Summary

A 2024 Sustainable Communities Awards winner in the waste category, Strathcona County’s HodgePodge Lodge is a circular economy-focused community hub designed to divert waste from landfill by offering opportunities for reuse. Residents can both donate items and take things they need for free. The Lodge also provides opportunities for volunteerism and community partnerships as well as work experience for youth.

Background

Strathcona County is a specialized municipality–incorporating both urban and rural areas–to the east of Edmonton. One of its services is a heavily used recycling station where residents and businesses can bring waste items. In 2021 the County adopted a waste roadmap for the next 10 years that includes diverting more waste from landfill and moving toward a circular economy, which aims to keep materials and products in use as long as possible.  

Recycling station staff recognized a need for a reuse component of their operations, where discarded items that were still usable or useful could be cycled within the community to extend their life. They started with a small “take or leave” shack at the station, but it quickly became so popular that more space was needed. So the County set the goal of creating a separate, permanent reuse facility that would also support social needs in the community.

The approach

The County decided to build a facility to not only divert waste, but also to empower residents to live an environmentally conscious, creative and community-minded lifestyle. One important aspect of the project was incorporating circularity into the entire process–including the building, which was constructed using numerous preloved and salvaged items. Achieving this required creativity in design, construction and procurement.

“The idea is that we collect items that a traditional thrift store would not profit from but that still have life in them. Our list of what we don’t accept is much shorter than what we do accept.” 

– Erin Wildeboer, Supervisor, Waste Diversion Outreach Programs, Strathcona County

Results

Strathcona County’s HodgePodge Lodge has been immensely popular since its opening in February 2023. It collects a wide range of items: everything from small appliances and light fixtures to toys and sports equipment to plant pots and lawn chairs. Donated items are screened and organized by a team of more than 85 volunteers and community members can come and browse them at designated times.

While waste diversion is the Lodge's primary reason for being, its contributions to community-building have been hugely beneficial as well. For example, it works with 12 different community groups including the Strathcona Food Bank and Goodwill to offer volunteering opportunities and to receive or give donations.  

Some specific results include:

Environmental:

• more than 556,973 kg of items diverted from landfill
• reduced need within the community for new items created from new materials

Economic:

• reduced cost of living for residents able to find needed items for free
• reduced landfill expenses for municipality

Social:

• creation of a hub for partnerships with local social enterprises, developing opportunities for community-building and education
• education of more than 850 local students on reuse and circularity through facility tours
• opportunities for volunteers, especially young people and people living with disabilities, to gain valuable work experience and foster a sense of belonging by connecting with community members
• ability to gather donations for community groups

“Working with volunteers restores your faith in humankind. The social give-back of this building is far more than we ever expected, in the best way possible. I wish we had the budget to build it bigger!” 

– Erin Wildeboer, Supervisor, Waste Diversion Outreach Programs, Strathcona County

Lessons learned

While the project’s overwhelming popularity has been gratifying, it has also required making changes to keep programming and services running smoothly. For example, staff have adjusted operating hours to allow volunteers more time for organizing and have refined policies to improve equitable access. They have also tweaked logistics, such as by expanding available parking and improving drop-off and pick-up procedures.  

Good management has been a key factor in the success of HodgePodge Lodge. This includes:  

• hiring a paid staff member to oversee the facility
• knowing how to manage a large group of volunteers
• building in enough capacity for increased future need

New procurement requirements and methods can also affect project timelines. The County wanted to incorporate circularity into the building itself, which created challenges during procurement, as these requirements were difficult to fit into traditional processes. Some iterations led to extended timelines but ultimately resulted in finding a vendor who was aligned with the vision and able to use salvaged and recycled materials during construction.

Next steps

Staff continue to log and track incoming and outgoing items to measure the impact of HodgePodge Lodge on the community and its waste reduction efforts. They are exploring ways to quantify the number of visitors they receive and continue to make adjustments to improve the Lodge experience for users, partners and volunteers. One key plan is to add even more parking to better meet demand.

