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HomeMy WebLinkAboutAgenda - 11-19-2009 - 2ORANGE COUNTY BOARD OF COUNTY COMMISSIONERS AGENDA ITEM ABSTRACT Meeting Date: November 19, 2009 Action Agenda Item No. c~ SUBJECT: Environmental Responsibility Goal -Status Report DEPARTMENTS: Environment & Resource Conservation (ERCD) PUBLIC HEARING: (Y/N) No ATTACHMENT(S): INFORMATION CONTACT: 1) Environmental Responsibility Goal David Stancil, 245-2510 2) Sample -Action Strategy Feasibility Chart Christina Moon, 210-2595 3) Draft Environmental Leadership Policy 4) Best Workplaces for Commuters Report 5) Proposed Next Steps /Recent Initiatives __ PURPOSE: To receive a status report on the implementation of the adopted Environmental Responsibility in County Government Goaf (or ER Goal for short), to introduce a draft Environmental Leadership Policy and other possible tools for future implementation, and to request direction on potential next steps. Implementation of this goal is Board of Commissioners Priority P-12 for FY 2009-10 ("Implement Environmental Responsibility GoaP'). BACKGROUND: On December 5, 2005, the Board of County Commissioners (BOCC) adopted a new goal entitled, Environmental Responsibility in County Government (attached). The Board asked a number of advisory boards to review the new goal and to develop a series of potential action strategies to facilitate implementation. ERCD along with the Commission for the Environment (CfE) was asked to coordinate the review process. During 2006 and 2007, a number of individual activities toward the Goal were initiated, including: • Creation of an in-house Environmental Stewardship Action Committee (ESAC) with representatives from each department. • Solicitation and compilation of action strategies for the 10 Goal objectives, developed by all of the relevant advisory boards, County departments and agencies. • Drafting of a potential Environmental Leadership Policy for Orange County government. • Research into, and consideration of, mechanisms to promote carpooling and more efficient employee commuting patterns, such as the Best Workplaces for Commuters national program. • Discussion of ways to engage County employees in activities promoting environmental awareness and responsibility, and • Familiarization with the Countywide Greenhouse Gas Inventory and Forecast. 2 While there was a lull in activity during the completion of the Orange County 2030 Comprehensive Plan (during the latter part of 2007 and much of 2008), additional work toward achieving the ER Goal has occurred. The ESAC created two subcommittees to explore commuting options, and to vet the draft action strategies identified by departments. The Benchmarks & Assessment Subcommittee (BAS) reorganized the draft action strategies to group into like topical areas (with links to the 2030 Comprehensive Plan), offered some initial assessment of "doability" with regard to staffing and budgetary needs to refine the action strategies for future implementation consideration. The BAS also worked on the development of metrics to evaluate progress that has been completed (a sample of this action strategy feasibility chart is attached). The attachment lists the regrouped and refined strategies that were identified by all of the advisory boards and departments, and provides one example of how a "policy objective" (or action strategy) could be evaluated for Board consideration. The Best Workplaces for Commuters (BWC) subcommittee explored employee commuting data, looked at ways to meet the criteria of the Best Workplaces for Commuters Program, and developed a report (attached) to identify incentives, outreach and components of that program into Orange County's workforce. Based on work of the ESAC and its two subcommittees, and research into other similar documents created by local governments across the nation, staff prepared a draft Environmental Leadership Policy (attached). The draft Policy speaks to a number of areas where Orange County is either active, or could become more environmentally responsible. Three commonly cited areas for improvement (all of which are underway to varying degrees) include: • reducing paper consumption, • purchasing vehicles with lower fuel consumption and/or lower emissions, and • improving energy efficiency in County-owned buildings. In addition to the work accomplished through the ESAC, examples of other studies and initiatives have been undertaken building on the ER Goal. An incomplete summary of these activities is attached; some of the highlights are described below • The Solid Waste Department has completed and maintains a substantial effort to increase local recycling efforts and reduce landfill waste. • Orange County has, with its municipal partners Chapel Hill and Carrboro, sponsored a Greenhouse Gas Emission Inventory, and is in the process of identifying new strategies to reduce carbon emissions. • Orange County was invited to speak at the annual National Association of County Commissioners (NC Chapter) conference in August on its environmental policies and activities. • The recent State of the Environment Report 2009 incorporated much of the work of the ER Goal into its assessment of 19 key indicators, and this periodic document will likely be another good measuring stick for evaluation of progress toward the ER Goal. • The 2030 Comprehensive Plan, adopted in November 2008, contains a number of references toward green building standards for construction and site design - implementation efforts are underway. • County construction and renovation projects have likewise brought the concepts of energy efficiency and green building to the forefront. 