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HomeMy WebLinkAboutCAO-007-18Clarftwn CAO Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 18, 2018 Report Number: CAO-007-18 Resolution: File Number: By-law Number: Report Subject: Municipal Climate Change Action Recommendations: That Report CAO-007-18 be received; 2. That Council endorse the development of a dedicated inter -departmental working group on climate change to facilitate cross corporate issues, coordinate research and implement required actions; 3. That the existing Energy Management Steering Committee be dissolved and its mandate be integrated into the mandate of the new inter -departmental working group on climate change; 4. That staff be directed to prepare an application for the Federation of Canadian Municipalities' Municipalities for Climate Innovation Program - Climate Change Staff Grants initiative; 5. That staff report back to Council once a decision on the Federation of Canadian Municipalities staff grant application is known and a framework for implementation has been determined; and 6. That all interested parties listed in Report CAO-007-18 and any delegations be advised of Council's decision. Municipality of Clarington CAO-007-18 Report Overview Page 2 Climate change is a global issue requiring local action. Municipalities are uniquely positioned to significantly influence the reduction of greenhouse gas emissions and to prepare for and adapt to the new realities of climate change. The Municipality of Clarington has and continues to undertake a range of actions that aim to reduce energy consumption and greenhouse gas emissions at both the corporate and community level, and to support the transition to a low -carbon / clean energy economy. Staff are seeking clarity on the further actions Council wishes to take on climate change, recognizing that additional resources and funding support will be required on an on -going basis. 1. Background 1.1 The impact of climate change is arguably the biggest issue facing Canadians today. Scientific evidence indicates that increased greenhouse gases (GHG) caused by human activities have accelerated changes to the earth's climate. Some of the observed changes in the climate system include higher surface temperatures, melting glaciers, ice sheets and permafrost, rising global sea levels, increased intensity and frequency of storms, and elevated sea levels. Potential implications of these observed changes include erosion, damage to infrastructure, threats to drinking water quantity and quality and smog, and the related environmental, economic and health impacts. 1.2 Governments and scientific communities around the world are looking at strategies to both mitigate and adapt to climate change. Climate change mitigation refers to actions taken to eliminate or reduce the factors that negatively contribute to climate change, including strategies to reduce greenhouse gas sources and emissions and to enhance greenhouse gas sinks. Climate change adaptation refers to actions that respond to the actual or predicted impacts of climate change including the potential opportunities and risks. 1.3 In 2008, the Region of Durham initiated a multi -stakeholder advisory committee called the Durham Region Roundtable on Climate Change (DRRCC) to address climate change challenges regionally. Since this time, the Region, working in collaboration with the DRRCC, has: Completed a GHG emissions inventory that provides a baseline for the community; Established absolute targets (not intensity -based targets) for community GHG emissions, including: 0 5% reduction by 2015 from 2007 baseline; 0 20% reduction by 2020 from 2007 baseline; 0 80% reduction by 2050 from 2007 baseline; Prepared From Vision to Action — Region of Durham Community Climate Change Local Action Plan 2012, identifying 18 proposed mitigation programs to reduce GHG emissions; Municipality of Clarington CAO-007-18 Page 3 • Prepared Towards Resilience — Durham Community Climate Adaptation Plan 2016, identifying 18 proposed adaptation programs to better prepare for and adapt to the potential impacts of climate change; and • Led the preparation of a Community Energy Plan for Durham that seeks to accelerate the transition to a clean energy economy through the development of a roadmap to achieve deep energy savings and energy -related GHG emissions reductions. 1.4 A climate prediction study completed by the Region provides projections of the climate that the eight area municipalities will experience in 2040 — 2049 (Durham Region's Future Climate (2040-2049) Summary; SENES, 2014). Based on site specific data for Bowmanville, Clarington's forecasted climate for the 2040 to 2049 period will see: • Warmer temperatures with higher humidity; • Less snow and more rain in the winter; • More frequent summer rain events; • Lower winds, generally; and • Potential for more extreme weather events. 1.5 Recent events, such as the May 4, 2018 windstorm, April/May 2017 flooding, drought conditions experienced throughout 2016, record breaking severe winter conditions in February 2015, and the December 2013 ice storm may be considered local examples of extreme weather events that underline the need to set a course of action that will help the Municipality and the local community better prepare for the new realities of climate change. 