HomeMy WebLinkAbout2016.11.16 CEAP Agenda Packet Climate and Energy.Action Plan
Climate and Energy Plan Committee
Meeting Agenda
November 1 G, 2016 5:30 1'M ..........7:30 PM Comm�uni.ty .Devel..opm-en..t .Bu,l.].din..g
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Call to Order Rich/Claudia
Icebreaker
Approval of Minutes Rich
Public Input Rich
60 min Open House Plan Update— December 7, s:3o-7:3o sou Rich/Adam
is min Draft Plan Review Rich/Adam
io min Consumption Emissions/Carbon Offsets arch Jim t[
...............
NCX[ Steps -Review schedule table
5 min • Dec 7 5:30 PM—Open House Rich/Adam
Outstanding Committee member items
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CASCADIA ,NSHLAND
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Climate and Energy Action Plan
CEAP Ad-Hoc Committee-Scope of Work
The ad hoc Climate Change and Energy Action Plan Committee is charged with making recommendations to
the City Council regarding a climate change and energy action plan intended to identify existing and potential
vulnerabilities and develop an organized and prioritized set of actions to protect people and resources from
the ongoing impacts of climate change.The plan shall include targets and strategies for reduction of
greenhouse gas emissions in Ashland.These targets and strategies may be short-mid-or long-term, and shall
consider cost,feasibility,community acceptance and likelihood of success,with an emphasis on voluntary
measures that can be undertaken by different sectors of the community.The plan shall include specific,
measurable actions that citizens and local institutions can undertake immediately upon adoption of the plan.
The Committee shall review similar plans in comparable communities,consult as necessary with local subject
matter experts in the areas of transportation, energy, land use and infrastructure(and other areas as the
Committee deems advisable), and identify implementation steps as appropriate.
The Committee shall, in consultation with City staff and consultants, determine its own work plan and project
timeline, however the activities of consultants hired by the City to work on the plan or technical reports
associated with the plan shall be directed by the City and not by the ad hoc committee. The ad hoc
committee shall not create and appoint subcommittees without the prior consent of the City Council. Unless
otherwise directed by the City Council,the Climate Change and Energy Action Plan shall be delivered to the
City Council by January 31, 2017.
The Committee shall, in the course of its work:
• Provide ample opportunity for public input and feedback; and
• Present its recommendations in writing so they can be easily shared with the public.
CITY OF
ASCADIA iNSHLAND
CONSULTING GkOUY
Minutes for the Climate and Energy Action Plan ad hoc Committee
October 5,2016
Page 1 of 3
MINUTES FOR THE CLIMATE & ENERGY ACTION PLAN ad hoc COMMITTEE
Wednesday, October 5, 2016
Siskiyou Room, 51 Winburn Way
1. Call to Order
Councilor Rich Rosenthal called the meeting to order at 3:30 p.m.
Committee members Jim Hartman, Roxane Biegel-Coryell, Stuart Green, Isaac Bevers, Greg
Jones, Louise Shawkat, Bryan Sohl, Cindy Bernard, and Marni Koopman were present. Staff
member Adam Hanks and consultant Jeff Golden were present. Committee members Claudi
Alick and James McGinnis arrived late.
2. Around the Room
Group did an around the room team building answering the question, `if you had to pick a color
to describe the open house what would it be and why?' In general, the group was concerned with
low turnout but pleased with the discussions had by participants.
Claudia Alick arrived 3:35 p.m.
3. Public Input
Huelz Gutchen— stated he had recently send e-mails regarding double-bundle financing and
asked the group to read them. He stated that the potential for carbon offsets to be used in order to
make us 100% carbon neutral is obsolete, we need to have more creative ways to solve the
problem.
Ray Mollett—thanked the group for the recent open house. He stated that he shares the concerns
the group expressed regarding the low turnout and wondered if this was due to the nice weather,
the day of the week it was held, or some other factor. He wondered if the committee has thought
about what number of citizen participants is necessary to gain community consensus.
Joanne Eggers— stated that Tanya Graham of Geos Institute asked her to read a statement [the
full statement is attached to these minutes].
Andrew Cubic— stated he attended the first open house in May and that it scared him into being
part of the 1 Ox20 supporters. He learned recently about the state's electric proportionality of
renewable mix and is asking the group to look at a standard mix. We shouldn't allow the state to
limit our use of or production of renewable energy. He stated that John Kennedy said that we
choose to go to the moon and then we did. He hopes the committee chooses to aim high and then
achieve it.
Robert Block-Brown—stated he agrees with the sentiments stated about the open house, there
was good information and good organization but poor attendance. He talked with many people
who just didn't know about it. There was a poor job of advertising and outreach. He is hoping
the group has a good way to collect information between now and the end of the process. He has
Minutes for the Climate and Energy Action Plan ad hoc Committee
October 5,2016
Page 2 of 3
been working with Adam Hanks on parts of the draft ordinance. He recommends that the group
propose creation of a position in the final ordinance. That position needs to be directly under the
City Administrator. It needs to be that high level of a position so they can monitor all City
operations. The plan and position don't work if the position isn't at a high enough level.
Allie Rosenbluth— stated that she is with Rogue Climate. She too is sad about the lack of
attendance at the last open house. This may have been due to a communication error with who
was in charge of outreach. She stated that she has concerns with the draft vision statement. There
is nothing in the statement about social equity. She read aloud Rogue Climate's vision statement
as an example of how to include social equity.
Michael Shore— stated he is scared by the lack of open house attendance and is concerned about
how our Police and Fire departments would handle climate-related emergencies like a mega-fire.
He stated that putting a chamber under your home to be safe from mega fires is important. He
wonders if the City of Ashland has a plan in place to handle employee (in addition to
community) safety during mega fires. He also wondered if there is an ability to change land use
rules to include the ability to build structures to be safe and shelter in place in emergencies.
Jeff Sharpe—stated that the City is honored to have such a diverse and intelligent group working
on the plan.
4. Public Input Summary
Jeff Golden, representing Cascadia Consulting Group, gave an overview of the public input
received at and after the recent open house. Group discussed what Cascadia will be doing with
the information received and whether Cascadia need anything additional from the group. Golden
stated that Cascadia will continue to use the public input to prioritize actions and strategies.
Group expressed concerns with using the input too greatly, as it there was such a small number
of Ashland residents in attendance. Group discussed what might be missing from the public
input. They agreed that social equity issues were likely underrepresented as most attendees
seemed to be older, white, and relatively affluent.
Group discussed options for additional public input including discussions with specifically
targeted groups, a"road show"to service organizations like Rotary, Elks, etc. or to local
religious congregations, articles in the newspaper, and additional information on the City's web
and social media pages.
Committee member McGinnis arrived 4:27 p.m.
Group requested that Rosenthal and/or staff member Hanks draft questions to aid in the October
15th discussion. Rosenthal agreed to this request.
Group discussed whether a statistically valid number of residents giving public input was
necessary. Group determined that while getting input on the plan is still important, it is more
important now to get support for the plan before going to Council. The plan is just the start of
Minutes for the Climate and Energy Action Plan ad hoc Committee
October 5,2016
Page 3 of 3
this process, there is no way to make everyone happy but the group (and whomever continues
this process) need to continue the conversation with the community. They need to continue to get
input and support even after the plan is approved. McGinnis stated that it is the responsibility of
this committee to make decisions in the best interest of the community. Koopman stated that at
this point the group needs more targeted responses from those who have not yet been involved.
Group agreed there has been input and discussion from those who already support doing a plan
but what is lacking is hearing from those who are opposed or unsure about the need for a plan.
Rosenthal requested that the group continue to offer suggestions on how to get the plan
information out to those who have not yet been involved and staff will continue the already
started process of targeting specific community representatives/sectors for input.
Jones requested that Cascadia inform the group as to their plans for advertising and future public
input as agreed upon in their contract.
5. Vision Statement
McGinnis stated that during his small group discussion of actions and strategies they were
concerned that the vision statement lacked specific focus. Hartman stated he would like to see
the vision statement broken into simple action statements to motivate people and keep educating
the public simple. Green stated that vision statements shouldn't include specifics - it should only
be a zoomed-out view. Bevers stated any reference to social equity is missing from the current
vision statement.
Group discussed ways to potentially word-smith the current statement but determined they did
not have enough time for a full discussion at this meeting. Group agreed to send draft statement
options to staff for inclusion in the next packet and to have this discussion at the October 15th
meeting.
6. Next Meeting
The upcoming meeting schedule is as follows:
October 15, 9:00 a.m. — 12:00 p.m.
October 19, 5:30 p.m. —7:00 p.m.
November 2, 3:30— 5:30 p.m.
10. Adjournment
Meeting adjourned at 5:20 p.m.
Respectfully submitted,
Diana Shiplet, Executive Assistant
My name is JoAnne Eggers and I am a member of the Board of Directors of
the Geos Institute, which helps local leaders make decisions about climate
change that are good for people and nature. Tonya Graham, our Executive
Director, was planning to talk with you today, but has been called out of
town for a family situation and has asked me to deliver this message in her
place.
This committee and the City Council are facing some very important
questions — the answers to which will set the trajectory for our local efforts
to address climate change for many years to come.
The primary question at this point is how aggressive do we want to be in
reducing greenhouse gas pollution in Ashland? On one hand it's a very
simple question. Leading scientists tell us we need to get the atmospheric
concentration of carbon down to 350 parts per million. That means initially
becoming carbon neutral so we can stop the rise of that number. But that's
not enough. Collectively we need to become a carbon sink, taking up more
carbon than we emit. That is the global context within which this decision is
be"ing made.
Ashland citizens understand the danger of climate change and clearly are up
for doing something serious about it. We can tell by how many people
showed up at the Ashland Climate Challenge kickoff last November and the
enthusiasm with which citizens are providing input to this process. As our
ClimateWise team has traveled around the country helping communities
address climate change, we have not often seen this level of local
commitment and energy.
Few communities have set the goal of being carbon neutral in the U.S. To
our knowledge, none have set the goal of being a carbon sink. Ashland could
help anchor the bold side of this spectrum by setting either of these goals.
We know there are concerns that we don't know exactly how to reach either
of these goals or how to measure them. But someone has to figure- it out.
And Ashland ought to be part of that early scouting contingent brave
enough to go into uncharted territory and send word back to those who will
follow. It's simply who we are.
Fortunately, human beings are good at the impossible. We have traveled to
the moon. We jet around town in personal road rockets, some of which now
pretty much drive themselves. We communicate with people all around the
world in real time.
In the early 1900s, the Wright Brothers decided to build a flying machine
that many people thought was simply not possible. But they set a goal and
kept at it— even though keeping at it meant hurling themselves into the sky
in a contraption that they knew they couldn't really control. They risked
crashing many times to reach their goal. And then they shared what they
learned so that those coming behind them could build on their success.
Fortunately, we don't have to be that brave. We don't have to put our lives
on the line to reach this goal. But we should understand that their success
was due to their courage in setting a make or break goal and their
commitment to making it happen. They didn't say that in their spare time
they would tinker around and see if they could build a flying machine. They
said that they WOULD BUILD a flying machine. That's the kind of courage
Ashland needs to exhibit in this decision.
Since not all communities will commit or be able to deliver on a bold goal,
those with strong community support like Ashland need to set the pace.
Let's set a bold, meaningful goal and show our commitment to it by passing
an ordinance to make the Climate and Energy Action Plan fly.
That way, when our grandchildren ask us what we did once we knew about
climate change, we can look them in the eye and honestly say that we
simply did what needed to be done to protect their future.
Minutes for the Climate and Energy Action Plan ad hoc Committee
October 15,2016
Page 1 of 6
MINUTES FOR THE CLIMATE & ENERGY ACTION PLAN ad hoc COMMITTEE
Saturday, October 15, 2016
Siskiyou Room, 51 Winburn Way
1. Call to Order
Councilor Rich Rosenthal called the meeting to order at 9:00 a.m.
Committee members Stuart Green, Louise Shawkat, Roxane Beigel-Coryell, Jim Hartman, Greg
Jones, Marni Koopman and Claudia Alick were present. Staff member Adam Hanks was present.
Committee members James McGinnis and Isaac Bevers arrived late. City Administrator Dave
Kanner was in the audience.
Rosenthal outlined the agenda for the day. He stated there would be public input specific to each
agenda item at the start of the item in addition to the regular public input time for items not on
the agenda.
2. Public Input
Joanne Eggars— stated she was at the last open house and was struck by the greenhouse gas rates
produced by consumer goods. She believes this should be among the top concerns for the group.
She understands the challenges involved with taking on consumer goods but stated that we can't
get where we need to go without addressing those issues.
Caren Caldwell— stated that there is a lack of social equity in the plan so far. The proposed
solutions disproportionatly effect low income. Transportation, heating and energy efficiency
upgrades are all more costly for low income residents. She asked the group look at the GEOS
report for assistance and guidance on how to address disadvantaged sectors who are rarely
addressed. She stated there needs to be equity in participation by disadvantaged groups and there
needs to be greater assistance in home upgrades for both low income residents and landlords.
Lastly, there needs to be equity in green jobs—the group should encourage local training for job
and family wages for new green jobs. [see attached testimony]
Hannah Sohl— stated she was recently at an energy conference and it was clear there that
Ashland is looked to as a leader in solar power. She stated that this process is an important one
and the group needs to take more time to consider how to get information to and from the
community. The group needs to focus on how to get information regarding the next open house
to more than just those people who are already involved. She encouraged the group to
recommend the new position requested in the plan be an assistant city administrator, not just a
staff level, position. Lastly, she asked the group take a greater focus on low income or
disadvantaged groups while developing the plan.
James McGinnis arrived 9:12 a.m.