3 Finally, and most recently, Orange County has partnered with the Orange County and Chapel Hill-Carrboro school systems to pursue economic stimulus funding through the American Recovery and Reinvestment Act (ARRA) for a joint solar water heater project, and an energy stimulus team that includes many ESAC members is poised to apply for additional renewable energy or energy efficiency funds as they become available. In summary, staff -from many departments - is now engaged in a number of different activities that are linked to environmental responsibility. Progress has been made, but much remains to be done. While the ESAC provides an opportunity to share information and update other departments, a more comprehensive or umbrella framework may be the next logical step to tie these initiatives into a single coordinated effort. An assessment and prioritization of the potential action strategies would be a next step, and Board feedback and direction on the draft Sample Action Strategy/Policy Implementation Feasibility Chart (attached) would be very useful. At its last meeting, the ESAC unanimously offered to serve in the role of periodically evaluating and reporting on the .County's response toward meeting the objectives of the ER Goal. FINANCIAL IMPACT: There is no financial impact associated with receiving the status report or subsequently adopting the policy. There will be short and long-term costs (as well as potential short and long-term savings) associated with implementing components of the policy. Decisions on specific action strategies (termed "policy objectives" in the attached Feasibility Chart) would be made at a future meeting, upon Board and management direction and as funds permit. Any implementation actions pursued would need to be evaluated against current and future resource limitations and financial realities. RECOMMENDATION(S): The Manager recommends that the Board: 1) Receive the status report; 2) Approve in principle -with any needed changes -the Orange County Environmental Leadership Policy, to be placed on a subsequent agenda for formal adoption; 3) Provide direction and feedback to staff on next steps toward implementation of the ER Goal -especially regarding the use of the Sample Action Strategy/Policy Implementation Feasibility Chart to evaluate proposed implementation activities, and 4) Note that any feedback or direction toward implementing actions should provide for an internal assessment of feasibility, recognizing current financial realities. Based on the feedback and direction provided, staff would meet with the ESAC and develop recommendations for implementation to be shared with the Manager and Board in early 2010. Affq~hrnen-~' 1. 4 Environmental Responsibility in County Government Adopted as an Orange County Goal, 12/5/05 Goal Statement: Perform a!I County governmental functions, both internal and external, with a sensitivity and ethic that promotes environmental responsibility and leadership, and an understanding of the actions of government activities as they affect the natural and cultural resources of the County, region, state, nation and world. Objectives (suggested deuartmentat responsibility) 1. Develop a Countywide Environmental Leadership Policy, and institute a standing Orange County Environmental Action Committee as an internal mechanism to periodically monitor and assess the County's progress toward meeting the objectives of the environmental responsibility goal. (ERCD, with representatives from all departments); 2. Initiate policies and programs that conserve energy, reduce fuel/utility/resource consumption, increase the use of recycled products and renewable energy services, and minimize waste stream impacts on the environment. (Public works, all departments); 3. Continue to aggressively pursue waste reduction/recycling efforts, including the reduction of paper. (solid waste, I-r); 4. Continue, expand and formally adopt the use of green building standards; construct new facilities/deconstruct outdated facilities in a way that is eco- friendly, utilizes energy conserving measures, and minimizes impacts on the environment. (Purchasing, Public Works, Planning, Recreation and Parks, Solid Waste, ERCD, among others); 5. Implement programs that monitor and improve local and regional air quality by promoting public transportation options and incentives within the County that increase connectivity and decrease dependence on personal vehicles, and by selecting alternative fuel .and low emission fuels/vehicles for the COUnty'S VehlCle fleet. (Purchasing, Public Works, ERCD, Planning, Personnel, among others); 6. Conduct sustainable and eco-sensitive forestry practices on County-owned lands- with a goal of no net loss of woodlands. Promote and encourage eco-sensitive forestry practices on privately held lands within the County. (ERCD, Soil 8 Water, R&P); 7. Promote the use of environmentally-sensitive chemical and materials, including a) the use of "Green Seal" chemicals and cleaning products in daily operation and maintenance of County facilities; b) utilize an IPM (Integrated Pest Management) Program for County facilities that minimizes use of chemical compounds; and c) require that County events and services (including those involving outside vendors) use eco-friendly and biodegradable materials wherever possible. (Purchasing, Public Works, R&P); 8. Consider innovative new technologies for conserving and protecting ground water, indoor air quality and wastewater, to lessen impacts on the natural environment, and promote water conservation, collection and reuse in both current and future County facilities. (Heaitn, ERCD, Engineer); 9. Implement growth management policies and procedures within the County so that development is directed toward areas where it can be accommodated without compromising the County's goals for protecting natural and cultural resources. (Panning, ERCD); and 10. Develop an Information Services policy that promotes energy conservation through the use of electronic and alternative media of communication. (iT). Possible Action Strategies Each department, advisory board and/or organization should be asked to develop specific action strategies based on the 10 objectives listed above. The possible action strategies should be collated and compared for consistency and coordination, and then incorporated into the goal Example of an Action Strategy Objective 5 (Implement programs to monitor and improve local and regional air quality: by promoting public transportation options and incentives within the County that increase connectivity and decrease dependence on personal vehicles, and selecting alternative fuel and low emission fuels/vehicles for the County's vehicle fleet) Action Strategy A: Acquire 3-5 alternative-fuel vehicles (AFV's) per year, based on evaluation of proposed vehicle purchases and the "fit" with available AFV options, as funds permit. 