SustainabilityActionPlan3 30 10

SUMMIT COUNTY GOVERNMENT
SUSTAINABILITY ACTION PLAN FOR COUNTY FACILITIES & OPERATIONS

Prepared by the Summit County Government Sustainability Task Force
Don Bantam Building Inspection Kevin Berg Landfill & Recycling Stephanie Roller Bruner Engineering Antonieta Butler Public Health Wayne Byrne Building & Grounds Georgette Contos Public Health Jamie FitzSimons Sheriffs Office Kathryn Grohusky Community & Senior Center Dan Hendershott Environmental Health Philip Houghton Road & Bridge Beth Huron CSU Extension John Jones Transit / Summit Stage Joni King Managers Office Julie Lawless Communications James Lindenblatt Road & Bridge Craig Matthews Information Systems Karin Mitchell Social Services Becky Niggeler Community & Senior Center Kathy Skulski Building Inspection Karn Stiegelmeier Board of County Commissioner Claudia Wiley Open Space & Trails Carolyn Woyar Social Services &
Sustainability Task Force Coordinators

Thad Noll Assistant County Manager Jim Curnutte Planning Director John Roberts Manager, Long Range Planning Kate Berg Planner II, Long Range Planning
Approved by Task Force: March 10, 2010 Endorsed by the Board of County Commissioners March 30, 2010: Resolution # 10-___
The Board of County Commissioners extends a special acknowledgement and thanks to the Sustainability Task Force members and Department Heads who participated, provided feedback and devoted their time in the development of this Plan.
Sustainability Action Plan
March 2010
Table of Contents
List of Acronyms .........................................................................................................................iii Mission Statement and Guiding Principles ..............................................................................iv Executive Summary ....................................................................................................................1 Introduction.................................................................................................................................3 Snapshot of Summit County Government................................................................................11 County Facilities Element ..........................................................................................................12 Transportation Element .............................................................................................................29 Waste Prevention Element .........................................................................................................40 Sustainable Purchasing Element ...............................................................................................53 Natural Resource Management Element..................................................................................63 Communication, Education & Public Outreach Element.......................................................72 Funding Opportunities and Partnerships Element .................................................................77 Resolution Endorsing the Sustainability Action Plan .............................................................
ii
March 2010
List of Acronyms & Nomenclature

The following acronyms are used throughout the Sustainability Action Plan: BMP Best Management Practice Board of County Commissioners Carbon Dioxide Carbon Dioxide Equivalent U.S. Environmental Protection Agency Colorado Governors Energy Office Greenhouse Gases High Country Conservation Center International Council for Local Environmental Initiatives International Panel on Climate Change Johnson Controls, Inc. Materials Recovery Facility Northern Mountains Climate and Energy Initiative Rocky Mountain Climate Organization Summit County Government County departments County facilities
BOCC CO2 CO2E EPA GEO GHG -
HCCC ICLEI IPCC JCI MRF -
NMCEI RMCO SCG -
SCG Departments SCG Facilities SCRAP VMT -
Summit County Resource Allocation Park Vehicle Miles Traveled
iii
March 2010
Mission Statement & Guiding Principles
Sustainability Task Force Mission Statement The Summit County Sustainability Task Force will lead by example to promote and collaborate on initiatives to integrate sustainable practices into County facilities, operations and the community. Guiding Principles
The following guiding principles served to provide a framework to channel efforts as the Sustainability Task Force made and prioritized decisions in developing the Sustainability Action Plan. 1. Integrate the Concepts and Values of Sustainability Into County DecisionMaking, Policies and Procedures:
Encourage the Countys elected officials, managers and all employees to conduct County operations in a manner that protects the environment and considers the long-term environmental, economic and social sustainability of decisions and programs. Explore and offer creative ideas to encourage the utilization of sustainability practices. Promote practices that improve energy efficiency and natural resource conservation, and reduce emissions, waste and consumption. Support and advance practices that use the Countys resources more efficiently to achieve cost savings and to be fiscally responsible.
2. Develop and Implement a Sustainability Action Plan for County Facilities and Operations:

Develop a Sustainability Action Plan for County sustainability initiatives and practices that is aggressive yet achievable and measurable. Identify and implement specific sustainability initiatives and leverage resources for innovative projects that reduce the environmental impact of the Countys facilities and operations. Continue to measure and assess progress in implementing the Sustainability Action Plan and re-evaluate or adjust priorities on an ongoing basis.
3. Communication, Education and Collaboration:

Work to expand the Countys role as a steward of public resources and raise employee awareness about opportunities to conserve energy and resources, and prevent waste. Cooperate and collaborate with federal, state, local and other entities to explore programs and grant opportunities that further sustainability initiatives at the local level.
iv
March 2010
Executive Summary
Implementing sustainability practices is an important and challenging endeavor. The context of SCGs sustainability efforts focuses on balancing environmental, social and economic impacts in relation to County facilities and operations. As directed by the BOCC, the Sustainability Action Plan identifies opportunities for SCG to be proactive in more fully integrating sustainability as a core value and operating principle, and to lead by example to help spread sustainability practices to the larger community. The Plan was developed by the Countys Sustainability Task Force with input from SCG department heads. The purpose of the Sustainability Action Plan is to: Establish a clear vision and aggressive yet attainable goals to increase the sustainability of County facilities and operations. Outline initiatives that could be pursued to achieve the goals in the Plan and serve as a guide for prioritizing actions and monitoring progress. Initiatives or practices to promote sustainability are intended to be carried out by respective County departments, the Sustainability Task Force or Task Force subcommittees. It is anticipated that the Plan will be updated periodically by the Task Force and BOCC to assess progress, adapt to changing conditions and prioritize new implementation strategies. A baseline inventory, conducted while developing the Sustainability Action Plan, revealed that SCG is further along in implementing sustainable practices than originally thought, and provides a strong foundation to be built upon. The Plan focuses on seven elements, each addressing a separate subject area. These elements include: County Facilities, Transportation, Waste Prevention, Sustainable Purchasing, Natural Resource Management, Communication, Education and Public Outreach, and Funding Opportunities and Partnerships. Of all the elements, the County Facilities, Transportation, Waste Prevention and Sustainable Purchasing elements are the most substantive. Despite the individual emphasis of each element, the elements are intended to work together to achieve the Sustainability Task Forces mission to: lead by example to promote and collaborate on initiatives to integrate sustainable practices into County facilities, operations and the community. In terms of the Sustainability Action Plans structure or organization, each element includes: a sustainability action statement; introduction / overview of existing conditions; a baseline inventory; information on past accomplishments or present sustainability practices; prioritized goals and initiatives; and sustainability indicators. Overall, the initiatives outline realistic strategies that SCG could pursue to reduce the environmental impacts of County facilities, transportation and operations and to increase employee consciousness surrounding resource consumption. The dominant themes of the Plan elements are as follows: County Facilities: Build and operate energy efficient County facilities that are powered by clean, renewable energy, minimize the use of materials and water and provide healthy indoor environments for building occupants and visitors. Transportation: Reduce fuel consumption, and GHG and other air pollutant emissions generated from County fleet, transit vehicles and employee commuting.
March 2010
Waste Prevention: Reduce the amount of waste generated by SCG operations by promoting waste reduction and reuse strategies, and increased recycling and composting at County facilities. Sustainable Purchasing: Standardize the Countys policies on purchasing and use of greener or more sustainable products and services. Natural Resource Management: Manage natural resources on County properties to protect and improve the quality of the environment. Communication, Education and Public Outreach: Raise employee and public awareness about the Countys sustainability initiatives, and actively engage County employees in efforts to improve the sustainability of County facilities and operations. Funding Opportunities and Partnerships: Cooperate and collaborate with appropriate entities to pursue funding opportunities and programs that further sustainability initiatives. Throughout the Plan, there are numerous goals and initiatives recommended to be pursued. Some of the more important short term goals set forth in the Plan and considered to be a high priority include:

Reduce energy use in County facilities by 5% by 2012. Increase the percentage of SCGs energy that is generated by clean, renewable sources to 10% by 2012. Reduce the County fleets annual gasoline and diesel use by 6% by 2012. Increase the percentage of County employees that use alternative modes of transportation for their work commute by 10% by 2012. Increase the amount of waste from County facilities that is diverted from the landfill (i.e. reduced, reused, recycled or composted) to 30% by 2012.
March 2010
Introduction
The Topic of Sustainability Sustainable development meets the needs of the present without compromising the ability of future generations to meet their own needs. -- The most widely quoted definition of sustainability and sustainable development, that of the Brundtland Commission of the United Nations Organization, 1987.
Sustainability is a broad term and there are a host of things to consider when beginning to understand and address sustainability. A range of issuesfrom housing and transportation to energy and development and the expanding roster of sustainable frameworks can be captured and addressed under the auspices of sustainability. Irrespective of the different views or approaches to what the notion of sustainability is or means, and how to address it, an underlying theme of all sustainability initiatives is being more conscious about how resources are used and consumed. For the purposes of the Countys Sustainability Action Plan (hereafter referred to as the Plan) sustainability is meant to take into account a long-term view that seeks to balance the environmental, social and economic impacts of the Countys actions. These three factors are often referred to as the triple bottom line. The graphic below displays this relationship.
In community forums, corporate board rooms and national policy debates, the issue of sustainability and sustainable development is increasingly becoming more mainstream, and seen as a key strategy for future economic growth and public health. This growing awareness to plan for and adopt sustainable initiatives and practices has lead many local governments throughout the country to become more actively involved in understanding and addressing sustainability and related environmental, social and economic impacts. By applying the principles of sustainability to SCGs actions, decisions and policies, the County can act as a community leader and better steward of public resources, and serve as a role model for innovation and leadership to improve community sustainability. With that said, the theories, practices, policies and initiatives to address sustainability are relatively new for all involved, whether individuals, public, private, governmental or non-profit entities. Developing and implementing sustainability strategies is a necessary step in the right direction. However, continuing to move forward with the implementation of sustainable practices will require an approach that fosters
March 2010
collective efforts, pooling of resources and original ideas to be truly effective. Thus, in incorporating sustainability practices into SCGs facilities and operations, it is anticipated that there will be many challenges to allay underlying concerns, remove obstacles, create incentives and implement effectively. Backdrop to SCGs Sustainability Initiative SCG has recognized that it can become more sustainable, and that such direction is in the interest of the community, its employees and its triple bottom line. In order to be more proactive in fostering sustainability values, the BOCC launched the County Sustainability Initiative in 2009. The Sustainability Initiative was intended to identify opportunities for SCG to lead by example to help improve the sustainability of County facilities and operations, and also signal positive change in the community. The Plan is the first step toward realizing that vision, and is intended to be meaningful and tailored to the needs and priorities of SCG. The following provides background information on the significant milestones and framework used in initiating and developing the Plan. High Country Conservation Center - Sustainable Action Plan for County Operations At the request of the BOCC, in early 2009 the High Country Conservation Center (HCCC) developed a Sustainable Action Plan for County Operations. The Action Plans purpose was to provide suggestions and examples of potential strategies to increase the sustainability of County operations. The Action Plan addresses the following topics: waste reduction, green purchasing, energy efficiency, reducing carbon footprint, water conservation, green building and alternative fuel vehicles. Simple action steps are outlined for each section to further improve the sustainability of County facilities and operations. The Action Plan helped heighten awareness about climate change, and engaged County officials and managers in dialogue regarding strategies SCG could pursue to become more sustainable. BOCC Directive Per the direction of the BOCC, in March 2009, the Planning Department presented them with options on how to possibly create a Climate Action Plan for the community (this was based in part on the HCCC Sustainable Action Plan). The result was that the BOCC directed the Planning Department, as a first step, to prioritize and begin work on a County Sustainability Initiative as part of the Departments 2009 work program. However, the appropriate strategy to implement the Initiative needed more thought, research and consideration. After more thoroughly researching how other communities and local governments around the country were approaching climate change and sustainability, options were presented to the BOCC in April 2009 on how to proceed with a Climate Action Plan and County sustainability efforts. After considering their options, available resources and balancing other work program priorities, the direction from the BOCC on the focus and preferred implementation strategy for the County Sustainability Initiative was as follows:
Instead of developing a Climate Action Plan, focus on what SCG can more readily control. Create a strategic plan that could incorporate climate action strategies, but should focus on strengthening SCGs sustainability practices and mitigating the carbon footprint of the Countys operations, facilities and its employees. Organize and facilitate an employee Green Team / Sustainability Task Force to create and implement the strategic plan. The Sustainability Task Force, in conjunction with developing the strategic plan, should simultaneously begin implementing sustainable initiatives and practices.
March 2010
Sustainability Task Force In May 2009, employees were recruited to serve on the Sustainability Task Force (hereafter referred to as the Task Force). The recruitment effort sought out employees who were interested in sustainability practices; motivated to work on implementing initiatives within their respective buildings or departments; and whose interests, experiences or expertise spanned the range of topics to be included within the Plan. Additionally, an effort was made to ensure that key departments, which would possibly have an important role to play in Plan implementation, were represented on the Task Force. The Task Force assembled was comprised of approximately 17 members and 5 alternates. The Assistant County Manager and Planning Department served as the Task Force coordinators. Additionally, County Commissioner Karn Stiegelmeier served on the Task Force to help provide valuable communication between the Task Force and the BOCC. The Task Force members had clear responsibilities and met nine times to develop the Plan (almost once a month). It addition to developing the Plan, Task Force members: established a mission statement and guiding principles, helped compile an inventory of sustainable initiatives that had already been accomplished or are being pursued by SCG, and identified sustainable initiatives that could be implemented immediately. Task Force Subcommittees As envisioned by the BOCC, in addition to developing the Plan, the Task Force was charged with simultaneously identifying immediate sustainable initiatives to be pursued. It was felt that an effective way to accomplish this was by appointing Task Force subcommittees, which would cut across organizational boundaries. The subcommittees core functions were to conduct research, explore options and make recommendations on specific planned or potential sustainability practices. A successful and productive subcommittee that was immediately formed was a five-member Fleet Subcommittee. At the request of the County Managers Office, this subcommittee was created to provide recommendations on: 1) appropriate fleet vehicles to be purchased by the County, and 2) strategies to efficiently handle certain low usage vehicles within the County fleet. The subcommittee was able to successfully discuss and work through issues, weigh a variety of economic and environmental considerations, and make sound recommendations that will help to improve the overall efficiency and fuel economy of the County fleet. In the future, subcommittees will continue to be used to implement initiatives set forth in the Plan (e.g., Sustainable Purchasing subcommittee). While some subcommittees are expected to dissolve after issuing recommendations, other subcommittees such as the Fleet Subcommittee are intended to be sustainable entities that will continue to meet on at least a quarterly basis over the coming years. It is felt that the Fleet Subcommittee has set a good example for subsequent subcommittees. The subcommittee serves as a model of an effective group structure that can be replicated to work through the projects and tasks, which will be pursued in the future as the Task Force begins to implement more initiatives as directed by the BOCC and outlined in the Plan. Feedback from Department Heads After the Task Force had provided their final input into the draft Plan in January 2010, one of the last steps in the Plan development process was to seek feedback from County department heads. An overview of the Plan was provided at the February 16, 2010 department head meeting and the Plan was then circulated among all department heads for their review and comment. Overall, comments were received from six (6) department heads and (2) assistant county managers. The input proved to be valuable and resulted in approximately twenty (20) Plan modifications to make important clarifications and more
March 2010
accurately reflect available County resources. Moreover, the referral enabled all department heads to be made aware of possible future responsibilities, as the Plans implementation strategies identify certain departments to take the lead in implementing initiatives. BOCC Endorsement After receiving feedback from department heads, the draft Plan was circulated back to the Task Force in March 2010 to synthesize the additional input, and complete final revisions and prioritization of sustainability initiatives. The final draft of the Plan developed and approved by the Task Force and a list of recommended initiatives to be prioritized were then forwarded to the BOCC for their review and endorsement. Continuing Task Force and Subcommittee Responsibilities To further advance the Countys Sustainability Initiative and implement the Plan, the Task Force and subcommittees will continue to be utilized. It is anticipated that the Task Force will continue to serve as a conduit for new ideas about methods SCG can use to innovate, leverage resources, catalyze new projects and communicate the importance of sustainability as a public value to fellow employees. Along these lines, it is anticipated that the Task Force and subcommittees will continue to meet and fulfill the following obligations, with a strong emphasis placed on the implementation of sustainability initiatives:
Represent their department and/or building by: - Providing information on their facilities and operations. - Communicating ideas between their department / building and the Task Force. Provide ideas and recommendations to increase the sustainability of County facilities and operations. Help the Task Force implement and advance sustainable initiatives through building support for the effort among their co-workers. Demonstrate leadership by: - Educating their co-workers about workplace practices that have been identified to increase sustainability. - Serving as a resource for their co-workers by answering questions and providing assistance in implementing initiatives.
Sustained Coordination of SCGs Sustainability Initiatives (Sustainability Coordinator) To work toward achieving the sustainability goals set forth in this Plan, effective ongoing communication and coordination will be needed between the Sustainability Task Force and the various County departments and entities working to implement the initiatives contained herein. An effective means to achieve and sustain the necessary communication and coordination among these entities would be through a permanent County Sustainability Coordinator. Such a positions responsibilities will depend on the initiatives the BOCC decides to prioritize and dedicate resources to as part of periodically evaluating work programs. The number of initiatives that can be initiated annually would hinge on the amount of staff time the BOCC elects to allocate to this position. Examples of important ongoing responsibilities of the Sustainability Coordinator include:
Serving as the primary point of contact for SCGs sustainability initiatives, and communicating SCGs sustainability initiatives to County employees and the public. Overseeing implementation of the initiatives set forth in the Plan by coordinating with task force subcommittees and respective County departments. Working to secure funding and develop partnerships to advance SCGs sustainability initiatives. Tracking the sustainability indicators in each Element of the Plan to monitor SCGs progress toward achieving the goals set forth in the Plan, and periodically reporting progress to the BOCC.
March 2010
Purpose and Scope Defining sustainability is a real challenge and means a lot of things to a lot of people. However, when it comes to the BOCC, I think a reason behind forming the Task Force and a fundamental concept of sustainability is to try to affect lasting policy change that enables the County to be more self-sufficient in the long term. -- County Commissioner Bob French
Sustainability is already a central theme of Summit Countys Countywide Comprehensive Plan and an important value incorporated into the communitys growth, development, land use planning and related policies. However, these planning documents do not provide a clear vision or goals to direct sustainability efforts or initiatives in relation to SCGs facilities and operations. This Plan enables SCG to expand on the comprehensive planning approach, and provide a mechanism for prioritizing actions and monitoring progress in relationship to immediate environmental, social and economic sustainability issues. The County Sustainability Initiative and the Plan can be characterized as an effort to more fully integrate sustainability as a core value and operating principle in SCG. The Plan identifies opportunities for the County to realize environmental benefits and economic savings through more efficient use of resources, which in turn can help protect the future health of our community. Overall, the purpose of the Plan is to: Establish a clear vision and aggressive yet attainable goals to increase the sustainability of County facilities and operations. Outline initiatives that could be pursued to achieve the goals in the Plan and serve as a guide for prioritizing actions and monitoring progress. The Plan was developed to embody four key tenets: concise, useable, action-oriented and measurable. The intent was to write a plan that is: simple, straightforward, and easy to read; and articulates clear goals and initiatives that are aggressive and boldyet achievable and measurable. In light of these tenets, the Plan outlines recommended steps SCG should take to walk the talk of sustainability and lead by example. Using State of Colorado GHG Emissions Reduction Goals as Measurable Targets In carrying forth the tenant of measurability, the Plan strives to establish measurable targets for reducing greenhouse gas (GHG) emissions, which correspond with the goals that have been set by the state government and endorsed and adopted by many local governments throughout Colorado. In 2007 the State of Colorado adopted a comprehensive Climate Action Plan, which sets specific goals or targets for reducing GHG emissions over the next half-century. As specified in the Plan, the states goal is to mobilize Colorados governments, businesses and citizens in an effort to reduce GHGs to: 20% below 2005 levels by 2020, and 80% below 2005 levels by 2050. The goals in this Plan have been set forth to correlate with these statewide GHG reduction goals. Within the County Facilities and Transportation Elements, numeric targets are provided for reducing SCGs energy and fossil fuel use and associated GHG emissions over two, five and ten year increments (i.e. 2012, 2015 and 2020 targets) in order to position SCG to reduce its GHG emissions 20% below 2005
March 2010
levels by 2020, in accordance with the goals established in the States Climate Action Plan. Organization of the Plan In terms of the Plan structure or organization, each element includes:
Sustainability Action Statement Intended to articulate the broader vision and aspirations in-line with the corresponding elements content. Introduction Introduces each element, and provides important information to frame relevant issues. Baseline Inventory Provides a synopsis of current conditions in order to support proposed goals and sustainability initiatives to be pursued. Information on Past Accomplishments and Present Sustainability Practices - Identifies steps SCG is already taking to implement sustainable practices, which can be built upon. Goals and Initiatives 1 This is the key section of each Plan element, which outlines the goals that SCG will strive to achieve and the recommended actions or initiatives that should be taken to achieve each goal. Goals and initiatives are categorized as either immediate (high priority), mid term, long term or ongoing. Immediate, mid term and long term goals and initiatives have anticipated timelines of 1-2 years, 3-5 years, and 6-10 years, respectively, and ongoing initiatives are sustainability practices to be continually implemented over time. After each initiative responsible entities are specified. Responsible entities are appropriate Task Force subcommittees, departments or other County entities that could be tasked with implementing the initiative.
Sustainability Indicators The last part of each element is the sustainability indicators section, which is intended to represent data that could be tracked over time to measure SCGs progress toward achieving the Sustainability Action Statement and goals set forth in each element. The indicators are segregated into the following categories: Available Data (currently accessible information that can continue to be tracked over time) and Attainable Data (information that could be acquired and then tracked over time).
Use, Monitoring and Updates
If sustainability were quick and easy, we would have done it already. Its not easy. Its damn hard. -- Randy Udall
Although the Plan was developed by the Task Force, it is at the discretion of the BOCC to implement it. Simply stated, it is envisioned that the BOCC will periodically evaluate the recommended initiatives and prioritize and dedicate resources to achieve the Plans goals.
When developing the goals and initiatives in the Plan, many of the action steps identified in the HCCC Sustainable Action Plan for County Operations were taken into consideration.
March 2010
For the purposes of this Plan, the Task Force recommended 2-6 initiatives in each Element to be of immediate or high priority. The following represent the top priorities identified by the Task Force in the more substantive Plan elements to pursue immediately: Sustainability Task Force Recommended Implementation Priorities to be Initiated in 2010 & 2011
County Facilities: Complete the energy efficiency improvements identified and recommended in a recently completed energy audit. Conduct energy audits for additional County facilities (i.e. facilities that have not been audited and facilities that have only had lighting audits completed). Install renewable energy systems at County facilities as outlined in Innovative Energys Renewable Energy Feasibility Study. Waste Prevention: Institute composting in County facilities to divert food, paper towels and other organic waste from the landfill, and create Zero Waste Stations for separating recyclable materials, compostable materials, and landfill trash. Conduct waste audits of all County facilities. Implement measures to reduce paper consumption. Sustainable Purchasing: Develop Sustainable Purchasing Policies for SCG to be incorporated into the Countys existing Purchasing Policy.
Transportation: Conduct an employee commuter survey. Establish a program to encourage and support employee use of alternative transportation. The program could include: employee vanpools or commuter shuttles; a rideshare program to help coordinate carpooling; and a departmental commuting challenge with incentives and prizes for using alternative transportation. Promote flexible work arrangements to reduce vehicle trips, ease traffic congestion, and subsequently reduce GHG emissions. This includes telecommuting and flexible work schedules. Provide bicycle storage at all County facilities.

