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October 26, 2020 Open Workshop Agenda Page 1
Doc #1683392
A vibrant, compassionate, sustainable city that includes everyone.
REGULAR MEETING OF
CITY COUNCIL
In OPEN WORKSHOP SESSION
Notice is hereby given of the following Regular Meeting of Council:
October 26, 2020 at 12:00 p.m.
Council Chamber, City Hall
and electronically under Ministerial Order No. M192
AGENDA
Call to order.
REMOVAL OF ITEMS FROM THE CONSENT AGENDA
1. The Consent Agenda - Council members may adopt in one motion all
recommendations appearing on the Consent Agenda or, prior to the vote,
request an item be removed from the Consent Agenda for debate or
discussion, voting in opposition to a recommendation, or declaring a
conflict of interest with an item.
MOTION to remove items from the Consent Agenda.
MOTION to approve the recommendations for items remaining in the
Consent Agenda.
LIVE WEBCAST: Please note Regular Meetings, Public Hearings, Open Council Workshops and some
Special Meetings of City Council are streamed online and are accessible through the City’s website at
http://www.newwestcity.ca/ This information is collected and archived by the City of New Westminster under Section 26(g)(ii) of the
Freedom of Information and Protection of Privacy Act and for the purpo se of the City’s ongoing commitment to open and transparent government.
Should you have any questions about the collection of personal information please contact Legislative Services, 511 Royal Ave nue, New Westminster,
V3L 1H9, 604-527-4523.
October 26, 2020 Open Workshop Agenda Page 2
Doc #1683392
PRESENTATIONS
12:00 PM
2. City of New Westminster Electric Mobility Strategy, Director of Development Services and Brendan McEwan, Director of Electric Mobility & Low Carbon Strategies and Rachel Beckley, Proposal Coordinator, AES Engineering
a. Presentation
1:00 PM
3. Diversity, Equity, Inclusion, and Anti -Racism Framework, Acting Director of Human Resources and Jasmindra Jawanda, Project Manager, Diversity & Inclusion Specialist, Elle Wayara, Project Lead, Victoria Barr, Researcher and Lavleen Sahota, Research Support, LevelUp Planning & Consulting
a. Presentation
CONSENT AGENDA
4. Diversity, Equity, Inclusion, and Anti -Racism Framework –Statement
of Work, Acting Director of Human Resources
ITEMS REMOVED FROM THE CONSENT AGENDA
ADJOURNMENT
Presented by: Brendan McEwen, AES Engineering
CITY OF NEW WESTMINSTER ELECTRIC MOBILITY STRATEGY
2a.
• The eMobility Strategy will guide how the City supports transportationelectrification in New Westminster’s community & corporate operations.
Public & Stakeholder Engagement•Shared vision for
Strategy•High-level
scoping ofcontent
eMobilityStrategy Development•Detailed analysis•Further
stakeholderengagement
•Drafting finalStrategy
eMobilityStrategy
Adopted & Implemented
ABOUT THE ELECTRIC MOBILITY STRATEGY
Oct - Dec Winter 2021 Spring 2021
A shared vision & understanding of:
• What the City of New Westminster intends to achieve by developing theElectric Mobility Strategy.
• What technologies and transportation modes the Strategy will encompass.
• What types of actions could be included in the Strategy.
• What detailed analysis will be undertaken when developing the Strategy.