5 Adopted by the Orange County Board of Commissioners, December 5, 2005 Sample -Action Strategy/Policy Implementation Feasibility Chart olicy Objective Department(s) Existing Pro ram Special Expertise Staffing Needs Funding Needs Metric or Action Statement Comment(s) Time Table operations ERCD No Knowledge of topic 1 Part-time $5000- printing Technical skills to $10,000- information IT No put information on ° 1 Part-time toward employee Action -County Manager Energy Team info on Intranet ible to the general ;via the Oran e intra & Internet s a la costs to assign responsibilities to g ly web site, _ _ develop brochures, In Progress es and other AMPS website information Energy Fair , priate media. dissemination schedule. forthcoming Information on this Technical skills to topic can easily be Human Resources Somewhat put article in Existing ! Existing added to a new newsletter section of the Orange Alive newsletter. ange County :ts and policy ons shall identify atives that will ier the obvious ~nmental nsibility issues of ions, wastewater ~g, electrical use, ie like, but would onsider whether or e action is socially nsible and, based ~h consideration cycle cost ~ sis as well as I costs, whether or s fiscally nsible. stone staff person h relevant tional department tend a training >n on green rg design ales or other priate training m. T Objective Department(s) Existing Pro ram Special Expertise Staffing Needs Funding Needs Metric or Action Statement Comment(s) Time Table Operations (continued) dish volunteer rtunities for all ity personnel to on county parks, e preserves, and public-interest cts. __ _ :ipate in regional erships and work K ether regional rnments to foster iology transfer and ns learned. "greening"the .y motor pool by raging the use of ~ :sel, ultra-low sulfur I fuel and other i al fuel alternatives ditional petroleum- s products (with fled price ence cutoff pared with regular I) and new native Fuel Vehicles ease. Objective Department(s) Existing Pro ram Special Expertise Staffing Needs Funding Needs Metric or Action Statement Comment(s) Time Table I lerate the .ement of on-road I fleets with new e technology, ling buses and trucks. I a Concentrated al Gas (CNG) n at County Public s facility in j orough. with North ina Division of Air ty to install ozone ors in Orange l ty size the number of les that service and recycling in iven geographic ngs and other lies should be iuled and located lute total attendee distances. tigate ~ortation options icentives that may ,orporated as part basic County ~yee benefit i e. rovide sufficient •king spaces with ` ~opriate signage in most convenient ovations, after handicapped ~sideration, in all ity parking facilities zrpool, vanpools, d alternative fuel vehicles. W Objective Department(s) Existing Program Special Expertise Staffing Needs Funding Needs Metric or Action Statement Comment(s) Time Table ipt to attain the of a Green ing certification for w or substantially roed public ns fit one current ty building each year with water g devices in oorns until all ty buildings are so ped. ' ive (5) wind yes in the County ivate property by iaperless agendas boards and fissions by 2009. Objective Department(s) Existing Pro ram Special Expertise Staffing Needs Funding Needs Metric or Action Statement Comment(s) Time Table cote the purchase ii :ycled paper and urchase of orked duplexing printers and ors to facilitate ng on both sides of aper as the default ig and providing ng in the use of machines. le overall paper umption ghout the County. i they are able and omical, Orange ty shall buy and ovally grown foods ovally grown iic foods for all ~ functions. O Objective Department(s) Existing Special Expertise Staffing Needs Funding Metric or S Comment(s) Time Table Pr ram Needs Action tatement •ange County s and services food is provided employ eco- Ily, biodegradable, ~y conserving ures and practices gill comply with ~ ensitive forestry ces. ~e County shall fie space for g deconstructed •ials for any public rate re-use. fie County shall op a composting m and educational ure for county xoduct osting i Bement of forests i ~ollow a model management hat exemplifies finable and eco- :ive forestry ces. Objective Department(s) Existing Pro ram Special Expertise Staffing Needs Funding Needs Metric or Action Statement Comment(s) Time Table d) igement of is shall follow a :I forest igement plan :xemplifies finable and eco- tive forestry ices. Mete an inventory assessment of all ~rties and facilities ~clude the iPS location of :system ~onents, wells, ngs, and :ures and identify wements or des that are 'd to bring the arty into best ce and regulatory tiance. Objective Department(s) Existing Pro ram Special Expertise Staffing Needs Funding Needs Metric or Action Statement Comment(s) Time Table d) uct annual coons of all ty-owned on-site ~ :water systems cells. dish a nstration site that s a County facility ernative water system ology that aces alternative i media for septic that promotes ling and reuse of ts. ~-'-}p c h~n2n-~ 14 ~~~i~~~n~~r~~~~ JI,~~~~~sl~i~ ]~~~n~~ Part of the Environmental Responsibility in County Government Goal December _, 2009 Puraose To ensure that Orange County government "leads by example" on matters of environmental responsibility, and takes an active role in promoting and actively institutionalizing sustainable environmental leadership characteristics in its goals, policies and actions -both by acknowledging and encouraging existing and ongoing efforts, and by exploring new opportunities, policies and activities. Background On December 5, 2005, the Board of County Commissioners adopted an "Environmental Responsibility in County Government" Goal, designed to reinforce and institutionalize an environmental ethic and responsible actions and programs within County government, to make the County a leader by example in environmental stewardship. (The Goal is included as Appendix A.) The Board asked several of the County's advisory boards_to review this goal and its 1Q Objectives, and identify possible action strategies fo achieve the purpose of the Goal. The Environment. and Resource- Conservation Department and the Commission for the Environment (CfE) .were directed to coordinate the process, serve as the conduit of information, and facilitate the collation and organization of the action strategies. Strategies were created by many departments, agencies and advisory boards, and these original action strategies are included as Appendix B to this policy. While work on the action strategies was in process, activity began to accomplish Objective 1 (an Environmental Leadership Policy and Environmental Action Committee). Discussions were held with staff from other local government committees of this sort, and an Environmental Stewardship Action Committee (ESAC) was created by management. The ESAC is a team of County staff members consisting of one employee from each department. The team is charged with meeting to address ways to institutionalize environmental responsibility within county government.' The ESAC is charged fo meet twice per year to accomplish the following three tasks: 1) Identify and conduct activities and programs to foster a greater environmental awareness and ethic among Orange County employees. 