Communication, Education & Outreach: Develop and adopt Human Resource Sustainability Guidelines for County employees to establish administrative policies for sustainable operating procedures. Develop a County Sustainability webpage on the Countys website to provide ongoing information on the Countys sustainability initiatives and resources for County employees, such as a sustainable product list / resource guide and a Resource Exchange to facilitate the reuse of materials among County departments. Develop and offer employee training classes on sustainability practices, including fuel-efficient driving, reducing energy consumption at work, and organization waste reduction standards (i.e. reduction, reuse, recycling and composting).
It is recommended that each year the BOCC evaluate all of the immediate / high priority initiatives that the Task Force has recommended be pursued and determine which ones they would like to explore further. At that time financial and human resource requirements for implementation will be determined and an analysis of each initiatives practicality and feasibility will be studied by the appropriate County departments. This information will be presented to the BOCC for final approval and authorization of the necessary resources. BOCC directed initiatives will then be carried out by the Task Force, Task Force subcommittees or appropriate County departments.
March 2010
Furthermore, by evaluating sustainability indicators, progress toward achieving the Sustainability Action Statement, goals and initiatives set forth in each Element can be tracked over time. It will be incumbent upon the Task Force and Sustainability Task Force Coordinators to schedule periodic work sessions with the BOCC to update them on progress and provide the opportunity for continuous feedback. The Plan is not intended to be static. Instead it is meant to be monitored and reviewed periodically by the Task Force and BOCC to modify strategies and to adapt to changing conditions.
10
March 2010
Snapshot of Summit County Government

Setting an example is not the main means of influencing others; it is the only means. -- Albert Einstein
Summit County Government (SCG) is made up of 31 separate departments, with a total of approximately 520 employees (including 420 regular full time employees and 100 per diem, part time and seasonal employees). County departments vary in size from as few as two people in Cooperative Extension to over 60 people in the Sheriffs Department. SCG operates a total of approximately 20 facilities and more than 30 other ancillary structures, which are dispersed throughout the County - from the County Commons in Frisco to the Courthouse and Justice Center in Breckenridge, and the Snake River Wastewater Treatment and Solid Waste facilities in the Dillon/Keystone area to the North Branch Library in Silverthorne. SCG also operates a sizeable vehicle fleet, which includes approximately 154 motor vehicles, 32 buses and 38 other pieces of equipment. As one of the largest year-round employers in the County, SCG provides a wide range of services to the community, and operates and maintains numerous facilities and vehicles. Thus, collectively SCG consumes a considerable amount of resources. For this reason, SCG is poised to lead by example to advance sustainable or green practices among all County employees and to help spread the concepts of environmental, economic and social responsibility into the larger community. Quick Stats Summit County Government

31 County Departments 520 County Employees, including approximately 420 regular full time employees and 100 per diem, part time and seasonal employees County Facilities - 20 main facilities and more than 30 other ancillary structures (e.g., storage buildings, etc.) County Fleet 154 motor vehicles, 32 buses, and 38 other pieces of equipment
11
March 2010
County Facilities Element

Sustainability Action Statement:
Build and operate energy efficient County facilities that are powered by clean, renewable energy, minimize the use of materials and water and provide healthy indoor environments for building occupants and visitors.
Introduction
SCG owns and operates 20 facilities and more than 30 other ancillary structures (e.g., storage buildings, etc.), which are dispersed throughout the County (hereafter referred to as County facilities). These facilities range from the County Commons in Frisco to the Courthouse and Justice Center in Breckenridge, and the Snake River Wastewater Treatment and Solid Waste facilities in the Dillon/Keystone area to the North Branch Library in Silverthorne. An inventory of SCGs 20 facilities is provided in the table below, along with some basic information on each facilitys size, year built and type of heating/cooling system.
2009 Inventory of County Facilities Facility 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
1
Square Feet 2,503 6,080 3,639 10,600 39,000 20,082 2,400 12,455 17,288 2,160 45,000 8,864 11,560 7,005 4,500 52,358 3,274 36,573 26,704 2,200 314,245
Year Built 1988 2000 1902 & 1986 2002 1997 1910 & 1974 1996 1997 1973 2001 1986 2006 2006 2000 1973 1974, 1976 & 1997 1995 2006 1995 1998
Ambulance Building (Breckenridge) Animal Control Building Building & Grounds Office and Shop (Breckenridge) Community & Senior Center County Commons County Courthouse District Attorney Offices Emergency Services Facility Fleet Maintenance / Road & Bridge Main Building Heeney Road & Bridge Shop Justice Center Landfill Maintenance Garage Material Recovery Facility North Branch Library Road & Bridge County Shop (Breckenridge) Snake River Wastewater Treatment Plant South Branch Library Summit County Medical Office Building1 Summit Stage Bus Garage & Offices Summit Transfer Center Total
Type of Heating/Cooling Forced Air Forced Air Forced Air & Natural Gas Electric Forced Air Natural Gas Forced Air Forced Air Forced Air Propane/Forced Air Forced Air Electric Electric Forced Air Forced Air Natural Gas, Wall Furnace & Forced Air Natural Gas Forced Air Forced Air Natural Gas
The square footage shown for the Medical Office Building represents only the portion of the building that is controlled and operated by Summit County Government.
Source: Scott Vargo, Assistant County Manager, November 2009.
12
March 2010
SCG consumes considerable quantities of energy and resources in the process of building, operating and maintaining its twenty facilities. The economic and environmental implications of operating these facilities are significant, and include substantial energy costs for SCG, as well as emissions of GHGs and other air pollutants that contribute to reduced air quality and climate change. Simply stated, County facilities are a significant component of SCGs overall environmental footprint, and one that can be directly controlled or impacted by implementing the initiatives recommended in this Element.
Quick Stats: Environmental Impact of Buildings in the U.S. Did you know that the way buildings are designed and constructed has a profound impact on the environment? In the U.S., buildings account for: 36% of total energy use 65% of electricity consumption 30% of greenhouse gas emissions 30% of raw materials use 30% of waste output 12% of potable water consumption Source: Greenprint Denver: http://www.greenprintdenver.org/about/facts.php
County Facilities Element - Goals & Initiatives This Element of the Plan outlines goals and initiatives intended to achieve more sustainable County facilities. Sustainable facilities can be characterized as those built, maintained, and operated in a manner that does not negatively impact human health or the environment. The goals and initiatives apply to new construction, remodeling, and maintenance and operation of existing facilities. Topics addressed in the Element include energy conservation / energy efficiency, renewable energy, water conservation, green building and sustainable land use development. Overall, the goals and initiatives focus on:
Reducing energy use in County facilities by: Measuring and tracking building energy use (electricity and natural gas), conducting energy audits and implementing energy efficiency improvements identified and recommended in the audits. Encouraging County employees to conserve energy through energy efficiency practices related to the use of lighting, computers, and other energy-using devices.
Increasing the percentage of SCGs energy that is generated by clean, renewable sources. Developing green building guidelines for County facilities to provide healthier indoor environments, reduce operating costs, and conserve energy and resources. Reducing water use at County facilities by promoting water conservation in both building and landscape use. Sustainably developing and managing County roads and properties to support the goals set forth in this Plan. For example:

Continue to plan for future development, with heightened attention to improved pedestrian and bicycle connections at the County Commons and along County roads. Plan for facilities and infrastructure at the County Landfill to promote the reuse of
13
March 2010
materials, large-scale renewable energy generation and local food production.
Focus on Energy Efficiency and Renewable Energy A large component of this Element focuses on strategies to increase the energy efficiency of County facilities and to supply those facilities with clean, renewable energy. Energy efficiency and renewable energy have been prioritized because energy use is the largest component of most local government organizations environmental footprint. Energy Efficiency According to the U.S. EPA, up to 30% of the energy used to operate typical government buildings is often used unnecessarily or inefficiently. Therefore, government buildings are good candidates for energy efficiency retrofits. Increasing the energy efficiency of County facilities could help to lower energy use, save money, reduce maintenance needs, improve building comfort and reduce GHG and other air pollutant emissions. Moreover, energy conservation is also widely recognized as the most cost-effective technique to reduce energy consumption that contributes to climate change. Renewable Energy In addition to reducing SCGs energy use, renewable energy sources offer the potential for clean energy that would further decrease SCGs environmental footprint. Renewable energy comes from resources that are regenerative or cannot be depleted. Unlike fossil fuel-based power, these sources of energy emit no or low global warming pollutants. Currently available sources of renewable energy include solar, wind, hydro-electric, geothermal and clean or efficient wood-burning (i.e. biomass heating). Increasing SCGs use of renewable energy could help to reduce the use of non-renewable fossil fuels that contribute to air pollution and global climate change. Installing renewable energy at County facilities could also serve as a local demonstration of renewable energy technology for the community. In addition, other benefits of increasing renewable energy production include increased energy reliability, security and cost certainty. Target Net Zero Energy Facilities The primary target or objective of the Element is to work to achieve net zero energy facilities that are carbon neutral and powered using 100% renewable energy by the year 2030. This objective is intended to motivate SCG to aggressively reduce energy use in County facilities and to increase the production of renewable energy to power these facilities. To achieve this objective, five-year incremental energy reduction targets have been established to reduce energy consumption in County facilities by 15% by 2015 and 25% by 2020. Achieving this objective also requires SCG to increase the production of renewable energy by 25% every five years (5% per year) over the next 20 years. Corresponding five-year incremental renewable energy targets are as follows: 25% by 2015 50% by 2020 75% by 2025 100% by 2030 Achieving these targets will require the implementation of innovative technologies and an overall reduction in SCGs energy use. It will also be important to acquire more comprehensive data on SCGs energy use and GHG emissions, and to continually monitor and track SCGs progress toward the reduction goals set forth in this Plan.
14
March 2010
Striving to Achieve State of Colorado GHG Emissions Reduction Goals As discussed in the Introduction Section of the Plan, in 2007 the State of Colorado adopted a comprehensive Climate Action Plan, which sets specific goals or targets for reducing GHG emissions to: 20 % below 2005 levels by 2020. 80 % below 2005 levels by 2050. SCG currently lacks comprehensive, detailed data on the GHG emissions generated by County facilities. Therefore, conducting a GHG inventory has been identified as an important initiative to be pursued in the short term. This would be a comprehensive inventory of the GHGs emitted by all County facilities, County fleet and transit vehicles, employee commuting and other aspects of SCG operations (e.g., methane emitted from the County landfill and Snake River Wastewater Treatment Plant). Once completed, the GHG inventory could serve as a baseline 1) for establishing a reduction target that corresponds with the State of Colorado GHG reduction goals, and 2) against which future progress in reducing GHG emissions could be measured. Potential options and resources to complete the GHG emissions inventory include: 1) joining ICLEI and using related software to complete a GHG Inventory; 2) partnering with CU Denvers Program of Sustainable Infrastructure to have a student-faculty team conduct a baseline GHG inventory, or 3) working with the Community Energy Coordinator employed by HCCC or the Northern Mountain Climate & Energy Initiative to inventory County facilities, transportation and operations as part of a more comprehensive, community-wide GHG Inventory.
SCG Baseline Inventory: Conditions as of 2010

In order to establish goals and initiatives that will position SCG to achieve the target of net zero energy" facilities by 2030 and the State of Colorados GHG reduction goals, it is important to have a clear understanding of the current or baseline conditions related to: energy use at County facilities (including electricity and natural gas consumption); estimated GHG emissions attributed to electricity and natural gas use; and water use at County facilities (for both building use and landscaping irrigation). Baseline information on energy use at County facilities has been acquired from Xcel Energy and is summarized in the section below. However, more detailed information is needed on GHG emissions and water use at County facilities. Strategies to obtain this data have therefore been identified as initiatives to be pursued in the short term. The data can then be tracked over time to compare usage against baseline years and measure progress toward the reduction goals set forth in this Element. County Facilities Energy Use (Electricity & Natural Gas) The following baseline data on energy use at County facilities was compiled using utility statements from Xcel Energy for the year 2007 (January December 2007).
Energy Use at County Facilities Baseline Year 2007
Facility Snake River Wastewater Treatment Plant Justice Center County Commons Square Feet 52,358 45,000 39,000 Electricity Use (kWh/yr) 2,556,244 842,720 701,440 Annual Electricity Cost $148,197.02 $48,064.74 $42,439.36 Natural Gas Use (Therms/yr) 45,430 78,511 39,215 Annual Natural Gas Cost $33,249.19 $56,851.23 $28,787.69 Total Energy Use (MBTU/yr) 13,266 10,727 6,315 Total Annual Energy Cost $181,446.21 $104,915.97 $71,227.05
15
March 2010
Energy Use at County Facilities Baseline Year 2007

Facility Summit County Medical Office Building Summit Stage Bus Garage & Offices County Courthouse Fleet Maintenance / Road & Bridge Main Building Emergency Services Facility Material Recovery Facility Community & Senior Center Landfill Maintenance Garage North Branch Library Animal Control Building Road & Bridge County Shop (Breckenridge) Building & Grounds Office and Shop (Breckenridge) South Branch Library Ambulance Building (Breckenridge) District Attorney Offices Summit Transfer Center Total Square Feet 36,573 26,704 20,082 17,288 12,455 11,560 10,600 8,864 7,005 6,080 4,500 3,639 3,274 2,503 2,400 2,200 312,085 Electricity Use (kWh/yr) 1,416,796 314,600 348,000 357,280 415,520 339,760 206,160 218,880 69,680 95,240 22,901 16,667 50,133 28,132 25,273 55,159 8,080,585 Annual Electricity Cost $94,730.21 $18,172.93 $23,728.92 $21,920.44 $24,370.41 $34,634.32 $15,726.81 $24,949.74 $5,836.90 $7,648.93 $1,972.57 $1,564.98 $4,152.79 $2,385.23 $2,148.90 $4,956.53 $527,602 Natural Gas Use (Therms/yr) 96,669 27,328 8,951 33,560 8,785 N/A 21,024 N/A 3,902 22,654 8,761 1,539 1,554 1,295 1,034 3,206 403,418 Annual Natural Gas Cost $72,402.43 $20,540.96 $7,002.29 $24,480.20 $6,483.27 N/A $14,894.76 N/A $3,253.18 $16,559.73 $6,759.98 $1,407.71 $1,435.39 $1,222.16 $1,045.55 $2,660.53 $299,036 Total Energy Use (MBTU/yr) 14,501 3,806 2,083 4,575 2,296 1,159 2,806 747 628 2,590 954 211 326 225 190 509 67,915 Total Annual Energy Cost $167,132.64 $38,713.89 $30,731.21 $46,400.64 $30,853.68 $34,634.32 $30,621.57 $24,949.74 $9,090.08 $24,208.66 $8,732.55 $2,972.69 $5,588.18 $3,607.39 $3,194.45 $7,617.06 $826,638
Source: Xcel Energy Utility Statements for January - December 2007.
Past Initiatives & Present Sustainability Practices

The County Building & Grounds Department has already taken several steps to increase the energy efficiency of County facilities and to explore the feasibility of powering County facilities with renewable energy. Energy Audits of County Facilities In 2007, the County contracted JCI to conduct energy audits for SCGs main facilities and to prepare a report outlining recommended energy efficiency improvements such as lighting replacements, mechanical and control systems upgrades, and improved insulation. Comprehensive energy audits were conducted for half of the County facilities (10 of 20), and lighting only audits were conducted for an additional eight (8) facilities. 2 Two (2) County facilities were not audited the Medical Office Building and Snake
Comprehensive energy audits were conducted for the Community & Senior Center, County Commons, County Courthouse, Emergency Services Facility, Fleet Maintenance / Road & Bridge Main Building, Justice Center, Material Recovery Facility, Summit Stage Bus Garage & Offices, Animal Control Building, and Landfill Maintenance Garage. Lighting Only audits were conducted for the Ambulance Building (Breckenridge), Building & Grounds Office and Shop (Breckenridge), District Attorney
16
March 2010
River Wastewater Treatment Plant. To obtain more comprehensive baseline information on potential energy efficiency improvements for all County facilities, this Element sets forth a short term initiative to conduct energy audits addressing potential building envelope improvements and HVAC equipment upgrades for the eight (8) facilities that have only had lighting audits, and to conduct a comprehensive energy audit for the two (2) facilities that have not yet been audited. Energy Efficiency Upgrades JCIs energy audit report recommended numerous energy efficiency improvements, including:

New energy efficient lighting systems and occupancy sensors throughout County facilities. Building envelope improvements that add insulation and sealants to County facilities in attics, walls, around doors and windows. The addition of HVAC equipment control systems to conserve energy by efficiently managing equipment use.
More details on the recommended efficiency improvements and the status of SCGs work to complete these improvements are provided in the sections below. Lighting & Lighting Control Measures JCI recommended replacing older, less efficient lighting systems with the latest in energy efficient lighting technology and installing occupancy sensors in appropriate locations throughout most of the County facilities audited. Replacement of lighting fixtures is projected to save SCG an estimated 62 watts of electricity per fixture for an estimated cost savings of $19.80 per fixture per year. Replacing all lighting fixtures recommended by JCI would result in an estimated annual savings of 148,118 watts of electricity and an estimated annual cost savings of $47,302. Based on JCIs suggested lighting measures, in 2008 and 2009, the Building & Grounds Department replaced 34WT12 fixtures with more efficient 28WT8 fixtures at the following County facilities: the County Courthouse, Justice Center, Road & Bridge County Shop (Breckenridge), Ambulance Building (Breckenridge), District Attorney Offices, Building & Grounds office and shop, and Sheriffs evidence storage. The Building & Grounds Department also installed lighting controls / occupancy sensors in recommended locations at the County Commons. Although not included in JCIs recommendations, the Building & Grounds Department has also implemented some additional efficiency improvements to parking area lighting at County facilities. For example, parking area lighting at the County Commons has been put on a timer and programmed to turn off at 11:00 p.m., thus eliminating unnecessary energy use at County facilities during non-operating hours. The Building & Grounds Departments 2010 work program includes completion of the remaining lighting upgrades recommended by JCI. 3 HVAC Upgrades The JCI energy audit identified three main buildings, which are in need of significant HVAC upgrades. These included the County Commons, Community & Senior Center, and Animal Control facilities.
Offices, Heeney Road & Bridge Shop, North Branch Library, South Branch Library, Road & Bridge Maintenance Building (Breckenridge) and Summit Transfer Center. 3 This will include completion of lighting upgrades in the following County facilities: Animal Control Building, Community & Senior Center, County Commons, Building & Grounds Shop (Frisco), Emergency Services Facility, Landfill Maintenance Garage, Materials Recovery Facility, North Branch Library, South Branch Library, Summit Stage Bus Garage & Offices.
17
March 2010
HVAC Upgrades Recommended by Johnson Controls, Inc. (JCI) Estimated Anticipated Facility Recommended HVAC Upgrades Project Costs Annual Savings Upgrade the energy management control County systems. $81,395 $12,584 (18.6%) Commons Install modulating outside, mixed return and supply air temperature sensors. Control space temperature and system run times with zone controls. Community & $72,000 $5,487 (19.7%) Install Variable Fan/Motor Drives Senior Center (VFDs) to reduce electrical energy use from large horse power motors. Install an Energy Recovery Ventilator (ERV) system to re-circulate heated air Animal $65,600 $5,399 (15.9%) Control within the facility rather than circulating air from the outside. Total $218,995 $23,470 (18.2%) Source: Scott Vargo, Assistant County Manager, November 2009.
Projected Payback 6 years
13 years
12 years 9 years
As shown in the table above, these improvements are projected to save SCG approximately $23,500 in energy costs each year, which is approximately 18% of the annual energy cost to operate these three (3) facilities ($129,207). The Building & Grounds Department has completed the recommended mechanical and control systems upgrades at the Community & Senior Center and is attempting to complete the recommended improvements at the Animal Control Building in 2010 (using rollover money from 2009). In addition to implementing JCIs recommendations, the Building & Grounds Department also installed a new mechanical control system at the County Courthouse, which is projected to save a substantial amount of the energy needed to power this facility. Building Envelope Improvements The JCI energy audit identifies nine County facilities that have inherent envelope leaks, and outlines suggested upgrades to achieve both energy savings and improved comfort within these facilities. Examples of suggested improvements include adding insulation, weather striping windows and doors, and repairing roof/ceiling penetration air leakage. 4 According to the Building & Grounds Department, the estimated cost of completing the recommended building envelope improvements is approximately $110,000. The Building & Grounds Department projects the increased energy efficiency would provide an estimated 5% annual energy savings, which would equate to nearly $7,000 in annual energy cost savings and a payback period of 16 years. The Building & Grounds Department has completed the recommended insulation improvements and plans to complete the remaining envelope improvements as time and resources are available in the coming years. Additional Energy Conservation Measures JCIs energy audit report also identified several energy conservation measures that could be pursued by SCG in the long term. These measures would improve SCGs infrastructure and reduce energy and maintenance costs. However, at the time JCI prepared its report, it was not felt that economic savings were sufficient to pay for the improvements within a reasonable timeframe. A list of these additional energy conservation measures is provided below:
4 Buildings identified for envelope improvements include the County Courthouse, County Commons, Justice Center, Summit Stage Bus Garage & Offices, Emergency Services facility, Community & Senior Center, Animal Control building, and Building & Grounds office and shop.
18
March 2010
Boiler Retrofits Replace older, less efficient boilers with new higher efficiency boilers at the Justice Center, County Commons, and Emergency Services facilities. Energy Management Control Systems Upgrade existing energy management control systems to Direct Digital Control (DDC) at the Justice Center, Summit Stage, Emergency Services, and Animal Control facilities. Infrared Radiant Heaters Replace less efficient gas unit heaters with new higher efficiency infrared radiant heaters at the Animal Control facility. Retro commissioning 5 Evaluate existing HVAC system operations at the Courthouse and Emergency Services facilities and identify methods to improve operating efficiency.
In the opinion of JCI and the Building & Grounds Department, it was not felt that the payback period for these improvements justified the financial expenditures needed to complete them. Therefore, the Building & Grounds Department has indicated that the preferred strategy is to work within the scheduled replacement cycles for the existing energy systems. This means that, as existing systems are replaced over time, SCG will strive to replace them with the highest efficiency systems available. Although, it is important to note that additional rebates, grants and other funding sources could potentially be used to reduce the costs of implementing these recommended energy conservation measures within a shorter time frame, if determined to be appropriate. Renewable Energy Feasibility Studies In addition to conducting energy audits of County facilities and starting to implement recommended energy efficiency upgrades, SCG has also begun to explore the feasibility of powering County facilities with renewable energy. Biomass Heating Systems Feasibility Studies In July 2007, SCG commissioned a study by Johnson Controls, Inc. (JCI) to evaluate the feasibility of retrofitting the County Commons and Materials Recovery Facility with biomass heating systems. In addition, biomass was also evaluated as a potential heating source for the new Fleet Maintenance facility, which is currently under construction. Neither of these biomass heating projects were implemented because the feasibility studies determined that the projects would be cost prohibitive and energy intensive when compared to other types of renewable energy (due to the monetary costs and energy consumption associated with transportation of wood, labor, etc.) The use of biomass to heat County facilities may prove to be a viable option in the future if the issues noted above can be mitigated. Therefore, the Plan identifies the continued evaluation of biomass heating (among other forms of renewable energy) as an implementation strategy to be pursued by SCG. However, it is felt that other forms of renewable energy, such as solar and geothermal / groundsource heat pump may be more appropriate, due to the reduced costs and lessened environmental impacts associated with operating these systems. Innovative Energy Renewable Energy Feasibility Study In February 2009, SCG commissioned Innovative Energy to prepare a renewable energy feasibility study for all County facilities. The study provides detailed information on the feasibility of installing solar
5
Retro commissioning, also known as existing building commissioning, is the process of systematically studying an existing building to identify opportunities for improving or optimizing the buildings operation and maintenance.
19
March 2010
photovoltaic (PV) systems at each County facility, and also includes some limited information on the possible application of wind, solar thermal and geothermal technology at each site. Overall, the study indicated that County facilities show great potential for incorporating renewable energy technologies. Of all the renewable energy options, Innovative Energys report notes that installing solar PV systems will be the easiest and most economical. County facilities that were identified as having the greatest potential for solar PV systems were the Building & Grounds Garage, the County Commons, the Emergency Services facility, the Justice Center, the Community & Senior Center, the Summit Stage facility and the Snake River Wastewater Treatment Plant. Innovative Energys report indicates that, if each of the solar PV systems described in the report were installed, it would add up to over 300 kilowatts of energy and would reduce current overall electricity demand by 6%. The report also notes that implementing energy conservation measures in conjunction with renewable energy could increase this energy offset to possibly 25%. Innovative Energys report therefore strongly recommends that SCG employ energy conservation strategies along with installation of renewable energy systems. Furthermore, the report concludes that there are additional opportunities to incorporate solar thermal, geothermal, wind, and space heating systems at County facilities to further reduce SCGs energy demand. Large-scale Renewable Energy Production While Innovative Energys Feasibility Study primarily addresses on-site installations of solar PV, the report makes a point to explain that the best renewable energy economic models are found when solar PV is installed in larger sizes in one area. The report indicates that the County landfill property provides the land and electrical infrastructure necessary for a large-scale PV system, which could have a more significant impact on County electrical demands than smaller systems installed on individual buildings. The report notes that further analysis would be needed to define this scenario. Renewable Energy Systems Planned for 2010 In accordance with Innovative Energys report, SCG is planning to install five (5) solar PV systems at existing County facilities in 2010. The following table provides information on the proposed systems, including the location, system size, estimated annual energy production, and estimated annual energy bill savings or offset.
Renewable Energy System Installations Planned for 2010 Estimated Annual Energy 2008 Annual Estimated Electricity Usage Production Annual Energy System Size County Facility (KWH/yr) (KW) (KWH/yr) Savings Building & Grounds Office 16,110 9 KW 13,028 80.9% 1 & Garage (Breckenridge) Community & Senior 204,960 4 KW 6,056 2.9% 2 Center 3 Justice Center 826,880 83.5 KW 123,536 14.9% 4 Materials Recovery Facility 371,520 5.3 KW 8,046 2.2% 5 North Branch Library 79,320 12 KW 15,619 19.7% Total 1,498,790 113.8 KW 166,285 11.1% Sources: Scott Vargo, Assistant County Manager, February 2010; and Summit County Renewable Energy Feasibility Analysis, prepared by Innovative Energy, 2009.
In addition to retrofitting the existing facilities listed above, a new Fleet Maintenance facility is currently under construction, which will incorporate a 10 KW solar PV system, along with other sustainable
20
March 2010
building features such as passive solar lighting and heating, energy efficient construction, and use of recycled materials. Completion of this project is also targeted for fiscal year 2010. Sustainable Operating Practices to Conserve Energy A survey of County departments conducted in June 2009 indicated that, in addition to the facility improvements being implemented by the Building & Grounds Department, many County departments are implementing sustainable operating procedures to save energy in County facilities. For example:
Approximately 60% of County departments indicate that they turn off lights when rooms are not in use, and do not unnecessarily light unoccupied areas within their workplace. Approximately 50% of County departments indicate that they turn off computers on nights and weekends, and turn off monitors when away from their desks. Employees at the Community & Senior Center have implemented energy conservation practices such as opening windows for cross ventilation instead of using fans and using window blinds to help with temperature control.
The efforts being implemented by the Building & Grounds Department and employees in other County departments represent a step in the right direction and demonstrate that SCG is already taking initiative to increase energy efficiency, reduce energy costs, and minimize the environmental impact of County facilities. As the initiatives set forth in this Element are implemented, these practices should be built upon to further reduce energy and water consumption, power County facilities with clean, renewable energy, and minimize the overall environmental impacts of building, operating and maintaining County facilities.
Goals and Initiatives:

