No preview available
HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 11/26/2019 - COMPLETE AGENDACity of Fort Collins Page 1 Wade Troxell, Mayor City Council Chambers Kristin Stephens, District 4, Mayor Pro Tem City Hall West Susan Gutowsky, District 1 300 LaPorte Avenue Julie Pignataro, District 2 Fort Collins, Colorado Ken Summers, District 3 Ross Cunniff, District 5 Cablecast on FCTV Channel 14 Emily Gorgol, District 6 and Channel 881 on the Comcast cable system Carrie Daggett Darin Atteberry Delynn Coldiron City Attorney City Manager City Clerk ADJOURNED MEETING HAS BEEN CANCELLED DUE TO WEATHER Adjourned Meeting November 26, 2019 6:00 p.m. Persons wishing to display presentation materials using the City’s display equipment under the Citizen Participation portion of a meeting or during discussion of any Council item must provide any such materials to the City Clerk in a form or format readily usable on the City’s display technology no later than two (2) hours prior to the beginning of the meeting at which the materials are to be presented. NOTE: All presentation materials for appeals, addition of permitted use applications or protests related to election matters must be provided to the City Clerk no later than noon on the day of the meeting at which the item will be considered. See Council Rules of Conduct in Meetings for details. The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities and will make special communication arrangements for persons with disabilities. Please call 221- 6515 (V/TDD: Dial 711 for Relay Colorado) for assistance.  CALL MEETING TO ORDER  ROLL CALL 1. Consideration of a motion to adjourn into executive session. The meeting of November 19, 2019 was adjourned to this date and time to allow Council to consider adjourning into executive session to discuss legal issues related to open meetings. “I move that the City Council go into executive session, for the purpose of meeting with the City’s Attorneys and City Management Staff to discuss the manner in which particular policies, practices or regulations of the City related to the use of email may be affected by existing or proposed City of Fort Collins Page 2 provisions of federal, state or local law, as permitted under City Charter Article II (Roman Numeral Two), Section 11(2), City Code Section 2-31(a)(2) and Colorado Revised Statutes Section 24-6- 402(4)(b).  OTHER BUSINESS  ADJOURNMENT City of Fort Collins Page 1 Wade Troxell, Mayor Council Information Center (CIC) Kristin Stephens, District 4, Mayor Pro Tem City Hall West Susan Gutowsky, District 1 300 LaPorte Avenue Julie Pignataro, District 2 Fort Collins, Colorado Ken Summers, District 3 Ross Cunniff, District 5 Cablecast on FCTV Channel 14 Emily Gorgol, District 6 and Channel 881 on the Comcast cable system Carrie Daggett Darin Atteberry Delynn Coldiron City Attorney City Manager City Clerk The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities and will make special communication arrangements for persons with disabilities. Please call 221-6515 (V/TDD: Dial 711 for Relay Colorado) for assistance. WORK SESSION HAS BEEN CANCELLED DUE TO WEATHER City Council Work Session November 26, 2019 After the Adjourned Council Meeting, which begins at 6:00 p.m.  CALL TO ORDER. 1. Downtown Stormwater Improvement Plan. (staff: Matt Fater, Theresa Connor; 15 minute staff presentation; 30 minute discussion) The purpose of this item is to update City Council on future stormwater improvements in the downtown area. The downtown area is vulnerable to flood risk and pollution from stormwater runoff. The area was constructed over a century ago prior to design standards and criteria for stormwater management. As a result, there’s a lack of infrastructure to manage both stormwater quality and flood risks. The Downtown Stormwater Improvement Plan (DISP) is a system of stormwater improvements planned to address the stormwater quality and flood risks in the downtown area. The improvements include a combination of storm sewer and water quality enhancements to be implemented over the next 12-15 years. The specific projects in the plan will be recommended in future budget cycles for Council’s consideration. 2. Mobility and Transportation Work Session. (staff: Dean Klingner, Paul Sizemore, Drew Brooks; 15 minute staff presentation; 45 minute discussion) The purpose of this item is to provide an overview of the current state and future opportunities for transportation and mobility in Fort Collins and the surrounding region. Discussion will include regional trends, multi-modal transportation, and the transit system. City of Fort Collins Page 3 3. Climate Economy Update. (staff: Josh Birks, Sean Carpenter; 10 minute staff presentation; 30 minute discussion) The purpose of this item is to provide Councilmembers with an update on the Climate Economy work being coordinated by the Economic Health Office on behalf of the organization. The update will provide both history and context for current efforts, recent examples of the work, and describe planned integration of Climate Economy principles into existing programs and systems. The update will focus on guiding principles developed from research, interviews with businesses, and experience gained during recent implementation.  ANNOUNCEMENTS.  ADJOURNMENT. DATE: STAFF: November 26, 2019 Matt Fater, Utilities Special Projects Manager Theresa Connor, Water Engineering Field Operations Mgr WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Downtown Stormwater Improvement Plan. EXECUTIVE SUMMARY The purpose of this item is to update City Council on future stormwater improvements in the downtown area. The downtown area is vulnerable to flood risk and pollution from stormwater runoff. The area was constructed over a century ago prior to design standards and criteria for stormwater management. As a result, there’s a lack of infrastructure to manage both stormwater quality and flood risks. The Downtown Stormwater Improvement Plan (DISP) is a system of stormwater improvements planned to address the stormwater quality and flood risks in the downtown area. The improvements include a combination of storm sewer and water quality enhancements to be implemented over the next 12-15 years. The specific projects in the plan will be recommended in future budget cycles for Council’s consideration. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Do Councilmembers have any specific questions regarding the stormwater risks facing downtown Fort Collins? 2. Do Councilmembers have any questions on the approach to the Downtown Stormwater Improvement Plan? BACKGROUND / DISCUSSION Stormwater Utility The purpose of the Stormwater Utility is to provide flood damage reduction, enhance stormwater quality, and protect and restore riparian habitat. The City is divided into twelve stormwater basins for planning purposes. Each basin has a master plan that recommends improvements to meet these stormwater management goals. The challenges and opportunities within each basin are unique to that basin for several reasons, including topography, land use, available open space, and time frame of development. For example, basins developed before stormwater design criteria and floodplain regulations generally have a higher flood risk than basins developed after these criteria were adopted. The Stormwater Utility has invested over $100M in infrastructure based on the recommendations from each basin master plan. The flood mitigation improvements are designed to meet the 100- year storm protection standard. The 100-year storm is defined as a storm that has a 1% chance of being equaled or exceeded for a given location in any given year. Yet, significant improvements are still needed to provide all areas of Fort Collins with this same level of service. Old Town Basin The Old Town basin was primarily developed prior to design criteria and standards for stormwater management and flood hazards. As a result, flood hazards and pollution from urban stormwater runoff are significant risks to the community and the Cache la Poudre River. The 2003 Old Town Basin Master Plan identified a system of improvements to address these challenges including the Magnolia Street Outfall. Attachment 1 identifies the 100-year floodplain for the Old Town Basin as well as the existing major stormwater outfall projects and the Udall Water Quality Area. 1 Packet Pg. 3 November 26, 2019 Page 2 The flood risk within the basin can be characterized as urban flooding due to the lack of stormwater infrastructure or a defined stream channel. During intense rainstorms, stormwater runoff is conveyed easterly along streets such as Maple, Magnolia and Myrtle. Flow depths in these streets can quickly reach 2-4 feet during these events exceeding curb heights and impacting adjacent homes and business. A recent study completed by ICON Engineering on behalf of the Utilities estimated nearly 550 structures would be damaged with an estimated damage cost of $83M to $92M as a result of the 100-year storm. Of these damaged structures, approximately half of these structures contain finished or partially finished basements that are particularly vulnerable to flood risk and pose a safety risk for people that may occupy these basements. This same study noted the repetitive nature of the flood risk with an estimated cost to the community of $151M to $165M over the next 50-years if no improvements are made. In addition, these conditions create economic, social, and environmental impacts such as public safety, business closures, traffic disruptions, and sewer overflows. Pollution from urban runoff is also a concern within the Old Town Basin. Sediments, fertilizers, oil, grease and other contaminants collect on the urban watershed. More frequent and less intense storms can mobilize these contaminants contributing to a water quality risk to the Cache la Poudre River. The City has constructed water quality treatment areas with past stormwater projects such as the Udall Water Quality Area. However, some areas of the Old Town basin lack sufficient treatment prior to discharge to the river. Magnolia Street Outfall The 2003 Old Town Basin Master Plan identified a system of projects necessary to address the remaining flood risk in the basin. The Magnolia Street Outfall was one of these projects. The conceptual project included storm sewers up to 120-inch diameter, extending from the Poudre River to Shields Street primarily within Magnolia Street. In addition, stormwater would be diverted to the Udall Water Quality area for treatment. The 2017/2018 City budget included $1.5 million in funding to begin design of the Magnolia Street Outfall (Safe Community Offer 8.19). Staff, with the assistance of Anderson Consulting Engineers, conducted a feasibility study for the project in 2018. The feasibility study estimated the project cost at $80 million with a construction duration of over three years. A significant portion of the flood hazard in the downtown area would be addressed. However, flood hazards would still exist until all remaining projects within the basin are constructed. The feasibility study revealed the need to evaluate the Magnolia Street project and the remaining downtown projects as a system of integrated improvements. The study also revealed the need to evaluate additional alternatives to determine if more cost- effective solutions exist for the entire downtown area. Downtown Stormwater Improvement Plan In the first half of 2019, staff, with the assistance of Anderson Consulting Engineers, completed a basin wide study to re-evaluate the recommendations of the 2003 Master Plan. The objectives of this study were to determine if a more cost-effective solution exists, as well as evaluate opportunities to meet other City objectives, such as park space, access to nature and additional stormwater filtration. Staff conducted workshops with other City departments to identify potential opportunities for collaboration. Alternative solutions for flood reduction such as regional detention, underground detention and repurposing portions of the right-of-way with smaller detention areas were all considered. However, these alternatives were determined to not be feasible due to cost, limited open space, and impacts to property access and parking. It was determined that opportunities for collaboration to meet other city objectives exists with a conventional storm sewer option due to excavation and reconstruction of the street. A system of five storm sewer projects was identified to most cost-effectively address the flood risk. Important advantages of this modified plan include less relative cost, reduced construction risk, greater utilization of existing stormwater infrastructure and outfalls, more opportunity for project phasing, and more opportunity for collaboration to meet other City objectives. The modified plan defined as the Downtown Stormwater Improvement Plan (DSIP) is shown on Attachment 2. The five projects within DSIP are large diameter storm sewers ranging in size from 36-inch to 102-inch diameter pipes designed to address the flood risk up to the 100-year storm. In addition to the storm sewers, the plan would provide storm water quality enhancements for the basin. The projects will require significant excavation and 1 Packet Pg. 4 November 26, 2019 Page 3 reconstruction of several streets in the area. While this construction will be a significant disruption, several opportunities for collaboration have been identified that could leverage this construction to meet other City objectives. Some of these collaboration opportunities include streetscape, green infrastructure, bike/pedestrian improvements, Nature in the City projects, street maintenance, and aging utility infrastructure replacement. As each project moves forward with design, significant discussion and public outreach will be needed to identify which of these opportunities are appropriate and feasible for each block of the project. A cost estimate has been developed for the plan of improvements for both the flood reduction and water quality projects. Costs are considered conceptual due to the very early stage of design. Costs are presented below as a range to account for unknown conditions. The certainty of the cost estimates will increase as the design for each project moves forward. The design process will also evaluate options for minimizing construction risk and opportunities for cost savings. Conceptual Cost Storm Sewer Projects $130M - $150M Water Quality Enhancements $10M - $20M Total $140M - $170M *Costs are shown in 2020 dollars. The improvements would be implemented over several City budget cycles. A conceptual implementation plan was developed with the goal of minimizing construction impacts to the public as well as minimizing the financial impact on stormwater utility fees. The implementation considered factors such as flood risk reduction, utilization of existing infrastructure, constructability, and opportunities for collaboration. The implementation plan indicates the projects could be designed and constructed over the next 12-15 years, with the first of these projects proposed to start design as part of the 2021/22 budget and construction as part of the 2023/24 budget. This schedule assumes one project is under construction at a time to minimize impacts to the public. Financial Impacts Rate stability is a key goal of the Utilities Financial Strategic Plan. DSIP is part of the overall stormwater capital improvement plan. Analyses were completed to determine the financial feasibility of the Stormwater Utility to fund DISP along with other capital projects in the Financial Strategic Plan. Bonding will be required to generate enough capital to construct the projects within a reasonable timeframe. Preliminary analysis indicates this debt could be incurred with periodic rate increases of less than 3% given the Utility’s high debt capacity. The Stormwater Utility has significant, annual operating margin intended for capital improvements. Additional analysis will be needed to further confirm the financial feasibility of these improvements. Staff will be presenting the Utilities Financial Strategic Plan to the Council Finance Committee in prior the 2021/2022 budget discussions. Public Outreach Projects of this magnitude and expense require significant public outreach through planning, design and construction. Staff is committed to raising awareness of the proposed improvements as well as minimizing public impacts during construction. The outreach efforts are in the early stages with Water Board and Chamber of Commerce presentations already completed. Staff will be seeking other opportunities to present to community groups in the future. A public open house was conducted on October 23rd as a first opportunity for the public to learn about the proposed projects. Also, a project website and informational video have been developed to raise awareness. Upon budget approval for each project, staff will begin project specific outreach efforts to seek feedback on street improvements and construction impacts. ATTACHMENTS 1. Old Town Basin Floodplain and Existing Outfalls (PDF) 2. Downtown Stormwater Improvement Plan (PDF) 3. Powerpoint Presentation (PDF) 1 Packet Pg. 5 1.1 Packet Pg. 6 Attachment: Old Town Basin Floodplain and Existing Outfalls (8340 : Downtown Stormwater Improvement Plan) 1.2 Packet Pg. 7 Attachment: Downtown Stormwater Improvement Plan (8340 : Downtown Stormwater Improvement Plan) 1 Downtown Stormwater Improvement Plan Matt Fater –Director, Civil Engineering, Utilities November 26, 2019 ATTACHMENT 3 1.3 Packet Pg. 8 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Council Questions • Do Council Members have questions regarding the stormwater risks facing downtown Fort Collins? • Do Council Members have questions on the approach to the Downtown Stormwater Improvement Plan? ATTACHMENT 3 1.3 Packet Pg. 9 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Stormwater Policy Guidance Multi-dimensional criteria includes: • Water quality • Flood protection • Stream rehabilitation • Low impact development ATTACHMENT 3 1.3 Packet Pg. 10 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Overview • Downtown Stormwater Risks • Proposed Projects May 22, 2018 - 2 inches in 40 minutes June 24, 1992 - 2.5 inches in 30 