2) To produce an annual report (beginning in late 2007) evaluating the County's progress toward achieving action strategies for meeting the Environmental Responsibility in County Government goal (strategies to be adopted in late 2006). 3) Communicate and share ideas for environmental responsibility with other members of the committee, and identify and discuss possible new strategies to accomplish the. Environmental Responsibility in County Government goal. 15 Measuring Future Progress While creating the framework for the Goal, a subcommittee of the ESAC also formed to collate, group and combine the proposed action strategies into a "benchmark matrix." The purpose of this tool is to provide a way to evaluate the County's success in achieving the action strategies, and ultimately in becoming a model county for environmental stewardship. One idea was to compare what is being done now to what could be done better. As such, it was decided that it is important to use measurable markers ("reduce the amount of paper from _ to _ in 5 years"), rather than open ended ("reduce the amount of paper in the near future") statements. It is also important to acknowledge and credit many existing programs that are successful. With this in mind, the subcommittee has been exploring different types of matrix formats, and has developed a draft evaluation tool As efforts continue to identify and implement action strategies, internal mechanisms would be created or reinforced to ensure progress toward the Goal. The ESAC would periodically evaluate the progress toward the Goal, objectives and. action strategies, and report on its findings. It is important to note that, in addition to new efforts undertaken as part of this Goal and Leadership Policy, ongoing activities in energy, water and vehicle fuel conservation would continue, as would activities to introduce renewable energy sources, maximize energy efficiency; and reduce greenhouse gas emissions and the County's carbon footprint. Other groups and activities, closely related to the ESAC, are currently working toward these purposes, such as implementation of the energy conservation goal, printing and paper usage reductions, green building standards, and measures to reduce greenhouse gas emissions (based on the 2009 Countywide Greenhouse Gas Inventory and Forecast): Coordination between these efforts, the Comprehensive Plan 2030, and the Environmental Responsibility Goal are critically important to assuring a holistic approach to addressing these intertwined issues and tasks. 16 Environmental Leadership Policy - Guiding Principles Orange County should: 1. Institutionalize anethic and practice of sustainability and environmental awareness within County government, its employees and facilities. 2. Ensure that all County facilities and employees working therein practice water conservation (in accordance with the adopted Water Conservation Goal), and that facilities include such water conserving or reuse features as determined efficient, to both conserve this precious natural resource and minimize costs. 3. Ensure that all County facilities, and employees working therein, practice energy efficiency (in accordance with the adopted Energy Conservation Goal). Ensure that County facilities include energy conserving features as determined efficient, to minimize energy use, reduce carbon footprint and achieve fi-~ancial savings. 4. Reduce fuel consumption among all County vehicles (in keeping with the Vehicle Fuel Conservation Policy), and purchase the lowest emission vehicles that will meet County needs. Purchase alternative fuel vehicles andlor hybrid fuel vehicles whenever possible for new vehicle purchases; as the `default `option unless justification is provided for aconventional-fuel vehicle. 5. Continue, expand ~}nd,fo~-mally adopt the use of green building standards or hi~r 1 perforrllancebuilding guidelines and environmentally sensitive site design. Construct new facilities, reuse existing facilities, and deconstruct outdated facilities in a way that is eco-friendly, utilizes energy efficiency measures, minimizes impacts to the environment an~ avoids "greenfield development." 6. Acquire, maintain and preserve important natural and cultural resource lands to help protect the natural environment of Orange County. 7. Continue to practice waste minimization and recycling in all County facilities. 8. Include environmental and sustainability considerations in decisions about the purchase of goods and services. Encourage the purchase of local products whenever feasible. 9. Provide County employees with incentives and creative opportunities to practice sustainable and environmentally-sound behaviors in the workplace. 17 10. Continue to produce, on a regular basis, a State of the Environment report to provide means of describing environmental conditions in the County and providing indicators or measures for progress toward or away from environmental health. 1 1. Authorize the Environmental Stewardship Action Committee of County staff to regularly monitor and review County activities to ensure practical environmental stewardship in County activities, and to identify and evaluate new opportunities to achieve sound environmental practices in County government operations. References to Other Related Policies and Procedures This policy shall be included in the County's master policy manual, and updated and evaluated periodically for consistency with County goals and other policies and protocols. Resolution of Adoption WHEREAS, Orange County, North Carolina is a community that places a high value on environmental-responsibility and an ethic of ecological awareness, both within individual and community value systems; and WHEREAS, Orange County government has long prided itself as a leader in protection of our natural environment and conservation of our precious land, air and water resources; and WHEREAS, the County adopted, in December 2005, an "Environmental Responsibility in County Government Goal," with 10 objectives toward this purpose; and WHEREAS, the County has adopted successful programs to conserve important resource lands, protect watersheds, promote recycling, and ensure