HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 01/25/2005 - THE PURPOSE OF THIS STUDY SESSION PRESENTATION IS DATE: January 25, 2005
STAFF: Greg Byrne STUDY SESSION ITEM
Ken Mannon FORT COLLINS CITY COUNCIL
Sandy Hicks
SUBJECT FOR DISCUSSION
The purpose of this study session presentation is to provide information to Council on the
background and implementation steps for the City of Fort Collins Action Plan for Sustainability.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
General Information on Project Background & Implementation:
• Policy Statement
• Action Plan Priorities
• Action Plan Recommendations
• Implementation Team
• Implementation Strategies
BACKGROUND
The City's Action Plan for Sustainability (Action Plan) was completed in September 2004 by a
staff team representing all City Service Areas. The Action Plan provides recommended policy,
goals, and targets for advancing sustainability within City operations with a unified, cross-
departmental approach. Measuring, managing, and optimizing existing practices and emerging
opportunities will accelerate the City's sustainability efforts.
Implementation Stage
Currently, the City is finalizing the staff implementation team design and will begin work on the
goals and targets identified in the Action Plan by February 2005. Each target contains four
elements: (1) performance measure: how results will be quantified; (2) scope: what part of the
operation will be measured; (3) performance goal: what the desired outcome is; and (4)
completion date: when the outcome will be achieved.
ATTACHMENTS
1. City of Fort Collins Action Plan for Sustainability
c T7 (D) IF IRoQ7 COLL9HO
a 0 V d p
o p po 0 0
!
i
� Flo
y
�O
1?(0 U15 tin
oOO O O O(a
00UO � %LOOO (0� u OD
Noo a U000O O 0 0
SEPTEMBER 2004
Executive Summary
Over the past year, City of Fort Collins staff members have been working on a visionary
step in creating the Action Plan for Sustainability. This plan provides recommended
policy, goals, and targets for advancing sustainability within City operations with a
unified, cross-departmental approach. A staff team with representation from each service
area across the City developed this Action Plan using the Sustainable Development
Commission's Resourceful Government Guidebook: Tools to Put Sustainability Into
Action in Local Government Agencies as a guide. The first step the team undertook was
to develop the following policy statement for City adoption:
"The City ofFort Collins will serve as a community leader in sustainability by
conducting daily operations through balanced stewardship of human, fill all cial,
and environmental resources for present and future generations. "
In order to put policy into action, the next step was to assess existing sustainability
practices and identify new opportunities in daily City operations. Based on these
documented successes and opportunities, the team then prioritized 9 areas of key
importance to the City from a list of 31 sustainability topics for local governments. The
nine areas are treated equally with no implied priority.
Priority A: Sustainable Purchasing — General
Priority B : Sustainable Purchasing — Auto Vehicles and Equipment
Priority C: Healthy Productive Employees — Employee Health
Priority D: Healthy Productive Employees — Employee Safety
Priority E: Green Buildings — New Construction, Major Retrofits, and Operations and
Maintenance
Priority F: Healthy Ecosystems — Water Use Management, Irrigation
Priority G: Sustainable Energy — Employee Commuting
Priority H : Pollution and Waste Reduction — Office Recycling and Waste Reduction
Priority I: Management Tools — Planning
i
Executive Summary
The final step in the planning process was to develop goals and quantitative targets for
each of the nine priorities. Each target contains four elements : (i) performance measure:
how results will be quantified; (2) scope: what part of the operation will be measured; (3)
performance goal: what the desired outcome is ; and (4) completion date: when the
outcome will be achieved.
The team recommends the following steps for accomplishing the goals and targets :
• Obtain Executive Leadership Team (ELT) support for this Action Plan.
• Establish an organizational structure to coordinate implementing this Action Plan.
• Work with appropriate departments to finalize the recommended goals and targets.
• Evolve finalized and approved targets into detailed implementation plans that
identify specific resource needs, responsible staff members, and timelines.
The City is already practicing many aspects of sustainability. Measuring, managing, and
optimizing the existing sustainability practices and emerging opportunities will accelerate
the City's progress. The policy, goals, targets, and resources (included in Appendix D)
described in this report provide the structure for ensuring that sustainability is
maintained in the future.
ii
Table of Contents
;a
`I'abl .e of Cor t--.ei is
EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
1 . 0 BACKGROUND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 - 1
1 .1 Motivation and Benefits From an Action Plan for Sustainability . . . . . . . . 1 -2
1 .2 How the Team and the Process Worked . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 -3
2 . 0 SUSTAINABILITY POLICY STATEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 - 1
3 . 0 SUCCESSES AND OPPORTUNITIES ASSESSMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 - 1
4 . 0 ACTION PLAN RECOMMENDATIONS . . , , ' , , , ' , , 4- 1
4.1 Prioritization Process and Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
4.2 Goals and Targets for Top Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2
Priority A: Sustainable Purchasing — General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Priority B : Sustainable Purchasing — Auto Vehicles and Equipment. . . . 4-5
Priority C: Healthy, Productive Employees — Employee Health . . . . . . . . . . . 4-5
Priority D : Healthy, Productive Employees — Employee Safety. . . . . . . . . . . . 4-5
Priority E : Green Building — New Construction, Major Retrofits, . . . . . . . . 4-6
and Operations and Maintenance
Priority F: Healthy Ecosystems — Water Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
Management (Irrigation)
Priority G: Sustainable Energy — Employee Commuting . . . . . . . . . . . . . . . . . . . . . . 4-6
Priority H : Pollution and Waste Reduction — Office Recycling. . . . . . . . . . . . . 4-7
and Waste Reduction
Priority I : Management Tools — Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7
5 . 0 IMPLEMENTATION RECOMMENDATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 - 1
5.1 Implementation Steps for the Goals and Targets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-1
5.2 Immediate Resources for Interested Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2
5.3 Building Understanding and Support from Management and Staff. . . 5-2
5.4 Sustaining the Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2
APPENDICES
A . Frequently Asked Questions
B . Successes and Opportunities
B1 . Complete Successes and Opportunities Worksheets
B2 . Expanded Discussion of Key Successes
C . Prioritization Worksheet
D . Immediate Resources for Interested Staff
D1 . Ten Things Every Employee Can Do to Embrace Sustainability
D2 . Toolbox of Resources for Implementing Sustainability
iii
1 . 0 Background
t . C) jb AC rovrid
Along with fulfillment, fairness, and choices, sustainability is one of the four
cornerstones that serve as the underpinning philosophy for the vision and goals set forth
within City Plan. City Plan defines sustainability as, " the long-term social, economic, and
environmental health of our community. " Inherent in sustainability is the concept of
providing for today without compromising the ability of future generations to meet their
needs. As stated in City Plan, "Our actions today affect what future generations have to
admire or regret. "
The City has an opportunity to lead by example, promoting the sustainability of City Plan
within its own operations. The City is already practicing sustainability in many areas. A
sustainability policy and this Action Plan for Sustainability (Action Plan) will accelerate
the City's progress in a more coordinated manner with greater outcomes.
The City has a long history of environmental planning, ranging from the i992 Framework
for Environmental Action to the Air Quality Policy Plan, Natural Areas Policy Plan,
Environmental Policy Plan, and more recently, the Greenhouse Gas Reduction Plan.
These and other policies and plans serve as the environmental foundation for the City's
sustainability efforts. However, environmental planning is only one-third of the
sustainability picture. Sustainability, by definition, takes a broader look beyond the
environment to include economic and social health as well. This triple bottom line
(environment, economy, and social health) merges nicely with the City's Diversity Plan
approach: City as an Employer, City as a Leader, and City as a Service Provider. When
the City examines its role as an employer, sustainability includes maintaining the health
and well-being of staff members, including limiting harmful environmental exposures
and providing a healthy and productive work environment. In the City's role of service
provider, sustainability calls for being economically accountable to taxpayers. In its role
as a leader, sustainability extends beyond compliance to proactively protecting natural
resources for future generations.
The remainder of this Action Plan describes the methodology and expected benefits for
developing such a plan, a proposed policy statement for City adoption, existing practices
and emerging opportunities in sustainability, recommended goals and targets for
1 - 1
1 . 1 Motivation and Benefits From An Action Plan For Sustainability
implementing the plan, and resources for getting started. During the course of
developing this Action Plan, staff members raised several questions to clarify the
boundaries and objectives of the project. Appendix A contains a list of the frequently
asked questions (FAQs) and their answers.
1 . 1 Motivation and Benefits From an Action Plan for Sustainability
The City is involved in numerous sustainability practices; however, coordination and
standard metrics of performance are lacking. There may be overlapping practices in
place, but no coordinated effort toward measurement, management, or optimization.
Thus, the motivation for this Action Plan is to elevate the City's sustainability
performance through a strategic and systematic path. The specific project objectives and
benefits presented to the Environmental Leadership Team (ELT) when the project was
initiated support this path.
Objectives and Benefits Presented to the ELT:
Develop a City-wide sustainability policy.
Assess internal successes and prioritize future opportunities.
Highlight successes while adapting to change.
Create efficiencies, synergies, and consistencies among policies, plans, and programs.
Maximize cost savings opportunities.
Provide community leadership in sustainability.
Align the City with agency counterparts for grant funding opportunities.
Create targets and goals to measure the City's progress toward sustainability.
In addition to the objectives and benefits stated above, the team identified the following
added value the City can expect from a well-developed Action Plan :
Sustainability practices are simplified enough for people to put into their own
business operations (recycling, wellness programs, etc.) .
Establishes a framework that can be used in different areas with enough flexibility to
make staff members enthusiastic and engaged as team players.
Helps show the citizens that the City is spending money wisely and is obtaining value.
1 -2
1 . 2 How the Team and the Process Worked
Supports the Sustainability policy with a structured framework for implementation .
Helps ensure that sustainability becomes a tangible concept employees can
understand and use.
Establishes the City as an organizational leader in the community, encouraging
individuals and organizations to push for higher levels of performance using
sustainability as a guiding principle.
Helps build a City-wide awareness toolbox of existing practices and resources that
individual departments may already have in place so others can learn from their
efforts.
Addresses conflicting policies, objectives, regulations, etc., by considering the triple
bottom line.
1 . 2 How the Team and the Process Worked
The ELT established a technical team to develop this Action Plan. The team consisted of
members from each service area across the City. The Brendle Group, Inc. and its
subcontractor, Colorado State University Institute for the Built Environment, facilitated
the team process, providing technical support in developing the Action Plan. In addition,
the U.S. Environmental Protection Agency (EPA) Region 8 provided in-kind technical
support to the process . The project team members are listed below:
Margit Hentschel Team Leader
Bruce Biggi Economic Advisor, City Manager's Office
Peggy Bowers Cultural, Library & Recreation Services
Opal Dick Purchasing
Sarah Fox Community Planning & Environmental Services
Joe Gerdom Police Services
Jack Gianola Operation Services
Mark Jackson Transportation Services
Gale McGaha-Miller Utilities Services
Melissa Moran Communications & Public Involvement
Ginny Sawyer Neighborhood Resources
Tom Vosburg City Manager's Office
Judy Dorsey The Brendle Group, Inc.