minutes ATTACHMENT 3 1.3 Packet Pg. 11 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) MASTER PLANS Project ID Conceptual Costs CAPITAL IMPROVEMENT PLAN Prioritization Levels of Service STRATEGIC FINANCIAL PLAN Rates Debt BUDGET OFFER Design FUTURE BUDGET OFFER Construction Capital Improvement Process ATTACHMENT 3 1.3 Packet Pg. 12 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Video ATTACHMENT 3 1.3 Packet Pg. 13 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Floodplain and Existing Outfalls Oak Street Outfall – 90-inch tee ATTACHMENT 3 1.3 Packet Pg. 14 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Floodplain Removed Locust Street Outfall ATTACHMENT 3 1.3 Packet Pg. 15 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Downtown Stormwater Improvements ATTACHMENT 3 1.3 Packet Pg. 16 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Project(s) Benefits • Improve public safety • Avoid estimated $151M-$165M in flood damages • Address recurring street and intersection flooding • Improve stormwater quality to the Poudre River • Opportunities for green infrastructure • Remove regulatory floodplain ATTACHMENT 3 1.3 Packet Pg. 17 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Opportunities for Collaboration • Downtown Plan • Utility infrastructure replacement • Nature in the City • Streetscaping • Green infrastructure ATTACHMENT 3 1.3 Packet Pg. 18 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Cost Evolution COST CERTAINTY 100% 50% MASTER PLAN CONCEPT DESIGN CONSTRUCTION ATTACHMENT 3 1.3 Packet Pg. 19 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Cost Range Improvements Conceptual Cost Storm Sewer Improvements $130M - $150M Water Quality Improvements $10M - $20M Total Cost $140M - $170M ATTACHMENT 3 1.3 Packet Pg. 20 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) MASTER PLANS Project ID Conceptual Costs CAPITAL IMPROVEMENT PLAN Prioritization Levels of Service STRATEGIC FINANCIAL PLAN Rates Debt BUDGET OFFER Design FUTURE BUDGET OFFER Construction Capital Improvement Process ATTACHMENT 3 1.3 Packet Pg. 21 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Implementation (Preliminary Construction Timeframes) 2024 - 2025 2026 - 2027 2028 - 2029 2031 - 2033 Jefferson Street project to be coordinated with future road improvements. ATTACHMENT 3 1.3 Packet Pg. 22 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Public Outreach • Overall Planning • Raise awareness • Community presentations • Website and video • Open House, Oct. 23 •Project • Project specific • Seek feedback on street improvements • Design and construction ATTACHMENT 3 1.3 Packet Pg. 23 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) Council Questions • Do Council Members have questions regarding the stormwater risks facing downtown Fort Collins? • Do Council Members have questions on the approach to the Downtown Stormwater Improvement Plan? ATTACHMENT 3 1.3 Packet Pg. 24 Attachment: Powerpoint Presentation (8340 : Downtown Stormwater Improvement Plan) DATE: STAFF: November 26, 2019 Dean Klingner, PDT Interim Director Paul Sizemore, FC Moves Manager Drew Brooks, Transit Director WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Mobility and Transportation Work Session. EXECUTIVE SUMMARY The purpose of this item is to provide an overview of the current state and future opportunities for transportation and mobility in Fort Collins and the surrounding region. Discussion will include regional trends, multi-modal transportation, and the transit system. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED In what mobility area(s) should the City prioritize or invest? BACKGROUND / DISCUSSION The City Council has identified the following as a Council Priority: Encourage and Increase Transfort Use / Additional Bus Rapid Transit (BRT) Corridors. The recent City Plan update included an update to the Transportation Master Plan and Transit Master Plan. These plans reflect the strong community desire and input to enhance multimodal (transit, bike and pedestrian) options. The Pedestrian Plan and corresponding Sidewalk Prioritization Model outline citywide pedestrian needs while the Bicycle Master Plan reflects strategies to make bicycling attractive for people of all ages. Transportation Master Plan The Transportation Master Plan includes a near-term action item to update the Master Street Plan. The update would reflect changes to the street network highlighting some roadway expansion in areas where new development is still occurring, such as Northeast Fort Collins. Most existing roadways in the center part of the community will see very limited changes or expansion. The Transportation Master Plan recommends intersection improvements, signal optimization and travel demand management strategies to continue managing congestion. Transit Master Plan The Transit Master Plan recommends a future transit network that focuses on high-frequency transit (15 minute or better service). The future transit network will provide transit access to 85% of residents and 96% of employees and high-frequency service access to 53% of residents and 76% of employees. To accomplish this, and dependent upon future land use, high frequency coverage would be expanded, including new Bus Rapid Transit (BRT) routes along the North College, West Elizabeth, and Harmony Road corridors. In addition to traditional fixed-route service, the Transit Master Plan recommends the introduction of Mobility Innovation Zones in areas where land-use and population density are not currently supportive of high-frequency service. Funding sources and mechanisms are crucial to the implementation of the 2040 transit network. One of the first action items of the Transit Master Plan is to seek community input through an in depth funding study. The Transit Master Plan also includes strategies to encourage transit supportive development along planned high frequency corridors and mobility hubs for convenient transfers between transportation modes. November 26, 2019 Page 2 Pedestrian Plan The Pedestrian Plan outlines citywide pedestrian needs like sidewalk network gaps, safer ways to cross the street, and better ramps at street corners. The action items from this plan have led to many of the current systems and improvements to the pedestrian network such as evaluating pedestrian level of service during development review and the creation of the sidewalk prioritization model and program. However, the plan was last updated in 2011 and it is nearing the point where revisions are needed. One option currently being considered is to combine this plan with an updated Bicycle Master Plan to create an Active Modes Plan. https://www.fcgov.com/planfortcollins/pdf/ped-plan.pdf Sidewalk Prioritization Model The Sidewalk Prioritization Model reflects the build out of the sidewalk network and uses location, health and equity, and safety to prioritize sidewalk inventory for construction. https://www.fcgov.com/engineering/pdf/pedneedsreport2018.pdf?1551382806 Bicycle Master Plan The Bicycle Master Plan proposes a comprehensive set of strategies to create a safe and comfortable bicycling environment for people of all ages and abilities. It was adopted in 2014 and has been instrumental in guiding programming and infrastructure development in the City. The central concept of the Plan is the “low stress bicycle network”, which emphasizes safe, comfortable, easy to ride streets that parallel major arterial roads and connect the City. While the City is still working through some of the planned improvements in the 2014 Plan, an update to this plan to address both bicycle and pedestrian needs would be an innovative new solution that is evolving to be a current best practice. https://www.fcgov.com/bicycling/pdf/2014BicycleMasterPlan_adopted_final.pdf?1461016033 Regional Transportation The impact of regional travel patterns within the north front range area and the larger Denver region are significant to mobility and congestion within Fort Collins. This includes a commute pattern of about 32,000 people leaving town daily and almost 39,000 people commuting into town daily (according to 2015 Census data). This exchange of trips is primarily between Fort Collins and Loveland, Greeley and Timnath-Windsor. For the most part these trips are car trips, due simply to a lack of other travel options. Regional transit service includes the FLEX service that goes to Loveland (and ultimately to Boulder), and the Bustang, which goes to Denver with stops in Loveland. A new regional transit route between Fort Collins and Greeley will launch in 2020. These travel patterns are likely to continue with Fort Collins serving as a regional job, shopping and cultural center. The opportunity as a region will be to shift as many car trips (especially people driving alone) to either shared trips or to transit. In Fort Collins this may include capturing trips at the edge of town at park and rides and finishing trips on our Bus Rapid Transit (BRT) network. The MAX line is already doing this with commuters parking at the South Transit Center and riding MAX into town. Providing regional transportation choices will be important to Fort Collins and our neighbors to avoid growing congestion and resulting decline in mobility and quality of life. Assets and Operations City Transportation assets include almost 600 miles of roadways, over 300 bridges, and over 800 miles of sidewalks in addition to bus stops, traffic signs and signals, pavement markings, and on-street bicycle facilities. In addition, City operations include snow plowing, street sweeping, traffic operations, parking, and Transit service. Asset Maintenance and Operations are vital to all modes of Transportation in the City. If these assets are not maintained to their current level of service the resulting replacement cost will eventually be much higher. Without the current level of operations, residents will see a reduction in safety and multi-modal transportation options. November 26, 2019 Page 3 Transportation and Climate Action Plan Ground Transportation emissions of greenhouse gasses account for approximately 25% of total community emission. In the current Climate Action Plan Framework, the modelled path to meeting the community’s greenhouse gas reduction targets included approximately a 30% reduction in per capita vehicle miles travelled, which equates to a net reduction in total miles. Efficiency improvements and electrification of the vehicle fleet are partial solutions, but are not adequate to result in the emissions reductions we need in order to meet our goals. While the City has enjoyed many successes in this area, from the launch of MAX and ensuing increase in transit ridership, to the gradual buildout of the low stress bike network, the reductions in vehicle miles travelled and emissions have not been enough to overcome population growth. The community’s per capita miles and emissions have decreased, but total miles travelled continues to rise. The City is currently in the early stages of an update to the Climate Action Plan as a part of the Our Climate Future effort. Transportation staff are engaged in this effort and are looking at ways to strengthen the links between Transportation Master Plan action items and the Climate Action Plan. Access and Equity During the update to the Transportation Master Plan equity became a central theme that permeates the document and has dedicated policies and objectives. The Transportation Equity Subcommittee, an internal team of City staff, reviewed policies and made recommendations to ensure both the approach and language of the plan were appropriately incorporating equity considerations. The plan acknowledges health impacts of poor air quality and lack of physical activity and how these disproportionately impact people who are historically marginalized and typically underrepresented. It also considers the planning process itself and included targeted outreach to communities that are typically not reached by traditional engagement efforts. One of the major recommendations of the plan includes the need to expand transit with high frequency service, since frequency presents a major barrier to transit ridership. Recognizing that access to transit and other mobility services transcends service level and includes many institutional, cultural, and linguistic elements, staff from PDT have assembled a Barriers to Transit Working Group. Although still in its initial stages, this group’s purpose is to review the many sources of data and feedback available, determine whether new or more research is necessary, and to form partnerships between City departments and external collaborators to help reduce these barriers. We anticipate that the lessons learned from this exercise can help inform other evolving areas of mobility such as access to shared mobility services like e-scooters and bike share. Achieving Vision Zero In recent years there has been increasing awareness of Vision Zero initiatives that aim to achieve a transportation system that produces no fatalities or serious injuries. While this philosophy may be implicit in many of the efforts that cities make, there is also great value in being explicit about this goal and developing targeted action items to achieve it. In 2016, the City of Fort Collins became the first municipality to join the Colorado Department of Transportation’s Moving Toward Zero Deaths Initiative. This initiative is the State of Colorado’s commitment to the Vision Zero mission. The City’s commitment to safety was reaffirmed in the Transportation Master Plan, which included a chapter dedicated to transportation safety as well as a safety focus throughout. The City regularly produces a Roadway Safety Report and is developing a process to expand this effort into a full Vision Zero Action Plan that will include all of the tools available to improve roadway safety in the City. These are commonly referred to as the “Five E’s” of engineering, education, encouragement, enforcement, and evaluation. Through targeted improvements informed by data, the City regularly implements enhancements to the system to help improve safety for all modes. November 26, 2019 Page 4 Emerging Trends The Transportation Master Plan recognizes that new technologies are emerging daily that fundamentally change the way people think about moving around the community. As such the plan calls for being innovative with shared mobility, preparing for autonomous vehicles and drone deliveries, and ensuring Fort Collins is ready for widespread adoption of electric vehicles. Possible Projects to Prioritize/Fund City staff would like input from City Council reflecting which Mobility area(s) should the City prioritize or invest. Examples include:  Transit Funding Study  Project Development – West Elizabeth BRT  Project Development – North College BRT  Project Development – Transit Maintenance Facility/Mobility Hub  Microtransit Pilot  Protected Bicycle Lanes  Safe Bicycle and Pedestrian Roadway Crossings  Bicycle and Pedestrian Grade Separations  Update the Bicycle Master Plan and Pedestrian Master Plan as a combined Active Modes Plan  Sidewalks  Vehicle safety and congestion projects such as intersection improvements ATTACHMENTS 1. Powerpoint Presentation (PDF) Mobility and Transportation November 26, 2019 City Council Work Session ATTACHMENT 1 2.1 Packet Pg. 29 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Strategic Alignment 2 NC1 ATTACHMENT 1 2.1 Packet Pg. 30 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Question for Council In what Mobility area(s) should the City prioritize or invest? Slide 3 ATTACHMENT 1 2.1 Packet Pg. 31 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Transportation Framework Slide 4 ATTACHMENT 1 2.1 Packet Pg. 32 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) State of Mobility Approximately $75M a year goes toward transportation assets and operations 5 ATTACHMENT 1 2.1 Packet Pg. 33 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Mobility Programs Slide 6 • Bicycle Program • Safe Routes to School Program • Sidewalk Program • Streets Maintenance Program • Bridge Program • Traffic Operations Center ATTACHMENT 1 2.1 Packet Pg. 34 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Mobility Plans Slide 7 • City Plan / Transportation Master Plan • Master Street plan • Capital improvement plan • Modal Plans: • Transit Master Plan • Pedestrian Plan • Bicycle Master Plan • Corridor and Neighborhood Plans ATTACHMENT 1 2.1 Packet Pg. 35 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) City Plan Transportation Vision “The City recognizes the importance of an integrated and balanced transportation network that supports access and mobility for all people… This plan outlines a bold vision to improve the accessibility, mobility, reliability, and safety of the transportation system for all modes.” -Transportation Master Plan Introduction 8 ATTACHMENT 1 2.1 Packet Pg. 36 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Regional Travel Patterns ~32,500 trips leaving daily* ~38,800 trips entering daily* *2015 Census Data Top Three Travel Exchanges with Fort Collins 1. Loveland 2. Timnath/Windsor 3. Greeley Slide 9 34,500 daily internal trips ATTACHMENT 1 2.1 Packet Pg. 37 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Vehicle Miles Travelled 10 ATTACHMENT 1 2.1 Packet Pg. 38 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Mode Share Slide 11 Key Trends: • Single-occupant vehicle trips remain the primary travel choice • Biking & transit experiencing strong ridership growth • Commuting to/from the region is increasing Fort Collins Transportation Mode Share Single Occupancy Vehicle: 76% Carpool: 10% Bicycle: 8% Walking: 4% Transit: 2% ATTACHMENT 1 2.1 Packet Pg. 39 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Mobility Trends §Mobility as a service - embrace innovation as new technologies and travel options emerge §The Shared Economy- less ownership, more choices: e-scooters, bike share, car share, ride share §Mobility management – Reduce congestion with system upgrades and shifting trips to biking, walking and transit ATTACHMENT 1 2.1 Packet Pg. 40 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Mobility Hubs § Mixed-use activity center § Transit station § Bike share § Car share § Park-n-Ride § On-demand § Walkable urban design § Customer information 13 ATTACHMENT 1 2.1 Packet Pg. 41 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Transit Ridership 14 NC2 ATTACHMENT 1 2.1 Packet Pg. 42 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Future Transit Network 15 Plan Highlights High frequency focus • 3 new Bus Rapid Transit routes • 30 minute service or better throughout the system (other than BRT routes) § Regional connections § Mobility Hubs § Innovation Zones (on- demand service) ATTACHMENT 1 2.1 Packet Pg. 43 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Innovation Zones Alternative services such as: § Microtransit § On-demand shared trips § Autonomous vehicles § Public-private partnerships 16 ATTACHMENT 1 2.1 Packet Pg. 44 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Future Transit Needs 17 Transit Master Plan Costs: • Estimated Capital Infrastructure costs are $300M • Estimated annual operating costs increases from $15M to $30M NC3 ATTACHMENT 1 2.1 Packet Pg. 45 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Key Challenges & Choices § Achieve Vision Zero § Reduce Vehicle Miles Traveled § Reduce people driving alone § Increase walking § Increase bicycling § Increase transit use § Funding strategies § Leverage emerging technologies Slide 18 ATTACHMENT 1 2.1 Packet Pg. 46 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Question for Council In what Mobility area(s) should the City prioritize or invest? Slide 19 ATTACHMENT 1 2.1 Packet Pg. 47 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Backup Slides Slide 20 ATTACHMENT 1 2.1 Packet Pg. 48 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Transit Master Plan – Short Term Slide 21 ATTACHMENT 1 2.1 Packet Pg. 49 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Transit Master Plan Capital Projects Slide 22 ATTACHMENT 1 2.1 Packet Pg. 50 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Transit Propensity & Equity Slide 23 ATTACHMENT 1 2.1 Packet Pg. 51 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Elements of Transportation 24 Actual Safety: Number and severity of crashes Infrastructure / Coverage / Connectivity First/last mile Accessibility, etc. Mode Choices Transit, bikes, vehicles, pedestrians System Efficiency / Predictability Travel times Congestion Perceived Safety: Comfort / Mobility Safety Mobility ATTACHMENT 1 2.1 Packet Pg. 52 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Safety • Annual Roadway Safety Report – Data Driven 25 262 239 264 307 262 214 0 50 100 150 200 250 300 350 2014 2015 2016 2017 2018 2019 Severe Crashes Through 9 months ATTACHMENT 1 2.1 Packet Pg. 53 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Safety • Data Driven • Focuses on number and severity of crashes • “Safety” is complex and has a relationship to mobility 26 Perceived Safety Needed to encourage more pedestrians / cyclists (supports mobility) Perceived Safety Needed to encourage more pedestrians / cyclists (supports mobility) Actual Safety Needed to keep road users safe (good data) Actual Safety Needed to keep road users safe (good data) Nominal Safety Meeting ‘the standard’ Actual Safety Number and severity of crashes Perceived Safety Does it feel ‘safe’? ATTACHMENT 1 2.1 Packet Pg. 54 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Transportation & Mobility 27 Bicycle Facilities Sidewalk Condition ATTACHMENT 1 2.1 Packet Pg. 55 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) Climate Action 28 Key Trends: • Community emissions decreasing • Emissions have decoupled from population/economic growth • Innovation and transformation Change in Emissions, 2005-2016 ATTACHMENT 1 2.1 Packet Pg. 56 Attachment: Powerpoint Presentation (8472 : Mobility and Transportation Work Session) DATE: STAFF: November 26, 2019 Josh Birks, Economic Health Director Sean Carpenter, Climate Economy Advisor WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Climate Economy Update. EXECUTIVE SUMMARY The purpose of this item is to provide Councilmembers with an update on the Climate Economy work being coordinated by the Economic Health Office on behalf of the organization. The update will provide both history and context for current efforts, recent examples of the work, and describe planned integration of Climate Economy principles into existing programs and systems. The update will focus on guiding principles developed from research, interviews with businesses, and experience gained during recent implementation. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Do Councilmembers have feedback on the draft Climate Economy guiding principles? 2. Do Councilmembers support the continued integration of Climate Economy guiding principles into other City activities? • Economic Health Strategic Plan • Our Climate Future • Energy Policy • Others BACKGROUND / DISCUSSION Historical Context: In 2015, City Council unanimously adopted the Economic Health Strategic Plan (“EHSP”) which focuses on four consistent and important economic themes in Fort Collins (“Community Prosperity”; “Grow our Own”; “Place Matters”; “Think Regionally”) and one new one, the “Climate Economy”. With adoption of the EHSP, Fort Collins became one of the first cities in the United States to strategically link future economic prosperity and climate action together, in order to help ensure continued resilience and quality of life for residents and businesses. Fort Collins defines the Climate Economy as a strong, stable and inclusive economy based on lower carbon solutions and infrastructure that deliver reliable and consistent access to energy, capital and technologies to drive continued economic resilience. Unpacked, this means strategic investment, public and private, that enable new lower-carbon businesses and business models to thrive in Fort Collins. Why Climate Economy in Fort Collins? When the Smithsonian Museum’s Lemelson Center for the Study of Invention and Innovation opened in 2015, Fort Collins was selected as one of six American communities since the late 1800s that typify what can happen when the right mix of inventive people, resources and inspiring surroundings come together and spark invention and innovation. Likewise, with nearly two decades of climate action efforts and the completion of the Colorado State University Powerhouse Energy Campus in 2014, Fort Collins further demonstrated that the City had assumed a leadership role in economic invention, including the nascent idea of a Climate Economy. 3 Packet Pg. 57 November 26, 2019 Page 2 Adoption of the EHSP laid the groundwork and guidance for the Climate Economy Advisor contractual position, and related external consulting support, as one of four mid-cycle budget offers funded in 2016 after the adoption of the Climate Action Plan (CAP) with a specific focus on the economic elements of the “triple bottom line” (TBL). In October 2016 the position was filled, and in 2017 the consulting firm Natural Capital Solutions provided additional research support to the Economic Health Office, including: • Climate Economy work under way throughout the country and world; • Methods and programs to provide funding to support both public and private investment; and • Ways to understand the potential impacts on businesses better with a goal of providing useful targeting of programs and actions by the City. In the 2017/2018 and again in the 2019/2020 budgets, the Climate Economy Advisory position was extended to deliver on the above goals. Overview of Climate Economy Work: Since October 2017, the Economic Health Office (“EHO”) lead by the Climate Economy Advisor has worked with numerous internal and external partners. The result has been several successful initiatives: 1. 2018 Bloomberg Philanthropies Mayor’s Challenge - In August of 2017, Mayor Troxell selected the “Climate Economy” as the theme for Fort Collins entry in a new national competition from Bloomberg Philanthropies (“the Mayors Challenge”) designed to help Cities across the United States address the biggest challenges facing their communities. The Climate Economy Advisor led the development of the Mayors Challenge application, in close collaboration with the Utilities Department, Colorado State University, local energy efficiency contractors and other stakeholders. The City proposed its Epic Homes Project which is designed to “find, finance and fix” thousands of energy inefficient single family / duplex / triplex and quadplex buildings in Fort Collins, with a particular focus on upgrading rental properties and documenting potential improvements in the health and wellbeing of low- and moderate-income (LMI) families who live in rented homes. Three-hundred and twenty-four cities entered the Mayors Challenge Competition, and in February 2018 Fort Collins was selected as one of thirty-five “Champion Cities” and was awarded $100,000 to prototype and refine the Epic Homes idea. The project team used the $100,000 award to attract an additional $200,000 in grant capital from the Colorado Energy Office (CEO), which was followed by another award of $1,000,000 in grant and interest-free loan capital from CEO (awarded and/or in process of award) to help scale and replicate the Epic model in Colorado. In October 2018, Fort Collins was selected as one of seven grand prize winners of the Mayors Challenge, and the City was awarded an additional $1,000,000 in prize money to support the program (Attachment 1). These funds have become the cornerstone of the EPIC loan program. 2. Adoption of Commercial Property Assessed Clean Energy (C-PACE) in Larimer County - In 2016 Colorado enacted a state-wide New Energy Improvement District (NEID) that enabled commercial Property Assessed Clean Energy (C-PACE) financing in Colorado counties that agree to participate in the program. City staff worked with local businesses and developers to educate the Larimer County Commissioners, Assessor, and Treasurer regarding the program, which culminated in Larimer County voting to “opt in” in to the NEID in early 2018. Staff has offered numerous trainings for local contractors, lenders and other stakeholders on C-PACE, and is working closely with the State management team to help local businesses incorporate this innovative financing tool into new and existing constructions projects. Several C-PACE projects in Fort Collins are currently under development, though none have closed financing as November 1, 2019. 3. Business Energy and Emissions Profile (BEEP) analysis was developed pro-bono in collaboration with ClimateSmart of Canada (Attachment 2 - note: ClimateSmart is not related to the City’s business engagement program of a similar name). Using public data and proprietary analytical tools, ClimateSmart and the BEEP analysis provides municipalities with: I. A snapshot and sector profile of the business emissions within the community by industry sector; 3 Packet Pg. 58 November 26, 2019 Page 3 II. GHG emissions projections by sector and activity (building energy use, transportation, and waste); III. Data on the highest emitting industry sectors, pointing to reduction opportunities and projecting potential impact within the local economy. 4. Fort Collins Utilities EPIC Loan Program Capital - Building off the Bloomberg Mayor’s Challenge success, the City has worked with several public and private sector partners to grow available capital. Pending Council review and approval, the program now expects to secure another $5M in 3rd party capital to support the Epic Homes program, which if approved will support the upgrading of approximately 400 energy inefficient homes over the next several years. 5. Climate Economy White Paper - In early 2018, Natural Capital Solutions delivered an in-depth white paper on the Climate Economy with a focus on funding sources, tools, and solutions. The White Paper provided a solid foundation for City efforts (available upon request). 6. Support Utilities Energy Conservation Programs - Along the way, the Climate Economy Advisor has become a trusted part of the Fort Collins Utilities Energy Conservation department and supporting their efforts. In addition, the research and analysis prepared by Natural Capital Solutions has been used to refine and target the department’s efforts. 7. City as a Platform - In 2017 the City convened an internal, multi-departmental working group led by the Climate Economy Advisor and the Economic Health Office to examine the topic of City as a Platform and make forward-looking recommendations on the subject to City leadership and City Council. This working group, known as the City as a Platform Taskforce (CPTF) identified six key guiding principles for Fort Collins’ City as a Platform activities (full report and graphic summary document with recommendations available upon request). 8. Best for Colorado Challenge: The Climate Economy Advisor led the City’s participation in the statewide 2017 / 2018 Best for Colorado Challenge. This year-long competition was conducted by “B-Lab” the international accreditation organization based in Western Pennsylvania which helps businesses worldwide make positive changes to their operational and environmental practices, improving their communities, employee wellbeing and financial bottom line. B-lab offers a number of free tools to help business owners measure and improve their performance against that of other similar businesses who have completed the assessment. The Challenge is part of a collaborative campaign that builds a community of residents and entrepreneurs using business as a force for good in Colorado. Three Fort Collins-area businesses were selected as “Best for Colorado” winners in the 2018 competition. What We Have Learned: Since 2017, the City has been studying the concept of the Climate Economy. These studies have included outside consultant work, internal efforts, and attendance at numerous conferences and seminars. The result of the work can be summed up into the following: 1. Climate Change is Impacting all Industries - Through research, newspaper articles, primary interviews with local businesses, and discussions with other communities it’s clear that no industry will be immune from the impacts of the market shift underway. For example, the global market for new lower carbon business models and resilient infrastructure solutions over just the next decade is staggering - more than $26 trillion through 2030 as compared to high-carbon "business as usual" activities. The private sector has recognized that shifting towards lower-carbon infrastructure and more efficient power consumption results in positive benefits to the bottom-line. 2. The Market Recognizes the Opportunities and Risks - It has become clear that there is opportunity to manage risk, create opportunities for growth, and generate return on equity by investing in low-carbon infrastructure, energy efficiency upgrades and renewable energy production. This has been recognized by numerous hedge funds, existing traditional energy companies, and reputable market analysts/management consultants, such as McKinsey and Company. 3 Packet Pg. 59 November 26, 2019 Page 4 3. Customers are Changing Expectations According to the Georgetown University Center for Social Impact Communication report “Ignore Millennials at your Peril”, this age demographic now controls more than $1 Trillion in annual spending, and they’re prepared to make personal sacrifices to make an impact on issues they care about. Whether that’s paying more for a product (70 percent vs. 66 percent US average), sharing products rather than buying (66 percent vs. 56 percent) or taking a pay cut to work for a responsible company (62 percent vs. 56 percent). Millennials are driving corporate expectations relative to carbon accounting, social and environmental sustainability, and other values. 4. Small and Local Businesses are Lagging Behind - In all the City’s research, it has become clear that one group tends to lag behind larger companies in this market transformation: small and locally-owned businesses who often lack the resources - whether capital or expertise - to move efficiently with the changing economy. As a result, some of these businesses are in danger of being left behind, perpetuating outmoded business models, suffering from rising operational cost or risks to business continuity. Helping these businesses take advantage of new Climate Economy-related opportunities, as well as manage new risks (including risks that come from inaction) will be important to the overall economic health of a local community. 