The following section outlines goals and initiatives that SCG should pursue to achieve more sustainable facilities, which reduce consumption of energy, water, and materials and minimize impacts on human health and the environment. The goals and initiatives are prioritized or broken out into the following timelines: Immediate (1-2 years), Mid-Term (3-5 years), and Ongoing Sustainability Practices.
IMMEDIATE INITIATIVES GHG Emissions Inventory and Tracking Goal A: Establish baseline data on the GHG emissions generated by County facilities, transportation and operations and set a reduction target to correspond with the State of Colorado GHG reduction goals (20% below 2005 levels by 2020 and 80% below 2005 levels by 2050). Initiative 1: Conduct a GHG emissions inventory of all County facilities, County fleet and transit vehicles, employee commuting, and other aspects of SCG operations (e.g., methane emitted from the County landfill and Snake River Wastewater Treatment Plant). Potential options and resources to complete the GHG emissions inventory include: 1) joining ICLEI and using ICLEI software to complete a GHG Inventory; 2) partnering with CU Denvers Program of Sustainable Infrastructure to have a student-faculty team conduct a baseline GHG inventory, or 3) working with the Community Energy Coordinator employed by HCCC or the Northern Mountain Climate & Energy Initiative to inventory SCG facilities and operations as part of a more comprehensive, community-wide GHG Inventory. Responsible Entities: Sustainability Coordinator, County Facilities Building & Grounds Dept., Fleet Services Dept. Subcommittee,
21
March 2010
IMMEDIATE INITIATIVES Energy Conservation / Energy Efficiency Goal B: Reduce energy use in County facilities by 5% by 2012. Initiative 1: Work to implement the energy efficiency improvements identified and recommended in the JCI energy audit by 2012, including the following: Energy Efficient Lighting: Replace existing lighting fixtures with more energy efficient lighting fixtures (e.g., T-8 fluorescent lighting or Light Emitting Diode (LED) lighting). Lighting Controls: Install lighting controls (e.g., motion sensors, dimmers and timers) to reduce lighting waste. HVAC Equipment Upgrades: Continue to retrofit existing County buildings with more energy efficient equipment for heating and ventilation (HVAC equipment). Building Envelope Improvements: Continue to repair building envelope leaks and complete suggested upgrades to achieve both energy savings and improved comfort within County facilities. Examples of recommended improvements include weather striping windows and doors, and fixing roof/ceiling penetration air leakage.
Responsible Entity: Building & Grounds Dept. Initiative 2: Conduct energy audits for additional County facilities through the HCCCs Energy Audit Program or another appropriate entity specializing in energy audits of government or community facilities. Conduct a comprehensive energy audit for the two (2) County facilities that have not yet been audited (the Medical Office Building and Snake River Wastewater Treatment Plant). Conduct more comprehensive energy audits addressing HVAC equipment and potential building envelope improvements for the eight (8) facilities that have only had lighting audits.
Responsible Entities: County Facilities Subcommittee, Building Inspection Dept., Building & Grounds Dept. Initiative 3: Become a partner with the U.S. EPA and join the ENERGY STAR Challenge to begin measuring and tracking energy and water use in County facilities. Utilize the free tools provided to ENERGY STAR Challenge participants to help SCG save energy and money, and demonstrate environmental leadership in the community. For example:

Measure and track energy and water use in all County facilities with the EPAs Portfolio Manager software program. Establish a comprehensive energy management program using ENERGY STARs Guidelines for Energy Management. Use Target Finder to set energy use targets and rate the energy design intent for new County facilities. Expand SCGs knowledge of available funding opportunities to finance County energy projects. Calculate the pay-back period of energy efficiency investments with the Cash Flow Opportunity Calculator.
Responsible Entities: Sustainability Coordinator, County Facilities Subcommittee, Building & Grounds Dept., County Managers Office
22
March 2010
Initiative 4: Establish standard operating hours for each County facility, and program each facilitys heating and lighting systems to minimize energy consumption during non-operating hours. Responsible Entities: County Facilities Subcommittee, Building & Grounds Dept., County Managers Office IMMEDIATE INITIATIVES Renewable Energy Goal C: Increase the percentage of SCGs energy that is generated by clean, renewable sources to 10% by 2012. Initiative 1: Work to install renewable energy systems on County facilities and properties. Focus efforts on the facilities and renewable energy technologies that Innovative Energys Renewable Energy Feasibility Study identifies as having the greatest potential for significant energy production. Potential renewable energy technologies to be utilized at County facilities include solar photovoltaic systems, solar thermal water heating systems, geothermal, biomass and wind-generated power. Responsible Entities: County Managers Office, County Facilities Subcommittee, Building Inspection Dept., Building & Grounds Dept. Initiative 2: If on-site generation of renewable energy is not adequate to provide 10% of SCGs energy by 2012, consider financing renewable energy generated off-site to make up any difference needed to achieve the 10% renewable energy target. The preferred option would be to contribute funds to the County-wide Revolving Loan Program to finance renewable energy installations on residential housing units in the County. Additional, secondary options include purchasing energy from wind, solar, geothermal or hydroelectric sources, or purchasing green tags/renewable energy certificates. Responsible Entities: County Managers Office, Sustainability Coordinator IMMEDIATE INITIATIVES Green Building Goal D: Incorporate green building practices into all County facilities to increase building efficiency, reduce consumption of energy, water, and materials, and reduce impacts on human health and the environment. Initiative 1: Develop guidelines for the design, construction, renovation and operation of County facilities to ensure that they provide healthier indoor environments, reduce operating costs, and conserve energy and resources. These guidelines could be developed based on selected items in the U.S. EPAs ENERGY STAR guidelines and U.S. Green Building Councils Leadership in Energy & Environmental Design (LEED) Green Building Rating System that are reasonable and appropriate for Summit County. Important concepts in green or efficient building that should be addressed in the building guidelines include: Passive solar orientation and thermal mass. Optimizing appropriate day lighting for improved productivity and reduced lighting costs. Building envelope efficiency, including energy efficient insulation in building walls and roofs, thermally efficient windows and window coverings, and air tightness. Energy efficient and correctly sized heating systems, and use of timers or programmable thermostats for heating equipment. Using healthy, non-toxic materials, such as low or no VOC paints, sealants and caulks (especially for inside), sustainable carpeting, and formaldehyde-free composite wood.
23
March 2010
Using building materials that are produced and/or manufactured locally or regionally whenever possible. Include a process in the guidelines for verifying the green building measures implemented and the building performance results.
1.1.
Responsible Entities: County Facilities Subcommittee, Building Inspection Dept., Building & Grounds Dept. MID TERM INITIATIVES Energy Conservation / Energy Efficiency Goal E: Reduce energy use in County facilities by 15% by 2015. Initiative 1: Implement additional energy efficiency improvements identified and recommended in the HCCCs energy audits by 2015. Responsible Entity: Building & Grounds Dept. Initiative 2: Evaluate the amount and location of existing lighting within County facilities and work to save energy by reducing lighting wherever possible and installing additional motion sensor lighting as appropriate. Responsible Entities: County Facilities Subcommittee, Building Inspection Dept., Building & Grounds Dept. Initiative 3: Incorporate administrative policies on energy conservation into Human Resources Sustainability Guidelines for County employees. The energy conservation policies should provide guidelines for the use of lighting, computers, electrical and heating devices, and other energy-using equipment, which are intended to help County employees conserve energy. Examples of guidelines to be included in the energy conservation policies include the following: Turn off all unneeded lights, and turn lights off at night and when leaving a room. Encourage employees that have offices with windows to open the shades and use natural daylight instead of turning on the lights whenever possible. Turn off and unplug electrical appliances when they are not in use. Require or encourage employees to avoid the use of personal space heaters and other personal electrical devices. Shut off computers at night, and turn off monitors when away from the desk for more than a half-hour. Also set monitors to go blank instead of using a screen saver and use other power save settings such as hibernate instead of standby.
Responsible Entities: HR Sustainability Guidelines Subcommittee, Human Resources Dept. Initiative 4: Evaluate exterior lighting at County facilities (e.g., parking area lighting) and increase lighting efficiency by: 1) replacing existing light fixtures with more efficient lighting (e.g., high pressure sodium or LED fixtures); and 2) utilizing timers to turn lights off during nonoperating hours as appropriate. Responsible Entities: County Facilities Subcommittee, Building & Grounds Dept. Initiative 5: Establish a central employee lunch / break room in each County facility to reduce the redundancy of electrical appliances (e.g., microwaves, toasters, etc.) and minimize associated electrical consumption. Responsible Entities: County Facilities Subcommittee, Building & Grounds Dept.
24
March 2010
Initiative 6: Explore opportunities to reduce operating hours at County facilities when appropriate, as a method to reduce energy consumption. For example, selected non-priority holidays could potentially be changed to priority holidays, and non-essential facilities could be closed on these days to reduce energy and fuel use. Responsible Entities: County Managers Office, Human Resources Dept. MID TERM INITIATIVES Renewable Energy Goal F: Increase the percentage of SCGs energy that is generated by clean, renewable sources to 25% by 2015. Initiative 1: Continue to install renewable energy systems on County properties, and explore and facilitate the development of large-scale renewable energy generation options in the County. Identify and pursue cost effective opportunities to invest directly in new larger-scale renewable energy projects like solar photovoltaic, wind, hydroelectric, geothermal, and landfill gas systems. Collaborate with Xcel Energy, the Governors Energy Office (GEO), and other public/private organizations to create community renewable energy demonstration projects.
Responsible Entities: Sustainability Coordinator, County Facilities Subcommittee, County Managers Office Initiative 2: Explore the feasibility of generating renewable energy from methane emitted at the County landfill or Snake River Wastewater Treatment Plant, in order to further reduce reliance on fossil-fuel based energy sources to power SCG operations. Responsible Entities: Sustainability Coordinator, County Facilities Subcommittee, County Managers Office Initiative 3: If the renewable energy systems installed on County properties (or other appropriate locations within the County) are not adequate to provide 25% of SCGs energy by 2015, consider financing renewable energy generated off-site to make up any difference needed to achieve the 25% renewable energy target. The preferred option would be to contribute funds to the County-wide Revolving Loan Program to finance renewable energy installations on residential housing units in the County. Additional, secondary options include purchasing energy from wind, solar, geothermal or hydroelectric sources, or purchasing green tags/renewable energy certificates. Responsible Entities: County Managers Office, Sustainability Coordinator MID TERM INITIATIVES Sustainable Land Use Goal G: Sustainably develop and manage County roads and properties to support the goals set forth in this Plan. Initiative 1: Develop a connectivity or trails plan for the County Commons area to guide future development in a manner that will improve the areas walkability and provide enhanced connections for walking and bicycling. Per the Walkability Report for Summit County, prepared by Dan Burden of Walkable Communities, the goal of the plan should be to improve pedestrian and bicycle connections both within the County Commons area and between the County Commons and the Town of Frisco.
25
March 2010
Responsible Entities: Planning Dept., Building & Grounds Dept., Open Space & Trails Dept., County Managers Office Initiative 2: Develop a master plan for the Countys solid waste facility property to outline appropriate uses and strategies to sustainably manage the area. The master plan should address continued use of the property for solid waste related activities (e.g., composting, recycling and land filling) along with future plans for developing facilities and infrastructure to promote the reuse of materials, large-scale renewable energy generation, and local food production (e.g., greenhouses, community gardens). Responsible Entities: Planning Dept., Landfill / Recycling Dept., County Managers Office Initiative 3: Work to implement the roadway improvements recommended in the Walkability Report for Summit County to provide enhanced pedestrian and bicycle connections along County roads. Focus on the problem areas identified in the Walkability Report, including U.S. Hwy 6, State Hwy 9, Swan Mountain Road, Cove Blvd., and the County roads adjacent to Dillon Valley Elementary School, Summit Cove Elementary School, and Summit High School. Responsible Entities: Road & Bridge Dept., Engineering Dept., Open Space & Trails Dept., County Managers Office ONGOING SUSTAINABILITY PRACTICES GHG Emissions Inventory and Tracking Goal H: Continue to track the GHG emissions generated by County facilities to measure progress toward achieving the GHG reduction goals set forth in this Plan. Initiative 1: Conduct a follow up GHG emissions inventory every five years to track progress toward the GHG reduction goals set forth in this Plan. Responsible Entities: Sustainability Coordinator, County Facilities Subcommittee, Building & Grounds Dept. ONGOING SUSTAINABILITY PRACTICES Energy Conservation / Energy Efficiency Goal I: Reduce energy use in County facilities by 25% by 2020. Initiative 1: Continually work to increase the energy efficiency of County facilities as facilities are remodeled and mechanical systems are replaced. When mechanical systems are scheduled for replacement, explore available technologies and strive to purchase the highest efficiency systems available. Responsible Entities: County Facilities Subcommittee, Building & Grounds Dept. Initiative 2: Consider making the County departments located within each facility accountable for the energy use of that facility. Explore, and if possible, develop an energy budget for each County facility and encourage the departments within the facility to operate within the energy budget. Responsible Entities: County Facilities Subcommittee, Building & Grounds Dept., Finance Dept. Initiative 3: Track energy use in County facilities (electricity and natural gas) to evaluate the energy efficiency of each facility and monitor progress toward the energy reduction goals set forth in this Plan.
26
March 2010
Responsible Entities: Sustainability Coordinator, County Facilities Building & Grounds Dept., Finance Dept. ONGOING SUSTAINABILITY PRACTICES Renewable Energy Goal J:
Subcommittee,
Increase the percentage of SCGs energy that is generated by clean, renewable sources to 50% by 2020, 75% by 2025, and 100% by 2030. Initiative 1: Continue to install renewable energy systems on County properties and work to develop large-scale renewable energy generation options in Summit County, such as larger scale solar and wind energy farms and hydroelectric projects. Responsible Entities: County Managers Office, Building & Grounds Dept. Initiative 2: As SCG works toward its long-term goal of 100% renewable energy by 2030, emphasis should be placed on constructing renewable energy systems on County properties and other appropriate locations within the County. However, if necessary, SCG should consider financing renewable energy generated off-site to make up any difference needed to achieve the respective 5-year renewable energy targets set forth in this Element. The preferred option would be to contribute funds to the County-wide Revolving Loan Program to finance renewable energy installations on residential housing units in the County. Additional, secondary options include purchasing energy from wind, solar, geothermal or hydroelectric sources, or purchasing green tags/renewable energy certificates. Responsible Entities: County Managers Office, Sustainability Coordinator
ONGOING SUSTAINABILITY PRACTICES Green Building Goal K: Continue to incorporate green building practices into all County facilities to increase building efficiency, reduce consumption of energy, water, and materials, and reduce impacts on human health and the environment. Initiative 1: For all new County facilities and major renovations of existing facilities, strive to meet the U.S. EPAs ENERGY STAR guidelines and at least the standards for Silver Level certification in the U.S. Green Building Councils Leadership in Energy & Environmental Design (LEED) Green Building Rating System, with a goal of achieving the LEED Gold standard for as many County facilities as possible. While LEED certification may not be economically practicable, the LEED standards could be used to develop guidelines for the design and construction of County facilities. Responsible Entities: Building & Grounds Dept., Building Inspection Dept. Initiative 2: Continue to improve the environmental performance of existing County facilities. Work to retrofit existing County facilities in accordance with the energy and resources standards in the ENERGY STAR and LEED for existing buildings (LEED-EB) programs. Strive to fully implement all appropriate LEED-EB principles into County operations and maintenance. Responsible Entities: Building & Grounds Dept., Building Inspection Dept. ONGOING SUSTAINABILITY PRACTICES Water Conservation Goal L: Reduce water use at County facilities by promoting water conservation in both building and landscape use.
27
March 2010
Initiative 1: Incorporate water-conserving fixtures in new construction and remodeling projects. Whenever practicable, replace outdated or damaged water fixtures with state-of-the-art, water-conserving fixtures. Examples include: low flow toilets, showerheads and faucets, and waterless urinals. Responsible Entity: Building & Grounds Dept. Initiative 2: Utilize water-conserving landscaping materials and practices (e.g., xeriscaping) on County properties. Minimize irrigation through selection of native, drought-tolerant plant species and grasses, and clustering of plants that require water. Use water-conserving landscaping practices and technologies including, but not limited to: rainwater harvesting, smart irrigation timers and controls, drip irrigation, flow meters, master valves, water audits and hydrozoning. Require contractors to perform water audits on landscape and irrigation installations to show that they have been installed per the applicable specifications and are working as specified. If the audit identifies deficiencies, the contractor should be required to correct them.
Responsible Entity: Building & Grounds Dept. Initiative 3: Explore potential ways to use recycled water for County operations. For example, explore the possibility of using greywater for restroom facilities, landscape irrigation, and other potentially appropriate uses, by installing greywater piping and on-site greywater treatment systems in new or existing County facilities when practicable. Responsible Entities: County Facilities Subcommittee, Building Inspection Dept., Building & Grounds Dept.
SUSTAINABILITY INDICATORS
The following indicators represent realistic and ascertainable data that could be tracked to gauge or measure SCGs progress toward achieving the Sustainability Action Statement, goals and initiatives set forth in this Element.

Energy use at County facilities. Renewable energy used to power County facilities as a percentage of total energy consumed. The number of County facilities that meet ENERGY STAR and LEED guidelines for energyefficient and green building. Water use at County facilities.
28
March 2010
Transportation Element
Reduce fuel consumption and associated GHG and other air pollutant emissions generated from County fleet, transit vehicles and employee commuting.
Introduction
Efficient and reliable transportation is fundamental to the economy and quality of life in the County. While effective transportation is critical to move people and goods throughout the County, it is also recognized that transportation can have adverse impacts on the environment. 6 In essence, transportation is a major component of SCGs carbon footprint, and one that can be directly controlled or impacted by implementing the initiatives set forth in this Element. When discussing transportation as it relates to SCG, there are three main components: 1) County fleet vehicles (e.g., ambulances and snowplows), 2) Transit / Summit Stage vehicles and 3) employee commuting. Together, the Countys fleet, transit vehicles and employee commuters account for a significant amount of vehicle miles traveled (VMT), and gasoline and diesel fuel consumed each year. The economic and environmental implications of operating these vehicles are considerable, and include substantial fuel costs for SCG and its employees, as well as emissions of GHGs and other air pollutants that contribute to reduced air quality and global climate change. The Transportation Element outlines goals and initiatives intended to help reduce GHGs and other air pollutant emissions associated with vehicle travel, while also reducing fuel costs, and encouraging employees to reduce the number of vehicle trips they take both during working hours and when commuting to and from work. Overall, the goals and initiatives set forth in this Element focus on:
Reducing fuel consumption and emissions generated by County fleet and transit vehicles through:

Vehicle trip reduction. Conversion to alternative fuel, hybrid, or other highly efficient vehicles.
Increasing the use of alternative transportation for employee commuting (i.e. walking, cycling, transit, carpooling, vanpooling).
Striving to Achieve State of Colorado GHG Emissions Reduction Goals As discussed in the Introduction Section of the Plan, in 2007 the State of Colorado adopted a comprehensive Climate Action Plan, which sets specific goals and targets for reducing GHG emissions to:
20% below 2005 levels by 2020, and 80% below 2005 levels by 2050.
6 Within the State of Colorado, as of 2007, the transportation sector cars, trucks, transit vehicles and construction equipment represented 23 % of total greenhouse gas (GHG) emissions. Source: Colorado Climate Action Plan: A Strategy to Address Global Warming, November 2007.
29
March 2010
The goals outlined in this Element have been set forth to correlate with these statewide GHG reduction goals. The goals include similar numeric targets for reducing fuel consumption and associated GHG emissions over two, five and ten year increments (i.e. 2012, 2015 and 2020 targets) and were calculated using baseline data on SCGs fuel consumption in 2005 and 2008. The targets would position SCG to reduce its transportation-related emissions 20% below 2005 levels by 2020, in accordance with the goals established in the States Climate Action Plan. These targets may appear aggressive when considering todays technologies and fossil fuel-based transportation system. Achieving the fuel reduction targets established in this Plan will undoubtedly require a staid commitment by SCG. However, it is important to acknowledge that SCGs efforts could likely be facilitated by improvements to transportation technologies and higher fuel efficiency standards in the coming years. It is anticipated that technological advances and regulatory changes over the coming decade will notably improve vehicle fuel efficiency, expand the availability of alternative fuels, and increase options for non carbon based forms of transportation (e.g., electric vehicles).

