies, as long as you are an authorized user of the
DocuSign system you will have the ability to download and print any documents we send to you
through your DocuSign user account for a limited period of time (usually 30 days) after such
documents are first sent to you. After such time, if you wish for us to send you paper copies of
any such documents from our office to you, you will be charged a $0.00 per-page fee. You may
request delivery of such paper copies from us by following the procedure described below.
Withdrawing your consent
If you decide to receive notices and disclosures from us electronically, you may at any time
change your mind and tell us that thereafter you want to receive required notices and disclosures
only in paper format. How you must inform us of your decision to receive future notices and
disclosure in paper format and withdraw your consent to receive notices and disclosures
electronically is described below.
Consequences of changing your mind
If you elect to receive required notices and disclosures only in paper format, it will slow the
speed at which we can complete certain steps in transactions with you and delivering services to
you because we will need first to send the required notices or disclosures to you in paper format,
and then wait until we receive back from you your acknowledgment of your receipt of such
paper notices or disclosures. To indicate to us that you are changing your mind, you must
withdraw your consent using the DocuSign 'Withdraw Consent' form on the signing page of your
DocuSign account. This will indicate to us that you have withdrawn your consent to receive
required notices and disclosures electronically from us and you will no longer be able to use your
DocuSign Express user account to receive required notices and consents electronically from us
or to sign electronically documents from us.
All notices and disclosures will be sent to you electronically
Unless you tell us otherwise in accordance with the procedures described herein, we will provide
electronically to you through your DocuSign user account all required notices, disclosures,
authorizations, acknowledgements, and other documents that are required to be provided or
made available to you during the course of our relationship with you. To reduce the chance of
you inadvertently not receiving any notice or disclosure, we prefer to provide all of the required
notices and disclosures to you by the same method and to the same address that you have given
us. Thus, you can receive all the disclosures and notices electronically or in paper format through
the paper mail delivery system. If you do not agree with this process, please let us know as
described below. Please also see the paragraph immediately above that describes the
consequences of your electing not to receive delivery of the notices and disclosures
electronically from us.
Electronic Record and Signature Disclosure created on: 7/21/2017 3:59:03 PM
Parties agreed to: Yuill Herbert, Michael Gange, Rosa Rios, Katherine Barnett
How to contact City of Denton:
You may contact us to let us know of your changes as to how we may contact you electronically,
to request paper copies of certain information from us, and to withdraw your prior consent to
receive notices and disclosures electronically as follows:
To contact us by email send messages to: purchasing@cityofdenton.com
To advise City of Denton of your new e-mail address
To let us know of a change in your e-mail address where we should send notices and disclosures
electronically to you, you must send an email message to us at melissa.kraft@cityofdenton.com
and in the body of such request you must state: your previous e-mail address, your new e-mail
address. We do not require any other information from you to change your email address..
In addition, you must notify DocuSign, Inc to arrange for your new email address to be reflected
in your DocuSign account by following the process for changing e-mail in DocuSign.
To request paper copies from City of Denton
To request delivery from us of paper copies of the notices and disclosures previously provided
by us to you electronically, you must send us an e-mail to purchasing@cityofdenton.com and in
the body of such request you must state your e-mail address, full name, US Postal address, and
telephone number. We will bill you for any fees at that time, if any.
To withdraw your consent with City of Denton
To inform us that you no longer want to receive future notices and disclosures in electronic
format you may:
i. decline to sign a document from within your DocuSign account, and on the subsequent
page, select the check-box indicating you wish to withdraw your consent, or you may;
ii. send us an e-mail to purchasing@cityofdenton.com and in the body of such request you
must state your e-mail, full name, IS Postal Address, telephone number, and account
number. We do not need any other information from you to withdraw consent.. The
consequences of your withdrawing consent for online documents will be that transactions
may take a longer time to process..
Required hardware and software
Operating Systems: Windows2000? or WindowsXP?
Browsers (for SENDERS): Internet Explorer 6.0? or above
Browsers (for SIGNERS): Internet Explorer 6.0?, Mozilla FireFox 1.0,
NetScape 7.2 (or above)
Email: Access to a valid email account
Screen Resolution: 800 x 600 minimum
Enabled Security Settings:
•Allow per session cookies
•Users accessing the internet behind a Proxy
Server must enable HTTP 1.1 settings via
proxy connection
** These minimum requirements are subject to change. If these requirements change, we will
provide you with an email message at the email address we have on file for you at that time
providing you with the revised hardware and software requirements, at which time you will
have the right to withdraw your consent.
Acknowledging your access and consent to receive materials electronically
To confirm to us that you can access this information electronically, which will be similar to
other electronic notices and disclosures that we will provide to you, please verify that you
were able to read this electronic disclosure and that you also were able to print on paper or
electronically save this page for your future reference and access or that you were able to
e-mail this disclosure and consent to an address where you will be able to print on paper or
save it for your future reference and access. Further, if you consent to receiving notices and
disclosures exclusively in electronic format on the terms and conditions described above,
please let us know by clicking the 'I agree' button below.
By checking the 'I Agree' box, I confirm that:
• I can access and read this Electronic CONSENT TO ELECTRONIC RECEIPT OF
ELECTRONIC RECORD AND SIGNATURE DISCLOSURES document; and
• I can print on paper the disclosure or save or send the disclosure to a place where I can
print it, for future reference and access; and
• Until or unless I notify City of Denton as described above, I consent to receive from
exclusively through electronic means all notices, disclosures, authorizations,
acknowledgements, and other documents that are required to be provided or made
available to me by City of Denton during the course of my relationship with you.