Asheville, North Carolina s Sustainable Operations Plan Going Green in the Blue Ridge Mountains

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1 Asheville, North Carolina s Sustainable Operations Plan Going Green in the Blue Ridge Mountains Rebecca Jablon, AICP, LEED AP CDM 2010 APTA Sustainability and Public Transportation Workshop July 26, 2010

2 Presentation Outline A Sustainable Asheville Approach to Improving Sustainability The Sustainability Plan Q/A Introduction Foundation Opportunities Moving Forward Photo Credit Mark Combs

3 Asheville, North Carolina City population is ~ 75,000 Greater Asheville area population is ~ 250,000

4 A Sustainable Asheville Sustainability for the City of Asheville is defined as responsible decision-making and resource use with the intent of meeting our present needs without compromising the ability of future generations to meet their needs through achievement of excellence in environmental stewardship, economic growth and social responsibility. Photo Credit Mark Combs

5 A Sustainable Asheville Public Benefits Waste Reduction Resource Efficiency Beneficial Land Reuse ECONOMIC GROWTH + ENVIRONMENTAL STEWARDSHIP + SOCIAL RESPONSIBILITY the Triple Bottom Line Minimization of Carbon & Water Footprints Prevention of Further Pollution Conservation & Protection of Natural Resources Advancement of Renewable Energy Cost Savings Stakeholder Engagement Strengthening of Economies Community Outreach

6 A Sustainable Asheville ICLEI Member since 2006 and signed US Conference of Mayors Mayor s Climate Protection Agreement Created Sustainability Advisory Committee and Office of Sustainability Resolution passed in 2007 committing to a reduction of Greenhouse Gas Emissions by 2% per year until an 80% reduction has been achieved. Resolution identifies the need for a management plan to achieve this and other sustainability goals

7 Improving Sustainability Photo Credit Mark Combs

8 Approach to Improving Sustainability A management system approach: Aligns an organization around a common value set Provides a mechanism for organizing diverse concepts and ideas into a coordinated strategy for implementation. Provides a consistent mechanism for monitoring progress and continuous improvement.

9 The Plan is reflective of and aligned with the management system approach. The Plan addresses the full spectrum of local government services, including: water transportation solid waste buildings land use planning communication Strategies and actions, best practices, and institutional/policy recommendations identified for each Sector

10 Section 1: Introduction Established a Vision Statement and Guiding Principles for a Sustainable Asheville Established a goal set for improving sustainability in each sector: water, transportation, solid waste, buildings, land use, and communication Photo Credit Mark Combs

11 GHG Reduction Goals Participate in the City s energy management strategy to reduce greenhouse gas emissions Copyright 2008 Camp Dresser & McKee Inc.

12 Transportation Goals Reduce vehicle miles traveled by city employees for commuting Reduce total fuel consumption from city fleet vehicles Increase transit ridership

13 Section 2 Sustainability Assessment: The Foundation Established a baseline for current GHG emissions by City operations and predicted path of noaction vs. meeting reduction goal.

14 Section 2 Sustainability Assessment: The Foundation

15 Section 2 Sustainability Assessment: The Foundation Existing Transportation Conditions Airport- Regional with 0.5M Passengers Bicycle-10 Signed Routes, Combined 181 Miles Planned Greenway-3 Miles, 29 Miles Planned Transit/Paratransit-24 Fixed Routes, 1.6M Trips Pedestrian-over 155 Linear Miles of Sidewalk Rail-Studying Passenger Rail Service

16 Section 2 Sustainability Assessment: The Foundation 3% 14% City of Asheville FY 2008 Fleet 0% 3% 10% 24% Normal Use Police Vehicles Light Vehicles (excluding cars), < 15,000 GVW Medium Vehicles, 15,000-32,000 GVW Heavy Vehicles, > 32,000 GVW 46% Buses ATS Fleet

17 ALL VEHICLES VEHICLE CLASSIFICATION Total No. of Vehicles Average Age (years) Average mpg Normal Use Police Vehicles Light Vehicles (excluding cars), < 15,000 Gross Vehicle Weight (GVW) Medium Vehicles, 15,000-32,000 GVW Heavy Vehicles, > 32,000 GVW Buses ATS Fleet TOTAL