1.6 Climate change is also increasingly driving policy and regulation both Federally and Provincially as demonstrated by the various strategies, action plans and regulatory changes listed in Attachment 1. Notably, changes introduced by Bill 68 — the Modernizing Ontario's Municipal Legislation Act, 2017, make "the mitigation of greenhouse gas emissions and adaptation to a changing climate" a matter of provincial interest stated in the Planning Act. Further, the passing of Bill 139 — the Building Better Communities and Conserving Watersheds Act, 2017 resulted in an amendment to the Planning Act requiring municipal official plans to "contain policies that identify goals, objectives and actions to mitigate greenhouse gas emissions and to provide for adaptations to a changing climate, including through increasing resiliency." 1.7 All levels of government recognize municipalities as essential partners in developing and implementing climate change solutions locally. A growing number of program and grant opportunities are emerging to provide municipalities with opportunities for technical and financial assistance to support locally -led action on climate change (Attachment 1). Municipality of Clarington Page 4 CAO-007-18 2. The Municipal Role in Climate Change 2.1 Municipalities have a role in the day to day activities that determine the amount of energy used and waste generated by their communities — from land use and zoning decisions to control over building codes and licensing, infrastructure investments, municipal service delivery and management of parks and recreation areas. The Federation of Canadian Municipalities' (FCM) Assessment of the Municipal Role in Fighting Climate Change estimates that "more than 44% of Canada's GHG emissions are under the direct or indirect control of municipalities" (EnviroEconomics, 2009). Further, municipalities maintain a close connection to households and community organizations and businesses. 2.2 Federal and Provincial initiatives recognize the important role of municipalities to integrate climate change considerations into municipal policy, programs and decision making processes. While the Region has taken important steps by identifying key opportunities for locally reducing GHG emissions, providing climate projections, and identifying a set of programs to respond to climate change risks, area municipalities are critical implementers. 2.3 There exists a range of opportunities for municipal governments to integrate climate change into municipal -decision making, operations and services, including: • Risk management; • Land use, energy and transportation planning; • Infrastructure design and construction; • Asset management; • Building retrofits; • Renewable energy installations; • Electric vehicle charging station installations and greening of municipal fleets; • Tree planting and natural heritage preservation and enhancement; and • Green procurement. 2.4 Potential benefits of taking action on climate change may include: • Energy cost savings; • Avoided infrastructure impacts; • Reduced traffic congestion through support of increased transit use and active transportation; • Improved air quality leading to better community health; • Local economic development through the creation of new green markets and increased competitiveness; • Fostering partnership and collaboration within and between communities; and • Better positioning to respond to carbon and energy policy in the future. Municipality of Clarington Page 5 CAO-007-18 3. Current Municipal Initiatives Supporting Climate Change Action 3.1 Building from the GHG emissions inventory completed soon after the DRRCC was created, the Municipality completed a community baseline GHG emissions inventory specifically for Clarington as part of the Official Plan Review. An update of the community GHG emissions inventory for 2015 is currently underway in order to track progress from the baseline year of 2007. The update will include for the first time an initial assessment of local GHG emissions from agriculture and industrial process, and will provide a community emissions forecast for 2031. 3.2 Corporate energy management leadership is provided by the Energy Management Steering Committee (EMSC) endorsed by Council in 2008. The EMSC is comprised of staff from various departments. It works to find ways to save energy across the Municipality. The EMSC has set out a five year plan that outlines energy saving priorities and guides committee work. The EMSC also prepares a yearly report on energy use across the Municipality. An update on EMSC activities is provided in Section 4. 