1 -3
1 .2 How the Team and the Process Worked
Julie Sieving The Brendle Group, Inc.
Brian Dunbar Colorado State University, Institute for the Built
Environment
Midge Toomey Colorado State University, Institute for the Built
Environment
Tamera Bedford EPA Region 8, Performance Track Program
David Schaller EPA Region 8, Sustainability Coordinator
The team used the Sustainable Development Commission's Resourceful Government
Guidebook: Tools to Put Sustainability Into Action in Local Government Agencies to
guide the development of the Action Plan for Sustainability. The team met monthly from
April through August to develop the Action Plan. The five-meeting process is described
below:
April (Phase 1)
Meeting 1 . April 6, 2004
Describe project background
Define roles, responsibilities
Review work plan
Develop draft sustainability policy
May (Phase 2)
Meeting 2 . May 17, 2004
Review/refine draft Successes and Opportunities Assessment
Discuss prioritization methods and options
June (Phase 2, Continued)
Meeting 3 . June 14, 2004
Prioritize opportunities
Create recommendations and goals for top priorities
Develop report outline
1 -4
1 . 2 How the Team and the Process Worked
July (Phase 3)
Meeting 4 . July 12, 2004
Review/refine draft report
Create strategies for building management support
Plan August outreach activities
August (Phase 3, Continued)
MeetingSAugust 16, 2004
Refine second revision of report based on management feedback
Review/refine outreach presentation
Discuss next steps for carrying momentum forward
The project boundaries established for the process were to develop an Action Plan for
Sustainability that includes all City departments and internal operations designed to
apply the triple bottom line of sustainability. Policies and programs that affect
stakeholders external to the City as an employer were not included in the project
boundary. Also, it was outside of the scope of this Action Plan to cover regulatory
compliance issues or to serve as a management system. During the 5-month project,
team members were encouraged to share information about the team's progress with
their respective service areas. Meeting minutes, a progress summary, and a list of
frequently asked questions (FAQs) were developed to help the team share this
information. The FAQs and their answers are included in Appendix A.
1 -5
2 . 0 Sustainability Policy Statement
zoo Susba &- abilitj Polies Statt-th'. ltt
The first step the team undertook was to develop a proposed policy statement for City
adoption. Policy becomes the driving force for a program, providing both top
management support and a unifying theme for staff members.
The team discussed these elements of a strong policy statement :
Implies visible management support
Reflects organizational culture and style
Is consistent with other organizational policies
Applies to all major operations
States beliefs and intentions (what) , not ways for meeting intentions (how)
Provides direction for decision-making
Provides a foundation for planning and action
Is documented and clearly communicated to all employees
Drives change in the workplace
Inspires commitment
Serves as a unifying theme
After considering four sample policy statements adapted from other organizations, the
team developed a draft policy statement for the City:
"The City of Fort Collins will serve as a community leader in sustainability by
conducting daily operations through balanced stewardship of human, financial,
and environmental resources for present and future generations. "
This draft policy statement was presented to the ELT in July 2004 and was approved by
the ELT without revision.
2- 1
3 . 0 Successes and Opportunities Assessment
390
The next step in the planning process was to take stock of sustainability practices already
in place and to identify new opportunities in daily City operations. The assessment
process was based on worksheets in the Resourceful Government Guide tailored to City
operations. The worksheets cover 31 categories across 7 topic areas as outlined in the
table below:
1 . Sustainable Purchasing
1 . 1 General
1 .2 Auto Vehicles & Equipment
1 .3 Office Equipment
1 .4 Office Furnishing
1 . 5 Paper Products
2, Healthy, Productive Employees
2. 1 Core Values
2.2 Civility, Diversity & Equity
2.3 Employee Health
2.4 Employee Safety
2. 5 Training
3 . Green Building
3. 1 New Construction & Major Retrofits
3.2 Operations and Maintenance
4. Healthy Ecosystems
4. 1 Water Use Mgmt (Irrigation Activities)
4.2 Chemical & Nutrient Containment
4.3 Instream Riparian/Wetland Protection and Restoration
4.4 Land Cover, Storm Water Runoff, Erosion Control
5. Sustainable Energy
5. 1 Facilities Vehicles & Equip Owned by Bureau
5.2 Office Equipment
5.3 Work Travel
5.4 Employee Commuting
6. Pollution & Waste Reduction
6. 1 Construction & Demolition
6.2 Office Recycling & Waste Reduction
6.3 Toxic or Hazardous Substances
6.4 Food Waste
6.5 Cleaning Supplies/Practices
6.6 Other Waste Streams
7. Management Tools
7. 1 Planning
7.2 Evaluation
7.3 Recognition or Incentive Systems
7.4 Staffing
3 - 1
3 . 0 Successes and Opportunities Assessment
The complete Successes and Opportunities Assessment is provided in Appendix Bi. An
expanded discussion of the key successes is included in Appendix B2. A summary of
these successes to date and emerging opportunities are listed below:
Key Successes to Build Upon
The City of Fort Collins' Administrative Policies and Procedures relevant to
Priorities A — I (detailed in Section 4. 0)
Alternate fuel vehicles
Green building efforts
Purchases and reuse of office equipment and furnishings
Core values development
Employee wellness and safety measure/programs
Employee training opportunities
Water-efficient landscaping, irrigation, and education
Work and commuter travel vehicle miles traveled (VMT) reductions
Comprehensive recycling programs and waste minimization practices
Routine optimization of multiple bottom lines through city processes
Comprehensive Stormwater Management Plan
Opportunities Moving Forward
Transfer and expand existing City-wide successes.
Increase awareness and implementation of City's administrative policies and
procedures.
Set targets, stay current, and offer training related to purchasing.
Develop, expand, and broaden markets for alternatives to disposal.
Implement performance-based planning and budgeting.
Conduct safety evaluations for all buildings.
Take advantage of new building/major retrofit opportunities and capital
improvements.
Provide sustainability training: purchasing, cost accounting, demolition, green
buildings, information technology applications.
Include sustainability elements in specifications (including purchasing,
demolition, green buildings).
Set goals and track and measure success.
Develop formalized wetland banking plan.
Develop multi-modal transportation system focused internally (including work
travel and employee commuting alternatives) .
3 -2
4. 1 Prioritization Process and Results
1t . o 4cti011 Flan c6thYi --c1 datial&
After assessing successes and emerging opportunities, the next step was to prioritize the
areas to include in the Action Plan for Sustainability and then to set goals and targets for
these priority areas. The purpose of prioritizing was to reduce the 31 categories of
sustainable practices to a more manageable list, enabling the City to focus its resources on
the areas of greatest anticipated benefit.
4 . 1 Prioritization Process and Results
The prioritization process, which took place at the June team meeting, combined two
methods to achieve its goals. First, team members were asked to individually complete
the worksheet in Appendix C, ranking the 31 sustainability categories in terms of triple
bottom line benefits and likelihood of success according to the following attributes :
Economics
Employees
Environment
Cost effectiveness
Ease of implementation
Visibility/management support/timeliness
Then, individual team members were asked to qualitatively vote for what they perceived
to be the top three priorities. The team reviewed and compared the results of both
exercises before selecting the following nine priority areas. The nine categories are
treated equally, with no implied priority, throughout this Action Plan:
Priority A: Sustainable Purchasing — General
Priority B : Sustainable Purchasing — Auto Vehicles and Equipment
Priority C: Healthy Productive Employees — Employee Health
Priority D: Healthy Productive Employees — Employee Safety
Priority E: Green Buildings — New Construction, Major Retrofits, and Operations and
Maintenance
Priority F: Healthy Ecosystems — Water Use Management, Irrigation
4- 1
4 .2 Goals and Targets for Top Priorities
Priority G: Sustainable Energy — Employee Commuting
Priority H : Pollution and Waste Reduction — Office Recycling and Waste Reduction
Priority I: Management Tools — Planning
4 . 2 Goals and Targets for Top Priorities
Approach
The draft goals and targets for the top nine priority areas were developed by groups of 2-3
team members. The facilitated sub-teams were provided with relevant examples from
other local governments or businesses. Sub-team members were encouraged to obtain
input from staff members working in these topic areas to prepare for the meetings.
During the July meeting, the team reviewed each draft goal and corresponding target(s)
as a group. The team identified areas that would benefit from follow-up with affected
staff members to obtain their input. The revised targets and goals are provided later in
this section. They are presented as the team's recommendations and still require review
and modification/approval by the ELT.
Format and Definitions for Writing Goals and Targets
For consistency, each sub-team was asked to use the same format and definitions for
developing goals and targets :
Goals — Broad, general statements about the expectations of a program, project, or
activity. Goals are not measurable; rather they provide direction for the program, project,
or activity.
Targets/Objectives — More specific statements that provide a standard of measurement to
evaluate progress toward the stated goal, a performance measure, a scope, a performance
goal, and a completion date.
Performance measure : how results will be quantified?
Scope: what part of an operation will be measured?
Performance goal: what is the desired outcome?
Completion date : when will the outcome be achieved?
4-2
4.2 Goals and Targets for Top Priorities
For each sub-topic, the team agreed to limit the number of goals to three and the number
of targets for each goal to three as well. Ultimately, the team developed io goals for the 9
topic areas. Each goal has one to three targets for a total of 28 targets.
Summary of Goals
The following goals were developed for the nine priority topics :
A. General Purchasing. Establish a purchasing guideline.
B. Auto Vehicles and Equipment. Purchase the highest fuel efficient and/or lowest
emission vehicles for the requested transportation application.
C. Employee Health. Increase overall mental and physical health of employees.
Value mental and physical health within the City organization.
D. Employee Safety. Incorporate a City-wide program fostering a culture of safety
that is supported by administration and practiced throughout the organization.
E. New Construction and Major Retrofit. Pursue the Leadership in Energy and
Environmental Design for New Construction and Major Renovations (LEED-NC)
Silver requirements.
Operations and Maintenance. Report utility usage for all City buildings to
promote resource efficiency.
F. Water Use Management. Reduce water use at City-owned landscapes .
G. Employee Commuting. Reduce employee single occupancy vehicle trips. Increase
the number of work-related trips using ultra low emitting vehicles (ULEVs) .
H . Office Recycling and Waste Reduction. Institute reduction practices.
1. Management Tools - Planning. Make sure the Action Plan for Sustainability
does not sit on a shelf. Institute the ongoing maintenance of the Action Plan for
Sustainability. Reflect sustainability in the capital planning process.
