Context  

When the City of Vancouver’s Fire Hall #17 reached the end of its life and needed rebuilding, it became the prototype for City Council’s 2016 decision that all new city-owned building projects should be certified to Passive House or another zero-emission standard. As a busy station housing firefighter dormitory and serving as a communication hub with energy-consuming equipment, the hall needed to be highly functional. The city also wanted it to set an example and spur positive change in the green building industry.  

The challenge  

The goal was simple but challenging: to design and build a fire hall that would act as a demonstration project for sustainable and Passive House construction, encouraging more Vancouver buildings to reduce their carbon footprint. During the design process the city decided to exceed Passive House standards, aiming for the building to be net-zero and to eliminate its GHG emissions entirely.  

Approach  

The fire hall was designed to meet several energy targets, including Passive House, LEED v4 Gold, CaGBC’s Zero Carbon Buildings Standard and site net zero energy with exclusions for some process loads. To achieve this, multiple energy-saving features were integrated into the design, including:  

• High-performance envelope and heat recovery.  
• A ground-source heat pump for heating and cooling.  
• On-site solar energy generation.  

The project also incorporated other sustainable building features such as using recycled materials, diverting waste from landfills and reducing water usage with high-efficiency fittings and waterwise landscaping. They also reused the brass fire poles salvaged from the previous building.  

Barriers  

One challenge was the need to have two different temperature zones: apparatus bays at 10°C and the rest of the building at 20°C. During testing, significant leakage between the zones was discovered due to electrical services penetrating the barrier. Extensive sealing solved the problem, but for future projects with similar requirements, the team recommends minimizing the need for the zone boundary to be crossed.  

Results  

The new fire hall which is more than three times the size of the building it replaced eliminated fossil fuel use and GHG emissions, which were previously at 645 GJ/year of natural gas and about 33 tonnes per year respectively. This includes using some electricity from BC Hydro, which relies primarily on low-emission hydroelectric power generation. The project achieved a 91 percent waste diversion rate during the demolition and a 40 percent decrease in water use for non-fire-training operations.  

Benefits  

Vancouver’s new Fire Hall #17 demonstrates leadership in green construction, encouraging positive changes and serving as a model for future City projects aiming for net zero. It acts as a pilot project for potential changes to the local building by-law and provides local design teams and contractors with Passive House experience they can apply to future projects. It has also encouraged local manufacturers produce higher-performance Passive House-ready items such as windows, doors, heat recovery ventilators, insulation and air sealing products.   

The facility, built to a post-disaster seismic standard, better supports the community in emergencies and includes resiliency measures like an emergency generator, full building cooling, and a filtration system to maintain clean indoor air during wildfire smoke events.  

Lessons learned  

While the Passive House industry in Canada is developing, the project team sometimes struggled to purchase certified components like fire-rated doors. In future planning for Passive House projects, they plan to follow up with manufacturers to ensure non-certified components meet requirements.  

Background  

In 2020, staff at the City of Charlottetown realized that sustainable procurement was not included in their roster of climate and environment-related initiatives. They joined the Canadian Collaboration for Sustainable Procurement (CCSP) to gain valuable peer support and knowledge. They invited the neighbouring Town of Stratford (with which they often collaborate) to join them on this journey.  

Project goals  

Stratford and Charlottetown aimed to create an action plan to integrate sustainable procurement practices into their daily operations, including a five-year road map.  

Approach  

After receiving GMF funding, the team issued an RFP and hired a consultant to develop their sustainable procurement action plans. They pooled resources where possible while still creating a separate plan for each municipality. The consultant performed the tasks outlined below: 

• Reviewed best practices across Canada,  
• Conducted extensive consultation with internal stakeholders,  
• Consultation with vendors, and;  
• Performed a high-level spend analysis.  

Barriers  

One key goal was to consult with vendors on sustainable procurement, but securing their engagement proved challenging, partly due to a major storm event. The municipalities plan to engage vendors in the future.  

Results  

The consultant delivered a five-year sustainable procurement action plan for each municipality, along with a tool kit and staff training. They presented the final documents to each council for information sharing and approval. The action plan includes a detailed road map and key performance indicators to help Charlottetown and Stratford measure progress.  

They also identified several procurement opportunities with a high potential for quick positive impact, including:  

• Reducing fleet greenhouse gas emissions,  
• Mitigating volatile organic compounds (VOCs) in cleaning products,  
• Reducing single-use packaging, and;  
• Saving energy via LED lighting.  

Benefits  

Sustainable procurement practices offer overall financial savings by shifting to a total cost of ownership approach rather than choosing initially cheaper products and services with higher long-term costs. The implementation of the plan will also provide social and ethical benefits, supporting social enterprises and local and Indigenous businesses, while promoting environmental sustainability.  