3.3 Examples of additional actions recently completed or underway by the Municipality that contribute to reduced energy consumption and climate change mitigation and adaptation include: • Preparation of a Green Community Strategy (2010) and the It's All Connected: Actions to Foster a Community -Wide Culture of Sustainability in Clarington (2014) report of the Sustainable Clarington Community Advisory Committee; • Establishment of the Priority Green Clarington initiative, which includes the establishment of a framework for sustainable residential development and a household water and energy efficient demonstration project (recipient of the Durham Environmental Advisory Committee Eric Krause Innovative Plans/Policies/Initiatives Award for 2018); • Incorporation of enhanced sustainable development principles and climate change mitigation and adaptation policies in the Municipality of Clarington Official Plan; • Distribution of approximately 5,000 saplings since 2012 through the Trees for Rural Roads Program, restoring Clarington's tree canopy cover and wildlife habitat and recreating the historical landscape of tree -lined roadways; • Preparation of an urban forest strategy beginning in 2018; • Creation of approximately 35 kilometres of urban cycling facilities (paved shoulders, reserved bike lanes), encouraging active modes of transportation, with an additional 1,100 metres of urban cycling facilities planned for construction in 2018; • An extensive parks and trails network, with an additional 2,500 metres of trails approved for construction in 2018; • Installation of shade shelters in all new municipal parks; Municipality of Clarington CAO-007-18 • Implementation of corporate energy reduction activities, including: o LED lighting upgrades at several municipal facilities, o Conversion of HID arena lighting to T5 fluorescent lighting, Page 6 o Building envelop improvements, and o Mechanical system enhancements at the Municipal Administration Centre; • LED streetlight retrofit initiative; • Partnership with Ganaraska Region Conservation Authority on a workshop series to educate homeowners about projects that can be done in their yards that contribute to conserving water and improving water quality; • Integration of a low impact development stormwater management approach (incorporation of a bioretention area) into the 2018 rehabilitation of the Garnet B. Rickard Recreation Complex; and • Development of the Clarington Flood Response Plan and addition to the Municipal Emergency Plan, as well as the purchase of equipment and supplies to assist in flood response. 3.4 Municipal staff have also been dedicated to the Implementation Planning Steering Committee for the Durham Community Climate Change Adaptation Plan, the Steering Committee for the development of the Durham Community Energy Plan and the Clean Air Council — a network of 27 local and regional municipalities and health units in the Greater Toronto and Hamilton Area that work collaboratively on priorities relating to clean air and climate change. To date, Clarington's involvement in these more regional initiatives has generally been limited to information and knowledge sharing due to resource capacity constraints. It should also be noted that Agricultural Advisory Committee of Clarington members, Don Rickard and Eric Bowman, have joined a new Agricultural Task Force established to address an agricultural information gap in the Durham Region Community Climate Adaptation Plan. 3.5 Collectively, annual corporate GHG emissions reporting, the Energy Management Plan initiatives, the other various local initiatives, and the programs emerging from Regional climate change action begin to translate into a local response to climate change. However, at this point in time, the Municipality has no specific local climate change vision or action plan, or dedicated staff resources devoted to prioritizing, coordinating, measuring or monitoring these efforts. Municipality of Clarington CAO-007-18 4. Energy Management Steering Committee Page 7 4.1 In 2008, the EMSC was formed and chaired by the CAO. It consisted of representatives from each department with a mandate to provide leadership, guidance and direction to ensure all energy management efforts are coordinated and sustained over the long term. The EMSC developed a framework that set out the parameters for future energy management planning that included both short term and long term initiatives. These included the need to prepare an energy audit program for all municipally operated buildings and facilities; research best practices in other municipalities; explore partnerships with our utility providers; and ultimately prepare an Energy Management Plan for the organization. 4.2 In 2012 the EMSC presented an Energy Audit Master Plan to Council in report CAO- 006-12. This plan summarized the findings of 16 completed energy audits to determine the highest priority projects that would reduce energy consumption. With the mechanical system modifications completed at the Municipal Administrative Centre (MAC) in 2016, Phase I of the Energy Audit Master Plan program was substantially complete. A lighting retrofit at the MAC was amongst the projects earmarked in the Energy Audit Master Plan. However, while the original design cost was part of the Energy Audit Master Plan, the cost of implementing the project exceeded the project budget. Instead, the MAC lighting retrofit became part of the 2017 MAC upgrades capital project. The Energy Audit Master Plan was funded from a reserve fund with the commitment to pay back the monies from the energy savings. As a result of a later start for some of the prioritized projects and changes in estimates of energy savings, the payback is taking longer than originally anticipated. Currently approximately 36% has been paid back to the reserve fund. 4.3 The EMSC has identified additional retrofit projects that could be considered, but no further action has been taken to date. This is due in part to the need for funding. In addition, municipal strategy has shifted over time towards the incorporation of energy retrofits into capital projects. This reflects the change in the approach to energy conservation as an on -going and necessary part of municipal operations and capital improvements. The EMSC no longer needs to champion individual retrofits. Relationships with Veridian and Hydro One representatives are well established and no longer require the structure of the EMSC to facilitate the incentive programs. Additionally the EMSC has identified the potential of energy conservation through education and an organizational culture change to conservation. 