4-3
4 .2 Goals and Targets for Top Priorities
Goals and Related Targets
For each of the io goals, the team established targets for reaching the goal. The following
text describes the Goals and Related Targets.
Goals and Related Targets
A. Sustainable Purchasing - General
Goal: Establish a purchasing guideline.
Target: Publish a purchasing guideline by December 2004.
B. Sustainable Purchasing — Auto Vehicles and Equipment
Goal : Purchase highest fuel efficient and/or lowest emission vehicles
for the requested transportation application.
Target : Purchase three to five of the highest fuel efficient and/or lower
emission light-duty City fleet vehicles per year according to the
Environmental Project Agency's Green Vehicle Guide'.
C. Healthy, Productive Employees — Employee Health
Goal: Increase overall mental and physical health of employees.
Targets (2) : (1) 51 percent of benefited City Employees participate in wellness
programs within 1 year of established sustainability program.
(2) Reduce overall sick time for 51 percent of City employees
with City benefits each year over the next 3 years.
Goal: Value mental and physical health within the City organization.
Target: Establish and fund strong incentive programs to motivate
employees and maintain good health by January 20o6.
D . Healthy, Productive Employees — Employee Safety
Goal : Incorporate a City-wide program fostering a culture of safety that
is supported by the administration and practiced throughout the
organization.
Targets (3) : (1) Each City department, in conjunction with Risk Management,
will prepare an annual report identifying top workers
compensation claims and prevention actions within 6 months of
adopting this Action Plan.
' The Environmental Protection Agency's (EPA) Green Vehicle Guide gives information about the
environmental performance of vehicles. www.epa. gov/greenvehicles/
4-4
4.2 Goals and Targets for Top Priorities
(2) Each City department, in conjunction with Risk
Management, will develop training safety programs within 6
months of report findings from Target 1 and annually evaluate
training safety programs.
(3) Supervisors will ensure attendance of all new employees at
safety training upon hire.
E. Green Building - New Construction, Major Retrofits , and Operations
and Maintenance
Goal: Pursue the LEED-NC2 Silver requirements.
Targets (3) : (1) All new construction of City buildings will pursue LEED-NC
Silver requirements; certification submissions will be determined
on a case-by-case basis.
(2) Evaluate all components using the most energy efficient
systems on major renovations.
(3) One or more City employees will be LEED accredited by
2007.
Goal: Report utility usage for all City buildings to promote resource
efficiency.
Targets (2) : (1) Publish the first annual report on all gas, electric, and water
use for all existing City buildings by 2oo6 .
(2) Publish the first annual report on all gas, electric, and water
use for all newly constructed City buildings and compare against
original LEED-NC design criteria within 18 months of
occupancy.
F. Healthy Ecosystems - Water Use Management (Irrigation)
Goal : Reduce water use at City-owned landscapes.
Targets (3) : (1) Beginning in January 2005, convene a task force of
irrigation/landscape managers yearly to identify opportunities to
optimize irrigation efficiency.
(2) Identify three sites to pilot for improved irrigation efficiency.
Audit the sites for initial efficiency, evaluate opportunities to
improve irrigation, implement changes where appropriate, and
monitor results. Commence in 2oo6 and select three new sites
each year thereafter.
4-5
4 .2 Goals and Targets for Top Priorities
(3) Complete an evaluation of City Plan landscape guidelines for
medians and other City-owned landscapes by the end of 2oo6 to
identify barriers to lower water use installations as well as
opportunities for more water efficient new installations.
G. Sustainable Energy - Employee Commuting
Goal: Reduce employee single occupancy vehicle trips.
Targets (3) : (1) Increase the number of City employees eligible for
telecommuting by x 3 percent by x date.
(2) Increase the number of City employees using alternative
modes to commute to/from work by x percent by x date.
(3) Increase the number of City employees using alternative
modes for work-related trips by x percent by x date.
Goal: Increase the number of work-related trips using ULEVs 4.
Targets (3) : (1) Develop baseline and performance metrics to measure
employee commuting and work-related ULEV trips by x date.
(2) Increase City ULEV use for work-related trips by x percent by
x date.
(3) Increase the number of City employees using ULEVs to
commute to work by x percent by x date.
H . Pollution and Waste Reduction - Office Recycling and Waste
Reduction
Goal : Institute reduction practices.
Targets (3) : (1) Each department reduce overall annual paper purchases by
to percent by 2oo6.
(2) Each department commit to using 30 to 50 percent or higher
recycled content paper by 2oo6.
(3) Reduce or divert total trash production by 50 percent by
2010.
2 Leadership in Energy and Environmental Design (LEED) is a green building certification
program administered by the U. S. Green Building Council. www.us bg c.org.
s The variables in the Sustainable Energy — Employee Commuting targets remain undefined
pending the completion of related SmartTrips efforts due in September 2004.
4 ULEV= ultra low emission vehicle.
4-6
4 .2 Goals and Targets for Top Priorities
I . Management Tools - Planning
Goal : Make sure the Action Plan does not sit on a shelf. Institute the
ongoing maintenance of the plan.
Targets (2) : (1) The City Manager will charter an ongoing sustainability
action planning cross-departmental team by January 2005.
(2) Publish the first biannual implementation/status report by
Aug 2oo6,
Goal : Reflect sustainability in the capital planning process.
Target : The capitals planning team will modify the feasibility, urgency,
need, desirability (FUND) scoring criteria to include the triple
bottom line by January 2oo6.
The following figure summarizes the targets in a timeline from present through 2010,
showing short-term, mid-term, and long-term goals.
s Capital improvement projects are defined as any major project requiring the expenditures of
public funds (over and above operation expenditures) for the purchase, construction, or
replacement of the physical assets or infrastructure of the community.
4-7
4 .2 Goals and Targets for Top Priorities
Timeline for Sustainability Targets
Short Term Mid Term Long Term
Priorities and Targets 2004 2005 2006 200x ' 2007 2008 2009 2010
A. Sustinable Purchasing - General
Published Purchasing guideline X
B. Sustainable Purchasing - Auto Vehicles and
Equipment
Purchase highest fuel efficient/lower emission vehicles X X X X X X X
C. Healthy, Productive Employees - Employee Health
51 % participation in wellness program X X X X X X X
Reduce overall sick time for 5 1% of employees X X X
Establish and fund strong incentive programs X
D. Healthy, Productive Employees - Employee Safety
Annual report on claims and actions X X X X X X X
Develop training safety programs X
Annual evaluationg of training safety programs X X X X X X
E. Green Buildings - New Construction, Major Retrofits,
Operations and Maintepance al
LEED-NC X X X X X X X
Energy-efficiency components of major renovations' X X X X X X X
LEED accredited City employee(s) X
Publish annual utility report for existing buildings X
Publish annual utility report for any new buildings' X X X X X
F. Healthy Ecosystems - Water Use Management,
Irrigation
Task force of irrigation/landscape managers X X X X X X X
Irrigation efficiency improvements for 3 sites X X X X X X
Evaluate City Plan landscape guidelines X
G. Sustainabilty Energy - Employee Commuting
Telecommuting eligible employees X '
Use of alternative modes for work commuting X '
Use of alternative modes for work-related trips X '
Develop baseline, metrics for ULEV trips X '
Increase ULEV use for work-related trips X '
Increase ULEV use for commuting X '
H. Pollution and Waste Reduction - Office Recycling and
to Reduction ME
Reduce overall paper purchases by 10% X
30-50%, or higher, recycled content paper X
Reduce, or divert, total trash by 50% X
I. Management Tools - Planning
Chartered sustainability action planning team X
Publish biannual implementation/status report X X X X X X
Modify FUND scoring criteria X
' Dates remain undefined pending the completion of related SmartTrips efforts (09/2004).
2 Specific target timeline dependent on individual construction project schedule.
3 Report to follow within 18 months of any new building occupancy.
4- 8
5 . 1 Implementation Steps for the Goals and Targets
PS'• � ltirb�l:etrb:el��a�iOl�i R��.e�otrvlir��.enda � ioris
5 . 1 Implementation Steps for the Goals and Targets
This Action Plan for Sustainability, which represents a City-wide team effort, marks a
transition from a broad set of goals and targets to the next phase: putting these
recommendations into action. The Action Plan recommends that the City Manager's
office creates an inter-departmental implementation team and tasks the team with
reporting biannually on progress toward the goals and targets of the Action Plan.
Ultimately, the departments will implement the specific actions for achieving targets.
However, the implementation team will provide support and will be responsible for
measuring and reporting progress toward the targets.
Many departments are already implementing some of the goals and targets. A realistic
schedule for new goals and targets will be developed with departments as the
implementation phase of this project is developed. Goals and targets can be modified
along the way as the methods for achieving them unfold. For now, the goals and targets
are presented as recommendations. Ultimately, the ELT and the implementation team
will finalize the goals, targets, and implementation steps. In addition to the specific goals
and targets, the team recommends the following steps for implementing the goals and
targets :
Obtain ELT support for this Action Plan.
Develop a broadly supported organizational structure to coordinate implementing the
goals and targets described in this Action Plan. Create a new team, or build from an
existing inter-departmental team, such as the Energy Team.
Work with affected departments to finalize the recommended goals and targets.
Obtain ELT support for the finalized goals and targets.
Evolve finalized and approved targets into more detailed implementation plans that
include specific resource needs, responsible staff members, and timelines.
Communicate Action Plan and Implementation Plan components to City employees.
5 - 1
5 .4 Sustaining the Sustainability
5 . 2 Immediate Resources for Interested Staff
While planning is important to maintain momentum, immediate action from staff
interested in getting started right away should be encouraged. As part of ongoing efforts,
the implementation team may develop checklists, resource listings, or other effective
tools to assure that best sustainability practices are being carried out. In the meantime,
the Sustainability Action Plan team has developed two resources for staff members
interested in starting now: (1) Ten Things Every City Employee Can Do to Embrace
Sustainability (Appendix Di), and (2) Toolbox of Resources for Implementing
Sustainability (Appendix D2) .
5 . 3 Building Understanding and Support from Management and Staff
Effective organizational change requires a period of education and outreach to staff
members. The implementation phase will need to include developing and implementing
a marketing plan for educating staff members and gaining staff and management
support. As a starting point, the Sustainability Action Plan team has identified the
following recommendations :
Develop education and outreach materials for all staff members.
Include sustainability in new employee education.
Hold brown bag lunches for staff members to learn about specific topics related to
sustainability.
Include presentations on sustainability at City-wide events, such as United Way
functions and the annual health fair.
Present to management groups.
Develop customized presentations to individual service areas and departments.
Distribute materials/make presentations to City boards.