sound growth management; and WHEREAS, the County has also adopted goals for energy conservation, water conservation and vehicle fuel conservation to minimize the reduce consumption of these resources and realize cost savings; and WHEREAS, the County has joined the Cool Counties Program and the International Council for Local Environmental Initiatives to work collectively with other like-minded jurisdictions to reduce greenhouse gas emissions and the County's carbon footprint; and 18 WHEREAS, one component of the Environmental Responsibility in County Government Goal calls for the adoption of an Environmental Leadership Policy to provide for guidance and a philosophical framework toward this end: NOW, THEREFORE, BE IT RESOLVED that the Orange County Board of Commissioners adopts this Environmental Leadership Policy, to be included in the County's policy manual, as a set of guiding principles for the Environmental Responsibility in County Government Goal, and commends all County employees to continue and expand their efforts to make Orange County a leader in setting a local environmental ethic and mission. Valerie P. Foushee, Chair Orange County Board of Commissioners ATTEST: This, the day of December, 2009. Donna Baker, Clerk to the Board A-I~achmen-I- ~' 19 Report of the Best Workplaces for Commuters Subcommittee Environmental Stewardship Action Committee June, 2008 In 2007, the Environmental Stewardship Action Committee, a staff committee of 23 representatives from County departments, received a presentation on the Best Workplaces for Commuters Program. A subcommittee was formed to review the program and recommend action if the program was consistent with the Environmental Responsibility Goal and how the County might qualify to be designated a Best Workplace. The subcommittee included Glen Bowles (Planning), Todd Jones (IT), Linda Strickland (Revenue), Noah Ranells (EDC) and David Stancil (ERCD). Program Summary The Best Workplaces for Commuters (BWC) program is a public/private partnership that publicly recognizes employers whose outstanding commuter benefits meet the US Environmental Protection Agency's National Standard of Excellence to reduce traffic and air pollution and improve health and the quality of life for regional commuters. The first Triangle Best Workplaces for Commuters employers were designated in 2004 and currently includes 52 employers, including the towns of Chapel Hill and Carrboro and Durham County. The focus of the program is to increase the number of employer-based transportation programs aimed at reducing vehicle miles traveled (VMT's) and air pollution by identifying innovative solutions to commuter needs. To qualify for the program, employers must meet a certain number of "checklist" items, including one-"primary benefit," three or more "supporting commuter benefits," and four additional requirements. The complete checklist may be viewed as Attachment 1. Program participants are evaluated on the basis on two factors: 1. At least 14% of employee participation within 18 months of program implementation, and 2. An annual report on program progress sent to EPA (Trip Reduction Program Survey and Plan). Orange County Qualification Criteria The County immediately meets three criteria, two of which are by virtue of being in the area served by Triangle Transit. 20 All employers in Wake, Orange and Durham counties meet one supporting benefit, the ridesharing and carpool matching program available through .~otrian~eoorg. Another "supporting commuter benefit' is also met by the County's ongoing participation in the ozone awareness program that notifies employees of expected poor air quality days. Finally, the County also meets one of the "other" objectives -the Emergency Ride Home Program offered by Triangle Transit. To qualify for the program, the County would need to add nine from the checklist in Attachment 1): • One "primary" benefit • One or more additional "supporting benefits," and • Three "Other requirements" Subcommittee Recommendations The subcommittee finds that the Best Workplaces program is consistent with the County's Environmental Responsibility Goal in several ways, promoting improved air quality, reducing vehicles miles traveled and thereby addressing a variety of environmental goals. In terms of meeting the additional criteria, the subcommittee has the following recommendations: 1. To meet its "primary benefit," the County may wish to pursue "A telecommuting program that reduces 6% of commute trips on a monthly basis." With 850 employees, and using data from the 2006 employee commuting pattern survey conducted by Triangle Transit, this equates to reducing on average 51 trips per day. With the increase in fuel costs, a program to identify this level of reduction may be accomplished. This will require acarefully-planned program that offers a more sophisticated means of tracking and verifying telecommuting activity. However, many employers currently have such measures in place and email often allows for verification of telecommuting activity. 2. To meet the one or more additional "supporting commuter benefits" needed, the committee suggests the following as "doable" benefits: a. Preferred parking at County parking lots (and the new parking deck in Hillsborough) for carpools and vanpools. b. An employee commuting awards program. c. ACounty-assisted vanpool program, and d. Implementation of a County government commuter program (Trip Reduction Program). 21 e. Only one of the above is needed, but others (such as compressed work schedules, telecommuting, and incentives to live closer to work) are already under discussion and/or may warrant further study. 3. There are three "other requirements" that must be met to join the program: a. The County must designate an individual as the central point of contact for the program, b. The County must promote the availability of commuter benefits to employees, and c. There must be centralized commuter benefit information (a Trip Reduction Program info board or Intranet website). The subcommittee suggests that each of these may be met using existing resources (staff contact, intranet commuting information and promotion). The subcommittee notes that item #1, the telecommuting program, will require the most substantial thought and creativity. This concept is growing in popularity among regional and national employers, however, and appears to be a viable way to provide atangible-air quality benefit. Other Emergent Commuting Options /Other Ideas In meeting to review this program, the subcommittee has identified several other ideas it would like to convey related to the topic of emergent commuting options: 1. Continue to investigate and explore alternative transportation modes among employees. Using Chapel Hill Transit or Triangle Transit/OPT is one promising area, as is walking, biking, and considering alternative-fuel vehicles (and using those in the fleet). Addressing amenities needed to accomplish these modes will be a critical consideration to encouraging alternative transportation. 