4.4 On January 1, 2012, Ontario Regulation 397/11 of the Green Energy Act, 2009 came into effect. This required all public agencies to report annually, to the Ministry of Energy, on energy consumption and greenhouse gas emissions. On July 1, 2013, the Municipality submitted its initial reporting data for 2011 consumption and continues to do so each year. Regulation 397/11 also required the completion of a five year energy conservation and demand management plan (CDM Plan) for 2014-2019. The CDM Plan was developed by the members of the EMSC and the final document was presented to Council in June 2014 (CAO-005-14). The CDM Plan is required to be updated every five years. Municipality of Clarington CAO-007-18 Page 8 5. Setting an Integrated Course of Action on Climate Change 5.1 In addressing the realities of climate change, coordinated cross -corporate action is necessary. It is critical that this begin with clear direction on the further actions Council wish to take on climate change, recognizing that additional resources and funding support will be required on an on -going basis. 5.2 Similar to the approach that led to the success of the EMSC, an inter -departmental working group on climate change with a dedicated project coordinator is recommended to facilitate integration and coordination of climate change action at the staff level. The overall goals of the EMSC and climate change initiatives overlap. To eliminate duplication and achieve efficiencies, it is recommended that the inter -departmental working group on climate change take on and evolve the role currently fulfilled by the EMSC. Having an inter -departmental working group on climate change would provide the opportunity to: • Build upon and strengthen climate change actions already taken by the Municipality; • Support implementation of the updated climate change policies in the Official Plan, Transportation Master Plan and Asset Management program; • Facilitate the required update in 2019 of the Corporate Energy Management Plan; • Be a point of information sharing and dissemination for the various regional energy and climate change initiatives; • Provide a mechanism for identifying, assessing, resourcing and prioritizing municipal climate change action; and • Coordinate the municipality's response to Provincial and Federal program support and grant funding opportunities to take advantage of the numerous funding opportunities available. 5.3 Lack of staff resources is one of the biggest barriers faced by communities looking to take action on climate change. On March 29, 2018, FCM introduced the Climate Change Staff Grants initiative of the Municipalities for Climate Innovation Program. Through this initiative, grants of up to 80 per cent of the salary (to a maximum of $125,000 over a 24-month period) are available to supplement the salary of a staff person who will work on initiatives to improve adaptation to local climate change impacts or reduce GHG emissions. Municipalities with a population of 150,000 or less are eligible to apply. It is recommended that the Municipality take advantage of this program in order to begin bridging the gap between Federal, Provincial and Regional climate change targets, objectives and programs. 5.4 If successful in our application, the FCM funding would provide a staff person to coordinate the inter -departmental working group on climate change. In addition, this staff position could assist with the next Conservation and Demand Management Plan required under Ontario Reg. 397/11 which is due July 1, 2019 for 2019-2023. Municipality of Clarington CAO-007-18 Page 9 Initiate & Organize Research Plan Implementation Monitor Review Commit . Vision & • Existing programs • Opportunity • Climate action • Measure • Climate • Council guiding & targets review & risk plan indicators action endorsement principles . Vulnerability assessment plan • Establish • Corporate risk assessments • Prioritization update inter- scan departmental working group 5.5 The inter -departmental working group on climate change would approach its work plan using the general climate action planning framework shown in the figure above. The work plan would include a process to examine the relationship between the establishment of a Clarington Climate Change Action Plan and existing local strategies, including the Green Community Strategy (2010), the Municipality of Clarington Energy Management Plan (2014), the final report of the Sustainable Clarington Community Advisory Committee, and the Region of Durham's climate change mitigation, adaptation and community energy plans. 