5 . 4 Sustaining the Sustainability
The City is already practicing many aspects of sustainability. However, there is no
coordinated effort for measuring, managing, or optimizing the existing sustainability
practices and emerging opportunities. Recognizing the need to be more strategic, along
with the need to stay committed over the long-term, the Sustainability Action Plan team
developed the concept of "Sustaining the Sustainability". In other words, the City needs
to consider how to sustain the important work that it has initiated. The policy, goals,
targets, and resources described in this Action Plan provide the structure for ensuring
that sustainability is sustained over the next several years. It marks an important first
5 -2
5 . 4 Sustaining the Sustainability
step toward establishing the City as an organizational leader in the community, and
encourages individuals and organizations to push for higher levels of performance using
sustainability as a guiding principle. It is a visionary product created by an inter-
departmental team using a nationally recognized process for sustainability planning for
local governments.
5 -3
v
Frequently Asked Questions
Question : Aren't City departments already doing sustainability? What' s new about this effort?
Reply: The City is already practicing many aspects of sustainability. One of the first tasks of the City' s
Sustainability Action Plan team was to assess existing successes already in place in City operations, as
well as additional opportunities that could be implemented. The successes and opportunities assessment
helped to identify and document existing sustainability practices. However, there is no measurement,
management, or optimization of the existing sustainability practices and emerging opportunities. The
purpose of the Action Plan for Sustainability (Action Plan) is to be more strategic about sustainability.
This project has goals of bringing together and highlighting the many existing sustainable efforts as well
as organizing new, collective efforts in an attempt to maximize the opportunities to sustain and grow in a
healthy, efficient, and productive manner.
Question : What is sustainability?
Reply: You may have heard the word uttered, skimmed over it in a magazine, or perhaps overheard co-
workers talk about it, but do you know what sustainability is? The City of Fort Collins defines
sustainability in City Plan as, "the long-term social, economic, and environmental health of a
community. " Another example is the most internationally recognized definition from the 1987 Bruntland
Commission: "Meeting the needs of the present without jeopardizing the ability of future generations to
meet their own needs." This definition builds off the concept that human consumption has exceeded the
earth' s carrying capacity and we need to bring that back in balance if we expect future generations to
survive.
Question: What is the triple bottom line?
Reply: To bring the global concept of sustainability to action at the local level, sustainability advocates
using the triple bottom line in decision-making. Essentially, costs are looked at across three categories :
social, economic, and environmental. Rather than making decisions solely on the basis of the economic
bottom line, the three bottom lines — (social, economic, and environmental impacts) are considered. City
Plan already uses this triple bottom line approach when it defines sustainability as, "the long-term social,
economic, and environmental health of our community." For the City' s Action Plan, it means creating an
optimal mix of resource efficiency, cost effectiveness, and employee well-being in implementing daily
City operations.
Triple Bottom Line Sub-question: How can the City use the triple bottom line to make decisions?
Reply: There are two areas where the City can use the triple bottom line : ( 1 ) planning and (2)
daily decision-making at the staff level. On the planning level, the triple bottom line was used
A- 1
within the Action Plan for Sustainability to prioritize areas on which to focus based on their
potential triple bottom line benefits . Similarly, the Action Plan recommends that the capital
planning team modify the feasibility, urgency, need, and desirability (FUND) scoring criteria to
include the triple bottom line. In terms of daily decision-making, an example of purchasing paper
can be used. If the City follows the triple bottom line approach, it might be asking a few
questions : What is the budget for purchasing paper? Are we spending too little or too much to
meet our needs? What products will foster employee productivity (e.g. , avoid equipment jams,
etc .)? Will purchased products have a minimum recycled content and/or be chlorine-free? What
impacts will various paper products have on employee well-being and the environment?
Triple Bottom Line Sub-question: Is the environment valued above the other two tenants of the
triple bottom line?
Reply: While sustainability emerged out of the environmental movement, there is increased
recognition that environmental gains must be balanced with economic and social well-being.
Triple Bottom Line Sub-question: How does social well-being fit into the City ' s Action Plan?
Reply: For the scope of this project, "employee well-being" encompasses the social component
of sustainability for City staff members. Employee well-being includes physical health, such as
the City' s wellness, health, and safety programs . Also, employee communications are identified
in the City ' s core values. Finally, employee satisfaction and enjoyment of the workplace is part of
this definition. The definition of the social component was narrowed for this project to define a
consistent project boundary around the City' s day-to-day operations as opposed to the community
at large. However, it should certainly be recognized that fostering employee well-being helps the
citizens of Fort Collins because employees become more productive and cost effective in their
jobs .
Question : How does sustainability fit in with existing City plans and programs?
Reply: The City already has existing plans and programs that incorporate sustainability principles. Some
examples include : Wellness Programs, Core Values, Health and Safety, Economic Vitality and
Sustainability Plan, Energy Policy, Cities for Climate Protection, and Green Building Guidelines. The
Action Plan for Sustainability helps identify the commonalities between programs and maximize returns
by selecting action steps that incorporate principles from all three categories (social, economic, and
environmental) . For instance, Green Building could incorporate Energy Policy and Wellness principles,
inspiring a building design that saves money from energy costs (economic), reduces energy consumption
(environment), and uses low toxicity materials to protect employee health (social).
Question: Will this effort conflict with other existing policies?
Reply: There are many existing City operational policies that include sustainable practices and overlap
with the goals of the Action Plan for Sustainability. In those cases, staff members can determine how to
best refine City practices to include the best sustainable methods. If there are conflicts with existing
policies, staff members can determine whether the existing policy or practice should be updated or refined
or whether the sustainability goal or target is more appropriate.
Question: How will this affect my job? Will it require me to do more?
Reply: The objective is for the City ' s Action Plan for Sustainability to be used in all City operations with
enough flexibility to encourage staff enthusiasm and overall well-being. Sustainability is about creating
A-2
links so that staff members can conduct their jobs more effectively, thereby enhancing employee job
satisfaction and enjoyment. For example, creating a toolbox of existing practices that individual
departments may already have in place so other departments can avoid reinventing the wheel will actually
reduce the effort for some.
Question: What happens if we don't achieve the sustainability goals and targets?
Reply: Many departments are already implementing some of the goals and targets. The organizations
making the greatest strides are those that are thinking long-term and setting measurable goals and targets
to drive the action. A realistic schedule for new goals and targets will be developed with departments as
the implementation phase of this project is developed. Goals and targets can be modified along the way
as the methods for achieving them unfold. They are organizational targets to accelerate progress toward
sustainability.
Question: Who will implement and track the targets?
Reply: The Action Plan for Sustainability, which represents a City-wide team effort, marks a transition
from a broad set of goals and targets to the next phase : putting these recommendations into action. The
Action Plan recommends that the City Manager' s office creates an inter-departmental implementation
team and tasks the team with reporting biannually on progress toward goals and targets. Ultimately, the
departments will implement the specific actions for achieving targets . However, the implementation team
will provide support and will be responsible for measuring and reporting progress.
Question: Will there be checklists available for staff members to easily implement sustainability?
Reply: As part of ongoing efforts to implement and measure updated or new operations, the
implementation team may develop checklists, resource listings, or other effective tools to assure that best
practices are being carried out.
Question: What are other cities doing about sustainability?
Reply: Many cities throughout the world are practicing aspects of sustainability, and several have
developed formal policies and action plans. Three good examples include the cities of Calgary, Seattle,
and Portland, which have all adopted sustainability policies. The Fort Carson Army Base in Colorado
Springs provides a good local example and has a 25 -year vision for a comprehensive sustainability
planning process, including goals and quantitative targets .
Question: Is this effort going too far to emphasize sustainability?
Reply: Many businesses and government entities have determined that there is a correlation between
sustainability and best practices. Emphasizing sustainable practices throughout operations has a number
of long- and short-term advantages. Measurement is used to monitor progress and to determine if new or
revised practices need refinement.
Question: How will this effort affect my budget?
Reply: Based on the sustainability concept of triple bottom line cost-benefit analysis, a positive affect on
budget has been shown in a number of business and governmental operations studies. The studies
indicate that as sustainable outcomes, such as reduced waste, increased health and productivity, clean air,
and efficient operations, are realized, cost-effective and positive financial benefits result.
A-3
Question: How do I learn more about the Action Plan for Sustainability?
Reply: Once the Action Plan for Sustainability is completed, it will be presented to the Executive
Leadership Team for its feedback and suggestions for improving the plan. We will then share this
guidance and the next steps with you. We envision communicating the Action Plan for Sustainability
goals and targets with all of the service areas in much the same way as the Wellness Program
opportunities are shared and encouraged.
A-4
Successes and Opportunities
131 . Complete Successes and Opportunities Worksheets
Please note : Definitions for the acronyms referenced in this
appendix are as follows :
APP = City of Fort Collins Administrative Policies and
Procedures
P2 Rpt = Supplemental Environmental Project II : Pollution
Prevention Assessments for Five City Departments ( 1999)
YAC = Youth Activities Center
SI = City of Fort Collins Sustainability Inventory (2003)
AQP = Fort Collins Air Quality Plan (2004)
LEED = LEED (Leadership in Energy and Environmental
Design) Green Building Rating Systemrm
HVAC = Heating, ventilating and air-conditioning
ULEV = Ultra low emitting vehicle
EPA = U. S . Environmental Protection Agency
B- 1
1 . Sustainable Purchasing
Successes Opportunities Description
Opportunities 1 . Activities with greatest economic, enviro and community impacts 1 . Activities with greatest economic, enviro and community impacts
2. Completed projects that demonstrate successes 2. Upcoming projects that present opportunities
- Life cycle cost analysis utilized in Purchasing Department. - Interact with external vendors of various products/services regarding
- Purchasing Department is open and flexible when working with other sustainability issues.
departments to establish bid criteria. - Add sustainability elements into purchasing specificaitons.
- City evaluation criteria is not exclusively low bid. - Research/training on sustainable products available (and those not
- City urges employees to apply environmental considerations when environmentally friendly) and create a 'toolbox' of this info.
making purchases (APP). - Build on Purchasing's training and voluntary approach to implement
- City discourages use of non-recyclable products and materials by City sustainability.
employees and contractors (APP). - Fundamentally stay current on sustainable resources/practices:
- Purchase items with less packaging and shipping materials (APP). knowledge, training and evolution.
General - Use existing stock rather than purchasing new materials (APP). - Examine purchasing policies throughout departments to determine any
(applicable to all - Various departments use of inventory management practices (P2 Rpt) alternatives for pricing, etc.
categories) - Use Material Safety Data Sheets to help select less hazardous materials - Establish more dynamic method for evaluating purchasing needs.
