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04-27-2023 PRF Packet
PARKS AND RECREATION AND FORESTRY COMMISSION 6:30 P.M. APRIL 27, 2023 I MOUNDS VIEW CITY HALL MEETING AGENDA MOUNDS VIEW 1. CALL TO ORDER 2. ROLL CALL: Commissioners: *Anderson, Arel, Lillemo, Lundberg, Mills, Palm, Wake Wiesner Staff: Peterson Thomas City Council: Acting Mayor Meehlhause, Council Members, Gunn, Lindstrom, *Cermack Staff: City administrator Zikmund, *to be absent 3. APPROVAL OF AGENDA 4. APPROVAL OF MINUTES March 24, 2022 5. PUBLIC INPUT Citizens may speak to issues not on tonight's agenda. Before speaking, please give your full name and address. Please limit your comments to three minutes. 6. NEW BUSINESS A. Parks Master Plan B. Community Center Expansion C. Sustainability —Adding duties to the Commission D. Sidewalk and Trial Master Plan E. Park Tours — May 25, at time —(TBD) 7. UNFINISHED BUSINESS 8. COMMISSIONER REPORTS 9. REQUESTS FOR FUTURE AGENDA ITEMS / OTHER BUSINESS 10. Next Regular Commission Meeting: May 25, 2023 (time - TBD) 11. ADJOURNMENT PARKS AND RECREATION AND FORESTRY COMMISSION 6:30 P.M. I MARCH 23, 2023 I MOUNDS VIEW CITY HALL MEETING MINUTES MOUNDS VIEW 1. CALL TO ORDER at 6:30 PM 2. ROLL CALL: Commissioners: Anderson, Arel, Mills, Palm, Wake Wiesner *Lillemo, *Lundberg, *absent Staff: Peterson Thomas 3. APPROVAL OF AGENDA: Motion to approve by Palm, 2nd by Mills. Motion Passed 5-0 4. APPROVAL OF MINUTES January 27, 2022: Motion to approve by Wake Wiesner, 2nd by Mills. Motion Passed 5-0 5. PUBLIC INPUT Citizens may speak to issues not on tonight's agenda. Before speaking, please give your full name and address. Please limit your comments to three minutes. NO RESIDENTS PRESENT 6. SPECIAL BUSINESS A. Al Stauffacher— Sports Marketing Director - Twin Cities Gate Way-shared the need for indoor facilities for tournaments and sporting events, possibly at MVCC with expansion. 7. STAFF REPORTS A. Parks and Recreation -Andy: See attached report. Open positions at front desk, Facilities Coordinator, Facilities Maintenance, and Seasonal Summer positions. Ice skating was impacted by weather, but lots of skaters with 687 total users. Usage numbers have increased except park building rentals are down by 10. We need to try to get MV residents for photos in the Park and Rec Program Guide. B. Public Works — Don: See attached report. Drudging at Woodcrest Park. 8. NEW BUSINESS A. Disc Golf Tournament — Silver View Park — Chris Brewer, 6361 Quincy St., Fridley. "Silverview Smash" tournament for approximately 50 junior and beginning to intermediate level adult players. Could add 2-4 temporary baskets for additional holes for a tournament. Would it need additional clearing of the fairway? Probably not. Would it cause damage to high value trees? Staff would have to check. What other amenities would it need? Renting the Park building would be optional depending on cost. Length of tournament is about 4 hours, but would need additional time for set up and take down, so likely all day. Fee about $20-25 per participant. Tournament would involve renting the course, so it may involve either letting people play through, or denying them. Signage would be put up ahead of time to let visitors know. Could coordinate at the same time as Festival in the Park, and would use the shuttle service, but temporarily holes would need to be out by 3:00 so there is time for setting up the fireworks. Motion by Palm, 2nd by Wake Wiesner to allow the coordination of the "Silverview Smash" disc golf tournament, adding 2-4 temporary holes dependent on location, with a fee of$100 for a one-day event at Silverview Park this summer. Motion Passed 5-0. Direct Staff to investigate the cost of a disc golf course rental. B. Coach of the Year—Andy Thomas- 6 nominees were brought forward. Motion by Mills, 2nd by Arel to put forth coaches 2 and 3 as the MV Coaches of the Year in honor of Patrick "Homer" Holmes, volunteer coach and MV resident who died in the 35W Bridge Collapse. Motion Passed 5-0. C. Capital Improvements to all Parks — Long Rang Plan — Don Peterson- What amenities would the Commission like to see at the parks in the future? Think of things that would be ADA compliant and support the cultural diversity in our city. Let's think out of the box! Ideas: Nature play, book trails, gaga ball, Yelp, ninja warrior course 9. UNFINISHED BUSINESS A. None 10. COMMISSIONER REPORTS: Memorial tribute park has met twice and is narrowing down locations and designs. Meeting again in early April. 11. REQUESTS FOR FUTURE AGENDA ITEMS / OTHER BUSINESS Park video May park tour See if the purple dinosaur can fit back at Hodges Park. Perhaps make it stationary for pictures at Hodges Park (Dinosaur Don), or be installed at another park such as Woodcrest. 12. ADJOURNMENT: Motion to adjourn at 8:03 PM by Palm, 2nd by Arel. Motion passed 5-0. Next Regular Commission Meeting: April 27, 2023 PARKS AND RECREATION AND FORESTRY COMMISSION 6:30 P.M. I MARCH 23, 2023 I MOUNDS VIEW CITY HALL MEETING MINUTES MOUNDS tIt—W 1. CALL TO ORDER at 6:30 PM 2. ROLL CALL: Commissioners: Anderson, Arel, Mills, Palm, Wake Wiesner *Lillemo, *Lundberg, *absent Staff: Peterson I Thomas 3. APPROVAL OF AGENDA: Motion to approve by Palm, 2nd by Mills. Motion Passed 5-0 4. APPROVAL OF MINUTES January 27, 2022: Motion to approve by Wake Wiesner, 2nd by Mills. Motion Passed 5-0 5. PUBLIC INPUT Citizens may speak to issues not on tonight's agenda. Before speaking, please give your full name and address. Please limit your comments to three minutes. NO RESIDENTS PRESENT 6. SPECIAL BUSINESS A. Al Stauffacher– Sports Marketing Director- Twin Cities Gate Way-shared the need for indoor facilities for tournaments and sporting events, possibly at MVCC with expansion. 7. STAFF REPORTS A. Parks and Recreation -Andy: See attached report. Open positions at front desk, Facilities Coordinator, Facilities Maintenance, and Seasonal Summer positions. Ice skating was impacted by weather, but lots of skaters with 687 total users. Usage numbers have increased except park building rentals are down by 10. We need to try to get MV residents for photos in the Park and Rec Program Guide. B. Public Works – Don: See attached report. Drudging at Woodcrest Park. 8. NEW BUSINESS A. Disc Golf Tournament – Silver View Park – Chris Brewer, 6361 Quincy St., Fridley. "Silverview Smash" tournament for approximately 50 junior and beginning to intermediate level adult players. Could add 2-4 temporary baskets for additional holes for a tournament. Would it need additional clearing of the fairway? Probably not. Would it cause damage to high value trees? Staff would have to check. What other amenities would it need? Renting the Park building would be optional depending on cost. Length of tournament is about 4 hours, but would need additional time for set up and take down, so likely all day. Fee about $20-25 per participant. Tournament would involve renting the course, so it may involve either letting people play through, or denying them. Signage would be put up ahead of time to let visitors know. Could coordinate at the same time as Festival in the Park, and would use the shuttle service, but temporarily holes would need to be out by 3:00 so there is time for setting up the fireworks. Motion by Palm, 2nd by Wake Wiesner to allow the coordination of the "Silverview Smash" disc golf tournament, adding 2-4 temporary holes dependent on location, with a fee of$100 for a one-day event at Silverview Park this summer. Motion Passed 5-0. Direct Staff to investigate the cost of a disc golf course rental. B. Coach of the Year–Andy Thomas- 6 nominees were brought forward. Motion by Mills, 2nd by Arel to put forth coaches 2 and 3 as the MV Coaches of the Year in honor of Patrick "Homer" Holmes, volunteer coach and MV resident who died in the 35W Bridge Collapse. Motion Passed 5-0. C. Capital Improvements to all Parks— Long Rang Plan — Don Peterson- What amenities would the Commission like to see at the parks in the future? Think of things that would be ADA compliant and support the cultural diversity in our city. Let's think out of the box! Ideas: Nature play, book trails, gaga ball, Yelp, ninja warrior course 9. UNFINISHED BUSINESS A. None 10. COMMISSIONER REPORTS: Memorial tribute park has met twice and is narrowing down locations and designs. Meeting again in early April. 11. REQUESTS FOR FUTURE AGENDA ITEMS / OTHER BUSINESS Park video May park tour See if the purple dinosaur can fit back at Hodges Park. Perhaps make it stationary for pictures at Hodges Park (Dinosaur Don), or be installed at another park such as Woodcrest. 12. ADJOURNMENT: Motion to adjourn at 8:03 PM by Palm, 2nd by Arel. Motion passed 5-0. Next Regular Commission Meeting: April 27, 2023 wsb ' Park System Planning Introduction Meeting Attendees: Don Peterson, Mounds View Jason Amberg, WSB Jeff Feulner, WSB Date: April 14, 2023 Re: Mounds View Park System Planning Needs 1. Budget Parameters a. b. 2 2. Who will be on the selection committee? ° a. b. z 3. Public engagement: We'd like to get your thoughts about this topic as public engagement () can be delivered within a wide range of extents. 0 a. b. 4. Do you have maps of existing parks and trails available? a. b. 5. Will building evaluations needed for the study? (internal audits of compliance or expansion of buildings, etc), or is focus more on overall park improvements a. 2 b. 6. Is there a desire to develop a conceptual site plan for each park? (some clients want to a focus on a couple of key parks that are known to require more substantial w redevelopment) a. 7. Beyond serving as a guide for future improvements, what are some of the primary ways the City expects utilize the plan? a. CIP budgeting b. Grant funding applications c. Coordination /sharing of resources with adjacent communities, school district, or potential partners 8. Who handles programming of existing recreation programs? a. City staff?, or athletic associations? 9. Desired timeline? w x 0 G:\.Clients All\Mounds View\Proposals\2023 Park System Planning\Mounds View-questions.docx April 27,2023 sb Mr.Don Peterson Director of Public Works/ Parks and Recreation 2401 Mounds View Boulevard Mounds View, MN 55112 Re: Proposal for Consultant Services for a Parks Master Plan for the City of Mounds View Dear Don, On behalf of WSB,thank you for the opportunity to submit our recommendations foryour upcoming pportunit cn park system plan. Based on our conversations with you about the project,we have assembled a team and scope that aligns with your expectations and goals. 0 This master planning process will guide the future development and redevelopment of the park and trail system. As with any large-scale planning effort,community and stakeholder engagement will be critical to understanding the community's desires related to program and project priorities.This will help staff make wise decisions based on how the community and policymakers collectively view the priorities to be implemented based on available fiscal resources. 0 Our team recognizes and shares your passion for parks and recreation and the value it provides COv communities. Our past system plans have been highly regarded by our clients as both visionary and realistic given the budget constraints faced today by many municipalities. Many of our past system plans have proven useful in successful bond referendums,tax levies,and/or grant funding to implement the vision established in the plan. co We are confident that our experience and expertise will enable us to deliver a comprehensive and effective park system plan.Once again, we'd like to thank you for the opportunity to submit our qualifications for this effort. Please contact me at 612.328.6682 or jfeulner@wsbeng.com with any cr; questions about our qualifications or availability. 0 a Sincerely, WSB Jeff Feulner, PLA Jason Amberg, PLA, ASLA 0 Sr. Project Manager Principal cn w > z w x 0 Firm Overview 1 • - • - • Ju l Forge ahead. WSB is a design and consulting firm specializing in engineering, community planning, environmental, and construction services. Together, our staff improves the way people engage with communities, transportation, infrastructure, energy and our environment. We offer services that seamlessly integrate planning, design and implementation. We share a vision to connect your dreams for tomorrow to the needs of today— the future is ours for the making. 650+ 30+ 15 5 STAFF SERVICE AREAS OFFICES STATES Alternative Project Delivery I Biogas I Bridges & Structures I City Engineering I Community Planning Constructability Review I Construction Materials Testing &Special Inspection I Contractor Modeling I Drinking Water I Economic Development I Environmental Compliance I Geohazard Risk Management I Geospatial Geotechnical Engineering 1 GIS Services Grants & Funding I Health & Safety Compliance I Intelligent Transportation Systems I Investigation & Remediation I Land Development I Landscape Architecture I Managed Services I Natural Resources I Pavement Management I Pipeline I Project Management & Construction Administration Public Engagement I Public Works Management I Right of Way I Roadway Design j Smart Cities I Solar I Survey Sustainability I Technology Solutions I Traffic Engineering I Transit Planning I Transportation Planning Urban Design I Vibration Monitoring I Visualizations I Water Resources I Water Reuse I Wind Firm Overview 1 a Work P The following detailed work plan provides comprehensive services to create a comprehensive Park and Trail System plan for the City of Mounds View. If, however,the city is interested in more,or less, involvement by our team,we are flexible with scope of services and related fees to best align with the City's needs and budget expectations. Y �. '� ,,, , . • .....- „..... ,...;.•„,..kt• . .,aliii,..,_,:,....,...... ......, , , .... ‘ i . ,.. . 4 - ,T,,, ..,.:,„.., 10 , ... . . .) . y'1'�fl j ,.. . . I -6.1zi i 4 THE FOLLOWING OUTLINES OUR APPROACH TO THIS PROJECT. DATA COLLECTION ], 1 1 Data Collection The WSB design team will review past documents and relevant data from the city to aid in the planning process,which includes, but is not limited to,the following: • Prior planning documents,efforts,and outcomes • Staffing,operations,and maintenance data • Existing programming of the park system • Park policies and guidelines WSB will also set up base maps for each of the parks using existing aerials, parcel information,and generally available topography information,such as lidar,suitable e;" for high-level evaluation and planning efforts.This ,. :: _-- does not include the preparation of site topographical ,* . surveys of each park. `k i A Proposal for Parks Master Plan for the City of Mounds View Work Plan 2 • \ �� 3 _yam •i i -- \ j r 4 1 r Y - a .+':. lk:;.':' :..i^:::c'.'','''-i:':, -''.'. '''' '''.^' k k 111 I _,,,,,,....,,,.,,.;... -,,,,,,,,_..„,..,., ,„.., „:,-„,.4.1 „,,„,...,,,v,, ,,,,,,,..,,,,,, ,, .. Needs Analysis The needs analysis will provide the park system's current level of service and project the future service levels based on demographic and market trends.The needs analysis is unique to each community, but there are published benchmarks a community can use for a comparative analysis.The quantitative review is paired with community and stakeholder input to bring clarity to Mounds View's distinct features and recreational opportunities. The following identifies the evaluations that will be undertaken as part of the needs analysis: • Demographic analysisiimit ,ESTRY 4 zsr ........ - • Park inventory&classifications p--- _ •r_ _ �� _ CW) �• .1,02 31214 30% • Amenity distribution&barriers .�� 1"` 1 rrrn 111 r i 1 I 1 • Park site evaluations 1'1 11 11 I I I I I I I l .. ._ .: .11111111 ; .. • Level of service analysis �� _ +``� ~�` __ - , CP •-- •-• -• • Trail gap analysis -- . •— — . 111 ,gip �• �3 • Recreation trends analysis ON THE FOLLOWING PAGES ARE THE ANTICIPATED ENGAGEMENT ACTIVITIES THAT WILL INFORM THE PROJECT TEAM AND DEMONSTRATE TO INTERNAL AND EXTERNAL STAKEHOLDERS HOW PUBLIC INPUT AND FEEDBACK FACTORED INTO THE MOUNDS VIEW PARK MASTER PLAN. A Proposal for Parks Master Plan for the City of Mounds View Work Plan 3 L 464•041 ! 4 4 ,., elf"--.- - %y I ) COMMUNITY I ENGAGEMENT Community Engagement The WSB team recognizes the vital role that community engagement will play in establishing the future vision for parks in the City of Mounds View. We offer a dedicated team of community engagement experts to assist with engagement and strategic communications needs across the project timeline.The community engagement team will work to gather feedback and information related to park services, park uses,and preferences. 9 INTERACTIVE STAKEHOLDER / D WO PROJECT WEBSITE III FOCUS GROUPS —LL The use of an interactive project website with a mapping tool is an excellent way to engage community members in a virtual The WSB Team will work with City staff to facilitate small- group meetings with identified key leaders and stakeholder dialogue. The interactive map allows people to add ideas, comments, and feedback on a map of the project area. The representatives to discuss opportunities and ideas associated project website can also host an online survey. This survey will with the overall park system and process. be used to collect ideas and inform the master park planning Groups may include, but not be limited to, city staff, athletic process.These surveys will allow residents to participate in the groups, seniors, realtors, school district,or others as identified process on their own time. in the stakeholder identification process. 064,\ * 7 > t PUBLIC OPEN - . (fifil 1 . .. •�: HOUSE MEETINGS 3 _(. �' house meetings are still a great opportunity for the ,—. ...„,. general public to provide feedback to shape the master plan 4irprocess.Public open house meetings could be held throughout Ti the planning process and cover the following three event topics: " -.,_ 1.Project Visioning/Brainstorming 2.Planning&Design Review&Feedback 3.Draft Plan Review A Proposal for Parks Master Plan for the City of Mounds View Work Plan 4 • • • __ ._..-_-_ • �*`' - a -tb. 1� _ _.... _ __. • y♦ _.... .ate. MASTER PLAN Park and Trail System Master Plan The system plan will be created on the premise of being responsive to the needs and desires of the community set forth by a shared project vision. Balanced development will be highly important to have an equitable system meeting varying needs and abilities for a broader range of demographics. PARK AND TRAIL PLAN ; m f.> ,,® N A;&, The needs analysis and community engagement will inform the WSB will develop a strategic approach to implementation to development of recommendations to right-size the service level guide the development,redevelopment,and improvements that of the parks.By creating a diverse,flexible system,communities will have the greatest positive impact on the community and can respond to changing trends and transitioning the design foster support for subsequent improvements. of the system to be more complementary, rather than over- With our expertise in construction, we can identify the best duplicating amenities.WSB will also develop recommendations methods to reduce overall operation and maintenance costs for trail infrastructure improvements for local and regional while increasing the lifespan of the built features. We will connectivity as well as safety across the system. collaborate with the city to determine future staffing and organization structure goals as parks are improved, or new parks are added, to ensure the system is maintained to the proper level of service. 4 y i WSB will work with City staff to prepare a Capital Improvement • `= Plan (CIP)for park and trail improvements that will guide long- term investment and rehabilitations in the park and trail system based on the implementation strategy. A Proposal for Parks Master Plan for the City of Mounds View Work Plan 5 MASTER PLAN DOCUMENTATION ""U on completion of the planning process,the WSB design team x ' -- -' ....t-_, will assemble a draft planning document that will include the rte • ,5*„: E planning process,findings,and recommendations. --- The Plan will include: WILLIAMS COUNTY PARKS • Project vision,goals,and • Needs assessment PARK SYSTEM N objectives • Park system plan • Data collection findings • Trail system plan „,•.,M,. • Inventory and analysis • Implementation plan •�•-�•�-�. findings • Capital Improvement Plant = • Community engagement • ' Nom ,,, -.„- , ondin Corres p 9 Plans, a. I :- findings graphics,and illustrations ! =W` The draft plan will go through a series of reviews for comment and feedback. WSB .I design team will undertake revisions to the master plan document to create the final - - -=. plan for approval and adoption. Wit: ai . *• _ .tf ap r . . ., -. i . '01` A4 -> ��a s ....7A-1..„ ;if .,...... ., ___.„____. _ _ ._ . „.. 4:,,--,,, ':-.,_::7 ,-.--w---- lib' : --1,1 - • t - ,i RENDERED CONCEPT PLANS o o This service includes a rendered site plan of each selected -,j park site, chosen during the planning process. The rendering o all IIvro•wm could be used to apply for grants or gain public support for —' •.., - 'i s, �$ improvements. The plan will be provided to the city for initial • 1 -` review and comment,then revised and included in the final Park "` System Master Plan. -_- IIBTN AVF NE I A Proposal for Parks Master Plan for the City of Mounds View Work Plan 6 • V , ,t �-- ,�: t k fJ = f.,....