5.6 The estimated cost to establish a 24-month contract (non-affiliated) Climate Change Coordinator, including eligible benefits, is $175,000. If successfully awarded the full FCM grant amount (i.e. 80 percent to a maximum of $125,000), the remaining cost could be covered through reallocation of the remaining reserve funds associated with the Energy Audit Master Plan and other sources. If the application is unsuccessful, the new inter -departmental working group will assess the scope of responsibilities and determine an applicable work plan with financing to be considered in future budget years. No funding commitment is required at this time. 6. Concurrence 6.1 This report has been reviewed by all Department Heads who concur with the recommendations. 7. Conclusion 7.1 The Municipality will play a very important role in reducing GHG emissions and building community resilience to the impacts of climate change, while contributing to creating a healthier, complete and sustainable community for Clarington residents. However, this is a significant task that requires direction from Council, time, resources and strategic coordination. Municipality of Clarington CAO-007-18 Page 10 7.2 Applying to FCM's Climate Change Staff Grants Program is recommended. If the Municipality is successful in being awarded a climate change staff grant through FCM's Municipalities for Climate Innovation Program, Staff would report back to Council with a proposal for the balance of the finance shortfall from the staffing grant. 7.3 Forming an inter -departmental working group on climate change to co-ordinate the many ad -hoc actions across the corporation and the energy conservation program will demonstrate the Municipality's commitment to locally addressing climate change. 8. Strategic Plan Application 8.1 The recommendations contained in this report conform to all six strategic priorities of the Strategic Plan. Taking action on climate change also supports the Municipality's strategic priorities set out in the Official Plan, Transportation Master Plan, Energy Management Plan, and the recommendations of both the former Living Green and Sustainable Clarington Community Advisory Committees. Submitted by: ndr C. Allison, B. Comm, LL.B, CAO Staff Contact: Amy Burke, Senior Planner, 905-623-3379 ext. 2423 or aburke@clarington.net Attachment 1: Overview of Key National, Provincial and Regional Climate Change Policies, Programs and Initiatives List of interested parties to be notified of Council's decision is on file in the CAO Department. Kevin Behan Clean Air Partnership kbehan(a)-cleanairpartnership.org Gaby Kalapos Clean Air Partnership gkalapos(a)-cleanairpartnership.org Melanie Walls Veridian Connections mwalls(a-_)veridian.on.ca Michael Pathak CLEAResult Michael.pathak(a--)clearesult.com Municipality of Clarington Attachment 1 to Report CAO-007-18 Overview of Key National, Provincial and Reqional Climate Change Policies, Proqrams and Initiatives -.licy / Program Description National Pan -Canadian Framework on Clean The Federal strategy to achieve Canada's international commitments for Growth and Climate Change greenhouse gas reduction. It includes Federal, Territorial and Provincial (Government of Canada, 2016) collaboration and coordination to address four pillars: pricing carbon pollution, taking action in each sector of the Canadian economy, adapting to climate change, and supporting clean technologies, innovation and job creation. Major infrastructure investments are intended to support the transition to a low carbon economy and strengthen climate resilience. Low Carbon Economy Challenge Fund Launched in 2017, this $2 billion fund will provide funding over a five year period to support implementation of the Pan -Canadian Framework on Clean Growth and Climate Change. It is divided into two programs: the Low Carbon Leadership Fund and the Low Carbon Economy Challenge Fund. While the Leadership Fund of $1.4 million dollars is allocated to support Provincial and Territorial action, the Challenge Fund will make available $500 million to a wider range of applicants, including municipalities. The Challenge Fund will support projects that prioritize low-cost domestic greenhouse gas reductions while generating clean growth. Disaster Mitigation and Adaptation Supports implementation of infrastructure -related objectives in the Pan - Fund Canadian Framework on Clean Growth and Climate Change. This program will invest $2 billion to support large-scale infrastructure projects that will increase community resilience to natural hazards and extreme weather events. Partners in Climate Protection (PCP) This program provides a framework, tools, and technical support for Program municipalities to take action against climate change through a five -milestone process that guides members in creating greenhouse gas inventories, setting emission reduction targets, developing and implementing local action plans, and monitoring the results. The program is implemented by the Federation of Canadian Municipalities, in partnership with International Council for Local Municipality of Clarington Attachment 1 to Report CAO-007-18 -.licy / Program Description Environmental Initiatives (ICLEI) Canada. Since the program's inception in 1994, over 300 Canadian municipalities have joined the PCP Program. Building Adaptive and Resilient Similar to the PCP Program, the BARC Program provides a five -milestone Communities (BARC) Program framework, tools and technical support for municipalities to plan for and implement