(APP). - Set targets for procurement of environmentally/socially-responsible goods
- Purchase chemicals and other hazardous material in small quantities to and track progress (SI).
ensure that all stock is used (APP). - Purchase training/guidance for City Staff at project initiation.
- Create cyclical sustainability system including feedback, re-equipping
'toolboxes' and updates.
- Evaluate City procurement of goods and services guidelines that would
limit emissions from non-road sources (AQP).
- Tie into the "support your local businesses" program with a "buy local
and support your natural areas program".
- Hybrid vehicles are purchased and in use by various Departments. - City admin policy on topic could be tighter, more closely followed-up
- Use of old tires - Educate employees on vehicle choices
- Used vehicles are auctioned. - Evaluate air quality, maint costs vs needs
Automotive - Vehicles are reused within internal departments. - Off-vehicle emissions alternatives
Vehicles and - Police serices quartermaster locates best prices for equipment. - Purchase more all fuel vehicles and implement green fleet measures (SI)
Equipment - Police Services Take Home Car Policy - City will look for opportunities to include ULEV or LEV vehicles in fleet
- Departments are strongly urged to consider buying models of trucks and (APP)
cars rated for low emissions and high gas mileage (APP).
- The City takes initiative in buying vehicles that use alternative fuels,
including electric compressed natural gas and propane cars (APP).
- Use of ENERGY STAR (energy saving) computers - Increase ENERGY STAR purchases
- Classes on office equipment purchases are available. - Chairs selection
- Also see equipment comments of Sustainable Energy/Office Equipment - Recommendations from intern looking at environmentally preferable
Office purchasing - office equipment, furnishings, etc.
Equipment - Duplexing copiers/printers
- Training and authority to make environmentally preferable ENERGY
STAR purchases
- Also see equipment comments of Sustainable Energy/Office Equipment
- Significant amount of 281 N. College building furniture was reused at - Add sustainabilty for standardization committee consideration, including
YAC. training (e.g., Information Technology).
- Furnishings inventory control system (warehouse) - Share office equipment/artwork/furnishings, etc. when one department is
- Unused items auctioned (availability information emailed to employees) done with them
- Standards are in place that allow for office furnishings re-use and re-use - Use of formaldehyde free furnishings
Office does occur. - Lease carpet squares (P2 Rpt)
Ergonomics/safety program available, including workstation evaluation. - Increase ENERGY STAR purchases of non-office equipment (e.g.
Furnishing - Office furnishing purchases through Facilities at the "Facility Barn" refrigerators, dishwashers, etc.)
- Investment in quality carpet for less frequent disposal (P2 Rpt) Also see intern comments of Sustainable Energy/Office Equipment
- Use of re-stamped carpet and carpet squares
- Salvaged carpet squares from Lincoln Center used in EPIC and YAC.
- Non oil-based paints purchases (P2 Rpt)
- Recycled content park bench purchases (P2 Rpt)
- Internal office reuse of used binders and file folders Purchase recycled paper for Transportation Services plotters
- Minimum 30% recycled content specification (APP) Conduct tests to establish user acceptance of various paper products
- Various departments have eliminated use of styrofoam. Utilize reusable plates, ware, etc.
Paper Products - Green meeting practicies, including use biodegradable/compostable Expand purchase of biodegradable/compostable products
paper products
- Also see comments regarding paperless operations under "Pollution and
Waste Reduction"
B-2
2 . Healthy, Productive Employees
Successes Opportunities Description
Opportunities 1 . Activities with greatest economic, enviro and community impacts 1 . Activities with greatest economic, enviro and community impacts
2. Completed projects that demonstrate successes 2. Upcoming projects that present opportunities
- Various Service Areas report "top-down" success in use of core values - Increase practice of Core Values
model and incorporation. - Core Value plaques should be easily/strategically posted and allow for
- Existing "Core Value" statement is posted in each building. quick interpretation (no small type)
- Ask "Dr. Cora" appears the monthly newsletter and promotes employee - Reinstate Employee Recognition Program
conversation ("life situation" questions are asked and answered). - Increase visibility of Core Value Team
- Core Value plaques - Measurement of successes
Core Values - Core Value Team - Continue Core Value Team opportunities
- (Former) Employee Recognition Program to commend employees, record - Create more volunteer opportunities and/or increase stewardship
recognition in Human Resources files and initiate thank-you to the opportunities with local businesses
employee from supervisor - Revisit City core values to include sustainability
- Employee Mediation Program - Internalize core values into employees' lives
- Continue efforts to keep up employee morale
- Address incentives, awards and compensation as budget allows
- Employee pride
- Diversity policies in place - Increase diversity training
- Generally good diversity training availabilty to all employees - Diversity/sensitivity training available to part-time staff
- Cultural/ethnic program involvement - Diversity team should submit to the "Dr. Cora's" monthly newsletter
- Spanish language training - Continue civility training, reframe with updates and current events
- Diversity teams from various Service Areas meet regularly - Increase attendance of Civility Series due to lack of viable candidates
- Civility Series (8-hr training) by Human Rights Department - Follow-up on Civility Series/Diversity Training to judge success
Civility, - ADA procedures: services and programs, communications, services - Promote, hire City staff from within
Diversity and carried out by contractors, legislative and judicial proceedings; and facilities - Promote females in management positions
Equity and transportation (APP) - Evaluate policies/cultures that differ for employees with and without family
- Work Options Program - Study hierarchy and impact to employees
- Rename "floating" days to "personal" days
- Make equity available to all employees
- Cross-training for City staff
- Succession planning for City staff
- Participation of various Service Areas in Wellness Program - Obesity Task Force (for internal customers)
- Pedometer program - Generally encourage exercise through Service Areas
- Exercise rooms in various City building (e.g., 215 N. Mason, etc.) - Control of employee vending machines
- Showers in various bldgs to promote use of bikes and exercise equipment - Key person at every faciliity to help make people more 'fit'
- Various Service Areas promote employee health - Offer daycare and elder care services available to City staff
- Employees discounts available through Parks and Recreation Department - Create employee vegetable garden
Employee to City facilities (e.g., Mulberry Pool, etc.)
Health - Bike programs (Bucks)
- Yoga offered every week.
- Police Services awards 10 vacation hours for every six months with no
sick leave (total of 20 hours/year).
- Safety, Wellness and Training News — a monthly newsletter to city staff
that provides helpful safety and preventive health care news (SI)
- Smoking not allowed inside City buildings (APP).
- Risk Management Division and Safety Program - If working at a Federal facility (e.g., railroads), certification by employee
- Building safety training specific to project is required.
- Specialized safety training for various Service Areas, depending on work- - Evaluate all city buildings for safety issues (radon testing, IAQ, slippery
related activites (e.g., 15-passenger van, blood born pathogens, steps, ADA, asbestos/sewer gas, mold)
defibrillators, construction, vehicle, etc.) - Institute a program for facilities to have annual employee environmental
- Safety Bucks health screening (would increase employee moral)
- Quarterly meals as incentives to attend safety meetings - Use "buddy systems" when leaving building
Employee - West Nile training - Incorporate crime prevention design tactics in all City bldg construction
Safety - First aid and CPR training (SI)
- Employee health/safety team Increase number of available defribrillators in City buildings
- Free ice cream coupon for wearing seat belt
- Panic buttons
- Occupancy of City bldgs limited per local fire and building codes (APP)
- Required eye protection use as applicable; required equipment is
purchased/distributed by each department (APP).
Protective footwear required for employees as applicable (APP)
B-3
2. Healthy, Productive Employees continued
- City-wide Customer Service training - Continuing education for all employees as budget allows
- Specialized trainings for various Services Areas: aquatics, summer staff, - Address concerns of training cuts due to budgetary concerns
etc. - Employee attendance to training sessions without burden or guilt
- Plentiful training resources are available to City staff, including trainings - Personal enrichment
on video. - Job shares/exchanges to learn how others work; Cross-training for City
- A positoin is dedicated to work on training classes. staff
Supervisor series with specified curriculum (electives and mandatory) - Create education centers/workshops that focus on land management
Training - Police Services has State standard training in place. issues
- Wellness training - Increase sustainability training for City staff
- Also see training related to Employee Safety - Training for strategic planning methodology available to City staff
- Also see training related to Pollution and Waste Reduction/Toxic or Haz - Internal education on: "What is a healthy ecosystem?".
Substances - Also see computer applications training under Pollution and Waste
Reduction/Other Waste Streams
- Also see various training references under Green Purchasing
B-4
3 . Green Building
Successes Opportunities Description
Opportunities 1 . Activities with greatest economic, enviro and community impacts 1 . Activities with greatest economic, enviro and community impacts
2. Completed projects that demonstrate successes 2. Upcoming projects that present opportunities
- Occupants from various Service Areas are involved in City building - New building/major retrofit opportunities: Aztlan, Police Services Building,
process. Farm straw bale building, YAC gym and kitchen expansions
- Building commissioning is practicid. - LEED being pursued for New Vehicle Storage Facility (including storm
- Sustainable Design Criteria for New Buildings exists. water de-watering facility)
- Goal in place to achive LEED Silver for new City construction. - Consider LEED-CI for interior only retrofits
- Waterless urinals are in select bldgs (215 N Mason, etc.) - Expand installations of waterless urinals
- Architects and engineers are hired based on qualifications (vs. low-bid). - More training on green building, including project managers training (P2
- Project manager within various Service Areas is dedicated to construction Rpt, Interviews)
projects - Higher level of visibility
- Energy-efficient lighting/controls: o-sensors, low mercury and energy - Operable windows
New efficient lamps, etc. (P2 Rpt) - Increase various Service Areas involvement in process
Construction - Energy-efficient HVAC equip: VFDs, RTU economizers, etc. (P2 Rpt) - Address indoor air quality issues
- Energy-efficient envelope elements: weather-stripping, double-pane - Include green building design in Treatment Facilities Retrofits (project
and Major windows, etc. (P2 Rpt) done wholly by Utilities)
Retrofits - Adequate space for recycling facilities is incorporated into new - Continue to use water efficient devices wherever possible (SI)
construction or remodeling projects (APP). - Evaluate financing options for municipal energy efficiency (AQP)
- "Green building" measures are applied whenever possible in new - Low flow and composting toilets in Parks facilities (P2 Rpt)
construction or remodeling (APP). - Consider alternative energy generation options for any future City bldgs
- Use of latest available proven technology to provide energy-efficient and (SI)
cost-effective heating, cooling, lighting, and water heating services in - Design for comfortable spaces to occupants
design, construction, and renovation of all City facilities (APP) - Utilize appropriately logged locale trees (from thinning operations using
- Building materials and infrastructure design per LEED/Facilities Departme low impact techniques) as fencing materials
- Wood fence material selection (e.g., arsenic issues) - Add transportation as a factor for sighting new City buildings
- Buck-n-rail fence usage - Maximize number of City services in fewer, larger City buildings
- Increase education to staff occupants of green buildings
- City purchases wind power. - Match equipment schedules/programs (e.g., HVAC) more closely to
- Satisfactory heating, lighting controls are in place for various Service actual employee schedules
Areas. - Complete additional de-lamping in 281 N College building
- Energy-efficient practices are optimized in many City bldgs. - Expand participation in Energy for Everyone training
- The 281 N College de-lamping retrofit was a success. - Optimize and increase use of methane reclaim at Treatment Facility
- Spot lighting control for building occupants. - Audit City facilities to identify cost-effective pollution prevention strategies
- Energy for Everyone training is available City-wide. (AQP).