In order to establish goals and initiatives that would position SCG to achieve GHG reduction goals similar to the State, it is important to have a clear understanding of the current or baseline conditions related to SCGs transportation systems. To ascertain the current baseline and existing conditions, the following items were inventoried or evaluated: County fleet and transit vehicles fuel use and costs, VMT, and estimated annual CO2 emissions; and current employee commuting patterns. These baseline conditions provide the starting point from which SCG should strive to reduce fuel consumption and GHG emissions, and from which progress will be measured. Fleet and Transit / Summit Stage SCG operates a sizeable vehicle fleet, comprised of roughly 290 vehicles and other pieces of equipment. As of July 2009, the County fleet included 145 motor vehicles (i.e. passenger cars, SUVs, vans and trucks), 32 buses, 10 ambulances, and approximately 96 other pieces of equipment (e.g., tractors, loaders, ATVs, etc.). Passenger cars currently make up a relatively small percentage of SCGs motor vehicles (21%), while SUVs and pickup trucks represent 60% of the motor vehicles in the County fleet.
2009 - SCG Fleet and Transit Vehicles Inventory Vehicle Type Number Passenger Cars (Midsize Sedans) 30 SUVs Midsize 32 Full size 11 Hybrid 2 Total SUVs 45 Trucks Pickup Trucks 42 Dump Trucks 5 Sand/Plow Trucks 6 Other Trucks 10 Total Trucks 63 Vans 7 Ambulances 10 Summit Stage Buses Medium Duty 4
30
March 2010
2009 - SCG Fleet and Transit Vehicles Inventory Number Heavy Duty 28 Total Buses 32 Other Equipment (e.g., tractors, loaders, ATVs) 96 Total 283 Source: Steve Stephens, Summit County Fleet Services Dept., July 2009. Vehicle Type
Cumulatively, the County fleet and Transit / Summit Stage vehicles traveled approximately 2.76 million vehicles miles in 2008. This is the equivalent of driving across the United States (from Augusta, ME to Los Angeles, CA) 837 times. Summit Stage buses drove approximately 55% of these vehicle miles (1.5 million miles, or 460 cross-country trips), and the rest of the Countys non-transit related fleet vehicles drove the remaining 45% (1.2 million miles, or 377 cross-country trips). Although this mileage was less than the previous years of 2007 and 2006 (when mileage was 3 million and 3.15 million vehicle miles, respectively), it is consistent with the average annual VMT from 2000 2008 (an average of 2.77 million vehicle miles per year).
2008 - Annual VMT by County Fleet and Transit Vehicles Transit / Summit Stage 1,526,301 Sheriff & Jail 529,797 Ambulance 242,165 Rest of Fleet 465,620 Total VMT 2,763,883 Source: Steve Stephens, Summit County Fleet Services Dept., July 2009.
Driving almost 2.8 million miles consumes a lot of fuel. In 2008, the Countys fleet and Transit / Summit Stage vehicles used over 533,000 gallons of fuel, which is enough to fill an Olympic sized swimming pool. The majority (81%) of the fuel consumed was diesel, and approximately 44% of this diesel fuel (233,558 gallons) was used to power the Countys Transit / Summit Stage buses. Fuel consumption has considerable economic implications on SCGs budget. In 2008, SCG spent a total of approximately $1.7 million on gasoline and diesel fuel. Fuel use and associated fuel costs have been rising over the past several years, with fuel use (in gallons) increasing by an average of approximately 4.7% per year from 2000 2008, and fuel costs increasing by an average of 37% per year over the 2008 SCG Fleet and Transit Vehicles same time period. Annual Fuel Use and Fuel Costs
Total Annual Fuel Use in 2008 533,710 gallons Gasoline 99,395 gallons Diesel 434,315 gallons Total Annual Fuel Cost in 2008 - $1,672,385 Gasoline $276,831 Diesel - $1,395,555
Notes: 1. 2008 Annual Fuel Use includes 39,349 gallons sold to CDOT (9,698 gallons of gasoline and 29,651 gallons of diesel), which is 7.3% of total fuel use. 2. 2005 Annual Fuel Use was 476,924 gallons (including 110,566 gallons of gasoline and 366,358 gallons of diesel). Source: Steve Stephens, County Fleet Services Dept., July 2009.
In addition to the economic implications of fuel consumption, there are also environmental impacts associated with the combustion of gasoline and diesel fuel. Fuel consumption associated with the Countys fleet and transit vehicles generates emissions of GHGs and other air pollutants. One of the leading GHGs generated by fuel combustion is CO2. Although CO2 is just one of the GHGs associated with global warming, it is the most prevalent. 7 Based on the amount of
According to the IPCC, CO2 is produced predominantly through burning fossil fuels (i.e. gasoline, natural gas, coal and oil), and is the largest contributor to the greenhouse effect (estimated to be over 80% of all U.S. GHG emissions).
31
March 2010
fuel consumed by SCG in 2008, it is estimated that the burning of gasoline and diesel to run the Countys fleet and transit vehicles generated approximately 5,785 tons of CO2 in 2008. This represents a substantial contribution to SCGs overall carbon footprint, which could be reduced by implementing initiatives set forth in this Element.
2005 & 2008 - SCG Fleet and Transit Vehicles Estimated Annual Carbon Dioxide (CO2) Emissions Total CO2 Emissions in 2008 5,785 tons Gasoline - 964 tons Diesel 4,821 tons Total CO2 Emissions in 2005 5,139 tons Gasoline 1,072 tons Diesel 4,067 tons Calculated using the following equations provided by the U.S. Environmental Protection Agency (EPA): Burning 1 gallon of gasoline produces 19.4 lbs CO2; Burning 1 gallon of diesel produces 22.2 lbs CO2. Source: Steve Stephens, Summit County Fleet Services Dept., July 2009.
Employee Commuting In addition to the Countys fleet and transit vehicles, another important transportation consideration in developing transportation strategies to address sustainability is SCGs approximately 520 employees, who cumulatively drive many vehicle miles to commute to and from work each day. An initial, cursory survey of County departments conducted in June 2009 indicated that employees in over 40% of the Countys departments (13 of 31 departments) frequently walk, bike, carpool or ride the Summit Stage to work. Departments with a high percentage of green commuters include: Building Inspection; Community and Senior Center; Fleet Services; Information Systems; Open Space & Trails; Planning; Public Health; Road & Bridge, Transit / Summit Stage; Snake River Sanitation; Summit Combined Housing Authority, Treasurers Office and Weed Control. In order to develop programs that could effectively reduce the environmental impacts of employee commuting and encourage the use of alternative transportation, more detailed baseline data on employee commuting patterns is needed. Therefore, conducting a more thorough employee commuter survey has been identified as an initiative to be implemented within the short term.

SCG has already taken several steps to reduce vehicle fuel consumption, and associated GHG emissions generated by County fleet and transit vehicles. In addition, there have also been some measures taken to encourage County employees to use alternative transportation. The following is a list of some past accomplishments and current or ongoing practices that contribute to more sustainable transportation practices: Fuel Reduction
The Summit Stage reduced its fuel use by 4.3% (10,732 gallons) between 2007 and 2008 (a reduction from 249,314 gallons in 2007 to 238,582 gallons in 2008). Strategies used to achieve these fuel savings
32
March 2010
included:

Route changes. Adjustments to vehicle computer systems to automatically shut down bus engines after 5 minutes of idling and set maximum bus speed at 60 mph. The purchase of two Ford Escape Hybrids for the Summit Stage fleet.
Alternative Fuels
The Countys diesel vehicles and Summit Stage buses are running on B5 (5%) biodiesel fuel during the summer months, and ultra low sulfur diesel (ULSD) in winter months.
Efficient Operating Procedures

County ambulances are equipped with interactive technology that provides feedback on driver behavior to encourage fuel-efficient driving practices. The Summit Stage attempts to use the smallest buses / transit vehicles needed for each transit route. The Summit Stage is currently working with the Fleet Services Dept. to install electronic fleet management software in Summit Stage buses. The software should help to increase operating efficiency and reduce waste through electronic inspection, tracking and management of transit vehicles. Road and Bridge operators and equipment are seasonally based out of equipment sheds in close proximity to the snowplow routes they maintain. This reduces fuel usage and equipment wear, and increases productive labor hours. Road and Bridge operates on a 4 day / 10 hour work week in the summer, which increases labor efficiency, reduces mobilization time and costs by 20%, and reduces machinery wear and pollution. The Fleet Services Dept. runs a tire inflation program to maintain proper tire air pressure in County vehicles.
Mitigating Emissions from Fuel Use

The Summit Stage purchased wind credits from Renewable Choice in 2007 and 2008 to offset the emissions associated with fuel consumption.
Employee Commuting
Bike racks are provided at some of the Countys facilities, including the County Commons and the Courthouse. The Planning and Weed Control Departments have each acquired a commuter bike for employees to use for short trips during the work day.
These practices demonstrate that County departments are already taking initiative to increase efficiency, reduce fuel costs, and minimize the environmental impact of SCGs transportation system. As the Transportation initiatives set forth in this Element are initiated, these practices should be built upon and the existing programs could be formalized and expanded to ensure that they continue into the future. Sustainability Task Force Fleet Subcommittee One of the first implementation strategies pursued by the Sustainability Task Force in the summer of 2009 was to create a five-member Fleet Subcommittee. 8 At the request of the County Managers Office, this subcommittee of the Task Force was created to provide recommendations on: 1) appropriate fleet vehicles to be purchased by SCG in 2010, and 2) strategies to efficiently handle certain low usage vehicles within the County fleet. As a result, the key objectives of the subcommittee are to identify and recommend strategies to:
The five original members of the Fleet Subcommittee (and their respective department) are: Thad Noll, County Managers Office; Steve Stephens, Fleet Services; John Jones, Transit / Summit Stage; Phil Houghton, Road and Bridge; and Don Bantam, Building Inspection.
33
March 2010
Reduce the size of the County fleet by eliminating unused or underused vehicles, reducing vehicle size when appropriate, and working to phase out older, less efficient vehicles. Purchase more fuel-efficient vehicles and equipment when replacing County fleet vehicles.
The Fleet Subcommittee is intended to be a sustainable entity that will continue to meet on a periodic basis over the coming years. The subcommittees goal is to continue to make recommendations on annual vehicle purchases, periodically analyze the Countys fleet and recommend efficiency improvements, and work to carry out many of the initiatives set forth in this Element of the Plan. The Fleet Subcommittee was the first subcommittee created by the Sustainability Task Force. The group has been able to successfully discuss and work through issues, weigh a variety of economic and environmental considerations, and make sound recommendations that should help to improve the overall efficiency and fuel economy of the County fleet.

The following section outlines goals and initiatives that SCG could pursue to reduce overall fuel use in County operations, reduce vehicle miles traveled (VMT), and increase the use of alternative modes of transportation for employee commuting. More details on the prioritization and organization of the goals and initiatives in each Plan element are provided in the Introduction Section of the Plan.
IMMEDIATE INITIATIVES - County Fleet Goal A: Reduce the County fleets annual gasoline and diesel use, and associated GHG emissions by 6% by 2012. Initiative 1: Work to purchase more fuel-efficient fleet vehicles and equipment. When replacing County fleet vehicles, strive to purchase alternative fuel vehicles, electric, hybrid-electric, or the highest efficiency vehicles available, while taking into consideration the need for efficient handling of ongoing servicing, maintenance, and warranty issues at nearby dealerships.

Whenever available for the applicable vehicle category and economically feasible, SCG should purchase alternative fuel, electric, or hybrid-electric vehicles. When vehicles required for specific tasks are not available in hybrid form, the highest fuel mileage/lowest carbon emissions per mile vehicles available should be acquired. To help make these vehicle purchases economically viable, SCG should explore state and federal grants to assist in the purchase of green vehicles and equipment.
1.1.
Responsible Entities: Fleet Subcommittee, Fleet Services Dept., County Managers Office Initiative 2: Work to transition the Countys diesel vehicles to biodiesel or other appropriate types of non-fossil fuel-based alternative fuel whenever feasible (e.g., fuel is available and useable per the vehicle warranty). Responsible Entity: Fleet Subcommittee, Fleet Services Dept. Initiative 3: Promote fuel-efficient employee driving practices and sustainable use of County vehicles and equipment by educating County employees about driving practices that reduce fuel consumption and GHG emissions. 3.1. Develop and offer a comprehensive training course on fuel-efficient driving for County employees.
34
March 2010
Responsible Entities:
HR Sustainability Guidelines Subcommittee, Human Resources Dept.
3.2.
Establish and promote an anti-idling policy for County vehicles to prohibit vehicle idling unless necessary to protect public safety or prevent harm to the vehicle. The policy should address limiting idle time for winter defrosting to the maximum extent practicable. Responsible Entities: HR Sustainability Guidelines Subcommittee, Human Resources Dept., Fleet Services Dept.
3.3.
Equip new County vehicles with a GPS devise or other appropriate technology to provide interactive feedback on driver efficiency and track vehicle idle time. Responsible Entity: Fleet Services Dept.
Goal B:
Reduce the annual VMT by the Countys fleet by 5% by 2012. Initiative 1: Incorporate recommended policies for employee travel and strategies to reduce VMT into Human Resources Sustainability Guidelines. Recommended strategies should focus on route optimization and trip elimination measures, and encouraging employees to use the most fuel-efficient vehicles available. Examples of recommended strategies include the following:
Whenever employees travel to multiple destinations throughout the County, the most efficient/optimal route should be identified to minimize total VMT. For example, LandTrack software can be used to map the most efficient route for site inspections (for the Building Inspection, Engineering, Planning and Environmental Health Departments). Explore the possibility of using wireless technologies for inspectors to remotely enter data from the field (e.g., Tough Books, WIFI) to decrease vehicle trips to County offices. Encourage and enable teleconferencing, web conferencing and centralized meeting locations to reduce travel. Work to eliminate unnecessary vehicle trips by encouraging employees to carpool or use public transportation when travel is required. Encourage employees to use the most fuel-efficient vehicle available when making work-related vehicle trips. Establish a seamless program / policy for County employees to rent fuel-efficient vehicles from a local car rental company (i.e. Enterprise) for long distance trips. Establish policies for employee use of personal vehicles versus County fleet vehicles, which reward employees for driving the most fuel-efficient vehicle possible. One example could be adjusting SCGs mileage reimbursement policy to vary mileage reimbursement rates based on the fuel-efficiency of an employees vehicle. HR Sustainability Guidelines Subcommittee, Human Resources Dept.
Responsible Entities:
Initiative 2: Work to provide a central room for teleconferencing and web conferencing in respective County facilities, which could be used by County employees and other members of the community. Responsible Entities: Information Systems Dept., Building & Grounds Dept.
35
March 2010
IMMEDIATE INITIATIVES Employee Commuting Goal C: Increase the percentage of County employees that use alternative modes of transportation for their work commute by 10% by 2012. Alternative forms of transportation include riding public transit, bicycling, walking, vanpooling and carpooling. Initiative 1: Conduct an employee commuter survey of all County employees to 1) gather baseline data on employee commuting patterns, and 2) solicit input on preferred programs for SCG to pursue to encourage employee use of alternative transportation for their work commute. Responsible Entities: Planning Dept., Human Resources Wellness Committee Initiative 2: Establish a Work Trip Reduction Incentive Program (WorkTRIP) to encourage and support employee use of alternative transportation for their work commute. For example:
Encourage and facilitate employee vanpools or commuter shuttles. Explore the potential to provide a subsidy for long distance vanpool riders and to allow employees who use a vanpool or commuter shuttle to pay for those services with pre-tax dollars. Establish a County vehicle rideshare program to encourage and coordinate employee carpooling. Organize a Departmental Commuting Challenge and provide incentives to reward employees who use alternative transportation for their work commute, such as gift certificates, paid time off or other monetary compensation (e.g., $4 per day).
Responsible Entities: Human Resources Wellness Committee, Human Resources Dept., Fleet Subcommittee, Summit Stage Initiative 3: Work to provide an adequate amount of safe, secure and convenient bicycle storage at all County facilities by 2012, utilizing available grant funding from the Summit Prevention Alliance and other appropriate funding sources. Responsible Entities: Sustainability Task Force Subcommittee, Building and Grounds Dept. Goal D: Work to achieve a 50% rate of County employees on a flexible work schedule and a 5% rate of County employees utilizing telecommuting one or more days per week by 2012, to further reduce VMT by employee commuting. Initiative 1: Promote flexible work arrangements to reduce vehicle trips, ease traffic congestion, and subsequently reduce GHG emissions. This includes telecommuting and flexible/compressed work schedules.
Work to transition employees in appropriate County departments to flexible/compressed work schedules (e.g., 4 10-hour days/week, or a 9/80 schedule (working 80 hours in 9 days every two weeks, instead of 10 days). Encourage employees in appropriate County departments to telecommute one or more days/week. Establish a County Flex Work Policy, which provides guidance to employees and managers on how to apply for, enroll in and implement Flex Work strategies. The Flex Work Policy should provide tools to assess whether employees and their positions are suitable for telecommuting or working an alternate schedule.
Responsible Entity: Human Resources Dept.
36
March 2010
ONGOING SUSTAINABILITY PRACTICES - County Fleet Goal E: Reduce overall GHG emissions from the Countys fleet vehicles by 15% by 2015, and 30% by 2020 (compared to the 2008 baseline). Initiative 1: Reduce the size of the Countys non-transit related fleet by eliminating unused or underused vehicles, reducing vehicle size when appropriate, and working to phase out older, less efficient vehicles.
Analyze vehicle usage on an annual basis to identify vehicles that are underutilized and can therefore potentially be eliminated or replaced with a vehicle from the County motor pool. Identify vehicles that are oversized for their intended use and could be replaced with smaller, more fuel-efficient vehicles.
Responsible Entities: Fleet Subcommittee, Fleet Services Dept. Initiative 2: When replacing County fleet vehicles, continue working to purchase alternative fuel vehicles, electric, hybrid-electric, or the highest efficiency vehicles available. Responsible Entities: Fleet Subcommittee, Fleet Services Dept., County Managers Office Initiative 3: Continue to investigate and implement the expanded use of alternative fuels (e.g., biodiesel) in appropriate County fleet vehicles. Responsible Entities: Fleet Subcommittee, Fleet Services Dept. Initiative 4: Continue to promote fuel-efficient employee driving practices and sustainable use of County vehicles and equipment. Develop strategies to incentivize employees to reduce fuel use as a cost-saving and emissions reduction measure. Examples of potential strategies include:

Providing quarterly fuel consumption reports to County departments to make them aware of the amount of fuel used. Holding competitions among departments to see which department can reduce fuel usage the most, and providing rewards/prizes for the winning department.
Responsible Entities: Fleet Services Dept., HR Sustainability Guidelines Subcommittee, Human Resources Dept. Initiative 5: Install Auxiliary Power Units (APUs) in heavy equipment that cannot be stored indoors, in order to reduce equipment idling time and associated fuel consumption. Responsible Entity: Fleet Services Dept. Initiative 6: Continue to operate and expand the Countys tire inflation program to maintain proper tire air pressure in County fleet vehicles, and conduct regular maintenance and up keep of County fleet vehicles to ensure the vehicles are in the best working condition. Responsible Entity: Fleet Services Dept. Initiative 7: Consider purchasing carbon offsets to mitigate all (or a portion of) the GHG emissions from the annual fuel used by the Countys fleet vehicles. Responsible Entities: Fleet Subcommittee, Fleet Services Dept., County Managers Office
37
March 2010
ONGOING SUSTAINABILITY PRACTICES - Transit / Summit Stage Goal F: Reduce emissions generated by County transit vehicles by increasing fuel efficiency, increasing the use of alternative fuels, and purchasing carbon offsets. Initiative 1: Continue work to install electronic fleet management software in Summit Stage buses and other transit vehicles (e.g., Mountain Mobility vehicles) to provide:

Electronic vehicle inspection reports that eliminate paperwork and expedite vehicle repair and maintenance. A GPS devise capable of tracking idle time, speed, and vehicle location.
Responsible Entities: Summit Stage, Fleet Services Dept. Initiative 2: As buses are replaced, explore the feasibility of transitioning to diesel-electric hybrid buses, or other appropriate vehicles with increased fuel efficiency/reduced emissions. Responsible Entities: Summit Stage, Fleet Services Dept. Initiative 3: Continue using Ultra Low Sulfur Diesel (ULSD) fuel during the winter months and explore the possibility of increasing the percentage of biodiesel used to fuel buses during the summer months. Responsible Entities: Summit Stage, Fleet Services Dept. Initiative 4: Identify a reliable company to purchase carbon offsets from, and continue to purchase carbon offsets to mitigate emissions from the annual fuel used by the Summit Stage fleet. Responsible Entity: Summit Stage Initiative 5: Continue to work with Lake County to provide Summit Stage bus service for Lake County commuters, and work to provide vanpools for out-of-County commuters in Park, Grand and Eagle counties. Responsible Entity: Summit Stage ONGOING SUSTAINABILITY PRACTICES - Employee Commuting Goal G: Continue to increase the percentage of County employees that use alternative modes of travel for their work commute and during daily work trips (e.g., use of bicycles, public transportation, carpooling, etc.). Initiative 1: Continue to encourage and support employee use of alternative transportation through SCGs Work Trip Reduction Incentive Program (WorkTRIP). Responsible Entities: Human Resources Wellness Committee, Human Resources Dept., Fleet Subcommittee, Summit Stage Initiative 2: Incorporate bicycles and low-speed electric vehicles into the general County fleet vehicle pool as sustainable transportation options for short trips. Work to ensure that each County facility contains a bicycle fleet (consisting of at least 1 2 bicycles) for employee use. Responsible Entities: Fleet Subcommittee, Fleet Services Dept., Building & Grounds Dept.
38
March 2010
LONG TERM INITIATIVES County Fleet Following are additional long-term initiatives that could potentially be pursed by SCG to help achieve the Sustainability Action Statement and goals set forth in this Element. Initiative 1: Explore the possibility of providing enclosed and/or covered parking for appropriate County fleet vehicles to reduce idling time for defrosting and vehicle warm-up during the winter months. Responsible Entities: Fleet Services Dept., Building & Grounds Dept. Initiative 2: Work to install electrical outlets for plug-in hybrid electric and/or plug-in electric vehicles at County facilities on an as-needed basis. Responsible Entities: Fleet Services Dept., Building & Grounds Dept. LONG TERM INITIATIVES - Employee Commuting Initiative 1: Explore the possibility of providing showers and/or lockers in County buildings to facilitate employee use of alternative transportation for their work commute. Responsible Entity: Building and Grounds Dept. Initiative 2: Evaluate the feasibility of providing childcare for County employees within close proximity to their workplace, as a means of reducing employees daily commuting distances. Responsible Entities: County Managers Office, Human Resources Dept., Building and Grounds Dept.
The following indicators represent realistic and ascertainable data that could be tracked to gauge or measure SCGs progress toward achieving the Sustainability Action Statement, goals and initiatives set forth in this Element. The indicators have been broken out into two categories: Available Data (currently accessible information that can continue to be tracked over time), and Attainable Data (information that can be acquired and then tracked over time). Available Data:

SCGs annual gasoline and diesel use. Annual vehicle miles traveled (VMT) by the Countys fleet vehicles. The average fuel efficiency of the Countys fleet and transit vehicles. The percentage of biodiesel or other alternative fuels used by the Countys fleet and transit vehicles.
Attainable Data:

The percentage of County employees using alternative transportation for their work commute and during daily work trips. The percentage of County employees on a flexible / compressed work schedule, and County employees telecommuting one or more days per week.
39
March 2010
Waste Prevention Element