PURPOSE OF ENGAGEMENT PROCESS
AGENDA
Welcome & introductions 10:30 – 10:40Presentation (AES Engineering)
• What is Electric Mobility• Benefits• Some Key Trends• Potential Levers for Action
10:40 – 11:05
Questions & comments 11:05 – 11:15Poll 11:15 – 11:20Break out groups 11:20 – 12:10Report back 12:10 – 12:20Wrap Up (AES or City staff) 12:20 – 12:25
PROPOSED DEFINITION OF “ELECTRIC MOBILITY”
“A mode of transportation that can plug in to an external source of electricity (e.g. the electric grid) to recharge batteries used for propulsion”
BEV
• Fully-electric
• Examples – TeslaModel 3, NissanLeaf, Ford FocusElectric
Battery Electric Vehicle
PHEVPlug-In-Hybrid Electric Vehicle
HEVHybrid Electric Vehicle
FCEVFuel Cell Electric Vehicle
• Can plug-in torecharge batteries;also can usegasoline
• Examples – ChevyVolt, Ford FusionEnergi
• Cannot plug-in toexternal source ofelectricity
• Examples – ToyotaPrius Hybrid, HondaCivic Hybrid
• Powered by hydrogen
• Early stages ofdeployment;anticipated to serveniche applications
ELECTRIC VEHICLE TECHNOLOGIES
Proposed for inclusion in eMobility Strategy
ELECTRIC TRANSPORTATION MODES
Personal automobiles
Private Light-Duty Vehicles
•Trucks•Buses
Medium & Heavy Duty Vehicles
•Return tobase
•Point to point
Car Share
•Taxis•Ride-hailing
(Uber, Lyft)
Passenger Directed Vehicles
•E-Bikes•Scooters•Single wheels•Cargo bikes•Etc.
E-Bikes & Other Micro-Mobility
•ConstructionEquipment
•Boats•Trains
Off-Road
BENEFITS OF TRANSITIONING TO EVs
80-90% lower life-cycle GHGemissions
When charging on BC’s clean electric grid, accounting for manufacturing.
Clean air and improved health Zero tailpipe emissions.
Community economic benefitsImport substitution – keep more money circulating in the local economy.
Innovation & new industrial sectors.
Cost savingsEVs equivalent to ~$0.20 per litre of gasoline (at residential electricity rates).
EVs have half the maintenance costs of gasoline vehicles.
Less noise pollution EV motors and braking systems are quieter than cars, and especially trucks/buses, at urban speeds.
BENEFITS OF E-BIKES & “MICRO-MOBILITY”
Enable more active transportation• People bike further (~2X
longer trips) & take moretrips
• Hills are not barriers
• Weather less of a barrier(e.g. fat-tire bikes;weather-covering; etc.)
• Carry heavier loads, e.g.
– Cargo bikes for shopping,child-delivery
– Cycle-logistics services
– Low speed urban vehicles
– Etc.
Source: International Council on Clean Transportation. April 2019. Update on electric vehicle costs in the United States through 2030.
EV “COST PARITY” (WITHOUT INCENTIVES)
COSTS EFFICACY OF E-TRUCKS
Class 8 Heavy Duty Drayage Truck
Summarized By: Union of Concerned Scientists. Nov 2019.
• E-Bike sales growing veryrapidly
• Challenges to further adoption
– Lack of AAA bikeinfrastructure
– E-Bike cost
E-BIKES & MICRO-MOBILITY TRENDS
• “At Home” charging critical toenabling EV uptake
• “At Work” and publicly-accessible “On the Go” areimportant supplements
WHERE DO WE CHARGE?
LEVERAGE THE CITY’S ROLE AS AN ELECTRIC UTILITY
The critical role of utilities• Utilities are critical to EV adoption & low carbon
electrification more broadly
• Growth in electrical load from electric mobility, ifmanaged properly, could increase revenues & reducerates (helping all community members)
Potential actions: • Plan for impacts of growing EVs load (and other
DERs)– Customer segments (e.g. cars; MHDV trucks; etc.)– Grid impacts (specific geography)– Managed charging / demand response (V1G; V2G)– Impact on rates & business case
• Tariffs– EV utility rates – dynamic pricing– Extension/service fees
• Customer service– Provisions of data (e.g. historic load for
facilities)– Streamlining & responsiveness
• Investment in EV charging
• Incentives– EV adoption
i i
Resources: SEPA. 2019. Preparing for an Electric Vehicle Future: How Utilities Can Succeed.