climate change resilience and adaptation strategies. Since the program's launch in 2010, 23 Canadian municipalities have joined the BARC Program. Green Municipal Fund (GMF) A program of the Federation of Canadian Municipalities, providing funding for municipal environmental initiatives that support sustainable community development. The GMF supports plans, feasibility studies, pilot projects and capital programs related to five sectors of municipal activity. Current focus areas for funding that directly relate to climate change action include energy efficiency and recovery, and transportation and fuel efficiency. Municipalities for Climate Innovation Provides funding, training and resources to help municipalities adapt to the Program (MCIP) impacts of climate change and reduce greenhouse gas emissions. Launched in 2017, MCIP is a five-year, $75 million program funded by the Government of Canada and administered by the Federation of Canadian Municipalities. Funding opportunities include grants for climate change plans and studies, vulnerability assessments, capital project grants to help implement climate change projects, climate change staff grants, and funding to support the integration of climate considerations into municipal asset management. Transition 2050 Offers grant opportunities for not -for -profit organizations interested in working with groups of municipalities to reach significant carbon emissions reduction targets. Funded activities include organizing and leading training, knowledge sharing activities and services that help municipalities move closer to their carbon emissions goals. For a municipality to be eligible to participate in a Transition 2050 funded activity the municipality must be a member of the Partners for Climate Protection Program and be working towards a committed to greenhouse gas reduction target. Provincial Municipality of Clarington Attachment 1 to Report CAO-007-18 -.licy / Program Description Climate Ready: Ontario's Adaptation Outlines the strategy and actions that Ontario is taking to adapt to impacts of Strategy and Action Plan 2011 — 2014 climate change, including five broad goals and 30 actions. (Ministry of the Environment, 2012) Ontario's Climate Change Strategy Ontario's plan to reduce greenhouse gas emissions to 80% below 1990 levels (Ministry of the Environment, 2015) by 2050, and build a prosperous economy. The strategy highlights five areas of transformation, and short and long term actions to get there. Climate Change Mitigation and Low- This Act provides the legal foundation for the cap and trade program that will carbon Economy Act, 2016— Bill 172 help reduce greenhouse gas emissions across the economy • Directs all cap and trade auction proceeds to a new Greenhouse Gas Reduction Account to fund green initiatives that reduce or support reduction of greenhouse gas emissions; • Requires a comprehensive climate change action plan , which includes an assessment of potential greenhouse gas emission reductions and cost per tonne of those potential reductions; • Establishes in law Ontario's greenhouse gas reduction targets of 15% below 1990 levels by 2020, 37% below 1990 levels by 2030 and 80% below 1990 levels by 2050; and • Provides a framework for reviewing and increasing the stringency of targets, and establishing interim targets. Ontario's Five Year Climate Change Ontario's five year plan to fight climate change, reduce greenhouse gas Action Plan 2016 — 2020 emissions and transition to a low -carbon economy. The action plan is (Ministry of the Environment and intended to support the achievement of Ontario's Climate Change Strategy. Climate Change, 2016) Growth Plan for the Greater Golden Revisions to the Growth Plan, which came into effect on July 1, 2017, make Horseshoe explicit the need for planning practice in Ontario to acknowledge, account for (Ministry of Municipal Affairs, 2017) and consider climate change in a comprehensive and direct manner. A new policy section respecting climate change has been added (Policy 4.2.10). It Municipality of Clarington Attachment 1 to Report CAO-007-18 -.licy / Program Description requires that municipalities "develop policies in their official plans to identify actions that will reduce greenhouse gas emissions and address climate change adaptation goals" that align with provincial climate change strategy. Municipalities are also encouraged to strategies and targets for the reduction of greenhouse gases and building climate resiliency. Modernizing Ontario's Municipal Amendments to the Municipal Act, 2001 resulting from Bill 68 include: Legislation Act, 2017 — Bill 68 . Empowering municipalities to pass by-laws with respect to "economic, social and environmental well-being of the municipality, including respecting climate change;" respecting the protection and conservation of the environment and climate change; • Clarifying that municipalities may provide for or participate in long-term energy planning in the municipality; and • Requiring (as of March 1, 2019) municipalities to adopt and maintain a policy with respect to "the manner in which the municipality will protect and enhance the tree canopy and natural vegetation in the municipality." Section 2 of the Planning Act currently requires the Minister, municipal councils, local planning boards and the Municipal Board to have