‘ • • y' ,3,. Williams County, ND ONLINE SURVEYS Williams_ ND kuVe.van[your input!He,p us iTape:rte future c:the outs manages by the Williams jaunty Park do.rd&°arks Departmens. Depending on the community,surveys are a great way to quickly at < tit i,a,.:Pvr;'.ar'er°a' and effectively reach out to a larger group of the population to Williams gain responses to a specific topic or gain insight on a larger more generalized topic.There are several great platforms for soliciting g' Master P1an surveys online to gain further input from the public.This service o i.ei•rt of a:Er would include the preparation of questions, facilitating the PARKS. Survey online survey,and re-capping the data in summary form for the PLAN , .l --,., •'t.` 4ck_ City of Mounds View. Ell 0_ 1-Shares 72;_ire ' Comment G>S•i.are 0 :.,—,s:0711*erc_. 'ei -_I MOUE' REJ JR MART N LUTHFR K.N: ;R PROY ECTO DCl TALLER Da REVISION D©6 1 P - RQL1 - DISENO LANGUAGE TRANSLATION SERVICES Pecks deIl.munkinObi=$d eavisrr<do2013 Residents with limited proficiency are often not aware of Nim 430 pm r=- . 11000r: a traditional public involvement process and many times }, . ".-- are excluded from participation due to the lack of effective Por favor,unase a nos: _ N r , = comunifaria sobre el nu ' 7' communication. WSB has a network of translators and King,Jr.Los miembros d.n osv. _ i -� ."'v" • y comentar sobre Ios di '^ ., interpreters that can be utilized as an additional service to #2 de forma fibre con - -^,,,, >� T I +• participar,iia:ninosto lees.s. _'r _ translate key project documents, surveys,and meeting notices A diseno o en un program !i"wrsf-- sobreelproyecto,par fa: and schedule translation services at community meetings, if eumeefproimts (���� iTambien se necesitan d', "` ni„._,)YG RO rD requested by the City. hater donaciones a tray: —7----4 e PR 0 ,ECT iLe demos las groan a f ' 'Y"J �s PLEASE JOIN US Tuesday,:Wy30N. h.,.630-130 y.N x,.r....io,id w«= mg - .' (ton and r+.o.i..,N,wnnws.I,Pd,In 7 somorNI ages.Pb asosne 3.n.es. ow oft etormv,o do-as deg role sN.O0M.�M ow first 4p,o.vvrtls desgnirq ill'Nona piggwrd.r.. Cn.,nemar.,g.ra.enl...tan ,., 1h/wpm...40.5.5,., n4 Hof Too31.e WN:n,w.I.dmnM0,ti A Proposal for Parks Master Plan for the City of Mounds View Work Plan 7 S ER\IMES PROVIDED • • Z O r f • O O Z w 0 • YEAR ar w F N Z PROiFCT CLIENT STARTED - p z Z z z ? p w w Z w r 0 0 Z Z U X w 0 COMPLETED z O 2 j g z �- ¢ $ �++ p a a s W - N - LL w U a z w , , w Y ¢ Z w z "J r U'- Z to w N O 1- z z n. ¢ O' o O w l z u�'i ¢ c r U w _ ¢ a U a m a p _ O ¢ w O a PARK SYSTEM MASTER PLAN CIRCLE PINES, MN 2022 ' 2023 • • • • PARK SYSTEM FRIDLEY, MN 2021 2022 • • • • • IMPLEMENTATION PLAN COUNTY PARK SYSTEM PLAN WILLIAMS COUNTY, ND 2021 2022 5 • • • PARK SYSTEM PLAN WYOMING, MN 2021 2022 0 • • • I • PARK SYSTEM PLAN I NORTH ST. PAUL 2021 2021 0 • • • I i PARK &TRAIL SYSTEM STUDY SPRING LAKE PARK, MN 2021 2021 • • • • PARK SYSTEM MASTER PLAN LE SUEUR, MN 2019 2020 0 • • • PARKS, OPEN SPACE & TRAIL SYSTEM PLAN LINO LAKES, MN 2020 2020 5 • • • • PARK &TRAIL SYSTEM PLAN OWATONNA, MN 2019 2020 • 5 I I♦ v PARK SYSTEM PLAN i BLAINE, MN 2018 2019 • • • • • COMPREHENSIVE PARKS& RECREATION PLAN NEW BRIGHTON, MN 2018 2019 • • • • • • • PARK & TRAIL SYSTEM PLAN l PRIOR LAKE, MN 2018 2019 • • • • COUNTY PARK& RECREATION HUBBARD COUNTY, MN 2017 2018 • • • • PLAN PARKS, OPEN SPACE, &TRAIL SYSTEM PLAN CRYSTAL, MN 2016 2017 • 5 • • • PARKS&TRAILS SYSTEM PLAN FALCON HEIGHTS, MN 2014 2015 • • • • PARK, OPEN SPACE, &TRAIL SYSTEM PLAN COON RAPIDS, MN 2012 2013 V • • • • • • PARKS,OPEN SPACE, &TRAIL BEMIDJI, MN 2009 2010 • • • • • • • SYSTEM PLAN PARKS, OPEN SPACE & TRAIL SYSTEM PLAN UPDATE HASTINGS, MN 2009 2009 0 5 • I REGIONAL PARKS, TRAILS, & OPEN SPACE SYSTEM PLAN CARVER COUNTY, MN 2007 2008 • • I • • PARKS, OPEN SPACE AND TRAIL SYSTEM PLAN NORTHFIELD, MN 2007 2008 4 4 • • PARKS, OPEN SPACE & TRAIL • SYSTEM PLAN ROGERS, MN 2006 2007 • • • I • NORTHWEST AREA PARK INVER GROVE SYSTEM PLANNING HEIGHTS, MN 2005 2006 • • • • PARK& TRAIL SYSTEM STUDY OAK GROVE, MN 2005 2006 1 • • • ATHLETIC FIELD DEMAND & COON RAPIDS, MN 2005 2005 4 I 41 • • • • SUPPLY STUDY COMPREHENSIVE PARKS AND RECREATION PLAN WAUKEE, IA 2010 2011 5 • • 1 5 * COMPLETED BY WSB STAFF WHILE EMPLOYED AT DIFFERENT FIRM A Proposal for Parks Master Plan for the City of Mounds View Project Experience 8 T - -- 1 ISE'I R FEREBS TOURN. MECH. &8 SF LOCKED 6 SF• ? PATIO 402 SF R — CHANGING RR . / %C.f RR E �r _—� I TODDLER TRANS. RISE ELECT. 2677 SF .--,1 RRA 608 SF 564 SF 896 SF /\ j INFANT CRIB , ?t - ". .j I L.1 HALL —71- 565 SF DATA +.Ua 3 RR STOR. �' 300 SF • t.uu.L1Ult, HALL ELECT. HALL I wRR STOR. ,a If I I J.C.VEST. STORAGE OFFICE PRESCHOOL STOR. EVENT -'.> 236 SF .a CENTER 221 SF 883 SF J J CONF. VEST. 11 LOBBY, 5267 SF 260 SF I !— SRR HALL STAFF ` PRESCHOOL ii UTILITIES 1 883 SF WOK \ TOR ,' i GYMNASIUM JC li Jt. .4, LOBBYi , 9109 SF HLL RR IXA9I HALL 4846 SF . .IC BRIDE BRIDE _-_.. -1 r -I I- I OMEN MEN STOR. PRESCHOOL 112 SF 1 SF 553 SF CONF. CONF. I I i 858 SF L jl 1- 1RRL °RR ` 230 SF C 254 SF VIEWING ` F �. KITCHEN HALL r KITCHEN CONF. HALL 2575 S F - r-—.4 +-—H r 444 SF RR`�`• : �iSTOR. -- 331 331 SF 218 SF L ff :0:1 L - RiECEPTII N — ce,. VEST. . `' SEATING STOR. STOR. STOR.T'% • 119S-I ,� OUINCY 1 J L HOUSE 1239 SF — GYMNASIUM STUDIO STUDIO STUDIO CONF. 961 SF 315 SF 325 SF 311 SF ' 507 SF - •RTr ON s IONS 32595 SF ' CONF. _1 _ .__.._, MEN WOMEN BREAK ... .._... -.... - -_.:L. 281 SF CONF. 1 152' 1 VEST. 257 SF 'I STOR. I 1---_, I � RR : Department Legend JDFF. LOBBY I_ ocKE R 130SF 'WORK 931 SF 744 F III � CIRCULATION ( OPEN OFF. �� I r r If R, ' EXISTING (NO WORK) 416 SF 1 - � OFF. OFF. 'I' OFF. \ I - I EXISTING -FINISH UPDATES 1 II �130SF 130 SF 130 SF VEST I I 1 TOURN.OFF. H--I +-- RENOVATE EXISTINGit I ' J.cd 253 sF ALL RF#ST GYM/STUDIO/SENIORS/WEIGHTS HR- i I r 1I tl OFFICE _ J L J L I SUPPORT STUDIO J 888 SF 1st Floor Addition: 50,638 sf L ; 2nd Floor Addition: 20,240 sf II Existing Building: 42,005 sf SENIORS E �� J Total Square Footage: 112,883 sf ISTOR ELECT. STOR. 822 SF 03 SP 173 SF 1374 SF First Floor Proposed Floor Plan 12 Mounds View Community Center P0.1 - January 25,2023 �� Preliminary-Nottor construction KODET ARCHITECTURAL GROUP www.kodet.com 0 Nodal Architectural Group.Ltd.2023 STUDIO STUDIO 919 SF 964 SF /11oR a "Ij TOF�. OR VI' HALL €€€€ TO EXIST. OPEN ROOF TO BELOW OPEN SEATING TO 2368 SF BELOW STAIR 8 STUDIO 900 SF WEIGHT TOR IC — _ ROOF ROOMr. HALL 1694 SFLMI RR RR RR I. RR ROOF PLAY SPACE 2957 SF TRACK 6367 SF ROOF Second Floor Proposed Floor Plan 13 Mounds View Community Center P0.2 January 25,2023 /�— Preliminary-Not for Construction KODET ARCHITECTURAL GROUP www.kodet.com K000t Architectural Group.Lid 2023 r • Item No: 5C Meeting Date: September 13 MOUNDSVIEW Type of Business: Consent Business Administrator Review: City of Mounds View Staff Report To: Honorable Mayor and City Council From: Nyle Zikmund, City Administrator/Don Peterson — Public Works, Park/Rec/Forestry Director Item Title/Subject: Resolution 9470 Establishment of Sustainability Commission Introduction: As part of the Green Step Cities Process, a sustainability committee was explored via a combination of staff and selected residents. That group met three times with different speakers and then twice more. Upon conclusion, the group presented their findings to the June 7, 2021, Council Work Session. The Council requested Staff to bring back recommendations on what the group would have oversight on along with committee make up/selection criteria. There was council consensus that the committee focus should be limited to environmental sustainability issues. To refresh; 1. Organize community events — One Off projects 2. Provide Ideas 3. Council can use commission to bounce ideas off of. 4. Support of Green Corps 5. Review and Monitor Green Steps 6. Write a sustainability plan 7. Identify, advocate for and help maintain Green Space 8. Spring and Fall Clean Up 9. Arbor Day/Earth Day (Staff and PRF Commission already do) 10.Refuse and Recycling 11.Provides network/conduit for other non-profits, city programs, and community members to give back to their community. 12.Provide feedback on future development sites and impacts on open/green space and wetlands. a. May result in conflict with P & Z and/or delays in processing applications. 13.Look at establishing conservation easements or selecting sites as conservation preserves. 14.Review projects for impacts to the storm water system 15.Make recommendations on ordinance changes as it relates to Environmental — (phosphate free fertilizer etc...), Pollinator Friendly. 16.Review/familiarize themselves with the MS4 permit. If this group in focused on the Environmental this may be a good have a group understand the regulations and be the cheerleader for the City. 17.Review residents request to remove rain gardens, make the determination and make a recommendation to the Council for or not to remove (would set criteria needed in order for the removal). Discussion: The council has discussed this multiple times (more than 3) and at their September 7, 2021 workshop unanimously consented to moving forward with the creation and establishment of a Sustainability Commission consisting of 5 to 9 members and targeting January 1, 2022 as a start date. Strategic Plan: This action aligns with the strategic goals of maintain good infrastructure and being a progressive city that is welcoming and desirable destination where residents can work, live and play. Recommendation: Approve resolution 9470 to create a Sustainability Commission. Respectfully Submitted, Nyle Zikmund, City Administrator Don Peterson, Public Works — Park/Rec/Forestry Director it, .„„.,ii ri <,,,,t014‘. '•''''''r'llia .,..'..:.'''. '' 1 "':'...-' t -K. ';' i: ', 1 1 I- I t ' , i ' 1 1 i I I r'''' ' .1 4 i ', I 1 ',"1. I / ...- 1 i i . „.... . ..., • .. . . . . ,....--„i - . I . 1 i ! i ! . , 1 ,-' ----- L --. •,, . ,. 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N't '''''''-:, ..,....., .,...2,-'1,2,,,, '''^-1 4 -.,.. . , ----. - ,.....,, -...„..4 ,r-,.....-;, ....-. ,.. , -..--. ._ .,.. ..-.=--..- ,,-... , c-t,-, ,--,,, At . V-- gi „...• , ,,,,••-,,,. - '.... 1,.....- --_,p5-* „--", I ,;-=';* i - I. ....,-,. , . ..--- I 1. *'{ - •(-k. "\-,.,-..,,,., . 4 .;,''' -..•-• 7- 'It --:'•;-., -,-,z,.•„.... ''',Ar.„---, -s, A COMPREHENSIVE GUIDE TO -I ..-.iii i , 1- ,e01-' .,...,- . t . ' t 1: t DEvEHELLPOPCAITSIEUSS ATAINDNABCTuTyNTIEPSLAN • 0 ,/// ,/ , , , • . . . . - „ - _ 1 . el 4tAktiokk .424-,.' ‹.. ,' •IsCsi/E-I . ,. IOLEI-Local Governments ' Governments -\... for Sustainability USA .: for Sustainability , ,..„. ::::::..., The City of New York s Mayors Office ....,"../ ii 1,,,-;,---- _ of Long-Term Planning and Sustainability • --- 0 ...- _.- — __.----- ---..- --. ,..- - _----,..--- ._,....-- ..,-- .-- „f-..::--.„%"----:,-•- ., , ,.. © 2009 ICLEI-Local Governments for Sustainability USA All Rights Reserved !.., ,-, ,,,,,,...,:;.:-.,.J.,.e:-.%..::r.e„',',.•-17,•; ,.:::7:,:- „,,a,...! x,"• '• ,,, i",,,4. .:-,t,'"..^^,-, ...'...,',.,. , , _ -, ' . 4,i- ,,,, -.• Y - talworgistis - -.- . ; t),;,..4 ... . . . . 00' ,, • . •'.. , -......., ...--..'' ACKNOWLEDGEMENTS This toolkit was developed by ICLEI-Local Governments for Sustainability USA in collaboration with the City of New York's Mayor's Office of Long-Term Planning and Sustainability, with generous funding from the New York Community Trust. AUTHORS • Jennifer Ewing, Project Manager, ICLEI USA I C L E I • Don Knapp. Senior Communications Officer, ICLEI USA Local Governments SPECIAL THANKS — for Sustainability • Rohit Aggarwala, Director, City of New York's Mayor's Office of Long-Term Planning and Sustainability • Amy Chester, Chief of Staff for City of New York's • a ii YC Deputy Mayor for Government Affairs (former Senior Policy Advisor, Mayor's Office of Long-Term Planning and Sustainability) • Adam Freed, Deputy Director, City of New York's Mayor's Office of Long-Term Planning and Sustainability • Ariella Rosenberg Maron, Deputy Commissioner for Energy Management at the NYC Department of Citywide Administrative Services (former Deputy Director, Mayor's Office of Long-Term Planning and Sustainability) • Kim Lundgren, Local Climate and Sustainability Consultant (former ICLEI U.S. Services Director) • Annie Strickler, ICLEI USA Communications Director • Mayor Noam Bramsom, New Rochelle , NY • Deborah Newborn, Sustainability Coordinator, New Rochelle , NY • Susanne Torriente, Director, Office of Sustainability. Miami-Dade County , FL • Nichole Hefty, Climate Change Program Coordinator, Miami-Dade County , FL • Amy Knowles, Organizational Development Administrator, Department of Environmental Resources Management, Miami-Dade County , FL • Devesh Nirmul, Program Manager, Miami-Dade County , FL • Susannah Troner, Sustainable Initiatives Coordinator, Miami-Dade County , FL • Chelsea Albucher, Sustainability Coordinator, Newark , NJ ABOUT ICLEI—LOCAL GOVERNMENTS FOR SUSTAINABILITY ICLEI-Local Governments for Sustainability is an international membership association of local govern- ments dedicated to climate protection and sustainability. The organization was established in 1990 with more than 200 local governments from 43 countries and has grown to include more than 1,100 members internationally. ICLEI USA was founded in 1995 with a small group of local government members and has grown to a vibrant network of more than 600 active and engaged members. The mission of ICLEI USA is to build, serve, and support a movement of local governments to advance deep reductions in greenhouse gas emissions and achieve tangible improvements in local sustainability, PART I: PLANNING OVERVIEW 4 1 . Isitroductwr; 1 .1 . Sustainability and Local Governments 5 1.2. What Is Sustainability? 5 1.3. Why Develop a Sustainability Plan? 5 1.4. Relationship to Other ICLEI Tools and Programs 6 1.5, Lessons Learned from NYC 7 2. Scope of a Sustainability Plan 8 2.1. Sustainability Plans vs. Climate Action Plans 8 2.2. Typical Elements of a Sustainability Plan 10 3. Overview of the Five Milestones for Sustainability 11 4. For°mirg; a T.-- am 16 PART 11: HOW TO DEVELOP A SUSTAINABILITY PLAN 21 5. Pre-Milestone Planning: Make Commitment and Organize Team 21 6. Five Milestones for Sustainability 27 6.1. Milestone One: Conduct a Sustainability Assessment 27 6.2. Milestone Two: Establish Sustainability Goals 33 6.3. Milestone Three: Develop a Local Sustainability Plan 37 6,4. Milestone Four: Implement Policies and Measures 43 6.5. Milestone Five: Evaluate Progress and Report Results 44 PART III: PLANNING RESOURCES 7. ICLEI Sustainability Milestone Award Guide 52 8. List of Tools, Templates, Checklists, and Best Practices 54 . ...„... ._..........i.--„57. .:, :. kti_d' _ 5- ,.i7 ..,� ''vee' .Y- g Tsar- xe G _ dt - • .�! o - - � . S - . . ; S"Kr > Alii P „3 9 t -� — ho4W 6 _ Yr PART I: PLANNING OVERVIEW WHAT'S INSIDE THIS TOOLKIT Sustainability is a journey, and ICLEI`s toolkit provides the guidelines and resources for any local gov- ernment to develop a sustainability plan and begin this journey. The toolkit is intended for local govern- ments large and small, including cities, towns, and counties. The primary audience is local government staff responsible for developing and implementing a sustainability plan—typically sustainability coor- dinators or sustainability directors. Other local government staff involved in the planning process will also find the toolkit useful to understand their role in the bigger picture. Community members or elected officials interested in contributing to the development of a local government's sustainability plan are also encouraged to use the toolkit as a resource. Recognizing that local governments around the United States are vastly different, this toolkit presents a straightforward yet'flexible process for developing a sustainability plan. It can be used by any local government regardless of its structure, geography, size, and available resources. The foundation of the toolkit is the Five Milestones for Sustainability process, which outlines the major steps a local govern- ment should follow to improve its sustainability. The Five Milestones for Sustainability are an evolution of ICLEI's Five Milestones for Climate Mitigation and includes the following five major steps: • Milestone One: Conduct a sustainability assessment • Milestone Two: Establish sustainability goals • Milestone Three: Develop a local sustainability plan • Milestone Four: Implement policies and measures • Milestone Five: Evaluate progress and report results Readers will find guidance on both how to structure their planning process and what types of strategies and measures to include in their sustainability plan. This toolkit places particular emphasis on the ap- proach to the planning process, because having a high-quality plan isn't enough. A well-executed planning process is essential because it builds broad support from local stakeholders which leads to a smoother implementation process. Local governments are encouraged to use the framework of the Five Milestones for Sustainability as a starting point to understand the key steps involved in developing a sustainability plan. The toolkit can be used by local governments at the very early stages of the planning process or by local governments that already have a plan and are preparing to update it. To assist local governments, the toolkit provides: • Step-by-step guidelines for how to achieve each milestone • Tips on what to include in a sustainability plan • Best-practice examples • Checklists and templates • Guidelines for organizing a team of experts to develop the plan 4 1 . INTRODUCTION What does sustainability mean to local governments? What is a sustainability plan and why is it a good thing for my local government? How does sustainability planning fit in with ICLEI's other tools and pro- grams? Read this introduction for answers to these questions, which provide key background informa- tion on sustainability planning. 1 .1 SUSTAINABILITY AND LOCAL GOVERNMENTS Perhaps no group has adopted the maxim. "think globally, act locally" more convincingly than today's local government leaders. Only a generation ago, many of the most complex and far-reaching environ- mental and socio-economic issues were discussed only at the national and international levels. Not so, today. Visionary local leaders embrace action on climate change, environmental justice, energy inde- pendence, natural resource conservation, unemployment, poverty, and public health. They recognize their opportunity to address these issues in collectively powerful ways, and their duty to act, since the impacts of such problems are often felt first at the local level. Local leaders also recognize that these seemingly disparate issues are inexorably linked because they deal with the same core fact: As a society, we are living beyond our means and will not be able to con- tinue down this path. To address all of these issues is at the heart of sustainable planning. When local governments bring their services, land use, and infrastructure in line with sustainable principles, they can achieve broad benefits for their communities. 1 .2 WHAT IS SUSTAINABILITY? According to the United Nations Commission on Sustainable Development, sustainability means "meet- ing the needs of the present without compromising the ability of future generations to meet their own needs." The three, interrelated pillars of sustainable development include the environment, social equity, and economic development (see Figure 1). To act sustainably is to balance the aims of these pillars with the need to use resources more efficiently. Sustainability is not an end goal, but a journey that local gov- ernments can take to improve the social equity, environmental, and economic conditions in their jurisdiction. A common frame SUSTAINABLE work to guide their efforts is a sustainability plan, which ties together a community's goals, strategies, implementation plans, ,, '" and metrics for improving sustainability. { This toolkit provides the guidelines and resources for any local government to develop a sustainability plan and begin The Three Pillars of Sustainability its journey. Figure 1 1 .3 WHY DEVELOP A SUSTAINABILITY PLAN? Developing a sustainability plan may seem like a daunting task. Yet local governments will find that the benefits of having an overarching plan—one that ties together all of their sustainability policies and pro- grams—will far outweigh the costs of staff time required to develop the plan. A sustainability plan is not only a useful tool for local governments just starting out on their sustainability journey, but also for more "green" jurisdictions that want to package all of their various measures under a single umbrella. Many local governments have already implemented a number of environmental and energy saving programs, often on a one-off basis. However, they often lack a single framework for measuring the impact of their 5 . ' ~� . programs. AauotanaUH�yplan provides emeans cfbhngingeverything together under aset - w- ~ ° ~ �^ ^ ° * ofgmdaand metrics and provides evision for the future development ofthe jurisdiction. . ^ °` p `� � w � � Creating a framework for long-term sustainability is the end goal of developing a sustaina bi|- m� * |typion' butthop|enningprooeesitoe|fhaaanunberofbenefitsfnraounmunityaawe||�w 4,- .,w . -N�' f -- � ' ~ ^, ° ^ The planning process enables a jurisdiction to: a�ww ' `^ • Raise awareness within the local community on key challenges and • ° opportunities affecting long-term development and quality of life. r4 ~. r. ' ' - �� — �� ° Develop common goals and build support within the local government and the community for the desired future development of the jurisdiction. = f ��» � ` ° Increase transparency through a long-term dialogue using public outreach, and � . ~ .