5. Talent Attraction and Retention - Changing values among employees is also driving transition through “Talent Discernment”. For some firms, this is about attracting and retaining top talent who want to work for companies that reflect their values; for others it’s about meeting expectations of customers who are increasingly demanding sustainable goods and services as order qualifiers. Increasingly, as Millennials advance in their careers and have begun to move into senior management positions, they are using their institutional authority to force suppliers and downstream suppliers in corporate value chains to adopt lower carbon manufacturing and distribution practices, among other impacts. Draft Climate Economy Guiding Principles: While the concept of the Climate Economy is both new and innovative, in many ways it’s also shorthand for a larger market transformation already underway; including the advancement of automation, artificial intelligence (AI), dramatic expansion of utility-scale renewable energy, and more adaptive supply chains (often referred to as Industry 4.0). As a result, in place of a static or stand along “action plan” City staff are focusing on establishing clear guiding principles and systems-based approaches for Climate Economy efforts that can be applied across several existing and emerging efforts within the organization and business community. In other words, today it’s the “Climate Economy”, in ten years it will just be “the Economy”. Accordingly, the Economic Health Office has continued to evolve its goals and objectives. The result has been a shift in focus to increased emphasis on economic resilience - the ability of the local economy to withstand external shocks, bounce back from those shocks quickly, and (preferable) avoid those shocks all together. Recently, August 14, 2018, EHO staff presented this new focus to City Council. The focus was translated to the business perspective by emphasizing the need to focus on ease of: i) Starting a business; ii) Sustaining a business and; iii) building a Thriving business that adapts to market conditions. The guiding principles developed as a result of the Climate Economy research and work support the City’s increased focus on economic resilience, support the City’s Climate Action goals, and support efforts to nurture small and local businesses. The guiding principles include: • Provide Pathways for Business & Industry Action - This principle stresses the need for partnership with business and industry to remove regulatory, policy, financial or other barriers in the ongoing market transformation toward a lower carbon future. In addition, this principle underscores the need to provide useful information, training, and support to facilitate business adaptation. The concept of “Durable Partnerships” and other findings from the City as a Platform research also supports this principle. • Meet Business & Industry Where They Are At - Even within specific industries, the business community is not uniform in terms of policies or practices. Therefore, the City must meet businesses “where they are at” in relation to the ongoing market transformation. It’s not about a business agreeing with a specific view of the future instead, it’s about helping businesses identify new opportunities in a shifting market and mitigate new risks from the same. 3 Packet Pg. 60 November 26, 2019 Page 5 • Integrate New Trends Into Existing Systems - As the Climate Economy is not a limited to a specific industry, and it encompasses a broader market transformation, the City’s approach should focus on integration, not siloed action. As a result, this principle guides the City to integrate its learnings from studying the Climate Economy into both existing and emerging systems. • Help Businesses Scale Their Own Efforts - Many businesses and industries have already begun to invest in low-carbon infrastructure, energy efficiencies, new business models and the like. The City needs to focus on helping these businesses scale their own efforts by providing supporting tools, programs, and new sources of capital and financing. • Leverage External Financing to Support City Objectives - Finally, the City can be a strategic partner, but it cannot provide all the funding to transform the local economy. Nor does it have to. Numerous private sector partners already see the opportunity and value associated with energy efficiency upgrades, renewable energy sources, new products and models, and industry supply chain evolution. The City can help by supplying its limited resources to leverage private capital and multiply impact towards these objectives. Next Steps: The City through the Economic Health Office and the Climate Economy Advisor will continue to work on the Climate Economy focus area. That said, ongoing efforts will focus less on the Climate Economy as a stand-alone effort in favor of focusing on systems-based, integrated work that supports other City activities and priorities. This integration work will include: • Economic Health Strategic Plan - The Economic Health Strategy of the City continues to evolve with a new focus on economic resilience. The observations, findings, and guiding principles from this work on the Climate Economy will be integrated into the on-going evolution of this strategy. • Our Climate Future - An update to the City’s Climate Action Plan is underway and focused on Our Climate Future. A significant part of that future is how business and industry adapt to physical changes, market changes, and customer expectations. This Climate Economy work will be integrated into the current update. • Others - Numerous other systems may benefit from the findings of the Climate Economy work, including, but not limited to, Land Planning, Resource Conservation, etc. The guiding principles described above will be shared and integrated into these efforts as appropriate. Finally, this work will support achieving several City goals and objectives and therefore can be measured, in part, by the metrics supporting those goals and objectives. The economic aspects of this work will be reflected in the metrics now under development by the Economic Health Office to measure economic resilience in our community, as those already established in specific projects, such as the Epic Homes program with Bloomberg Philanthropies. ATTACHMENTS 1. Mayors Challenge and Epic Homes (PDF) 2. Fort Collins Business Energy and Emissions Profile (BEEP) (PDF) 3. Powerpoint presentation (PDF) 3 Packet Pg. 61 Nine Cities Win $1 Million for Innovative Solutions to Urgent Local Issues in Bloomberg Philanthropies’ U.S. Mayors Challenge The Mayors Challenge Winners: Denver, CO; Durham, NC; Fort Collins, CO; Georgetown, TX Huntington, WV; Los Angeles, CA; Philadelphia, PA; New Rochelle, NY; and South Bend, IN Michael R. Bloomberg announced today at CityLab Detroit the nine winners of the Bloomberg Philanthropies U.S. Mayors Challenge, a yearlong competition that challenged city leaders to un- cover and test bold, inventive ideas to confront the toughest problems faced by cities today. The nine cities will receive $1 million to begin implementation on potentially breakthrough solutions to homelessness, the opioid crisis, mobility, climate change, and economic opportunity. The U.S. Mayors Challenge has infused more than $17 million into 300 cities over the past year through idea accelerator workshops and coaching, the testing phase with Champion Cities, and awards to Challenge winners. The program has engaged local leaders across the country to em- brace innovation practices and creative problem solving to deliver better results for residents. The Mayors Challenge is part of the American Cities Initiative, a suite of investments to strength en city halls and advance critical policies. “Mayors across the country are tackling the big issues that Washington is ignoring. This competi tion is designed to help them do even more, by incentivizing and supporting big – and achievable – new ideas,” said Michael R. Bloomberg, founder of Bloomberg Philanthropies and three-term mayor of New York City. “Congratulations to all of the winning mayors, who represent cities larg and small, in regions across the country. We look forward to seeing the results of their work — and to helping the ideas that prove most effective spread far and wide.” The U.S. Mayors Challenge Winners are: • Denver, CO will work to improve air quality by installing cutting-edge air-pollution sensors around schools that will provide data to inform the city’s approach to making the air safer for all. • Durham, NC will work to get drivers out of their cars and into alternative modes of transit b incentivizing behavior change, for example with prizes. • Fort Collins, CO will work to make housing safer and more energy efficient for low-income renters by offering landlords a creative mix of low-cost financing, simplified underwriting, and pre-screened contractors. ATTACHMENT 1 3.1 Packet Pg. 62 Attachment: Mayors Challenge and Epic Homes (8468 : Climate Economy Update) ATTACHMENT 1 3.1 Packet Pg. 63 Attachment: Mayors Challenge and Epic Homes (8468 : Climate Economy Update) CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE (BEEP) PREPARED FOR NATURAL CAPITALISM SOLUTIONS SEPTEMBER 1, 2017 ATTACHMENT 2 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) $397 projected cost savings to a business, per tonne CO2e reduced Climate Smart Businesses Inc. is an award winning social enterprise that has created a rigorous, practical process and methodology for small and medium sized businesses to measure their GHG emissions and profitably reduce them. We work not as consultants, but as teachers, using a capacity-building curriculum, top-rated software tool, and one-on-one client suppor t. Businesses and organizations renew their Climate Smar t cer tification by measuring their carbon emissions annually to track progress toward reducing emissions and add to their reduction plans. Individuals coming through our training learn to measure, analyze and reduce their company’s impact: key skills in the emerging green economy. Climate Smar t created the first and only, to our knowledge, database to help cities and their on-the- ground par tners strategically engage with the SME sector to reduce carbon emissions. Our unique and scaleable data can now help cities and on-the-ground par tners create a projected baseline of their business community emissions. In 2016, MIT’s Climate CoLab honoured the BEEP with the 2016 Climate CoLab Overall Grand Prize along with both Judges’ Choice and Popular Choice at Large awards in its Smar t Zero Carbon Cities competition.To date, our Business Energy and Emissions Profiles (BEEPs) have projected the carbon emissions for 105,077 businesses in thir teen communities representing a baseline of 5.4 millon tonnes green house gas emissions. Empowering businesses to reduce carbon emissions and cut costs. Climate Smart business training session (photo credit: Climate Smart) 850+ 2,012,000 30%+ 11% 2.7% Climate Smar t businesses to date (trained or in training) total emissions measured by Climate Smar t to date (tonnes CO2e) GHG reduction achieved by year two by 20 top performing businesses average carbon reductions achieved after 3 years of Climate Smar t cer tification average increase in This City of For t Collins Business Energy and Emissions Profile (BEEP) provides a unique view of the business sector greenhouse gas (GHG) emissions by industry, in par ticular small to medium-sized businesses of 500 employees or less, and highlights the areas with greatest potential for achieving reductions. The For t Collins BEEP covers 4,012 businesses and organizations in the municipality from thir teen Nor th American Industry Classification System (NAICS) sectors. These businesses have 39,677 employees and are projected to be responsible for 286,400 tonnes of carbon dioxide equivalent (CO2e) emissions annually from electricity, natural gas, transportation (company- owned, leased vehicles and fleets), and waste. Electricity and natural gas are the top two emission sources projected for the business community. The top three highest emitting sectors are Accommodation and Food Services, Retail Trade, and Office-Based Businesses. Combined, these three sectors account for 70% of business emissions (200,000 tonnes of CO2e). EXECUTIVE SUMMARY In addition to these four key sources, businesses generate emissions from other activities such as reimbursed mileage, staff commuting, paper use, refrigerant use, and third par ty shipping. If we include these activities in the estimate, we project that 477,300 tonnes of CO2e could be managed and reduced by City of For t Collins businesses.* By creating an emissions projection, this BEEP can help better understand and engage local businesses in the transition to a clean innovation economy. The sector profile approach offers an industry sector lens on community-wide emissions. The table below highlights, in descending order, the largest sectors by the number of businesses and by total emissions. Rank By number of businesses By emissions 1 Office-Based Businesses (NAICS 51-55) Accommodation and Food Services (NAICS 72) 2 Retail Trade (NAICS 44-45) Retail Trade (NAICS 44-45) 3 Accommodation and Food Services (NAICS 72) Office-Based Businesses (NAICS 51-55) The largest consumers of electricity are Retail Trade (32%). Accommodation and Food Services represent 47% of natural gas emissions.The Administrative and Suppor t, Waste Management and Remediation Services sector has the highest propor tion of transportation emissions (24%) and the Construction sector has the highest propor tion of waste (28%) compared with the other BEEP sectors. * Based on the proportion of these additional activities in the Climate Smart dataset to date. See “Importance of Emissions Beyond Electricity, Natural Gas, Transportation, and Waste” section below for more details. In addition to emission projections, this repor t highlights the motivations for businesses to take on carbon management after the first year of GHG measurement with Climate Smar t. In recent years, more businesses cite “anticipating future requirements”, “existing requirements”, and “customer/investor/ par tner demand” alongside the common motives of marketing and cost cutting. This trend is especially strong for the Construction sector, with 25% of businesses citing “anticipating future requirements” as a reason to par ticipate. As more municipalities align their procurement policies to reward emissions management, more businesses will be motivated to take action on their emissions in order to stay competitive. A summary of reduction strategies implemented by businesses after the first year of measurement is presented for each sector. Businesses tackle multiple reduction strategies at the same time and they prioritize them differently by sector. For example, data shows that Construction sector businesses pursue waste diversion, driver behaviour change, and sustainable building practices to reduce emissions. The Accommodation and Food Services sector prioritizes diverting waste, conserving electricity by upgrading equipment, and behaviour change campaigns. Office-based businesses are reducing paper use and exploring alternatives for staff commuting. When considering business engagement approaches, it is helpful to know not only the total emissions generated by a given sector, but also the average per business emissions. “A View of Emissions per Business” section of this repor t highlights that the Manufacturing, Accommodation and Food Services sectors that have the highest average emissions per business in For t Collins. * based on average Climate Smart business savings of CAD$397 per tonne of CO2e reduced. See Climate Smart’s 2012 report Beyond Big: Small Businesses, Greenhouse Gases, and Competitive Advantage for more details. On average, Climate Smart-certified businesses achieve an emission reduction of 11% by their third greenhouse gas inventory while growing their business (with top-performing businesses achieving a reduction of over 30% by year two). Businesses are a key par t of the transition to a prosperous clean innovation economy. If one third of businesses profiled in this repor t were to achieve a 30% reduction in emissions, this would translate into 28,600 tonnes of CO2e reduced. This is equivalent to removing 6,000 passenger vehicles off the road. This emissions reduction also represents cost savings of over USD$8.5 million to these businesses.* These savings have been and could continue to be reinvested in hiring more people, expanding into other markets, or investing in additional clean innovation initiatives. We hope that this repor t will assist in better understanding how to strategically engage businesses and help meet emission reduction goals. This repor t is accompanied by an interactive dashboard that allows for deeper data exploration by industry sector, emitting activity, geography, and business size: http://bit.ly/ For tCollinsBEEPDash. 1 Introduction 2 Methodology 4 Business Emissions Projection 6 Emissions Summary By Industry Sector 10 NAICS 72: Accommodation and Food Services 15 NAICS 44-45: Retail Trade 18 NAICS 51-55: Office-Based 21 NAICS 31: Manufacturing (Food, Beverage, Textile, Clothing) 24 NAICS 33: Manufacturing (Metal Products, Machinery, Electrical Equipment) 27 NAICS 23: Construction 30 NAICS 56: Administrative and Support, Waste Management and Remediation Services 33 NAICS 42: Wholesale Trade 35 Conclusion 36 Appendix: Emissions Data Table CONTENTS CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) A Business Energy and Emissions Profile (BEEP) is an analysis of the emissions produced and energy consumed by the City of For t Collins business community. A BEEP estimates emissions generated by various industry sectors within For t Collins’s economy, and highlights the oppor tunities for business engagement and emissions reductions. Within each industry sector, emissions are broken down into the four key activities—electricity and natural gas use in buildings, on-road transportation, and waste. This allows for comparison between sectors and activity types, informing planning around emissions and energy reduction projects and business engagement programs. In addition, a BEEP analysis can serve as a foundation for data-driven communication pieces to facilitate engagement of local business communities and stakeholders. For more information about the BEEPs, visit beep.eco. BEEP Digital Dashboard Screenshot The first BEEP repor ts were produced in British Columbia, where Community Energy and Emissions Inventory (CEEI) repor ts provide local governments with community-wide data on building energy use, transportation, waste, and associated GHG emissions. CEEIs suppor t policy direction and target setting around GHG reductions as mandated by the Local Government (Green Communities) Statutes Amendment Act (Bill 27, 2008). CEEI repor ts provide high-level information on community energy and emissions; however, they do not provide resolution into business sector emissions. The BEEP was first developed in par tnership with the BC Climate Action Secretariat and the City of Victoria in 2013 as a repor ting framework to augment municipal emissions data provided by CEEI or a community’s own repor ting. This profile is generated from Climate Smar t’s growing business emissions database along with local business demographic data to create an estimated profile of emissions generated by the key sectors in the business community. In 2016 the BEEP was awarded MIT’s Climate CoLab Grand Prize in Innovation. Using Climate Smar t’s growing database of business data we are able to generate a projected inventory of City of For t Collins business emissions by industry sector. Sector emissions are projected using Climate Smar t’s per employee sectoral emission intensities - see Methodology section for more details. INTRODUCTION WHAT IS A BEEP? CONTEXT FOR BEEP CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 1 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) For this analysis, Climate Smar t utilizes the data from its growing pool of 650+ baseline inventories representing over 1,300,000 tonnes in CO2e emissions. The Climate Smar t database is parsed by two-digit NAICS sectors. For each business sector, average per- employee intensities for electricity, natural gas use, transportation, and waste are applied across the total number of employees in each sector in the City of For t Collins. Climate Smar t per-employee electricity and natural gas emission intensities are adjusted for the Colorado climate using factors derived from the US Energy Information Administration Commercial Buildings Energy Consumption Survey. Sectors encompassing diverse operation types are fur ther broken down into subsectors to improve accuracy. For example, for NAICS sector 72 (Accommodation and Food Services), per-employee averages are calculated separately for hotels, full-service restaurants, limited-service restaurants, and caterers. 