2. An educational campaign is needed to explain the importance of reducing vehicles miles traveled and single-car commuting. Some examples might include: a. Occasional profiles in Orange Alive b. Promoting exemplary commuting alternatives by individual employees (one subcommittee member has offered to kayak down the Eno River to work, several others bike regularly). c. Place "brand neutral" information about alternative fuel vehicles and low-emission vehicles on the Intranet site for employee use. 3. Promote the opportunities for teleconferencing instead of holding personal meetings, where appropriate. This may require upfit of some meeting rooms. 4. The new office building, library and Gateway center in downtown Hillsborough, the traditional County campus, and the complex of existing and future buildings at the Southern Human Services complex in Chapel Hill may offer many new and exciting opportunities. One idea that was 22 noted, to reduce employee driving trips at lunch, was to look into catering from an area restaurant at key locations. This might also have the added benefit of working to meet economic development, local foods and healthy employee goals. Conclusion The subcommittee recommends that the ESAC support County participation in the Best Workplaces for Commuters program, and forward this report and recommendations to the County Manager and the Board of Commissioners for further consideration, acknowledging that some of the ideas herein will have staff resource and budgetary implications to implement the concept and programs identified. 23 ~~~" Do I Qualify? ~~~`~~'~~ This checklist outlines criteria for meeting the Nations/Standard of f ontmu#~I'~"' Exce/%nce for Best Workplaces for Commuters. Please check all boxes ''~" " that a I If ou alread pp y y y qualify, you can join the program by completing ` ' _ the online enrollment form at vvww.BWC.gov. Primary Benefits: You must provide at least one of the following primary benefits to qualify: ^ A monthly transit and/or vanpool pass subsidy of at least $30 ^ Parking cash out of at least 75% of the total parking costs or a minimum $30 per month ^ A telecommuting program that reduces 6 percent of commute trips on a monthly basis ^ An equivalent option approved by the U.S. Environmental Protection Agency Provide three or more supporting commuter benefits (one if fewer than 20 employees) to qualify: ^ Preferred parking for carpools and vanpools ^ Membership in a local ozone awareness program, in which you agree to notify employees of expected poor air quality and suggest ways that they might minimize polluting behaviors / Ridesharing or carpool matching, either in-house or free through www. ocLtriangle.orq ^ Employee commuting awards program ^ Reduced parking costs for carpools and vanpools ^ Pre-tax transit or vanpool benefits ^ Parking cash-out less than $20 per month/less than 75 percent of the actual parking benefit ^ On-site amenities (e.g., convenience mart, dry cleaning, day care facility) ^ Employer-run vanpools or subscription bus programs ^ Employer-assisted vanpools ^ Incentives to encourage employees to use alternative transportation (e.g., paid time off) ^ Concierge services ^ Compressed work schedules ^ Telecommuting (more than 6 percent of commute trips on a monthly basis) ^ Proximate commute (where employees work at locations closer to their homes) ^ Incentives to encourage employees to live closer to work ^ Other options that you may propose ^ Membership in an employer-based commuter program (Trip Reduction Program) Other Requirements: You must agree to all four of the following items: ^ Designate an individual as a central point of contact for the program / Provide an Emergency Ride Home program to all alternative mode users. This is provided free by TTA through www.4otrian le.orq ^ Promote the availability of commuter benefits to employees ^ Centralize commuter benefit information (e.g., Trip Reduction Program information board, Intranet website) Your BWC designation will be evaluated via the following measurements: ^ Obtain/Exceed a minimum level of employee participation (at least 14% after 18 months) ^ Annually report of program progress to EPA (Trip Reduction Program survey and plan) Please contact Tobin Freid at 919-558-9400 or trianglebwc@tjcog.org for qualification or application information. Applications can be completed online at www.bwc.QOV. ~achmPx~-~ _ 5 24 Environmental Responsibility Goal -Proposed Next Steus [November 2009) 1) Provide Status Report to BOCC. • Present draft Environmental Leadership Policy for Orange County. • Present update on activities toward accomplishing the goal • Request feedback on matrix for evaluation of possible action strategies 2) Adoption of Environmental Leadership Policy 3) Consideration of joining "Best Workplaces for Commuters" program (including action steps as directed by Manager, with logistical recommendations from IT and Human Resources). 4) Use Feedback on Action Strategy Evaluation Matrix to continue assessment of potential metrics, including use to Monitor Building Conservation Practices (AMPS, Planning & Inspections) 5) Develop Action Strategies for Climate Change /Greenhouse Gas Emissions Reduction Program 6) Prepare County Energy Strategy, as required for energy stimulus Funds, and continue to pursue grants and renewable energy and energy efficiency. 