SEPA. 2020. Utility Best Practices for EV Infrastructure Deployment.
• Fleet Management & Right-Sizing
• “Electric First” ProcurementPolicy
• Demonstrate innovativetechnologies
LEADERSHIP IN THE CITY’S FLEET
Source: CNW; Rosenbauer Electric Fire Truck.
WORKPLACE CHARGING
• Employees with access to workplacecharging are ~6X more likely to drivean EV
• Cities can show leadership byproviding workplace charging
CITY INVESTMENT IN PUBLIC EV CHARGING INFRASTRUCTURE
Key questions that can be addressed in an EV Strategy
• Should the City invest in charging infrastructure?– Which City department will manage this growing service?– What types of infrastructure can be left to private sector?
When? – How can the City enable private sector investment in public
realm (e.g. on-street)?
• Demand– What community members need access to charging?
• MURB residents?• Households that park on street?• Visitors to the community?
– What geography?– What type of infrastructure? (e.g. Level 2; DCFC; Dwell time
& charging speed)
• What is the business case for different types of infrastructure?– DCFC hubs– City facilities– On-street (including street-light)
SUPPORT FOR EV READY BUILDINGS
New Construction• New MURBs are 100% EV Ready• Opportunity to update non-residentialrequirements
Existing Buildings• 100% EV Ready MURBs retrofits morecost-effective & convenient thanincremental charging additions (overmedium term)
• 100% EV Ready more costly
Opportunities• Top-up provincial incentives• Provide education
Example: City of Vancouver is considering making all streets permit parking, and charging higher fees for newvehicles that are not EVs.
Key Questions:• How can the City compel thetransition to EVs and non-automotive transport?
EXPLORE INCENTIVES FOR HOUSEHOLDS TO
CHOOSE EVs (OR FORGO THE PERSONAL CAR)
Potential opportunities: • Business license or commercial vehiclelicensing requirements / feebates
– Signal that in some future year (e.g.2025), fees will rise with “feebates”for green fleet or public charging(gas stations).
• Regulate Passenger Directed Vehicles(taxis; ride-hailing).
• Preferential access to routes & timesfor ZEVs (e.g. allow ZEVs to operate onlocal roads for an additional hour).
EXPLORE INCENTIVES FOR BUSINESSES TO ADOPT
EVs & IMPLEMENT CHARGING INFRASTRUCTURE
• Accelerate investment in active transportationinfrastructure
• E-Bike storage in public spaces, workplaces & residences
• Incentives for E-Bike adoption
ENABLE MICRO-MOBILITY ADOPTION
Photo credits: Electric Bike Blog; Electric Bike Report.
Scope of the Electric Mobility Strategy• What values should be reflected in the Electric Mobility Strategy? In otherwords, what should the City ultimately aim to accomplish through theStrategy?
• Are there any electric transportation modes (e.g. e-bikes; trucks; ride-hailing; car-sharing; etc.) that should not be included in the Strategy?Why not?
Actions• What are the most important types of actions to include in the Strategy?
– Why are these actions important?
– What sort of research or analysis does the City need to do duringdevelopment of the Strategy, to inform whether and how it pursues theseactions?
• Are there any types of actions that should not be included in the Strategy?Why?
QUESTIONS FOR DISCUSSION
Diversity, Equity, Inclusion,
And Anti-Racism Framework
Presentation for Mayor and Council
October 26, 2020Planning & Consulting
3a.
Planning & ConsultingFostering Strong, Healthy Communities Where Everyone Can Thrive
Our Mission is:
Working collaboratively with organizations and communities across Canada, we use applied research, authentic community engagement and policy analysis to support the development of places where everyone can thrive.
Our Approach
We listen.
We understand local governments.
We use an equity lens in everything we do.
We base our work on solid evidence.
We focus on strengths and unique contexts.
We are committed to maintaining health and safety during the
COVID-19 pandemic.