2015 Sales Tax business data was used to analyze the total number of businesses and employees in each sector. Only businesses located in For t Collins were included in the repor t’s projections. The self-employed category (businesses with zero employees) was not included in this repor t’s projections. METHODOLOGY All projections are made in units of energy as well as in tonnes of CO2e for electricity and natural gas. Emissions from electricity, natural gas and waste are calculated using the latest emission factors for Colorado based on the US Energy Information Administration (2016). Emission factors used are 739 tonnes of CO2e/GWh for electricity, and 0.051 tonnes of CO2e/GJ for natural gas. Waste projections are made based on the weight of landfilled and incinerated waste repor ted by businesses, and are listed in tonnes of waste as well as tonnes of CO2e. The waste emission factor used in this repor t is 0.536 tonnes CO2e/tonne of waste. Motivations for implementing carbon management and reduction strategies pursued after the first year of measurement are presented for each sector. These are based on the data collected from the Climate Smar t businesses going through the program. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 2 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) 74% of buinesses are within this BEEP 14% Other Sectors excluded Health Care, Public Admin, and Education 12% The table above summarizes the City of For t Collins business data by sector and lists the sectors included in the projections made in this repor t. Businesses covered in this repor t represent 74% of all businesses and organizations in the region, and include 4,012 businesses employing approximately 37,677 people. An additional 1,434 businesses were not included because of insufficient industry data to accurately project their emissions profiles. 454 of these businesses fall under NAICS code 81 – Other Services. BUSINESS SECTORS INCLUDED IN THE BEEP // METHODOLOGY The sectors excluded from the analysis are Mining, Utilities, Transportation and Warehousing, Education, Health Care and Social Assistance, Ar ts, Enter tainment, and Recreation, Public Administration, and Other Services. These sectors were excluded from the analysis due to limited Climate Smar t data on these sectors. As more data becomes available we hope to include additional industry sectors in subsequent versions of this repor t. The top 3 sectors with the largest number of businesses are Office- Based Businesses (NAICS 51-55), Retail Trade (NAICS 44-45), and Accommodation and Food Services (NAICS 72). Businesses by NAICS Sector (2-digit) # of employees # of businesses average employees / business 72 Accommodation and Food Services 9,738 437 22 44-45 Retail Trade 9,414 550 17 54 Professional, Scientific, and Technical Services 6,018 1,180 5 56 Administrative and Suppor t and Waste Management and Remediation Services The largest projected emission source for businesses in this repor t is electricity. It accounts for an estimated 166,000 tonnes of emissions (58% of total emissions). Note that electricity represents a relatively large propor tion of emissions because the makeup of the electricity grid in Colorado is comprised largely of coal generation. The second largest projected emission source for businesses in this BEEP is natural gas used by businesses. It is projected to account for 77,000 tonnes of emissions: about 27% of the total emissions projected. This includes natural gas used for space and water heating, as well as process heat (e.g. breweries, coffee roasters, cooking equipment in restaurants, etc.). Transportation accounts for an estimated 33,700 tonnes of emissions (12%). These emissions include only company vehicles and equipment, and do not account for other transportation emissions indirectly attributed to businesses, such as reimbursed business travel in personal vehicles, staff commuting, and third-par ty shipping. Waste comprises a smaller por tion (3%) of emissions, and accounts for 9,800 tonnes of CO2e. Projections in base units (tonnes of waste) are also presented under each sector as well as in the summary table in the Appendix. 33,700 12% 77,000 166,000 9,800 27% 58% 3% Transportation Natural Gas Electricity Waste BUSINESS EMISSIONS PROJECTION 286,400 total BEEP- projected emissions (tonnes CO2e) CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 4 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) It is impor tant to acknowledge that business emissions projections in this repor t measure only company fleets, electricity, natural gas, and waste generated by businesses. These are large emission sources for many organizations, however, the impact of business operations goes beyond these figures and includes emissions that result from the use of personal vehicles for business, staff commuting, use of refrigerants, third- par ty shipping, business travel, paper use, product use, and other activities that are par t of day-to-day business operations. For many businesses in the Climate Smar t dataset, these additional emissions are greater than company fleet, electricity, natural gas, and waste emissions combined. For example, if we take the median per employee staff commuting emissions of 0.72 tonnes from the Climate Smar t dataset and apply this figure to the 37,677 people employed by BEEP businesses in the City of For t Collins, we will arrive at projected 21,130 tonnes in staff commuting emissions.* In addition, many businesses provide services or deliver goods that influence community’s emissions beyond business operations. Examples of this include construction companies, lighting and heating contractors and equipment distributors, car dealerships, and others. Climate Smar t businesses implement strategies that will affect not just their direct business emissions, but community emissions overall. For example, Solus Décor — a Vancouver outdoor fire pit manufacturer IMPORTANCE OF EMISSIONS BEYOND ELECTRICITY, NATURAL GAS, TRANSPORTATION, AND WASTE // EMISSIONS PROJECTION — replaced wooden crates with recycled cardboard to reduce the weight of their shipments and shipping emissions. These cardboard crates are easily recycled while wooden crates would often end up in the landfill. Miles Industries, a Nor th Vancouver fireplace manufacturer, has developed a pilot light system with a timed shut-off that is projected to reduce GHGs associated with the use of their product by 1,165 tonnes. The impact of businesses in the community goes well beyond the fleets and buildings they operate. This highlights the impor tance of engaging businesses in the community’s emissions reduction effor ts as par tners in building a more efficient, cleaner economy. Of the total emissions measured by Climate Smar t to date, the BEEP activities — electricity, heat, scope 1 transportation (e.g. company-owned vehicles and fleets), and waste — comprise 60% of emissions measured, with the other activities accounting for a significant por tion (40%) of emissions measured to date. If we add this 40% to the total of 286,400 tonnes of emissions projected above, we arrive at an additional estimate of 190,900 tonnes of emissions that could be measured and managed by City of For t Collins businesses, leading to a total of 477,300 tonnes. ~477,300 total emissions potentially This char t summarizes emissions for each sector by source: electricity, natural gas, transportation, and waste. The top three emission generating sectors are Accommodation and Food Services (85,900 tonnes of CO2e), Retail Trade (66,500 tonnes of CO2e), and Office-Based Businesses (47,500 tonnes of CO2e). EMISSIONS SUMMARY BY INDUSTRY SECTOR 33 Manufacturing (Machinery, Goods, Furniture, Misc) 31 Manufacturing (Food, Textiles, Leather) 42 Wholesale Trade 44-45 Retail Trade 56 Administrative, Support, Waste Management and Remediation Services Natural Gas Transportation Waste Electricity 23 Construction 72 Accommodation and Food Services 51-55 Office-Based Businesses Emissions by NAICS Sector tonnes CO2e 22,900 18,800 11,400 66,500 16,500 47,500 16,900 85,900 Combined, these three sectors account for 70% of emissions projected in this BEEP. For the Accommodation and Food Services sector, the key emission source is electricity and natural gas used for cooking as well as space and water heating. For Retail Trade, electricity is the highest emissions source, accounting for almost 80% of emissions. For office-based businesses, electricity is the primary emissions source, with natural gas also being a significant contributor. Each sector is described in more detail below, star ting with the highest emitting sector - Accommodation and Food Services. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 6 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Natural gas emissions from businesses in this BEEP are projected to account for 77,000 tonnes of CO2e. 47% of these emissions are attributed to Accommodation and Food Services Sector. This includes natural gas used for food preparation, as well as space and water heating. The second largest contributor to natural gas emissions are Office-Based Businesses at 18%. Although the natural gas emission intensity for Office-Based Businesses is relatively low, the large number of employees in this group of businesses leads to a significant emissions total. Manufacturing (Food, Textiles, Leather) accounts for 12% of the total natural gas emissions for this BEEP. Emissions from electricity use in this BEEP are projected to account for 166,000 tonnes of CO2e. This is a comparatively high amount due to the high propor tion of carbon intensive electricity generating sources on the Colorado electricity grid. The Retail Trade sector accounts for 32% of electricity use of all BEEP sectors. The second largest consumer of electricity is Accommodation and Food Services, which account for 28% of the total electricity usage projected in the BEEP. NATURAL GAS ELECTRICITY // EMISSIONS SUMMARY BY INDUSTRY SECTOR % of BEEP total projected emissions 42 Wholesale Trade 51-55 Office-Based Businesses 33 Manufacturing (Machinery, Goods, Furniture, Misc) 23 Construction 31 Manufacturing (Food, Textiles, Leather) 56 Admin, Support, Waste Management and Remediation Services 72 Accommodation and Food Services 44-45 Retail Trade 3% 12% 3% 8% 6% 18% 3% 47% Emissions by NAICS Sector Natural Gas Electricity 3% 7% 3% 32% 7% 17% 3% 28% 0 10 20 30 40 50 0 5 10 15 20 25 30 35 CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 7 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Emissions from transportation in this BEEP are projected to account for 33,700 tonnes of CO2e. Administrative and Suppor t, Waste Management and Remediation Services is projected to be the largest tranportation emitter in this BEEP at 24%, followed by the Construction sector at 23%. The Construction sector generates 28% of the waste projected in the BEEP, and has the highest per employee waste generation across all sectors. Waste generated by For t Collins construction businesses is estimated at 5,200 tonnes. Retail Trade is the second largest in terms of waste generation, and accounts for 26% of waste. The third largest waste generator is the Accommodation and Food Services sector, accounting for 22% of waste in the BEEP. TRANSPORTATION WASTE // EMISSIONS SUMMARY BY INDUSTRY SECTOR Waste 23% % of BEEP total projected emissions Emissions by NAICS Sector 42 Wholesale Trade 51-55 Office-Based Businesses 33 Manufacturing (Machinery, Goods, Furniture, Misc) 23 Construction 31 Manufacturing (Food, Textiles, Leather) 56 Admin, Support, Waste Management and Remediation Services 72 Accommodation and Food Services 44-45 Retail Trade 5% 11% 15% 5% 15% 24% 3% 28% 5% 6% 26% 8% 4% 1% 22% Transportation 0 5 10 15 20 25 0 5 10 15 20 25 30 CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 8 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) This char t presents the average emissions per business in each sector. The sector’s projected emissions are divided by the number of businesses to arrive at the average. The Food, Beverage, Textile, and Clothing Manufacturing sector has the highest per business emissions (716 tonnes of CO2e per business). More than half of emissions in this sector are projected to come from electricity. A VIEW OF EMISSIONS PER BUSINESS // EMISSIONS SUMMARY BY INDUSTRY SECTOR The Manufacturing (Machinery, Goods, Furniture, Misc) sector has the second highest emissions per business (293 tonnes of CO2e per business), also with the majority of emissions coming from electricity. The natural gas used in these sectors is also significant and is typically used for product processing and space and water heating. The Accommodation and Food Services sector has the third highest per business emissions, also with the majority (54%) coming from electricity and 43% coming from natural gas. 49 716 41 121 293 24 56 197 42 Wholesale Trade 51-55 Office-Based Businesses 33 Manufacturing (Machinery, Goods, Furniture, Misc) 23 Construction 31 Manufacturing (Food, Textiles, Leather) 56 Administrative, Support, Waste Management and Remediation Services 72 Accommodation and Food Services 44-45 Retail Trade Emissions Per Business tonnes CO2e 0 100 200 300 400 500 600 700 800 CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 9 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) SECTOR PROFILE NAICS 72: ACCOMMODATION AND FOOD SERVICES 9,738 717,100 22 85,900 910 437 62,670,000 4,000 total employees natural gas usage (GJ) average business size (employees) sector emissions (tonnes CO2e) transportation emissions (tonnes CO2e) number of businesses electricity usage (kWh) waste generated (tonnes) 54% 2% 43% 1% Sector Emissions Breakdown Electricity Transportation Waste 54% Natural Gas from electricity 11% of businesses 30% of BEEP emissions The Accommodation and Food Services sector accounts for 11% of businesses covered in this BEEP, and is the largest sector by generated emissions at 85,900 tonnes of CO2e (30% of all BEEP sector emissions). It includes 437 businesses and employs 9,738 people in the City of For t Collins. The Accommodation and Food Services sector is characterized by high electricity and natural gas emissions intensity. This is natural gas used for space and water heating, as well as food preparation. The Accommodation and Food Services sector is composed of two large subsectors: Accommodation Services (NAICS 721) and Food Services and Drinking Places (NAICS 722). Each of these subsectors is discussed in more detail in the following sections. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 10 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Cutting costs appeared as the strongest driver for businesses in this sector to manage their carbon — over a half of businesses mentioned it as a reason for entering the Climate Smar t program. Industry and community engagement, marketing, and expanding existing green initiatives are other strong drivers for businesses in this sector. Networking and business-to-business oppor tunities also appeared as a common motive as many hotels are looking for ways to attract business travelers from organizations with strong sustainability commitments. Diverting waste is the most widely- adopted strategy for businesses in this sector. While waste is not the largest emission source for this sector, its impact is significant and businesses often find easy ways to reduce their waste emissions—e.g., composting organics. Over a half of businesses implement behavioural strategies and purchase simple equipment such as motion sensor or dimmers to reduce their electricity use and cut associated costs. Natural gas, the largest emission source for the sector, is targeted by many businesses through simple equipment (low-flow spray nozzles and programmable thermostats) and behavioural change initiatives such as “turn it off ” campaigns for kitchen equipment. MOTIVATION AND REDUCTION STRATEGIES IMPLEMENTED AFTER FIRST YEAR OF MEASUREMENT // NAICS 72: ACCOMMODATION AND FOOD SERVICES Motivations 0.0 0.1 0.2 0.3 0.4 0.5 0.6 46% 48% 49% 14% 54% 40% 17% Employee retention 20% 5% Interest / personal motivation Industry / community engagement Cost-cutting / efficiency Building on existing green initiatives Marketing / reputation / brand image Networking / B2B opportunities 14% SECTOR PROFILE NAICS 721: ACCOMMODATION SERVICES 788 170,500 23 27,600 90 34 24,980,000 690 total employees natural gas usage (GJ) average business size (employees) sector emissions (tonnes CO2e) transportation emissions (tonnes CO2e) number of businesses electricity usage (kWh) waste generated (tonnes) 67% 1% 32% 0.3% Sector Emissions Breakdown Electricity Transportation Waste 67% Natural Gas from electricity 1% of businesses 10% of BEEP emissions The Accommodation Services subsector in For t Collins consists of less than 1% of total BEEP businesses and includes hotels, motels, bed & breakfast inns, and other accommodation providers. However, this subsector is responsible for 10% of business emissions – about one third of the Accommodation and Food Services sector emissions total, due to its high emissions intensity. These 44 businesses in the Accommodation Services subsector are projected to account for 11% of total BEEP electricity emissions. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 12 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) SECTOR PROFILE NAICS 722: FOOD SERVICES AND DRINKING PLACES 8,950 546,600 22 58,300 820 403 37,710,000 3,300 total employees natural gas usage (GJ) average business size (employees) sector emissions (tonnes CO2e) transportation emissions (tonnes CO2e) number of businesses electricity usage (kWh) waste generated (tonnes) 48% 3% 48% 1% Sector Emissions Breakdown Electricity Transportation Waste 48% Natural Gas from natural gas 10% of businesses 20% of BEEP emissions Food Services and Drinking Places consist of 403 businesses and includes restaurants, bars, and catering companies. This subsector accounts for 20% of total BEEP business emissions – with natural gas comprising almost half of the subsector’s emissions. Food Services and Drinking Places represent 92% of the businesses and employees in the Accommodation and Food Services sector, with total emissions for this subsector estimated at 58,300 tonnes of CO2e, or 68% of the total emissions from the Accommodation and Food Services sector. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 13 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) // NAICS 72: ACCOMMODATION AND FOOD SERVICES Pacific Arbour Retirement Communities is committed to offering its residents a healthy, balanced lifestyle, and are always striving to enhance their services and amenities. For over three years they have worked with Climate Smar t to measure their GHG emissions and to establish a wide variety of reduction strategies. Through this par tnership, Pacific Arbour Retirement learned that the largest source of GHG emissions from their operations came from the heating of their facilities. To address this, they invested in new insulation for their buildings, and installed triple-paned windows to help retain heat throughout the day. In designing their buildings, they included “eyebrows” above windows on the southern exposure to cut down on passive solar heating and helping to keep the building cooler in the summer time. An air-to-water heat pump preheats hot water, giving them a 3-to-1efficiency in producing hot water for the building. From 2008-2010, when these reductions in natural gas emissions were implemented, they saved $41,700 on their heating bills. CASE STUDIES PACIFIC ARBOUR RETIREMENT COMMUNITIES $41,700 102 15% cost savings emissions reduction (tonnes CO2e) overall emission reduction Another oppor tunity that was identified was reducing their waste to landfill. In feeding their residents, they were generating a significant amount of organic waste. They chose to investigate different technologies and methods, including the installation of an on-site compost digester, which helped to reduce their waste going to the landfill by 30%. Over the three years that they have been with the Climate Smar t program, the Pacific Arbour’s Summerhill facility has seen a reduction in their carbon footprint by 15%. Pacific Arbour Retirement Communities is passionate about the culture that they create at their facilities. In providing for their residents, while ensuring they reduce their impact on the planet, they have successfully engrained a culture of sustainability within their operations. View Pacific Arbour’s case study and video: http://bit.ly/PacArbourCS CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 14 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Retail Trade is the second largest sector projected in this BEEP, consisting of 550 businesses and accounting for 23% of emissions. The Retail Trade sector employs the third largest number of people (9,414 employees) and has the highest propor tion of electricity use of all the BEEP sectors. Retail Trade also produces 26% of all BEEP waste. SECTOR PROFILE NAICS 44–45: RETAIL TRADE 9,414 117,400 17 66,500 5,000 550 71,570,000 4,700 total employees natural gas usage (GJ) average business size (employees) sector emissions (tonnes CO2e) transportation emissions (tonnes CO2e) number of businesses electricity usage (kWh) waste generated (tonnes) 80% 4% 9% 7% Sector Emissions Breakdown 14% of businesses Electricity Transportation Waste 80% Natural Gas from electricity 23% of BEEP emissions While not projected in this BEEP, it is worth noting that refrigeration is another significant emission source in the Retail Trade sector, par ticularly for Food and Beverage retailers. Refrigerants are the largest emissions source for some retailers in the Climate Smar t dataset. Refrigeration leakages often go unnoticed as the cost of topping up refrigerants is negligible compared to other operating costs for a business. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 15 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Personal interest and education, marketing, cost reduction and community engagement appear as the top drivers for retail businesses to manage their carbon emissions. Following the Climate Smar t program, 70% of businesses in this sector choose to implement strategies aimed at reducing their landfilled waste. Reducing electricity use through installing simple equipment such as light timers and dimmers as well as behaviour change campaigns (e.g., implementing a turn-it-off policy) are often-cited strategies for retail business. 30% of par ticipating businesses choose to tackle their third-par ty shipping. While this activity is outside of their direct emissions, retail businesses recognize its significant environmental impact and implement strategies such as bulk ordering and avoiding rush shipments. Reducing business travel and staff commuting is another emissions source commonly addressed by retailers. Aligning staff shifts with transit schedules, promoting carpooling, and providing secure bike parking are some of the initiatives tackling staff commuting emissions. MOTIVATION AND REDUCTION STRATEGIES IMPLEMENTED AFTER FIRST YEAR OF MEASUREMENT // NAICS 44–45: RETAIL TRADE Motivations 0.0 0.1 0.2 0.3 0.4 0.5 37% 32% 44% 18% 41% 28% 17% Employee retention 15% 6% Interest / personal motivation Industry / community engagement Cost-cutting / efficiency Building on existing green initiatives Marketing / reputation / brand image Networking / B2B opportunities 14% Other existing requirements CSR mandate Customer / investor / partner demand Anticipating future requirements // NAICS 44–45: RETAIL TRADE Victoria Women-in-Need (WIN) Community Cooperative operates three resale shops that offer high quality, affordable second-hand items, such as clothing, furniture and housewares. The revenue generated by the WIN stores allows the organization to be completely self sustaining in providing programs for local women who are in transition to self-sufficiency. Over two consecutive years of measuring its emissions and associated expenses, WIN was able to understand better the extent of its carbon footprint. While it simultaneously pursued a lighting retrofit and comprehensively addressed its overall emissions, increased waste diversion had the most impact. Comparing its two years of data, WIN achieved a 49% reduction in waste. WIN star ted its waste reduction in 2010 by diverting and transporting the unsuitable donated goods via reusable bags or containers to more than 10 local recipient organizations. Some of the clothing unsuitable for re-sale is repurposed as packing material for overseas medical aid shipments. WIN also improved its approach to sor ting materials, using rolling bins, Rubbermaid containers, and printed educational materials to communicate operation efficiencies across all par ticipating par ties: staff, par tner organizations and donors. These fixed and operating costs associated with improving waste diversion are factored into the payback period calculation. By halving their waste generation, WIN was able to greatly reduce their costs associated with solid waste hauling, after working to re-organize the process with fellow Climate Smar t Business, Ellice Recycle Ltd. The $4,000 in cost savings achieved in the first year of this initiative meant that the payback of the initial $1,236 investment for Victoria Women-in-Need’s waste reduction effor ts was less than four months. In terms of GHG emissions, WIN was able to achieve a 41.1-tonne CO2e emissions reduction in the first year of implementing this project. CASE STUDIES VICTORIA WOMEN IN NEED COMMUNITY COOPERATIVE 41.1 emissions reduction (tonnes CO2e) 49% reduction in waste $savings4,000 cost CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 17 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) The office-based group of businesses encompasses NAICS sectors 51-55 and includes a diverse range of businesses including software firms, insurance companies, financial institutions, real estate agents, architects, law firms, marketing firms, etc. This is the largest group in this BEEP that includes 2,018 businesses (50% of all businesses in this repor t), employing 11,522 people with a comparatively low average business size. This group of businesses is projected to account for 47,500 tonnes (17%) of CO2e in emissions due to its relatively low emission intensity. SECTOR PROFILE NAICS 51-55: OFFICE-BASED BUSINESSES 11,522 271,000 6 47,500 5,200 2,018 37,970,000 790 total employees natural gas usage (GJ) average business size (employees) sector emissions (tonnes CO2e) transportation emissions (tonnes CO2e) number of businesses electricity usage (kWh) waste generated (tonnes) 59% 1% 29% 11% Sector Emissions Breakdown Electricity Transportation Waste 59% Natural Gas from electricity 17% of BEEP emissions 50% of businesses Although transportation is estimated is estimated to account for only 11% of emissions, this only includes emissions from company vehicles, and does not account for reimbursed business travel and staff commuting wich are commonly found to be significant emission sources for office-based businesses. Office-based businesses generate relatively small amount of waste—the total projected waste emissions for this sector are 790 tonnes Personal interest and education is the top driver for office-based businesses to take up carbon management, followed closely by marketing and brand image. Building upon existing sustainable initiatives and cutting costs also appear as strong drivers cited by over a third of businesses entering the Climate Smar t program. Anticipation of future requirements is star ting to appear as a strong driver: 17% of businesses cited it as a reason to enter the Climate Smar t program. Office-based businesses often operate out of shared leased spaces where they do not have direct control over their heating and lighting, which is why capital heating and lighting upgrades are not as common for these businesses. Most widely chosen reduction strategies include tackling paper use, business travel, electricity through behaviour change, and staff commuting. Staff commuting is often the largest emission source for office-based businesses after air travel. While staff commuting is not included in the projections made in this repor t, it does contribute significantly to emissions at the community level. Ample oppor tunities exist for influencing commuting habits through initiatives implemented by the businesses, such as providing discounted passes, bike facilities, and shifting the company culture towards sustainable commuting and business travel. MOTIVATION AND REDUCTION STRATEGIES IMPLEMENTED AFTER FIRST YEAR OF MEASUREMENT // NAICS 51-55: OFFICE-BASED BUSINESSES Motivations 0.0 0.1 0.2 0.3 0.4 0.5 0.6 43% 35% 51% 17% 34% 31% 22% Employee retention 21% 12% Interest / personal motivation Industry / community engagement Cost-cutting / efficiency Building on existing green initiatives Marketing / reputation / brand image // NAICS 51-55: OFFICE-BASED BUSINESSES Starfish Medical works with clients all over Nor th America and around the world to design, develop and manufacture medical devices. The company employs 51 people in Saanich, operating out of one facility. Starfish first measured its emissions inventory over fiscal 2011- 2012, leading to emissions reduction strategies that included conducting waste and energy assessments, suppor ting sustainable commuting with incentives and improved facilities, purchasing Forest Stewardship Council cer tified paper, and teleconferencing with clients when possible. Starfish Medical’s most innovative emissions reduction strategy is also likely the most impactful the company could pursue: encouraging project managers and clients to reduce their business air travel. On average, for office-based professional services firms, business air travel represents the largest source of emissions, at 37%. Starfish encouraged this behaviour by proactively supplying and encouraging the use of videoconferencing and webcam technology to both employees and clients. This initiative has worked well for the bottom line, with a nearly immediate payoff thanks to savings achieved from reduced air travel. CASE STUDIES STARFISH MEDICAL Since launching this strategy in 2009, Starfish has outfitted all project managers, senior management and numerous clients with top-of-the-line webcams and headsets, using either Skype or GoToMeeting as the software component. Each unit costs $106 per set-up (not including shipping to clients). Starfish has invested $2,755 to date, purchasing 26 of the webcams and headsets. Impor tant to note is that the barrier to this type of initiative is much less likely to be technological than it is to be cultural. Perhaps the most impor tant aspect of this “investment” has been the encouragement by senior management that project managers utilize teleconferencing whenever feasible. While Starfish has found it difficult to provide exact figures for the value of air travel not expensed, and kilometres not flown, over the past three years encouraging this style of work has proven to be a positive investment, with a nearly immediate payback. Anecdotally, the company knows that numerous, otherwise necessary flights to clients (e.g., Charlottesville, West Virginia and San Mateo, California) have been avoided. $7,000 7.7 emissions reduction (tonnes CO2e) annual cost savings CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 20 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) The Manufacturing (Food, Beverage, Textile, Clothing) sector is the smallest sector in the City of For t Collins among the BEEP sectors, containing 32 businesses and employing 876 people. 31 of these businesses (97%) in this sector are food and beverage manufacturers. Due to its high emissions intensity, this Manufacturing sector accounts for 1% of all businesses, but is responsible for 8% of emissions. SECTOR PROFILE (FOOD, BEVERAGE, TEXTILE, CLOTHING) NAICS 31: MANUFACTURING 876 175,200 27 22,900 1,600 32 16,160,000 900 total employees natural gas usage (GJ) average business size (employees) sector emissions (tonnes CO2e) transportation emissions (tonnes CO2e) number of businesses electricity usage (kWh) waste generated (tonnes) 52% 2% 39% 7% Sector Emissions Breakdown 8 % of BEEP emissions 52% from electricity Electricity Transportation Waste 1% Natural Gas of businesses In addition, businesses in this sector have the second highest per business emissions — 716 tonnes of CO2e. The majority of emissions in manufacturing are from electricity (52%), with a comparatively large propor tion (39%) coming from natural gas. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 21 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Marketing alongside personal interest are the primary drivers for carbon management in this sector. With the growing demand for environmentally responsible products and services, companies are looking to improve their brand images. Building on existing green initiatives is another common motive, with many manufacturers already moving down the road of sustainability. Strategies aimed at reducing waste going to landfill are widely adopted by this sector after going through the Climate Smar t program: more than 70% of businesses targeted waste in their reduction plan. Almost 60% of businesses chose to purchase simple equipment such as motion sensors to cut their electricity usage and costs, with more than one third of businesses opting for capital electric upgrades such as lighting retrofits. Almost 40% of businesses chose to tackle their natural gas use through capital equipment upgrades. MOTIVATION AND REDUCTION STRATEGIES IMPLEMENTED AFTER FIRST YEAR OF MEASUREMENT // NAICS 31: MANUFACTURING (FOOD, BEVERAGE, TEXTILE, CLOTHING) Motivations 0.0 0.1 0.2 0.3 0.4 0.5 0.6 53% 50% 56% 16% 45% 29% 27% Employee retention 16% 6% Interest / personal motivation Industry / community engagement Cost-cutting / efficiency Building on existing green initiatives Marketing / reputation / brand image Networking / B2B opportunities 8% Other existing requirements CSR mandate Customer / investor / partner demand Anticipating future requirements Supply chain engagement 10% 2% Reduction Strategies 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 Natural Gas Waste Electricity // NAICS 31: MANUFACTURING (FOOD, BEVERAGE, TEXTILE, CLOTHING) Purdy’s Chocolates, the iconic Canadian chocolatier, was able to reduce their largest single source of emissions, solid waste, by nearly half in just one year through their work with Climate Smar t. By the end of 2011, Purdy’s had reduced emissions from this source by 47.2% compared to their 2010 baseline measurement year. This waste diversion effor t cut Purdy’s’ emissions in this area by 112.3 tonnes of carbon dioxide, from 2010 to 2011. Purdy’s is also rigorously evaluating their emissions from areas such as electricity, transport and natural gas. In terms of waste, however, Jim Pritchard, Director of Chocolate Operations at Purdy’s, had encouraging words to say about the straightforward nature of their initiatives. “There really [wasn’t] much to it. I had asked [an employee] to try to find a company that would take items we were sending to landfill. He found one company that would take everything and we just had to separate it and store for them to pick up.” The absolute number of waste and recycling-hauling trips made to the Purdy’s facility have also been decreased. However, not only has Purdy’s addressed their waste diversion and sor ting, initiatives such as the installation of energy-efficient hand dryers has reduced the production of wastepaper at their facilities. In addition, by discouraging the use of disposable plastic bags at the retail end of their operations, Purdy’s has managed to reduce this waste stream by 10%. CASE STUDIES PURDYS CHOCOLATIER Duncan Johnston, Chief Financial Officer at Purdy’s, and a par ticipant in the Climate Smar t program, was also able to provide some insight into the implementation of these waste reductions strategies, estimating that it required “30% education, 60% follow up, and 10% inspiration.” Purdy’s continues to work towards reducing their emissions fur ther by improving the recycling program at the factory, implementing a lower emission delivery program, performing a natural gas audit at the factory, and investigating alternative packaging. Through this process, Purdy’s has retrofitted lighting, windows, heating systems and roofing materials in various areas of the Purdy’s business. Says Johnston, “new oppor tunities are always coming up”, and Purdy’s is projecting a wide array of efficiency gains that have potential to reflect an even lighter organizational footprint in future years. Paramount in the process has been the education of employees on electricity, paper and waste reduction strategies using staff, depar tment manager and supervisor meetings in tandem with newsletters. Though it may seem impossible, it is initiatives like these that make Purdy’s Chocolates that much more enjoyable. 