Operations and - Methan gas is reclaimed at Treatment Facility. - Occupant controls (e.g., HVAC, lighting)
Energy use studies (e.g., peak shaving, etc.) have been completed waste - Re-post "Turn Lights Off' signs in City buildings.
Maintenance and water treatment plants. - Work to achieve a 15% reduction in City Building energy use, per square
- Carpet squares are rotated regularly for even wear (P2 Rpt). foot by 2010, compared to 1990 levels (AQP).
- Carpet is re-stamp where appropriate such as the upper floor of the
Library (P2 Rpt).
- Replacing old motors with high efficiency new ones is encouraged (APP).
- Keep office temperatures at recommended range of 70-74 degrees
(APP).
B-5
4. Healthy Ecosystems
Successes Opportunities Description
Opportunities 1 . Activities with greatest economic, enviro and community impacts 1 . Activities with greatest economic, enviro and community impacts
2. Completed projects that demonstrate successes 2. Upcoming projects that present opportunities
- City is committed to projecting water conservation ethic to community as - Expand xeriscaping practices.
model (APP) - Continue to use water efficient (irrigation) devices wherever possible (SI).
- Responsible irrigation water use by various Service Areas - Maximize City buildings use of native grasses vs sod (with awareness of
- Accelerate germination and the establishment of native plants; once actual water use and management buy-in).
establishment is secure irrigation is removed
- Low water use plantings
- Xeriscaping promoted to City through existing efforts
Water Use - Water Conservation Education Pgm
Management - Treated water recycled (including reuse at Rawhide for clg and irrigation
water)
(Irrigation - Raw water irrigation (P2 Rpt)
Activities) - Pump switches on pump house to prevent watering during rain (P2 Rpt)
- Regularly updated sprinklers programming (P2 Rpt)
- Landscaping for City bldgs with priority on water conservation by grouping
plants, limiting turf areas, use of drought tolerant plants (APP)
- Facility and irrigation managers should strive to operate and maintain
sprinkler systems at City facilities for water efficiency (APP)
- Investigating and trying out using irrigation on larger scale restoration
projects (typically streambank and/or upland grass plantings)
- Hand-pulling of weeds - Revisit and maintain good/sustainable mgmt/practices despite staffing
- Topics included as part of Storm Water Mgmt Plan turn over.
Chemical and - Containment included in Utilities EMS - Apply Integrated Pest Management to herbicide and pesticide use (P2
Nutrient - Chemical hygiene systems in place to monitor drainage Rpt).
Int Pest Mgmt: best practices system to most effectively manage pests
Containment while limiting neg enviro (biocontrol, mechanical, cultural,and chemical)
- Spot treat vs broad cast use of herbicides (P2 Rpt)
Instream - Topics included in Master Plans for Storm Water Mgmt Plan Develop formalized wetland banking plan.
Riparian and - Development of review process
Wetland - Upgrades completed whenever economically feasible
Protection and - Wetland/riparian restoration currently underway
Restoration
- Runoff survey for the Farm complete for Utilities, Jan 2004 Include all internal City projects in Planning Review (particularly smaller
Land Cover, - Development Review Criteria, Land Use Mgmt, Planning Review, Good projects).
Storm Water Housekeeping measures
Plant cover crops to reduce wind erosion
Runoff, Erosion _ Erosion control blankets used to prevent wind erosion
Control - Planting of native willow plantings to limit bank erosion
- Trails redesigned to reduce erosion
B-6
5. Sustainable Energy
Relevance Successes Opportunities Description
Opportunities for Agency 1 . Activities with greatest economic, enviro and community impacts 1 . Activities with greatest economic, enviro and community impacts
Hi/Med/Lo 2. Completed projects that demonstrate successes 2. Upcoming projects that present opportunities
- Alternative fuel vehicles are used in various Service Areas (e.g., electric, - Continue to increase alternative fuel vehicle use.
natural gas, hydrogen, propane, etc.) - Eliminate/cut back diesel use.
- Used vehicles are sold at City auction. - Encourage appropriate vehicle use for related work.
- Recycled old school bus (for transportation use related to kids programs) - Work to achieve the internal City goal that 75% of the City's light duty fleet
- Employees urged to eliminate unnecessary idling of vehicles (APP). vehicles will meet ULEV standards by 2008 (AQP).
Facilities - Guidelines for effective and efficient management of City's fleet (APP). - Reduce fuel consumption by municipal fleets through strategies such as
Vehicles and - LED Traffic Lights (P2 Rpt) reduced idling, purchasing more fuel-efficient vehicles, and minimizing
Equipment employee driving (AQP).
Owned by - Also see "Purchasing/Automotive Vehicles and Equipment"
Bureau - Establish satellite City gas stations in south and southeast of town for City
vehicles.
- Promote re-fueling alternatives available to staff instead of travel to Wood
St.
- Satellite City offices to reduce travel.
- Investigate regular weekend use of pool cars.
- Used equipment sold at City auction. - Expand conservation cards participation
- Use of computer power management software. - Institute ENERGY STAR as City requirement for office equipment.
- Powering down equipment or using power-saving modes encouraged - Webtract (online registration for Recreation programs)
(APP) - Establish networking option to power down computers.
- Use of energy conservation cards for computers operating in unoccupied
offices
Office - ENERGY STAR office equipment in place (including copies, printers,
Equipment computers)
- Teletract (phone system that allows registration for Recreation programs)
vs in-person or FAX registration (79% usage overall)
- Some library books are available at schools, thus eliminating some need
for travel (continuing?).
- Also see duplexing copiers/printers comments under Sustainable
Purchasing/Office Equipment
- Bike storage, rooms at various buildiings - Attend Council meetings through online or Channel 27 access.
- Lockers at Transit Center - Increase Free Wheels use.
- Transfort pass for all City employees - Increase carpools and walking where possible.
- Commuter alternatives encouraged - Street legal, electric vehicles between buildings.
- Employee carpooling, bike and bus travel for work purposes - Increase encouragement of vehilce alternatives (e.g., use of hybrids,
- Employee walking for meetings in downtown offices single car use avoidance, etc.)
- Majority of City buildings are in close proximity - Implement VMT-reduction activities per City Administrative Policy (AQP).
- If traveling longer distances, hybrid vehicles are utilized. - City department heads should review travel requirements imposed on
- Free Wheels program employees and eliminate need for auto travel as much as possible (APP).
Work Travel - Telecons with a closed line system are used (e.g., Issues and Answers - Expand options beyond bicycles, including electric scooters.
with City Mgr luncheons). - Expand close circuit TV usage to reduce travel.
- City is committed to reducing auto travel for purposes of reducing traffic - Identify reasons for City staff single occupancy vehicle use and address
congestion and air pollution (APP) (e.g. provide errand services to buildings/dry cleaning
services/ATMs/umbrella availability/walkways or tunnels between
buildings).
- Use YAC as a program registration site.
- Customer travel reduction (APP)
- Internal carpooling for City employees - Focus multi-modal system internally.
- Telecommuting occurs in various Service Areas. - Increase efficiency of alternative transportation options.
- Drive Less Program (incentive program) for City employees - Remove barriers, specifically address and update telecommuting
- Bike to Work Day and competitions to increase participation policies/practices in various Service Areas.
Employee - Drive Less Challenge - Increase Drive Less Program.
Commuting - Flextime/compressed work schedules (SI) - Increase Bike to Work Day competitions across City.
- Guaranteed Ride Home program
- Increase Smart Trips programs (e.g., PassFort, etc.), explaining benefits
and opportunities of use.
- Promote staff incentives to reduce solo vehicle travel (SI).
B- /
6. Pollution and Waste Reduction
Relevance Successes Opportunities Description
Opportunities for Agency 1 . Activities with greatest economic, enviro and community impacts 1 . Activities with greatest economic, enviro and community impacts
Hi/Med/Lo 2. Completed projects that demonstrate successes 2. Upcoming projects that present opportunities
- Efforts related to LEED and Sustainable Design Criteria for New Bldgs - Develop, expand and broaden market for materials "disposal" (identify
- Percentage of construction recycling achieved during 215 N Mason reclaim sales, online sales and donations opportunities).
construction. - Increase acceptance of efforts towards broader market
- Demolitions include appropriate asbestos, abatement practices. development/expansion for materials "disposal".
- Increase awareness of demolition materials available for reuse (e.g., bath - Re-consider demolition contracts/reclaim projects for reuse (with
Construction tub). resolution of risk mgmt, cost issues, materials quality/able to be used, etc.).
and Demolition - Internal construction and demolition workshop
- Expand Operations Building Design Standards to include construction
waste recycling (P2 Rpt).
- Include salvage and recycling requirements in contracts with demolition or
removal firms (APP).