3. "10x20" Ordinance
Minutes for the Climate and Energy Action Plan ad hoc Committee
October 15,2016
Page 2 of 6
Group discussed whether a cost benefit analysis of the ordinance is (or could be) part of the
current Cascadia contract. Hanks stated no, it's not in their current contract and probably isn't
entirely in their realm of expertize. The challenge at this point is that there are many ways to
achieve the 10%reduction—Council needs better clarity in order to create an acuare RFP for a
cost benefit analysis.
1Ox20 Public Input
Dave Helmich— stated he was one of the primary petitioners of the ordinance but there is not a
unanimously held view of how to do the project. He believes the 1 Ox20 ordinance does not
entirely fall into the LEAP, that it should be managed separately. If the 1 Ox20 ordinance is part
of the CEAP and the 1 Ox20 project fails, the CEAP plan fails too. Keeping them separate works
better for the progress of both.
Jeff Sharpe—stated the ordinance was crafted to be achievable and it could be a vital resource to
make the CEAP active and not just words on paper. There needs to be an FRP to organize the
1 Ox20 plan with a direct connection to the city's grid (he described the PPA involved plan). In
order to achieve the goals of the LEAP, the group should encourage immediate action on 1 Ox20
and inclusion of it in the LEAP. [see attached testimony]
Isaac Bevers arrived 9:25 a.m.
Andrew Cubic— stated he has 25 years of experience in infrastructure implementation in
California. The 1 Ox20 project is significant and may take many years, but time is still of the
essence. He is surprised that there is no dedicated project manager being hired yet for it. He
asked the group to use whatever influence they have on the City for that position to be created.
James Stephens— stated he concurs with most of the statements so far. He thinks 1 Ox20 and
CEAP should be parallel efforts. The 1 Ox20 project helps the group meet plan goals because
local, renewable energy production will automatically lower our greenhouse gas emmissions. He
believes the future will be based in electricity and that it should be generated from renewable
resources that don't increase greenhouse gas numbers. He stated that this is not just solar or
hydro production but will be from unknown technologies which should fit into the LEAP.
Tom Marvin— stated that one factor the group can't forget is the business of renewable
electricity. We buy from BPA and 85% of is it hydro based but there is no direct line from the
hydro power plant to us. BPA puts energy into the Northwest power grid with lots of other
groups and sources. Our electricity can come from any of those sources. With population
increases, our electric use over the next several years the demand for electricity will only go up.
He believes that other groups will demand any electricity we produce. [see attached testimony]
Huelz Gutchen— stated there are two kinds of PPAs possible, one across the freeway(solar-
farm) and one in town (solar on rooftops/brownfields). There is a double-bundle financing
method for the version in-town. Most of this would be paid for by the Federal government. He
Minutes for the Climate and Energy Action Plan ad hoc Committee
October 15,2016
Page 3 of 6
believes the City needs to hire two experts in this field right now. The City needs to get more
creative with it financing. It's better to hire these two people now and learn about all the details
necessary later. He believes that the job of managing the 1 Ox20 ordinance belongs in the
Planning Department since that department adds more greenhouse gases with new buildings than
we will every make up for with 1 Ox20.
Group discussed two questions; 1) In addition to the questions/topics in the packet, what more
does Council need to consider? and 2) Where/how should 1 Ox20 be incorporated in the LEAP?
Some topics for consideration the group discussed included:
1) The effect of 1 Ox20 on low-income community members
2) Have increases in electric demand (such as those from an increased number of electric
vehicles)been considered?
3) Will (or how will) creation of our own power effect our current BPA contract? In what ways
will it effect our costs from BPA?
4) 10% of what? Based on when? 2016? Do the calculations re-set each year?
Group determined that as this started as a parallel process, it can't be completely incorporated
into the LEAP. It needs to be mentioned in the plan, and maybe should be listed as one of the
first(or in-process) actions, but 1 Ox20 can't be handled entirely in the LEAP process.
McGinnis asked Dave Kanner where he thinks the 1 Ox20 ordinance would fit in and what
resources are likely to be allocated? Kanner stated he would like the 1 Ox20 in the CEAP so that it
can be prioritized by the group along with any other proposed action. Discussions regarding how
much city residents (including low income) can handle (increases to electric rates will inevitably
come with 1 Ox20 and other CEAP-related projects) need to occur in the CEAP process.
Rosenthal asked Kanner what next steps he envisions for the 1Ox20 ordinance? Kanner stated that
the first step is to get ordinance clarification. There are many options for how to calculate and
how to implement, so what is the end target? What are the resources necessary(and what
resources do we have available)? He ultimately invasions a single, management-level position to
handle both CEAP actions and 1Ox20 implementation. The challenge is providing enough
resources to handle both.
Group raised concerns about one staff member handling both CEAP and 1 Ox20, as they are two
very different skill sets. They also expreseed concerns that focus on 1Ox20 will slow down
implementation of the CEAP.
Alick/McGinnis m/s that the "10x20" ordinance be referenced in some way in the final
Climate and Energy Action Plan. Discussion: Group discussed ways in which it might be
referenced and why there should be no reason for the City to hold off on 1 Ox20 action before the
CEAP is finalized.
Voice Vote: All Ayes. Motion Passes.
4. Goals and Targets Ordinance
Minutes for the Climate and Energy Action Plan ad hoc Committee
October 15,2016
Page 4 of 6
Rosenthal reviewed the changes to the ordinance made by the Legal Department. Group
discussed the timeline - with legal review, publication requirements, and Council agenda
availability the Ordinance likely won't have first reading until January. They discussed whether
because that is so close to the CEAP going to Council if they shouldn't just go on the same
agenda. There wasn't group consensus as to if having them together was a good idea.
Goals/Targets Ordinance Public Input
Collin Ellis—urged the group to take the most aggressive goal/target they can take. Stated that if
they don't they aren't really addressing the problem. He stated that he wants this city to be a
leader in the country on this issue and without an aggressive goal, the group isn't doing its job.
Hannah Sohl—Thanked Hanks for his work on the draft ordinance and stated that it doesn't have
to be an either/or situation for carbon neutral/science based targets. The most recent version of
the Eugene ordinance (which has been updated since the version in the packet) has a robust
public accountability built in. It is important to include consumption in the goals. The first focus
can and should be on sector based emmissions but later focus can shift to consumption. She
encouraged the group to have annual, sector-based updates and to follow Eugene's model by
having a goal of carbon neutral by 2047 with 8% reductions each year based on best-available
science.
Group discussed ways to combine an 8% reduction with consumption, which still can't
accurately be tracked. They discussed the possibility of having the reductions measured on a
three-year average, to account for typical fluctuations in project timelines, financing, etc.
Group discussed how to adapt the plan as science-based targets change so frequently(what's an
appropriate target today may be wildly different than one 5-, 10-, 20-years from now.) How to
we keep the debate reasonable, and effective?
Hartman/Koopman m/s to propose an ordinance with a goal consistent with achieving a
350 parts/million reduction by 2100. This means an 8% average annual reduction of all
greenhouse gas emissions, including those from consumption of goods and food. Discussion:
Hartman stated that all three greenhouse gases are accelerating—we need to decelerate now. He
acknowledges that this is a big goal but thinks it can be achieved in small chunks. Koopman
stated that using the Eugene ordinance as a model we know that we can include lots of other
goals, not just an 8%reduction goal. We need to embrace that this is going to be very hard.
Green stated that the goal should probably call out a baseline date to prevent future ambiguity.
We also nee to acknowledge that no matter how well we do here, we can't solve the entire
world's problems.
Green/Hartman m/s to amend the motion to include a baseline date in-line with the
greenhouse gas inventory of 2015.
Voice Vote: all ayes. Amendment to motion passes.
Group discussed if "moving average"needed to be in the reduction requirements, determined
that this can will likely happen naturally, especially if the plan is reviewed annually.
Minutes for the Climate and Energy Action Plan ad hoc Committee
October 15,2016
Page 5 of 6
Beigel-Coryell raised concerns over including consumption in the goal—not only will this
require major policy changes but will require the entire community to buy into lifestyle changes.
She also raised concerns over whether or not cities with action plans will be sued for not being
able to reduce in areas with no measurement ability (consumption has no real measurement
ability other than general regional data). Rosenthal stated that he isn't really sure how from a
policy standpoint this will work but he still thinks that it is important to recognize the importance
of the goal to the group.
Group acknowledged that much of the ability to meet this goal requires State and Federal actions
or actions by other entities that we have no control over. Group still felt it was an important
statement goal nonetheless.
Voice Vote: All Ayes. Motion (with amendments) Passes.
Hanks asked the group what the city operations goal should be? He stated that he left as a
placeholder the city operations goal from the originally proposed ordinance from Rogue Climate.
Group discussed whether any city operations goal needs to be in-line with the year(2028) the
BPA contract is up. They determined it wasn't entirely necessary to do so.
Green/Beigel-Coryell m/s to adopt the city operations goal as written in section 9.40.030 of
the draft ordinance. Discussion: Hartman would prefer to have a more aggressive goal.
Hartman moved to amend the years in the goal to 2025 and 2045. Amendment to motion
died for lack of a second.
Disccussion continued: Group discussed whether the goal needs to be more clearly stated as to
how it relates to the 8% reduction goal just approved. Jones wondered if there needs to be
verbage limiting the amount of reductions achieved through offsets but group determined that
they can't limit that as we can't yet track consumption.
Voice Vote: All Ayes. Motion Passes.
Koopman stated that she would like to see the minimum reporting schedule lowered from 5-year
to 3-year milestones. Group determined that they need to make a clear distinction between
reporting and milestones. They reiterated the desire for annual reporting, and determined there
needs to be a different timeline for potentially course-correcting milestones.
Koopman/Alick m/s to replace five-year target milestones with three-year target milestones
in section 9.40.040 of the draft ordinance and accept the plan sections as presented to
include accountability with implementation plan. Discussion: Koopman stated that Eugene's
newest ordinance has a section with triple-bottom-line considerations. Group discussed whether
having annual targets every three years is necessary or would this just be used to do larger course
corrections. They agreed that this means a Greenhouse Gas Inventory every three years with the
understanding that an 8% average reduction will vary from year-to-year but should average out
over a three-year timeframe.
Voice Votes: All Ayes. Motion Passes.
Minutes for the Climate and Energy Action Plan ad hoc Committee
October 15,2016
Page 6 of 6
5. Next Meeting
Group agreed that a continued discussion of the implementation plan and the vision statement
should be on the next agenda. They also discussed the possibility of keeping a list of questions or
topics needing to be discussed. The first items on that list include: social equity and the effect of
the plan on tourism.
The upcoming meeting schedule is as follows:
October 19, 5:30 p.m. —7:00 p.m.
November 2, 3:30— 5:30 p.m.
10. Adjournment
Meeting adjourned at 12:05 p.m.
Respectfully submitted,
Diana Shiplet, Executive Assistant
1
Testimony before CEAP Ad Hoc Committee
October 15, 2016
Caren Caldwell
124 Ohio Street, Ashland, Oregon 97520
541-621-0663
Reference: Geos Institute, Ashland. "Climate Change Vulnerability in Ashland
and the Rogue Valley", September 2016
Topic: Urgency of incorporating Vulnerability Report into Climate Plan
Highlight: Equity findings in Vulnerability Report
Comments: e
Good morning. Thanks for this opportunity to address your committee, the very
existence of which is a game changer in this era of climate change. Local
communities doing climate planning is awesome and exciting! Thank you for
taking on the job!
I want to talk about the social equity aspects of climate planning.
Impacts from climate change as well as proposed solutions disproportionately
affect Ashland's low-income residents and workers 44kshfand,
Low-income people spend a higher percentage of their income on transportation
in the form of older, less efficient cars, and on housing and energy in the form of
older, less energy-saving houses and appliances. They also have fewer resources
to invest in energy saving measures. They are living in a precarious state made
more precarious by climate change.
z
Rogue Climate supports the development of a climate and energy action plan that
will not exacerbate these impacts, but will prioritize social equity for low income
people on a par with other goals like climate mitigation and adaption,
environmentally sound public policy, clean air and water, public health, and
economic vitality.
I draw your attention to the report of the Geos Institute, Ashland. "Climate
Change Vulnerability in Ashland and the Rogue Valley", September 2016.
The report concludes by noting that a recent review of climate change plans
(Geos Institute, In Review) showed that some topics are not receiving adequate
attention in Ashland's climate planning process. Even though climate change
affects all sectors of our communities, disadvantaged populations are one of the
sectors rarely addressed.
Who are we talking about?
• Elders, who are sensitive to heat, and especially low-income without
family nearby
• Outdoor workers and seasonal workers, most of whom have low
incomes
• Seasonal and service industry workers (forest, ski area, restaurant,
theater, hotel, etc.)
• Homeless populations, people lacking in transportation options
• Low income populations and families/single parents with young children
• People with respiratory illness, heart conditions or mental illness
The Geos Vulnerability report found that low income is a common stressor among
all socioeconomic groups that were vulnerable to climate change. Having a low
income in addition to health problems, racial biases, job type, and age greatly
exacerbates the impacts of climate change.
3
To meet the challenge faced by our low income residents and workers, Rogue
Climate urges your team to incorporate three kinds of equity planning into the
overall Climate and Energy Action Plan.
One, equity in participation by disadvantaged populations.
We must proactively discuss equity and disadvantaged populations in all City
planning processes. Measure the impacts of climate adaptation and mitigation on
the most vulnerable. The City of Eugene accomplishes this goal by establishing a
social equity committee.
We can also train people with relationships in different communities (Latino
communities or churches for example) to do outreach on energy, water, heat
impacts, and other issues; and provide opportunities for people with low incomes
to become educators and leaders,,
Two, equity in home energy upgrades.
We need to implement financial strategies for low income home owners to
upgrade energy systems; and provide incentives for landlords to invest in energy
upgrades, air conditioning, comfort, and air quality in rental units.
Three, equity in green jobs.