° , 11P r - 4* demonstrate acoountabi|�ybyopenly mon�ohngand evaluating progress. «* � �� � ` . Ala- ~�1 , * Encourage icooperation byauNngtough questions and addressing �- - ,^^ � ~ complex issues. � - v + . ' A sustainability plan provides a common framework for action that has the potential to: 0,ir . = Use resources more efficiently by identifying opportunities to conserve energy and . �, � - savernoneythroughsnno� inveatrnontsvvithidanbfio��op�ybaok �erioda� ~~�~ °��� . -� 1 4 � ° - ' � `` ., • Pronnntannna�eoonorniodovo|opnnentbycreating jobs, increasing the tax base, m~� i *f � ^ , encouraging deve� rn pent. and increasing the juhcompetitiveness. * � -. • . ~ � ~~ 4/ - ~ � � ^ • Improve the environnnentbymondohngand innproviwg|oca air qua|�� reducing gneen' * lib �� �. � » ~ ., � ^ ~" house gas emissions, cleaning up waterways, reducing auto dependency by increasing ^ transportation options, decreasing waste, and reducing urban sprawl. �L ~ ,* �.._,..1* " {�nautearnoreequitable society bytargeting economic and environmental ., ~~� improvements to communities most in need, and by ensuring that all residents have - - 11,0 ��� I-lii '^ access to high-quality health care, educetion, and arts and cultural amenities.~ � ' • Lay the groundwork for major investments that can have a dramatic impact on the ~ overall sustainability of the jurisdiction ° ~~' mv~�� � As this toolkit will address in the chapter, `'Scope of a Sustainability Plan," sustainability is a tb` ~ w - , . . ~ � � ~ ,-- broad topic that has the potential to address all of these goals. However, every locality is °~ =~ ^`�^ ~ . . � ' wm ^ `� ~ ' different and local governments need todo�netheir top concerns and priorities. 1 I ^~^° ' � . � . .yik.� , * ~1 1,4 RELATIONSHIP TO OTHER ICLEI TOOLS AND PROGRAMS� �~ "- �~�'�� - Besides th�too�� other |CLBtoo�. protocols, and resources can help |oca governments �� navigate the Five Milestones for Sustainability process to assess locasustainability, set , . X goa]o, develop a plan implement a plan and monitor implementation progress. This toolkit also complements the STAR Community |ndex, which ioavoluntary rating `� � : °~ system for gauging the sustainability and livability ofU.8. 00nnnnunitieaand iamodeled on -.,„ir a.. ,,,, °���~° ^ � w�� r the successful LEED green building system. STAR is currently being developed through a 4 � Sr °� ��,/ mu|ti-a�akeho|der oonuenaua-based prououo |od by a partnership between ICLEI USA. the /I ����� ~ * ' .�� ' ~ ~ `° '•' 4110 ~~ U.S. Green Building Council (JSGBC), and the Center for American Progress (CAP), and will be launched in 2010. STAR will include a set of indicators and metrics for the three pillars of sustain- ability: environment, social equity, and economic development. Local governments will be able to use these indicators to develop a baseline of their current sustainability, set targets, and monitor progress, as outlined in the Five Milestones for Sustainability process. 1.5 LESSONS LEARNED FROM NEW YORK CITY The Five Milestone process in this toolkit is based on the planning process that the City of New York undertook to develop PIaNYC, the City's far-reaching sustainability plan. The case study, "The Process Behind the Plan: How the City of New York Developed PIaNYC, its Comprehensive Long-Term Sustain- ability Plan," (coming soon) supplements this toolkit, and describes the ins and outs of how City of New York developed PIaNYC. Due to U.S. and international local governments' interest in learning from New York's success, ICLEI and the City of New York's Mayor's Office of Long-Term Planning and Sustainability teamed up to create this toolkit and the case study to share the lessons learned from PIaNYC. More than 20 City agencies came together to develop PIaNYC, which Mayor Michael Bloomberg re- leased on Earth Day 2007. PIaNYC includes 10 overarching goals and 127 separate initiatives aimed at improving the physical environment of the city and reducing the citywide greenhouse gas emissions 30 percent by 2030. The initiatives in the plan address land use, parks and open space, affordable housing, transportation, air quality, water quality, energy supply and demand, and climate change mitigation and adaptation. New York has received accolades and policy awards for the strategic and pragmatic approach taken in PIaNYC. ICLEI selected PIaNYC as the model for this toolkit not only because of its high profile, but also because of its comprehensive scope, broad public outreach effort, in-depth best practices research and data analysis, diverse sustainability advisory board, and proactive implementation coordinated by the Mayor's Office. To create the Five Milestones for Sustainability process, ICLEI built on its Five Milestone for Climate Mitigation methodology using New York's PIaNYC development process as a model. While the magnitude of some of the challenges New York faced might be unique, the lessons learned are applicable to cities and local governments of all sizes. The case study highlights the following key factors for success to develop a high-quality and broadly supported sustainability plan: • Buy-in from the chief elected official • Central management and coordination • Research and analysis to create a fact-driven plan • Aggressive but achievable initiatives • Guidance from an external sustainability advisory board • Inclusive and transparent planning process • Accountability to the public • Institutionalization of the plan and updating process iir �' Tdit „.,.j .. . . , , ...,_ , , ........,,„., • ,...„, ......_ , . . . ..... „,. . , ., .. ,. ,,,, „,. ..., , . ..,.. w 1 /took ,... . , ., ,. 41,- 2. SCOPE OF A SUSTAINABILITY PLAN Before launching into the planning process, review this section for useful background information to take into consideration when starting to define the scope of your sustainability plan. 2.1 SUSTAINABILITY PLANS VS. CLIMATE ACTION PLANS Local governments considering their approach to responding to climate change and addressing sustainability issues have several options. The most common approaches are either a sustainability plan or a climate action plan. Although the two are similar, they differ in scope and overall approach to framing the issues. A sustainabil- ity plan can be considered a climate action plan with a broader, more holistic view on community sustainability. Climate Action Plans A climate action plan focuses primarily on reducing greenhouse gas emissions, including emissions resulting from both the local government's operations and from the community as a whole. It typically includes an analysis of the opportunities to reduce greenhouse gas emissions resulting from energy use in transportation, solid waste disposal, buildings, lighting, and waste water treatment and water delivery. Some local governments also include environmental opportunities beyond reducing energy consumption—such as the development of renewable energy resources, the conservation of natural resources, forestry (urban and beyond), agriculture, and green jobs. A climate action plan often ad- dresses the co-benefits of its initiatives, such as improving air quality and public health or reducing stormwater runoff. However, a climate action plan does not explicate these other issues as thoroughly as a sustainability plan. For more information on climate action planning, visit ICLEI's website: www.icleiusa.org/action-center/planninq. Sustainability Plans A sustainability plan typically includes an overarching goal to reduce greenhouse gas emissions, in addition to addressing a set of environmental, economic, and social equity goals. It takes into account the interrelated issues of climate change, population change, land use, infrastructure, natural resource management, quality of life, public health, and economic development. Both short-term and long-term measures that can quantifi- ably impact these issues should be included in a sustainability plan. A sustainability plan should not only in- clude a goal to reduce greenhouse gas emissions and mitigate other environmental issues, but also goals to equitably improve land use practices and infrastructure such as by increasing open space, reducing storm- water runoff, or providing more affordable housing options. The plan should recognize and highlight how its measures can help achieve multiple sustainability goals. Social equity should be a crosscutting theme in the plan and each measure should be designed so that the benefits will be distributed across the community. Choosing a Plan Local governments should identify the issues they want to address in their plan and then determine wheth- er a climate action plan or a sustainability plan is appropriate. For either type of plan, local governments should start by performing a greenhouse gas emissions inventory for government operations and the com- munity. Some local governments may elect to begin their sustainability efforts with a focused climate action plan, and then in the future, expand its scope to become a sustainability plan. Whereas other local govern- ments might prefer to look at all of the sustainability issues holistically and develop a more comprehensive sustainability plan from the beginning. Local governments may also choose the type of plan that is appro- priate for their community based on the community's resources and priorities. In some jurisdictions taking local action against climate change might be the primarydriver for the plan, however in others, concerns such as poor air quality or a polluted wetlands might be more pressing concerns that could be addressed within the broader context of a sustainability plan. Climate Action Plan Sustainability Plan Goal of plan: • Reduce GHG emissions from goy- • Reduce GHG emissions from government ernment operations and community operations and community • Improve local sustainability around issues such as land use, housing, open space, education, arts, or civic engagement Typical timeframe to • Develop greenhouse gas emissions • Develop sustainability assessment, including a develop the plan: inventory: 3-5 months greenhouse gas emissions inventory: 4-6 months • Develop climate action plan: 4-6 months • Develop sustainability plan: 6-9 months Staff resources • Sustainability coordinator(or similar) • Sustainability coordinator(or similar)plus an required to develop plus an interdepartmental team interdepartmental team plan: • Regular team meetings to • Regular team meetings to develop measures develop measures for plan for plan Level of outreach • Depends on size of the community • Depends on size of the community required: • Moderate level of outreach re- • Broad public outreach using a variety of meth- quired, that can involve multiple ods, such as town hall meetings, neighbor- methods or just a few town hall hood level meetings, and public websites meetings Metrics to measures • GHG emissions • GHG emissions implementation success: • Other sustainability indicators, i.e. tree canopy. air quality, sewer overflows 9 Comprehensive, General, and Master Plans Many municipalities in the United States are mandated through state or local legislation to develop comprehensive. master, land use, or general plans. Like a sustainability plan, these plans provide a vi- sion for the long-term development of the municipality and include land use, infrastructure, and natural resources plans. However, these plans historically have focused on controlling and guiding development, not addressing energy use, climate change, or natural resource issues. Nor have they typically included policies for reducing greenhouse gas emissions—a central component to a sustainability plan, Recog- nizing that local governments have limited resources to develop various required and voluntary plans, this toolkit can be used by local governments that want to develop a standalone sustainability plan or integrate sustainability into their comprehensive plan. 2.2 TYPICAL ELEMENTS OF A SUSTAINABILITY PLAN Local governments should ensure that the scope of their sustainability plan addresses the most pressing challenges and includes measures that are implementable and achievable. The plan also needs to be accessible and easily ito(4i understandable to the general public. To do this, it must clearly explain the key sustainably chal- 9 high-levelsustainability lenges, oats, and the rationale for each measure. A sustainability plan should include: • Facts, charts, and figures from the sustain- ability assessment, including a greenhouse gas emissions inventory of government operations and the community, to illustrate key challenges to be addressed in the plan • Goals to set a vision and framework for the plan, including an emissions reduction target for the short, medium, and long-term (e.g., a target within the next five to 10 years and a target to reduce emissions 80 percent by 2050) • Measures with clear implementation plans covering timing, funding, and responsibilities • A clear explanation of how the measures will achieve the goals and address the challenges, and an estimation of the greenhouse gas emissions reduction potential of each measure • Short-term measures with targets within the next five years • Long-term measures with targets over the next 10 to 20 years • A timeline and framework for monitoring implementation process and updating the plan Refer to the sample outline for a sustainability plan (in your toolkit folder)for more details on what to include in the plan. The scope of a sustainability plan will vary by jurisdiction based on local challenges and needs. A list of all of the potential topics that could be addressed in a sustainability plan is provided below, based on the planning areas in the STAR Community Index: Environment • Natural Systems (ecosystems and habitat, water and stormwater, air quality, waste, and resource conservation) • Planning and Design (land use, transportation and mobility, and parks, open space and recreation) • Energy and Climate (energy, greenhouse gas emissions and other air pollutants, renewable energy, and green building) Economy • Economic Development (clean technologies and green jobs, local commerce, tourism, and local food system) • Employment and Workforce Training (green job training, employment and workforce wages, and youth skills) Society • Affordability and Social Equity (affordable and workforce housing, poverty. human services and race and social equity) • Children, Health, and Safety (community health and wellness, access to health care, and public safety) • Education, Arts, and Community (education excellence, arts and culture, and civic engagement and vitality) This list provides a starting point for local governments to consider when scoping their plan. Each local government needs to ensure that the plan promotes sustainable development, meets the needs of its constituencies, and can realistically be implemented. To date, few sustainability plans have comprehensively addressed all of the topics listed above. Most local governments choose to focus on the physical environment and natural resources, and thereby sup- port economic development and social equity goals through infrastructure and quality-of-life improve- ments that distribute resources more equitably. Some local governments have elected not to address all these topics in one plan because they already had programs or plans in place to address specific issues such as education or health care and did not want to duplicate efforts. Should this be the case, local governments are encouraged to spell out how the sustainability plan aligns with the goals and measures in any associated plan. For examples of what other local governments have included in their plans, refer to the Sustainability and Climate Action Plan Examples in your toolkit folder. f k 11 3. OVERVIEW OF THE FIVE MILESTONES FOR SUSTAINABILITY ICLEI developed its Five Milestones for Sustainability to be used as a framework to guide local govern- ments through the process of developing a sustainability plan, and to recognize their achievements when theycomplete each milestone. This section provides a brief description of each milestone and the How P P To Develop a Sustainability Plan section of the toolkit includes the step-by-step guidelines, tips, and resources for each milestone. Milestone 1: This section also provides a descrip- Conduct Sustainability tion of the requirements to achieve an Assessment award from ICLEI for achieving each SSI Milestone. ICLEI provides awards to its members to recognize their progress in Milestone 5: Milestone 2 the Five Milestones for Climate Mitiga- Evaluate Progress Establish and Report Results Sustanability tion, and will now expand this practice Pre-Milestone Planning: Goals to include the Five Milestones for Sus- Make commitment tainability. Local government staff are and organize Team encouraged to apply for an award after achieving each milestone, so they can receive national recognition for their progress, as well as recognition from Milestone 4: Milestone 3: Implement Policies Develop their elected officials, constituents, and Measures Sustainability Plan and peers. Figure 2 Pre-Milestone Planning: Make Commitment and Organize Team Prior to beginning the Five Milestone process, the top elected official should make a commitment to de- velop a sustainability plan and designate a sustainability coordinator to coordinate the planning process. The sustainability coordinator should organize a team of contributing departmental staff and external experts. Before launching into the planning process, the sustainability coordinator should develop a workplan and outreach strategy to guide the planning process. As described in the Five Milestones for Sustainability process guidelines, public outreach should be incorporated into each milestone, as shown in Figure 2. 11110 miaryj 11=0.,AIP 12 4 • Public Outreach Two of the central principles of sustainability planning are transparency and inclusiveness. To adhere to these principles while developing a plan, local governments should include the public throughout the planning process. Public outreach is not considered a milestone itself, since it is part of each step in the Five Milestone process. Milestone One: Conduct a Sustainability Assessment Assess the sustainability of the jurisdiction using a set of metrics to understand the key challenges. To start the planning process, a local government needs to first research and assess environmental, economic, and social equity challenges within the jurisdiction—and the current programs in place to address these issues. This can either take the form of a quick-action assessment or a comprehensive assessment. In either case, a local government needs to develop a greenhouse gas emissions inventory for both government operations and the community, using ICLEI's tools anc, protocols. The inventory will be one of the primary sources of information to guide the planning process and identify opportunities to reduce emissions. A quick-action assessment involves developing a greenhouse gas emissions inventory for government and community emissions using, along with a high-level quantitative or a detailed qualitative assessment of the sustainability challenges. A comprehensive assessment involves a more extensive data analysis. It takes into account all (or most) of the data categories in the Sustainability Assessment Checklist(in your toolkit folder), which include the quick-action assessment data categories along with a more rigorous analysis of infrastructure capacity, land use patterns, and natural resources issues. Challenges ad- dressed in the sustainability assessment could include population loss, greenhouse gas emissions, high housing costs, poor air quality, rising energy costs, limited energy supply, flooding risks, endangered natural resources, or aging infrastructure. Local governments should start by casting a wide net and looking at a broad set of issues using the Sustainability Assessment Checklist, in order to define the high-priority topics they would like to address in the sustainability plan. The sustainability assessment should not only include an analysis of hard num- bers, but should also take into account public concerns and priorities. This baseline assessment will help define the scope of the plan and will be used as a platform for action to communicate to the public the key challenges facing the jurisdiction. It will also help to highlight successful existing programs that can be expanded and will identify gaps where opportunities for improvement exist. ICLEI MILESTONE ONE AWARD REQUIREMENTS Completion of a comprehensive GHG emissions inventory including both community and municipal operations E Analysis and baseline assessment of sustainability indicators Submittal to ICLEI of all data(from software tool) El Submittal to ICLEI of a report summarizing the results from the inventory and sustainability indicator assessment 13 Milestone Two: Establish Sustainability Goals Establish sustainability goals to define the overarching objectives of toe sustainabiiity plan. In parallel to researching the challenges in Milestone One, a local government needs to develop a set of goals that will set the vision and framework for the plan. The goals are used to define the scope of the plan and to provide a framework for public outreach. They should include a greenhouse gas emissions reduction target along with other goals, such as those related to natural resources, transportation, land use. energy, water, waste, air quality, economic development, education, health, and housing. ICLEI MILESTONE TWO AWARD REQUIREMENTS El Development of set of goals to address sustainability issues, including an emissions reduction target Written verification from a staff or elected official liaison that the local government has committed to the goals and the specific target Or Inclusion of goals and a reduction target in an approved emissions inventory report that is submitted to ICLEI I )4011 I 4 1 . 