regard to matters of provincial interest and lists examples of such matters. Bill 139 also resulted in the addition of "the mitigation of greenhouse gas emissions and adaptation to a changing climate" as a matter of provincial interest under the Planning Act. Building Better Communities and Section 16 of the Planning Act sets out the content that must be contained in Conserving Watersheds Act, 2017 — an official plan. Bill 139 resulted in an amendment to the Planning Act Bill 139 requiring municipal official plans to "contain policies that identify goals, objectives and actions to mitigate greenhouse gas emissions and to provide for adaptations to a changing climate, including through increasing resiliency." Municipality of Clarington Attachment 1 to Report CAO-007-18 -.licy / Program Description Municipal GHG Challenge Fund A program funded by the proceeds from Ontario's carbon market that aims to support community -led action on climate change mitigation. The competitive application -based program will fund up to 100% of the eligible costs for greenhouse gas emissions reduction projects proposed by municipalities. Funding requests are capped at $2 million per project and a maximum of two project applications per municipality. Application scoring takes into account whether the municipal applicant has completed a community -wide greenhouse gas emissions inventory, targets and plan. GreenON Challenge Fund This fund will invest up to $300 million in projects that support the transformative adoption of low -carbon technologies and processes. Eligibility for this program includes businesses, utilities, non-profit organizations, registered charities, conservation authorities and Indigenous organizations. Municipalities are not deemed eligible applicants, but are encouraged to partner with an eligible applicant on projects. Community Emissions Reduction This guide is intended to help Ontario municipalities complete greenhouse gas Planning Guide: A Guide for inventories, and develop quantitative, targeted strategies for supporting their Municipalities communities in making the transition to a low carbon future. (Ministry of the Environment and Climate Change, 2018) Regional Clean Air Partnership (CAP) / Clean CAP is a charitable environmental organization that aims to help municipalities Air Council (CAC) become sustainable, resilient, vibrant communities. This is achieved through research, knowledge transfer, and by fostering collaboration. The CAP provides the administration and secretariat services that supports the CAC. CAC is a network of 27 local and regional municipalities and health units in the Greater Toronto and Hamilton Area. The CAC promotes the reduction of air pollution and greenhouse gas emissions, and increased awareness of regional Municipality of Clarington Attachment 1 to Report CAO-007-18 -.licy / Program Description air quality and climate change issues through the collective efforts of all levels of government. The Municipality of Clarington became a member of the Clean Air Council in 2003. The Atmospheric Fund (TAF) TAF invests in urban solutions in the Greater Toronto and Hamilton Area to reduce carbon emissions and air pollution. TAF provides grants to charities, not -for -profit organizations and municipalities in the GTHA for projects that reduce carbon emissions and air pollution. Current funding streams include high-performance buildings, clean transportation, low -carbon neighbourhoods and social innovation. Ontario Climate Consortium (OCC) The OCC (Secretariat hosted by the Toronto Region Conservation Authority) works collaboratively with university researchers and partners from the public and private sector on climate research, identifying regionally -specific climate change data, supporting data sharing, and supporting communication and engagement. Planning support for municipalities includes technical guidance to facilitate risk -based planning. From Vision to Action: Region of Identifies potential programs that will allow Durham to reach its long-term Durham Community Climate Change greenhouse gas emissions reduction target. It consists of a vision, mission, Local Action Plan 2012 set of greenhouse gas reduction targets, six themes each with a goal and set (Region of Durham, 2012) of objectives, and 18 potential programs. Towards Resilience: Durham Durham's plan to prepare the community for climate change and extreme Community Climate Adaptation Plan weather. It includes 18 proposed programs that were approved in principle by 2016 Durham Regional Council on December 14, 2016. These program concepts (Region of Durham, 2016) have now been referred to a series of working groups for further development and costing. A range of responsible agencies in Durham Region and beyond will have a role in implementation of this plan. Durham Community Energy Plan A key piece of Durham Region's climate change mitigation planning, being Project (in progress) developed in partnership with all of the local area municipalities and utility providers. The Durham Community Energy Plan will be an action -oriented Municipality of Clarington Attachment 1 to Report CAO-007-18 '•licy / Program Description plan that defines community energy priorities on a long-term basis. It will define the community's priorities for energy generation, delivery, storage and use to 2050.