- Comprehensive City recycling program - paper, aluminum, plastics, - Increase visibility
printer/copier cartridges - Some facilities do not have space for recycling pgm (e.g., Aztlan)
- Batteries recycling - Share available materials rather than storing them (on a no cost basis)
- Material recycling in conjunction with art programs - Recycling program being updated
- Various Service Areas notify staff of used binders availability and majority - Internal material exchange
of binders are claimed by staff. - Engage in resource efficiency strategies in buildings, facilities operations
- Use of electronic media (e.g., CD-ROMs) for archiving (vs paper) and maintenance of bldgs (SI)
- Various online applications help to limit paper use and waste generation - Recycling in City parks (P2 Rpt)
- Various Service Ares use double-sided copies - Further paperless operations development
- Shared copies through interoffice distribution system - Improve user friendliness of document/records filing/storage system
- Copies from Kinko's as needed for larger print jobs - Training for computer applications to encourage paperless system
- Document/records filing/storage with intention of limiting paper use implementation
- Used computers auctioned/reused in other Deptartments - Review all building/Department recycling practices to determine
Office Recycling - Committed to implementing effective internal office recycling program to opportunity for expansion
and Waste reduce solid waste, conserve energy and natural resources and protect - Increased practice/availability of double-sided copying per APP
Reduction environmental quality (APP) - Expand City's internal recycling collection program to include new
- Employees encouraged to participate in recycling program (APP) materials (APP)
- Efforts of many City departments encouraged as a creative, operations- - Find uses for once-used (clean scrap) paper for internal use
specific approach to waste diversion to reduce amount of waste generated I - Use electronic communication (e-mail, telephone, etc.) instead of paper
- Internal website available to review current types of recyclables that are cc whenever appropriate (APP)
- Print jobs done using duplex copying whenever possible (APP) - Provide electronic forms and other applications to citizens whenever
possible for services such as permits, registering for programs or
classes, surveying, etc. (APP)
- Revist City's email retention policy
- Collect scrap papers for printing
- Enable web forms to be completed and returned online by staff
- Ensure recycling gets picked up often enough for staff
- Also see paperless system comments in Purchasing/Paper Products
- Training program available through Utilities and Natural Resources Dept - EPA Green Chemistry Program
- Well-trained, knowledgeable staff - Continue existing efforts
- Various Service Areas recycle fluorescent lamps
- Hazardous Materials training
- EPA audits on use/non-use
- Various Departments avoid use of toxic or hazardous substances
Toxic - Various Departments minimize or substitute for toxic/hazardous products
Hazardous
us - Maintain conditionally exempt status (specifically for Utilities facilities)
Substances - Low volatile organic compounds paints used for street painting (P2 Rpt)
- Old paint reuse (P2 Rpt)
- Waste solvent reuse (P2 Rpt)
- Pressure sensitive sign materials used for glue activiation, instead of
baking (P2 Rpt)
- Various Service Areas eliminate any waste through leftover offerings to - Green Meetings (limit food, paper waste, make composting available,
staff/customers etc.)
- Scraps fed to animals at The Farm - Food waste at Council, Executive Leadership Team dinners
- Worm bin composting all food, paper waste at Natural Areas facility - Buy less food for events than anticipated need (to minimize waste)
Food Waste - 'Worm guy' (composting) hired for large events - Promote purchase of organic foods in municipal facilities (SI)
- Use of glasses instead of paper beverage containers
- Donate leftover food to local shelter
- Purchase organically (shade) grown and fairly traded coffee
- Chicken eggs from The Farm are used for programs
B- O
6. Pollution and Waste Reduction continued
- Changes in 3rd parry custodial services (trash less frequently, appropriate - More services at high use/public bldgs (Northside, Epic showers)
for some Departments) - Laundry service for vehicle shops rags (P2 Rpt)
- Any undesirable smells reported to janitorial administration
- Limit use of caustic cleaning chemicals (P2 Rpt)
- Use of extraction cleaning method (requires less chemicals) (P2 Rpt)
Cleaning - Reuse of custodial cleaning towels (P2 Rpt)
Supplies/ - Team cleaning approach (practice is more energy efficient) (P2 Rpt)
Practices - More experienced cleaners use specialty cleaning products (P2 Rpt)
- No cleaning chemicals are used during work hours, unless it is a 24 hr
facility (e.g., Police) (P2 Rpt).
- Cleaning on a quality contract basis rather than a fixed schedule (P2 Rpt)
- Floors are stripped only as necessary; scrubbing and recoat is done
instead (P2 Rpt)
- Revegetation requirements - Collect storm water debris and de-water (opportunity for water, organic
- Utilities Environmental Management System development material reuse)
- Vehicle fluids recycling - Alternatives to land filling sawdust (P2 Rpt)
- Freon recycling - Use of recyclable Streets brushes (P2 Rpt)
- Converted parts washer to citrus fluid - Use of vegetable based oil on Streets painting vehicle (P2 Rpt)
- Reuse of solid residuals at treatment plants - Employing and increasing composting efforts for City-generated or City-
- Sheldon Lake fish 'recycling' - 2002 collected plant debris (APP)
Other Waste - Recycle iron and steel (P2 Rpt)
Streams - Asphalt recycling (P2 Rpt)
- Electric hand dryers used in Parks facilities instead of equipment requiring
paper (P2 Rpt)
- Parks pallet give-away (P2 Rpt)
- Parks yard material composting (P2 Rpt)
- Animal by-products used in composting
- Also see entries under Sustainable EnergyNehicles
- Also see paperless system comments in Purchasing/Paper Products
B-9
7 . Management Tools
Opportunities Successes Description Opportunities Description
- Individual areas within City have adhoc systems in place - Research New Belgium Brewery model
- Previous practices that used measures/benchmarks in budgeting - Research City of Honolulu sustainability model
- Information technologies prototype for performance based strategic - Add Strategic Planning Methodology City-wide that is outcome,
approach performance based (defined in terms of sustainability outcomes)
- Enterprise Resource Planning JD Edwards/One World System finance
Planning system possible start
- Strategic planning - Full cost accounting for managers
- Budgeting
- Proceaaimprovement - System to ensure resources link with service delivery
- Need for more management methodology and rigor
- General management reform
- Expand holistic nature of City information techonology systems
- Capital Improvement Team (Capital Improvement/Building on Basics
projects)
Evaluation Streets/Utilities may have someperformance-based benchmarks
- Pay for performance system
- Incentives based on sustainability
Recognition or - Speakers Bureau or lunch series
Incentive - Bridge gap in City to take operational savings into consideration for
Systems system
- Research feedback models (e.g. City of Loveland)
- Also see "Energy/Employee Commuting"
- Also see "Employees/Core Values"
Core values, one organization - Hire a City energy manager
Flextime and telecommuting used at discretion of the supervisor - Hire a City sustainability manager
Many employees they have more than a job - personal commitment, - Strategic management of human capital (recruit, retain, train/cross-train,
sense of mission, contributions re-think job titles, job positions to be more multi-faceted, innovative
- By nature, political process routinely optimizes multiple bottom lines; models)
Staffing calibration is key. - Training that allows for out of box thinking
- Specialized Industrial Hygienist is dedicated to Utilities. - Avoid over managing
- City Energy Management Team - Regulatory and environmental safety staff green planning for projects (to
be confirmed)
- Consider Citywide Energy Manager (AQP)
- Train staff in strategic planning methodology, including sustainability
definition in success and performance
- Utilities Environmental Management Policy (2004) - Economic Vitality and Sustainability Action Group due to Council 6/30
- Facilities Building Design Standards contains elements of green design - Proposed AQP Policy Changes - The City will lead by example in efforts
(P2 Rpt) to improve local air quality in the following ways:
1 . The City will make efforts to reduce and mitigate its own air pollution
emissions before asking or requiring others to reduce and mitigate their
emissions.
2. The City will initiate and cooperate with other efforts to improve air
Policy quality, while avoiding duplication of effort. Others include government
entities (other City departments, county, regional, state, national, global),
the non-profit sector, businesses, and educational institutions.
- Adopt Sustainable Design Policy for City Buildings
- Develop an Environmental Management System and a Sustainability
Action Plan that will identify top opportunities for pollution prevention as the
first means of reducing municipal emissions of air pollutants, air toxics, and
greenhouse gases
B- 10
B2 . Expanded Discussion of Key Successes
Section 3 .o highlighted key sustainability practices already in place at the City of Fort Collins . An
expanded discussion on each of these successes is offered here.
The City of Fort Collins' Administrative Policies and Procedures provides guidance and
information relevant to many individual topics related to sustainability, such as :
o General purchasing (including use of existing material stock, purchase of ENERGY STAR
equipment, and Use of Material Safety Data Sheets)
o Paper products (including a minimum recycled content specification)
o Civility, Diversity, and Equity (including various American Disability Act procedures)
o Employee Health (including the statement that smoking is not allowed inside City buildings)
o Employee Safety (including topics of City building occupancy and protective equipment)
o New Construction and Major Retrofits (including applying green building measures and
using the latest available proven technology to provide energy-efficient and cost-effective
design, construction, and renovation)
o Operations and Maintenance (including topics of high efficiency motor replacements and
office space temperatures settings)
o Water Use Management/Irrigation Activities (including topics of model water conservation
ethics and City landscaping with priority on water conservation)
o Facilities Vehicles and Equipment Owned by Bureau (including eliminating unnecessary
idling of vehicles and guidelines for effective and efficient management of the City's fleet)
o Work Travel (including a commitment to reduce auto travel)
o Office Recycling and Waste Reduction (including encouraging employee participation and
duplex copying/printing)
The most recent version of the City's Administrative Policies and Procedures is dated April 9,
2003 . New employees receive a copy of the document at the time of hire. When the document is
updated, new versions are distributed to existing employees. Existing employees may also obtain
an electronic copy of the document at any time through the City's intranet.
• The City owns over 75 alternative fuel vehicles. The types of these vehicles range from hybrid
gasoline electric to compressed natural gas. Fleet Services has an internal policy in effect
regarding alternate fuel vehicles :
"In an effort to reduce tailpipe emissions and dependency on foreign oil, the City will
purchase an alternative fueled vehicle if all of the following criteria are met:
1 . The fiieling infrastructure is in place.
B- 11
2. The job application fits the type of factory equipped vehicle.
3. The economics are beneficial to the City (capital,
maintenance, and fuel costs).
4. The vehicle meets the operational need of the department. "
Additionally, as part of the City's air quality plan in 2004, the City has drafted goals specifically
related to purchasing and using alternative fuel vehicles :
o Work to achieve the internal City goal that 75 percent of the City's light duty fleet vehicles will
meet ULEV (ultra low emission vehicle) standards by 20o8.
o Reduce fuel consumption by municipal fleets through strategies such as purchasing more
fuel-efficient vehicles.
All employees have access to alternative fuel vehicles. For more information about using the
City's alternative fuel vehicles, contact Fleet Services at 221-661o.
Green building efforts are underway at the City of Fort Collins . The Operation Services
Department has "Green Building Criteria" that is available at
http:/ /www.fcgov.com/opserv/pdf/green-bldg.p The Criteria are adapted from the U. S. Green
Council's Leadership in Energy and Environmental Design (LEED) Green Building Rating System
and address green building issues related to site development, water efficiency, energy and
atmosphere, building materials and resources, and indoor environmental quality. Operation
Services has also established an internal goal to achieve a LEED rating of Silver for new
construction projects. Additionally, a number of service areas report successes related to their
direct participation with Operation Services in green building construction and/or remodel
projects for areas related to their service activities.
Building on the knowledge of staff and product vendors, the City has had success with both the
purchase and reuse of office equipment and furnishings.
o Many service areas routinely purchase and operate ENERGY STAR equipment, including
computers, printers, and copiers. Furthermore, as encouraged by the City's Administrative
Policies and Procedures, many City computers use power management software to save
energy.
o Proposals, presentations, demonstrations, and training on office equipment being considered
for purchase are available for scheduling with prospective vendors through the Purchasing
Department. Contact David Carey at 416-2191 for more information.
o The Facilities Department encourages wise use of resources by managing an inventory of
reusable furnishings that can be recycled within City departments.
o The City encourages purchasing and using re-stamped carpet, carpet squares, and higher
quality carpet to encourage fewer disposals.