DEIAR Framework
Inclusive public space Safe, respectable and
inclusive work environment
Equitable employment Inclusive decision-making
City Objectives and Motions
Framework Components
Leadership and
accountability
Diversity, inclusion,
equity and anti-racist
goals
Policies and procedures
Resources and
professional development
Framework Mapping
Roadmap with sign posts and
tools
Navigate systemic barriers
Viable recommendations
Project Deliverables
Human resource hiring practices and
policies review
City-wide policy
Senior leadership
action group
Anti-racism and
educational plan
Individual departmental action plans
Project Work Plan Phases
Background Analysis
Initial Phase of Stakeholder Engagement
Development of Framework Outline
Background Analysis
Project Initiation and Kick-Off Meetings
Background Review
Municipal Policy, Plans and Reports Review
Literature Review
Environmental Scan
Initial Phase of Stakeholder Engagement
State of Readiness Assessment
Stakeholder Identification
Stakeholder Interviews
Focus Groups
Engagement Data Analysis
Development of Framework Outline
Key Themes Analysis
DEIAR Framework Outline Draft
Anti-Racism Training and Educational Plan Draft
Leadership Action Group Parameters
Finalize DEIAR Framework Outline & Educational Plan
Measuring Success
• Specific indicators of success will be outlined and identifiedin a Performance Measurement Table
• Logic model structure utilized will be developed to includeevidenced-based indicators for each phase of the project
• Framework implementation logic model will also be createdto ensure that we are starting with the end in mind
Performance Measurement Table (example only)
Framework Objectives
Inputs (Investments)
Activities / Strategies
Outputs Short-Term Outcomes (1-2 years)
Long-Term Outcomes(3-5 years)
Data Collection Methods
Develop a
workforce that is
broadly reflective
of the community
Funding for
framework
development,
time and
resources for
staff training &
development
Employee surveys,
review of current
policies and
practices
Staff
participation
rate
Clear increase
(X%) in diversity
of City staff,
compared to
demographics
found in the
community
Makeup of staff is
similar to
demographics
found in the
community;
BIPOC staff state
that they feel safe
and supported
Staff census, city
census
Identify & address
barriers to
diversity within
organizational
systems
Time of staff
within each
department
Process for
identifying
barriers in
policies, plans,
practices and
services; staff
training sessions
Action plans to
address barriers
are developed
for each
department
Staff report
increased ability
to identify and
address barriers
New processes
are used in the
development of
new policies or
services; barriers
to inclusion are
eliminated …
Departmental
reports
Engagement and Expectations
Collaboration
Conflict
Communication
Comfortable in Uncomfortability
Consensus
Involving Mayor and Council
Background materials, resources and supports
Time and space for meaningful discussions to establish a state of readiness
Relationship building opportunities to cultivate and sustain project involvement
Guidance and direction for the ongoing project process and the project’s goals and objectives
R E P O R T Human Resources
To: Mayor Coté and Members of Council
in Open Council Workshop
Date: 10/26/2020
From: Eva Yip
Acting Director of Human Resources
File: 05.1035.10
Item #: 386/2020
Subject: Diversity, Equity, Inclusion, and Anti -Racism Framework –Statement of
Work
RECOMMENDATION
THAT Council receive this report for information.
PURPOSE
The purpose of this report is to provide Council with a proposed Statement of Work from
LevelUp Planning & Consulting to develop and implement a progressive Diversity, Equity,
Inclusion, and Anti-Racism (DEIAR) Framework for the City of New Westminster
(including the Police and Library Boards), which also takes into consideration the critical
issues of gender parity, disability justice, and reconciliation.
BACKGROUND
Further to the Regular Council report dated July 13, 2020 outlining the Request for Proposal for a DEIAR Framework, this reports updates Council on the results of the RFP process.
The Selection Committee consisted of the Chief Administrative Officer (Lisa Spitale),
Human Resources Director (Richard Fong), Chief Librarian (Julie Spurrell), Manager of
4.