As mitigation plans are implemented, we can expect new green jobs to be created
locally. We need to leverage public and private funding to create those green
jobs and provide training opportunities that benefit local residents and workers,
including low income people and underserved groups; and we need to uphold
high road standards for new jobs that provide secure family wages.
Thank you.
10.15.16 CEAP ad hoc committee public input-Jeff Share 557 Fordyce 97520
Good morning,and thanks again to each of you for your work on this important pla _
The 10x20 ordinance has been crafted to be a truly impacting first step for ur city, achieva le if quickly started,
and showcase once completed. ( � Nilac.=u �
�� .
The ordinance could also
:prove a great benefit to CEAP for vital sections addressing renewable
energy production. It is hoped CEAP will be remembered as the Climate and Energy ACTION plan, not just an
Academic Plan,and at this point in time,this committee appears to be in a unique position for stimulating
rgaf-
action.
Today I am asking you consider recommending that the Mayor and Council direct immediate development and
publishing of an RFP soliciting proposals for the installation of a 10 to 15MW renewable energy utility,with
direct connect to the city distribution system,to be completed and on-line by the end of 2020.
A Dec.1 Response may be desired to assure our CEAP has opportunity to integrate this valuable information, and
to give a realistic baseline to measure other options against.
This RFP can be easily, and inexpensively produced,and will in no way obligate the city to any additional
investment,time or commitment. What it will do is garner some incredibly valuable information, providing real-
world ' ' for ordinance fulfillment,as well as strong validation of cost and timing information I'm sure
we want to be part of the finished plan.
Our communication with larger EPCs(Engineering, Procurement,Construction contractors) e V031wq/
interested in responding to such an RFP have suggested that there are PPA flips approaches that e bo
workable for the city,without requiring city investment beyond a PPA(Power Purchase Agreement), likely with
all power produced being sold to the city(PPA directly with Ashland).
One of the primary deciding factors for the City will likely be the PPA kWh cost,and possible timing of
flip to the City, proposed by the respondents.
A common theme in those discussions was the need for them to see the City was truly interested in
pursuing a project, and not just political broadcasting.
Current solar plant size recommendations vary from 15MW for fixed, down to 10MW for tracking PV
installations.
We have been investigating Ashland's industry-proven renewable energy options for many years,with
wind and irradiation monitoring,system pilot projecting, and estimating full project development and
construction for specific area wind and solar options.
All of this work has been provided open-source to encourage innovation, and will be considered
beneficial to responding EPCs. We know of several respected EPCs that will be interested in responding to such
an RFP.
In order to achieve the goals of this admirable energy security and community impacting ordinance,we urge
immediate and effective gathering of current, relevant information;which requires immediate, meaningful
action. Here's hoping we motivate the citizenry to make CEAP an effective instrument for change,and not just a
bookend in the city archives. 10x20 has the potential to be a robust, impacting showcase project for our City.
Thank you! Upward and Onward J# �� �� w.. w
y �� .
Ashland's Energy Sources
1. The City of Ashland Electric Utility (Thee City) purchases 98-919%of the community's net
electricity consumption from Bonneville Power Administration (BPA).
2. The City generates 1-2% of the community's net electricity consumption from a City owned
and operated hydro generator located near Reeder Reservoir.
3. The electricity that is purchased from BPA is predominantly from hydroelectric generation
(85% hydro, 10% nuclear, 5% undetermined (open market purchases- most recent
calendar year predominately wind).
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to deliver,511)1;�,q' e4ectricit.,V to ctfstol-nel-�-,%M by 2('-)30,, 1%!131 170 S3CJ1TE-1[`!U,'e for full
041a a titi'n
4. Large scale hydroelectric generation is defined as a clean and renewable energy source by
the US,Department of Energy, US Energy Information Administration,,- us Environmental
Protection Agency,and Oregon Department of Energy.
5. The current contract with BPA expires Sept 30,2028.,
T17�ss is, 8 vic-a at ft'L,?-, til, ;!i .4 1
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6. The current total cost of wholesale power,including delivery and demand charges, is Just
over four cents per kWh.
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Ashland's Renewable Energy Requirements
1. The State of Oregon requires that all electric utilities comply with renewable portfolio standards,
(RPS) that impose specific portions of the total power generation or purchases by utilities to be
from renewable sources.
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be t.is;,d.. tt),ad"- (al!tc I IJ 13y' g,3 C'Y P"J. 111-r-it 1"voukl,pr ve,,rlt cl
,m add7tional 10"',"I"'
2. RPS levels are different for investor-owned utilities (Pacific Power and PGEJ and consumer owned
utilities (includes municipal utilities,public utility districts and cooperatives).
3. As a municipal utility, the City has no additional RPS requirement unti12025 when the requirement
is 5% (see future section for ORS exclusions)
4. The RP'S, regulations exclude "existing hydro" (prior to 1995) as a qualifying resource in meeting a
utilities, RPS requirement. The RPS allows upgrades to, existing hydro as a qualifying resource in
meeting the RPS requirement.
Ashland's Renewable Energy Acquisition
1. Efficiency improvements to existing hydro, are RPS qualifying and the C�ity receives its proportionate
share,through the issuance and transfer of RECs from BPA hydro system efficiency improvements.
2. The C ity has a supplemental contract with BPA for the purchase of an equivalent of 6%of its total
electricity needs through BPNs Environmentally Preferred Power(EPP) program as, renewable energy
credits (RECs).
3. The current BPA EPP contract expires Sept 30, 2016.
4. Customer-owned solar systems are not RPS qualifying because the customer owns the associated
RECs,not the City.
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5. The City's local hydroelectric generation is not RPS qualifying as it is"existing hydro" (in use prior to
1995). Efficiency improvements to the hydro generator could qualify.
Ashland's Future Renewable Energy Requirements
I . The City's state-mandated RPS requirement increases to 5% by the end of 2025.
1. The City has "banked"RECs in anticipation of future RPS needs.
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3. The City will have acquired enough RECs by 2025 to meet the 5% requirement through the
year 2039. During the years post 2025,the City will continue to acquire enough RECs to meet the
RPS requirement through 2048.
4. The Council has adopted a local ordinance (dubbed 10 by 20)that requires the
generation or acquisition of new, local and clean electricity equivalent to 10%of the
community's electric consumption by 2020 (individual terms not yet defined).
5. The Oregon RPS recognizes certain exceptions to the RPS(exemption from 5% requirement).
The exceptions that apply to the City are:
a. "Acquiring the additional electricity would require the electric utility to substitute
qualifying electricity for electricity from an energy source other than coal, natural
gas or petroleum." ORS 469A.060 (1) (b), amended {HB 1547)
1� A
10 bv '02,
6. "A consumer-owned utility is not required to comply with a renewable portfolio standard
to the extent that compliance would require the consumer-owned utility to reduce...
purchases of the lowest priced electricity from Bonneville Power Administration..." and
"applies only to firm commitments for BPA electricity that the Bonneville Power
Administration has assured will be available to a consumer-owned utility to meet agreed
portions of the consumer-owned utility's load requirements..."
ORS 469A.060{3), amended {H13 1547)
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Policy Questions
1. What are the primary objectives of the ordinance and in what order of priority?
a. Independence from the regional electricity grid?
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b. Emergency access to electricity due to regional grid failure?
i i o t o i o ko la I P, I-ni o re t•61a_;il 1',e I-?,f io c a i o e fm;. !hjssi7obio
c. Carbon mitigation locally?
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d'. Carbon mitigation regionally?
2. Should the ordinance be developed to; utilize the State of Oregon RPS structure as defined in
Oregon Revised Statutes {ORS)as the template and model to implement the 10 by 20
ordinance?
3. Should the ordinance be developed with its own set of definitions, standards and eligible
resources separate from the State RPS structure?.
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4. If separate from the State RPS,should the local supplemental RPS include or exclude the
state RPS mandates,i.e. cumulative or additive?
5. Should the clarified goals and intent of the ordinance be incorporated into the Climate
and Energy Action Plan (CEAP)or remain as, a stand-along ordinance?
Ohl-ancf one. The ori"Jil,lance is, 1-lot in Conflict 11vith th e CEAP it
6. How does the ordinance fit in with the other goals of the CEAP? Should it take
precedence both financially and in priority or should it be reviewed and evaluated
equally with the other strategies and actions,within the plan,?
TI,i e � th t r�' It,�C- 1 1) 2f 117
Ordinance Content Questions
I What are the definitions of the following:
a. New
L As of what date.?
Built o,r acquir(-:-w'j'v-r,-irn t ie dal of ad(.-)ptir)i'7 of't i'l r" anci as
'S
(-,,atv,-:;ec1 bjl the City, as 1:,r 11-rip licit ai7c]explicit in tl"ia orr-,Iinance,
New generation or newly acquired by the City Electric Utility?
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b. Clean, Resources
L Renewable energy as defined in ORS?
OK.
City specific definition?
Does that include energy efficiency, demand response?
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n o t e n4trar ii i t a t'r'�,r !�,,rif i
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C. Cause to be produced
I. Limited to City owned/operated generation facility.?
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c,z)i-ilcl -talk them into it.
Purchase of qualifying electricity from others?
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Within Rogue Valley?
Within Ashland's regional balancing authority {PACW)?
iv. Within Northwest Power Pool territory?
e. 10%of electricity used in the City
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i. Annual consumption (as defined by state RPS standard)?
ii. Peak day demand?
iii, Average daily demand?
iv. Peak day consumption?
v. Average daily consumption?
vi. Other benchmark of electricity use?
What does"from and by 2020" mean?
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a Is that January 1, 2020 or December
31, 2020?
3. Should the ordinance contain any financial caps or limits relati ng/com pared to the
acquisition cost of other wholesale electricity products?
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CITY OF
ASHLAND
Memo
DATE: November 11, 2016
TO: CEAP Committee
FROM: Adam Hanks, Administration
Andrea Martin, Cascadia Consulting
RE: Draft Climate and Energy Action Plan
The draft CEAP represents the culmination of input and review from the public, committee, City, and consultant
team.
Some considerations to keep in mind as you review the plan:
• It is currently an unformatted initial draft. Cascadia will apply formatting and conduct a thorough
editorial review of the document prior to the public release of the draft.
• Strategies and actions reflect outcomes from the following evaluation methodology:
o The consultant team refined the list of actions presented during the City and committee
workshops into a short-list based on priorities identified by the public, City staff, committee,
and consultant team.These actions are the"Priority Actions" listed in the plan,and actions
that did not meet the shortlist are labelled as"Other Actions."
o The consultant team then conducted a thorough evaluation of the "Priority Actions" that
involved qualitative assessment of each action against predetermined criteria.The criteria were
1) Cost, 2) Effectiveness, 3) Feasibility, and 4) Co-benefits.
o Actions were given Low, Medium, and High ratings against each criterion based on the collective
assessment of the consultant team. Ratings were then weighted and summed to arrive at a final
"priority score."
o Actions in the plan are ordered by that priority score. Weightings were as follows:
• Cost—0.2 • Feasibility—0.2
• Effectiveness—0.4 • Co-benefits—0.2
o Actions are labeled by whether they are municipal (M) or community(C) actions, and whether
they address mitigation goals (Mit.), adaptation goals (Adapt.), or both (Both).
• Note that the evaluation is not final.There are still ratings that need to be refined based on findings
from follow-up research,which is being conducted this and next week.This research includes addressing
the inquiry requests put forth by the committee during the 9/26 workshop.
• This draft does not include the appendices.The appendices will include more detail on the
implementation plan, climate trends summary, public engagement process, and emissions modeling and
target setting methodology.
City of Ashland
ADMINISTRATION DEPT Tel:541-552-2046 .
20 East Main St Fax:541-488-5311
Ashland,Oregon 97520 TTY: 800-735-2900
www.ashland.orms
adamgashland.onus
We invite you to peruse the draft plan and provide feedback. Specifically,we request your responses to the
following questions:
• How would you describe the overall tone and messaging of the plan?
o Do you think the document is too long,too short, or just right?
o Is the style and language appropriate for the target audience?
o Does it speak to Ashland?
• What do you like best? Which sections are strongest?
• What are greatest areas for improvement?
• What are your specific suggestions for improvement?
THANK YOU! Please provide all comments by 11/18 to allow sufficient time for revision.
City of Ashland
ADMINISTRATION DEPT Tel:541-552-2046 .
20 East Main St Fax:541-488-5311
Ashland,Oregon 97520 TTY: 800-735-2900
www.ashland.orms
adam@ashland.onus
DRAFT Ashland Climate and Energy
Action Plan
Cascadia Consulting Group
November 2016
�i
CASCADIA
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Home of the Shakespeare festival, Southern Oregon University, and abundant natural beauty
and recreation opportunities, the City of Ashland is a great place to live and visit. Climate change
threatens the vitality, livelihood, and surrounding environment that make Ashland what it is, with
anticipated increases in severe heat, water scarcity, wildfire risk, and storm events. By the
2O8Os' scientists project that Ashland will experience more than an8O% decrease inwinter
snowpack, 90 more days of extreme heat annually, and more than an inch more rainfall during
heavy storms.
The City o[Ashland has a responsibility ioaddress climate change risks, both bvreducing
Ashland's emissions of climate pollution and preparing the city for unavoidable impacts. Cities
around the world are leading in this endeavor, including more than 125 cities and counties in the
U.S. who signed the Compact of Mayors agreement to cut greenhouse gas emissions and
prepare for climate change. Governments in the Pacific Northwest have led the charge on
climate action, including Oregon s1e1e' which established a statewide target to reduce emissions
by7596 below 198O levels bvZD5D. Other Oregon cities that have set greenhouse gas action
goals include Eugene, Portland, and Corvallis.
The City of Ashland has already taken important initial steps to address climate change.