7) Create Economic Development Master Energy Plan (Board Priority P-10) 8) Continue to Develop Internal Policies to make Orange County a Model Government-addressing key areas: • Food consumption at County sponsored events • Paper usage • Large-volume and/or Professional Printing • Vehicle selection • Buying Local 9) Participate in national and global information-sharing on actions and potential measures to accomplish the Goal, and use new information as appropriate to further progress toward the Goal. 25 Examules of New Initiatives or Activities Solid Waste The addition of corrugated cardboard to residential curbside recycling in October 2008 completed the County's effort in universal cardboard recycling, and enabled Solid Waste to extend the landfill ban on all cardboard, including residential cardboard, beginning in March 2009. While all non-residential has been ban from the landfill since 1996, residential cardboard has historically been exempt from the ban due to the inability to collect it. Imposing the ban on residential cardboard is expected to divert 300 - 500 additional tons a year of cardboard from the landfill. In 2008-2009 Solid Waste increased the amount of recycling of toxic and hazardous materials by 4%--706 tons in 2007-08 to 732 tons in 2008-09. This includes a 10% increase in electronics recycling from 413 tons in 2007-08 to 456 tons in 2008-2009 and captures 116 tons of hazardous waste and 159 tons motor oil, oil filters, antifreeze and batteries from residents and small businesses. Orange County is unique in North Carolina in providing free hazardous waste disposal for conditionally exempt small businesses that would ordinarily incur very high costs for managing small volumes of materials. The Solid Waste Department has also completed an agreement with UNC- Chapel Hill for the development and design of a landfill gas collection system to begin construction in 2010. Such a system will capture the methane generated from decomposing garbage at both the closed, unlined landfill and the currently operating lined landfill. System construction will be fully funded and operated by UNC. Landfill gas will become an energy source for an electrical generator, rather than a source of greenhouse gas. The County will share in revenue as well as being part of the effort to reduce greenhouse gases entering the atmosphere. Finally, the Solid Waste Department recently completed and now occupies a new, high efficiency Solid Waste Administration building that includes a very tight building envelope, daylighting, energy-efficient artificial lighting, and the use of recovered and recycled-content materials, solar water heating and rainwater recovery. Economic Development Economic Development staff has taken the lead in evaluating the feasibility of installing a solar array on the closed portion of the C&D landfill continues, with the involvement of several departments. An RFP has been drafted, and is awaiting the last set of technical comments from the NC Solar Center. Installation of a solar array on the County-owned landfill would provide a reference project (which includes an educational component) and would serve as a public display of the County's support of solar as well as build market demand for local solar vendors. 26 Projects still in the germination stage include the continued pursuit of grants to install solar on government buildings, development of a program to provide solar options for the agricultural community, and the evaluation of a solar technician apprenticeship program for community college students. Soil and Water Conservation District Orange County Soil and Water Conservation District staff acquired a Truax No- Till drive through a Soil and Water Foundation Grant which conserves fuel for farmers and works toward carbon sequestration. ERCD The Environment and Resource Conservation Department recently completed the State of the Environment Report 2009. Work is underway on landowner seminars on forest stewardship and private land conservation opportunities and programs. BOCC Biodegradable utensils are now being used when meals are served for BOCC meetings; Styrofoam is no longer being used. Water is provided in pitchers and not individual plastic bottles. Multi-Departmental -Stimulus Funds Although the pace of the release of stimulus funds has been much slower than anticipated and Orange County has not been eligible for several renewable energy grants, a grant has been submitted to the NC Energy Office to provide solar installations on the County Jail, and two middle schools-Stanford and McDougle. Additional opportunities to use stimulus funds for solar installations are anticipated, including a plan to develop two solar certification programs in conjunction with Durham Tech. 27 DESIGNING F~ HAPPY OUTCOMES NATURAL LIGHT, CAPTURED RAINWATER AND EFFICIENT BUILDING MATERIALS ENRICH ANIMAL SERVICES CENTER ATMOSPHERE. By1im Compton, AIA, LEED AP, and Reid Highley, AIA, LEED AP SAC ed+c ;NOVEMBER O9 The newly inaugurated Animal Services Center in Orange County, N.C., is home to hundreds of furry friends awaiting the day when they will win somebody's heart and begin life anew in a more permanent home. The 24,000-square-foot facility, which com- binesthe county's animal control and shelter- ing operations under one roof, was designed to maximize the number of happy outcomes for its animal inhabitants. Key to achieving this goat was the creation of an inviting, upbeat atmosphere where prospective pets are ihtro- duced to their adopters. Positive Reinforcement That requirement lent itself to the most obvious green building strategy employed at the facility: the extensive use of daylighting to illuminate interior spaces.The adoption areas, located at the front of the building where they are highly visible, are bathed in light from large groupings of windows.This not only increases animal and worker comfort but also keeps the artificial light- ing requirements for the facility extremely low. Most days, no additional lighting is required in many areas of the building and the lights are turned off. On overcast days or at night when artificial lighting is required, multiple- level switches and occupancy sensors finked to energy-efficient light fixtures keep energy demands in check. Even clinical rooms, buried deep in the facility, benefit from indirect day- lightadmitted by high south-facing clerestory windows. Approximately 90 percent of the animal areas receive some type of direct or indirect daylight. Large areas of glass can be a liability in the south, where summer temperatures regularly rise into the 90s and beyond.The deep roof overhangs, low-E glass and fabric-wrapped alu- minum canopies limit heat gain in the summer while allowing more direct sunlight penetra- tion in the cooler winter months. The Water Dish The most innovative green strategy in use at the facility is not so obvious. Water usage at animal shelters often amounts to millions of gallons annually. This holds true at the Orange County facility where high-pressure spiny wands are used to clean and disinfect the animal