In 2016, the growing Town of Neepawa had pushed its lagoon system to the brink. The community decided to upgrade its wastewater system while taking future growth and sustainable development into consideration.

The town’s conventional lagoon system can accommodate sewage waste from 4,500 residents. The Moving Bed Biofilm Reactor (MBBR) technology, upon which the town’s new design is based, can serve a population of 7,500. This approach, not usually used in cold weather climates, will inform initiatives in other northern communities facing similar challenges. The technology is compact, can be easily replicated and maintained and works well where land is at a premium or limited.

“The incorporation of the new technology will modernize the way effluent is treated. The entire community will benefit from this project, not only in relation to efficient wastewater treatment, but by repurposing the two lagoon cells into a licensed compost and an area for water retention.”

—Colleen Synchyshyn, Chief Administrative Officer, Town of Neepawa

The upgraded process will allow the town to meet nutrient removal limits and extend the lagoon system’s lifespan so it can easily accommodate future growth and the community’s needs. Another key advantage of this new system is that its design is self-adapting to seasonal changes and will be able to accommodate extremely low temperatures in winter. Furthermore, the organic treatment process could divert approximately 30 per cent of the waste currently going to a landfill. 

“The wastewater processing has not always been adequate, and MBBR is entirely new technology that will lead to better results. I think the biggest highlight for me is that this project will increase the capacity for our community. It will allow industrial, commercial and residential growth.”

—Ken Waddell, Publisher: Neepawa Banner & Press, Rivers Banner (see: myWestman.ca)

Neepawa’s MBBR project will provide efficient and effective wastewater treatment and will result in continuous discharge into the water system. This differs from conventional storage which, at given times of the year, can emit an offensive odor. The MBBR will also help address the significantly increased load that’s been put on the system in the last decade, via the expansion of a local processing plant. That expansions will also increase the community’s labour opportunities.

We expect this project to:

• Reduce total suspended solids (TSS) by 85 percent
• Increase treatment capacity from 611,000 m3/year to 1,007,400 m3/year (65 percent increase)
• Reduce energy consumption by 2,690 GJ/year

Additional resources

• Green Municipal Fund 2018-19 Annual Report

When the City of Maple Ridge saw a need for improved and sustainable recreational services, it birthed the idea of a community centre in the Albion area. Around the same time, the school district was preparing to start public consultations for a new 500+ student elementary school. And so, a joint planning and consultation process began. It emphasized shared space, a connection to nature and a green building design with an educational component.

The city completed a GMF-funded study to determine the technical and financial feasibility of implementing energy efficiency guidelines for the centre. This study was a result of an extensive community-wide consultation, including:

• An open house
• Neighbourhood workshops with students
• Interviews with major stakeholders, including the Katzie and Kwantlen First Nations, School District, Metro Vancouver Regional District and facility operators
• A series of community-wide surveys
• 25 community partner outreach meetings
• Information sharing through local media, the city and school district’s websites and social media platforms

This feasibility study allowed the community to develop

• A review of net-energy reduction in a building that is atypical and doesn’t meet various sustainable program standards
• Energy modeling that determined how changes in architectural, mechanical and electrical systems would impact the building’s cost and performance
• An exploration and understanding of sustainability paths that allowed the city council to make better funding decisions

The city investigated four highly reputable programs currently in place to advance green building in British Columbia. Given the limitations of this location (i.e., it is remote and certain codes don’t apply to institutional buildings), it became clear that a LEED Silver certification was likely the highest level the building could achieve. The results suggested that the new design would use 62 per cent less energy than a baseline building designed to minimum code standards.

“To me, the best part about this project is the interface between the elementary school and the green building education. This centre is also an example of the great partnership between the school and the city, and is one of our many mutual projects. In the long run, it will save taxpayer dollars and provide better services to the community.”

–Don Cramb, Senior Recreation Manager, Maple Ridge Parks, Recreation & Culture

The community voiced its strong support for the concept of a co-located elementary school and neighbourhood community centre. The designers focused on incorporating the existing landscape into the design and showcased some sustainable approaches as part of its educational approach. The centre will also serve as a major node to natural trail connections in the surrounding riparian area.

“I think the centre will enhance our community greatly… There is an overall need in the area to support children and families, so it is really wonderful to see these synergies.”

–Rick Delorme, Director of Maintenance and Facilities, School District 42 Maple Ridge-Pitt Meadows

Additional resources

• Green Municipal Fund 2018-19 Annual Report

Rosemont-La Petite-Patrie is a densely populated central part of Montréal with nearly 140,000 residents. In 2016, 63 per cent of its household garbage ended up in a landfill, so the borough developed the Défi zéro déchet (Zero Waste Challenge) to reduce that number.

The program was inspired by the concept of zero waste, a movement that is gaining momentum in Quebec and other cities around the world, which focuses on five principles: 

• Refuse
• Reduce
• Reuse
• Recycle 
• Compost

This pilot project should: 

• Reduce household waste by 30 to 50 per cent (i.e., reduce the waste per person, per year by 109 to 181 kg)
• Reduce 16,390 tonnes in household waste per year at the district level, in the long term

Out of 569 applications, 50 households participated in the pilot between October 2018 and June 2019, and each one weighed its waste throughout the project. The organizers also recruited three professional zero-waste specialists, who worked closely with each household.