18 Section 2 Sustainability Assessment: The Foundation In 2007, the City of Asheville s fleet and employees work commute accounted for nearly 31% of the total GHG emissions by City government activities 70% of the Fleet uses Gasoline 25% of the Fleet uses Diesel 5% Remaining includes Hybrids, Electric, Kerosene, and CNG Photo Credit Mark Combs

19 Section 2 Sustainability Assessment: The Foundation Asheville Commuter Survey Over 85% Commute < 25 miles/day Nearly 50% Work 9 to 5 65% use Private Vehicle and 30% use City Vehicle for Commute (3 or more days/week) Less than 1% Commuters use ATF Vehicles 5% Utilize an Alternative Mode of Transportation

20 Section 2 Sustainability Assessment: The Foundation Transportation Demand Management Emergency Ride Home Flexible Work Schedule PassPort Marketing and Education Share the Ride Free Transit Promotion

21 Section 2 Sustainability Assessment: The Foundation Transportation System Management Traffic Calming Green Transit CNG Fueling Station

22 Section 3 Opportunities: A Sustainable Future Opportunities for Innovation, Tools & Best Practices in Transportation Reducing Vehicle Miles Traveled Reducing Fuel Consumption by City Fleet Increase Transit Ridership Secure Funding Photo Credit Mark Combs

23 Section 3 Opportunities: A Sustainable Future Reducing Vehicle Miles Traveled Average Employee Commute is 13 miles 81% of Responses Stated a Willingness to Try Alternative Forms of Transportation to Work: City Provided Shuttle (26%), Carpool/Vanpool (23%), Park and Ride Shuttle (18%), Bus (17%), Bike/Walk (17%) If one individual chooses an alternative travel mode 3 or more days per week for a year, nearly ½ a ton of GHG emissions are saved.

24 Incentive(s) to Persuade Change of Mode of Travel: Total No. of Incentives Employees Access to vehicles at work 276 More convenient bus service 197 More flexible work hours 166 Free taxi ride home in case of an emergency 140 Help finding someone to carpool/ vanpool with 134 Available bus, bicycle and park and ride information 90 Free bus passes provided by your employer 88 No incentive 172

25 Section 3 Opportunities: A Sustainable Future Miles Reduction Policy Recommendations Marketing Campaign Car/Vanpool Program Enhancement Expand Flex-Time Program Parking Cash-Out Program Support Bike/Greenways Approximately 18% of all survey responses displayed an unawareness of existing alternative transportation incentive programs.

26 Section 3 Opportunities: A Sustainable Future Reducing Fuel Consumption by City Fleet Vehicle Reduction Purchase of Hybrid and CNG Powered Vehicles Fleet Size, Fuel Type, and Efficiency are Critical Factors

27 Section 3 Opportunities: A Sustainable Future Reducing Fuel Consumption Policy Recommendations Downsize Fleet Vehicle Pool Idle Reduction Program Virtual Meetings Alternative Fuel Usage Source: City of Richmond, B.C.

28 Section 3 Opportunities: A Sustainable Future Increase Transit Ridership Policy Recommendations Expand Transit Service Park and Ride Lots Downtown Shuttle Service Approximately 48% of survey respondents would be willing to try a shuttle service.

29 Section 3 Opportunities: A Sustainable Future Secure Appropriate Funding Federal FHWA FTA State Highway Safety Program Public Transportation Grants

30 Section 4 Next Steps: Moving Forward Rating and ranking scheme helps to identify short-, mid- and long-term opportunities. Tools and templates have been developed for: Implementation plan for specific opportunity Monitoring progression of multiple opportunities Measuring performance towards goals Communication and reporting protocols are being developed

31 DS1 RETURN INVESTMENT - $65,492 avoided spending - 867,380 kwh reduced MTCO2e reduced - 6.3% usage reduction - $10,000 annual budget - Automatic computer shutdown - 4/10 work schedule - Staff conservation efforts

32 Slide 31 DS1 This could include data on last year's investments in your programs and the associated energy savings to underscore the single bottom line for the financial bottom line managers in the room. My last slide talks about organizing potential projects in myriad ways. It would be good to make the point about low-hanging, low- or no-capital invstment opportunities. David Spector, 8/16/2009

33 Questions? Rebecca Jablon, AICP, LEED AP Photo Credit Mark Combs