Reduce the amount of waste generated by SCG operations by promoting waste reduction and reuse strategies, and increasing recycling and composting at County facilities.
Introduction
Increasingly, many local governments are adopting a goal of zero waste as an integral component of their sustainability plans, to guide efforts to become more sustainable and use resources more efficiently. Achieving zero waste is the guiding principle and focus of this Element. What is Zero Waste? Zero waste is a philosophical principle that is increasingly being used to guide efforts to reduce waste. The concept of zero waste seeks to transform the current system of extract, use and discard to achieve a closed-loop sustainable production and consumption cycle. The presumption that waste is a natural byproduct of our culture and economic system, which is handled by end-of-the-pipeline waste management activities, is replaced with the presumption that products should be designed so that they can be reused, repaired or recycled. In essence, zero waste focuses on preventing, rather than managing waste and pollution, and recommitting to the priority ordering of the waste reduction hierarchy: first reduce consumption; next, reuse what is left; then recycle or compost anything that is no longer useable; and finally landfill any residual. Communitywide Zero Waste Goal In August 2005, the BOCC adopted Resolution #2005-64 providing a vision and goals for eliminating waste in the County. With the adoption of this Resolution, SCG joined a growing movement of local governments that have adopted zero waste goals and policies. The Resolution confirms SCGs commitment to a target of zero waste and acknowledges that SCG will pursue the goal of zero waste by promoting reduced consumption, reuse of materials, and increased recycling and composting. SCG has been working earnestly to implement the waste reduction goals outlined in the Resolution over the past few years. Important steps toward achieving these goals have focused on establishing infrastructure to facilitate recycling and composting, and implementing waste disposal fees to incentivize waste segregation and diversion. These actions are further detailed in the Past Initiatives & Present Sustainability Practices section below. Working Toward the Goal of Zero Waste Goals and Initiatives Through this Plan, it is advocated that SCG continue to work toward achieving the goal of zero waste by focusing on: reducing consumption and minimizing waste in County operations; maximizing recycling and composting; and increasing the purchase and use of products which are made to be reused, repaired or recycled back into the environment or the marketplace. To pursue the target of zero waste, this Element outlines goals and initiatives intended to decrease the resources consumed and waste generated by SCG. Topics addressed in the Element include waste
40
March 2010
reduction and reuse, recycling, composting, and hazardous materials management and disposal. Goals and initiatives set forth in the Element focus on:
Promoting waste reduction and reuse through sustainable operating and purchasing practices that will: Reduce consumption of paper and other goods, and Decrease the purchase and use of non-reusable, non-recyclable and non-compostable products.
Establishing composting programs to divert organics from the waste stream. Improving and expanding recycling at County facilities. Reducing the use of hazardous materials, and safely and efficiently addressing the management and disposal of those materials that are absolutely necessary.
The goals and initiatives outlined in this Element prioritize upstream solutions to prevent waste before it is created, and also emphasize improving end of the pipeline recycling and composting programs. The recommended initiatives promote sustainability practices that are economical and environmentally beneficial. From an economic standpoint, reducing waste can increase operating efficiency and reduce costs. In the context of environmental sustainability, waste prevention conserves natural resources and reduces energy use, GHG emissions, and air and water pollution associated with extraction and transportation of raw materials and disposal of toxic substances in landfills. Mitigating Climate Change Through Zero Waste Strategies Zero waste strategies such as waste reduction, reuse of materials, traditional recycling and composting are currently producing known, quantifiable net energy savings and reductions in GHGs. Results from research conducted by ICLEI and StopWaste.org show that practices such as recycling and composting, and buying recycled products, play an important role in a local governments GHG emissions mitigation strategy. Recycling reduces GHG emissions because manufacturing products from recovered materials avoids emissions from the energy that would have been used during extraction, transport and processing of virgin raw materials. Separating food waste and organic material for composting instead of landfilling also helps to decrease GHG emissions by reducing methane production in landfills. Quick Stats: Reducing GHG Emissions Through Composting
Methane is a powerful GHG, which is 23 times more potent than CO2. Food waste produces more methane than any other organic material and can be effectively diverted from the landfill by composting. The reduction of food waste and other biodegradable, organic materials (e.g., paper towels, grass and tree clippings, etc.) sent to the landfill reduces the methane emissions that are produced when organic waste decomposes in the absence of oxygen at the landfill. For every 1 ton of food waste that is diverted from the landfill, SCG would prevent approximately 1.09 tons of carbon dioxide equivalent (CO2e) from entering the atmosphere.
Striving to Achieve State of Colorado Waste Diversion Goal Waste diversion is the process of diverting waste from being disposed of in landfills by reducing the amount of materials that are purchased and used, reusing products, recycling and composting. The State
41
March 2010
of Colorado has established a state government waste diversion goal of 75% by 2020. In addition, it has expanded the Greening of State Government program to implement a three-bin strategy throughout state government facilities for separating recyclable materials, compostable materials and landfill trash. It is felt that mirroring the states waste diversion goal is an appropriate strategy for SCG because the goal is realistic and achievable, and aligns with similar waste diversion goals being pursued by local governments throughout the state and the nation. Moreover, working to achieve this waste diversion goal could help position SCG to achieve the State of Colorados overall GHG emissions reduction goals set forth in this Plan. For these reasons, the goals outlined in this Element have been established to mirror the state governments goal of achieving 75% waste diversion by 2020. This means that, by the year 2020, 75% of the waste generated by SCG operations would be diverted from the County landfill by reduction, reuse, recycling or composting strategies. The goals in the Waste Prevention Element establish numeric targets to increase SCGs waste diversion rate over two, five and ten year increments as follows: 30% waste diversion by 2012 50% waste diversion by 2015 75% waste diversion by 2020

In order to establish goals and initiatives that will enable SCG to achieve the waste diversion goals set forth in this Element, its important to have an understanding of the current conditions related to SCGs waste generation and the waste diversion efforts that are already under way. These baseline conditions provide the starting point from which SCG could strive to reduce waste, and from which progress toward SCGs waste diversion goals will be measured. To understand the current baseline, the following existing conditions were evaluated:

Existing waste reduction and reuse efforts. The amount of paper purchased and used by SCG on an annual basis. Current recycling services provided at County facilities. The annual waste that is currently being diverted from the County landfill by recycling. The annual amount of waste from County facilities that is sent to be disposed in the County landfill.
Existing Waste Reduction and Reuse Efforts A survey of County departments conducted in June 2009 indicated that approximately 2/3 of the departments are already implementing office procedures to conserve paper. Similarly, results of the survey also revealed that waste reduction strategies are being implemented by approximately 2/3 of County departments. More specifics on these practices are listed in the section on Past Initiatives & Present Sustainability Practices below. Paper Consumption Baseline information on the amount of paper purchased and used by SCG on a monthly and/or annual basis will need to be obtained, and can then be tracked over time to monitor SCGs progress toward achieving the paper reduction goals set forth in this Element. Gathering baseline information on paper consumption has therefore been identified as an initiative to be pursued within the short term.
42
March 2010
Existing Recycling Services at County Facilities The collection and processing of recyclable materials from County facilities is handled by Summit County Recycling, which is a department of SCG. Currently recycling containers and collection service are provided at 13 of SCGs 20 main facilities. Recyclable materials collected from these facilities include: mixed paper (i.e. copy paper, newspaper, magazines, etc.), cardboard, glass, and mixed containers (i.e. aluminum, tin, and #1 and #2 plastics). In addition, other materials recycled at County facilities include: oil, antifreeze, tires, batteries, scrap metal, electronic waste, toner cartridges, asphalt, and concrete. 9 On average, Summit County Recycling collects 10.8 tons of recycling from County facilities each month, and successfully diverts these materials from being disposed of at the County landfill. Initiatives set forth in this Element aim to improve and expand the recycling services available at County facilities by 1) increasing the efficiency of existing recycling collection, 2) extending recycling collection services to County facilities not currently served, and 3) expanding the types of materials collected from all County facilities to include hard-to-recycle items such as disposable batteries. 2009 - County Facilities & Status of Recycling Services
County Facility 1 2 3 4 5 6 7 8 9 10 11 12 13 Community & Senior Center County Commons Breckenridge County Courthouse Emergency Services Facility Fleet Maintenance / Road & Bridge Main Building Justice Center Material Recovery Facility North Branch Library Snake River Wastewater Treatment Plant South Branch Library Summit County Medical Office Building Summit Stage Bus Garage & Offices Ambulance Building (Breckenridge) Currently Collected Recycling (Yes/No) Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No No No No No No
14 Animal Control Building 15 Building & Grounds Office and Shop (Breckenridge) 16 District Attorney Offices 17 Heeney Road & Bridge Shop 18 County Landfill Maintenance Garage 19 Road & Bridge Maintenance Building (Keystone) 20 Summit Transfer Center Source: Kevin Berg, Summit County Recycling, September 2009.
Existing SCG Waste Diversion Rate In 2009, an estimated 15% of the waste generated at County facilities was diverted from disposal at the County landfill through the recycling efforts summarized above. An analysis of the annual recycling and trash volumes collected from County facilities in 2009 reveals the following:
130 tons of waste from County facilities was diverted from the County landfill by recycling.
These items are currently being recycled by the Fleet Services, Road & Bridge, Transit / Summit Stage, Building & Grounds, Information Systems, and Landfill / Recycling departments.
43
March 2010
742 tons of waste from County facilities was sent to be disposed in the County landfill.
Waste diversion rates varied among the Countys facilities. Facilities with the highest waste diversion rates included the County Commons (34%), the Community & Senior Center (28%), the Emergency Services Facility (27%), and the County Courthouse (21%). 2009 Estimated Annual Waste Diversion Rate for County Facilities
Waste Diversion (15%) = Material Diverted from Landfill (130 tons Recycling) Total Waste Produced (130 tons Recycling + 742 tons Landfill Trash)
Notes: 1. Includes 11 of the 13 County facilities with existing recycling services provided by Summit County Recycling (excludes the Breckenridge Ambulance Building and Materials Recovery Facility). 2. Calculated using actual recycling volumes and estimated trash volumes from County facilities in 2009. Trash volumes were estimated based on dumpster size and service levels (i.e. frequency dumpsters are emptied).
Source: Kevin Berg, Summit County Recycling, February 2010.
Waste Audits and Diversion Strategies When considering actions needed to increase SCGs waste diversion rate, it is evident that composting is a key waste diversion strategy, which could be implemented. Instituting composting in County facilities has therefore been identified as a short-term initiative to be pursued by SCG. However, in order to further prioritize initiatives that will most effectively increase SCGs waste diversion rate, its important to have a clearer understanding of the specific types and quantities of materials from County facilities that are currently being sent to be disposed of at the County landfill. Therefore, conducting detailed waste audits at all County facilities has also been identified as an initiative to be implemented within the short term. The waste audits could provide 2010 baseline data on the amount and types of waste generated at County facilities. This information would enable SCG to prioritize initiatives (i.e. reduction, reuse, recycling and composting programs), which target the materials that constitute the largest percentage of the Countys waste stream. SCG could then conduct periodic follow-up waste audits of its facilities to track progress toward the Countys waste diversion targets. Tracking the quantity of recycling and compost collected, and the quantity and types of garbage collected from each County facility could enable SCG to utilize adaptive management strategies in the future. Adaptive management involves identifying the materials that still remain in SCGs waste stream and prioritizing strategies needed to remove these items from the Countys waste. Sustainable Funding Source for Recycling and Composting Services In order to provide expanded recycling and composting services, in accordance with the goals and initiatives set forth in this Element, it is important that SCG establish a more sustainable funding mechanism for these activities. Currently, landfill revenues (i.e. tipping fees) are used to fund SCGs recycling and composting operations. However, as SCG works toward the goal of zero waste, an alternative funding source will be needed to ensure continued funding of recycling and composting operations as landfill volumes likely continue to decrease in the future. Therefore, exploring potential funding mechanisms to improve the cost recovery of SCGs recycling and composting programs has been identified as an initiative to be pursued in the short term.
44
March 2010

SCG has already taken considerable steps to increase the efficient use of resources in County operations and to reduce the amount of waste generated at County facilities. The following is a list of some past achievements and present sustainability practices: Waste Reduction
Approximately 2/3 of SCG departments are implementing office procedures to conserve paper. Examples of specific strategies being used to conserve paper include: increased electronic correspondence, improved access to electronic materials on the County website, using 2-sided or 4sided printing or copying when possible, and using a projector to display meeting materials on a screen instead of distributing paper copies to all meeting participants. Waste reduction strategies are also being implemented by approximately 2/3 of SCG departments, and include: reusing office supplies and eliminating the use of disposable products in favor of reusable items (e.g., purchasing reusable cups, dishes and utensils instead of using disposable paper and plastic ware).
Recycling
Mixed paper (i.e. office paper and other paper products), cardboard and mixed containers are collected and recycled at 13 of SCGs 20 main facilities, with office paper recycling bins located in nearly every cubicle/workspace countywide. SCG constructed and operates a Materials Recovery Facility (MRF) at the Summit County Resource Allocation Park (SCRAP), which is a GREEN Globes Certified Building (3 globes). The MRF enables mixed recyclables to be processed for market in an efficient and cost-effective manner. SCG has established variable rate waste disposal fees at SCRAP to incentivize waste segregation and diversion. The Road & Bridge Department uses recycled asphalt for County road and Recpath improvement projects.
Composting
SCG has implemented a Large Scale Commercial Class 1 Composting Facility (Biosolids) at SCRAP, and has also initiated a pilot project to begin commercial collection of organic waste. The Community and Senior Center has taken the initiative to start composting food scraps, coffee grounds and filters, tea bags, paper products and other organic materials.
Hazardous Materials Management and Disposal

Summit County Recycling operates successful Electronics and Household Hazardous Waste Programs at SCRAP. The County Fleet Services, Transit / Summit Stage, and Road & Bridge Departments ensure that materials such as oil, antifreeze, batteries, and other automotive wastes are recycled. The Information Systems Department works to recycle and safely dispose of the SCGs electronic waste.
These achievements and existing practices demonstrate that SCG is moving in the right direction and is already taking steps to increase resource efficiency, reduce waste, recycle materials, and create the infrastructure needed to begin large-scale composting. As the initiatives set forth in this Element are implemented, these existing practices can be formalized and built upon to ensure that SCGs waste reduction efforts continue to grow and improve in the future.
45
March 2010
Waste Diversion Targets:

Increase the amount of waste from County facilities that is diverted from the County landfill (i.e. reduced, reused, recycled or composted) to 30% by 2012, 50% by 2015 and 75% by 2020.
Goals and Initiatives

The following section outlines goals and initiatives that SCG should pursue to reduce the overall amount of waste from County facilities, which is disposed of at the County landfill, in order to achieve the Waste Diversion Targets set for 2012, 2015 and 2020. To work toward achieving the waste diversion goals set forth in this Element, it will be important to educate and engage County employees in SCGs waste reduction, reuse, recycling and composting efforts. Educational initiatives are contained in the Communication, Education and Public Outreach Element of the Plan.
IMMEDIATE INITIATIVES Waste Audits and Tracking Goal A: Establish baseline data on waste generated at County facilities, which can then be tracked over time to measure progress toward achieving the waste diversion targets. Initiative 1: Conduct waste audits of all County facilities to provide 2010 baseline data on the amount and types of waste generated and the quantity being diverted from the County landfill (i.e. recycled or composted). Responsible Entities: Waste Reduction Subcommittee, Summit County Recycling, Building & Grounds Dept. IMMEDIATE INITIATIVES - Waste Reduction and Reuse Goal B: Reduce SCGs paper use by 25% by 2012. Initiative 1: Gather baseline information on the amount of paper purchased and used by SCG on a monthly and/or annual basis, which can then be tracked over time to monitor progress toward achieving the paper reduction goals set forth in this Element. Responsible Entities: Sustainability Coordinator, Finance Dept. Initiative 2: Implement double sided printing and copying in all County offices. 2.1. Set all printers, copiers and computers to double-sided or duplex as the default mode. Responsible Entity: Information Systems Dept. 2.2. Incorporate a provision into the Sustainable Purchasing Policies to require the purchase of printers, copiers and computers with duplexing capability for all new equipment. Responsible Entity: Sustainable Purchasing Subcommittee
46
March 2010
2.3. Educate office managers and administrative staff on the importance and benefits of duplex copying and printing. Responsible Entities: HR Sustainability Resources Dept. Initiative 3: Guidelines Subcommittee, Human
Incorporate recommended strategies to reduce paper use into Human Resources Sustainability Guidelines. Recommended strategies to reduce paper consumption should focus on electronic solutions and maximizing the efficient use and reuse of paper. Examples include, but are not limited to the following:

Use duplex / double-sided copying and printing when available, and use four-sided printing or copying whenever possible. Reuse one-sided printed paper when printing drafts or other unofficial documents. Dedicate one tray in printers to recycled paper (i.e. paper that has already been printed on one side.) Also use once-used (clean scrap) paper for note taking or other internal uses. Use the reduction feature on copiers to fit more on a page and use narrower margins and smaller fonts when acceptable. Use electronic communication (email, telephone, etc.) instead of paper and avoid printing documents whenever possible. Add a standardized message to County employee emails to encourage email recipients to avoid printing documents whenever possible. Circulate or route information that comes in the mail to commissioners or employees instead of making copies. Enhance the availability of on-line documents on the Countys website instead of providing paper copies. Use a projector to display meetings materials on a screen, and curtail the amount of paper materials available and distributed at meetings. Email electronic copies of meeting materials to commissioners or other meeting participants beforehand. Provide electronic BOCC and planning commission meeting materials. Encourage and incentivize electronic building permit plans and other application materials. Implement wireless technologies that allow inspectors to view, log and send reports from laptop computers instead of using paper copies.
Responsible Entities: HR Sustainability Guidelines Subcommittee, Human Resources Dept., Information Systems Dept. Initiative 4: Install projector equipment in the BOCC meeting room to reduce the need for copies at work sessions and regular meetings. Responsible Entities: Information Systems Dept., County Managers Office Goal C. Reduce the purchase and use of non-reusable, non-recyclable and non-compostable products by SCG. Initiative 1: Incorporate requirements to purchase and use durable products, products made from recycled content, and products that can be reused, recycled or composted (as opposed to single-use, unrecyclable products and packaging) into SCGs Sustainable Purchasing Policies. Examples of guidelines that could be incorporated into the Sustainable Purchasing Policies include:
Purchase products with minimal packaging (e.g., bulk supplies instead of individually packaged items) and/or products with recyclable or compostable packaging.
47
March 2010
Purchase remanufactured products whenever possible (e.g., remanufactured toner cartridges) and purchase from companies that have take back programs for their products and packaging. Purchase paper that contains the maximum recycled content available (minimum 30% post consumer recycled content) and is certified as sustainably harvested (e.g., Forest Stewardship Council certified). Purchase rechargeable batteries and chargers whenever possible, to avoid the use of disposable batteries. Continue SCGs current policy of using recycled asphalt and concrete in the construction and maintenance of County roads and recreation paths.
Responsible Entity: Sustainable Purchasing Subcommittee Initiative 2: Incorporate recommended waste reduction strategies into Human Resources Sustainability Guidelines for County employees. Examples include the following:
Use reusable products whenever possible (e.g., reusable containers, plates, glasses and utensils). When use of reusable items is not feasible, recyclable or compostable products should be used instead of disposable items. Use tap water and reusable (or compostable) cups instead of disposable water bottles. If filtered water is desired, encourage County departments to purchase a water filter to keep in the fridge for employee use. Use reusable cloth or stainless steel coffee filters in all office coffee makers.
Responsible Entities: HR Sustainability Guidelines Subcommittee, Human Resources Dept. Initiative 3: Promote a policy that all SCG meetings and events should strive to be zero waste events with all tableware and packaging either: 1) Reusable (e.g., reusable plates, utensils, cups, bulk containers for condiments); 2) Recyclable (e.g., aluminum cans, aluminum foil, glass); or 3) Compostable (e.g., paper plates and napkins, wax-lined paper cups, potato or cornbased plastic utensils). A copy of the Summit County Special Event Vendor Green Event Guidelines prepared by High Country Conservation Center, could be made available to all SCG employees and posted on the Countys Sustainability Webpage. Responsible Entity: Waste Reduction Subcommittee Initiative 4: Facilitate the reuse of materials among County departments by providing a resource exchange on the Countys Sustainability Webpage. The resource exchange could enable employees to post items that are no longer wanted so that another employee or department can collect the item at no charge. Responsible Entities: Waste Reduction Subcommittee, Summit County Recycling, Information Systems Dept. IMMEDIATE INITIATIVES - Composting Goal D: Institute composting in all County facilities to divert food waste, paper products, and other organic materials from disposal at the County landfill. Initiative 1: Review and modify existing contracts with janitorial service providers, waste haulers and construction contractors to ensure these contracts align with the composting and waste
48
March 2010
diversion goals set forth in this Plan. Janitorial service contracts should ensure regular emptying of indoor compost bins into appropriately enclosed outdoor containers to prevent decomposition of organic matter inside County facilities. Strive for 100% of SCGs existing contracts to be updated by January 2011. Responsible Entities: Waste Reduction Subcommittee, Summit County Recycling, Building & Grounds Dept., Finance Dept.
Initiative 2:
Implement a three-bin strategy throughout all County facilities with Zero Waste Stations for separating recyclable materials, compostable materials and landfill trash. Zero Waste Stations would include compost collection for food, paper towels and other organic waste generated in County facilities. Responsible Entities: Waste Reduction Subcommittee, Summit County Recycling, Building & Grounds Dept.
Initiative 3:
Provide a separate bin for paper towels in restrooms, and establish a program to collect these paper towels for composting. Responsible Entities: Waste Reduction Subcommittee, Summit County Recycling., Building & Grounds Dept.
Initiative 4:
Establish a protocol for composting landscaping materials and organic waste (i.e. grass clippings, tree branches, etc.) from landscaping projects or other site work on County properties. Also, begin using compost as a soil amendment in landscaping projects on County properties when appropriate. Responsible Entities: Building & Grounds Dept., Summit County Recycling
IMMEDIATE INITIATIVES Funding Recycling & Composting Services Goal E: Establish a sustainable, long-term funding mechanism to pay for SCGs recycling and composting operations. Initiative 1: Explore potential funding mechanisms to improve the cost recovery of SCGs recycling and composting programs and ensure a sustainable method of financing these services as landfill volumes decrease in the future.
ONGOING SUSTAINABILITY PRACTICES Waste Audits and Tracking Goal F: Track data on waste generated at County facilities to measure progress toward achieving SCGs waste diversion targets. Initiative 1: Conduct periodic follow-up waste audits of all County facilities to track progress toward the waste diversion targets set forth in this Plan. Tracking the quantity of recycling and compost collected, and the quantity and types of garbage collected from each County facility would enable adaptive management strategies to be developed in the future. Adaptive management involves identifying the materials that still remain in SCGs waste stream and prioritizing strategies needed to remove these items. Responsible Entities: Waste Reduction Subcommittee, Summit County Recycling, Building & Grounds Dept.
49
March 2010
ONGOING SUSTAINABILITY PRACTICES - Waste Reduction and Reuse Goal G: Work to reduce resource consumption and minimize waste in SCG operations, and increase the use of products which are made to be reused, repaired, recycled or composted. Initiative 1: Continue to promote sustainable operating and purchasing practices to reduce consumption of paper and other goods, and decrease the purchase and use of nonreusable, non-recyclable and non-compostable products by SCG. Responsible Entities: HR Sustainability Guidelines Subcommittee, Sustainable Purchasing Subcommittee, Waste Reduction Subcommittee, Human Resources Dept., Finance Dept. Initiative 2: Work to reuse and recycle construction and demolition debris from all SCG construction projects (e.g., wood, drywall, metal, concrete, dirt and cardboard). Responsible Entity: Building & Grounds Dept. Initiative 3: Continue the current practice and policy of using recycled asphalt and concrete in the construction and maintenance of County roads and recreation paths. Responsible Entities: Road & Bridge Dept., Open Space and Trails Dept. ONGOING SUSTAINABILITY PRACTICES - Composting Goal H: Maintain, improve and expand composting collection in all County facilities to increase diversion of food wastes and other organic materials from disposal at the County landfill. Initiative 1: Continue to promote a three-bin strategy throughout all County facilities and maintain zero waste stations for separating recyclable materials, compostable materials, paper towels and landfill trash. This should include continued operation of a program to compost paper towels from restrooms in County facilities. Responsible Entities: Waste Reduction Subcommittee, Summit County Recycling Initiative 2: Continue working to compost landscaping materials and organic waste (i.e. grass clippings, tree branches, etc.) from landscaping or other site work at County facilities, and strive to use compost as a soil amendment in SCG landscaping projects whenever appropriate. Responsible Entities: Building & Grounds Dept., Summit County Recycling Initiative 3: Work to identify and pursue strategies for improving compost collection services and opportunities for increased composting at County facilities. Responsible Entities: Waste Reduction Subcommittee, Summit County Recycling ONGOING SUSTAINABILITY PRACTICES - Recycling Goal I: Improve and expand efforts to recycle materials such as paper, cardboard, newspaper, glass, aluminum cans and #1 and #2 plastic bottles at all County facilities. Initiative 1: Work to improve the efficiency of recycling collection services, and expand recycling to provide bins and collection services at all appropriate County facilities. Place recycling containers and instructions in locations where they are visible and accessible to employees and visitors, and ensure that easy-to-read recycling sort guides are provided
50
March 2010
near all recycling containers. Responsible Entities: Waste Reduction Subcommittee, Summit County Recycling Initiative 2: Provide recycling containers at all SCG meetings and events to increase recycling rates. Responsible Entity: Summit County Recycling Initiative 3: Continue working to ensure proper recycling of computer, electronic equipment and toner cartridges. Responsible Entities: Information Systems Dept., Summit County Recycling Initiative 4: Explore expanded recycling options for hard-to-recycle items (e.g., tires, CDs / DVDs, books and manuals, clothing and shoes, etc.), and work to identify appropriate markets for these materials. Responsible Entities: Waste Reduction Subcommittee, Summit County Recycling ONGOING SUSTAINABILITY PRACTICES Hazardous Materials Management and Disposal Goal J: Work to minimize the use of hazardous materials in SCG operations, and ensure their collection and safe disposal to the extent necessary. Initiative 1: Identify non-toxic alternatives to hazardous materials as part of the development of Sustainable Purchasing Policies (e.g., standards for green cleaning products, non-toxic chemicals, biodegradable degreasers, lubricants, penetrating oils and all-natural solvents). Responsible Entity: Sustainable Purchasing Subcommittee Initiative 2: Provide collection and safe disposal of hazardous materials, including:

Antifreeze, solvents, batteries, oil and other automotive wastes. Fluorescent light bulbs and paints. Electronic waste (i.e. computers, televisions, stereos, cell phones and other electronics). Disposable batteries.
Responsible Entities: Fleet Services Dept., Building & Grounds Dept., Information Systems Dept., Summit County Recycling LONG TERM INITIATIVES - Waste Reduction and Reuse The following are additional long-term initiatives that could be pursued by SCG to help achieve the Sustainability Action Statement and goals set forth in this Element. Initiative 1: Promote and facilitate development of a Resource Recovery Park at the County landfill (or another appropriate location in the County) to facilitate the reuse and recycling of materials. The Resource Recovery Park would provide retail sales of used building materials, used furniture and appliances, compost products, appropriate household hazardous wastes (e.g., paint and garden supplies) and other reusable products. Responsible Entities: Sustainability Task Force, Summit County Recycling, County Managers Office
51
March 2010
Initiative 2:
Explore the potential to establish a Computer Refurbishing Program to provide refurbished computers to local schools, non-profit organizations, or other local community organizations. Responsible Entities: Information Systems Dept.
The following indicators represent realistic and ascertainable data that could be tracked to gauge or measure SCGs progress toward achieving the Sustainability Action Statement, goals and initiatives set forth in this Element.