Achievements include the forward-thinking solar power incentive program, integration of
climate change impacts in the Water Master Plan, home energy efficiency incentive programs,
and community outreach and awareness events such as Climate Week in 2015. However, more
needs to be done. To prevent the worst impacts of climate change, each Ashland resident, along
with the rest of America, will have to reduce their personal carbon footprint by 8% per year,
equivalent Lo each person planting 27D tree seedlings every year and letting each seedling grow
for eL least 1Oyears!
This foundational Climate and Energy Action Plan (CEAP) prmw!dme s strategic framework and
long-term vision for reducing greenhouse gas emissions and preparing for climate change in
Ashland. It represents the culmination of a year-long process of engagement, input, and review
from the public, key community stakeholders, City staff, and a Mayor-appointed ad-hoc
committee. These parties voiced their concerns and priorities through online surveys, in-person
input at three public open houses, interviews, and facilitated workshops with City staff and
committee members. This plan builds on this input and community progress-to date by
presenting a defined and coordinated suite of goals and strategies to guide City and community
action.
This plan provides a roadmap for Ashland to sustain economic, social, and environmental
prosperity for current and future generations of residents and visitors. However, it represents
just the beginning of an ongoing and evolving process. Implementation of the actions and
attainment of targets set forth in this plan will require a |ong-ierrn, coordinaied, and dedicated
effort by the Ashland community and all City departments and staff.With time, as progress is
made and actions are underway, this plan and future updates thereof will serve as a foundation
for taking meaningful action toward reducing greenhouse gas emissions and building resiliency
to climate impacts.
page| z
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The plan presents goals, targets, strategies, and potential actions for mitigating and adapting to
climate change. It is organized into six focus areas:
• Buildings and Energy: energy used in residential, commercial, and industrial buildings, as
well as opportunities to reduce energy use, expand renewable energy production, and
prepare buildings for climate change.
• Urban Form, Land Use, and Transportation: the form and function of land and
transportation systems, including ways to reduce GHG emissions through urban
planning, design, improved land use practices, and clean and efficient transportation
systems.
• Consumption and Materials Management: the lifecycle of goods and materials, including
opportunities to reduce emissions associated with manufacturing, use, and disposal.
• Natural Systems: air, water, and ecosystem health, including opportunities to reduce
emissions and prepare for climate change through improved ecosystem and resource
management and conservation.
• Public Health, Safety, and Security: health and assistance programs for disadvantaged
populations, including preparing health, social, and emergency systems for climate
change.
• Cross-Cutting Strategies: activities that address climate change more generally or across
multiple sectors
For each focus area, we tell the story of Ashland's climate goals, progress to-date, and strategies
and actions for achieving those goals. The strategies and actions are presented in order of
priority as articulated by the public, City staff, ad-hoc committee, and the practices and plans of
other cities and communities. They are organized in the following manner:
• Strategies represent a thematic groupings of actions that all work towards a specific goal.
Strategies within each focus area are ordered by priority.
• Priority Actions are actions within a strategy that were prioritized, or shortlisted, from a
broader set of potential actions. These actions underwent a more thorough assessment
that evaluated cost, effectiveness, feasibility, and co-benefits. These actions are ordered
from highest to lowest priority as identified through the evaluation process.
• Other Actions are opportunities that were identified as potential actions, but were not
considered high priority through the public and stakeholder engagement process.
Priority Actions are labeled by scope of impact, as follows:
Breadth of Impact Type of Impact
(M): affects municipal operations and Wit.): addresses mitigation goals(lowers GHG emissions)
climate goals (Adapt.):addresses adaptation goals(builds resilience to
(0: affects community-wide operations climate impacts)
and climate goals (Both):addresses both mitigation and adaptation goals
Page 13
�������� ������������ ������ Aiis�����'� ������ ��� ���� ����� ��� �=
Climate
Impacts
While the Pacific Northwest is expected to be spared some of the worst impacts of climate
change, the Ashland area still faces significant climate-related risks. Increases in average
temperature, combined with less consistent precipitation, will increase the frequency and
severity of wildfires. More volatile rainfall patterns will also increase the frequency and severity
of droughts and flooding. More frequent extreme heat events will pose a danger Lovulnerable
residents. Snovvpackvvi|| decrease. putting the [iLv's water resources at risk. Plant and animal
species will also be negatively affected.
Regional projections indicate that by the 2080s, Ashland could experience the following
climate-driven environmental changes:
� 7-12=F increase in temperature on the hottest day of the year
� 30% increase in probability of large wildfires, and 40% decrease in average time
between fires
* 4-G day increase in length o[the longest dry spells
* 71-8696 decrease in spring snovvpack
* O.8-1.3^ ofadditional daily rainfall during heavy rains
These figures may seem abstract, but the impacts of climate change will have real, tangible
effects on public health and quality of life for Ashland's residents and visitors. In addition to the
obvious direct dangers of wildfires, flooding, and extreme weather events exacerbated by
climate change—including injury and death, and the destruction of property and
livelihoods—there will be a variety of lesser-known negative impacts on Ashland's population.
Wildfire smoke, for example, can cause serious health complications, especially for those with
asthma or other respiratory conditions. Similarly, more frequent and severe heat waves can be
deadly, especially for young children and the elderly. Even more minor changes, such as
decreased summer stream flow and reduced snowpack, will have significant quality-of-life
impacts on Ashland's residents, many of whom enjoy outdoor recreation and all of whom rely
on the water supplied bv our local watershed for their livelihoods.
Unfortunately, many ofthese climate risks will disproportionately impact certain groups'
Communities ofcolor, immigrants, and low-income populations have historically been
underserved by public programs and investments, resulting in limitations such as fewer
transportation options, less resilient housing, and less reliable healthcare options. These
structural inequities may |irni1 these populations' ability to respond to the impacts of climate
change.
Page
Greenhouse Gas Emissions
In 2015, Ashland's GHG emissions footprint was approximately 300,000 metric tons of carbon
dioxide equivalent (MT CO2e), representing 0.5% of Oregon's total emissions. The vast majority
(83%) of Ashland's emissions stem from five main sources:
• Production of Residential Goods (22%), including emissions associated with the
manufacture and transport of durable household goods produced outside of Ashland for
use by Ashland residents.
• Residential Travel (17%), including direct and upstream emissions associated with
passenger cars and trucks used for non-commercial purposes.
• Production of Residential Food 05%), including emissions associated with the production
and transport of agricultural products grown outside of Ashland for consumption by
Ashland residents.
• Residential and Commercial Energy Use (13% and 11%, respectively), including electricity
and stationary combustion (a gas-fired furnace, for example) used in homes and
commercial buildings.
• Upstream Energy Production (9%), including the emissions generated by the extraction
and production of usable fuel products (e.g., refined gasoline or electricity) used in
Ashland.
The good news is that Ashland's per-household GHG emissions have decreased nearly 6% over
the past five years. Households in Ashland are ahead of the curve, producing nearly a quarter
fewer GHG emissions than the average Oregon household. Nearly all of Ashland's GHG
reductions can be attributed to efficiency improvements and resource conservation in the built
environment. Together, residential, commercial, and industrial buildings saw their GHG
emissions footprint decrease by 21% from 2011-2015.
The following section details some of the trends and policies that have contributed to this
reduction, raised awareness of climate change, and contributed to advancing climate action in
Ashland.
Page 15
Building on a Foundation
Ashland has already made notable progress toward reducing both its community emissions and
its vulnerability to the potential impacts of climate change. Although perhaps not explicitly
developed and employed to address climate change, Ashland has a variety of plans, policies,
programs, and studies that are connected to the needs and solutions for addressing climate
change issues and challenges. This plan leverages and highlights these existing "levers," and
brings them together to address a common goal.
Plans Policies Programs Studies
• Comprehensive Plan • Land use • Emergency • City facility
• Water Master Plan code management efficiency/solar
• Transportation • Wildland-urb • CERT assessment
System Plan/ an interface • Firewise • Solid waste and
Regional (WUI)code • Forest Resiliency recycling annual
g and fire code Project report
transportation model • Energy • Water • Renewable
• Economic contract with conservation energy
Development BPA incentive and assessment
Strategy • Franchise outreach • GHG inventory
• Neighborhood agreement • Energy efficiency
Master Plans assistance
• Solar incentives
• Emergency • RECs
Management Plan • Nature Center
• Community Wildfire education
Preparation Plan
• 2016 Ashland Forest
Plan
• Natural Hazards
Mitigation Plan
• 10-Year Capital Plan
for the Electric Utility
• Downtown Strategic
Parking Management
Plan
Page 16
A Coordinated Effort
Climate change is a cross-cutting issue. Contributions of greenhouse gas emissions stem from
activities across sectors and sources, from transportation and energy to buildings and materials
management and consumption. Strategies to prepare for climate change also cut across
traditional disciplines, ranging from water and natural resource management to public health
and safety.
Multi-faceted issues require integrated solutions. Many of the solutions and strategies presented
in this plan are not new, and many are already part of existing City plans, programs, and policies
that are traditionally focused within individual City departments. This plan brings those solutions
together in an integrated and strategic way to address the climate challenge. Implementing this
plan will require forging relationships and coordinating across traditional departmental and
stakeholder silos to form synergistic, efficient, and effective solutions that stick.
"Combatting climate change is a fundamental responsibility for everyone, everywhere.The status
quo is clearly unacceptable. For the sake of future generations, making progress, together, as a
community, is urgent."
-Rich Rosenthal, Ashland City Councilor
This plan primarily focuses on strategies and actions that Ashland City government can take to
help address climate challenges. However, all parties have a role and must be a part of the
solution, including Ashland residents, businesses, organizations, and government. To address the
importance of these diverse roles, this plan also provides suggestions for actions that Ashland
residents, visitors, businesses, and organizations can take to play their part in tackling climate
change.
[insert diagram or graphic of the focus of the plan (City) and role of others (public, NGOs,
businesses)]
Page 17
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Vision Statement
Ashland's climate vision for 2050 is to be a resilient community that has zero-net greenhouse
gas emissions, embraces equity, protects healthy ecosystems, and creates opportunities for
future generations.
Overarching Goals
This Ashland Climate and Energy Action Plan provides a strategic path towards achieving two
primary goals:
1. Reduce Ashland's contribution to global carbon pollution by reducing greenhouse gas
emissions associated with City, resident, commercial, and industrial activities.
2. Prepare the city's communities, systems, and resources for projected climate change
impacts.
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Cities play an important role in reducing greenhouse gases (GHGs). Over 80 percent of
Americans and 50 percent of the world's population live in urban areas. Therefore, the design of
cities, including their built environment and transportation systems, strongly influence GHG
emissions. Ashland recognizes that it must do its part as a city to minimize its contributions to
the global challenge of climate change. While urgent action is needed, many climate actions
cannot be completed overnight, so a long-term approach is needed to achieve deep reductions.
To meet this obligation, this Climate and Energy Action presents the following long-term targets
for reducing greenhouse gas emissions associated with city and community activities:
• Reduce Ashland community greenhouse gas emissions by 8 percent on average every
year.
• For City of Ashland operations:
o Reach carbon neutrality by 2030.
o Reduce fossil fuel consumption by 50 percent by 2030 and 100 percent by 2050.
The 8-percent annual reduction target represents emissions reductions that are needed to
achieve Ashland's proportional contribution to preventing the worst climate change impacts
(see more information in Methodology appendix). Specifically, it identifies how much each
person in the world would need to cut emissions each year to result in a scientifically acceptable
concentration of carbon in the atmosphere, and then multiplies that amount by Ashland's
population.
The strategies and actions presented in this plan provide a strategic starting point and
framework for making and assessing progress towards this target over time. This plan does not
provide a pathway for achieving this target, as the target represents a degree of action that
cannot be accurately modeled using current greenhouse gas accounting methodologies. This
means that some real-world reductions in Ashland may not be reflected in near-term GHG
Page 18
inventories for the city. For example, available tools for evaluating Ashland's
consumption-related emissions do not currently capture changes in Ashland's consumption
behaviors. This plan assumes that methodologies will be refined in the future to enable accurate
measurement of emission reductions.
Emissions reductions that can be measured with a degree of certainty were modeled against the
proposed higher-level strategies in this plan. The "What's Possible" section summarizes
outcomes for that modeling exercise to reveal how various actions taken by the City and
community could result in measurable emissions reductions for Ashland.
Ashland's targeted GHG emissions - 8% per year reduction in total emissions.
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Ashland will feel different impacts of climate change to different degrees and at different times.
As climate changes our environment and its systems and resources, Ashland will need to
anticipate the change and take action to mitigate or adapt to the impacts.
This goal calls for Ashland to understand and recognize these climate change threats and take
actions as necessary to ensure that Ashland can withstand the impacts while sustaining or
improving the quality of life of all its citizens.
Page 19
0
A Strategic Approach
Ashland is a unique place. This plan presents a strategy that is customized to these unique
characteristics. Some aspects of Ashland that make it uniquely situated to take on or prioritize
particular climate and energy strategies include the following:
• Utility ownership.Ashland's electricity utility is municipally owned, which grants the City
direct control over utility operations, business decisions, and related program activities.
• Energy mix. Ashland purchases energy from BPA, which is largely sourced by
low-carbon hydropower.
• Engaged community.Ashland citizenry are highly engaged in community issues and
activities.
• Political will.Ashland's leadership is highly supportive of innovative actions and
environmental leadership.
• History of climate action. Ashland has a long history of environment and climate-related
policies and actions to build upon, including the first community solar project in Oregon
and effective energy efficiency programs.
• Heavy tourism influence. Ashland's industry is highly tourist-based, which means that a
portion of the city's greenhouse gas emissions come from the behavior of visitors, which
the City has limited direct influence over.
• Small city in a rural environment.Ashland is a small town, which brings both benefits
and challenges. Smaller communities have fewer available resources for climate action
compared to larger cities, and advocating for changes at the state and national level
could be more difficult.
• Direct influence on water supply. Ashland has direct ownership and control over its
water supply.