City of New Westminster October 26, 2020 2
Agenda Item 386/2020
Public Engagement (Jennifer Miller), and Human Resources Business Partner (Christine
Cho). The RFP process was facilitated by the Manager of Purchasing (Patrick Shannon).
The RFP process was completed as follows:
1. RFP posted – July 14th
2. RFP closed – August 11th
3. Selection Committee reviewed 13 submissions in total – August 17th
4. Selection Committee interviewed 3 shortlisted proponents – September 1st
5. Selection Committee interviewed 3 additional proponents – September 9th
6. City informed LevelUp Planning & Consulting that they are the lead proponent –
September 10th
7. LevelUp Planning & Consulting submitted detailed Statement of Work to City–
September 21st
At the September 28, 2020 Council meeting, Council approved the following motion:
THAT Council endorse the proposed Statement of Work from LevelUp Planning &
Consulting to develop and implement a Diversity, Equity, Inclusion, and Anti-Racism
Framework for the City of New Westminster (including the Police and Library Boards).
Following this approval:
8. Statement of Work presented to the Police for review and approval – September 29th
9. Statement of Work presented to the Library for review and approval – October 13th
10. Statement of Work presented to the public
ANALYSIS
A. Brief summary of the Statement of Work.
The DEIAR Framework will be guided by four overarching goals which integrate the five
objectives passed through the motions of City Council and the five objectives passed through
the motions of the New Westminster Police Board.
1. Inclusive Public Service – To ensure diverse, inclusive, and equitable access to
and benefit of, municipal services, programs, and facilities.
2. Safe, Respectable, and Inclusive Work Environment – To have a diverse,
inclusive, and equitable workplace free of harassment, discrimination, and
systemic barriers.
City of New Westminster October 26, 2020 3
Agenda Item 386/2020
3. Equitable Employment – To attract and retain a skilled workforce that reflects the
diverse residents of the municipality.
4. Inclusive Decision-Making – To ensure that decision-making is based on diverse,
inclusive, equitable, and anti-racist policies, plans, practices, and measures.
There are four key elements of success in the Framework:
1. Leadership and Accountability for implementing the framework
2. Diversity, Inclusion, Equity, and Anti-Racist measurable and Achievable Strategic
Goals
3. New City Policies and Procedures
4. Resources, training and Professional Development for staff
B. Future Phases
In planning ahead for future work, and taking into account the complexity of the issues
embedded into the DEIAR Framework, greater time and efforts will need to be allocated to
develop a quality, meaningful, and comprehensive Framework. As such, the work will need
to be extended into 2021 to ensure fulsome completion of the desired Framework. The
future phases of the project will include continued stakeholder engagement to capture all department and union perspectives, which may be informed from the outline of the
Framework in terms of structuring and organizing engagement processes. In addition, the
development and implementation of the curriculum for training and educational programs for
staff will be completed.
C. Next Steps
1. Background Analysis completed – November 13th
2. Initial Phase of Stakeholder Engagement completed – December 31st
3. Development of DEIAR Framework Outline completed – December 31st
OPTIONS
There are two options for Council’s consideration:
Option 1 – THAT Council receive this report for information.
Option 2 – THAT Council provide staff with further direction.
Option 1 is recommended.
City of New Westminster October 26, 2020 4
Agenda Item 386/2020
INTERDEPARTMENTAL LIAISON
The Statement of Work presented in this report has been reviewed and endorsed by the
Senior Management Team, Library, and Police.
CONCLUSION
This report outlines the Statement of Work by LevelUp Planning & Consulting for the
development and implementation of a DEIAR Framework. The development phase will be
completed by December 31, 2020. The implementation of the Framework will take place in
2021. This work will support the City in becoming a local government employer of choice
by building a balanced, diverse, and inclusive workforce which will contribute to a more
healthier, productive, and innovative organization.
Approved for Presentation to Council
Eva Yip
Acting Director of Human Resources
Lisa Spitale
Chief Administrative Officer
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