Amount of waste from County facilities disposed of at the County landfill. Amount of materials from County facilities that are reused, recycled or composted. Annual amount of paper and other goods purchased by SCG. Quantity and types of hazardous materials disposed of from County facilities.
52
March 2010
Sustainable Purchasing Element

Standardize the purchase and use of products and services that have the least potential impact on human health and the environment and support social and economic sustainability across all SCG departments.
Introduction
SCGs 31 departments all purchase materials and equipment as part of their operations or in providing services. Throughout the course of a year, SCG purchases a wide range of products and services, from vehicles and fuels, to construction and road-building materials, to daily office supplies and cleaning materials. Thousands of purchasing decisions are made annually about which products and services to buy, and who to buy them from. Thus, incorporating sustainability guidelines into SCGs purchasing policies represents a good opportunity to improve sustainability practices across all County departments. What is Sustainable Purchasing? Sustainable purchasing or environmentally preferable purchasing is the practice of procuring goods and services that have a lesser or reduced effect on human health and the environment when compared to competing products and services that serve the same purpose. Sustainable products are those manufactured with more environmentally-friendly materials or produced with minimal impact to the environment. Sustainable purchasing includes acquisition of products and services that typically:

Conserve energy, water and other natural resources. Minimize air and water pollution. Eliminate or reduce toxins that harm human health and create hazards to County employees and the community. Are designed to be reused, repaired, recycled or composted, rather than disposed of in landfills.
The Sustainable Purchasing Process Sustainable purchasing decisions are generally based on three main criteria: 1) environment and human health, 2) performance and 3) cost. A product is judged first and foremost on whether it meets identified environmental and human health criteria. If a product meets the established criteria, its performance is then evaluated. For example, does the product do what its intended to do successfully? How well does it work? Finally, products that pass both tests are evaluated based on cost. At this point, the lowest bid is selected. Procurement decisions made using this system are intended to minimize negative environmental and social impacts, protect the public health and save resources and money. In essence, sustainable purchasing can be viewed as an environmentally and socially responsible purchasing policy that emphasizes sustainable values. Consideration is not just given to the lowest bid, but rather to the lowest and most responsible bid. Sustainable purchasing could have a significant impact on SCG operations. Understanding a products life cycle or the energy involved in manufacturing, transportation and disposing of a product could be helpful in making employees more aware of sustainable purchasing practices. For example, sustainability
53
March 2010
isnt fully reached with single actions such as recycling office paper. Sustainable purchasing takes further steps to ensure that buying recycled paper closes the loop by saving resources, preventing pollution, saving energy, and in the case of paper, leaving more resources available for future generations while reducing waste that is deposited in landfills. Is Sustainable Purchasing More Expensive? Higher Acquisition Costs Sustainable purchasing can cost more than purchasing traditional products for two main reasons. First, traditional products often do not reflect their full cost that is, the cost of the environmental and social impacts currently not paid for by the producer. For example, the costs of products that are made with polluting materials generally dont include the extra cost of cleaning up those pollutants. Secondly, many sustainable products are currently made in relatively small volumes because there is less demand for them compared to more traditional products that are better known by the general public. Producing products in smaller volumes can result in a higher per-unit price, which will eventually drop when the demand for the product increases. Long-Term Cost Advantages However, sustainable purchasing is not always more expensive, particularly when you think about longterm cost savings (e.g., less energy to operate a more efficient product) and cost avoidance (e.g., lower waste management fees for reusable, recyclable and compostable products). Thus, in many cases, initial expenditures needed to procure more sustainable products and services are offset by the resulting longterm savings and lessened impact on human health and the environment. Furthermore, many sustainable products and services have additional quality benefits and therefore require less frequent replacement. The extended product life results in reduced replacement costs over time, which can add up to significant financial savings. Standardizing Sustainable Purchasing Practices Across SCG Departments This Element outlines goals and initiatives recommended to standardize sustainable purchasing practices across SCG departments by amending the Countys existing purchasing policy to incorporate guidelines and standards for sustainable purchasing (i.e. Sustainable Purchasing Policies). It is anticipated that a Sustainable Purchasing Subcommittee would work to develop the Sustainable Purchasing Policies, which would establish standards for purchasing products and services that have a reduced effect on human health and the environment, and support social and economic sustainability. The Sustainable Purchasing Policies would seek to establish standards for purchasing products that are: durable and long-lasting; made from recycled content; able to be reused, recycled or composted; nontoxic or less toxic than alternative products, and energy-efficient. Overall, the goals and initiatives set forth in this Element focus on the following concepts:
Acquiring reused or remanufactured products, products with recycled material content, and sustainably harvested products for use in SCG operations whenever possible. Decreasing the purchase and use of non-reusable, non-recyclable and non-compostable products in SCG operations.
54
March 2010
Working to minimize the use of toxic and hazardous materials in SCG operations by targeting significant reductions in the areas of custodial cleaning products, printing and office supplies, fleet maintenance and automotive repair, County facilities maintenance (e.g., painting, plumbing and woodworking), and landscaping (e.g., weed killers, pesticides and fertilizers). Purchasing energy-efficient products. Supporting economic sustainability by evaluating the long-term costs of new purchases, and procuring local or regional goods and services whenever possible. Incorporating sustainable product specifications into new and existing service contracts. Providing information and technical assistance to all County employees with purchasing responsibilities to support the implementation of sustainable purchasing practices.

Existing SCG Purchasing Policy SCGs existing purchasing policy was last updated in May 2006. The policy establishes procedures, standards and specifications to guide County purchasing practices, including vendor and product selection, bidding procedures, contracts for services, purchase orders and travel expenses. The purchasing policy outlines procedures intended to better control the expenditure of public funds and to assist County employees involved in purchasing related matters. The existing purchasing policy already contains the following provisions, which support sustainable purchasing practices:
Buy local: The purchasing policy encourages the use of local vendors, stating that the County will make every effort to buy locally, unless factors of price, quality, availability or performance are prohibitive. Environmental Products: The purchasing policy authorizes County department heads to spend up to 20% above normal costs for environmentally preferable, recyclable products. In addition, the existing policy states that County employees should be aware of environmentally-damaging products and avoid their purchase if possible (e.g., Styrofoam cups and Freon). Reuse of Materials: The existing purchasing policy supports the reuse of materials among County departments. The policy specifically states that departments possessing surplus equipment and supplies must make a reasonable effort to let other County departments know of the surplus items.
These provisions are a good start and show that SCG is already thinking about sustainability in the context of its purchasing standards. As the Countys purchasing policies are modified in the future, more comprehensive sustainability guidelines can be incorporated to help SCG achieve the goals outlined in this Element. Existing SCG Purchasing Practices In order to develop more comprehensive Sustainable Purchasing Policies for SCG, its important to have knowledge of SCGs existing purchasing practices (i.e. the types of products and services currently being purchased and used by each County department). This baseline data would enable the Sustainable
55
March 2010
Purchasing Committee to provide informed, comprehensive guidelines on more sustainable purchasing options for all County departments. Following are examples of useful data that could be acquired from County department heads and the Finance Department:

The total amount of money spent to purchase goods and services on an annual basis. An inventory of current purchases (by product type and department). Information on current service contracts, such as custodial cleaning contract specifications. This would include information on associated supplies purchased by SCG or the contractor (e.g., janitorial paper products, trash bags, cleaning products, etc.).
This Element therefore recommends gathering baseline data on SCGs existing purchasing practices as an initiative to be implemented within the short term by: 1) conducting a survey of County department heads and 2) working to obtain additional purchasing information from the Finance Department.

In accordance with SCGs existing purchasing policy, a number of County departments have already taken initiative to begin purchasing reusable items and other environmentally preferable products. A survey of County departments conducted in June 2009 identified the following list of sustainable purchasing practices, which are currently being implemented by SCG. Purchase and Use of Reusable Products
Approximately half of County departments report that they have purchased a permanent supply of reusable plates, cups, glasses and utensils to be used in lieu of single-use, disposable products. Approximately of County departments use reusable bags for department purchases, and/or provide reusable bags as volunteer gifts, encouraging the bring your own bag concept. The Road and Bridge Department uses recycled asphalt for County road and Recpath improvement projects.
Purchase of Other Environmentally Preferable Products

45% of County departments indicate that they purchase environmentally friendly or green office and paper products (including plates, cups, paper, white-out, envelopes, etc.) whenever the cost is comparable with non-green products.
These practices show that many County departments have already taken steps to integrate sustainability into their purchasing decisions. It is anticipated that these existing practices will be incorporated into the Countys Sustainable Purchasing Policies, in order to formalize and expand upon them so that sustainable purchasing practices can be further standardized across all County departments. Results of the survey further indicate that many County employees have the desire to integrate sustainability into their purchasing decisions. However, they lack sufficient information or resources regarding more sustainable options and guidance on when or whether to pay more for sustainable products. Therefore, educating employees on the new Sustainable Purchasing Policies and providing information to facilitate their evaluation and purchase of sustainable products has been identified as an initiative to be pursued in the short term. It is anticipated that training will target all departments or employees that purchase products or award contracts for services.
56
March 2010
Sustainability Task Force Sustainable Purchasing Subcommittee In the fall of 2009, the Task Force created a six-member Sustainable Purchasing Subcommittee. 10 The subcommittee was created to help draft this Element, and to then implement the recommended initiatives outlined in the Element. Accordingly, it is anticipated that the subcommittee will work to develop recommended Sustainable Purchasing Policies for SCG to be incorporated into the Countys existing purchasing policy, and will then work to implement the Sustainable Purchasing Policies in accordance with the initiatives set forth in this Element.

The following section outlines goals and initiatives that SCG could pursue to standardize the purchase and use of products and services that have the least potential impact on human health and the environment, and support social and economic sustainability across all SCG departments.
IMMEDIATE INITIATIVES Develop Sustainable Purchasing Policies Goal A: Promote sustainable purchasing practices among all County departments by amending SCGs existing purchasing policy to incorporate guidelines and standards for sustainable purchasing. Initiative 1: Gather baseline data on SCGs existing purchasing practices (i.e. the types of products and services purchased by each County department) by conducting a survey of County department heads and working to obtain purchasing information from the Finance Department. Responsible Entities: Sustainable Purchasing Subcommittee, Finance Dept. Initiative 2: Develop Sustainable Purchasing Policies for SCG, to be incorporated into the Countys existing purchasing policy. 2.1. Incorporate provisions into SCGs Sustainable Purchasing Policies to require the purchase of environmentally and socially responsible products that are: durable and long-lasting; made from recycled content; able to be reused, recycled or composted; non-toxic or less toxic than alternative products; and energy-efficient. Examples of recommended products to be addressed in the Sustainable Purchasing Policies include, but are not limited to the following:

Reused / remanufactured products and products with the highest recycled content practicable. Recycled-content, chlorine-free and sustainably harvested/manufactured paper products. Durable products and products that can be reused, recycled or composted (as opposed to single-use, unrecyclable products and packaging). Bio-based and sustainably-harvested products. Non-toxic or less toxic products for custodial cleaning, printing and office supplies, fleet maintenance and automotive repair, County facilities maintenance (e.g., painting, plumbing and woodworking), and landscaping (e.g., weed killers, pesticides and fertilizers).
10 The six original members of the Sustainable Purchasing Subcommittee (and their respective departments) are: Sue Brown, Finance; Beth Huron, CSU Extension; Julie Lawless, Communications; Maya Kulick, Environmental Health; Kathy Skulski, Building Department; and a representative from HCCC.
57
March 2010
Energy-efficient products (e.g., computers, printers, appliances and other office equipment). Printers, copiers, computers and other office equipment, which have doublesided printing capability and are compatible with the use of recycled-content products (i.e. recycled paper, recycled/remanufactured toner cartridges, etc.). Fuel-efficient County fleet and transit vehicles.
2.2.
Incorporate a provision into SCGs Sustainable Purchasing Policies to further promote the reuse of materials among County departments by encouraging County purchasers to check with other County departments for used / unwanted office supplies or materials before purchasing new products. Establishing a resource exchange on the Countys Sustainability Webpage (as recommended in the Waste Prevention Element, Goal C. Initiative 4) could facilitate reuse of materials among County departments. Incorporate provisions into SCGs Sustainable Purchasing Policies to support economic sustainability by requiring an evaluation of the long-term ownership or life cycle costs of new purchases when appropriate (i.e. for large purchases such as County fleet vehicles). This includes an analysis of the total costs expected during the time the product is owned, including but not limited to: acquisition, operation, supplies, maintenance, disposal costs and expected lifetime compared to alternative products. Provide expanded guidelines in SCGs Sustainable Purchasing Policies to promote the procurement of local or regional goods and services whenever possible, to support the local and regional economy and reduce transportation costs.
2.3.
2.4.
Responsible Entities: Sustainable Purchasing Subcommittee, Finance Dept. IMMEDIATE INITIATIVES Modify Contracts for Services Goal B: Work to ensure that all of SCGs new vendor and service contracts include sustainable product specifications by June 2010, and all existing contracts are updated with sustainable product specifications by January 2011. Initiative 1: Review and modify all upcoming bids and contracts to ensure consistency with the guidelines set forth in SCGs Sustainable Purchasing Policies. Responsible Entities: Sustainable Purchasing Subcommittee, Finance Department, Building & Grounds Department
Initiative 2:
Notify all current vendors about SCGs Sustainable Purchasing Policies, and review and modify existing contracts to ensure consistency with the guidelines set forth in the Sustainable Purchasing Policies (e.g., janitorial service contracts). Responsible Entities: Sustainable Purchasing Subcommittee, Finance Department, Building & Grounds Department
IMMEDIATE INITIATIVES Sustainable Purchasing Policy Implementation Goal C: Implement SCGs Sustainable Purchasing Policies by providing information and technical assistance to all County employees with purchasing responsibilities. Initiative 1: Provide training for County employees to educate them on SCGs Sustainable Purchasing Policies and facilitate the evaluation and purchase of sustainable products. Training could
58
March 2010
target all County departments and/or employees that purchase products, or award contracts for services that provide products. Responsible Entities: Sustainable Purchasing Subcommittee, Human Resources Dept., Finance Dept. Initiative 2: Create and maintain a designated sustainable product list / resource guide to be located on the Countys Sustainability Webpage. Responsible Entities: Sustainable Purchasing Subcommittee, Information Systems Dept., Finance Dept. Initiative 3: Consider becoming a member of the Responsible Purchasing Network (RPN) to take advantage of webinars and other training opportunities offered on sustainable purchasing. Responsible Entity: Finance Dept.
ADDITIONAL DETAILS FOR SUSTAINABLE PURCHASING POLICIES

The following table provides additional details and suggested product specifications to be taken into consideration as the Sustainable Purchasing Subcommittee works to develop SCGs Sustainable Purchasing Policies.
Topic Sustainable Purchasing Policy Details and Specifications for Consideration Incorporate requirements to purchase reused/remanufactured products and products with the highest recycled content practicable into SCGs Sustainable Purchasing Policies. Guidelines to be addressed in the Sustainable Purchasing Policies include:

Purchase remanufactured or refurbished products such as toner cartridges, furniture, retread tires, re-refined oil, automotive supplies and other equipment whenever practicable. Purchase from companies that take back their products for remanufacture or recycling (e.g., companies that take back used electronic equipment and toner cartridges for reuse or recycling). Use and require contractors and consultants to use products manufactured with the maximum amount of recovered material available in the marketplace, especially postconsumer material. Strive to purchase office supplies and other products that, at a minimum, meet the minimum recycled content standards set forth in the U.S. EPA Comprehensive Procurement Guidelines (CPG). See www.epa.gov/cpg/products.htm. Continue SCGs current policy of using recycled asphalt and aggregate in the construction and resurfacing of County roads and recreation paths. Encourage the purchase and use of previously used or salvaged wood products and plant-based (non-wood) products whenever possible.
Reused / Remanufactured and Recycled-Content Products
Recycled-Content, Chlorine-Free and Sustainably Harvested / Manufactured Paper Products
Incorporate requirements to purchase recycled-content, chlorine-free and sustainably harvested/manufactured paper products into SCGs Sustainable Purchasing Policies. Examples of potential guidelines for paper purchases to be incorporated into the Sustainable Purchasing Policies include the following:
Purchase office paper (i.e. printing/copy paper, writing paper, stationary supplies, etc.) that contains at least 30% post consumer recycled material, is processed chlorine free (PCF), and is certified as sustainably grown and harvested by a comprehensive, performance based certification system, such as the Forest Stewardship Council (FSC). Purchase janitorial paper products (i.e. paper towels, toilet paper) that contain the highest postconsumer recycled content practicable (minimum 40 60% postconsumer content), and are unbleached or processed chlorine free (PCF).
59
March 2010
Topic

Sustainable Purchasing Policy Details and Specifications for Consideration

For other paper office supplies (e.g., post-its, file folders, envelopes) strive to purchase products with the highest postconsumer recycled content possible and/or tree free paper products. Strive for all paper products purchased by SCG to meet the minimum recycled-content standards set forth in the U.S. EPA CPG.
Incorporate requirements to purchase and use durable products and products that can be reused, recycled or composted (as opposed to single-use, unrecyclable products and packaging) into SCGs Sustainable Purchasing Policies. Guidelines to be addressed in the Sustainable Purchasing Policies include: Reusable, Recyclable and Compostable Materials

Products that are durable, long lasting, reusable or refillable are preferred whenever feasible (e.g., reusable dishes, refillable pens and pencils, rechargeable batteries, etc.). If purchasing single-use items, products should be selected that are recyclable, compostable and made from recycled fibers. The purchase of Styrofoam products should be prohibited. Purchase from companies that minimize packaging (e.g., bulk supplies instead of individually packaged items), use recyclable or compostable packaging, and have take back programs for their products and packaging.
Include specifications for purchasing bio-based and sustainably harvested products in SCGs Sustainable Purchasing Policies. These specifications should include the following guidelines:

Paper, paper products and construction products made from non-wood, plant-based contents such as agricultural crops and residues are encouraged whenever practicable. Bio-based plastic products that are biodegradable and compostable, such as cutlery, food and beverage containers and compostable bags should be purchased whenever possible. Compostable plastic products purchased by SCG should meet applicable American Society for Testing and Materials (ASTM) standards as found in ASTM D6400-04. Biodegradable plastics used as coatings on paper and other compostable substrates should met ASTM D6868-03 standards. Proof of compliance with ASTM standards for compostable and biodegradable plastic products should be provided by vendors of such products, upon request. An acceptable proof of compliance for compostable plastic products will be certification by the Biodegradable Products Institute (BPI). Wood and paper products purchased by SCG should be certified as sustainably grown and harvested by a comprehensive, performance based certification system, such as the Forest Stewardship Council (FSC).
Bio-based and Sustainably Harvested Products
Incorporate provisions into SCGs Sustainable Purchasing Policies that govern the purchase of all products containing chemicals, and require the use of non-toxic or less toxic alternatives to hazardous materials whenever possible. Provisions to be incorporated into the Sustainable Purchasing Policies include, but are not limited to the following:
General Policies
The purchase and use of products containing ozone-depleting compounds (ODCs) should be prohibited. SCG should reduce or eliminate its purchase and use of products that contribute to the formation of dioxins and furans. These include, but are not limited to: o o Purchasing paper products that are unbleached or that are processed without chlorine or chlorine derivatives, whenever possible. Prohibiting the purchase of products that use polyvinyl chloride (PVC) such as, but not limited to: office binders, furniture, flooring and medical supplies.
Toxics Use Reduction
SCG should purchase products and equipment with no lead or mercury whenever possible. For products that contain lead or mercury, SCG should give preference to those products with lower quantities of these metals and to vendors with established lead and mercury recovery programs.
60
March 2010
Topic

The use of chlorofluorocarbon and halon-containing refrigerants, solvents and other products should be phased out and new purchases of heating/ventilating/air conditioning, refrigeration, insulation and fire suppression systems should not contain them.
Custodial Cleaning Products
Traditional cleaning products should be replaced with nontoxic or less toxic alternatives that are biodegradable, lower in volatile organic compounds (VOC) content, and free of carcinogens, reproductive toxins, and ozone-depleting chemicals. All surfactants and detergents should be readily biodegradable and, where practicable, should not contain phosphates. SCG should purchase, or require janitorial contractors to supply cleaning products that meet Green Seal certification standards for environmental preferability and performance. To find Green Seal certified products go to www.greenseal.org. All janitorial services contracts should meet ASTM Cleaning Stewardship for Community Buildings Standards and specify the use of products that meet the Green Seal Cleaning Products Standards.
Printing and Office Supplies
Soy-based or vegetable-based inks should be purchased instead of conventional, petroleum-based inks whenever possible. Soy-based and vegetable-based inks reduce the amount of volatile organic compounds (VOCs) that are released by petroleum oil inks and are conducive to cleanup with degradable and less toxic cleaners, thus reducing the amount of chemicals used. SCG should purchase inks that contain no heavy metals (e.g., cadmium, mercury, etc.) This helps to reduce the accumulation of heavy metals in the biosphere and associated health effects. To reduce the use of volatile organic solvents, water-based markers and highlighters should be purchased instead of solvent-based, and alcohol-based dry-erase markers should be purchased instead of ketone-based dry-erase markers.
Fleet Maintenance and Automotive Repair
Reduce the use of toxic and hazardous materials in County fleet maintenance by ensuring the Fleet Services Department purchases less toxic and more environmentally-friendly products, such as:
o o o o o
Re-refined motor oil that is certified by the American Petroleum Institute (API) as appropriate for use in County fleet vehicles and equipment. Propylene glycol antifreeze (a less toxic alternative to conventional ethylene glycol antifreeze). Biodegradable degreasers. Water-based parts cleaners (instead of solvent-based). Non-aerosol products for use in maintenance procedures.
County Facilities Maintenance (e.g., painting, plumbing, furniture and woodworking)
When constructing and maintaining County facilities, SCG should use products with the lowest amount of volatile organic compounds (VOCs), highest recycled content, and low or no formaldehyde. This applies to the purchase of materials such as paint, carpeting, adhesives and furniture. Specific attributes to consider when purchasing office furniture include: formaldehyde-free, low or no VOCs, recycled content, no CFCs or HCFCs in foam production, no halogenated organic flame retardants, no antimicrobials, no PVC, no perflourinated compounds, and no heavy metals (lead, mercury). Purchase and use water-based, low-VOC paints that are Green Seal certified whenever possible. Paints with lower VOC content help improve indoor air quality, contribute less to smog formation, and are safer for painters, County employees and other building occupants. To find Green Seal certified paints go to www.greenseal.org.
Energy Efficient Products
Incorporate requirements and specifications for purchasing energy efficient office equipment into the Countys Sustainable Purchasing Policies.
61
March 2010
Topic

All energy-using products (e.g., computers, printers, appliances and other office equipment) purchased or leased by SCG should, at a minimum, meet the energy efficiency standards established by the U.S. EPAs ENERGY STAR program. When ENERGY STAR certification is not available, SCG should choose energy-efficient products that are in the upper 25% of energy efficiency as designated by the Federal Energy Management Program (FEMP). The Electronic Products Environmental Assessment Tool (EPEAT) should also be used as a procurement tool to help SCG evaluate, compare and select desktop computers, notebooks and monitors based on their environmental attributes. EPEAT is an independent program that certifies green electronic equipment such as computers, monitors and laptops. See www.epeat.net.
Incorporate specifications for purchasing printing and copying equipment into the SCGs Sustainable Purchasing Policies to require the purchase of: Printing and Copying Equipment

Printers, copiers and computers with double-sided printing or duplexing capability. Printers, copiers, fax machines and other equipment that is compatible with the use of recycledcontent products (i.e. recycled content paper, recycled/remanufactured toner cartridges, etc.).
Incorporate provisions into SCGs Sustainable Purchasing Policies to require the purchase of Fuel-Efficient Vehicles and Equipment, including the following:
County Fleet and Transit Vehicles
Whenever available for the applicable vehicle category and economically feasible, the County should strive to purchase alternative fuel, electric, or hybrid-electric vehicles. When purchasing alternative fuel, electric, or hybrid-electric vehicles is not feasible, the highest fuel mileage/lowest carbon emissions per mile vehicles available should be acquired. As buses are replaced, explore the feasibility of transitioning to diesel-electric hybrid buses, or other appropriate vehicles with increased fuel efficiency/reduced emissions.
The following sustainability indicators represent Attainable Data that could be acquired and then tracked over time to measure SCGs progress toward achieving the Sustainability Action Statement, goals and initiatives set forth in this Element.