• Progressive state-level activities. The State of Oregon has introduced ambitious climate
policies and regulations, as well as tools and resources for supporting local climate
action.
Given these unique characteristics coupled with information on Ashland's greenhouse gas
emission sources and anticipated impacts from climate change, the following overarching
strategic initiatives were identified to guide the strategies and actions presented in this plan.
While the strategies and actions in this plan are organized by focus areas such as Buildings and
Energy, Transportation and Land Use, and Natural Systems, these initiatives cut across these
focus areas to emphasize synergistic and integrated solutions for addressing climate in Ashland.
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Energy used for buildings and transportation makes up half of Ashland's historic greenhouse gas
emissions. Most of these emissions are from the combustion of natural gas by residential and
commercial buildings, electricity consumption, and gasoline used to fuel residential on-road
travel.
Addressing energy-related emissions requires a combination of reduced and lower-carbon
energy use. Ashland's current energy purchases are largely provided by low-carbon
hydropower purchased from Bonneville Power Administration (BPA; 81%). Switching existing
fuels, like natural gas and gasoline, to cleaner fuels such as low-carbon electricity can lower the
Page 110
overall emissions profile of current energy use and reduce reliance on foreign fuels.
Furthermore, the introduction of new clean energy sources, such as local renewable energy, as
well as increased energy efficiency, can help offset the increased electricity loads caused by fuel
switching and increased cooling demands anticipated under future climate change. These
actions in combination act synergistically to reduce total energy-related emissions.
The following Climate and Energy Action Plan strategies are cornerstones of this clean energy
transition:
• Support cleaner energy sources.
• Support more efficient vehicles.
• Improve energy demand management.
Example actions within these strategies include supporting community solar projects, installing
smart grid technologies, and introducing actions and initiatives that accelerate fuel switching
such as electric vehicle infrastructure requirements and codes.
Ashland's Clean Energy Future: A Balanced, Cost-Neutral Approach
Transitioning to a clean energy future in Ashland will require a combination of increased fuel
switching, clean energy sourcing, and efficiency. Taking this three-pronged approach will
allow the electric utility to offset potential revenue losses from efficiency and off-grid
electrical consumption with new revenues from switching gas-fueled cars and natural
gas-heated homes to electric vehicles and electricity-heated homes. Through this strategy,
Ashland will be able to lower its overall energy consumption, costs, and associated emissions.
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Page 11
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The production and use of energy and water resources within the built environment greatly
influences Ashland's greenhouse gas emissions and vulnerability to climate impacts. Energy
used by buildings contributes almost third of Ashland's greenhouse gas emissions. Water
consumption for residential and commercial buildings and surrounding green spaces put
considerable stress on community water resources, which may become scarcer and in higher
demand as temperatures increase and summer water availability declines.
Reducing water and energy resource use associated with Ashland's built environment will cut
emissions, ease loads on the utility, and help secure resource supply and resiliency in a changing
climate. The introduction of cleaner energy sources can reduce energy-related emissions to an
extent, but improved energy use efficiency will also be required to achieve deep emission
reductions. In general, cutting emissions through energy efficiency improvements can be more
cost-effective than adding new renewable energy sources. The following Climate and Energy
Action Plan strategies support water and energy efficiency:
• Encourage increased building energy efficiency.
• Adapt buildings Loa changing climate.
• Manage and conserve community water resources.
Example actions within these strategies include adjusting land use codes and incentives to
support resource-efficient design and water reuse and/or on-site storage systems, sponsoring
building energy retrofit programs and water conservation rebate programs, introducing
ra1e-basedincendves' andprovidingeduca1iona| rnateria|sairnedeLavvarenessandbehavior
change. The introduction of passive and heat-tolerant building principles can also reduce
cooling energy needs during heat waves and minimize heat-related public health impacts.
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The use and management of Ashland lands play a significant role in both reducing greenhouse
gas emissions and preparing for climate impacts. Development that promotes transit, bicycle,
and pedestrian modes of transport reduce emissions from on-road vehicles, which account for
the majority o[transportation-related emissions. Proper management and conservation ofland
resources can also provide important ecosystem services like water storage and flow
attenuation, shade, and biodiversity that make the city and its resources more resilient to threats
posed bv climate change.
Strategies in the Climate and Energy Action Plan that support climate-friendly land use and
management include the following:
� Make Ashland more bike- and pedestrian-friendly to reduce dependence on vehicles.
� Support better public transit and ridesharing.
� Support more climate-ready development and land use.
� Promote ecosystem resilience.
� Manage ecosystems and landscapes to minimize climate-related health impacts.
� Manage and conserve community water resources.
Page|1z
Actions within these strategies include transit-oriented development and the provision of
pedestrian and bicycle infrastructure. Also, improved management and conservation of lands
that provide habitat for vulnerable species, enhance tree canopy and green space, use and store
water efficiently and effectively, and minimize wildfire damage will help prepare the city for
changes in temperatures, water availability, and wildfire risk.
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The production and delivery of goods and services consumed by Ashland households contribute
almost half of Ashland's greenhouse gas emissions. These goods and services include food;
goods like furniture, home construction materials, electronics, and clothing; and the production
of transport fuels, natural gas, and electricity. Certain foods, such as meats, are more
carbon-intensive to produce than dairy and grains, and therefore contribute the largest
proportion of food-related emissions.
Despite the large contribution of household consumption to Ashland's greenhouse gas footprint,
the City of Ashland has little direct control over household purchasing behavior, and therefore
City-initiated options to reduce emissions from this source are limited. Strategies in the Climate
and Energy Action Plan that contribute towards reducing consumption of carbon-intensive
goods and services include the following:
• Reduce consumption.
• Support sustainable and accessible local production and consumption.
Actions within these strategies that promote reduced consumption include facilitating
marketplaces for reuse and sharing such as tool-lending libraries and reuse fairs; expanding the
construction and demolition debris code to promote material salvage; sustaining local food
production such as through farmer's markets and community gardens; and distributing outreach
and education materials on the impacts of consumer choices.
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Reducing greenhouse gas emissions and building resilience to climate impacts in Ashland is a
communitywide effort. Everyone, including residents, businesses, organizations, institutions, and
departments within the City itself, must understand what is needed and work together to take
action. This strategy involves the City working closely internally and with the public, local
stakeholder groups, and other jurisdictions and agencies to communicate climate priorities,
coordinate action, and inspire change. The City must also continue to learn from and listen to
these parties to ensure that actions are coordinated, relevant, and effective. This strategy also
involves paying particular attention to equity considerations in the context of climate change
(see "Climate and Equity" section on page 17). Specific strategies within the Climate and Energy
Action Plan that support this education and coordination effort include the following:
• Educate and empower the public.
• Educate and empower City staff.
• Mainstream climate considerations.
• Enhance City communication and coordination to minimize public health impacts.
• Enhance City communication and coordination to minimize public safety impacts.
• Promote a sustainable local economy that minimizes emissions and vulnerability.
Page 113
• Engage with other governments and organizations around regional, statewide, national,
and international climate policy and action.
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Although emissions from Ashland City operations make up a relatively small proportion of the
community's overall greenhouse gas emissions, City leadership in reducing its own operational
emissions can inspire community action, enhance operational efficiencies, and reduce costs.
This strategy involves the City taking actions to reduce its own GHG emissions footprint and
make City operations more climate resilient, including by training internal staff, optimizing City
facilities, and improving equipment and purchasing processes. Strategies in the Climate and
Energy Action Plan that support this City leadership include the following:
• Maximize efficiency of City facilities, equipment, and operations.
• Increase the efficiency of City fleet and employee commuting.
• Improve sustainability of City operations and purchases.
• Conserve water use within City operations.
• Optimize city operations/programs to minimize employee health impacts.
Page 114
What's Possible
The strategies in this plan will result in tangible emission reduction benefits that significantly
reduce Ashland's greenhouse gas footprint. Specifically, if the Ashland community made the
achievements listed in the table below by 2050, then the community would be able to reduce
its greenhouse gas emissions by an estimated 46% below 2015 levels by 2050--equivalent to
each Ashland resident and business reducing their footprint by about 1.4% per year. These
achievements were based on assumptions from similar analyses conducted by other
municipalities and organizations in the Pacific Northwest.
The progress Ashland makes toward reducing its GHG emissions will also be subject to broader
state, regional, national, and international initiatives and policies. The federal Clean Power Plan,
for example, if enacted, will reduce the GHG emissions associated with the U.S. energy grid by
making power plants operate more cleanly and efficiently and expanding the capacity for zero-
and low-emitting power sources. In 2016, the State of Oregon enacted legislation requiring
Oregon's major electricity suppliers to obtain 50 percent of their power from renewable sources
by 2040. The law also sets a timetable for eliminating coal-fired electric power in the state, and
establishes a community solar program for Oregon. These and other anticipated regulations and
programs, such as changes to the federal Corporate Average Fuel Economy (CAFE) standards,
will further contribute towards Ashland's emissions reduction goals, and were taken into
account in this analysis.
We could achieve a 46% reduction in greenhouse gas emissions by 2050 if we...
Building Energy Transportation
• Reduced energy use by 50% • Shifted 50% of our motorized
through energy efficiency travel to walking or biking.
measures. • For the remaining motorized travel:
• Offset 14% of our grid electricity o Shifted 80% of private
consumption through distributed vehicles to electric
renewable energy generation. vehicles.
• Transitioned 90% of our natural o Shifted 33% of commercial
gas used in buildings to vehicles to electric
electricity. vehicles.
• Increased the average fuel
Consumption efficiency of light duty vehicles to
• Reduced consumption-related 53 miles per gallon.
emissions by 50% through
activities such as product reuse,
reducing meat consumption, or
introduction of a carbon tax on
products and services.
Page 115
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What if...?
A significant driver of Ashland's modeled emissions reductions is the transition of liquid fuels
like gasoline and diesel to electricity as more drivers switch to electric vehicles. However,
there is some uncertainty around the exact makeup of Ashland's future electricity sources.
The model above assumes that 55% of electricity is from zero-emission sources by 2050.
However, if Ashland were to have zero-emission electricity by 2050, then the emission
reductions would increase from 46%to 54%--equivalent to an average reduction of 1.9%,
instead of 1.4%. per Ashland resident per year.
Page116
Climate and Equity
Equity is central to addressing climate change.
Many of the countries most responsible for contributing to climate change, such as the United
States, will not bear the brunt of global climate change impacts. Countries and communities that
were not large historical emitters of greenhouse gases, such as small island nations, Arctic
villages, and developing coastal communities, are facing a rapidly changing environment of
thawing ice, flooded coasts, and extreme storms. Many of these communities do not have the
resources or capabilities to protect, restore, or adapt to these changing conditions. It is the
responsibility of the U.S. and its communities, as historical contributors to the problem, to be a
committed and proportionate part of the solution. This plan provides a foundation for ensuring
that Ashland contributes in kind to being part of the climate change solution.
Climate change will also have a disproportionate impact on local populations. In Ashland, the
elderly, low-income, and minority populations will be most vulnerable to many changing
climate conditions, such as threats from severe heat, wildfire smoke exposure, and flooding.
These populations may also suffer from other secondary impacts of climate change, such as
risks to seasonal employment and agricultural productivity. Ashland will need to commit special
focus on these at-risk populations to ensure their continued prosperity and quality of life in the
face of a changing climate.
Actions to address these inequities, such as by reducing urban heat islands or providing disaster
preparedness assistance to at-risk communities, will pay dividends not just for those
populations, but also for the greater Ashland community. When everyone is healthy, employed,
and safe, the community enjoys greater economic and social prosperity.
In addition to these larger societal benefits, many strategies and actions in this plan result in
other co-benefits, such as enhanced natural aesthetic or quality of life. For example, the
introduction energy-saving equipment and behaviors not only address climate goals, but can
also lower energy costs for residents and citizens. This plan prioritizes these "win-win" solutions
that benefit both the climate and other facets of the Ashland community.
Co-benefits considered in prioritizing the strategies and actions of this plan include the
following:
• Public health. In some cases, actions that reduce greenhouse gas emissions also promote
healthier lifestyles, such as supporting more pedestrian and bicycle travel and eating less
carbon-intensive foods.
• Quality of life. Many climate actions can also improve quality of life for Ashland citizens,
such as the creation of more comfortable and inviting homes through energy efficiency
improvements.
• Recreation and aesthetics. In addition to enhancing ecosystem resilience, minimizing
heat impacts, and storing carbon, actions that improve natural habitat and tree cover can
also enhance natural beauty and provide recreational opportunities for visitors and
residents.
Page 117
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Why it matters
When many people think of greenhouse gas emissions, they picture cars and trucks, but
commercial, residential, and industrial buildings are also some of the largest energy users—and,
by extension, responsible for a large proportion of greenhouse gas emissions. In fact, Ashland's
built environment accounts for over a quarter of the ci1v's total emissions, more than all types of
transportation combined. This represents asignificant
opportunity io reduce emissions and help Ashland meet its
ambitious reduction targets.
[)n the plus side, because their emissions are primarily due
to the energy they use for electricity, heating, and cooling,
buildings can reduce their emissions relatively easily by
increasing their energy efficiency. Installing efficient lighting,
H\/A[ systems, windows and insulation, and other upgrades
can significantly reduce the amount of energy abuilding
requires. Also, because most buildings' energy use is
Cit y��=����� predominantly in the form ofelectricity, changes in the fuel
mix used to generate electricity—for example, by replacing a
coal-fired power plant with wind turbines—reduce theGHG
emissions footprints of all buildings that draw electricity from the grid. These fac1ors, among
others, contributed to an impressive reduction of 21 percent in the built environment's overall
emissions from 2011 to 2015. The impact of energy efficiency improvements is especially
pronounced among residential homes, which saw a 9 percent decrease in electricity demand
over the same period.