Lessons learned  

The team found their CCSP membership and resources invaluable in defining the project scope and first steps. Hiring a consultant with relevant expertise proved highly beneficial in bridging knowledge gaps within the municipalities. The initial budget turned out to be insufficient due to lengthy timelines, requiring the team to secure additional funding and slightly reduce scope. In hindsight, they would allocate extra money to the budget.   

Next steps  

Both Charlottetown and Stratford councils approved their action plans and staff are progressing on implementation. Charlottetown is training finance department staff on sustainable procurement practices and has added sustainability-related clauses to its RFP and RFQ templates. This will lead to successes such as procuring new transit vehicles and hiring consultants for the region’s transit strategy. Due to including sustainability-related questions in the procurement process, they hired vendors with a demonstrated commitment to sustainability. 

Background 

The Town of Canmore’s 2018 Climate Action Plan (CAP) set several targets for GHG emissions reduction, including a goal to reduce municipal emissions by 50 percent between 2015 and 2030. While it listed more than 60 ways to achieve these reductions and recommended setting a renewable energy target, the plan lacked robust cost-benefit modelling, which staff needed before they could proceed. 

Project goals 

Canmore wanted to conduct a renewable energy feasibility study to confirm which approaches would be the most impactful and cost-effective, and to help them set an ambitious yet feasible target. The council approved the capital funding for this study in 2019, and in 2020, the Town received matching funding from FCM’s Green Municipal Fund to help increase the study’s scope.  

Approach 

Canmore decided to focus its study on renewable energy rather than a broader approach to emissions reduction based on budgetary constraint and the complexity of the CAP’s renewable energy actions. The study had three objectives: 

1. Explore and prioritize various renewable energy options
2. Identify which renewable energy projects were the best choices to pursue in the short-term
3. Decide on the Town’s renewable energy target

Multiple criteria were used to evaluate a range of options, including cost, equity, technical feasibility, emissions reduction, public perception, local resource availability and local job creation. The five highest-potential options were chosen for further exploration: 

1. Making the new fire station net zero, 
2. Entering into a virtual power purchase agreement (VPPA), 
3. Installing solar canopies on municipal parking lots and one municipal facility rooftop, 
4. Incentivizing solar power installations on private rooftops, and; 
5. A retrofit program for lower-income households. 

Consultants were hired to conduct a detailed feasibility study for each option, with the results compiled into a marginal abatement cost curve (MACC). 

Results 

The study found that the most effective tool to reduce the Town’s GHG emissions would be to purchase a VPPA, which would result in reducing 36,515 tonnes of CO2 equivalent (tCO2e) over 20 years. Projected emissions reductions from the remaining four options ranged from 1,200 to 3,100 tCO2e over 20 to 25 years, and several options—the VPPA, an air-source heat pump for the fire station and two specific solar projects—were predicted to result in cost savings as well. 

While the focus of the study was renewable energy, it became clear throughout the process that energy efficiency and renewable energy are complementary goals and that efforts to reduce emissions must take both into account. 

Lessons learned 

This feasibility study was needed because Canmore’s 2018 CAP did not have the budget to model savings or analyze costs. It was recommended to other municipalities that it would be more efficient and useful to include comprehensive GHG and financial modelling of both renewables and energy efficiency in climate plans from the beginning. 

Breaking the full project into five individual feasibility studies had the benefit of studying more options in greater detail for the same budget, as well as hiring separate consultants with targeted expertise. However, this extended timelines, created extra work during tendering and resulted in inconsistent study approaches and formats, which meant that additional analysis was needed to create the MACC. To Canmore, the benefits were worth the extra work, but other communities should weigh the options when making this decision. 

To benefit equity-deserving residents, studies like this should include equity as a key factor when choosing which emissions reduction tools to prioritize.  

Next steps

Since the feasibility study was finalized, the following actions have taken place: 

• The fire station was completed and is the first municipal building in Canmore to use an air-source heat pump. 
• The Town is aiming to finalize its Climate Emergency Action Plan (CEAP), which updates and replaces the 2018 CAP and 2016 Climate Adaptation and Resilience Strategy, by summer 2024. This document will include further consideration of a VPPA and modelling of additional energy conservation measures. 
• The Town already has over 1 MW of solar panels between five buildings. Additional solar energy projects are being considered in future budgets. 
• A new Climate Action Incentive program using the Town’s Sustainability Reserve Fund has been approved by Council. It includes lottery-based residential and commercial solar incentives as well as an energy-efficiency retrofit pilot program targeted at lower-income households.