Quotes

“The number of people that have been able to outfit their first apartment, fix an appliance or bike or use something like a tool or a book then bring it back to the Lodge for someone else to use is endless.”  

– Erin Wildeboer, Supervisor, Waste Diversion Outreach Programs, Strathcona County

“The concept of reuse is never going to go away—it’s not a fad. We will be able to continue helping our community for as long as we can keep the building open.” 

– Erin Wildeboer, Supervisor, Waste Diversion Outreach Programs, Strathcona County

Summary

The District of Saanich, B.C., wanted to increase electric bike (e-bike) usage in the community to help lower transportation emissions and reach its climate goals. To do so, staff created an income-tiered pilot program, winner of the 2024 Sustainable Communities Awards in the transportation category, that they designed together with external partners to support residents in purchasing e-bikes. The program produced significant results: not only did it reduce emissions, but it helped participants save money in an equitable way, too. The program and its findings have prompted other jurisdictions, including the Province of B.C., to run similar initiatives to incentivize e-bike ownership and use. 

“We wanted to test whether an e-bike incentive program would be effective at reducing GHG emissions from personal transportation while delivering important co-benefits to our community such as increasing healthy activity levels and improving affordability. We found that it did!” 

– Judy Brownoff, Councillor and Sustainability & Climate Action Advisory Committee Chair, District of Saanich 

Background

The District of Saanich on southern Vancouver Island has committed to reducing greenhouse gas (GHG) emissions by 50 percent by 2030 from their 2007 baseline. The District recognized the high potential of e-bikes to replace car trips and help reduce transportation emissions given their major benefits—for instance, they make it easier to use a bike for long trips, for routes with steep hills and for hauling young children and cargo while also being convenient, affordable and energy-efficient. District staff wanted to explore ways to get more residents using e-bikes for their day-to-day transportation needs and to determine the potential for e-bikes to offset GHG emissions.

The challenge

The challenge for Saanich was threefold:  

• Environmentally, transportation is its largest source of GHG emissions.
• Economically, transportation is one of the top three expenses for the average household in the District.
• Socially, staff were interested in developing climate solutions that centred community equity.

The approach

Saanich developed its incentive pilot program as a tool to support residents in purchasing e-bikes. The first of its kind in the province, the program offered financial incentives of between $350 and $1,600 in three income-based tiers. Residents who were unable to complete the online application at home received additional support in submitting their requests.

Equity was an ongoing key component of the program, as staff gathered data to study its effectiveness and suggest means of improvement. The District partnered with the Greater Victoria Community Social Planning Council and the University of British Columbia’s Research on Active Transportation (REACT) Lab to develop the pilot and measure its impact in detail.  

Results

Saanich’s e-bike incentive program proved to be very popular. The District distributed a total of 389 incentives with at least 100 in each of the three income-based tiers. Of participants, 93 percent were new to e-bikes and 60 percent new to cycling entirely. The pilot received a great deal of media coverage, in part due to its research findings. Some specific results include:

Environmental:

• GHG emissions reduced by 1,569 tCO2e (without marginality) and 765 tCO2e (with marginality adjustment) for the program as a whole.
• Vehicle travel reduced by 3,599,434 km (without marginality) and 1,746,616 km (with marginality adjustment) for the program as a whole.
• Vehicle kilometres travelled and GHG emissions from vehicles had decreased by an average of 38 percent by the one-year mark. This number was higher for applicants in the lowest income tier.
• E-bikes were used often to replace vehicle trips. Users in the study rode their e-bikes three to four days per week on average, covering 30 to 70 kilometres per week. Again, this was highest for applicants in the lowest income tier.
• The program prompted the District to become a drop-off site for recycling e-mobility batteries, reducing the risk of pollution from improper disposal of used batteries.