47.2% waste emissions 112.3 reduction achieved emissions reduction (tonnes CO2e) CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 23 ATTACHMENT 2 1 In the City of For t Collins, this sector is the second smallest of all the BEEP sectors — it consists of 64 businesses employing 1,579 people, accounting for 2% of businesses in this BEEP but a larger propor tion (7%) of projected emissions. SECTOR PROFILE (FABRICATED METAL, MACHINERY, FURNITURE) NAICS 33: MANUFACTURING 1,579 88,700 25 18,800 1,600 64 16,070,000 1,500 total employees natural gas usage (GJ) average business size (employees) sector emissions (tonnes CO2e) transportation emissions (tonnes CO2e) number of businesses electricity usage (kWh) waste generated (tonnes) 63% 4% 24% 9% Sector Emissions Breakdown 2% of businesses Electricity Transportation Waste 63% Natural Gas from electricity 7% of BEEP emissions The Manufacturing (Fabricated Metal, Machinery, Furniture) sector encompasses a diverse range of manufacturing businesses, including furniture, sign, dental equipment, jewellery, window, and other manufacturers. This sector has the second highest emissions per business - 293 tonnes of CO2e. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 24 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Cutting costs appeared as the primary driver for businesses in this sector to take on carbon management. This is expected given the pressure on manufacturers to keep the production costs low with a lot of manufacturing now being done overseas. Personal motivation and marketing also appeared as a strong drivers for this sector. Following the Climate Smar t program over a half of manufacturing businesses in this sector have implemented initiatives to improve their waste diversion rates. Over 60% of businesses tackled their natural gas use by installing simple, non-capital intensive equipment at their facilities such as insulation and motion sensors for lighting. Over a third of businesses invested in capital lighting upgrades. Behavioural change strategies aimed at reducing electricity and natural gas use are widely adopted by businesses as low-cost ways to reduce emissions. A typical example would be changing the thermostat settings and implementing a “turn it off ” policy for unused equipment and lights. MOTIVATION AND REDUCTION STRATEGIES IMPLEMENTED AFTER FIRST YEAR OF MEASUREMENT // NAICS 33: MANUFACTURING (FABRICATED METAL PRODUCTS, MACHINERY, FURNITURE) Motivations 0.0 0.1 0.2 0.3 0.4 0.5 0.6 41% 37% 50% 17% 57% 28% 15% Employee retention 20% 4% Interest / personal motivation Industry / community engagement Cost-cutting / efficiency Building on existing green initiatives Marketing / reputation / brand image Networking / B2B opportunities 11% Other existing requirements CSR mandate Customer / investor / partner demand Anticipating future requirements Supply chain engagement 11% // NAICS 33: MANUFACTURING (FABRICATED METAL PRODUCTS, MACHINERY, FURNITURE) Aggressive Tube Bending is a manufacturer in Vancouver, BC, employing 45 people between two industrial facilities. It offers a wide spectrum of products and services, including pipe, tube, and structural steel forming. It also carries out custom fabricating and manufacturing. The company measured its baseline inventory for the 2010/2011 fiscal year at a time when it was undergoing extensive renovations. This experience gave the firm an additional lens—energy efficiency— through which to evaluate renovation options. Aggressive Tube Bending is working to reduce its emissions by improving insulation in its new facilities, introducing anti-idling practices for vehicles and heavy equipment, retrofitting lighting for maximum efficiency, increasing recycling effor ts and eliminating unnecessary paper use. CASE STUDIES AGGRESSIVE TUBE BENDING This case study focuses on the company’s most impactful project: the replacement of two aging air compressors integral to its operations with a newer, considerably more efficient model in late 2012. The move followed a seven-day evaluation of the two-piston compressors’ usage and efficiency, which indicated they were significantly oversized for the output that was required. The higher upfront cost of moving to a right-sized, higher-efficiency variable frequency drive compressor, compared to a standard model, was manageable due to the energy savings and BC Hydro Power Smar t incentives. By replacing their two aging compressors with the high-efficiency model, and lowering the pressure of the compressor by 20 pounds-per-square-inch (psi)—which provides approximately 1% electricity savings per 1 psi lowered—Aggressive Tube is projected to save $7,700 annually and 109,500 kWh. After BC Hydro provided an incentive of $15,300, the projected payback on this $27,800 investment was lowered to 1.6 years. GSQTVIWWSVVIXVS½X $7,700 $15,300 $12,500 62.5% $27,800 1.6 2.7 initiative annual savings (23% electricity use) incentive (BC Hydro Power Smar t) total investment rate of return project cost payback period (years) emissions reduction (tonnes CO2e) CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 26 Construction consists of 552 businesses (9% of all businesses in this BEEP), with the majority (229 businesses) representing the Specialty Trade Contractors subsector (NAICS 238). This subsector includes electrical, heating and air conditioning, lighting, plumbing, painting, roofing, and other contractors. The second largest subsector is Construction of Buildings (NAICS 236), which includes 96 businesses such as general contractors, residential remodelers, and commercial building construction businesses. SECTOR PROFILE NAICS 23: CONSTRUCTION 2,335 44,900 7 16,900 7,600 342 5,750,000 5,200 total employees natural gas usage (GJ) average business size (employees) sector emissions (tonnes CO2e) transportation emissions (tonnes CO2e) number of businesses electricity usage (kWh) waste generated (tonnes) 25% 16% 14% 45% Sector Emissions Breakdown Electricity Transportation Waste 9% Natural Gas of businesses 6% of BEEP emissions 45% from transportation The Construction sector accounts for 6% of all BEEP emissions. The largest emission source for this sector is transportation, accounting for 45% of total emissions. Note that these emissions include company fleets as well as fuel-powered equipment. The Construction sector also produces the largest propor tion of waste, 28% of total BEEP waste. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 27 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Personal interest, marketing, and cost savings are the top three motives for carbon management cited by construction businesses entering the Climate Smar t program. Anticipation of future requirements and responding to existing regulations are star ting to appear as drivers, as construction businesses encounter more requirements such as fuel use tracking for their municipal contracts and waste diversion rates for LEED projects. Waste diversion is an area tackled by two-thirds of businesses in this sector after their first year of Climate Smar t. This often includes providing separate bins for recyclable materials at the site and educating workers and contractors on proper waste separation. To reduce their transportation emissions and costs more than half of businesses are implementing low-hanging fruit strategies such as driver behaviour change. This often includes company anti-idling policies and driver training. Over 40% of businesses are choosing to replace their fleet vehicles with more fuel- efficient models. The Building Construction subsector is unique in that in addition to controlling their own operations, these businesses have influence over the operational footprint of buildings they create for years to come. By committing to sustainable building practices, they can have positive impact well beyond their operational boundaries. MOTIVATION AND REDUCTION STRATEGIES IMPLEMENTED AFTER FIRST YEAR OF MEASUREMENT // NAICS 23: CONSTRUCTION Motivations 0.0 0.1 0.2 0.3 0.4 0.5 48% 35% 49% 25% 46% 32% 18% Employee retention 20% 13% Interest / personal motivation Industry / community engagement Cost-cutting / efficiency Building on existing green initiatives // NAICS 23: CONSTRUCTION Concer t has been developing and managing real estate for almost 25 years: rental apar tments, condominium homes, retirement communities and commercial proper ties. Concer t is involved in development, construction, sales and leasing, proper ty management and ultimately customer service. Over the past three years Concer t has worked with Climate Smar t to inventory their greenhouse gas emissions and work towards a 20% reduction by 2020. As a showcase, they have implemented a number of changes at 1190 Hornby Street, the office building that serves as their headquar ters. A film applied to all windows reduces solar heat gain, helping to improve occupant comfor t and reduce the energy needed to cool the building in summer time. Additionally, the boilers and chillers in their HVAC system were changed over to high-efficiency models. Adding direct digital control technology to their HVAC system allows the building operator to monitor and adjust energy performance throughout the building in real time. This combination of initiatives has reduced their electricity use at 1190 Hornby by 25%; likewise, their natural gas consumption has decreased by 50%. All new Concer t rental developments target LEED Gold or equivalent environmental construction standards. An example is their new Axis rental development currently underway at the University of British Columbia: Concer t is aiming for a Gold rating under the UBC- specific Residential Environmental Assessment Program (REAP). One of the requirements of these programs is the diversion and recycling of construction waste, View Concert’s case study video: http://bit.ly/ConcertProperties_CS_Video CASE STUDY CONCERT PROPERTIES which includes wood, metal, cardboard, plastics, and drywall. Concer t has set a goal of 75% waste diverted from landfill at Axis. They have engaged their trade subcontractors to ensure everyone involved in the project understands how their actions affect Concer t’s sustainability goals. By placing the responsibility of diversion on their subtrades, and monitoring waste diversion throughout the project, Concer t has achieved 82% diversion from landfill on the Axis construction site. With many different proper ties and many facets of their business where change could be achieved, it was impor tant to engage staff from across the organization. The creation of a dedicated Sustainability Manager position, to act as a resource for different projects and depar tments across the organization, highlights the degree to which sustainability is embedded at Concer t. Working with Climate Smar t has helped draw the link between operational expenses and carbon/energy performance, and has catalyzed the development of internal systems for data management. For instance, gathering building energy data from across their por tfolio, Concer t now monitors energy use per square metre, and can identify par ticular proper ties on which to focus their efficiency effor ts. Concer t sees an additional benefit in the collaborative Climate Smar t network of like-minded businesses, of which SECTOR PROFILE NAICS 56: ADMINISTRATIVE, SUPPORT, WASTE MANAGEMENT, REMEDIATION 3,022 50,100 10 16,500 8,200 294 7,690,000 160 total employees natural gas usage (GJ) average business size (employees) sector emissions (tonnes CO2e) transportation emissions (tonnes CO2e) number of businesses electricity usage (kWh) waste generated (tonnes) 34% 1% 15% 50% Sector Emissions Breakdown Electricity Transportation Waste 50% Natural Gas from transportation 6% of BEEP emissions of 7% businesses The Administrative Suppor t, Waste Management and Remediation Services sector includes two subsectors: Administrative and Suppor t Services (NAICS 561) and Waste Management and Remediation (NAICS 562). The Administrative and Suppor t services subsector includes landscaping, janitorial, security, carpet cleaning, and other service providers. This subsector accounts for the vast majority of this sector, and includes 287 businesses (98%). The Waste Management and Remediation subsector accounts for just 7 businesses in the city of For t Collins. Transportation is projected to account for 50% of emissions in the sector. These businesses are often characterized by high transportation emissions as they often operate a fleet of vehicles and deliver their services at multiple client locations. Waste emissions for this sector are very small, estimated to be 160 tonnes of CO2e. The waste generated by these businesses is often Marketing and brand image appeared as the strongest motivating factor for businesses in this sector to take on carbon management. Cutting costs, education, and expanding existing sustainability initiatives are other strong factors cited by businesses. Responding to existing requirements also appeared as drivers for this sector, as some of the businesses are star ting to see requests from their municipal and private clients for measurable sustainability action. With transportation emissions forming a large par t of emissions for this sector, the most oft-cited reduction strategy is reducing transportation emissions through behaviour change. This includes low- cost strategies such as eliminating idling, speeding, and abrupt breaking, as well as purchasing equipment and software for vehicle tracking to optimize routes and monitor idling and speed. More than half of businesses coming through the program choose to replace some of their fleet vehicles with more fuel efficient models. MOTIVATION AND REDUCTION STRATEGIES IMPLEMENTED AFTER FIRST YEAR OF MEASUREMENT // NAICS 56: ADMINISTRATIVE AND SUPPORT, WASTE MANAGEMENT AND REMEDIATION SERVICES Motivations 0.0 0.1 0.2 0.3 0.4 0.5 44% 42% 41% 19% 42% 34% 15% Employee retention 14% 10% Interest / personal motivation Industry / community engagement Cost-cutting / efficiency Building on existing green initiatives Marketing / reputation / brand image Networking / B2B opportunities 8% Other existing requirements CSR mandate Customer / investor / partner demand Anticipating future requirements Supply chain engagement 14% 3% Reduction Strategies 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 // NAICS 56: ADMINISTRATIVE AND SUPPORT, WASTE MANAGEMENT AND REMEDIATION SERVICES Securiguard is a full-service integrated security solutions company offering customized corporate security services, security guards and security consulting. Through par ticipating in the Climate Smar t program, the company measured their baseline inventory for their Nor th American operations for the 2010 fiscal year, and is currently measuring their footprint for 2011 and 2012. Presently, the Securiguard fleet includes 17 hybrid vehicles and one diesel vehicle in their 47-vehicle fleet. In addition to replacing conventional vehicles with the 17 efficient hybrids vehicles, Securiguard was actually able to reduce the total number of vehicles in their fleet over the past two years by better optimizing their route planning. Securiguard is working to replace an additional 12 vehicles with leased hybrids in the next year. The per-vehicle savings that Securiguard has realized from these changes are $100 per month, taking the additional leasing costs into account. The overall yearly savings amount to $21,000 in fuel costs (assuming a gas price of $1.30 per litre). These savings translate into a projected greenhouse gas (GHG) emissions reduction of 97 tonnes CO2e, or a 13% reduction in emissions from Securiguard’s 2010 baseline measurement, with fur ther reductions to come from increased fleet efficiency. CASE STUDIES SECURIGUARD Securiguard is fur ther reducing emissions significantly through the route optimization software implemented in their vehicles. Financial returns due to the implementation of this on-board software, and the subsequent fuel savings and reduced size of the Securiguard fleet have been substantial. Securiguard is realizing savings of $5,000 on a monthly basis. In total, Securiguard’s fleet efficiency initiatives have achieved the company annual fuel savings of more than $80,000, and reduced their carbon footprint extremely effectively. Cutting down on vehicle idling, implementing electronic invoicing, improving their recycling infrastructure and reducing energy consumption by implementing ‘turn-it- off ’ programs and reducing vampire power complete the Securiguard effor t to thoroughly and thoughtfully green their operations. $80,000+ annual cost savings 97+ emissions reduction (tonnes CO2e) CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 32 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) The Wholesale Trade sector is diverse and accounts for 