1 Milestone Three: Develop a Local Sustainability Plan Develop a set of measures that enable the jurisdiction to achieve the sustainability goals. The next step in the process is to brainstorm all possible strategies for achieving the goals. Strategies are the high-level approaches to address the key challenges. Within one strategy, such as "promote green building," there can be a number of measures that are required to implement the strategy. After identifying the strategies, local governments should then create and analyze the potential measures, such as specific policies, projects, or other actions. Measures should have a clear implementation plan, including designation of a responsible department/ party, funding source, timeline, next steps, short- and long-term milestones, and indicators for measur- ing progress. In addition, the plan should illustrate how each measure helps to achieve the goals of the plan. To allow the local government to track progress during Milestone Five, baseline data for each indi- cator also needs to be gathered. In parallel to developing the plan, local governments need to engage in a significant level of public outreach to provide a diversity of constituents the opportunity to contribute ideas for the plan. Outreach can include town hall—style meetings, focus groups, and a website set up for public comment. Public outreach can last anywhere from a couple of months to a year and is an essential step in the process to ensure the public supports the plan. To complete Milestone Three, local governments need to publicly release and/or adopt their sustain- ability plan, which should include an implementationplan for each measure. Local governments should p estimate the costs for the measures in the plan and prioritize the measures based on impact, budgetary constraints, and implementation timeline. ICLEI MILESTONE THREE AWARD REQUIREMENTS E ii The completion and formal approval of a sustainability plan highlighting existing and proposed reductions for municipal and/or community emissions and measures to improve the overall sustainability of the community Submittal to ICLEI of an electronic copy of the plan Milestone Four: Implement Policies and Measures Implement the sustainability plan and track implementation progress. After the local government releases its sustainability plan, implementation should begin immediately. The various local government departments should be responsible for implementing the plan and the sustain- ability coordinator should coordinate and monitor the implementation progress. It is difficult to work on all measures at once, so local governments need to be strategic in how they utilize their staff resources to implement the plan. It is highly recommended that a local government prioritize the measures identi- fied in the sustainability plan and go after the quick wins first, while at the same time begin planning for larger-scale measures that have a longer implementation timeframe. Implementing the quick wins first will serve to maintain the momentum generated through the planning process and will lay the ground- work for implementing the longer-term measures. 15 ICLEI MILESTONE FOUR AWARD REQUIREMENTS ❑ Quantification of a minimum of 50 percent of the measures outlined in the local government's sustainability plan. ❑ All quantification data and methodology must be verifiable by ICLEI .. Ifilloy ,',0'.;,' •,%.,-'r ": r,'4' '- " ' . , ; .,;10 . :0. --. !.. ' �& .> :p gyp' , -:w k ` f ,. _ • .{- .A..a"I M riil . ' ,41104a4;:::;..1‘', r '_ i i f A.,r •' .. „mss; � .� • t Milestone Five: Evaluate Progress and Report Results Report on the implementation progress of the sustainability plan. Local governments should publish an annual progress report on the implementation status of the mea- sures in the sustainability plan. The progress report should include a description of the actions taken and the next steps in the upcoming year and beyond. In addition to the progress report, local governments should track their performance using a set of sustainability indicators. Local governments should up- date their greenhouse gas emissions inventory on a regular basis, at a minimum once every five years, although ICLEI recommends updating it more frequently. Many local governments opt to update their inventory annually. The Five Milestone process restarts when it is time to update the plan. ICLEI recommends that local govern- ments define a periodic timeframe for updating the plan(e.g., once every five years),to ensure that the plan meets the changing needs and conditions of the jurisdiction, and is an active part of the political agenda. ICLEI MILESTONE FIVE AWARD REQUIREMENTS ❑ Annual progress reports submitted to ICLEI on measures outlined in the sustainability plan ❑ The completion of an updated inventory within five years of the baseline year ❑ Submittal to ICLEI of all data(from software tool) ❑ Submittal to ICLEI of a report summarizing the results 16 4. FORMING A TEAM Bringing together the right people is an essential first step in the planning process. Given the complex- ity of a sustainability plan, a local government needs to draw on a diversity of experts knowledgeable in a range of fields. One of the lasting benefits of a collaborative planning process is that it builds new relationships both within and outside the local government. It will also help key stakeholder groups ex- pand and build on their networks and will break down the silos within local government departments to encourage greater levels of collaboration. The size and nature of the team involved in developing the plan can vary for small and large local gov- ernments. However, one thing that is consistent for both is that all of the relevant departments need to be involved and a group of local experts should come together and advise the jurisdiction throughout the Five Milestone process. While the team organization outlined in this toolkrt is applicable to local gov- ernments of all sizes. smaller local governments may want to also check out ICLEI's Small Communities Toolk t for additional guidance. . . r Lead car Jeseicarel E` e c 1. ectal pa tic ica0cr Hake^tree+ary)arc its SUSTAINABILITY COORDINATOR Coc plerring access Verne wiingtewpier Coeval-0ei Tars tfA+ A. 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The planning process will help to break down departmental silos and encour- age local government staff members to collaborate on issues that cross multiple departmental boundar- ies. Local governments will find that the planning process will spark a new way of thinking and will help to build new relationships within the government to create an atmosphere for innovative problem solving. Developing in a sustainability plan requires participation and commitment from a variety of governmental departments. The chief elected official should communicate that this effort is a top priority to ensure the relevant departments commit the appropriate staff resources to the plan. Departmental directors should assign a departmental liaison to participate in the interdepartmental team and ensure that the team mem- ' ber can devote sufficient time to the plan. The interdepartmental team is responsible for researching best practices, gathering data for the sustain- ability assessment, and vetting potential measures. Typical departments involved in the team include public works, planning, transportation, buildings, environmental protection, parks, sanitation, housing, economic development, public health, and education. INTERDEPARTMENTAL TEAM RESPONSIBILITIES • Gather and analyze data for the sustainability "`' assessment ` • Analyze existing sustainability programs or measures • Research best practices from other jurisdictions • Analyze and vet strategies and measures for the plan • Write chapters of the plan ,,, • Manage implementation of relevant measures Sustainability Advisory Board A major interdisciplinary effort like a sustainability plan requires guidance and advice from a diverse external group of experts on a sustainability advisory board. In their capacity of contributing ideas and guidance, board members should act as representatives of their various constituency groups in addition to being demographically diverse. The board should be comprised of a variety of stakeholder groups focused on big-picture issues rather than specific interests, including environmental and community advocates, business leaders, real estate developers, planners, philanthropists. academics, and labor leaders who can act as representatives for their constituency groups. In addition, local governments may also want to include representatives from regional planning, state, or county offices on the sustainability advisory board. Forming the board requires striking a balance between being inclusive while ensuring that the board stays small enough to be manageable and productive. In order to receive constructive input from the sustainability advisory board on specific strategies and measures, separate working groups should be formed to allow for in-depth analysis. The working group meetings should focus on the details of the plan. The full board meetings should share information from the working group meetings to ensure coordination between working groups and to ensure all ideas are aligned with the big picture. Interdepartmental team members should be included in these working group meetings and should use these meetings as a venue for floating policy ideas and receiving feedback. Sustainability advisory board members should attend working group meetings themselves, but since they will tend to be very busy people, they should be allowed to send a representative from their organization with expertise in the is- sues. It works best when there is one representative who attends all the meetings so they stay abreast with the issues. After the plan is released, the role of the sustainability advisory board can shift to advising on the imple- mentation of the plan and/or monitoring implementation of the plan. Some local governments may choose to "sun-shine" their boards after the plan is developed, whereas others may continue to keep the board involved in the plan development. SUSTAINABILITY ADVISORY BOARD RESPONSIBILITIES. • Provide strategic guidance on the scope and goals of the plan • Review the findings of the sustainability assessment • Provide input on the strategies for the plan • Gather data for the sustainability assessment and research best practices • Participate in in-depth working group meetings • Provide input and feedback to the interdepartmental team on strategies and specific measures Approximate time co -r,tr , ,rit. 4- 7 h ur ;,r r ye ll - _ . _.._ _ _ —„-- Elected w. ._Elected Officials No matter the governance structure of a local government, it is essential to have buy-in to develop the sustainability plan from at least one elected official, preferably the chief elected official. The chief elected official will play a critical role in communicating key messages to the public, ensuring the commitment and participation of government departments, and in providing a public face to the plan to ensure governmental accountability in implementing the plan. Although the chief elected official may not initially lead the charge to develop a sustainability plan, the sustainability coordinator and departmental directors will need to ensure that the chief elected official supports the planning process and understands how the plan fits into the overarching goals of the community. 20 Key Stakeholder Groups Although the sustainability advisory board is designed to be inclusive and to represent a diversity of constituency groups. it is often necessary to reach out to additional stakeholder groups directly to ensure that they have the opportunity to contribute their ideas and have their voices heard. This will allow for greater participation and buy-in and ensure that groups representing specific interests are able to contribute to the process. The meetings should not only include environmental advocacy groups but also other active interest groups, even if they do not typically work on sustainability issues. These meet- ings can be held with individual groups or with a number of groups who are interested in similar issues. g g P g p Their feedback and insight should be documented and disseminated to the advisory board and interde- partmental team and their ideas should be incorporated into the plan. General Public . * r ' 241% .'" - •,.. To create a fully inclusive and . �, ... transparent process, the public- . a i iiir .-- at-large should have the opportu- , ► % a nity to provide input into the plan through a variety of outlets. These fi can include public meetings, �a'► k. smaller meetings with key stakeiv Or - holder groups, a website for pub ir 4114 - lic comment, and online forums. In addition to asking the public for '' their input, local governments can also use public meetings as an .- . "-". ` opportunity to educate the public '14.0%ite- .3 "; y about the challenges the locality • faces, sustainability issues, and .r climate change. Public meet- ? ings can be a great way to start '4k • a dialogue about how individuals . 4 As i can make a difference by making s 1 j, - � ` t A ` small changes and more informed decisions; meetings can also pre- e �' s' pare them for any major transfor mative measures that may come .. 1 _ out of the plan. External Experts External experts, such as local universities, nonprofits, or consultants, may ba tapper; io help with specific sections of the plan or to provide overall support or advice. Local governments are encouraged to seek academic partners to aid in the development of their sustainability plan, particularly if it comple- ments the institution's existing research programs. Many local governments have also been able to solicit pro-bono assistance from local research institutions or consultants. Some local governments may elect to hire a consultant to help develop the plan or to provide a rigorous analysis to support certain aspects of the plan. Regardless of the level of external support a local government receives, it is necessary for the government to take full ownership of the planning process and the measures in the plan. All measures in the plan should be vetted internally to ensure that they are implementable and supported by the relevant departments. PART II: HOW TO DEVELOP A SUSTAINABILITY PLAN The Sustainability Planning Toolkit now shifts from providing background information and a general overview of sustainability planning, to specific how-to steps for individual local governments ready to begin their planning process. 5. PRE-MILESTONE PLANNING: MAKE r COMMITMENT AND ORGANIZE TEAM Before beginning the Five Milestones for Sustainability process, spend some time getting organized and building support for the planning process itself. First and foremost, the chief elected official needs to support the planning process and convey to the local government I " departments the strategic importance of the sustainability plan. Designating a sustainability * coordinator and forming the core team involved in developing the plan—an internal team of "--_= experts and an external advisory board—will help to kick off the process and make sure ev- eryone understands the process,the goals,and how to contribute to development of the plan. Before launching into the Five Milestone process, it is also important to develop a workplan for the planning process and to start thinking about the public outreach process, since this is a major component of the planning process.Also, begin to gather ideas for the scope of ' the plan from the advisory board, local experts, and the interdepartmental team. Finally, an- nounce the planning process to the public in order to generate excitement and communicate the strategic importance of the sustainability plan. This section lists the tasks that should be undertaken in the pre-planning stage. Although there is an order to the tasks, local governments can complete the tasks within this phase and for the subsequent milestones in whatever order is most appropriate. kotarati . TASKS: 1. Designate a sustainability coordinator to manage the planning process and the development of the plan. • Coordinate centrally: Manage the planning process out of the mayor or chief , \ elected official's office to facilitate cooperation between local government depart- ments and to provide executive level leadership throughout the planning process. • Define the expected time commitment of the coordinator based on available resources and timeline for developing the plan. • Refer to the sample job descriptions on ICLEI's website for ideas for the responsibilities and required qualifications for a sustainability coordinator. 2. Make a commitment: obtain chief elected official/mayoral buy-in for the plan. ‘ 1 • Get buy-in from the top: make sure the chief elected official supports the planning process. • Have the chief elected official announce to the local government staff that the sustainability plan is a priority. • Pass a resolution to commit the jurisdiction to developing the plan. • Work with the chief elected official to establish the overarching vision and purpose of the plan to frame the planning effort 3. Organize an interdepartmental team of local government staff to develop the plan. • Use the Team Formation Checklist (in your toolkit folder) as a guideline for forming the team. • Recruit/appoint interdepartmental team members and communicate the time commitment and expectations to the team members. • Define the expectations of interdepartmental team and recruit/appoint members. • Identify the departments to include in the interdepartmental team. Typical departments to include in the planning process are Public Works, Transportation, Planning, Environment. Economic Development, Parks, Housing. Buildings, Health, Education. and Sanitation. • Kick-off interdepartmental team meetings with an initial meeting to communicate their roles and responsibilities and to get their input on the major sustainability challenges in the jurisdiction. • Schedule regular interdepartmental team meetings to keep the planning process moving forward and to make sure the team is committed and engaged. TIPS TO CREATE AN EFFECTIVE TEAM Be inclusive. make sure the key departments are involved in the planning process, but invite all departments to participate, and encourage them to think about what sustainability means to their operations. Communicate the importance of the interdep- artmental team: have the mayor or chief elected official speak to the team at a kick-off meeting or send a memo explaining their role and asking them to make the sustainability plan a priority. Ensure that departmental directors assign staff - to participate in the interdepartmental team and that the staff have sufficient time available in their work plans to work on the plan. Incorporate interdepartmental team participation .011.41416 into job descriptions and roles and responsibilities. 4. Form a sustainability advisory board. • Recruit and appoint sustainability advisory board members representing a diversity of con- stituency groups, including environmental and community advocates and labor and business leaders who will help shape the scope and recommendations in the plan. Do not be shy about appointing those who may have disagreed with the administration in the past. The advisory board should include the top representatives from various constituency groups, regardless of 23 their political positions. • Define the role of sustainability advisory board and communicate expectations and expected time commitment to board members • Establish sustainability advisory board-working groups. Working groups can be focused around specific goals or planning areas such as transportation and land use, waste, water, housing and parks, energy and buildings. • Create a meeting calendar for both the full sustainability advisory board and working group meetings to clarify the time commitment for the board members upfront. • Keep the board manageable while making it inclusive. • Make formal appointments to the board:The mayor or highest elected official should appoint the board members to ensure the stature and attention needed to participate in intensive meetings. • Announce the sustainability advisory board through a press release or public announcement. • Be open about concerns and differing opinions: Promote an open dialogue with the sustainability advisory board regarding any concerns they have about the advisory board process or the overall planning process. 