Economic:

• The reduction in vehicle trips has delivered cost savings for residents. Low-income residents who participated in focus groups said not only that they did not feel financially burdened by their e-bike purchase, but that their e-bike delivered savings when they used it instead of driving or using public transit.
• Each rebate induced an average of $813 in new consumer spending for bike stores. This translates to $1.31 in spending per $1 in rebates, most of which went to local small businesses.  

“The incentives prompted new climate-friendly behaviours that would not have otherwise occurred.”

– Rebecca Newlove, Manager of Sustainability, District of Saanich

Social:

• Participants received greater enjoyment from their e-bikes than expected, and that satisfaction lasted through the 12 months of the study.
• Participants increased their outdoor time and physical activity, both of which may contribute toward improved health and connection with nature and their community.
• The focus on equity and removing income barriers resulted in increased participant diversity on a number of metrics including ethnicity, newcomer to Canada status, disability status, gender and age.

Saanich’s pilot program has also served as a template for other jurisdictions, including the Province of B.C., which ran a highly popular e-bike rebate program in 2023 that was based upon the Saanich pilot.  

Lessons learned

Incentives that overcame cost barriers for lower-income households were found to be more effective at lowering emissions, and they did so in a more cost-effective way.  

Supporting e-bike purchases is only one component of promoting active, low-emission transportation. Land use planning and infrastructure design—such as creating bike lanes that are more accessible—are also important when it comes to boosting e-bike use and meeting climate targets.

Quotes

“The e-bikes were not just a novelty used for fun and recreation. They are heavily replacing car trips, with the largest share of e-bike trips used for commuting to work or school.” 

– Glenys Verhulst, Sustainability Specialist, District of Saanich

“We hope that 10 years from now, most participants will still be getting around by e-bike and encouraging their friends and families to also choose e-bikes for more trips, resulting in widespread e-bike adoption as a climate-friendly, convenient and affordable transportation option.” 

– Mayor Dean Murdock, District of Saanich 

Summary

As part of its socio-ecological transition, Ville de Longueuil adopted its plan for protecting and preserving natural areas (PPCMN) in 2023. It aims to expand its protected natural areas by 1,500 hectares to reach 21% of its territory by 2030. The objective of the project is to increase Longueuil’s resilience to climate change and offer its citizens greater access to green spaces. The project won a 2024 Sustainable Communities Award in the natural assets category from the Federation of Canadian Municipalities.

Background

Located in Quebec, on the south shore of the St. Lawrence River in the Montérégie, Longueuil has a population of over 267,000. It is known for the diversity of its natural areas: the St. Lawrence River and its islands, its large nature parks, its numerous urban parks and green spaces, its waterways and watersheds. These sites are rich in biodiversity and provide a habitat for numerous species, including the Western chorus frog.

The challenge

The Ville de Longueuil’s PPCMN addresses the following challenges:

Environmental:

To increase its resilience to the effects of climate change, it plans to:

• multiply “cool islands” and increase access to nature
• improve biodiversity by protecting species and habitats
• reduce GHGs
• improve air and water quality
• boost resilience to heat waves and heavy rains

Economic:

To reconcile the development of its territory with the protection of its natural environments, Longueuil intends to:

• stagger investments of $5 million a year to restore and develop natural environments
• tap into other forms of revenue to finance its actions, including federal funds through Nature-Action Québec and the Montreal Metropolitan Community’s green and blue infrastructure program
• develop innovative ways of financing the actions included in the plan, including through eco-taxes

Social:

By giving its residents greater access to natural environments, Longueuil intends to:  

• break people’s isolation
• reduce stress and improve health
• mitigate the impacts of climate change on people, including those who are vulnerable
• create wealth for the community

The approach

Driven by a strong political will, Longueuil is implementing its plan for protecting and preserving natural areas using a three-tier governance structure.