The quantity of non-reusable, non-recyclable and non-compostable products purchased by SCG. The quantities and types of toxic and hazardous materials purchased by SCG. The amount of waste from County facilities disposed of at the County landfill. The percentage of new appliances and energy-using equipment purchased by SCG that meets or exceeds ENERGY STAR standards. The percentage of new computer equipment purchased by SCG that meets EPEAT standards. The percentage of printing and copying equipment purchased by SCG that has duplexing capability and is compatible with the use of recycled-content products. The amount of local or regional goods and services used by SCG. The average fuel economy of the Countys fleet and transit vehicles.
62
March 2010
Natural Resource Management Element

Manage natural resources on SCG properties to protect and improve the quality of the environment for present and future generations.
Introduction
Natural resource management refers to the management of natural or environmental resources such as land, water, soil, plants and animals. Natural resource management focuses primarily on protecting environmental quality and quality of life for both present and future generations. In this context, natural resource management is an important topic to be addressed as part of comprehensive sustainability planning. This Element of the Plan addresses the management of natural resources on all County-owned properties, including both facility properties (i.e. land where County facilities are located) and County Open Space properties. Topics addressed in the Element include management of forest health, water resources, wetland protection, noxious weed management, sustainable roads and trails, and wildlife protection. A comprehensive inventory of County facilities is included in the County Facilities Element of this Plan and a summary of County Open Space properties is provided below. In light of the amount of property that SCG owns and manages, continuing to integrate and actively manage County lands with sound natural resource management principles is important. Inventory of County Open Space Properties SCG owns and maintains numerous properties, public recreational access easements and natural surface trails. These properties in turn help protect Summit Countys open space character and provide for public access to natural areas and trails. Open space lands are acquired and managed to protect buffers between communities, prominent view corridors, significant agricultural lands, riparian corridors, trails and recreation access points, and lands of unique ecological value. Since inception of the Program in 1994, SCG has protected over 14,000 acres. The table below provides an inventory of the Countys open space properties as of February 2010, including the total number of properties and acres that are protected and managed by SCG.
Summary of County Open Space Properties as of February 2010 Properties Protected Properties Managed Basin Acres Protected Acres Managed 1 by SCG by SCG 1 Lower Blue 18 8,085 15 1,923 Snake River 54 1,015 52 836 Ten Mile 22 1,024 21 850 Upper Blue 91 3,968 90 3,927 Countywide Total 185 14,092 178 7,536 1 Managed properties exclude privately owned properties with conservation easements held by SCG. Source: Summit County Open Space and Trails Dept., December 2009.
In addition to these open space properties, SCG also maintains approximately 25 miles of County Recpath, 16 miles of County-owned natural surface trails and 35 miles of jointly-owned trails with the Town of Breckenridge in the Golden Horseshoe (a recreational area located in the Upper Blue Basin).
63
March 2010
Natural Resource Management Responsible County Departments and Entities There are six main SCG departments or entities that are specifically tasked to work on various aspects of natural resource management. A discussion of these departments and entities is provided below, along with a brief summary of the work performed by each entity and references to applicable master plans that guide their efforts. Open Space and Trails Department The Summit County Open Space Program was created in 1994 with the goal to actively protect and preserve lands that maintain the Countys rural mountain character for present and future generations. The Open Space and Trails Department was established to administer the Open Space Program in accordance with the Summit County Open Space Protection Plan (adopted in December 1996). The Plan articulates an integrated strategy for preserving important open space resources and establishes management guidelines for County Open Space properties. The Summit County Recreational Pathways Master Plan, adopted in September 1988, further guides the location, design, construction and maintenance of recreational trails in Summit County. The Open Space and Trails Departments primary objective in managing County Open Space properties and trails is natural resource protection. Management plans for the Countys open space properties address issues such as: protection of environmentally sensitive areas; agricultural resource, vegetation and wildlife management; forest management / stewardship; noxious weed management; environmental hazards; and sustainable trails. In developing a management plan for each open space property, the Open Space and Trails Department works with a variety of entities to ensure effective management of natural resources, including the U.S. Forest Service, Colorado Division of Wildlife, Colorado Natural Heritage Program (to identify rare or endangered plant species), U.S. Environmental Protection Agency, and Summit County Weed Control Program. In addition, the Open Space and Trails Department works in conjunction with the County Road and Bridge Department to construct and maintain the County Recpath. Weed Control Program The mission of the Summit County Weed Control Program is to protect Summit Countys natural resources from invasive, non-native, noxious weeds through environmentally sound control practices. Noxious weeds are non-native plants that have no natural predators or diseases to keep them in check. Therefore, they rapidly displace native vegetation, causing a loss of native ecosystem stability and diversity, and affecting recreational resources. Pursuant to the Colorado Noxious Weed Act (C.R.S. 35-5.5-101, et. seq.), the state of Colorado has mandated that a countywide plan must be implemented by every county to prevent further damage bynoxious weed species. As required by state statute, SCG appointed a County Weed Advisory Board, hired a noxious weed program coordinator and adopted a Summit County Weed Management Plan in 2001 for the purposes of managing noxious weeds on all unincorporated lands in Summit County. The Weed Management Plan was subsequently revised in 2005 and 2009, and outlines weed management goals, management methods and accepted best management practices for controlling various weed species. The Weed Control Program now consists of one full time, year round staff member and 3 seasonal full time staff. The staff work to control noxious weeds on all unincorporated lands in Summit County, including County rights-of-way, open space properties and other properties owned and managed by SCG. The Weed Control Program uses integrated management techniques (i.e. cultural, chemical, biological
64
March 2010
and mechanical) to control the spread of noxious weeds. Colorado State University (CSU) Extension CSU Extension focuses on providing natural resources education to Summit County residents on topics such as mountain pine beetle, living with wildlife and noxious weed management. CSU Extension collaborates with entities such as the Colorado Division of Wildlife, Colorado State Forest Service and SCG Weed Control Program to provide educational outreach on these topics. Educational outreach consists primarily of workshops, pamphlets and public events. Most recently, given the scale of the current pine beetle infestation, the BOCC has directed CSU Extension to concentrate primarily on forest health issues. Thus, CSU Extension currently works closely with the Colorado State Forest Service on educational efforts addressing forest health issues such as pine beetle, reforestation and community wildfire protection. To assist with these efforts, SCG hired a Wildfire Mitigation Specialist in 2009 to work directly with local fire districts, local governments, the U.S. Forest Service and other governmental organizations to provide outreach and education on community wildfire protection. County Managers Office Water Resources and Wildfire Prevention Currently the County Managers office directly oversees management of the Countys water resources (including an extensive water portfolio and a court-approved Water Augmentation Plan), and coordination of the Countywide wildfire prevention efforts in concert with the Summit County Wildfire Council. In 2006, the Summit County Wildfire Council was created, which is made up of representatives from SCG, the respective towns governments, local fire districts, the Colorado State Forest Service, the U.S. Forest Service and Northwest Colorado Council of Governments (NWCCOG). The Wildfire Council is committed to working to promote forest health and reduce the risk of wildfire in accordance with objectives outlined in the Summit County Community Wildfire Protection Plan (adopted in September 2006). The Wildfire Protection Plan identifies key focus areas where community resources should be concentrated to reduce potential damage from wildfire. County-owned lands identified as focus areas include the land adjacent to the County Commons and open space properties in the Upper Blue Basin, which are jointly owned by SCG and the Town of Breckenridge. Specific management prescriptions for reducing the risk of wildfire in these focus areas are set forth in the Plan. The Wildfire Protection Plan also establishes an objective to pursue viable strategies for utilizing wood waste from forest health projects. The Plan notes that without a market and/or reuse opportunities for small diameter trees and slash, these resources must be disposed of through chipping and burning. Accordingly, to support more efficient reuse of wood resources, this Element establishes an initiative to identify and pursue strategies to reuse wood removed from County-owned properties during forest health / wildfire protection projects (e.g., use of pine beetle trees to construct buck and rail fences on County Open Space properties). Building and Grounds Department The SCGs Building and Grounds Department also addresses natural resource management of County owned properties. The Building and Grounds Department is responsible for maintaining County facility properties, including landscaping and other infrastructure. Thus, in order to effectively manage natural
65
March 2010
resources on County facility properties, the Building and Grounds Department must work in coordination with the entities outlined above to address issues such as forest health, water resources and wetlands, noxious weeds and wildlife protection. Environmental Health Department The Countys Environmental Health Department is also a valuable resource, which provides environmental information and monitoring of natural resources such as water and air quality. As SCG works to implement the initiatives in this Element, the Environmental Health Departments expertise and services could be utilized to help monitor environmental quality and manage natural resources on County owned properties. Coordinated Natural Resource Management SCGs natural resource management efforts have historically been spread among the departments and entities discussed above. As a result, natural resource management efforts, programs, initiatives and communications have not always been coordinated as well as they could be. It is felt there is an opportunity to achieve better coordination and communication among these entities and that this would enhance SCGs natural resource management efforts. Therefore, exploring strategies to improve the level of communication and coordination among these County departments and entities has been identified as an initiative to be pursued by SCG, which is included in the Communication, Education and Public Outreach Element of the Plan. Natural Resource Management Goals and Initiatives This Element outlines goals and initiatives intended to guide and enhance SCGs efforts to continue to sustainably manage natural resources on County-owned properties. Based on the characteristics of the Countys properties and the work already being performed by the departments and entities listed above, the goals and initiatives are broken out into the following topics: management of forest health (including integrated pest management to address the pine beetle epidemic and wildfire hazard reduction), water resources, wetland protection, noxious weed management, sustainable roads and trails and wildlife protection. Overall, the goals and initiatives set forth in the Element focus on:
Continuing to incorporate management techniques to improve forest health (i.e. mitigate impacts from the pine beetle) and reduce wildfire hazards on County-owned properties. Protecting and enhancing the quality and quantity of water resources and providing for the long-term protection and no net loss of wetlands on County-owned properties. Preventing the spread of invasive, non-native, noxious weeds on County-owned properties through environmentally sound control practices. Continuing to sustainably construct and maintain County roads and recreational trails in a manner that protects the natural terrain and has minimal environmental impact. Working to minimize negative impacts to wildlife resulting from the development and use of County-owned properties.
Past Initiatives and Present Sustainability Practices

Following is a list of some past achievements and current or ongoing practices that highlight some of SCGs more significant natural resource management efforts.
66
March 2010
Water Resources and Wetlands Protection

The Open Space and Trails Dept. has completed water quality improvement / reclamation projects on several County Open Space properties, including but not limited to: the Shoe Basin Mine clean-up in the Peru Creek drainage; construction of the Wellington Oro Treatment Plant in French Gulch; and reclamation of dredge piles / restoration of the Blue River at Four Mile Bridge Open Space, which restored a thriving, breeding habitat for Brown and Rainbow trout.
Forest Health
The Open Space and Trails Dept. has conducted extensive pine beetle mitigation work on County Open Space properties over the past ten years. To manage the pine beetle infestation and promote improved forest health, the Open Space and Trails Dept. uses Integrated Pest Management (a combination of cutting, spraying and reforestation). Due to changes in infestation levels, the Open Space and Trails Dept. is now contracting to do less spraying on County Open Space properties than in past years, and works to utilize the most environmentally-friendly practices available.
In 2009, the Open Space and Trails Dept. started using pheromone patches, which are suggested for use in areas near waterways and campgrounds, where preventative spraying has greater potential to negatively impact water quality and human health. The Open Space and Trails Department plans to continue (and potentially expand) the use of pheromone patches in 2010. With the goal to provide defensible space, stimulate new growth and create healthier forests, the Open Space and Trails Dept. has also focused on thinning, removal and reforestation efforts. The Open Space and Trails Dept. has planted approximately 2,000 seedling trees on County Open Space properties as part of the Countys reforestation efforts. Planting native varieties of trees and shrubs is intended to create a healthier forest by diversifying the species.
Over the past four years, the Open Space and Trails Dept. has worked with the Building and Grounds Dept. to remove Lodgepole pine trees 5 or more in diameter on approximately 20 acres at the County Commons to address pine beetle infestation. Over the past ten years, the Open Space and Trails Dept. has worked to reuse / recycle beetle kill trees removed during forest health projects into useable wood products (e.g., utilizing cut beetle kill trees to build buck and rail fencing on County Open Space properties).
Noxious Weed Management

The Weed Control Program and Open Space and Trails Department have an established work program to treat and manage specific areas on County-owned land for noxious weeds. Open Space and Trails staff and volunteers also monitor and remove noxious weeds from the Countys Open Space properties, recpath and trails on an ongoing basis. Through the Countys Adopt-A-Trail / Open Space program, education and information is provided to volunteers and weed pulling is incorporated into many volunteer trail projects.
Sustainable Trails
The Open Space and Trails Dept. works to design, build and maintain sustainable natural surface trails throughout Summit County. Elements taken into consideration include, but are not limited to: topography, soils, vegetation, drainage, type of users (e.g., hikers, mountain bikers, equestrians, cross country skiers, snowshoers, motorized users) and seasonal usage. The Open Space and Trails Dept. also ensures that all Recpath projects are designed to minimize both short and long-term impacts to natural resources.
Wildlife Protection
In 2009 the Open Space and Trails Dept. removed over 3,000 ft. of barbed wire from Iron Springs Open Space, 3,000 feet from Blue Danube Open Space, and 1,000 ft. from Fishhook Open Space to create safer wildlife habitat. In 2008 the Open Space and Trails Department removed 3,000 ft. of barbed wire and sheep fencing on the Trudy Robinson Open Space, a property located in a major wildlife movement corridor.
67
March 2010

The following section outlines goals and initiatives that SCG could pursue to continue to strengthen efforts to sustainably manage natural resources on County-owned properties.
ONGOING SUSTAINABILITY PRACTICES Forest Health Goal A: Continue to incorporate management techniques to improve forest health (i.e. mitigate impacts from the pine beetle) and reduce wildfire hazards on County-owned properties. Initiative 1: Continue to implement projects to improve forest health and reduce wildfire risk on County facilities and open space properties, focusing on the areas identified as priority focus areas in the Summit County Community Wildfire Protection Plan. County-owned lands identified as focus areas include the land adjacent to the County Commons and open space properties in the Upper Blue Basin, which are jointly owned by SCG and the Town of Breckenridge. Responsible Entities: Summit County Wildfire Council, County Managers Office, Building and Grounds Dept., Landfill / Recycling, Open Space and Trails Dept. Initiative 2: Continue to utilize integrated pest management to address the pine beetle epidemic on County facilities and open space properties. Integrated pest management includes a combination of tree cutting, spraying, and reforestation / planting to diversity the species. 2.1 Use alternatives to non-organic chemicals to control the spread of mountain pine beetle when they exist and are practicable (e.g., pheromone patches or other environmentally friendly treatments that become available). Responsible Entities: Building and Grounds Dept., Landfill / Recycling, Open Space and Trails Dept. Initiative 3: Continue working to increase reforestation efforts (i.e. reseeding and planting trees and shrubs) on County-owned properties where practical and appropriate to promote forest regeneration and species diversification. 11 Responsible Entities: Building and Grounds Dept., Open Space and Trails Dept. Initiative 4: Identify and pursue strategies to reuse wood removed during forest health / wildfire protection projects (e.g., use of pine beetle trees to construct buck and rail fences on County Open Space properties). Responsible Entities: Summit County Wildfire Council, County Managers Office, Landfill / Recycling, Building and Grounds Dept., Open Space and Trails Dept. ONGOING SUSTAINABILITY PRACTICES - Water Resources and Wetlands Protection Goal B: Protect and enhance the quality and quantity of water resources on County-owned properties.
In addition to promoting overall forest health, planting trees improves storm water management by slowing runoff and reducing peak flows, enhances wildlife habitat, improves air quality by absorbing pollutants, and reduces CO2 levels in the atmosphere by absorbing CO2 and giving off oxygen. Thus, tree planting is an effective strategy to enhance overall environmental quality and combat global climate change.
11
68
March 2010
Initiative 1: Reduce water consumption in County facilities and landscaping projects by pursuing the Water Conservation initiatives set forth in the County Facilities Element of this Plan. Responsible Entities: Building and Grounds Dept., County Facilities Subcommittee Initiative 2: Ensure that new development on County-owned properties does not disturb surface or subsurface hydrologic flows to the extent that recharge of nearby wetlands and streams are adversely affected. Responsible Entities: Planning Dept., Engineering Dept., Building and Grounds Dept., Road and Bridge Dept. Initiative 3: Implement BMPs for protecting water quality as part of any development or land use activity on County-owned properties and during the construction and maintenance of County roads and recreational paths. BMPs should include measures to avoid water quality impacts from chemical use, erosion and sedimentation. Responsible Entities: Planning Dept., Engineering Dept., Building and Grounds Dept., Road and Bridge Dept. Initiative 4: Continue to facilitate the clean up of abandoned mines and mine tailings on County Open Space properties where water quality problems have been identified. Responsible Entity: Open Space and Trails Dept. Initiative 5: Identify County Open Space properties that provide opportunities for water restoration, and pursue appropriate water restoration projects on these properties to restore stream channels and natural conditions, provide erosion control and improve fish and wildlife habitat. Responsible Entity: Open Space and Trails Dept. Goal C: Provide for the long-term protection and no net loss of wetlands on County-owned properties. Initiative 1: Continue to work with appropriate agencies and organizations to protect and preserve wetlands on existing County-owned properties. Responsible Entities: Engineering Dept., Environmental Health Dept., Building and Grounds Dept., Open Space and Trails Dept. Initiative 2: Continue to purchase properties that contain high quality wetlands through the Countys open space acquisition program and manage these properties to protect or improve their wetland functionality. Responsible Entity: Open Space and Trails Dept. Initiative 3: Explore the feasibility of utilizing County-owned property to establish a wetland mitigation bank, in order to implement the recommendations in the Conceptual Strategy For the Enhanced Management of Wetlands Within Summit County (adopted by the BOCC in April 1999 through Resolution 99-46). Responsible Entities: Planning Dept., Engineering Dept., Open Space and Trails Dept. ONGOING SUSTAINABILITY PRACTICES - Noxious Weed Management Goal D: Prevent the spread of invasive, non-native, noxious weeds on County-owned properties through environmentally sound control practices.
69
March 2010
Initiative 1: Continue to pursue cooperative interdepartmental efforts to improve weed management practices on County-owned and operated lands and rights-of-way, in accordance with the goals set forth in the Summit County Weed Management Plan. Responsible Entities: Summit County Weed Control Program, Open Space and Trails Dept., Building and Grounds Dept., Road and Bridge Dept. Initiative 2: Ensure that native, weed-free plantings are used in all landscaping projects on Countyowned properties. Responsible Entities: Building and Grounds Dept., Road and Bridge Dept., Open Space and Trails Dept. Initiative 3: When performing construction or landscaping projects on County-owned properties, ensure proper revegetation of all disturbed soils with native, weed-free grasses to prevent noxious weed infestations. Responsible Entities: Building and Grounds Dept., Road and Bridge Dept., Open Space and Trails Dept. ONGOING SUSTAINABILITY PRACTICES - Sustainable Roads and Trails Goal E: Sustainably construct and maintain County roads and recreational trails in a manner that protects the natural terrain and has minimal environmental impact. Initiative 1: Design and construct County roads and trails to avoid impacts to environmentally sensitive areas, in accordance with the applicable Road & Bridge Standards and Grading & Excavation Regulations set forth in the Summit County Land Use and Development Code. Responsible Entities: Open Space and Trails Dept., Road and Bridge Dept. Initiative 2: Any negative impacts to environmentally sensitive areas resulting from existing roads and trails should be minimized and corrected using strategies such as seasonal closures and rerouting of roads and trails. Responsible Entities: Open Space and Trails Dept., Road and Bridge Dept. Initiative 3: Increase enforcement of motorized restrictions in designated non-motorized areas to reduce damage to natural resources. Responsible Entities: Open Space and Trails Dept., Road and Bridge Dept., County Sheriff Initiative 4: Provide increased public information and educational materials to promote appropriate, responsible use of County trails, leave no trace practices and protection of wildlife values. Responsible Entities: Open Space and Trails Dept., CSU Extension ONGOING SUSTAINABILITY PRACTICES - Wildlife Protection Goal F: Work to minimize negative impacts to wildlife resulting from the development and use of Countyowned properties.
70
March 2010
Initiative 1: Continue to work with the Colorado Division of Wildlife to identify important wildlife habitat and movement corridors located on County-owned properties and manage those properties accordingly. Responsible Entities: Open Space and Trails Dept., Planning Dept. Initiative 2: In areas identified as critical wildlife habitat, work to maintain large areas of native plant species that offer food and cover for wildlife, plant native trees, shrubs and flowers and control noxious weeds. Responsible Entity: Open Space and Trails Dept. Initiative 3: Work to install bear-resistant trash containers at all County facilities. Responsible Entity: Building and Grounds Dept. Initiative 4: Minimize fencing on County-owned properties, and ensure that any necessary fencing allows for relatively free movement of wildlife in accordance with the Wildlife Friendly Fencing Guidelines published by the Colorado Division of Wildlife (CDOW). Responsible Entities: Building and Grounds Dept., Landfill / Recycling, Open Space and Trails Dept. Initiative 5: Minimize negative effects of trails on wildlife by routing trails away from high-value wildlife habitats such as riparian zones, nesting sites, or other critical wildlife areas. Responsible Entity: Open Space and Trails Dept.
71
March 2010
Communication, Education & Public Outreach Element

Working Draft Sustainability Action Statement:
Work to raise employee and public awareness about SCGs sustainability initiatives and actively engage County employees in efforts to improve the sustainability of County facilities and operations.
Introduction
Effective communication, education and public outreach are vital to the ongoing implementation of SCGs sustainability initiatives. As one of the largest employers in the County, SCG is poised to lead by example to advance sustainable practices among all County employees and to help spread the concepts of environmental, economic and social responsibility into the larger community. Such an effort will include the coordination of sustainability efforts among the Sustainability Task Force and various County departments, internal employee education and training, and external outreach to the community. Coordination of SCGs Sustainability Initiatives To work toward achieving SCGs sustainability goals, effective communication and coordination will be needed between the Sustainability Task Force and the various County departments and entities working to implement the initiatives set forth in the Plan. In order to achieve and sustain the required communication and coordination among these entities, it is recommended that SCG designate a staff position to serve as the Countys Sustainability Coordinator. More information on the purpose and responsibilities of a Sustainability Coordinator are provided in the Introduction section of the Plan. Employee Education & Training Another critical component in achieving the goals set forth in the Plan is engaging SCGs employees in implementation. In order to achieve SCGs sustainability goals, all County employees should be aware of the potential impacts of their actions, attempt to take responsibility for reducing or eliminating those impacts, and be actively engaged in efforts to improve the sustainability of County facilities and operations. This will require all County employees to understand the basic principles of sustainability and use them to guide their decisions and actions both personal and collective. Public Outreach To increase public awareness and support for SCGs sustainability initiatives, it will also be important to publicize and promote sustainability efforts through media releases and other public outreach methods. Moreover, public outreach can also be used as a mechanism to encourage energy and resource conservation by the larger community, and to realize opportunities for County employees to engage in community sustainability issues.