runs. To address these demands, the Animal Services Center's water is supplied by two 12,000- gallon concrete cisterns, which store roof-water runoff and well water. The cisterns are located beneath the building's parking lot. Rainwater captured on the roof is piped through vortex filters to remove Large debris. The water level in the cisterns is kept consistent during periods of low rain- fall with the addition of well water; floats contro{ pumps admitting water from both sources. From the cisterns, water is pumped through a series of filters and treatments to TOP: A MULTIPURPOSE ROOM, ATTHE FRONT OFTHE FACILITY, PROVIDES AFTER-HOURS COMMUNITY GATHERING SPACE BOTTOM LEFT: INTERIOR MATERIALS ARE REMINISCENT OF RURAL NORTH CAROLINA AGRICULTURAL BUILDINGS. BOTTOM RIGHT: MATERIALS INCLUDING CONCRETE AND METAL PANEL PROVIDE DURABLE SURFACES BOTH INSIDE AND OUTSIDE. PHOTOS ®JAMES WEST/JWEST PRODUCTIONS LLC. 28 ,. III Location: Chapel Hill, N.C. Size: 24,000 square feet Completed: June 2009 Owner: Orange County, N.C. .. r ....... ..................... _................................... ,..._...... -. Architect: Dixon Weinstein Friedlein Architects (www.dwf-arccom) .............................................. ................................... Consulting Architect: Animal Arts Landscape Architect Swanson and Associates Structural Engineer: Stewart Engineering ..................................................................... ............ Mechanical, Elechical & Plumbing Engineer. Spring Stoops McCullen Engineering Civil Engineer: Civil Consultants ................................. ................................................ Contractor. Clanty &Theys !~ Featured Products -. Paainwater collection: 12,000 gallon precast cona'ete astems -Stay-Right Precast COrlCretP, Inc. (wtivw stayrightmm) Roof water filters`. Medium capadry vortex rainwater fine filter - lay R Smith Mfg. Co. (www.jr;mith.com) High-reflectance single-ply roofing: Carlisle Syn-Fec Sure-Weld white 7P0 roof membrane - Carlisle SynTec (www.car]isle-synteccom) High-reflectance metal roofing: McElroy Metal R-Panel -McElroy Me[a] Inc (www,mcelroymetaLcom) Glazing: PPG Sungate 500 Low-E Glass -PPG Industries (ww•w.ppgideascapes.com) - .Air handling units AAON rooftop units with energy recovery-AAON (www.aaon_com) -Porous paving; Grasspave2 -Invisible Structures„ Inc. (www.invi siblestructures,com) fabric ducts: Air Sox slot diffuser ducts - Euro Air A/S (www.airsoxcom) Concrete block insulation: Core-Fill 500 -Tailored Chemical pioduets, Inc (www.COre-fillS00.com) render it safe for use and then onto hose reels scattered throughout the facility. Incase of emergency, the entire system is served by a city-water backup. Under normal operation, the building requires no city water to meet the demand for its twice-daily run cleanings.This will result in tremendous monthly savings for the facility while greatly diminishing its environmental impact. Conditioning Disease prevention is always at the forefront of concerns for animal shelters. Illness can quickly spread from a single animal to the entire shelter population. As a result, shelter ventila- tion requirements are extraordinarily high - as many as 20 air changes per hour is not unusual. Conditioning this volume of air consumes a great deal of energy. The Animal Services Center addresses this issue in multiple ways. First, the facility is divided into TO condition- ingzones that are fed by separate mechanical units. This strategy allowed the mechanical engineers to optimize energy usage based on the ventilation requirements of each zone. It will also allow sections of the facility to be iso- latedand less-extensively conditioned during periods of low animal census. During normal operations, energy recovery units installed on the mechanical units ef- ficiently recover much of the energy that might otherwise be exhausted to the exterior. This technology manages to achieve these savings while minimizing the risk of recircula- tion of airborne diseases. High air-circulation rates have the additional benefit of reducing odor in the building, which is often an issue in animal shelters. Taking the Lead The shelter extends its usefulness by al- lowing for community groups to use it as an evening and weekend gathering space. A large multipurpose room at the front of the building, clad in red siding reminiscent of the agricultural buildings in the sur- roundingareas, can be isolated from the remainder of the building and used for lectures, classes or meetings. A large roof overhang allows these events to overflow to the outside during warmer months. By doubling as a gathering space, the shelter increases its value to the community by making a useful destination from a building type that is often shamefully hidden from pub- lic view.Thehope is that increased recognition and visibility of the facility will increase traffic for the shelter's adoption programs. Natural Behaviors The Animal Services Center building ben- efits from a number of other green build- ing strategies: high-reflectance metal and single-ply membrane roofs keep roof heat gains Iow.The walls and roof surfaces of the facility are highly insulated to control temperatures within the building. Oper- ablewindows in the office areas increase occupant comfort and permit control of the working environment. Extremely durable materials will keep the facility in use for de- cades before renovations are required.On- site stormwater detention and bio-filtration ponds minimize the impact of the building on the site. And drought-tolerant landscap- ing assures that the site will remain green year-round with minimal irrigation. The Orange County Animal Services Center successfully incorporates multiple green build- ing strategies with excellent design and strict end-user requirements for animal welfare and disease prevention. Rather than treating the construction of their new animal shelter as an unsavory necessity, Orange County used is it as an opportunity to showcase innovative green building strategies and expand the facil- ity'susefulness inthe community. 11M COMPiON,AIA, LEED AP, AND REID HIGHLEY, AIA, LEED AP, ARE AR- CHITECTSWITH DIXON WEINSTEIN FRIEDLEINARCHITECTS, A CARRBORO, N.C: FIRM THAT HAS INCORPORATED SUSTAINABLE DESIGN PRACTICES IN A VARIETY OF BUILDING TYPES FOR MORE THAN 2S YEARS. YISIT WWW. DWF-ARCCOM. f www.EDCmag.com 57D NINETY PERCENT OFTHE SHELTER'S ANIMAL POPULATION RECEIVES NATURAL DAYLIGHT. PHOTO ®1AME5 WEST/1WEST PRODUCTIONS LLC.