1. The Municipal Council monitors progress and provides direction.
2. The general manager ensures that actions carried out by the various departments are coherent.
3. Technical committees implement actions according to the following topics:
   1. conservation and acquisition
   2. regulatory redesign
   3. communications
   4. urban infrastructure and water management

In addition, the Ville de Longueuil’s environmental advisory committee, whose members are elected officials and citizens, provides input at several stages during the plan’s development and implementation.

The municipality also shares its conservation objectives and guidelines with neighbouring municipalities (Brossard, Boucherville, Saint-Lambert and Saint-Bruno-de-Montarville) to expand the scope of its actions.

This inclusive and innovative approach involves regional stakeholders in a common project that benefits the environment and mobilizes the entire population.  

“As local governments, municipalities are on the front lines of the effects of the climate crisis. They also have a responsibility to act and to make forward-looking decisions. Protecting 1,500 hectares of natural habitat to conserve 21% of the land is the greatest legacy we can leave to future generations.”  

- Catherine Fournier, Mayor of the City of Longueuil

Longueuil is also a member of Réseau Environnement’s Biodiversity Excellence Program, through which it shares its knowledge and numerous biodiversity protection indicators with nearly 20 municipal organizations.

Lastly, Longueuil has geomatics data and tools available to track the progress of the plan in real time. It has put a feedback loop in place to incorporate the updating of scientific data as it becomes available.

Results

The teams are making progress on the various measures in the PPCMN, with an important first milestone coming up in 2025. They are currently drafting the first annual review.

The PPCMN has already produced a number of significant benefits by:

• Stimulating local and regional stakeholders to get behind common policy directions and objectives.
• Providing a common thread for municipal actions aimed at protecting the natural environment, including planning exercises, policies and strategies for Longueuil’s ecological transition.
• Ensuring visibility by anticipating and planning development, so everyone to knows what to expect.
• Taking concrete action, since the municipality already acquired 2.9 hectares of additional natural habitat in the spring of 2024. They are located in a woodlot for which the municipality wants to obtain the status of wildlife sanctuary. They represent an investment of more than $2 million, 70% of which comes from the Montreal Metropolitan Community and the Government of Quebec.

Next steps

With the PPCMN in its first year, a committee made up of members from more than seven municipal departments are implementing the next steps, including:

• updating bylaws
• informing stakeholders
• evaluating selected conservation strategies

A number of indicators used in the decision-making process inform these next steps. In the coming months, Longueuil will develop a dashboard so that its residents can track the PPCMN’s progress. 

Summary

The Region of Durham wanted a better understanding of how vulnerable its transportation network was to future flooding, so staff performed a flood risk assessment to aid in future decision-making and resilience planning. The assessment is a 2024 Sustainable Communities Awards winner in the Reconciliation and anti-racism, equity and inclusion (AREI) category thanks to its innovative use of a social equity lens to ensure that transportation planning considers the needs of more-vulnerable communities. The Region is now using this risk assessment to help inform asset management priorities and has shared its work to be replicated elsewhere.

The challenge  

The Region of Durham, located east of Toronto, encompasses eight rural and urban municipalities with a total population of about 750,000 that is predicted to grow to 1.3 million by 2051. Durham experiences regular flooding and projections for the region indicate upcoming surges in storm severity and frequency, winter rain and freeze-thaw cycles.  

By conducting flood risk assessments, the region can plan for protective measures to make its 2,500 lane kilometres of roads and 250 bridges and culverts more resilient to potential flooding. Other specific challenges Durham wanted to address include:

• The high cost of maintaining transportation infrastructure and dealing with the effects of flooding. Having as much data as possible to set priorities helps keep budgets efficient over the long term.
• The effects of flooding that worsen existing inequities, such as when residents lose transportation options that are already limited.

The approach

Durham worked with multiple partners including local conservation authorities and municipalities to gather and analyze already existing flood- and climate-related data as well as output from climate prediction tools. Staff with practical experience dealing with flood impacts were included in the process.

Social equity was not initially part of the project. However, staff quickly realized it was needed and worked with Durham Social Services and the Durham Region Health Department to build it in.