Climate change will have complicated effects onAshland's built environment. (]n one hand,
warmer winters will mean buildings require less energy to heat; a significant portion of the
reduction in energy use seen in the city's buildings from 2011 to 2015 was due to a series of
warmer winters, which caused natural gas use to decline. The number of heating degree days--a
measure of the number of degrees that a day's average temperature is below 657, commonly
used Lo describe heating energy demand inbuildings—decreased by2O percent o[this period,
contributing to a 13 percent drop in natural gas use. At the same time, however, reduced
snowpack due to climate change may affect regional hydropower capacity, and increased
temperatures will increase energy demand for cooling during the dry summer months. The
projected increase in wildfire frequency and severity may also put transmission lines at risk.
making electricity less reliable in the city.
Progress To—Date
Ashland's commercial, residenLia|, and industrial building energy use declined 21 percent from
2011 to 2015. These changes were due largely to increased renewable electricity in the regional
grid' decreased electricity use in the residential sector, and reduced natural gas use from
warmer winters.
Page|1a
Ashland owns its own electric utility, which means that the City has greater control over its
electricity rates and programs than other cities. This arrangement has contributed to the City's
great progress in supporting community renewable energy and improving building systems
efficiency. The City has implemented three successful programs focused on expanding
renewable energy sources and improving the energy efficiency of existing residential,
commercial, and government buildings:
• A retro-com mission ing incentive program provides financial and technical assistance to
tune up energy systems in commercial and residential buildings. This program offers
incentives to building owners and occupants to upgrade or replace building
systems—lighting, HVAC, heating—with newer and more efficient equipment.
• Solar Pioneer II, a 63.5kW City-sponsored community solar project, gives citizens the
opportunity to "adopt" one of its 363 panels as a way to purchase local renewable
energy.
• A City Facilities Energy Audit identified energy efficiency opportunities at the City's own
facilities.
Solar Pioneer I and II
From 2000 to 2002, Ashland, in collaboration with the Bonneville Environmental Foundation,
implemented the Solar Pioneer I project, which involved installing photovoltaic arrays totaling
30 kW at the Civic Center, Oregon Shakespeare Festival, and Southern Oregon University. The
project was funded in part by voluntary contributions from over 260 ratepayers, who paid
small surcharges on their utility bills to support the project. In addition to bringing renewable
energy to the city, the program aimed to familiarize and educate Ashland residents about solar
energy.
Building on the success of the first round of the program, in 2007 Ashland launched Solar
Pioneer II, which used the same community funding mechanism to finance a 63.4 kW
photovoltaic system on the City service center.
Goals and Indicators
Goals:
• Reduce greenhouse gas emissions associated with Ashland's energy use.
• Increase energy and water efficiency in City and private buildings.
• Maximize protection of Ashland's buildings stock and energy supply to future climate
impacts.
Indicators:
• Commercial and residential building energy use and associated emissions
• Number of City buildings that use heat-resistant materials, passive buildings, and/or
white roofs
Page 119
Strategies and Actions
Strategy BE-1. Support cleaner energy sources.
Efforts to support cleaner energy sources will minimize harmful pollution associated with energy
use and help meet the additional energy needs as climate change causes temperatures to rise.
This strategy deals with enhancing the use of cleaner fuels through fuel switching in residential
and commercial buildings and renewable energy production and generation.
(C) BE-1-1. Develop a comprehensive plan for the Municipal Electric Utility to transition
W it) to 100% clean energy, maximize building efficiency, and electrify the transportation
and building sectors, including evaluation of rate structures.
The transition to low-carbon energy will require taking a broad-level approach that transcends
traditional utility boundaries. Although some aspects would not lie under the traditional purview
of the utility, a comprehensive energy plan for the Municipal Electric Utility that addresses clean
energy, energy efficiency, and electrification of the transportation sector will provide a more
strategic path forward for maximizing societal benefits and achieving climate goals. This plan
would set targets, address issues, and identify potential solutions related to comprehensive
energy planning. For example, the plan could delineate energy efficiency program funding levels,
goals and targets for installation of solar PV within the CIty's distribution grid, a long-term
strategy for wholesale power acquisition and demand management.
(C) BE-1-2. Facilitate and encourage the installation of a large-scale community solar
g g Y
(Both) project.
Local generation of renewable energy can offset emissions associated with energy consumption
from the electric grid, and in some cases, may also mitigate climate-related risks to the
electricity supply due to changes in precipitation and increased drought risk. It is worth noting,
though, that City-sponsored community solar has faced cost challenges in the past, so this
action would need to address potential financial hurdles, such as by finding a non-governmental
organization or institution to sponsor the project.
(C) BE-1-3. Enhance energy Y production of on-site solar ener from City facilities.
(Both)
p
Enhancement of solar energy production capacity at City facilities would reduce electricity
demand from the grid, set an example for the Ashland community, and provide reliable power
for both the City operations and broader community.
Otfier A
• Establish a solar recognition program for neighborhoods that meet a certain percentage
of electricity needs through renewable energy.
Page 120
• Coordinate with Oregon cities to promote and reinforce higher renewable energy
standards.
• Develop promotional materials that encourage solar investments.
Strategy BE-2. Encourage increased building energy efficiency.
In addition to changing the energy source, cutting energy use within buildings presents another
opportunity to reduce emissions. This strategy presents actions to reduce energy consumption
through efficiency improvements in the commercial and residential sectors.
(C) BE-2-1. Identify and adopt strategies to reduce energy efficiency barriers in
. Y p g gY Y
(Mit) rent/lease properties.
erties.
Residents and businesses who own their properties are often more incentivized to invest in
energy efficiency technologies and equipment. Although more difficult to motivate, the
introduction of energy efficiency approaches in rental and lease properties presents a significant
opportunity for reducing emissions from buildings.
(C) BE-2-2. Increase outreach efforts to expand participation in energy efficiency
(Both) ro d promote climate-friendly practices in building and construction such
programs an p g Yp g
as passive house construction principles.
Ashland currently provides energy conservation incentives and educational materials to
residents and businesses through its electric energy efficiency programs. The program currently
provides guidance for conducting home energy audits, as well as incentives for weatherization,
improved heating and cooling, and more efficient appliances. Expanded outreach efforts will
ensure that all Ashland residents are aware of these valuable programs and understand actions
they can take to be more energy efficient in the home.
(C) BE-2-3. Require building audits for large buildings to identify cost-effective energy
(Both) efficiency improvements.
Energy used in Ashland's building stock accounts for almost a third of the city's greenhouse gas
emissions. Because it would be difficult to visit every home and business in the city, a good
starting point for addressing these emissions through energy audits is at larger buildings that
likely contribute a higher proportion of emissions than other buildings. The City could require
and facilitate conducting energy audits for the largest buildings. The audits would provide an
opportunity to educate property managers about energy use and opportunities, as well as help
facilitate implementation of energy-saving measures.
(C) BE-2-3. Establish minimum energyefficiency standards for the affordable housing
Y g
(Both) program.
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Ashland's Affordable Housing Program is an ongoing program that provides incentives to
promote affordable housing development and requirements for affordability. The establishment
of rninirnurn energy efficiency standards for these housing units present a valuable opportunity
to make homes more comfortable and energy efficient for residents, while also lowering energy
bills and supporting those most inneed.
{D&her'4c��n�
• Launch a program for providing home energy scores when a house is listed for sale.
• Coordinate with other cities Lo establish and implement more energy-efficient building
code standards.
• Restart the energy and green business challenges.
• Expand partnership with the school district to support energy efficiency programs and
solar installation.
• Enhance re1ei|er, contrac1or, and building professional training and awareness of best
practices and rebates.
• Implement a program to pay for actual energy savings instead of up-front payments for
modeled savings.
Strategy 0E-3' Maximize efficiency of City facilities, equipment 8coperations.
Although [iLv buildings contribute only srna|| proportion of the ciLv's overall emissions,
efficiency improvements to City facilities can allow the City tolead by example and
communicate to residents that energy efficient buildings can be beautiful, affordable, and
comfortable. This strategy aims 10 reduce emissions associated with the [i1v's built environment
and promote energy conservation.
(M) BE-3-1. Use results from City Facilities Energy Audit to prioritize City Facilities CiPs
W it) and maintenance improvements.
City facilities frequently undergo routine maintenance and improvement projects. This action
calls for using an evaluation of City facilities to identify opportunities for energy(and water)
efficiency upgrades, The evaluation could be used Lo integrate more energy efficient practices
and equipment into City maintenance schedules and prioritize efficiency upgrades within capital
improvement projects ([|Ps).
O&her^4c��ns
� Continue to monitor and adjust load-shifting measures at the wastewater treatment
facility.
� Pursue LEEDor ENERGY STAR certification for existing and new City buildings. Adopt the
LEED EB rating system or equivalent to guide operation, management, and upgrade of
existing building inventory.
Strategy BE-4. Improve demand management.
Managing the timing and intensity of energy demand can help make sure that dirtier energy is
not needed during peak times of high demand.
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A�d���
(C) BE-4-1. Expand the current net meter resolution to include and incorporate virtual
(M it) net metering.
Net metering allows customers who generate their own electricity to sell the excess electricity
back into the grid. Traditional net metering works at the level of your electricity meter, where
excess energy supplied to the grid results in running your meter backwards. Virtual net
metering, on the other hand, credits energy generation that occurs at another location against
your electricity bill. Working outside the ud|i1v meter enables residents to experience the
financial benefits of generating renewable energy even if they are unable to generate the
electricity on their property. Expanding current net metering will make energy generation more
cost effective and available to Ashland's residents, including through mechanisms like
community solar.
(C) BE-4-2. Implement utility-level smart grid technologies to facilitate efficiency and
(M it) distributed energy solutions, such as storage.
Implementing new energy solutions requires bringing the electricity delivery systems, or the
^grid'^ into the twenty-first century. Updating the grid involves enabling, autornation, remote
contro|, and two-way communication. This allows the grid to handle sources of electricity like
wind and solar power and integrate electric vehicles. Smart grids also collect more data that
allows residents to better understand their energy use and identify energy saving opportunities.
Therefore, implementing smart grid technologies will enable the adoption of clean energy
solutions--complementary strategies promoting renewable energy, electric vehicles, and energy
efficiency will ensure that the environmental benefits of the smart technologies are realized.
Strategy BE-5. Prepare and adapt buildings for a changing climate.
The City can promote actions that help adapt buildings to withstand climate impacts such as
extreme heat and vvi|dfire, as well as protect building dwellers and visitors from those impacts
through improved design and functionality.
(C) BE-5-1. Encourage heat-tolerant building approaches such as cool roofs and
(Adapt) 10
passive cooling.
Buildings play role in both withstanding climate change impacts as well as providing
infrastructure to protect people from impacts. Buildings will be subject to potential increased
flooding, extreme temperatures, and exposure to wildfires, At the same time, buildings can also
shelter inhabitants and visitors from many of these impacts. To optimize the built environment Lo
address climate change, the City can encourage heat-tolerant building approaches, such as cool
roofs that block heat and passive cooling features such as improved air circulation designs.
There are many venues available to encourage the public and developers to adopt these
building approaches, including through education and monetary incentive programs.
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� Consider future climate conditions when designing or upgrading City buildings and
incorporate resilience-building elements such as heat-resistant materials, passive
cooling, and white roofs.
� Enhance resiliency of building energy to fluctuations in energy markets and supply.
�� ��� ��� ����������N��
Here are some actions that everyday Ashland residents and organizations can take to make a
difference in addressing climate change within our buildings and energy systems:
• Make your home or business energy and water efficient. Simple switches and
improvements can make abig different for energy and water use. VVeaLherizaLion'
equipment upgrades, and simple behavior changes can also make your space more
comfortable and lower utility bills.
• Explore participation in renewable energy programs. Community solar programs
provide opportunities for residents to participate in renewable energy programs without
having to install solar panels on their roofs. There are increasing options for residents to
participate in these programs, including the development of a new statewide community
solar program that will soon be available to all Oregon residents.
• Think before you rent or buy. Consider what size home or business you need, and
consider downsizing 10 avoid having to spend more onenergy.
Case Study: Southern Oregon University
Southern Oregon University(SOU) has used its position as one of Ashland's leading
institutions to push sustainability programs forward, both on campus and by serving as a hub
to connect with and support the community. SOU's ongoing sustainability efforts include
implementing energy efficiency and solar power projects, reducing waste, and conducting
greenhouse gas inventories to assess its progress in reducing emissions. SOU was one of the
first universities in the country to offset 100% of its energy and water use—with on-site
renewable energy generation, carbon offset credits, and Water Restoration Certificates—and
created a Climate Leadership Awards series to honor SOU's sustainability champions.
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Why it matters
The movement of goods and services is central to
Ashland's economy and community—and one ofthe
largestGHG-erni11ing sectors. Emissions from the
transportation sector made up nearly one quarter ofthe
dtv'sbzLal emissions in 2015. Residential on-road vehicle
use accounts for nearly three-quarters of the secLor's
emissions, followed by residential air travel.
While emissions from buildings have decreased markedly
from since ZD11, transportation emissions have seen no
significant change. This speaks to the challenge Vfreducing
emissions 1hevas1rnaqor�1vofvvhichburn
c�v�=�,~me� ' majority
Operations fossil fuels and vvhich, unlike bui|dings, are extremely
difficult Lo retrofit in ways that improve their efficiency ur
reduce emissions.While electric vehicles are becoming more available and affordab|e,
near-term progress on reducing Ashland's transportation-related emissions can focus on
reducing reliance on personal vehicles by improving public transit access and convenience, and
by improving the design of streets and public spaces to improve multimodal access. Also worth
noting are potential climate-driven impacts on alternative forms of transportation: with
increased temperatures and wildfire-induced smoke, biking and walking may become more
hazardous and increase reliance on vehicles. Addressing challenges like these will be crucial to
improving the resilience and reducing the greenhouse gas emissions footprint of Ashland's
transportation sector.
