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

WHAT IS ELECTRIC MOBILITY?

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 ELECTRIC MOBILITY

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.

SOME KEY TRENDS

CNW’S TRANSPORTATION GHG EMISSIONS

Source: 2012 BC CEEI Emissions Inventory; Translink 2015.

MODE SHARE IN CNW

Source: Patrick Johnstone; Translink Trip Diary Data.

EV MARKET SHARE

EV BATTERY PRICES ARE DECLINING

Source: International Council on Clean Transportation. April 2019. Update on electric vehicle costs in the United States through 2030.

EV “COST PARITY” (WITHOUT INCENTIVES)

Jurisdictions with fossil fuel vehicle phase-out targets or requirements

Requirement

Target

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

ABOUT EV CHARGING INFRASTRUCTURE

• “At Home” charging critical toenabling EV uptake

• “At Work” and publicly-accessible “On the Go” areimportant supplements

WHERE DO WE CHARGE?

“LEVELS” OF EV CHARGING INFRASTRUCTURE

POTENTIAL LEVERS FOR ACTION

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

ZERO EMISSIONS ZONES

• 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.

THANK YOU!

QUESTIONS & COMMENTS?

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

ADDITIONAL SLIDES

BC VEHICLES SALES BY TYPES

Source: Statistics Canada.

There is no Report with this Item. Please see Attachment(s).

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.

Planning &Consulting

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

Logic Model: Performance Measurement Table

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

Project Timeline

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

Questions & Feedback

How does Mayor and Council envision being involved in the work?

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