7% of businesses and 4% of emissions measured in this BEEP. The largest por tion of these emissions (42%) is from electrictity. Transportation emissions for this sector are also significant, comprising 32% of the total footprint — wholesalers often operate heavy delivery vehicles that contribute significantly to the footprint of their operations. SECTOR PROFILE NAICS 42: WHOLESALE TRADE 1,193 46,100 4 11,400 3,600 275 6,550,000 1,000 total employees natural gas usage (GJ) average business size (employees) sector emissions (tonnes CO2e) transportation emissions (tonnes CO2e) number of businesses electricity usage (kWh) waste generated (tonnes) 42% 5% 21% 32% Sector Emissions Breakdown 7% of businesses 4% of BEEP emissions Electricity Transportation Waste 42% Natural Gas from electricity While not projected in this BEEP, refrigeration is another significant emission source for Food and Beverage Wholesalers subsector. Refrigerant emissions are higher than fleet emissions for some wholesalers in the Climate Smar t dataset. Refrigeration leakages often go unnoticed as the cost of topping up refrigerants is negligible compared to other operating costs for a business. For example, a meat distributor that has gone through the Climate Smar t program recorded 88 tonnes of CO2e in refrigeration emissions, 4 tonnes more than emissions from their fleet. The cost of the topped up refrigerants was only $1,300 compared to the company’s $70,000 Marketing, personal interest, cost reduction, and building upon existing green initiatives top the list of drivers for carbon management is this sector. Responding to existing requirements and anticipating future requirements do not appear as strongly for this sector as they do for, for example, construction; where companies often compete on bids and tenders for municipal governments. Following the Climate Smar t program, more than 50% implement initiatives aimed at increasing their waste diversion rate, such as star ting to recycle their Styrofoam and soft plastics. Paper use is an area addressed by over 70% of businesses, as wholesalers often have good oppor tunities to reduce paper used for packaging slips and invoices. While paper use is a relatively small source of emissions for these businesses, reducing paper is a low- cost strategy that touches everyone in the organization and helps promote a culture of conservation. Reducing natural gas use through installing simple equipment such as strip cur tains is another widely adopted tactic, with one out of six businesses going a step fur ther and choosing to implement capital lighting or heating upgrades. MOTIVATION AND REDUCTION STRATEGIES IMPLEMENTED AFTER FIRST YEAR OF MEASUREMENT // NAICS 42: WHOLESALE TRADE Motivations 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 49% 46% 62% 19% 41% 38% 32% Employee retention 16% 14% Interest / personal motivation Industry / community engagement Cost-cutting / efficiency Building on existing green initiatives Marketing / reputation / brand image Networking / B2B opportunities 5% Other existing requirements CSR mandate Customer / investor / partner demand This repor t is the first comprehensive estimate of the total emissions of For t Collins’ local small and medium- sized businesses. This repor t provides a high-level view of business sector emissions within the City of For t Collins. Because the vast majority of private sector businesses are not required to repor t emissions publicly, this repor t provides unique insight into the City of For t Collins energy and emissions profile. It allows comparison between sectors and activities, which we hope will serve to inform planning around emissions/ energy reduction projects and business engagement programs. CONCLUSION CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 35 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) APPENDIX NAICS Industry Sector % of Emissions Total Emissions (tonnes CO2e) Natural Gas Use (GJ) Natural Gas Emissions (tonnes CO2e) Electricity Use (kWh) Electricity Emissions (tonnes CO2e) Transport Emissions (tonnes CO2e) Waste Produced (tonnes) Waste Emissions (tonnes CO2e) NAICS 72: Accommodation and Food Services 30% 85,900 717,100 36,600 62,690,000 46,400 910 3,960 2,120 NAICS 44-45: Retail Trade 23% 66,500 117,400 6,000 71,570,000 52,900 5,020 4,730 2,540 NAICS 51-55: Office-Based 17% 47,500 271,000 13,800 37,970,000 28,100 5,190 790 420 NAICS 31: Manufacturing (Food, Beverage, Textiles, Clothing) 8% 22,900 175,200 8,900 16,160,000 11,900 1,570 900 480 NAICS 33: Manufacturing (Metal Products, Machinery, Electrical Equipment) 7% 18,800 88,700 4,500 16,070,000 11,900 1,580 1,480 790 NAICS 23: Construction 6% 16,900 44,900 2,300 5,750,000 4,300 7,590 5,180 2,780 NAICS 56: Copyright © 2017 Climate Smart Businesses Inc. All rights reserved. This publication is protected by copyright and written permission is required to reproduce, store in a retrieval system or transmit in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise). For information regarding permission, contact info@climatesmartbusiness.com. Climate Smart Businesses Inc. #90 - 425 Carrall St Vancouver, BC V6B 6E3 604-254-6283 Elizabeth Sheehan Editor Darius Tolkien-Spurr Author, Analyst Anastasia Lukyanova Author, Analyst CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE Photo Credit: All photos used under Creative Commons Attribution 2.0 Generic license: https://creativecommons.org/licenses/by/2.0/ ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) November 26, 2019 Climate Economy Update Josh Birks & Sean Carpenter, City of Fort Collins ATTACHMENT 3 3.3 Packet Pg. 106 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Direction Sought: • Do Councilmembers have feedback on the draft Climate Economy guiding principles? • Do Councilmembers support the continued integration of Climate Economy guiding principles into other City activities? • Economic Health Strategic Plan • Our Climate Future • Energy Policy • Others 2 JB2 ATTACHMENT 3 3.3 Packet Pg. 107 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Alignment 3 JB3 ATTACHMENT 3 3.3 Packet Pg. 108 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Alignment: Council Priorities Small Business Plan Strategies that Create Community Jobs Improved Air Quality 4 ATTACHMENT 3 3.3 Packet Pg. 109 Attachment: Powerpoint presentation (8468 : Climate Economy Update) History: Climate Economy 5 Pre-2016 Policy Basis • City of Invention • University • 20 years of Climate Action Plan • Industry Clusters 2016 Funding • Mid-cycle Offer Funds: • Climate Economy Advisor • Research & Planning 2017 2019 2020 & Beyond Research & Planning • Develop Guiding Principles • Early Successes • Bloomberg Grant • EPIC Loan Program •C-PACE Integration: •EHSP • Our Climate Future • Energy Policy • Others ATTACHMENT 3 3.3 Packet Pg. 110 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Transition underway “Low-carbon growth could deliver economic benefits of US$26 trillion to 2030 - and this is a conservative estimate*.” “Financial firms responsible for over US$86 trillion in assets have committed to disclose climate-related financial risks*.” “66% of Young Millennials would take a pay cut to work for a responsible company*”. 6 *The Global Commission on Climate and the Economy, 2018 / Cone Millennial Corporate Social Responsibility Report ATTACHMENT 3 3.3 Packet Pg. 111 Attachment: Powerpoint presentation (8468 : Climate Economy Update) What We’ve Learned Climate Change Is Impacting All Industries The Market Recognizes Opportunity & Risks Customers Are Changing Expectations Small & Local Businesses Are Lagging Behind Talent Attraction and Retention 7 JB4 ATTACHMENT 3 3.3 Packet Pg. 112 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Translating to Action 8 Draft Guiding Principles: 1. Provide Pathways for Business & Industry Action 2. Meet Business & Industry Where They Are 3. Integrate New Approaches Into Existing Systems 4. Help Businesses Scale Their Own Efforts 5. Leverage External Financing to Support City Objectives ATTACHMENT 3 3.3 Packet Pg. 113 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Provide Pathways for Business & Industry Action Summary: Partner with business and industry to remove regulatory, policy, financial or other barriers Local Example: Supporting Larimer County C-PACE adoption (2017/18) 9 ATTACHMENT 3 3.3 Packet Pg. 114 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Meet Business & Industry Where They Are Summary: Help businesses identify new opportunities and mitigate new risks. Local Example: Assisted Fort Collins-based AYZH to enter and win award in the 2018 Best for Colorado Challenge. 10 ATTACHMENT 3 3.3 Packet Pg. 115 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Integrate New Approaches Into Existing Systems Summary: Lower carbon is part of a broader market transformation, with a focus on integration, not siloed action. Local Example: Support current and planned City programs and plans to incorporate systems-based approaches to supporting Climate Economy outcomes. 11 ATTACHMENT 3 3.3 Packet Pg. 116 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Help Businesses Scale Their Own Efforts Summary: Help businesses scale their own efforts by providing supporting tools, programs, and new sources of capital and financing. Local Example: AB InBev is reducing the amount of water used to grow barley by 40% via its Global Barley Research program 12 ATTACHMENT 3 3.3 Packet Pg. 117 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Leverage External Financing for City Objectives Summary: Leverage private capital and identify opportunities to build “durable partnerships” that multiply impact towards City objectives Local Example: Epic Homes Program 13 ATTACHMENT 3 3.3 Packet Pg. 118 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Current & Future Activities 14 Integrating into Existing Systems: Future Actions • Alignment with Economic Resilience • Our Climate Future • Support Small Business Transition • Support Workforce Retraining & Alignment ATTACHMENT 3 3.3 Packet Pg. 119 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Direction Sought: • Do Councilmembers have feedback on the draft Climate Economy guiding principles? • Do Councilmembers support the continued integration of Climate Economy guiding principles into other City activities? • Economic Health Strategic Plan • Our Climate Future • Energy Policy • Others 15 JB6 ATTACHMENT 3 3.3 Packet Pg. 120 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Questions 16 Thank you! ATTACHMENT 3 3.3 Packet Pg. 121 Attachment: Powerpoint presentation (8468 : Climate Economy Update) Administrative and Suppor t, Waste Management and Remediation Services 6% 16,500 50,100 2,600 7,690,000 5,700 8,160 160 90 NAICS 42: Wholesale Trade 4% 11,400 46,100 2,300 6,550,000 4,800 3,640 1,030 550 TOTAL: 100% 286,400 1,510,600 77,000 224,440,000 166,000 33,700 18,200 9,800 BUSINESS SECTOR EMISSIONS DATA TABLE Note: Projections have been rounded; therefore totals may not exactly match the sum of row values. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 36 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Anticipating future requirements Supply chain engagement 19% 5% Reduction Strategies 00 01 02 03 04 05 06 07 08 Natural Gas Waste Electricity Transportation Behaviour Change Simple Equipment Capital Equipment Behaviour Change Simple Equipment Capital Equipment Reduce Paper Use Diverting Waste Reduce Packaging Use Reducing Business Travel Alternative Staff Commuting Targeting Third-Party Shipping Driver Behaviour Change Capital Replacement Vehicle Fuel Switching 63% 63% 29% 29% 42% 17% 13% 71% 54% 4% 46% 21% 21% 63% 42% CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 34 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Hydro bill and $42,000 in annual fuel costs. In addition, a leaking cooling system is less efficient and leads to a higher electric bill. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 33 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Natural Gas Waste Electricity Transportation Behaviour Change Simple Equipment Capital Equipment Behaviour Change Simple Equipment Capital Equipment Reduce Paper Use Diverting Waste Reduce Packaging Use Reducing Business Travel Alternative Staff Commuting Targeting Third-Party Shipping Driver Behaviour Change Capital Replacement Vehicle Fuel Switching 41% 41% 22% 29% 24% 5% 5% 61% 63% 37% 76% 51% 22% 29% 15% CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 31 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) disposed at clients’ sites, and becomes par t of other businesses’ waste stream. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 30 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) they are now a member. Knowledge-sharing with other companies yields strategies that they can implement within Concer t’s own operations. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 29 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Marketing / reputation / brand image Networking / B2B opportunities 8% Other existing requirements CSR mandate Customer / investor / partner demand Anticipating future requirements Supply chain engagement 13% 4% Reduction Strategies 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 Natural Gas Waste Electricity Transportation Behaviour Change Simple Equipment Capital Equipment Behaviour Change Simple Equipment Capital Equipment Reduce Paper Use Diverting Waste Reduce Packaging Use Reducing Business Travel Alternative Staff Commuting Targeting Third-Party Shipping Driver Behaviour Change Capital Replacement Vehicle Fuel Switching 55% 45% 17% 32% 32% 15% 4% 66% 66% 15% 60% 43% 34% 32% 9% CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 28 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) 2% Reduction Strategies 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 Natural Gas Waste Electricity Transportation Behaviour Change Simple Equipment Capital Equipment Behaviour Change Simple Equipment Capital Equipment Reduce Paper Use Diverting Waste Reduce Packaging Use Reducing Business Travel Alternative Staff Commuting Targeting Third-Party Shipping Driver Behaviour Change Capital Replacement Vehicle Fuel Switching 50% 65% 38% 42% 62% 19% 8% 46% 58% 0% 15% 19% 15% 23% 15% CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 25 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Transportation Behaviour Change Simple Equipment Capital Equipment Behaviour Change Simple Equipment Capital Equipment Reduce Paper Use Diverting Waste Reduce Packaging Use Reducing Business Travel Alternative Staff Commuting Targeting Third-Party Shipping Driver Behaviour Change Capital Replacement Vehicle Fuel Switching 53% 57% 36% 43% 40% 38% 30% 49% 72% 11% 36% 21% 32% 34% 28% CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 22 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Networking / B2B opportunities 12% Other existing requirements CSR mandate Customer / investor / partner demand Anticipating future requirements Supply chain engagement 4% 3% Reduction Strategies 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 Natural Gas Waste Electricity Transportation Behaviour Change Simple Equipment Capital Equipment Behaviour Change Simple Equipment Capital Equipment Reduce Paper Use Diverting Waste Reduce Packaging Use Reducing Business Travel Alternative Staff Commuting Targeting Third-Party Shipping Driver Behaviour Change Capital Replacement Vehicle Fuel Switching 71% 47% 23% 41% 28% 15% 6% 71% 57% 3% 21% 13% 49% 51% 19% CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 19 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) of CO2e. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 18 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Supply chain engagement 9% 0% Reduction Strategies 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 Natural Gas Waste Electricity Transportation Behaviour Change Simple Equipment Capital Equipment Behaviour Change Simple Equipment Capital Equipment Reduce Paper Use Diverting Waste Reduce Packaging Use Reducing Business Travel Alternative Staff Commuting Targeting Third-Party Shipping Driver Behaviour Change Capital Replacement Vehicle Fuel Switching 65% 67% 42% 51% 49% 26% 19% 63% 70% 7% 28% 23% 33% 37% 30% CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 16 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) Other existing requirements CSR mandate Customer / investor / partner demand Anticipating future requirements Supply chain engagement 3% 2% Reduction Strategies 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 Natural Gas Waste Electricity Transportation Behaviour Change Simple Equipment Capital Equipment Behaviour Change Simple Equipment Capital Equipment Reduce Paper Use Diverting Waste Reduce Packaging Use Reducing Business Travel Alternative Staff Commuting Targeting Third-Party Shipping Driver Behaviour Change Capital Replacement Vehicle Fuel Switching 53% 58% 26% 50% 34% 26% 8% 39% 68% 3% 21% 11% 16% 24% 13% CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 11 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) under management by BEEP businesses in For t Collins (tonnes CO2e) 286,400 total BEEP projected emissions (tonnes CO2e) * Note that this number is meant to illustrate the scale, rather than create an estimate, of the staff commuting emissions for Fort Collins businesses. CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 5 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) 3,022 294 10 23 Construction 2,335 342 7 52 Finance and Insurance 2,136 344 6 53 Real Estate and Rental and Leasing 1,654 332 5 33 Manufacturing 1,579 64 25 51 Information 1,256 101 12 42 Wholesale Trade 1,193 275 4 31 Manufacturing 876 32 27 55 Management of Companies and Enterprises 459 61 8 Total 37,677 4,012 10 55% of employees are within this BEEP 12% Other Sectors excluded Health Care, Public Admin, and Education 33% CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE 3 ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update) staff over two years among Climate Smar t businesses CITY OF FORT COLLINS BUSINESS ENERGY AND EMISSIONS PROFILE ATTACHMENT 2 1 3.2 Attachment: Fort Collins Business Energy and Emissions Profile (BEEP) (8468 : Climate Economy Update)