Climate change will also put Ashland's infrastructure at greater risk of damage or destruction.
More frequent and severe wildfires and floods may threaten roads, bridges, and real estate, and
hotter summers may increase the rate of deterioration of some building materials. Culverts and
road crossings may not besized to withstand increased flooding, and roads bordering rivers and
streams may be at risk of inundation. The City, its residents, and private property owners will
need to work together to reduce the risks that extreme weather events pose to Ashland's
infrastructure.
Progress To—Date
Ashland has made strides in incorporating climate and sus1einabi|i1v priorities into its land-use
policies. Many of Ashland's existing plans and standards address activities that contribute
toward emissions from the transportation secLor, including the Transportation System Plan, local
land use code. and Comprehensive Plan. Some examples of climate-friendly actions and
requirements in these plans include the following:
� Street standards and street classifications in the Transportation System plan promote
shared streets that incorporate bicyc|e, pedestrian, and mass transit infrastructure.
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• The City's Comprehensive Plan and street standards highlight connectivity as
requirement in new development.
• The City's land use code has a "Pedestrian Places" component, which encourages the
creation of walkable mixed-use areas that "encourage walking, bicycling, and transit
use.
Goals and Indicators
Goals
• Reduce community and City employee vehicle miles traveled.
• Improve vehicle efficiency and expand low-carbon transport, including within the City's
fleet.
• Support local and regional sustainable growth.
• Protect transportation infrastructure for climate impacts.
Indicators
• Passenger vehicle emissions
• Community vehicle miles traveled
• Emissions per mile traveled
• Average city "Walk Score"
• Transit and bicycling ridership
Strategies and Actions
:1)
Strategy ULT-1. Support better public transit and ridesharing.
Rogue Valley Transportation District (RVTD) provides Ashland's primary public transit service for
visitors and residents. The District provides intercity and regional public transit within Jackson
County, serving the city of Ashland as well as Talent, Phoenix, and Medford with fixed-route bus
and dial-a-ride paratransit service.
Residents have voiced a desire for expanded public transit options, including more frequent and
accessible downtown bus service, cleaner public transit vehicles (e.g., electric buses), and other
public transit systems such as shuttles or trolleys. These options can reduce per capita
emissions associated with residential on-road transportation, as well as reduce congestion, save
fuel costs, and provide transportation options for those who cannot afford a personal vehicle.
(C) ULT-1-1. Coordinate with neighboring local governments to promote use of transit,
(Mit) carpooling, and car sharing.
Ashland is already a member of the Rogue Valley Transportation District, which provides shared
bus service to cities throughout the greater Jackson County area. Using RVTD as a model, the
City, together with nearby jurisdictions, can provide additional service offerings, such as
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carpooling and car-share programs, that expand transportation options and strengthen
important connections to other areas in the Rogue Valley.
(M) ULT-1-2.Work with RVTD to implement climate-friendly transit, including electric
(M it) or diesel-electric hybrid buses, electronic real-time bus schedule information, and
off-board payment options.
The City and neighboring jurisdictions in the RVTD already have a longstanding and successful
partnership that has brought public transit to residents throughout the area. This action calls on
Ashland to use its position as a partner in the RVTD to improve the sustainability and
accessibility of its services by upgrading the fleet and updating its schedule and payment
methods.
(C) ULT-1-3. Establish policies to support development near transit hubs without
(M it) displacing disadvantaged populations.
Transit-oriented development (TOD) is a popular tool for reducing car use by increasing housing
density within walking distance of transit hubs. Creating a TOD zoning overlay or similar policy
could reduce car use, but Ashland will need to design any policy carefully to avoid unintended
consequences, such as gentrification that displaces vulnerable populations.
(M) ULT-1-4. Evaluate feasibility of City-owned and operated transit, such as a trolley
(M it) or electric bus.
Rogue Valley Transportation District currently offers the only bus service in Ashland, and service
and routes are limited. This action calls on the City to evaluate the possibility of developing its
own intra-city service to augment RVTD service and provide more public transit options to
residents. This assessment would involve determining demand, identifying possible routes, and
estimating costs associated with purchasing and operating a transit fleet.
• Provide additional park-and-ride lots to promote public transit and reduce downtown
congestion.
Strategy ULT-2. Make Ashland more bike- and pedestrian-friendly.
On-road transportation generates nearly one-fifth of Ashland's total emissions. It is difficult to
substantially improve the efficiency of existing cars and trucks, so one of the most feasible
methods of reducing emissions from them is to make alternative forms of transportation more
desirable. A more walkable and bikeable city not only reduces the need for residents to drive,
but offers the public health co-benefit of encouraging exercise.
(C) ULT-2-1. Implement bicycle-friendly Transportation System Plan actions, such as: 1)
(M it) installation of bike intersection safety improvements; 2) increased bike lane
infrastructure; and 3) expansion of on- and off-street bike racks, shelters, and
sharing.
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For bicycling to be considered a viable alternative to driving, the City will need to invest in
infrastructure to improve its safety and convenience.
(M) ULT-2-2. Explore opportunities to convert to shared streets where appropriate to
(M it) provide multi-modal connectivity.
Shared streets are popular because they offer improvements for pedestrians and bicyclists while
preserving vehicle access. This action will spur Ashland to assess which streets or corridors may
make sense to convert to shared streets due to their current use, potential future use, location,
or other considerations.
• Provide incentives for employer-sponsored bicycle programs, including for City
employees.
• Conduct a community survey to understand barriers to biking.
• Implement projects that reallocate a portion of the right-of-way to pedestrian-friendly
spaces, such as installation of parklets where appropriate.
• Further evaluate options for reducing vehicle use downtown during future updates of the
transportation system plan.
Strategy ULT-3. Support more efficient vehicles.
With on-road vehicle use responsible for nearly 20 percent of Ashland's overall emissions,
improving the overall efficiency of the cars and trucks use throughout the city could have a
significant impact on meeting greenhouse gas reduction goals.While vehicles already on the
road are likely not feasible to retrofit, the City can make progress by focusing on educating,
incentivizing, and supporting the use of hybrids, electric vehicles (EVs), and other alternative fuel
vehicles.
Y
(C) ULT-3-1. Implement a local gas tax, in part as a mechanism to track fossil fuel use.
(M it)
Having a sense of the baseline use of fossil fuels for transportation can help Ashland shape the
most effective fuel-switching policies and incentives possible. A local gas tax would serve as an
indicator of fuel demand, while also providing the City with money that could be used to
improve transportation infrastructure, fund public transit options, or invest in other actions. A
gas tax would also encourage drivers to change their behavior to minimize their use of fossil
fuels.
(C) ULT-3-2. Revise land use codes to require EV charging infrastructure at
(M it) multi-family and commercial developments.
In general, one of the primary barriers to more use of electric vehicles is the lack of charging
infrastructure. Additionally, residents in multifamily buildings have little, if any, say in whether
their buildings offer the charging equipment necessary to support electric vehicle use. Requiring
new multifamily and commercial developments to provide charging stations will make electric
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vehicle use possible and practical for a much larger segment of Ashland's population by giving
them the ability to charge their vehicles near where they live, work, and shop.
(C) ULT-3-3. Provide information about electric and hybrid vehicles and rebates on the
(M it) City's website.
The technology and market for hybrids and EVs can be difficult for consumers to decipher.
Educating the public on these vehicles—and the rebates and incentives available for them—is an
easy and low-cost early step that can make the process of choosing and purchasing on of these
vehicles more straightforward.
• Assess feasibility of a City-sponsored carbon offset program whereby drivers can offset
their emissions.
• Expand and increase enforcement of anti-idling policy.
• Initiate a partnership with Tesla to install a supercharging EV station in Ashland.
• Promote low-carbon fuels and technologies in taxi and for-hire vehicles.
Strategy ULT-4. Support more climate-ready development and land use.
Ashland's population is growing, and with a larger population comes new development.
Updating zoning requirements and land-use policies can shape new development in the city to
be as climate-resilient as possible.
(C) ULT-4-1. Consider regulating further construction or expansion in the Wildland
(Adapt) Urban Interface (WUI) part of the urban growth boundary(UGB).
The WUI zone includes areas on the fringe of Ashland where homes and buildings are in close
proximity with undeveloped lands. Evidence from other cities indicates that wildfires are most
deadly and destructive when they burn into denser neighborhoods on the outskirts of town.
Expanding the WUI and/or limiting construction can limit the density of these areas, reducing
the risk of severe damage as the frequency and intensity of wildfires increase.
(C) ULT-4-2. Revise community development plans to favor walkable neighborhoods
NO and infill density.
Ashland has a series of long-range planning documents that guide development across Ashland
districts, neighborhoods, and natural areas. Revisiting these plans to ensure that they support
climate-ready development needs, such as multi-modal transportation and climate adaptation
features, will ensure that Ashland development is consistent with the City's climate goals and
commitments.
(C) ULT-4-3. Modify the WUI code to include construction techniques appropriate for
(Adapt) wildfire-prone areas.
Ashland's WUI zones are the most wildfire-threatened parts of the city, and the risk of wildfires
affecting these areas will only increase as climate change increases the frequency and severity
Page 129
of fires. Modifying the WUI code to require more resilient construction techniques can minimize
the risk that new structures built in the WUI are damaged or destroyed by fire.
• Require, through a Brush Ordinance, property construction and maintenance for
"defensible space."
• Consider regulating further construction or expansion in the WUI part of the urban
growth boundary(UGB).
• Evaluate future climate impacts on transportation infrastructure and operations, including
critical needs for emergency response, goods and services movement, and community
access.
• Change zoning to minimize development in high flood risk areas.
Strategy ULT-5. Increase the efficiency of City fleet and employee commuting.
To push Ashland toward a future of low-carbon transportation, the City should lead by example.
While the City's own emissions are relatively small compared to personal and commercial
vehicle use, there is an opportunity to make internal improvements that demonstrate its
commitment to supporting efficient vehicles, alternative fuel sources, and public/shared
transportation.
(M) ULT-5-1. Provide carpool and vanpool parking, charging stations, and preferred
(M it) parking for EVs for City employees.
Supporting multiple commute options for City employees is an important early step on the path
to reducing the use of fossil fuels for transportation—one of Ashland's biggest sources of
greenhouse gas emissions. Encouraging the use of ridesharing, vanpooling, and alternative fuel
vehicle use among City staff will set an example for private citizens and serve as tangible
evidence of the City's commitment to sustainability. Furthermore, some of this
infrastructure—EV charging stations, for example—can be opened to the public, increasing its
positive impact.
(M) ULT-5-2. Conduct a city fleet audit and use it to set policy and targets for higher
(M it) efficiency vehicles, vehicle sharing across departments, and out-of-town vehicle
use.
Conducting an audit of the City's vehicles is a straightforward and low-cost action that sets the
stage for policies to govern the fuel efficiency of the fleet and/or mandate a transition to
alternative fuel vehicles over time.
(M) ULT-5-3. Purchase carbon offsets to offset City staff travel.
(M it)
Ashland has no control over the policies, fuel sources, and infrastructure of jurisdictions beyond
the city limits. Purchasing carbon offsets is a straightforward action that allows the City to
extend its commitment to reducing its emissions to staff who travel for work reasons.
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Furthermore, if the [ity's offset payments are invested in local projects, they can provide a wide
range of co-benefits 10 the local community.
� Improve biking amenities at City facilities such as showers, lockers, and covered/secured
bike perking.
� Take advantage of potential opportunities under the new state clean fuels program.
� Increase incentives for sustainable City employee commuting such as through
competitions or cost shares.
�� «�� ��� �� V� �1111N�l Y
� Take a walk, ride a bike, or take public transit. Ditching your personal vehicle when
commuting or running errands can make abig different for your carbon footprint, and
can also 6ea more healthy and enjoyable alternative 1odriving.
� Purchase e fuel-efficient vehicle.When purchasing your next personal vehic|e, consider
more efficient alternatives such as hybrid or electric vehicles.
� Consider where you live. Next time you move, think about the proximity of where you
live to where you need to travel. Are there opportunities to live closer to where you need
to go? Living within vve|king, biking, or public transit distance to your work, school, or
retail stores can save you time, money, and headaches!
Case Study: Rogue Valley Transportation District
The Rogue Valley Transportation District pools resources and shares service across a number
of cities in the greater Jackson County area—while keeping costs down by taking advantage of
economies of scale. The RVTD currently operates seven routes that provide vital inter-city
public transit connections that enable car-free travel throughout the Rogue Valley, reducing
the need for Ashland residents to own cars and providing greater mobility for children,
students, the elderly, and others who may not be able to drive. In addition to providing
standard bus service, the RVTD operates a paratransit service that is available to senior
citizens, people with disabilities, or others who are unable to use the standard bus service. In
2016,Jackson County voters approved a levy that restored Saturday and evening services, as
well as expand service to Southwest Medford, Rogue Regional Medical Center, and the Rogue
Community College Table Rock Campus.
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Why it matters
Upstream emissions from the production and
transportation of food and goods account for 48 percent
of Ashland's total emissions—more than any other sector.
Alarge portion of food emissions are from the production
of meat, and emissions from household goods are largely
from home construction, furniture, clothing, and vehicle
purchases. Because Ashland's industrial sector is small and
there is no significant agriculture within city limits, the
Ashland community relies almost entirely on imported
goods, food, and energy products to meet its needs;
encouraging greater local food production would have
citv�=%�e,~ment emissions-reduction benefits while simultaneously
Operations
improving food security and availability for Ashland's
residents. Climate change may disrupt global supply
chains and thereby affect the cost ofhousehold goods and services that local residents and
businesses rely on.
While these emissions are large, they are "indirect" emissions that are not under the same level
of
community control as the |oca|, sector-based emissions. While Ashland might change local
development codes to address building energy, there is no similar ability to influence production
efficiencies for imported goods and services. Therefore, Ashland's potential actions related to
consumption and materials management mostly center on influencing consumption behavior
and supporting a variety of local and/or more sustainable purchasing options for its residents.