5. Develop a workplan for the planning process and for public outreach. • Establish a timeline for developing the plan. Use the Sample Timeline(in your toolkit folder) as an example. Act with a combination of urgency and patience: The timeline for the planning pro- cess should be aggressive to move things forward and to make the plan a high priority. How- ever it should also allow for sufficient time for public outreach and in-depth analysis of possible strategies. Allowing for six months to one year for the planning process should provide most local governments with enough time for outreach and analysis. • Develop a draft outreach and public communication plan, using the Outreach Planning Tem- plate(in your toolkit folder)and ICLEI's Outreach and Communications Guide. • Develop a schedule for the sustainability advisory board meetings and working group meetings. a � f 1Q1) rdl .4; 4‘...1101 (TN 1-2.75 6. Kick off sustainability advisory board meetings. • Designate a facilitator for the sustainability advisory board meetings—either the sustainability coordinator or a third party. • Decide if you want to make the minutes of the sustainability advisory board and working group meetings public. Keeping the minutes confidential allows for more candid dialogue; however, publicly releasing the minutes increases the transparency of the process. • Hold regular and frequent working group meetings to ensure that policy ideas are fleshed out with sufficient detail and rigor, but make sure that the participants are not overloaded with unnecessary meetings. • Use the working group meetings for analyzing strategies and fleshing out the details of proposed measures. • Focus on higher-level strategic discussions during the full sustainability advisory board meetings, and share key takeaways and ideas from the working group meetings to cross-pollinate ideas. TIPS FOR EFFECTIVE BOARD MEETINGS Keep the meetings on track: Establish the objectives and set the parameters for the sustainability advisory board and working group meetings. Treat board members equally: Make sure all opinions are taken into consideration, no matter who • the board member represents. Allow board members to send delegates to working group meetings:Acknowledge that these representatives have busy schedules and allow the members to send their own staff member to participate in the working group meetings if that are unable to attend, but ensure they commit to participating in every full board meeting in person. Promote cross-pollination of ideas:The interdepartmental team should attend working group meetings so they share ideas and exchange feedback with the working group participants. 7. Gather ideas for the scope of the plan. • Begin the outreach process with key stakeholder groups and departmental directors to gather ideas for what issues should be addressed in the plan. • Perform preliminary best prac- tices research to understand the types of measures that could be included in the plan. Start by reviewing the Sustainability "t Strategies Matrix. • Set up informal meetings with the leading environmental or community advocates to learn about their top sustainability issues and any work they are doing to address these issues. 25 8. Launch and publicly announce the planning process. • Publicly announce the goal to develop a sustainability plan and the vision and purpose of the plan. Announce the planning process and the new positions and boards charged with the plan develop- ment—the sustainability coordinator, sustainability advisory board. and interdepartmental team. • Create a website (or webpage) to publicly announce the plan and the opportunities for the public to participate in the planning process. • Build on past successes: Identify past achievements and recognize the work done already as part of the announcement of the plan. TOOLS/TEMPLATES • Example Timeline(in your toolkit folder) • Sustainability Team Formation Checklist(to help with the formation of the interdepartmental team, sustainability advisory board, and working groups). • Outreach Planning Template • Sustainability Strdtegies Matrix BEST-PRACTICE EXAMPLES City of New York, NY: Forming the Team To coordinate the development of PIaNYC, Mayor Bloomberg formed the Mayor's Office of Long-Term Planning and Sustainability in September 2006. Prior to forming this office, the Office of the Deputy Mayor for Economic Development coordinated the process. Initially, the Deputy Mayor tasked over 20 • City agencies with analyzing the impacts of population growth on the city's infrastructure and developing recommendations to address these impacts for what was originally going to be a strategic land use plan. It was not until after the City agencies had performed a significant amount of research and analysis over the course of a year that the City decided it was necessary to form a distinct office to coordinate the planning process. The City hired new staff with expertise in the various planning areas and moved key City agency staff into the newly formed Mayor's Office. e Y. r H. Ot fli ,-----_-_,-_. . 4 -- .1.- -- ,::: ''' 7 '4 .:ii;;;;;77'...r .'„. . '' \\ \\\\ \ 4 es I t i ' s The 20 City agencies involved in the planning process functioned as the City's interdepartmental team and were responsible for researching best practices, analyzing issues, and developing the strategies and initiatives for PIaNYC. The City formed a 17-member sustainability advisory board comprised of elected officials, business leaders, environmental and community advocates, labor leaders, planners, and real estate developers. To allow for in-depth discussions on specific strategies and initiatives, the Mayor's Office organized a number of working groups for the sustainability advisory board and the interagency team, focused on: • Green buildings and energy consumption • Energy supply and distribution • Transportation • Infrastructure and natural systems • Waste management • Land use and brownfields • Climate change adaptation The City used pro-bono consultants to facilitate the planning process in the beginning and hired consul- tants to lend analytical support to the transportation and energy chapters, since these were two of the most complex aspects of the plan and the City didn't have the expertise to do it alone. In addition, the Mayor's Office leveraged the expertise from Columbia University's Earth Institute on Sustainable Devel- opment for analysis and advice on key issues and potential strategies. City of Baltimore, MD: Using Existing Staff & Forming a Sustainability Commission Baltimore's City Council created a sustainability commission that is charged with developing, vetting, and implementing the sustainability plan. The commission is modeled on a planning commission and has 21 politically appointed positions for four-year terms. Four of the positions are designated for City staff and 17 for citizens. One of the first tasks of the commission was to develop a set of guiding prin- ciples for the planning process. The commission agreed that inclusiveness, engagement. and translation (i.e., communicating ideas in ways that are meaningful to citizens) were all principles that would underpin the planning process.To develop specific measures for the plan, the commission split up into working groups chaired by the commission members. 111101. .41 • i6 ee, a ss +� r � �`� P. wF�Z� _. .. • 4. To coordinate the planning process for Baltimore's sustainability plan, Mayor Sheila Dixon created an Office of Sustainability within the Department of City Planning. The City moved four staff members from the Department of City Planning and the Office of the Environment into the Office of Sustainability, and designated one project manager to coordinate the planning process full-time and one manager to over- see the planning process part-time. Demonstrating her commitment to the sustainability plan, the mayor asked all City departments to dedi- cate staff resources to support the planning process. Since the Office of Sustainability was placed within the Department of City Planning, they were able to work closely with the City Planning staff and to lever- age their expertise and their ties to local community and advocacy organizations. Baltimore began the planning process in summer 2008 and the City Council approved the Baltimore Sustainability Plan in March 2009. 6. FIVE MILESTONES FOR SUSTAINABILITY 6.1 MILESTONE ONE: CONDUCT A SUSTAINABILITY ASSESSMENT Milestone Purpose:To start the planning process with a baseline understanding of the major sustain- ability challenges in a jurisdiction in order to identify the key issues to be addressed in the plan. Milestone Description:The sustainability assessment involves inventorying the existing measures that have been implemented, defining a set of sustainability indicators, gathering data for those indicators, and developing a sustainability assessment report. This process will help to identify the major sustainability challenges in the jurisdiction and to understand the measures that have already been taken to address these challenges.The assessment includes developing a greenhouse gas emissions inventory, along with analyzing data for key indicators related to infrastructure, land use,water and air quality, waste, economics, natural resources, and public health.This assessment should be summarized in a sustainability assessment report, which will define the key issues and challenges to be addressed in the sustainability plan. -' its +eftg �' 4 z. .., i i f + � ir :00.000000000.00.00 ys 43�R tool, � t WE Iy ':4�aA OS a XOP e 155 1 . : .,,,e.,.:0\:::,- r =a �"'F�� � �: � y, ,�i- fL ICLEI MILESTONE ONE AWARD REQUIREMENTS • Quick-action sustainability assessment, including a greenhouse gas emissions inventory for local government operations and the community. • Submittal to ICLE1 of ail emissions inventory data (from software tool) and a report summarizing the results from the inventory and sustainability assessment. Although its important to start thinking about indicators early, this list will need to evolve as the goals and specific measures for the plan are developed in Milestones Two and Three. For this reason, Milestone One should be undertaken in parallel with Milestone Two. Brainstorming the overall goals for the plan early in the process will help to guide the research and data-gathering activities in Milestone One. For additional details on performing a sustainability assessment, refer to the Sustainability Assessment Checklist (in your toolkit folder). TASKS; 1. Begin to define the scope of the plan. • Define preliminary scope and guiding principles for the plan. The guiding principles will be used to inform decision-making throughout the planning process, so it is useful to establish them upfront. • Solicit feedback from the interdepartmental team and advisory board on the potential scope, goals, - and guiding principles for the plan. 2, Inventory existing sustainability measures. • Inventory local government sustainability and energy efficiency accomplishments to date, 150 120 - using the Sustainability Existing initiatives Template. 100 • Highlight these successes in the sustainability _ — assessment report. — — i 80 201 3. Develop a greenhouse gas emissions inventory for the sustainability assessment. ' • Develop a greenhouse gas emissions inventory for gov- ernment operations and the community as a whole using — . ;,.. ICLEI's data collection and quantification tools and proto- cols. Establish a baseline year and project emissions out to .. ` 2.0 your target year, assuming business-as-usual conditions. • Start the greenhouse gas emissions inventory first, since this is a more labor intensive piece of the sustainability for assessment and it is also fundamental baseline informa- tion needed for the planning process. TIPS TO DEVELOP YOUR GHG INVENTORY Get outside help on the inventory: Contact your regional ICLEI liaison for advice on how to com- piete tne inventory. It your local government doesn't have the start resources available to develop the greenhouse gas emissions in'ventory, consider . ng a graduate-level intern or seeking helo from a local university. If you do receive outside assistance on your baseline inventory, make sure a local government staff member is trained on how to update the inventory. Allow at least three months for the local government operations Inventory and two months for the community-scale inventory, due to the amount of time typically required to gather all of the data. 4. Gather and analyze data for the sustainability assessment to define key issues. • Define the sectors to be included in the sustainability assessment and identify indicators and data needs using the Sustainability Assessment Checklist. • Indicators should be clear, relevant, compelling, and measurable, and should address the overall sustainability of the jurisdiction. • Determine if a quick-action assessment or a comprehensive assessment is needed (Smaller local governments will typically want to perform a quick action assess- ment, and larger local governments should perform a comprehensive assessment). • Present the sustainability assessment to the sustainability advisory board to ensure everyone is working with the same baseline information and to make sure the board members agree on the key challenges facing the jurisdiction. • Task each department with research to identify the key challenges: Each depart- ment should assess the current state, trends, and business-as-usual scenarios within its domain, and research best practices for moving toward greater sustain- ability. Assess population change, infrastructure capacity, land use and transporta- tion patterns, greenhouse gas emissions, housing availability and prices, pollution sources as outlined in the Sustainability Assessment Checklist. • The greenhouse gas emissions baseline can be used as the overarching indicator for the sustainability assessment. • When possible, use data from existing plans or reports to develop the sustain- ability assessment. Many departments may already have this data readily available as they may already be working on a number of the issues to be addressed in the plan. If the data isn't available, prioritize which information will be the most useful and perform a quick-action assessment. If you elect to do a quick-action assess- ment, keep in mind that you will need to gather data later in the process to estab- lish metrics and baselines for the measures in the plan. • Use your sustainability advisory board wisely, and task board members with research to contribute to the sustainability assessment. • Cast a wide net when gathering data for the sustainability assessment, but balance time constraints and staff resources to focus the assessment on top priority infor- mation needed for the sustainability plan, such as the greenhouse gas inventory. •uoi;nllod 40 slanal pue suolssiwe 40 saoanos le pe>1001 C osie A410 eq; `q4Mod6 uol;eindod}o s;oedw! eq;}c slsAleuu slq;o; uol;lppe u! 'aao}e;e •wad;-6uol eq; u! 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The Mayor's Office selected 2005 as the baseline year instead of a historical year such as 1990 or 2000 because of data availability issues and because they wanted to reflect recent population growth trends. They opted to use 2005 instead of 2006 as the baseline because 2006 was a much warmer year than normal and therefore the energy use was not fit representative of a typical year. The inventory was not finalized until just before PIaNYC was released, but the City was able to use the preliminary numbers to steer their planning pro- New York's greenhousegas emissions inventory, go to to* - I. cess. For more information on City ofYo s g ee ry, i New York City Emissions Inventory. ' , .ik,) r _ Each of the City's agencies developed its respective piece of the assessment, which al- # lowed them to identity the key challenges facing their operations. This analysis was present- +.pit, . " :• ,"r ed to the sustainability advisory board and used as the foundation for the planning process. , f r .9 wit 2 ; "• ; The issues identified in this assessment were summarized as the three main challenges: 4 New York is getting bigger, the city's infrastructure is getting older, and the city's environ- A-141114a ".. ment is at risk. To review the issues and challenges addressed in PIaNYC and the challeng- iri .4 es videos, go to NYC Challenges. T• Airld rI • :,At1. f City of Santa Monica, CA: Establishing Guiding Principles N "• The 2006 Santa Monica Sustainable City Plan is founded on 10 guiding principles that pro- j,' , : vide the basis from which effective and sustainable decisions can be made. These guiding '# principles were developed at the beginning of the planning process through a community e-` * visioning process. Santa Monica used these guiding principles as a foundation for defin- r k . ing the goal areas, indicators, and targets in its sustainability plan. These guiding principles define the overarching framework for sustainability in Santa Monica and shaped the specific ;" recommendations in its plan. Santa Monica's guiding principles are as follows: ti 1. The concept of sustainability guides City policy. 2, Protection, preservation, and restoration of the natural environment is a high priority. 3. Environmental quality, economic health, and social equity are mutually dependent. 4. All decisions have implications to the long-term sustainability of Santa Monica. 5. Community awareness, responsibility, participation, and education are key elements IK 404. of a sustainable community. 6. Santa Monica recognizes its linkage with the regional, national, and global community. lir 7. Those sustainability issues most important to the community will be addressed first, and the most cost-effective programs and policies will be selected. 8. The city is committed to procurement decisions that minimize negative environmental and social impacts. 9. Cross-sector partnerships are necessary to achieve sustainable goals. 10. The precautionary principle provides a complimentary framework to help guide City decision-makers in the pursuit of sustainability. Learn more about Santa Monica's Guiding Principles. City of Minneapolis, MN: Defining Indicators First Minneapolis began working on sustainability issues in 2003 and started by creating a set of sustainabil- ity principles to guide citywide decision making. These indicators were defined as part of the process of performing a sustainability assessment by first establishing a sustainability baseline and to measure progress from that baseline. In 2004, the City facilitated two public outreach meetings to solicit input from the public on what sustainability means to Minneapolis. Through this public outreach process, the citizens of Minneapolis developed a list of indicators and potential measures. The staff of the Office of Sustainability reviewed this list with the City's two environmental coordinating committees, the Citizens Environmental Advisory Committee and the City's interdepartmental team. The city council passed a resolution in 2005 to adopt the indicators. The Office of Sustainability made the strategic decision to define the indicators first, and, once the indicators were finalized, establish the targets. Minneapolis chose to use indicators that encompass the three pillars of sustainability. but to keep the list relatively short, to only 25 indicators: A HEALTHY LIFE GREENPRINT A VITAL COMMUNITY • Healthy infants • Climate change • Affordable housing • Teen pregnancy • Renewable energy • Homelessness • HMV and gonorrhea • Air quality • Block clubs • Healthy weight • Bikeways • Brownfield sites • Asthma • Downtown transportation • Homicides alternatives • Lead poisoning • Students in the arts • Airport noise • Graduation rate • Tree canopy • Workers earning a • Combined sewer livable wage overflow • Permeable surfaces • Water quality For more information on Minneapolis' sustainability program and sustainability indicators, view the Minneapolis Indicators. Cupertino, CA: Inventory of Existing Actions The City of Cupertino has highlighted all of the City's actions to create a more sustainable community on its website, in the Your Green City portal. The City has listed its actions related to collaboration, building and planning green, operating with efficiency, creating opportunities, spreading the word, and implementing actions around town. This list helps to lay the foundation for the City to develop a broader sustainability plan and to understand where there are potential gaps in programs and policies that need to be addressed in the sustainability plan. This list also conveys to the public that the City is committed to implementing green actions and already has a strong track record of taking action. 