“Not all communities are equally prepared to deal with climate change, so the equity lens is very important.” 

– Mani Rajendran, Senior Project Manager, Transportation Design and Chair, Transportation Resilience, Region of Durham 

Together, they built a scoring system for the assessment. The idea was to better prioritize flood-vulnerable roads near communities that already face multiple barriers and might need additional assistance during flood events due to limited accessibility, mobility, support networks, financial resources or other issues. The Region’s social services and health teams contributed with community health and social equity indicators including low-income, unemployment, mental health, Indigenous population, visible minorities and seniors living alone. This information was scored and averaged by neighbourhood and then added to the overall score of nearby transportation assets. This gave planners relevant details on equity-related needs.

While considering the socioeconomic impacts of road network flooding, the assessments also prioritized the community’s most critical transportation routes, which include:  

• major commuter routes
• transit routes
• goods-movement routes
• remote communities that do not have alternative access routes
• those serving essential facilities such as hospitals, child care, schools, retirement homes, emergency services, power plants and community services.

The solutions and results

Durham’s completed assessments identify vulnerable water crossings and roads under current and future flood scenarios. This information will help staff and elected officials make data-driven decisions on improving the transportation system’s adaptive capacity and resilience. Specific results include:

Environmental:

• A better understanding of high-priority assets for mitigation work to reduce the overall impact of flooding both on infrastructure and on nearby communities.
• Better flood risk data now available to numerous conservation authorities and local governments thanks to a collaborative approach.  
• Predicted reduction in greenhouse gas emissions from stalled vehicles due to fewer road closures and delays thanks to improved management of transportation assets.

Economic:

• Reduced financial and legal risk to the Region.
• Better, data-informed decisions on how to plan for flooding will lead to cost savings from vehicle traffic delays and disruptions thanks to fewer road closures.
• Increased budgetary efficiency:  
  • Routes that are already sufficiently protected have been identified, freeing up resources for other areas.
  • Climate change impacts and adaptation measures can more accurately be considered in infrastructure financing, resulting in more strategic and forward-thinking decision-making.

Social:

• A better understanding of how to reduce the socioeconomic impacts of flooding on road networks.
• Equity-oriented prioritization of roads for future resilience measures, including those identified as designated transit routes.

Lessons learned

By collaborating with conservation authorities, local municipalities and experienced consultants, the Region was able to leverage and analyze existing data to create predictions and assess risk without having to gather new data or develop new climate models. This close collaboration model has also had the benefit of obtaining early buy-in from all partners and the ability to team up to push initiatives forward.

Flood risk data is now incorporated into the Region’s corporate asset management information systems, which enables transportation infrastructure project managers to more easily consider options to improve flood-vulnerable locations using a scientific and systematic process.  

One factor that helped the project succeed was support from organizational leadership, who were able to ensure the risk assessment was seen as a priority by everyone involved.

“It doesn’t have to be all or nothing. We don’t have to build big, expensive bridges to solve the problem or do nothing because of lack of funding—we can build relief culverts to solve most of the problem or buy time.”

– Mani Rajendran, Senior Project Manager, Transportation Design and Chair, Transportation Resilience, Region of Durham 

Next steps

Durham’s flood risk assessment process has been replicated several times elsewhere, including by the Central Lake Ontario Conservation Authority and the Ganaraska Region Conservation Authority, and has inspired work in other Canadian municipalities as well.  

Internal next steps include developing guidance and training materials for decision-makers and staff on how to use the data, and beginning an assessment of emergency and evacuation routes.

The Region is exploring how to use socioeconomic mapping in other areas, such as for home retrofit programs, while feeding the flood risk assessment data into decision-making such as finding safe sites for hazardous waste facilities. In addition, staff are cross-referencing the Region’s risk assessment and current 10-year capital plan to inform the design for community-centric transportation needs and priorities, such as key flood-vulnerable road segments and road crossings.