“Midway through the project, the volunteers had reduced their waste by 20 per cent on average—a remarkable outcome four months into the challenge,” states Marilou Deschênes, a Sustainable Development Research Officer of the borough.

“The Zero Waste Challenge, as small as it may seem, has enormous potential to turn Montréal into a sustainable city. The fact that the project was so popular shows that municipalities have a role to play in helping residents transition to a low-impact lifestyle.”

—Marilou Deschênes, Sustainable Development Research Officer, Communications Division, Borough of Rosemont-La Petite-Patrie

Participants were offered support activities based on their needs, including telephone support, individual and group meetings, special thematic workshops and a private Facebook group. The public could access information about the participants on a website, along with their testimonies, goals and achievements.

The borough estimates that in its first edition, Défi zéro déchet will reduce the total household waste generated by 10 to 17 tonnes.

Overall, the goal of the challenge is to position borough citizens as leaders in reducing waste before it goes to landfills. The pilot aims to test an innovative solution that is replicable and inspires other communities. 

“During the challenge, I was able to enjoy workshops and the feeling that I was part of a community, with all the support that entails. …  My responsible consumption is my own contribution to the fight against climate change.”

—Jean Gagnon Doré, Défi zéro déchet participant

Additional resources 

• Green Municipal Fund 2018-19 Annual Report

Nearly 44 per cent of people in urban areas live in apartments and condos, as stated in a report by the The Toronto Atmospheric Fund (TAF). If retrofitted to become more energy-efficient, these types of buildings could support national efforts to reduce GHG emissions. A key barrier is the lack of information available to support the technical and economic feasibility of these types of projects. The Accelerating Deep Energy Retrofits (ADER) project is changing that.

TAF, in partnership with the City of Toronto, is working to implement retrofits to four multi-residential buildings in the downtown Toronto area and in the City of Hamilton. The buildings, totaling 791 households, represent a range of ownership structures and residents, from young families to seniors, and include:

• Rental apartments
• A condominium 
• Two low-income social housing buildings

The City of Hamilton will help develop lessons learned and best practices for future scale-up efforts, and will add a multi-unit residential complex to the initiative.

“We’re excited about this project’s ability to accelerate the adoption of retrofits around the country. My favourite thing about it is the opportunity to improve health and comfort for building residents, even as we reduce energy costs and carbon emissions. For example, heat pump technology not only dramatically reduces heating energy use, it also provides highly efficient air conditioning.”

—Bryan Purcell, Vice-President, Policy and Programs, The Toronto Atmospheric Fund

The average number of days above 30˚C in the Toronto area has increased by more than 50 per cent. This means residents of older, multi-family buildings are increasingly exposed to unhealthy temperature extremes. This project aims to dramatically reduce this type of exposure. TAF has already installed air-source heat pumps at two sites in the past year and has undertaken design work on the remaining buildings. These deep energy retrofits can reduce operating costs, improve indoor environmental quality and resident comfort and create local jobs.

“This is the best thing that has been done for [our] housing. It lowers [our] energy bills, provides heating and cooling. It's a lot colder in the summer and a lot warmer in the winter. You have more freedom and control,” says Diane Laidley, a resident at one of the Toronto ADER sites.

As a way to see firsthand how residents can benefit from the heating and cooling retrofits, TAF will also undertake a comprehensive monitoring and verification process to help ensure that the expected energy savings continue to materialize throughout the newly installed systems’ lifecycles.

The participants will widely share the knowledge gained from these projects through case studies, white papers and presentations.

This project will:

• Reduce GHG emissions by 546 tonnes C0₂e/year
• Reduce energy consumption and GHG emissions in the four buildings by at least 40 percent
• Reduce water consumption with the installation of new low-flow fixtures and ultra-low-flow toilets

Additional resources

• Green Municipal Fund 2018-19 Annual Report

Bike paths are an anomaly in Nova Scotia, and this project was the largest component of the Cape Breton Regional Municipality's (CBRM) Active Transportation (AT) plan. In 2007–2008, it carried out public consultations, including focus groups, five public open houses and an online survey. An advisory committee met regularly after the study to monitor the project's progress. Its representatives included:

• The municipality
• The Nova Scotia Department of Transportation
• Velo Cape Breton
• The Regional Health Authority
• Mayflower Mall
• Cape Breton University
• Heart and Stroke Foundation

The path is expected to:

• Remove 1,240 vehicles from the road
• Reduce vehicle kilometres travelled by 7,936,000 per year
• Reduce greenhouse gas emissions by more than 1.5 million kg of CO₂e per year
• Stimulate economic growth by increasing interaction between Sydney and Glace Bay, as well as the university
• Serve approximately 4,000 students and 450 staff at the university
• Serve approximately 1,400 students and 170 staff at the Nova Scotia Community College (Marconi Campus)

Many of their design suggestions were incorporated into the final plan

The 10-kilometre multi-use path links Sydney, Glace Bay and Cape Breton University. It's an off-road, AT corridor, where people can walk, bike, inline skate or skateboard with minimal vehicular interactions. It's a safe alternative transportation route in a corridor that was previously served only by the Grand Lake Road–a four-lane highway. The pathway is wheelchair accessible.