33 King County, WA: Communities Count Sustainability Assessment In King County. WA, a private non-profit develops a report every three years. which serves as a sustain- ability assessment for both the county and local municipalities. The report provides data on 38 indicators grouped into the following categories: • Basic needs&social well-being • Positive development through life stages • Safety and health • Community strength • Natural and built environment • Arts and culture The Communities Count Partnership is committed to improving community health and well-being through information advocacy—providing accurate and timely reports on conditions that matter to King County residents. Every three years, Communities Count reports on 38 social, economic, health, envi- ronmental and cultural indicators. The report is used by city and county governments, public agencies, foundations, human service funders, non-profit agencies, community-based organizations, and resi- dents. For more information, visit its Communities Count website. www.communitiescount.org. �",."- gra iF ;moi . ..� sS ,- ct ?�. w 4 £ ., a W S :,,,,,.. ',, .. ,. .ice ' L a moi, u2} "' s '' +r i - " `M" m.. �. cv '. r : a ••.,;toe i , z a, - 5* ,. - s t v 34 6.2 MILESTONE TWO: ESTABLISH SUSTAINABILITY GOALS Milestone Purpose: To define the scope of the plan by developing a set of sustainability goals, including an emissions reduction target, that address the most pressing challenges identified in Milestone One. Milestone Description. While analyzing the findings of the sustainability assessment, local govern- ments must assess their primary sustainability challenges and develop a set of goals that can be used as the framework for the plan. The goals define the scope of the plan and communicate to the public the priorities and focus of the planning process. The goals can be developed in parallel to the sustainability assessment in Milestone One, to help guide the research and analysis process. ICLEI MILESTONE TWO AWARD REQUIREMENTS • Development of set of goals to address sustainability issues, including an emissions reduction target • Written verification from a staff or elected official liaison that the local government has commit- ted to the goals and the specific target Or • Inclusion of goals and a reduction target in an approved emissions inventory report that is submitted to ICLEI Additional Recommendations: Public announcement of the sustainability goals including a website for public comment. It is difficult to reflect the sustainability of a community in one goal or indicator, so ICLEI recommends developing a suite of inter-related goals to comprehensively define the vision for the community, including an overarching emissions reduction target. Developing the goals involves input from the sus- tainability coordinator, interdepartmental team, sustainability advisory board, key stakeholder groups, and the public. TASKS: 1. Define clear, relevant. and measurable goals that address the key issues identified in the sustainability assessment, including an emissions reduction target. • Brainstorm goals to address the key challenges identified in the sustainability assessment. • Define the goals using simple language that will engage a wide audience. • Solicit input from the sustainability advisory board on the goals and have the board members publicly 11117 endorse the goals, to demonstrate broad support early in the process. • Review the goals by the sustainability advisory board and incorporate their feedback. • Develop two emissions reductions targets: an emissions reduction tar- get for the community as a whole, and one for government operations only.These targets can be the same, but often local governments elect to set a more aggressive target for government operations to position " the government as a leader.li,,, iP • Set an emissions reduction target that is aggressive but achievable. • For more information on setting an emissions reduction target, refer to ICLEI's Target Setting Guide(coming soon). ,, - '' t 1 2. Test the achievability of your goals by brainstorming possible strategies to meet them. iiii '` • Make sure goals are achievable by performing a high-level analysis of potential strategies to meet them, using the Matrix of Sustainability 1 , I d Strategies. -' l3 '1 i . • Refer to the Sustainability and Climate Action Plan Examples for ex- 1 4� ample goals and strategies and to learn about the strategies employed '" a by other local governments. • If you find your goals are out of reach or off base, double back to refine IO "-- and reframe them. • Estimate the potential of your various strategies to achieve your emis- sions reduction target. IS1 3, Solicit ideas from the public for sustainability goals, • Hold meetings with small groups of stakeholders to hear their ideas for the goals within the plan. • Facilitate a public visioning session to brainstorm goals and get the public thinking about what sustainability means to them. • Use the website to solicit ideas from the public on the sustainability goals. Summarize and post ideas from the public on the website. ` 4. Announce your goals to the public. ,..4, x' ' • Have the mayor or chief elected official announce the goals and define itib:•••• the scope of the sustainability plan at a kick-off public event or press dr conference. • Develop a public education campaign around the challenges and goals in conjunction with the announcement, to maximize the public aware- ness and support for the planning process. • Post the goals on the sustainability plan website and develop a media plan around the release of the goals, to maximize public awareness and support for the planning process. • Provide context for the goals. Present the findings from the sustainability assessment with the goals to provide background information and to communicate to the public the need for the plan. This will help to ensure that the public has the same information as the team developing the plan and will be used as a common starting point for the outreach process. TOOLS/TEMPLATES • ICLEI's Target Setting Guide (coming soon) • Matrix of Sustainability Strategies for brainstorming potential strategies for achieving goals • Sustainability and Climate Action Plan Examples • ICLEI's Climate and Air Pollution Planning Assistant (CAPPA) decision support tool for brainstorming potential greenhouse gas emissions reduction strategies BEST PRACTICE EXAMPLES City of New York, NY: Developing Measurable and Inspiring Goals To develop the first draft of the goals for PIaNYC, New York's Mayor's Office of Long-Term Planning and Sustainability gathered ideas from the interagency team and from the sustainability advisory board. The Mayor's Office, the interagency team, and the advisory board all had similar ideas for the goals and key themes for the plan. However, the task of framing each goal in a way that would resonate with the public—and not be too broad in scope—was more challenging. For example, the Department of Envi- ronmental Protection came up with the goal to improve the state classification of the City's water quality. The City's waterways have historically been polluted due to industrial uses and overflows from waste- water treatment facilities. The team agreed that although this goal is clear and measurable, it might not resonate with the public. Therefore, they chose to reframe the goal as "open 90 percent of our waterways for recreation by reducing water pollution and preserving our natural areas." Articulated this way, the goal is measurable, has a clearer benefit to the general public, and supports the City's long-term plans to transition its waterfront from industrial to recreational uses. Ultimately, City of New York developed 10 goals. Mayor Bloomberg publicly announced them at a large- scale press event that was followed by months of public outreach to develop and analyze potential initia- tives to achieve these goals. To reach a wide audience, the City launched a website about the challenges and goals, and created a pamphlet that was inserted in daily newspapers. For more information on City of New York's challenges and goals, go to PIaNYC Challenges and Goals. .44 . . + , 37 -fir a -:,: - ... '� J City of Franklin, TN: Public Visioning Session The City of Franklin, TN, has a vision of being one of the top 25 sustainable cities in the country. It launched a planning process in September 2008 that included a public visioning process, called the Sustainability Navigation Session. The City used the k visioning process to help define its tap sustainability needs and to brainstorm goals and measures for the ' sustainability plan. The visioning workshop, which 16 was promoted on the City's website, took place over two days and involved more than 200 participants. Participants were asked to list their sustainability concerns, which the City and its consultants sum- kb° marized and used those to identify the "Top 10" sustainability goals. This exercise helped to identify high-priority issues, such as a citywide recycling program, green building incentives and policies, water conservation, and sustainability education curriculum in schools. Newark, NJ: Imagining Newark's Green Future The idea behind Newark's Green Future Summit 410 stems from a commitment that Newark, the Apollo Alliance, the Washington-based Center For Ameri- can Progress, Christensen Global tr tegi es, and II \\\\ several more organizations made at the Clinton Global Initiative in September 2007. The idea was i two-fold. First, to bring Newark's diverse talent and 1\ \ experience together with leaders from other commu- ., \ . Armti nities to develop a roadmap for sustainable develop- ment. And second, to support the city in developing " green urban initiatives—integrating green buildings • into energy efficient neighborhoods, developing / It *--443#4,---'' ‘ t -, 'r,';v-a.i new parks, fostering business development in clean 40. energy that produces green-collar jobs. greening the • 5 Newark port—that create jobs, increase community welfare, and expand economic opportunity. „.4,1), I.' Y Newark's Green Future Summit was a two-day event attended by local and national experts, which fedi- tated a process for the people of Newark to define t , , what sustainability means to them, and define the overarching goals to make Newark a more sus- ) i,„ tainable place to live and work. A summary of the summit process and results can be found in the s.; x report, Imagining Newark's Green Future.The City of Newark intends to use this report as a starting point ai for the development of a local sustainability plan. 6.3 MILESTONE THREE: DEVELOP A LOCAL SUSTAINABILITY PLAN Purpo To identify and devise a plan of action that is supported by the public and consists of policies and strategies that will allow the local government to achieve tangible improvements in local sustainability and reduce greenhouse gas emissions. M D s : ) •:n Milestone Three involves building on the research and analysis in Milestones One and Two, and fleshing out the details of each measure in greater detail. The major tasks of Milestone Three include analyzing potential strategies and measures, quantifying the emissions reduction potential of each measure, developing implementation plans, receiving and incorporating public input, and writing the sustainability plan. ICLEI MILESTONE THREE AWARD REQUIREMENTS • The completion and formal approval/public release of a Sustainability Plan highlighting existing and proposed reductions for municipal and/or community emissions and measures to improve the overall sustainability of the community • Submittal to ICLEI of an electronic copy of the plan Additional Recommendations: Implementation of a comprehensive public outreach process; incorporation of public feedback into the sustainability plan. The outreach process should be in full swing in Milestone Three, and local governments should utilize the Internet, town hall-style meetings, roundtable discussions, and focus groups to solicit input for the measures being considered for the plan. TASKS: 1. Develop and prioritize measures, • For each strategy identified - in Milestone Two, develop a list of potential measures for detailed analysis. Use the Sustainability Strategies ,�; • --� Matrix, ICLEI's Climate and Ai' 11111111 ea__ Pollution Planning Assistant �...�;.��++•.�,,,'r (CAPPA) decision support tool, as well as feedback fromC - A EL_ the public outreach meetings, sustainability advisory board, and interdepartmental team. • Analyze potential measures and describe how the select- ed measures will contribute to the various goals, using the Measure Analysis Template. 39 • Analyze the costs and benefits of all potential measures. • Prioritize and select measures include a mix of quick-wins and longer-term bold measures. • Define relevant indicators and data sources for each measure and gather baseline data, to ensure that the impact of each measure is measurable. • Estimate the emissions reduction potential of each measure. TIPS TO HELP CHOOSE YOUR MEASURES Propose a "plan to plan," if additional analysis or a separate planning process is needed. For exam- ple, you can create a task force to study an issue in more detail or to develop a pilot project to test a new strategy. Consider including one or two measures that can dramatically impact energy use in the long-term, such as expanding public transit service. Major measures addressing buildings or transport can not only cut greenhouse gas emissions dramatically, but also demonstrate your local government's com- mitment to addressing the challenges. 2. Develop implementation plans for each measure. • Define the implementation timeline, responsible department/organization, and key milestones for each measure. Develop short-term (if possible) and long-term milestones for each measure. • Identify available funding and funding gaps for each measure. • Designate an implementation coordinator in each local government department, to ensure there is a primary point of contact responsible for the implementation. WHAT TO INCLUDE IN THE IMPLEMENTATION PLAN FOR EACH MEASURE ❑ Responsibility: Clearly state the department, agency, or organization responsible for imple- menting each action item in the sustainability plan. Nongovernmental parties or stakehold- ers involved with implementing these actions should also be identified. ❑ Timeline: For each action item, set a target year by which the item should be launched or completed.The implementation plan may also require setting interim goals and target years for each item (e.g., the end of a political term). ❑ Funding: Explain how each item will be funded. The implementation plan should detail how each item will fit in the budget, and include any sources of external funding available. ❑ Baseline data: Define relevant sustainability indicators for each measure, so you can monitor progress. 0 3. Prepare for the public outreach process. • Update the draft outreach plan created in the pre-planning phase with the following information: o Stakeholders to involve in the outreach process. o Schedule and location of the outreach meetings in a variety of locations throughout the jurisdiction. • Concurrent with the public meetings. the sustainability coordinator and staff should continue to meet with advocacy organizations and stakeholders to receive feedback and test ideas. These meetings can be conducted as one-on-one meetings or with small groups. • Include the interdepartmental team and departmental directors in the outreach meetings, so they can hear direct feedback from the public and can incorporate public opinion in to their analysis of potential strategies. The team can also address questions raised by the public when a proposed strategy is not viable. • Develop an attractive and easy-to-understand presentation for the outreach process to visually communicate to the public the challenges and goals.Then use the second half of the meeting to get feedback. • Tailor the outreach presentations to the audience; highlight the benefits of the plan for differ- ent constituency groups and/or neighborhoods. When people understand how the plan affects them directly, they will take a greater interest. • If regularly scheduled public meetings exist, then consider using these meetings as a venue for public outreach. • For larger jurisdictions, consider holding meetings in a variety of locations to make the meetings convenient for residents. • The number and approach to publicoutreach can varyvastlYbased on the size of the jurisdiction. For smaller communities, only a few outreach meetings might be necessary and they could be combined with other planning meetings. 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Mau pue uo{uido otygnd ;o lseaage s{ wee;eq; ensue o; `wee;eq;o; I.( e nqu;sip pus s6uNeew gosa4no eq; wall){osgpee eq;ezuewwns . •oi{gnd eq} woe}seepi aaqge6 o; el!scienA anoA pus 'sieusd liedxe 's6ugoew ejgslpunoa aa{{ews `sbuiieew a{A;s—{ley LMo;eziPa . •uoiuido of{gnd ;see o} ue{d au;ao1 peJepisuoo 6uieq saanssew lUeSaad . •se!belea4s snouen,o si!ieueq pus sasoo }nogs >iuiy;of of qnd eq;e6sanoaue o; siesodoad eoueui4 of Moq uo seep! ;iai{os -oAI euo;seNN ui pedo{eAep s{so6 eqa eneU.Oe o;Moq lnoge oi{gnd eqn pus sdnaa6 aapoi ejsl.s )Isy . •goeaalno uaaoJad .b TIPS TO WRITE A COMPELLING / ,___. PLAN 4 Tell a story:The document's narrative should s explain the issues and challenges to ensure the reader understands the background of the plan and the need for action. n Make the plan look professional: Publish the " :' plan in a visually appealing and reader-friendly 111.116.. format, to help market the plan and communicate the ideas. Using an attractive and easy-to-use format helps to generate interest in the plan and communicate to the public the local government's commitment to the plan. -r Demonstrate to the public that their ideas have been heard:Quoting the public's feedback is a . powerful tool. However, publishing people's written ideas may require written consent, even . if their names are not published. When designing an online or paper feedback form, this should be . taken into account. ,; 7. Release a draft plan for public comment (if appropriate). • Determine if it is necessary to release a draft of the plan for public comment. This will depend on local laws, the breadth of the outreach process, and historic precedence in the community for engaging the public. 8. Finalize and release the plan. • Have the chief elected official announce the plan and publicly release it. • Formally adopt or approve the plan. _,. Illi . `;--. . .-..1--.'-'-.:---,' ,,, - - ''..',;:-:,-,ri'w 1-, �Y �r ____::.%________ -'7.'''''.Y7,:',.. ' - -. , , _ : ,.-...,... -----::- 1111 la 111 ..?..._.,, , iiii 1 \l - _- -- 1111 4,it , - *411.t'' t . ,m,.