B- 12
o Many service areas also routinely reuse various office products, equipment, and furnishings.
Items considered obsolete, surplus, or excess in one department are advertised as available to
other City departments prior to being made available for sale to the general public. The City
employs various means to sell obsolete, surplus, and excess equipment to the general public,
including local public auctions and electronic on-line auction services. The City is also
committed to properly recycling electronic equipment at the end of its useful life. Contact Ed
Bonnette in Purchasing at 06-2247 for more information.
o Non-profit organizations occasionally request donations of obsolete, surplus, or excess City
merchandise. Such requests are referred to Jim O'Neill, Director of Purchasing and Risk
Management, to determine if such donations are in the best interests of the citizens of Fort
Collins.
Through an internal team, the City has established core values. These values are integrated into
daily operations through various techniques, such as posted plaques and General Employment
Application inserts. The June 2004 revisions to the core values state the following:
"Our unifying mission is to provide high quality municipal services to help make our
community an exceptional place to live.
Our core values are:
o Being trustworthy in dealings with others
o Treating people fairly
o Accepting accountability for one's actions
o Recognizing that employees are our most important and valuable asset
o Communicating openly and honestly
o Behaving ethically, with integrity
This means:
o We respect and care about our community, our customers and each other.
o We are responsive, adaptable and creative.
o While we provide a variety of services and function as a collection of diverse
businesses, we solve problems together to provide the greatest benefit to the
community, and each of us represents the entire City organization.
o We share information and resources whenever appropriate.
o We respond to adversity and challenges in a respectful, positive manner.
o We respect our form of government and work to implement the policy decisions
of the City Council. "
City employees can contact Tess Heffernan at 416-2253 for more information.
B- 13
The City offers strong employee wellness and safety programs . The mission of the wellness
program describes the program:
"It is the mission of the City of Fort Collins Wellness Department to provide a
comprehensive program that is easily accessible and of high quality. Components of the
program include screening, education, training, and program opportunities with the
intention of reducing safety and health risk parameters, ultimately reducing healthcare
utilization and workers compensation costs and improving organizational and personal
health. "
For more information on the benefits available to City employees through the Wellness Program,
call 416-2o98 . Additionally, the City's Risk Management Division has an extensive safety
program to train employees on preventing injury and creating a safe working environment. For
example, individual workstations can be evaluated to optimize ergonomic conditions. Individual
service areas also conduct various safety events and trainings. Information on these existing
safety programs is available at 221-6788 .
The City has a well-developed and actively evolving training program supported by a position
dedicated to training classes. According to the 2004 catalog, training efforts for the current year
are focused on building upon competencies in the following areas : Communication, Personal &
Professional Effectiveness, Organizational Effectiveness, Technology, Safety, and Personal
Enrichment. In addition to classes, numerous training resources are available to City staff,
including monthly newsletters, training on video, etc. Contact Doreen Kemp at 416-243o for
more information.
Water-efficient landscaping, irrigation, and education are an active part of the City's
operation. The City of Fort Collins' Administrative Policies and Procedures state that, "The City
is committed to projecting a water conservation ethic to the community, as a model for wise water
use. " The administrative document continues, "Landscaping for City buildings being constructing
or remodeled should place a high priority on water conservation by grouping plants with similar
water needs, limiting turf areas and emphasizing the use of drought tolerant plantings."
Regarding irrigation, the administrative document asserts, "Facility and irrigation managers
should strive to operate and maintain sprinkler system at City facilities for water efficiency."
Indeed many service areas practice responsible irrigation water use and act as a xeriscaping
model for the City and community. Examples of this include using raw water irrigation in a
majority of the City's irrigated parks. Additionally, regular training on efficient watering is
conducted for all City employees and contractors involved in irrigating City landscapes. Another
key success that demonstrates the City's water conservation commitment is the practices in place
to recycle treated water. The City has a water reuse agreement with Platte River Power Authority
B- 14
to use treated wastewater as a coolant in the power production process . Treated wastewater is
also reused for crop irrigation.
Many programs are in place to reduce City employee work and commuter vehicle miles.
Programs include PassFort, Guaranteed Ride Home, DriveLess Challenge, Freewheels and other
bicycle related resources, telecommuting support, carpooling, etc. For more information on how
employees can participate in these efforts, contact SmartTrips at 224-6126.
Comprehensive recycling programs and waste minimization practices are common
throughout the City organization. Recyclable materials include paper, cardboard, newspaper,
glass, aluminum, plastics, batteries, toner cartridges, etc. Various service areas also recycle other
specialized materials. City staff members make noteworthy efforts to avoid or minimize the use of
toxic or hazardous substances. A recycling director is available to employees on the City's
intranet. Employees may also contact Shirley Burns at 221-6600.
Similar to the approach of the triple bottom line, the City routinely optimizes multiple
bottom lines by nature of the political process. Varying bottom line factors, such as economic
vitality, environmental protection, and quality of life issues are often woven into many City
efforts. Two examples of such efforts include the Economic Vitality and Sustainability Action
Group (EVSAG) and the City Development Process. EVSAG was comprised of business and
economic representatives of the community, as well as members of the general public, and was
tasked with developing recommendations for an Economic Vitality and Sustainability Plan for the
City. For more information on EVSAG, contact Bruce Biggie at 416-2259 . All development
proposals and projects within Fort Collins, both internal and external to City operations, must be
reviewed through the City Development Process. For more information on this process, contact
Cameron Gloss at 221-6750 .
The Comprehensive Stormwater Management Plan is another key success. This master
plan, approved by City Council in June 2004, provides for the following:
o Recommendations for cost-effective projects to remove properties from floodplains,
reduce risk, and reduce street flooding
o Guidance for new development in the basins to prevent problems from getting worse
o Guidance for enhancements to the riparian habitat along stream corridors to improve
water quality
o Guidance for stabilizing the streams where necessary
Employees can view the Stormwater Management Plan on the City's Intranet or ca11221-6700 for
more information.
B- 15
�y�;eltdix -(�
Prioritization Worksheet
Opportunities (rate as follows: ) Triple Bottomline Benefits Likelihood of Success Summary
vismilityl
0 = Insignificant Cost Mgmt
1 = Moderate Effective- Is easy to Support/
2 = Significant Economics Employees Environment ness implement Timely Total score
1 . Sustainable Purchasing
1 . 1 General 0
1 .2 Auto Vehicles & Equipment 0
1 .3 Office Equipment 0
1 .4 Office Furnishing 0
1 .5 Paper Products 0
2. Healthy, Productive Employees
2. 1 Core Values 0
2.2 Civility, Diversity & Equity 0
2.3 Employee Health 0
2.4 Employee Safety 0
2.5 Training 0
3. Green Building
3. 1 New Construction & Major Retrofits 0
3.2 Operations and Maintenance 0
4. Healthy Ecosystems
4. 1 Water Use Mgmt (Irrigation Activities) 0
4.2 Chemical & Nutrient Containment 0
4.3 Instream Riparian/Wetland Protection and Restoration 0
4.4 Land Cover, Storm Water Runoff, Erosion Control 0
5. Sustainable Energy
5. 1 Facilities Vehicles & Equip Owned by Bureau 0
5.2 Office Equipment 0
5.3 Work Travel 0
5.4 Employee Commuting 0
6. Pollution & Waste Reduction
6. 1 Construction & Demolition 0
6.2 Office Recycling & Waste Reduction 0
6.3 Toxic or Hazardous Substances 0
6.4 Food Waste 0
6.5 Cleaning Supplies/Practices 0
6.6 Other Waste Streams 0
7. Management Tools
7. 1 Planning 0
7.2 Evaluation 0
7.3 Recognition or Incentive Systems 0
7.4 Staffing 0
7.5 Policy 0
C- 1
d
eri� dix - �
Immediate Resources for Interested Staff
D1 . Ten Things Every Employee Can Do
To Embrace Sustainability
1 ) Fully use City wellness services.
2) Turn off computer and lights when you leave your office.
3 ) Choose alternative transportation to get to work.
4) Use hybrid vehicles from City fleet to get to remote meetings.
5) Maximize electronic file capabilities to limit the amount of paper use.
6) Fully use building recycling services for all materials .
7) Actively practice City' s core values.
8) Educate yourself on how sustainability can be applied to your particular job .
9) Follow all safety rules and procedures and participate in offered programs.
10) Balance your purchasing decisions around employee well-being, budget/cost,
and environmental impacts.
D- 1
132 . Toolbox of Resources for Implementing Sustainability
Existing City Resources Human Resources 221 =6535
- Recycling directory
- Ongoing safety program in Operations Services, Safety Bucks
- Purchasing life cycle cost analysis procedures
- Auction
- Furnishings inventory control system
- Ergonomics/safety program with site evaluation for workstations
- Internal office reuse of used binders and file folders
- Employee Mediation Program
- Civility Series (8-hr training) by Human Rights Department
- Work Options Program
- Safety, Wellness and Training News
- Energy for Everyone training City-wide
- Utilities Water Conservation Education Program
- Development Review Criteria
- Free Wheels
- Drive-Less Challenge
- SmartTrips Telework Initiative
- Parks pallets give-away
- Parks yard material composting
- Employees discounts available through Parks and Recreation to facilities
- Bike programs
- Risk Management Division and Safety Program
- Supervisor series with specified curriculum (electives and mandatory)
- Conservation cards for computers operating in unoccupied offices
- On-site amenities to support bike to work, including lockers, showers and bike lockers
- Telecons with a closed line system (e. g. , Issues and Answers with City Manager luncheons)
- Fort Shorts — the employee newsletter; CityNet — the internal website
External Resources — Publications
- Natural Capitalism, Paul Hawken, Amory Lovins, L. Hunter Lovins; Little, Brown; 1999 .
- The Natural Step Story: Seeding a Quiet Revolution, Karl-Henrik Robert, Gabriola Island,
BC : New Society Publishers, 2002 . www.newsociety.com.
- The Green CEO, Fortune, 24 May 1999, at pp . 190-200. (and Innovating at p. 26).
Existing Resources - Web Sites
- Smart Communities Network: www. sustainable . doe . gov
- U. S . Green Building Council/LEED : www.us bg c. org
- The Natural Step : www.naturalstep .org
- EPA Green Vehicle Guide : www.epa. gov/greenvehicles/
Examples from Local Governments and Other Organizations
- Calgary, Alberta: www. calgary. ca
- Portland, Oregon: http ://www. sustainableportland.org/
- Seattle, Washington: http ://www. ci. seattle .wa.us/light/conserve/sustainability/resource/
D-2