This Element of the Plan outlines goals and initiatives that SCG should pursue to inform and educate County employees and the public about SCGs sustainability initiatives. The primary emphasis to equip County employees with the information, tools and resources needed to conduct County operations in a
72
March 2010
manner that protects the environment and considers the long-term environmental, economic and social sustainability of decisions and programs. Overall, the goals and initiatives focus on:
Facilitating effective communication and coordination among the various County departments and entities working to implement the initiatives set forth in the Plan. Educating County employees on specific operational changes that can be made to achieve the goals set forth in this Plan by:

Developing a County sustainability webpage to provide information and resources available to County employees. Creating Human Resources Sustainability Guidelines for County employees to establish administrative policies for sustainable operating procedures. Offering employee training classes that support SCGs sustainability initiatives. Disseminating information through appropriate messaging and informational signage at County facilities. Utilizing the County Beat to provide monthly Sustainability Tips and updates on SCGs sustainability initiatives.
Publicizing and promoting SCGs sustainability initiatives to raise public awareness and help foster behavioral change throughout Summit County. IMMEDIATE INITIATIVES Coordinate Sustainability Initiatives Goal A: Advance SCGs sustainability initiatives by dedicating required staffing resources to oversee implementation of the Plan and provide the required communication and coordination among respective County entities. Initiative 1: Assign a Sustainability Coordinator to provide and bolster communication and coordination between the Sustainability Task Force and the various County departments and entities working to implement the initiatives set forth in the Plan. Responsible Entity: County Managers Office, Planning Dept. IMMEDIATE INITIATIVES Employee Education & Training Goal B: Educate County employees and department heads about SCGs sustainability initiatives, with a focus on specific operational changes that can be made to achieve the goals set forth in the Plan. Initiative 1: Develop and adopt Human Resource Sustainability Guidelines for County Employees. The guidelines could establish administrative policies for operational procedures that would support the sustainability goals set forth in the Plan. For example:

Energy conserving guidelines for the use of lighting, computers, electrical and heating devices, and other energy-using equipment. Policies for employee travel and flexible work arrangements (i.e. telecommuting and flexible work schedules) to reduce vehicle miles traveled and associated GHG emissions. Recommended strategies to reduce paper consumption that focus on electronic solutions and maximizing the efficient use and reuse of paper. Other waste reduction strategies that would minimize the use of non-reusable, nonrecyclable and non-compostable products by County employees.
Responsible Entities: HR Sustainability Guidelines Subcommittee, Human Resources Dept.
73
March 2010
Initiative 2:
Develop and offer employee trainings that support SCGs sustainability initiatives, and work with the Human Resource Dept. to explore the possibility of making some of these training classes required or mandatory for County employees. For example:
A training seminar for all department heads that provides an overview of the Sustainability Action Plan goals and initiatives and emphasizes County employees role in implementing these initiatives. An employee training class on sustainability practices, including fuel-efficient driving, reducing energy consumption at work, and organizational waste reduction standards (i.e. reduction and reuse, recycling and composting).
Responsible Entities: HR Sustainability Guidelines Subcommittee, Human Resources Dept. Initiative 3: Work with the Human Resources Dept. to provide information on sustainability practices as part of new employee orientation. Responsible Entities: HR Sustainability Guidelines Subcommittee, Human Resources Dept. Initiative 4: Develop a Sustainability Webpage on the Countys Website to provide ongoing information on sustainability initiatives. Information on the webpage could include:

Sustainability Tips of the Week, educational videos and other information on workplace habits to improve environmental sustainability. Resources to help employees implement the sustainability initiatives set forth in this Plan (e.g., purchasing or product guides, a resource exchange to facilitate the reuse of materials among County departments, etc.). Periodic updates on SCGs sustainability accomplishments and progress toward achieving the goals and initiatives set forth in this Plan (e.g., results of employee commuter survey, and announcements about efficiency upgrades and installations of renewable energy systems). Sustainability Profiles highlighting individual County employees that are helping to improve the sustainability of the Countys facilities or operations. An interactive feature to solicit employee feedback and ideas for new strategies (i.e. a County Sustainability Suggestion System).
Responsible Entities: Information Systems Department, Sustainability Coordinator Initiative 5: Create and post signage for employee behavioral reminders (e.g., turn off lights) and signage to be displayed on recycling and compost bins with information to help employees understand how to use these waste reduction options. Responsible Entities: HR Sustainability Guidelines Subcommittee, Waste Reduction Subcommittee Goal C: Implement SCGs Sustainable Purchasing Policies by providing required information and technical assistance to all County employees with purchasing responsibilities. Initiative 1: Provide training for County employees to educate them on SCGs Sustainable Purchasing Policies and facilitate the evaluation and purchase of sustainable products. Training could target all County departments and/or employees that purchase or specify products, or award contracts for services that provide products. Responsible Entities: Sustainable Purchasing Subcommittee, Human Resources Dept., Finance Dept.
74
March 2010
Initiative 2: Create and maintain a designated sustainable product list / resource guide to be located on the Countys Sustainability Website. Responsible Entities: Sustainable Purchasing Subcommittee, Information Systems Dept., Finance Dept. ONGOING SUSTAINABILITY PRACTICES Coordination of Sustainability Initiatives Goal D: Facilitate effective communication and coordination among the Sustainability Task Force and the various County departments and entities working to implement the initiatives set forth in the Plan. Initiative 1: Arrange for department heads and other management personnel to attend Task Force meetings on an as needed basis, to discuss initiatives that will be implemented by their respective departments. Responsible Entities: Sustainability Coordinator, Sustainability Task Force, County Department Heads, County Managers Office Initiative 2: Sustainability Task Force Members should continue to serve as liaisons for communicating information between their respective departments and the Sustainability Task Force. Responsible Entities: Sustainability Task Force, County Department Heads Initiative 3: Explore additional strategies to improve the level of communication and coordination among the SCG departments and entities that are involved in managing County facilities and properties. For example, to enhance natural resource protection on County-owned properties, work to achieve more coordinated efforts among the Open Space and Trails Dept., Weed Control Program, CSU Extension, Summit County Wildfire Council, Building and Grounds Dept., Road and Bridge Dept. and other departments or entities involved in managing natural resources on County-owned properties. Examples of potential strategies to improve communication and coordination include: Creating a Natural Resource Management Department that includes entities such as Open Space and Trails, Weed Control, etc. Using an existing County position to provide the desired coordination and communication among these departments and entities. Providing coordination and communication among these departments and entities at the director level (e.g., quarterly meetings of all directors).
Responsible Entity: County Managers Office ONGOING SUSTAINABILITY PRACTICES Employee Education & Training Goal E: Create channels and opportunities for effective communication that informs, educates and inspires employee involvement in SCGs sustainability initiatives. Initiative 1: Continue to utilize the County Beat to provide County employees with monthly Sustainability Tips and updates on SCGs sustainability initiatives. Responsible Entities: Sustainability Coordinator, Human Resources Dept. Initiative 2: Continue to update and maintain a County Sustainability Webpage to provide ongoing information and resources to all County employees. Responsible Entities: Sustainability Coordinator, Information Systems Dept.
75
March 2010
Initiative 3: Continue to expand efforts to educate and engage County employees in SCGs sustainability initiatives. For example: offering employee training for existing and new employees, and providing signage at county facilities. Responsible Entities: HR Sustainability Guidelines Subcommittee, Human Resources Dept. Initiative 4: Develop and implement an Employee Challenge / Rewards and Recognition Program to recognize employees who identify new energy or resource-conserving programs that are both practical and cost-effective. Responsible Entities: HR Sustainability Guidelines Subcommittee, Human Resources Dept. ONGOING SUSTAINABILITY PRACTICES Public Outreach Goal F: Publicly advertise and promote SCGs commitment to sustainability and the benefits that SCGs sustainability initiatives will bring to the community through media releases and public outreach efforts. Initiative 1: Inform the public of SCGs sustainability initiatives through press releases, the County website, SCTV interviews, and other local media. Media releases could publicly advertise and promote SCGs sustainability efforts, including adoption of the Sustainability Action Plan, prioritized implementation measures, and ongoing implementation of sustainability initiatives. Responsible Entities: Sustainability Coordinator, County Managers Office Initiative 2: Continue to utilize HCCC to provide public education and outreach on various sustainability topics, including energy conservation and waste reduction efforts. Responsible Entities: Sustainability Coordinator, Sustainability Task Force, County Managers Office Initiative 3: Partner with CSU Extension, Northwest Colorado Council of Governments (NWCCOG), and other appropriate entities to provide expanded education and outreach on sustainability topics to County residents. Examples of potential educational outreach activities to be pursued include: public workshops, informational pamphlets, and public events. Responsible Entities: County Managers Office, Sustainability Coordinator and other appropriate County Depts. as designated by the County Mangers Office.
76
March 2010
Funding Opportunities and Partnerships Element

Cooperate and collaborate with local, state and federal entities to pursue funding opportunities and programs that further the sustainability goals and initiatives set forth in this Plan.
Introduction
Different types of resources (including financial and in-kind) will be needed for the ongoing implementation of the initiatives set forth in this Plan. In order to help attain the resources necessary for Plan implementation, SCG will need to actively pursue diverse funding opportunities, and develop effective partnerships with town governments, non-profits, educational institutions and other appropriate local, state and federal entities. It should also be noted that often one of the most important criteria to help obtain grant funding for sustainability initiatives is to have a plan in place that provides vision, direction and guidance relative to sustainability practices. Thus, the adoption of this Plan could serve as an important tool or resource to help SCG obtain grants and other funding. Moreover, having a plan in place can also help SCG develop collaborative partnerships to advance the Countys sustainability initiatives and achieve the goals set forth in the Plan. Funding Sources and Opportunities In terms of available funding sources to finance SCG sustainability projects, there are a couple of sources that are already being utilized and a variety of potential funding opportunities that could be pursued immediately and in the near future. Funding sources that are currently being utilized to finance SCG sustainability projects (i.e. energy efficiency upgrades and the installation of renewable energy systems at County facilities) include:
Summit County Referred Measure 1A A twelve-year property tax levy approved by voters in November 2008, which allocates funding for energy efficiency improvements and renewable energy at County facilities (among other County needs, such as wildfire protection and open space preservation). Xcel Energy Solar Rewards Program A program that offers rebates and incentives to encourage the installation of solar photovoltaic systems. Working in conjunction with Innovative Energy, SCG will capture rebates and Renewable Energy Credits (RECs) for five renewable energy systems planned at County facilities in 2010. 12
In addition to the funding sources listed above, there are also a variety of funding opportunities that SCG could pursue to finance County sustainability initiatives. These include funding techniques such as energy performance contracting, power purchase agreements, revolving loan funds, and a multitude of state and federal grants. A brief description of each of these funding techniques is provided below:
12
Renewable energy capital projects currently planned for fiscal year 2010 include installation of solar photovoltaic systems at the Building & Grounds office and garage, the Community & Senior Center, the Materials Recovery Facility, the Justice Center, and the North Branch Library.
77
March 2010
Energy Performance Contracting This is a commonly used method to fund energy efficiency improvements in public buildings that involves entering into an agreement with a private energy service company (ESCO). The ESCO would audit County buildings, and identify and recommend specific energy efficiency improvements. The ESCO will then install the improvements at no cost to SCG, and allow SCG to pay for the improvements through the resulting energy cost savings over the term of the contract. This is a cost effective way for local governments to have their facilities audited and to install energy efficiency improvements without any initial capital outlay. Power Purchase Agreements To fund the installation of renewable energy systems, such as solar photovoltaic panels (which typically cost $5 - $10 per watt in most government buildings), many local governments are utilizing power purchase agreements. Through a power purchase agreement, a utility company will install renewable energy technology (e.g., solar system or wind turbines), and the local government will get the power generated from the system(s). Per the agreement, the government commits to buy power from the utility company over a long-term contract (typically 15 20 years) at a fixed premium, and the utility company incurs all costs associated with installing, owning and operating the system. Revolving Loan Funds A revolving loan fund can be used to provide initial capital for new energy efficiency or renewable energy projects, where money is taken from the fund for installation of the improvements and paid back from the resulting energy savings. State and Federal Grants As a result of the American Recovery and Reinvestment Act (ARRA), signed in February 2009 and the State of Colorados campaign to promote a New Energy Economy, there are numerous state and federal grant monies available to fund local initiatives that advance energy efficiency and renewable, clean energy resources. Valuable information on grants available to finance government energy projects can be found on the ENERGY STAR and Colorado Governors Energy Office (GEO) websites. For example, in May 2010, the GEO is offering grants to fund energy efficiency, renewable energy and high performance design in public buildings.
Local and Regional Partnerships Developing effective partnerships is another important strategy that could enable SCG to leverage resources and build civic and leadership capacity to advance sustainability initiatives at the local level. Following is a brief summary of SCGs existing local and regional partnerships and the role that these partnerships could play to further sustainability efforts. Local Partnerships High Country Conservation Center (HCCC) and Town Governments HCCC is a local non-profit organization that works to advance grassroots efforts and programs aimed at waste reduction, recycling, energy conservation and green building throughout our mountain community. HCCC has been working in partnership with SCG and the towns to obtain grant funding from the GEO for programs that will facilitate energy conservation and renewable energy throughout Summit County. HCCC has recently become a GEO Partner and has obtained grant funding to hire a Community Energy Coordinator. The grant funding for the Community Energy Coordinator is provided through the GEO as part of the AARA Energy Efficiency and Conservation Block Grants (EECBG). The overarching goal is to further the New Energy Economy by advancing energy efficiency and renewable, clean energy resources within Summit County communities. To accomplish this goal, the grant provides funds to employ a Community Energy Coordinator (as a 2-3 year position) that will lead efforts to primarily: .
Develop a three-to-five year community sustainability plan and related action plans, focused on reducing energy use and fossil fuel emissions in the multiple jurisdictions within Summit County. It is envisioned that the plan will be completed in 9 months to 1 year. Position the community to more readily access GEO programs and funding opportunities.
78
March 2010
The program encourages coordination among SCG, towns and other local entities in order to maximize the impact of this program on long-term local priorities. In addition, the program also promotes leveraging the resources of federal, state and local governments, utilities and utility regulators, private sector and non-profit organizations, in order to maximize the resulting energy, economic and environmental benefits [of GEO programs]. 13 Examples of some of the GEO programs that SCG could potentially take advantage of as part of this partnership include, but are not limited to:
Greening Government Possible activities include the GEO Energy Performance Contracting (EPC) program to reduce energy and water use in public buildings, programs to create fleet efficiency, and environmentally preferable purchasing programs. Energy Audit and Retrofit Program GEO rebates and grants for residential, public, and commercial buildings and technical assistance through the GEOs Main Street Energy Efficiency program.
Regional Partnerships - Rocky Mountain Climate Organization (Colorado Climate Network and Northern Mountains Climate and Energy Initiative) In addition to developing local partnerships with HCCC and the town governments, SCG has also been participating in regional collaborative efforts to address climate change and sustainability issues. In terms of regional partnerships, SCG is currently participating as a member of two regional organizations administered by the Rocky Mountain Climate Organization (RMCO) the Colorado Climate Network and the Northern Mountains Climate and Energy Initiative (NMCEI). The Colorado Climate Network was launched by RMCO in May 2009 to support local climate-protection programs throughout the state. 14 SCG has joined on as a member, along with thirteen other local governments, the Colorado Municipal League (CML) and the Colorado Association of Ski Towns (CAST). The mission of the Network is to support efforts by local governments and allied organizations in Colorado to reduce heat-trapping gases and to adapt to climate change. The Network helps its members develop and implement programs, learn of funding and other resources and interact more productively with other local and state programs in Colorado. Services offered by the Network include:

Opportunities for members to communicate with one another about their local programs, to share information and learn of other local programs and activities. Information about grants and other funding opportunities for local programs. Information about state and federal actions relevant to local climate actions. Workshops and other opportunities to learn from experts and interact with other Network members. Assistance in forming and implementing regional collaborative efforts among local programs, such as the NMCEI.
The NMCEI is a regional working group that has been convened by RMCO and is made up of Network members and other local governments in Eagle, Grand, Routt and Summit counties (including SCG and the towns of Breckenridge, Frisco, and Dillon). The group is working to develop plans and pursue grant funding for coordinated regional sustainability efforts, such as developing baseline emissions inventories
13
Source: The Colorado Governors Energy Office Community Energy Coordinator Grants Request for Applications (RFA), October 2009.
14 Members of the Colorado Climate Network, as of January 2010, include: City and County of Denver, City of Aurora, Boulder County, City of Fort Collins, City of Boulder, Summit County, Pitkin County, City of Aspen, City of Steamboat Springs, Town of Avon, Town of Vail, Town of Breckenridge, Town of Frisco, Town of Dillon, Colorado Municipal League (CML) and CAST.
79
March 2010
region-wide, cooperating in planning and purchasing and expanding the educational partnership opportunities with Colorado Mountain College (CMC).

The following section identifies goals and initiatives that SCG could pursue to help fund County sustainability projects and develop effective partnerships to advance local sustainability initiatives throughout the community. Overall, the goals and initiatives focus on:
Securing grants, leveraging resources and exploring innovative funding mechanisms to finance SCGs sustainability initiatives. Continuing to develop and maintain partnerships with appropriate entities to further sustainability initiatives at the local level.
Sustainability Coordinator A designated or permanent Sustainability Coordinator could play a critical role in implementing the initiatives set forth in this Element, by actively working to secure funding and develop partnerships to advance SCGs sustainability initiatives. More information on the purpose and responsibilities of a Sustainability Coordinator are provided in the Introduction section of the Plan.
ONGOING SUSTAINABILITY PRACTICES Pursue Funding Opportunities Goal A: Pursue diverse funding opportunities to finance projects and programs that further the sustainability goals and initiatives set forth in this Plan and prioritized for implementation. Initiative 1: Develop a process to annually: 1) evaluate upcoming sustainability initiatives to be implemented; 2) identify required resources needed for implementation (including financial and in-kind resources); and 3) acquire and allocate the necessary resources for each initiative. 1.1 Explore the potential to establish a Sustainability Reserve Fund (or similar account) to keep necessary funding on hand for implementing identified sustainability initiatives. Responsible Entities: Sustainability Coordinator, County Managers Office, Finance Dept. and other appropriate County Depts. Initiative 2: Actively track grant opportunities, apply for grant funding, and work to leverage the resources of local, state and federal governments, HCCC and other private sector and nonprofit organizations to finance SCG sustainability projects. Responsible Entities: Sustainability Coordinator, County Managers Office, and other appropriate County Depts. Initiative 3: Explore and pursue innovative mechanisms to generate funding to support or initiate SCG sustainability projects (e.g., energy performance contracting, revolving loan funds and power purchase agreements to fund energy efficiency improvements and the installation of renewable energy systems). Responsible Entities: Sustainability Coordinator, County Managers Office, and other appropriate County Depts.
80
March 2010
Initiative 4: Attend Mayors, Mangers and Commissioners meetings to exchange information and spread awareness about upcoming funding opportunities for local government sustainability initiatives and discuss potential opportunities to collaborate in applying for these funds. Responsible Entities: Sustainability Coordinator, County Managers Office and other appropriate County Depts. Initiative 5: Explore the possibility of establishing a SCG Employee Giving Program (e.g., similar to the one implemented by Copper Mountain Resort). This could include voluntary employee financial contributions or volunteerism and could be used as a tool to provide matching funds and in-kind resources needed to obtain grants. Responsible Entities: Sustainability Coordinator, Sustainability Task Force, Human Resources Dept., Finance Dept. Initiative 6: Work with HCCC, town governments and other appropriate local entities to create a Voluntary Carbon Offset Program for the Summit County. Voluntary contributions collected through the Program could provide funding for local government and communitywide sustainability initiatives. Responsible Entities: Sustainability Coordinator, Sustainability Task Force, County Managers Office ONGOING SUSTAINABILITY PRACTICES Develop Partnerships Goal B: Seek opportunities to collaborate with local, state and federal entities to develop strategies or implement programs that further sustainability initiatives at the local level. Initiative 1: Continue to partner with the GEO, HCCC and the town governments to pursue programs that facilitate energy conservation and renewable energy throughout Summit County. Responsible Entities: County Managers Office, Sustainability Coordinator and other appropriate County Depts. Initiative 2: Coordinate with the town governments that are pursuing similar sustainability initiatives when developing government sustainability programs, in order to increase the environmental benefits of these programs (e.g., programs to facilitate employee use of alternative transportation, such as carpooling or vanpooling programs). Responsible Entities: County Managers Office, Sustainability Coordinator, Sustainability Task Force and other appropriate County Depts. Initiative 3: Continue to develop regional partnerships and explore regional collaborative efforts by participating in the RMCO Colorado Climate Network, the NMCEI and other appropriate regional organizations working to advance local sustainability and climate action initiatives in the mountain west. Responsible Entities: County Managers Office, Sustainability Coordinator, Sustainability Task Force
81
March 2010

SustainabilityActionPlan3 30 10

Enviado por

Dados do documento

Descrição original:

Título original

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

SustainabilityActionPlan3 30 10

Enviado por

Direitos autorais:

Formatos disponíveis

SUMMIT COUNTY GOVERNMENT

SUSTAINABILITY ACTION PLAN FOR COUNTY FACILITIES & OPERATIONS

Sustainability Task Force Coordinators

Sustainability Action Plan

Sustainability Action Plan

List of Acronyms & Nomenclature

BOCC CO2 CO2E EPA GEO GHG -

HCCC ICLEI IPCC JCI MRF -

NMCEI RMCO SCG -

SCG Departments SCG Facilities SCRAP VMT -

Summit County Resource Allocation Park Vehicle Miles Traveled

Sustainability Action Plan

Mission Statement & Guiding Principles

3. Communication, Education and Collaboration:

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Use, Monitoring and Updates

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Snapshot of Summit County Government

Sustainability Action Plan

County Facilities Element

Source: Scott Vargo, Assistant County Manager, November 2009.

Sustainability Action Plan

Sustainability Action Plan

materials, large-scale renewable energy generation and local food production.

Sustainability Action Plan

SCG Baseline Inventory: Conditions as of 2010

Sustainability Action Plan

Energy Use at County Facilities Baseline Year 2007

Source: Xcel Energy Utility Statements for January - December 2007.

Past Initiatives & Present Sustainability Practices

Sustainability Action Plan

Sustainability Action Plan

Projected Payback 6 years

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Goals and Initiatives:

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

Sustainability Action Plan

SCG Baseline Inventory: Conditions as of 2010

Sustainability Action Plan

Sustainability Action Plan

Past Initiatives & Present Sustainability Practices

Sustainability Action Plan

Efficient Operating Procedures

Mitigating Emissions from Fuel Use