-- le- 43 TOOLS/TEMPLATES • Measure Analysis Template( n your toolkit folder) • ICLEI's Climate and Air Pollution Planning Assistant (CAPPA) decision support tool for assessing the emissions reductions for various measures • Sustainability Strategies Matrix • Sample Outline • Outreach and Communications Guide (140 Neighborhoods website Visit the Actionuenmron the /uLE/ uu* � ` website for a variety of guidebooks, best praot|oea, and implementation tools, including: 1111114 • ICLEi's Solid Waste and Recycling Guide • ICLEI's Revolving Enery Fund Guide • ICLEI's Outreach and Communications Guide • ICLEI's Environmentally Preferable Purchasing Guide � • Model Ordinances BEST PRACTICE EXAMPLES City of New York City: Summarizing the Plan in the Implementation and Goals Matrices Mayor Bloomberg released PlaNYC on Earth Day 2007. The plan includes 127 initiatives in the areas of air quality, land use, housing, water, and transportation aimed at achieving the City's 10 sustainability goals, including the overarching climate change goal of reducing greenhouse gas emissions 30 percent by 2030. The matrix of initiatives and goals and the implementation plan matrix are the two most important sec- tions of the plan, even though they are appendices, These matrices are the actual day-to-day tools used by the Mayor's Office to manage and coordinate the implementation of the plan.The matrix of initiatives and goals illustrates how one initiative can help to achieve multiple goals. The implementation plan ma- trix spells out the implementation timeframe, the city (or state) agency in charge of the implementation, and the allocated and needed funding for the initiative. Download NYC's Matrix of Initiatives and Goals here, or view the City's entire !mp|an`antat'or Plan Matrix. • City of Baltimore, MD: Multi-Pronged Approach to Public Outreach Baltimore's Department of City Planning was charged with developing its sustainability plan, known as TransForm Baltimore. Baltimore has followed a comprehensive approach to public outreach by recog- nizing that the public does not only want to provide comments on the draft plan, but they want to be involved in the plan development from the beginning. As a result, the City undertook a multi-pronged outreach strategy to develop the plan, which included working groups, community conversations, a youth strategy, and a sustainability forum, as summarized in the draft plan's public engagement chapter. The draft sustainability plan was released for public comment on December 31, 2008, and the public had six months to provide feedback via Baltimore's online public consultation portal and through public meetings, The public consultation portal enabled residents to review the plan, post comments, and 440%04-414 review other comments. Review- ers were asked to categorize their comments as support, support with conditions, observation, recom- mendation, or objection. This tool allowed the City to gather all feedback in a central repository and provided the public with an easy-to-use forum for commenting ' t on specific sections of the plan. 6.4 MILESTONE FOUR: IMPLEMENT POLICIES AND MEASURES Milestone Purpose:To implement the measures in the sustainability plan to improve the overall quality of life in the community. Milestone Description: After the plan is released and adopted, it is time to start implementing it. Imple- mentation can take a variety of different forms. such as passing new regulations, forming taskforces, ini- tiating pilot projects, educating the public, changing purchasing patterns, or developing plans for specific issues identified in the sustainability plan. CAMPAIGN FOR NEW YORK'S FUTURE MISSION STATEMENT The Campaign for New York's Future is a coalition of civic, business, environmental, labor, community and public health organizations that support the goals and strategic direction of PIaNYC. Our goal is to make every neighborhood in NYC a great place to live and work, as well as make a significant contribution to fighting climate change. The coalition aims to encourage public debate—as well as fair Aand effective action—now and in the years to come. A% A We recognize the need to both seize the opportunity for immediate action and to insure that this long-term plan evolves with continued dialogue and changing 45 conditions. The sustainability coordinator plays an essential role in coordinating the implementation process and tracking progress. However, it is up to each department to take ownership of the measures assigned to them. Each department should assign an implementation coordinator who is responsible for managing and coordinating the implementation and contributing to the annual progress report, The implementation coordinators should meet regularly with the sustainability coordinator to keep the sustainability coordina- tor updated and to troubleshoot issues that might arise. In addition, the implementation of many mea- sures will involve coordination of multiple agencies, so the sustainability coordinator and the departmen- tal implementation coordinators will need to work closely together. ALhaltrld r TASKS; 1. Implement the measures in the pian and track implementation status. • Make sure all measures have a designated implementation coordinator. Hold regular meetings with the implementation coordinators to keep track of the progress, help resolve issues, and coordinate interdepartmental measures. • Use a master spreadsheet or database to keep track of the key milestones, deliverables, and achievements for each measure. • Make sure that all measures have indicators, data sources, and baseline data for tracking progress. • Identify implementation coordinators from each department who are familiar with the measures and have existing responsibilities that overlap with the measures in the plan. • Have the chief elected official communicate to the departments and implementation coordi- nators the high priority of implementing the plan and the important role each implementation coordinator will play. 46 2. Institutionalize the planning process. • Codify the process and timeframe for updating the plan and define a process for monitoring the implementation progress through a resolution or local law. 3. Define the future role of the sustainability advisory board. Depending on how the sustainability advisory board was structured when it was established, it might be necessary to redefine the role of the board following the release of the plan. Some lo- cal governments choose to "sun-shine" their advisory boards and work with an existing entity, such as a citizens advisory panel, to monitor the implementation of the plan. Others choose to leave the board intact, but change its focus towards facilitating or monitoring the implementa- tion of the plan. 4. Coordinate with a coalition of advocacy groups. • Whether a coalition of stakeholders forms organically, through the coordination of the sustain- ability advisory board (or even the local government itself), it is useful to form an alliance of stakeholder groups who can support the implementation of the plan at the community level. • The sustainability advisory board should plan an active role in forming this coalition and defin- ing the vision and mission of the coalition, if such an organization doesn't already exist. a The coalition should have an overarching goal to support the implementation of the plan and to make sure the plan remains relevant through future political administrations. • Work with the coalition to develop a public education and outreach campaign, to continue to educate the public about sustainability and climate change issues, or to focus outreach on a specific measure to build public support. TOOLS/TEMPLATES Visit the Action Center on the ICLEI USA website for a variety of guidebooks, best practices, and implementation tools, including: • ICLEI's Revolving Energy Fund Guide • ICLEI's Solid Waste and Recycling Guide • ICLEI's Outreach and Communications Guide • Green Playbook + Neighborhoods website • Environmentally Preferable Purchasing Guide "°1\. • Model Ordinances I 47 dr BEST PRACTICE EXAMPLES i! .. ,! The following examples provide some ideas about how to coordinate and - manage the release of the plan. For examples of specific measures to be .,- ! el 1 included in a sustainability plan, refer to ICLEI's Acton Center. For addition- 4 al information about the measures included in New York City's sustainability i4' • - plan, refer to the New York City Case Studies in this toolkit. y. f" iii 'IbCity of New York, NY: Coordinating the Release of the Plan '% The coordination of the messaging and rollout of PIaNYC was critical to the plan's broad public support. Throughout the planning process, the Mayor's f. _ffi: Office was strategic with what information was publicly presented about their plan, to ensure nothing was misreported prior to the mayor's an- + * nouncement of the plan on Earth Day 2007. i. r7, j ; . ...„----• In preparation for the release of PIaNYC, the advocacy and community- based organizations involved in the sustainability advisory board and the ' e outreach process formed a coalition called the Campaign for Ne,; YorK s '" Future to support the release and implementation of the plan. The coati a lithippo tion provided institutional support for the plan and received funding from 15 New York City-based foundations interested in environmental and r , -44 , economic development issues. The Mayor's Office of Sustainability was instrumental in organizing and forming the coalition and helped to define It the mission of the coalition, raise money, and hire a director to manage �Nthe coalition's activities. The number-one priority for both the Mayor's Of- � " i ,-� fice and the founding members of the coalition was to support the imple- }. ' + k — mentation of the plan and to ensure the longevity of the plan beyond the _ Bloomberg administration. -z,,,\ X, I # A day before the release of the plan, the City organized an embargoed 44 technical briefing for the press on the details of the plan. The City an- .,..s , nounced the Million Trees initiative that day to help build the excitement for x NINF the actual release of the plan, but asked the press not to release anything I'. until the day of the plan announcement. By holding a technical briefing for the press. the Mayor's Office was able to explain the details of the plan and \ \ __„ .. make sure that the press understood the initiatives in the plan, since the Mayor's announcement did not touch on every specific initiative in the plan. i On the day the mayor released the plan, the Mayor's Office held a techni- A \ cal briefing for the sustainability advisory board and the Campaign for New k 3 York's Future. Similar to the press briefing, the Mayor's Office presented } the details of the plan to make sure the advocates and advisoryboard were -, well versed in the specifics of the plan. By preparing the advocates prior to the release of the plan, the Mayor's Office was able to use surrogates to praise the plan immediately following the mayor's announcement. which `3: 4 only helped to build on the positive press received by the city. To add to the Y "' - - public support for the plan, the coalition released a press release endors- ing the plan and the coalition members gathered at City Hall for a press conference to demonstrate their support. Nearly 75 local organizations from around the city were involved and they demonstrated to the public, the me- dia, and most importantly to elected officials the broad support for the plan. City of Minneapolis, MN: Designating Coordinators for Each Indicator After releasing its sustainability plan, which included 25 sustainability indicators, Minneapolis assigned a coordinator to manage the measures associated with each indicator. Instead of assigning liaisons from each department to manage the activities within their department. the City assigned a staff representa- tive to coordinate all of the activities associated with each indicator. These indicator coordinators were selected from the various City departments and were already working on many of the issues associated with each indicator. This approach to managing the implementation allowed the City to work with its existing staff resources and to break down boundaries between the departments. s io i 1;35 ilt . ... '� A .,,........_,. _ _.4... .. ,.,..... .... , . • r A ._ t ft A le A -0 , : 4 ?Ili' 41.0010104.• 6.5 MILESTONE FIVE: EVALUATE PROGRESS AND REPORT RESULTS Milestone Purpose. To be transparent and accountable to the public by tracking and reporting on imple- mentation progress and using a set of indicators to track overall improvements in local sustainability. Milestone Description: Once implementation begins, it is time to create processes to track progress toward the sustainability plan's goals. This can be done by reporting on the set of sustainability indica- tors developed in Milestone One, publishing an annual progress report, and updating the greenhouse gas emissions inventory. The annual progress report is the primary mechanism for a local government to demonstrate account- ability and transparency to the public and key stakeholders. This report should summarize the actions taken, next steps, and key milestones of all of the plan's measures, and highlight how the actions taken are helping to achieve the sustainability goals. In addition, it should explain any implementation barriers or strategic changes to the implementation approach. ICLEI MILESTONE FIVE AWARD REQUIREMENTS • Annual progress reports submitted to ICLEI on measures outlined in the sustainability plan • The completion of an updated greenhouse gas emissions inventory within three years of the baseline year • Submittal to ICLEI of all inventory data (from software tool) • Submittal to ICLEI of a report summarizing the inventory results 49 .< � Sustainability indicators should be used to monitor changes to the overall sustainability of the jurisdiction and serve as a supplemental mechanism for tracking implementation progress. The updated greenhouse gas emissions inventory allows the local government to track its overall progress toward achieving the emissions reductions target. Completing Milestone Five closes the loop on the first round of the planning process, and enables a local government to update the sustainability plan and to restart the Five Mile- stone process. TASKS: 1. Review sustainability indicators and gather missing baseline data. • Review the sustainability indicators developed in Milestone One, for the sustainability assessment, and determine if any additional or different indicators are necessary. • For any new indicators, gather relevant baseline data. • Indicators should be clear, relevant, compelling, and mea- 01- 1 surable, and should address the ' overall sustainability of the , jurisdiction. • Develop a transparent • system for reporting indicator loor data to the public. 2. Develop an annual progress report to update the public, • Develop a tracking system for monitoring the progress of the measures in the plan. • Develop an annual progress report. • Release the progress report to the public and have the mayor or chief elected official announce the progress made to date. WHAT TO INCLUDE IN YOUR ANNUAL PROGRESS REPORT ❑ Responsible parties:Clearly state the department, agency, or individuals responsible for imple- menting each measure in the sustainability plan, even if this is already included in the plan. ❑ Status of measures: Summarize what actions have been taken to implement each measure. Categorize each measure with terminology such as "completed," "launched," or"not started." ❑ Quantified progress: Calculate the progress on each measure's target, such as greenhouse gas emissions reduced or affordable housing units built. ❑ Achievements and challenges: Highlight the successes your municipality achieved, but also discuss any barriers encountered during the reporting period. Learning from both the successes and setbacks will help when updating your implementation plan for the next reporting period. Next steps: Explain for each measure what must occur during the next reporting period to meet the 50 goals and target years set by the implementation plan. 3. Update the greenhouse gas emissions inventory. • Update the local government operations and community greenhouse gas inventories at least once every five years, preferably every one to three years. • Release a public report on the updated greenhouse gas inventory. Highlight successes and key measures that have been implemented to reduce emissions. • Quantify the impacts of external factors, such as weather and population growth, along with changes in energy consumption and energy production efficiency. 4. Use the website and e-mail blasts to update the public. • Keep the public and key stakeholders updated on major achievements by routinely updating the website and tracking the progress of measures online. • Create an e-mail list of interested parties from the outreach process and send them regular newsletters or press releases for major achievements. 5. Update the sustainability advisory board and other key stakeholders. • Continue to meet with the sustainability advisory board, and between meetings, keep them up- dated with regular communications, such as a newsletter. As representatives of their respective constituency groups and the public at large, the sustainability advisory board should hold the local government accountable to implementing the plan. • Meet with the key stakeholder groups that were consulted during the planning process to keep them informed of the implementation progress. TOOLS/TEMPLATES Sustainability Assessment Guidelines and Checklist 11lk1101110" .. +T ' a� IP, `: 410. if YAt 51 BEST PRACTICE EXAMPLES City of New York, NY: Annual Progress Report The monitoring and evaluation of PIaNYC progress follows Mayor Bloomberg's adopted motto, "If you can't measure it you can't manage it." Mayor Bloomberg has been a pio- neer in terms of tracking progress on campaign promises and using performance indica- tors to monitor City operations. In keeping with this approach, the City Council passed Local Law 17 in 2008, which amended the city charter and administrative code to add the Mayor's Office of Long-Term Planning and Sustainability as a permanent mayoral office. This local law charges the Mayor's Office with implementing PIaNYC, identifying and re- porting on a set of sustainability indicators, and publishing an annual progress report. The City also passed Local Law 22 in 2008, which enacts the emissions reductions targets in PIaNYC to reduce emissions from City government by 30 percent by 2017 and for the city as a whole by 30 percent by 2030. It also requires the Mayor's Office to update the green- . ;�„- house gas emissions inventory annually. II One year after Mayor Bloomberg released PIaNYC in April 2007, the City launched 93 percent of the 127 initiatives in the plan. Two years after the release of the plan, all of the 2 . initiatives have been launched, 35 have been completed, and 50 are on time. ;,,: ;100t m`}u .. ll3 The City uses an internal spreadsheet to track the implementation progress of each initia- W. l a �. tive and meets regularly with each of the implementation coordinators in the various City t.. I IF t;1 agencies. The Mayor's Office first published a brief six-month progress report in October IT s f 2007, and now releases a comprehensive annual progress report on Earth Day, the an- I i t - -_ niversary of the release of PIaNYC.1. • f The City of New York also released a set of sustainability indicators on Earth Day 2009, i* t .t:as i.- r,,, - i i -i s a . = which provides an additional mechanism for tracking progress. _ i i wi To learn more, view the City's 2008 PIaNYC Annual Progress Report and the 2009 PIaNYC IT E # Annual Progress Report. For a summary of the status of the 127 initiatives after the first j iff: nits s year, go to One Year Status Report Scorecard. The City's updated greenhouse gas inven- 1 ... .;,.. ♦ , MIT «• • 4 ice-. 1i111' tory can be found at Annual Greenhouse Emissions inventory 2009. ' ! s ,, 1. is a S �# : ,A :.# - * -4 .: City of Albuquerque, NM: Online Green Reporting Tool !"' :, ; I 2 ram-----• -- :"11 I - _ • The City of Albuquerque uses a number of visually pleasing and easy-to-use reporting rT=1e-kip w� . •' tools to demonstrate to the public its progress on green goals. The City's sustanaotl ty /::-..".1:7.,.::;- homepage displays an interactive map that illustrates the City's accomplishments and • 'o;.;„-. provides a fun tool to learn about sustainability. The City also provides a visual reporting tr. ;' ' '- tool called AlbuquerqueGreen Reporting, which illustrates the main components of the i • r. . sustainability plan, and provides updates on the City's progress for both its government - --.----- =_° and community measures.The reporting tool lists a baseline and a target for each of the is- actions in the plan as well. City of Santa Monica, CA: Indicators Santa Monica's entire sustainability effort is driven by the use of indicators and targets for each of the eight goals in its sustainability plan. The City uses system-level indicators and program-level indicators to monitor overall citywide sustainability and to track imple- mentation progress. System-level indicators are used for tracking citywide sustainability trends; they indicate the state, condition, or pressures on a community-wide basis for each respective goal area. Program-level indicators show the performance or effectiveness of specific programs, policies, or actions taken by the City government or other stakeholders in the community. Santa Monica has set specific targets for many of the indicators, but was unable to establish baselines and targets for some indicators in which data was not available at the time. For these indicators, the City reports on the trends. As an example, for the resource conservation goal area, the City rates its overall progress with a let- ter grade and also rates its effort. So in 2008, Santa Monica received a C+ for resource conservation, however the City gave itself an A- for effort. The rationale behind these grades is based on the scores for each of the categories within resource conservation, such as solid waste, water use, and energy use. For each of these categories, the City has an indicator, such as `citywide water use, percent local vs. imported & potable vs. non-potable." The City reports on the status and trends for each indicator and provides a detailed description of actions taken, performance summary, and recommendations for areas for improvement. City of Seattle, WA: Reporting Annual Progress Towards Achieving Goals The City of Seattle publishes an annual progress report summarizing its climate action plan achieve- ments along with an implementation matrix tracking the progress on each measure in the plan. The report highlights the City's key accomplishments and includes numbers and figures, to demonstrate the progress, such as creating 50 miles of new bike lanes or distributing 1.4 million CFLs. The report also shows trends for some of the City's sustainability indicators, such as bike-to-work-day participation and transit ridership. For more information, view Seattle's progress report. In addition to the annual report, the City releases an implementation matrix that provides a status update on the implementation of each mea- sure in the climate actionP lan. 3� , cwt - 3`f '4 ff �4 '4v' 4r. I i I '-' -ft IT ' #E s E - fir,i. tZ ~�... .: , .. .. eZ 4,1 V:' . :. • PART III: PLANNING RESOURCES 7. ICLEI SUSTAINABILITY MILESTONE AWARD GUIDE Milestone One: Conduct a Sustainability Assessment ❑ Completion of a comprehensive GHG emissions inventory including both community and municipal operations ❑ Analysis and baseline assessment of sustainability indicators LI Submittal to ICLEI of all data(from software tool) ❑ Submittal to ICLEI of a report summarizing the results from the inventory and sustainability indicator assessment Milestone Two: Establish Sustainability Goals ❑ Development of set of goals to address sustainability issues, including an emissions reduction target ❑ Written verification from a staff or elected official liaison that the local government has committed to the goals and the specific target Or ❑ Inclusion of goals and a reduction target in an emissions inventory report submitted to ICLEI Milestone Three: Develop a Local Sustainability Plan ❑ The completion and formal approval of a sustainability plan highlighting existing and proposed reductions for municipal and/or community emissions and measures to improve the overall sustainability of the community fl Submittal to ICLEI of an electronic copy of the plan Milestone Four: Implement Policies and Measures ❑ Quantification of a minimum of 50% of the measures outlined in the sustainability plan ❑ All quantification data and methodology must be verifiable by ICLEI Milestone Five: Evaluate Progress and Report Results ❑ Annual progress reports aubmitted to ICLEI on measures outlined in the sustainability plan ❑ The completion of an updated inventory within five years of the baseline year ❑ Submittal to ICLEI of all data(from software tool) ❑ Submittal to ICLEI of a report summarizing the results 54 ,+ . - '' ' ` �: 8. LIST OF TOOLS, TEMPLATES, CHECKLISTS, ``A 7 '.