"I think this project truly showed that we can make huge improvements in our communities if we apply ourselves and commit to the implementation of our AT plan. My hope is that people will realize the potential we have in regards to converting existing rail beds and trails into functioning AT corridors."
— Malcolm Roach, Operations Supervisor, Public Works East, New Waterford and Area, Cape Breton Regional Municipality

This new route will enhance Mayflower Mall's economic viability by connecting it to nearby residential areas. It's the region's largest shopping centre. The 570 students living on campus can now access shopping and employment opportunities by bicycle, reducing their personal travel costs. Other students and university employees from Sydney and Glace Bay can now bike to campus.

"The feedback from our membership has been overwhelmingly positive... Though designed as a transportation corridor, it is proving to be recreational, especially for new cyclists and families with young cyclists."
— Andree Crepeau, Vice-President, Velo Cape Breton

Additional resources

• Green Municipal Fund 2018-19 Annual Report

The Village of Ryley took a big step in its asset-management journey in 2017, when it commissioned an infrastructure assessment and 10-year capital plan. Completed by an independent engineering firm, the work represents a milestone for Ryley, a village of about 500 people an hour southeast of Edmonton.

“For the first time, councillors now have the current, accurate data they need to make sound budgeting decisions,” says Michael Simpson, Ryley’s chief administrative officer. “And we now have the capacity to update the data and ensure it will be just as relevant for future councils.”

Since accepting the job in 2017, Michael Simpson has encouraged Ryley’s five-member council to adopt asset management. Previous stints as CAO of the nearby Village of Willingdon and as Vegreville town councillor have deepened his understanding of the municipal infrastructure challenge.

Continuity is critical.... Councils and CAOs come and go, but municipal staff tend to stay in their jobs longer and can educate incoming administrators and councillors about long-term plans.”
– Michael Simpson, Ryley’s chief administrative officer

“Michael has helped us recognize the advantages of a long-term, strategic approach to managing our assets,” says Mayor Terry Magneson. “Like my father and grandfather, I’m a local farmer who’s served on municipal council. And like them, I want to ensure that Ryley continues to thrive long after I’m gone. Asset management helps achieve this goal.”

Ryley took advantage of funding from the Federation of Canadian Municipalities’ Municipal Asset Management Program (MAMP) to complete the research and planning project. MAMP covered about two-thirds of the project’s engineering fees. Ryley now has critical information about the condition of its sewer systems, roads and sidewalks, along with a 10-year plan of the work needed to ensure that this infrastructure continues to meet the needs of residents.

Another aspect of the project is training for Ryley’s staff of five people. The village saved money by accessing the training tools developed by Alberta’s Ministry of Municipal Affairs.

A desire to exercise greater control over its future inspired the Rural Municipality of Frenchman Butte No. 501 to move ahead with asset management. Nestled along the Alberta border and covering nearly 2,000 square kilometres of Saskatchewan, Frenchman Butte is home to approximately 1,500 people. Although agriculture is a mainstay of the economy, the oil-and-gas industry is increasingly important and several companies operate facilities in Frenchman Butte.

“The industry has been great for the community,” says Rita Rogers, Frenchman Butte’s chief administrative officer. “More and more young people choose to stay and take advantage of employment opportunities, for instance, and property taxes from the industry account for more than 90 percent of municipal revenues. One of the downsides, though, is that many heavy trucks drive on our roads, increasing our maintenance costs.”

We need to designate heavy-haul roads and design maintenance policies based on current information about road conditions and traffic patterns.”
– Rita Rogers, Frenchman Butte’s chief administrative officer

Rita Rogers is well versed in the planning challenges faced by rural municipalities. She worked for several of them — including Frenchman Butte — as a contractor before starting her current job in 2017, and also served on the Saskatchewan Association of Rural Municipalities (SARM) sub-committee on asset management.

“To plan effectively, a municipality needs a sound understanding of the infrastructure they own, the condition it’s in and how it’s likely to be affected by future development,” she says. In 2017, Frenchman Butte launched a multi-stage initiative focused on asset management. A grant from the Municipal Asset Management Program, administered by the Federation of Canadian Municipalities, enabled Frenchman Butte to start training its Reeve, six Councillors and a staff of eight people.

“Training helps everyone come to a shared understanding of our goals and how to achieve them,” says Rita Rogers. “It will also help us to develop and update plans for asset management and capital expenditures.” MAMP funding also enabled Frenchman Butte to draft an initial strategic plan, which is now before council. In the meantime, the rural municipality continues to meet regularly with representatives of adjacent jurisdictions to ensure that transportation networks remain effective. A working group meets quarterly to provide updates on new and anticipated developments.