+? -, ` AND BEST PRACTICES - , / s '. You should have received the Sustainability Planning Toolkit in a folder that contained this main .' . + r document (pdf) and a subfolder with the following Word documents and Excel files, which are iN i- t essential to the process of sustainability planning, and referenced throughout the toolkit. ,v„„,./.....- s- C : - ; "If , ,..41;W Sustainability Plan Development Example Timeline . ,,. y View a proposed timeline to get a sense of how long it takes to complete the Five Milestones. .111�__ Five Milestones for Sustainability Checklist . �1 ''`. , _ Follow this checklist of tasks as you work through each of the Five Milestones for Sustainability. - _yr' ," y_ Master List of Useful Guidebooks and Tools il -*_- .1::,''r A§, links to a wealth of online resources, from EPA, local goverments, NGOs, and more. = � 4oioi, Measure Analysis Template tter y":_ - :A Analyze the feasibility(costs, benefits, challenges, etc.) of each measure in your plan. .P sa e e??, I-s Outreach Planning Template �[,> Document your outreach planning process, including your approach, timeline, means of incor- ,,, --. • porating public input, public education campaign strategy, and more. Sustainability Assessment Guidelines and Checklist •�f ;, ' This checklist provies the basic data that a local government should take into consideration i when performing a sustainability assessment. Sustainability Strategies Matrix °1 Examples of strategies, large and small, that local governments have included in their plans. Inventor/ of Existing Sustainability Initiatives Template 0.- Y y„ l ! • Y -g- List List your local government's existing sustainability initiatives in this Excel document. ay '"+'f ' • +- Sustainability Plan Template p.1'► : % -1 Consider using this template to structure your written sustainability plan. J. -iii ~ s.- > Sustainability Team Best Practices _ '• a* - '.i This mini-guide supplements the main toolkit with even more information on how to create r�* -- _, Q your sustainability team and assign responsibilities. . :• 1 T - r `. Sustainability Team Formation Checklist '1,. i '� ' -T r,= Follow this short checklist as you create your interdepartmental team and your advisory board. L �` j,.:�'.)i„);. , -, i cList of U.S. Sustainability and Climate Action Plans :'+- -iir IF1.-•.-e, �--"•- ;.. To glean ideas for your sustainability or climate action plan, view this document to find links to ' ` `' . .i ="4.* plans from local governments around the country. .? - I' + ; Sample Sustainability Coordinator Job Descriptions ,�- Use these lob descriptions to help with your hiring process. MOUND 'IEW Trailways System Master Plan— DRAFT 8C • .1, • MOUNDS ViEw Trailways System Master Plan Proposal Presented by the Parks and, Recreation and Forestry Commission FEBRUARY 2021, UPDATED & REDLINED 1 MOUNDSIVIEW Trailways System Master Plan— DRAFT 8C Goals and Objectives In efforts to make this plan cost-effective, manageable and practical as possible, it does not propose a trailway on every city street, but does propose a systematic matrix of biking and walking accessibility to all areas of the City, making special provisions to provide access to schools, parks, business and civic areas. This plan also makes special efforts to link Mounds View neighborhoods with the trailway system. 1. Provide the highest level of safety practical to ensure the health and welfare of the pedestrian, bicyclist and motorist. a. Encourage compliance of traffic laws through applicable departments b. Develop and promote guidelines governing the appropriate use of the trailways system c. Establish a signage standard for trail use that minimizes potential conflicts among users d. Conform to existing Minnesota Department of Transportation engineering standards e. Minimize bicycles/pedestrian/motorist encounters by providing off-street trailways whenever economically possible f. Promote safe bicycling through publications, programs and events while assisting with the promotion of bicycle safety education through the City publications 2. Provide and maintain a trailways system to achieve a high recreation potential. a. Provide links between Ramsey County, Anoka County and neighboring cities' trailway systems b. Develop a trailways system as a recreational link between the existing City parks, and to promote a means of making the park property as well as recreational activities accessible to all City residents c. Provide a recreation opportunity for the family and individual d. Develop a system that would be suitable for short and long distance recreational use e. Utilize man-made or natural linear resources in order to take advantage of the scenic qualities in the City 2 MOUNDS►VIEW Trailways System Master Plan— DRAFT 8C Goals and Objectives (Continued) 3. Provide and maintain a trailways system that can be used as an alternate transportation mode. a. Encourage application for grants and funding aid for trailway projects b. Promote a system to provide access to local points of destination such as civic centers, businesses, schools and libraries c. Promote a system that would provide an efficient means of destination orientation traffic d. Connect the trailways system with existing and future mass transportation systems e. Encourage the development of secure bicycle parking opportunities at existing commercial and industrial developments f. Advocate safe trailways through communication of requests and needs to roadway owners including Ramsey County and the Minnesota Department of Transportation 4. Publicize trail use opportunities in the community. a. Encourage citizen involvement through the specific trailway planning activities b. Provide and maintain trailway map in City parks and recreation publications c. Support and encourage the community in the development of a trailways system References: The following documents are inputs to and provide guidance to this Trailways System Master Plan proposal: • City of Mounds View Trailways Proposal — May 1992, Presented by Trailways Advocacy Group • Mounds View Comprehensive Plan — 2008 • MN/DoT Bikeway Facility Design Manual — March 2007, Chapters 2, 3 and 5 3 MOUNDVIEW Trailways System Master Plan— DRAFT 8C Trailways Connections Anoka County Connections The Mounds View Trailway System links to the Rice Creek North Regional Trail. The Rice Creek North Regional Trail begins at the Long Lake Regional Park in New Brighton, connecting with Mounds View. Upon completion of the Mounds View BLVD (MV BLVD) and County Road H intersection reconstruction, the trail will be completed through the Twin City Army Ammunition Plant (TCAAP), Arden Hills and Shoreview in Ramsey County, then north east through Anoka County to the Rice Creek Chain of Lakes Park Preserve ending in Centerville. The Mounds View Trailway System links to the Rice Creek West Regional Trail which continues west to Fridley in Anoka County, ultimately connecting to the Mississippi River trail. The combined Rice Creek North and West Regional Trails will present a long contiguous trail of beautiful scenic areas. The trail is a joint effort between Anoka and Ramsey Counties. Ramsey County Connections The Cities of Shoreview and Arden Hills have developed and continue to expand upon their trailways systems. Mounds View links to these neighboring trailway systems east along County Road I and 85th Ave/County Road J. The main trailways are along Hodgson Road/Rice Street, Lexington Avenue and Highway 96. Ramsey County trail connections include a route to downtown St. Paul. Minneapolis Connections Mounds View also has links to trailways leading to downtown Minneapolis via Silver Lake Road, to County Road D, entering the City of St. Anthony and connecting to Highway 88. At this point, many routes to downtown Minneapolis can be pursued along residential routes. 4 MOUND 'JEW Trailways System Master Plan— DRAFT 8C Trailway Connections (Continued) Shoreview Connections The City of Mounds View currently has an established connection to Shoreview with the trail along County Road I. Another connection which could become a reality in the future is along County Road J. The City of Blaine has a right-of-way along the north side of County Road J. New Brighton Connections Trailway connections to the City of New Brighton are offered on along Long Lake Road and Silver Lake Road. Old Highway 8 provides opportunities to complete a connection to Long Lake Regional Park. Fridley Connections The City of Mounds View connects to the Fridley trailway system along County Road H, County Road H2 and County Road I. Spring Lake Park/Blaine Connections Common city boundary trailways have not been indicated by the Cities of Spring Lake Park or Blaine. The future may offer opportunities to establish trailway linkages with Mounds View and Spring Lake Park and Blaine. 5 MOUNDSIVIEW Trailways System Master Plan— DRAFT 8C Mounds View Trailway System Arterial Routes The following routes play an integral role in the Mounds View trailway system, serving as arteries for connecting streets and linking to other trailway systems. North / South Routes East / West Routes • Edgewood Drive • County Road J • Mounds View Blvd • Long Lake Road • Arden Avenue • County Road H2 • Silver Lake Road/Red Oak Drive • Hillview Road • County Road H • Spring Lake Road • County Road I • Quincy Street Add Updated Trailways Map Here 6 MOUNDSIVIEW Trailways System Master Plan— DRAFT 8C Priorities The following are identified as priorities based on needed completion of a key existing trailway routes per the Detail Plan section herein: • Mounds View BLVD— Gap: Unpaved sections west of Groveland Rd to west city boarder. Completion of these remaining stretches will fully link neighborhoods, civic sites, commercial sites and multiple senior and assisted living facilities within the and City • Long Lake Road — Gaps: North end west from Eastwood Dr. to Groveland Rd has no controlled walk/bike features. No road striping between Co Rd H2 to Co Rd I. Completion of these sections provides a continuous south-to-north trailway on this route • Co Rd H — Gap: No south side walkway from Silver Lake Rd to Edgewood Dr. This stretch supports access to Edgewood, Irondale and Sunnyside schools located on both sides of Co Rd H. No controlled walk/bike features from Old Hwy 8 to east end (35W) and to TCAAP • Co Rd I - Gap: No on street striped biking lanes requiring bikes to use sidewalks. Sidewalk only on south side from Silver Lake Road to Long Lake Road crossing MV BLVD. This stretch supports access to Silver View Park, multiple senior and assisted living facilities and commercial sites • Beyond these priorities, implementation, completion, repair and/or maintenance of trailways should be coordinated when possible with other City or County infrastructure projects. MOUNDSIVIEW Trailways System Master Plan— DRAFT 8C Detail Plan The following Detail Plan defines the existing and proposed formal trailways through the City of Mounds View. It presents the proposed BW/WW use, and the use Status, Gaps and Plan. The focus of the formal trailways is to connect with landmarks and regional trailways, and in some instances, neighborhoods with trailways. Landmarks are defined as Mounds View parks, civic and local educational facilities. Although not a direct consideration, current bus routes are well served by this proposal. Definitions: The following are general definitions of terms used hereafter in this document: • Trailways - Encompass Bikeways and Walkways • Bikeway (BW) — Paved, no or limited conflict with street parking, integrated crosswalks, clear path with visibility consistent with speed, continuous and maintained. On or Off street, 5-10' wide. Identified on a map and/or marked with signage. • Walkway (WW) — Paved, integrated crosswalks, clear path with visibility consistent with speed, continuous, maintained, with potential shared usage with pedestrians. Off street, 4' wide minimum. Identified on a map and/or marked with signage. • Shared Use (SU) — Integrated BW and WW use through shared surfaces. Paved, no or limited conflict with street parking, integrated crosswalks, clear path with visibility consistent with speed, continuous and maintained. On or Off street, 5-10' wide. Identified on a map and/or marked with signage. 8 MOUND "IEW Trailways System Master Plan— DRAFT 8C Detailed Plan - Continued North/South Prior- Connecting Landmarks and Regional Routes Use ity Trailways Status—Gaps-Plans Spring Lake Park SU • Connection to Lakeside Park Striped 2' lane on west side,from CR H2 to Hillview,then striped 2' lanes to CR J/ Road H • Connection with Blaine trailway along CR J/ 85th Ave. MSA route north of MV Blvd and south of CR H2 85th Ave Gap:No controlled walk/bikeway features along entire length. No striped lanes North or South of CR H2 _ Plan: Implement walk/bikeway features along entue length Silver Lake Road— SU • Full North/South route:Connects Silver View Concrete sidewalk,on east side,from CR H,through MV BLVD,continuing on Red Red Oak Drive and Woodcrest Parks Oak Dr to Hillview Rd. Striped 8' lane on west side Hillview Rd to Long Lake Road. • Connection with Rice Creek trailway with Long MSA route north of MV BLVD(Red Oak Dr) Lake Park and the Mississippi River trailway as Gap:No controlled walk/bike features from Hillview Rd to Long Lake Rd coinciding destinations with bump outs • Connection with Blaine trailway along CR J/ Plan: Mark trailway an west side 85th Ave Long Lake Road SU • Full North/South route:Connects Random and Concrete sidewalk,on west side,from south end to Eastwood Dr. On street H Arden Parks and Irondale HS. Connection with marked 8-10'wide striped lane, both sides,from CR H to CR H2 and CR Ito Rice Creek, Blaine and New Brighton trailways, Eastwood and with Long Lake Park and the Mississippi Gaps:South side from Cty Rd Ito Cty Rd, H No striping between CR H2 to CR 1, River trailway as destinations Matt future, terrtirunrtftrailwnv Edgewood Drive SU • Connects Edgewood MS,City Hall,City Hall Concrete sidewalk,east side,and 6-8'striped lanes, both sides,from CR H to CR Park, Police Station and Community Center H2. Concrete sidewalk,west side,from CR H2 to MV BLVD, and both sides from MV BLVD to Bronson Ave,and back to west side from Bronson to CR I with 6-8' striped lanes, both sides,to CR I. MSA route from south border to CR I Gap:NA Plan:Future improvement of trailway with local street project and addition of formal trailway through wooded area between CR I and Hillview Rd Ramsey County has in the 10 year CIP Quincy Street SU • Connects Oakwood and Greenfield Parks, Striped 6-10'lanes, both sides,from MV BLVD to CR I. Concrete sidewalk,on east Pinewood Elementary and industrial park side,from Hillview Rd to CR H2. MSA route along majority of length Gap:No sidewalk from MV BLVD to CR H2 ('dun I inure rrnlrkcrnentaltun of irttewulk with lural Suer t mow(t Old Hwy 8 SU • Connects CR H to New Brighton trailway to Concrete sidewalk,west side,from CR H to south boarder LongLake Park Gap:NA Plan. NA 9 MOUND 'IEW Trailways System Master Plan— DRAFT 8C Detailed Plan - Continued Prior Connecting Landmarks and Regional East/West Routes Use -ity Trailways Status—Gaps-Plans Co Rd J (85th) WW • Full East/West route Sidewalk along north(Blaine)side of route • Connection to Blaine and Shoreview trailways Gap:No controlled walk/bike features along south(Mounds View)side of route along CR 1/85th Ave Plan:Future im lenentution of wulkwuy. Obtain right of way from Spring Lake 1 Road to Coral Sea on south side of route. (Future beyond 2024 in CIP) Arden Avenue WW • Connects with Groveland and Arden Parks On street 4-6'wide lane, both sides,from Spring Lake Rd to Eastwood Rd. MSA route.Street reconstructed sidewalk added and bike lane added. Gap:N/A Plan:Muuntu, Hillview Road SU • Connects Hillview and Greenfield Parks On street 4-8'wide lane,both sides,from Red Oak Dr to east end.Sidewalk on North side Quincy to Long Lake Road. MSA route along majority of length Gap:NA Plnrr Molt tom exnlin[I Co Rd I SU • Full East/West route:Connects Silver View and Sidewalk,on north side,from west end to Silver Lake Rd. Sidewalk changes to H Lakeside Parks and Pinewood Elementary, south side from Silver Lake Rd to Long Lake Rd. Sidewalk, both sides,from Long including connection to Shoreview,TCAAP and Lake Rd to Quincy St,then paved only north side to east end Fridley trailways Gap:No on street striped biking lanes requiring bikes to use sidewalks. Sidewalk • The stretch near CR10 passes senior and only on south side from Silver Lake Road to Long Lake Road crossing MV BLVD. assisted living facilities and commercial sites Plan:Maintain existing. Improve MV BLVD intersection Mounds View Blvd. SU • Full East/West route: Connects city civic area, Paved trailways along both sides of route from CR H to Groveland Rd H retail business parks, high density and senior Gap:Intermittent unpaved sections along both sides housing Plan:Pursue grunts and use of annual budgeted truilwoy funds to complete trailways on both sides of CR10 Co Rd H2 SU • Full East/West route:Connects Silver View Concrete 8'sidewalk, north side,from west end across MV BLVD to Jackson Dr. Park and through industrial park Continues as 6-8'striped lane,both sides,to connection with Program Ave. MSA • Connection to Fridley trailways route along majority of length Gaps:No walkway on south side between Silver Lake Rd and Long Lake Rd. Bikes must use sidewalks Plan.Consider walkway by townhunies Co Rd H SU • Full East/West route:Connection to Edgewood Concrete sidewalk, north side,from west end to Silver Lake Rd. Sidewalk MS, Irondale HS,Sunnyside Elementary continues,south (New Brighton)side,from Silver Lake Rd to Edgewood Dr,then • Connection to Rice Creek,TCAAP and Fridley transitions to paved trailway to Old Hwy 8 trailways Gap:No south side walkway from Silver Lake Rd to Edgewood Dr. No controlled walk/bike features from Old Hwy 8 to east end(35W)or to TCAAP Plan:Implement needed features with local street and Co Rd H and MV BLVD intersection projects 10 MOUNDSIVIEW Trailways System Master Plan— DRAFT 8C Detailed Plan - Continued Prior Park Trailways Use -ity Connecting Landmarks and Trailways Status—Gaps-Plans Silver View Park SU • Connects with Long Lake Rd,Silver Lake Rd,CR Complete—Paved H and I trailways Gap:From County Road 1 into Park—pedestrians must use driveway/road iof walking form Sidewalk on County Rd I Won Murntuin Greenfield Park WW • Connects with Hillview Rd and Quincy St Trailway is a mix of paved and gravel trailways and Oakwood Park Gap:Gravel portions not conducive to biking. Bridges need attention. Plan:Pow c unrplrtt troll unri itpurr/rrplur r Pru lyr5. !Add budge to Luport Arden Park WW • Connect with Long Lake Rd and Arden Ave Walkway exists from Long Lake Road along sound wall,through park and back to trailways Long Lake Rd • Connection with Blaine trailway along CR J/ Gap:limprovements needed to encourage use 85th Ave Mori I utnrr nrrpruvrrnvrrt ru yruvrl ur rniplrrnrnf puvrd wulkwuv Woodcrest Park WW • Connect with Silver Lake Rd trailway Complete—Gravel Gap:NA Plan:Winton) 11 MOUND TIEW Trailways System Master Plan— DRAFT 8C Detailed Plan - Continued Connector Prior Trailways Use -ity Connecting Landmarks and Trailways Status—Gaps-Plans Pleasant View Court SU • Connects to Arden Ave trailway and Complete—Paved to Spring Lake Road neighborhoods Gap:NA Plan:Maintain Arden Ave to Laport WW • Connects Groveland Park,Arden Ave trailway Complete—Paved,narrow walkway Drive to neighborhoods Gap:NA Plan:Maintain Arden Avenue to WW • Connect Arden Ave trailway to neighborhoods Currently a worn foot path Sherwood Gap:Does not exist Plan:Future implementation of paved trailway Lois Lane to Knoll WW • Connects neighborhoods Complete—Paved Drive Gap:NA Plan:Maintain Hidden Hollow South WW • Connect CR H and H2 trailways and Currently a worn foot path to Hidden Hollow neighborhoods Gap:Does not exist North Plan:Future implementation p of paved[railway Edgewood Drive to WW • Connects Edgewood MS, Edgewood Dr trailway Complete—Paved Bona Road to neighborhoods Gap:NA Plan:Maintain Edgewood Drive- WW • Connect Edgewood Dr through wooded area Currently a worn foot path North of CR Ito between CR I and Hillview Rd Gap: Trail way does not exist Hillview Rd Plan:Future implementation of paved trailway MV BLVD to SU • Connects MV BLVD trailway(north side)to the Complete -Paved Community Center Community Center Gap:NA Plan:Maintain 12