Climate change is also expected to increase stressors like pests, disease, and drought on the
srna|| local agriculture sec1or, potentially reducing the availability of local food. Global climate
change could also disrupt global markets and supply chains, potentially resulting in global price
increases and resource scarcities.
Progress To—Date
Ashland exemplifies its commitment to reduced waste and local sourcing through a variety of
programs, ordinances' and offerings, such as:
• Bans on plastic bags and polystyrene containers: In 2014. the [ib/ approved an ordinance
to substantially reduce consumption of single-use plastic carryout bags. The [iLv also
bans polystyrene foam food packaging at local restaurants, retail food vendors, and
non-profit food providers.
• Community garden programms, farmers rnarkets, and co-ops; Ashland enjoys a number of
venues for growing and purchasing locally-produced food, including at four
City-sponsored community gardens, the Rogue Valley Growers and [rafters Marke1, and
at retailers like the Ashland Co-Op.
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• Residential curbside recycling programs and outreach: Recology Inc. provides curbside
recycling service to Ashland residents, as well as education and outreach programs on
backyard composting and reduce/reuse best practices. Recology also provides an
on-site recycling center for hard-to-recycle materials.
Goals and Indicators
Goals
• Increase waste diversion through waste prevention, recycling, and composting.
• Reduce consumption of climate-intensive food, products, and services.
• Support locally-produced products.
Indicators
• Waste emissions (from landfill)
• Waste diverted from landfill to recycling and composting
Strategies and Actions
Strategy CW-1. Reduce consumption of carbon-intensive goods and services.
Since the City cannot directly influence how goods are produced outside its jurisdiction, its only
feasible option is to attempt to reduce the use of targeted carbon-intensive goods and services
by convincing residents to change their consumer habits—and support programs that reduce the
need to own products by promoting bartering or shared use.
(C) CW-1-1. Implement an education campaign for waste and consumption reduction
(Mit) strategies such as replacing inefficient appliances, opting-out of junk mail, and
reuse stores.
Private consumption of food and goods is the largest single source of Ashland's greenhouse gas
emissions.While the City does not have the ability to directly control or reduce these emissions,
it can encourage sustainable habits and purchasing decisions that target common sources of
waste and carbon-intensive consumption.
(C) CW-1-2. Support "collaborative consumption" community projects like tool
(Mit) libraries and repair cafes, such as through mini-grant programs.
Collaborative consumption reduces demand for new products by facilitating the sharing and/or
repair of existing products in the community. Tool libraries, for example, allow community
members to avoid purchasing new tools by instead borrowing from a communal pool of
donated tools. The City can explore how best to encourage these types of sustainable
consumption and sharing activities.
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Strategy CW-2. Support sustainable and accessible local production and consumption.
Supporting environmentally responsible production of goods and food locally—in or around
Ashland—is beneficial both because it eliminates the emissions associated with shipping goods
produced far away io the city, and because the City can have greater influence onencouraging
sustainable production practices.
Prior11v~4c t i( f,(C) CW-2-1. Partner with nonprofit organizations to promote the purchase of local
(M it) produce and products, such as through a "buy climate-friendly first" food
purchasing'Initiative for public institutions.
One way the City can support sustainable local food production isto work with independent
organizations to showcase and support climate-friendly retailers and products.
(C) CW-2-2. Expand community gardening and urban agriculture opportunities at
(Both) community gardens, schools, parks, and rooftops.
Increasing the land and resources available for local agriculture can help satisfy portion of the
ciiv's demand for food, reducing the quantity of food that must be imported from outside the
region. ^Greening^ public spaces can have numerous co-benefiLs. too, including offsetting the
urban heat island effect and providing garden space to those who do not have yards oftheir
own.
C'. "ier/\cti( ��
• Consider climate change-related risks to local supply chains in implementation of the
economic development strategy.
• Work with nonprofits and universities to create outreach and training materials about
agricultural practices that reduce greenhouse gas emissions and increase diversity and
drought resistance.
Strategy CW-3. Expand community recycling and composting.
Diverting more waste from the landfill is one of the most direct strategies Ashland can focus on
Lo reduce the environmental impacts o[the ciLv's consumption. While the City cannot influence
upstream production methods at factories and farms beyond its city limits, minimizing
downstream waste has a clear and measurable positive impact that will help Ashland move
toward its sustainabi|itvgoa|s.
/ /yA c.",t iun�
(C) CW-3-1. Improve recycling programs to make them easier to use and implement
(M it) new education and outreach to increase recycling in all sectors; expand public
space recycling.
Making recycling aconvenient and straightforward process is crucial to getting/\sh|andersto
adopt more responsible disposal practices. Education and outreach, better signage, and placing
more bins in public areas are just some of the potential ways to improve recycling in Ashland.
Page|34
(C) CW-3-2. Strengthen the Demolition Debris and Diversion ordinance to enhance
Wit) enforcement and increase diversion and reuse.
Due in large part to the sheer quantity of material involved, home demolition has an outsized
impact on Ashland's materials management strategy. Targeting buildings for reuse and salvage
not only reduces the quantity of material being sent to the landfill, but creates a local market of
recovered building materials that can be used again in new construction projects, remodels, and
landscaping. This actions calls for enhancing Ashland's current Demolition Debris and Diversion
ordinance so that it is more strictly enforced and encourages further diversion and reuse of
materials.
• Implement an education campaign for waste and consumption reduction strategies such
as replacing inefficient appliances, opting-out of junk mail, and reuse stores.
• Update the multi-family recycling ordinance to encourage more diversion.
• Examine options for expanding commercial and residential composting; assess the
feasibility of establishing a permitted facility to compost or anaerobically digest organic
materials and food waste.
• Improve City facilities to incentivize reduced waste, such as by installing water bottle
filling stations.
Strategy CW-4. Reduce food waste.
Production of food is a large emissions source, and, unfortunately, much of the food that makes
it into Ashland's homes and businesses goes bad or is otherwise wasted. Reducing this
waste—and using the remaining waste productively—will ensure that Ashland gets the most
benefit possible out of its food and does not purchase food that is not consumed. As a bonus, in
addition to reducing the emissions associated with wasted food, edible food that would
otherwise have gone to waste can be donated to residents who might otherwise struggle to
afford groceries.
(C) CW-4-1. Support edible food donation through coordination with the food bank
(Both) and donations from City and community partner events.
In addition to the obvious environmental benefits of reducing food waste means there is more
food to share with those in need. This action calls on the City and community to work with the
food bank to make sure edible food left over or not used at public events ends up on dining
tables, not in the landfill.
(C) I CW-4-2. Provide a kitchen best practices guide to help households and businesses
(Both) reduce food waste and consumption.
Educating residents and businesses on how to reduce food waste is a low-cost option to reduce
wasted food--a preventable source of greenhouse gas emissions.
Page 135
(C) CW-4-3. Facilitate recycling of commercial food waste for fuel/energy, including
(Both) use of cooking oil for biodiesel and biofuels.
While reducing food waste by addressing its root causes is the best option, some food waste
will always remain. The City can serve a central role in taking advantage o[this waste stream by
arranging for discarded food Lobe used for energy production,
� Seek grant funds to launch a food waste reduction campaign for residents, such as EPA's
Food: Too Good 10 Waste program.
StnategyCW-5. Improve susts!nab!l!tvof City operations and purchases.
While City operations account for a relatively small portion of Ashland's emissions, they are a
relatively easy target for sustainability improvements because the City has direct control over
them.
........)rIlv~4���o�
(M) CW-5-1. Introduce City environmentally preferable purchasing(EPP)guidelines for
(M it) City procurement, such as requiring evaluation of products using the Electronic
Product Environmental Assessment Tool (EPEAT).
Creating an EPP policy is a low-cost action that would guide [i1v staff 10 choose more
sustainable products and services by modifying the procurement process. While the complexity
of Ashland's existing procurement process may make this action more difficult 10 implement, it
is worth considering since a wide range of cities similar to Ashland have successfully
implemented EpP policies o[their own.
(M) CW-5-2.Assess the feasibility of co-digesting food waste and biosolids to generate
(M it) electricity at the wastewater treatment facility.
Generating electricity from the gases captured from decomposing organic matter is a win-win
strategy: it prevents harmful GHGs from entering the atrnosphere, and creates electricity that
can offset the wastewater treatment facility's energy use or be fed back onto the grid.
��/h�r'4c��n�
• Promote online citizen services (permitting, bill pay' etc.) to reduce paper use and
vehicular trips.
• Evaluate the use of low-carbon concrete and/or recycled asphalt shingles on City
buildings.
� Evaluate feasibility of increased use of recycled aggregate in residential street
construction and sidewalks.
��� 0 � J��jjjj�N��
• Eat less dairy and meat.
• Waste less food.
• Buy less new stuff. Consider buying reused orborrowing.
Page| se
• Buy things that last.
Case Study
The Rogue Valley Farm to School program's mission is to educate children about our food
system through hands-on programs, and bring healthy, local foods to their school cafeterias.
RVF2S has relationships with five local farms in the valley, including The Farm at SOU. The
organization facilitates the purchase of locally grown produce by schools, assists food service
staff with estimating annual produce needs, and helps farmers use this information to plan
their seasonal planting. It also facilitates field trips to farms and the establishment of
sustainable on-site gardens at schools.
Page 137
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mmunomllllo umioprillVlw momnoiui p�y�,,�umuuta mi mum uaiuplImeal VuilpNupuipNlaiouuuu�II�II �IIII liouu°° �VIIIIIIIINImumouuull��� IIVIIIII�aY pwVl�muuG���mmi�l�� � aa�Ilmu�'�����yY �a aonu�����luum e�`I�uum�N ���� ^�>Ilmmmn��
Why it matters
Although not formally accounted for in Ashland's greenhouse gas emissions inventory, natural
ecosystems such as forests and wetlands capture and store carbon, acting as a greenhouse gas
"sink." Proper ecosystem management can optimize this process of carbon sequestration, as
well as minimize the potential risk of greenhouse emissions from catastrophic wildfires.
Many of Ashland's natural systems and surrounding natural areas will be harmed by climate
change, threatening the important services they provide such as water filtration, flood
abatement, pollination, recreation, and fire protection. Importantly, the effects of climate change
on natural systems are interrelated and may compound each other; for example, more frequent
and severe droughts will increase the risk of wildfires. Changes in temperature, snowpack, and
the abundance of diseases and pests will stress sensitive and high-elevation plants, wildlife, and
ecosystems such as the Northern Spotted Owl, anadromous fish populations, and mid-elevation
coniferous forests. Other stressors, such as habitat loss and pollution, exacerbate this risk.
Progress To-Date
The City of Ashland works within its city limits and with partners outside its limits to promote
sustainable management and conservation of its natural ecosystems. Here are some ways the
City is currently taking action:
• The Ashland Forest Resiliency Project has produced planning documents that consider
optimized forest fuel management and wildfire planning in the face of climate change.
• A new city Water Master Plan will incorporate future climate risks to water supply and
quality into future service planning and activities.
• The City promotes drought-tolerant landscaping through education, outreach, and
technical assistance.
• The City water utility has a tiered rate structure to incentivize conservation among the
largest water uses.
Goals and Indicators
Goals
• Enhance ecosystem health and resilience.
• Ensure sustained access to clean air and drinking water.
Indicators
• Acres of protected and restored habitat
• Stream water quality.
• Water supply.
Page 138
Strategies and Actions
Strategy NS-1. Promote ecosystem resilience.
Climate change has the potential to significantly disrupt local ecosystems by altering
precipitation patterns, increasing average temperatures, and making extreme weather events
more frequent and severe. These changes can impact a wide range of ecosystem features and
functions, from causing fish die-offs to disrupting pollinators. Local government policies and
actions will play a key role in protecting ecosystem elements from climate-related threats.
d
(C) NS-1-1. Manage forests to retain biodiversity, resilience, and ecosystem function
(Adapt) and services in the face of climate change. Use best available science to inform fire
management and planning to manage ecosystem health, community safety, and
carbon storage.
Responsible management of existing natural areas within and surrounding Ashland will bolster
ecosystem health and prevent the breakdown of important ecosystem functions. Incorporating
climate change projections specifically into the City's management and planning processes will
ensure they account for possible scenarios—more common wildfires, for example—that threaten
ecosystem stability and public health.
(C) I NS-1-2. Use green infrastructure such as bioswales, permeable pavement, other
(Adapt) pervious surfaces to reduce flood risk and minimize sediment entry into creeks from
trails and roads.
Runoff from rainwater and snowmelt can carry pollutants and sediment into ecologically
sensitive waterways. Pollution due to runoff and flooding will likely become a more
common—and more serious—problem for Ashland as climate change alters precipitation
patterns and increases the frequency of severe rainstorms. Green infrastructure allows water to
infiltrate back into the soil, reducing the amount that flows into sensitive creeks, wetlands, and
other waterways.
(C) I NS-1-3. Undertake restoration efforts to retain and restore native fish and riparian
(Adapt) species, including enhancement of fish-friendly operations and habitat at Reeder
Reservoir and in Ashland and Bear Creeks.
The fish and riparian species that call southern Oregon home will likely be increasingly stressed
by water scarcity and other climate-driven impacts on the health of local waterways.
Undertaking habitat restoration and protection efforts not only supports healthy stocks of these
species, but can provide co-benefits to residents and visitors by creating beautiful natural
environments for visitors to enjoy.
(C) NS-1-4. Map and protect areas that provide ecosystem services, such as remnant
(Adapt) spring, wetland, and old growth habitats, through improved public lands
Page 139
management/ownership and promotion of conservation easements and private
open spaces.
This action focuses on identifying and prioritizing the protection of the most important elements
o[the local ecosystem1hrouohpub|icovvnershipand/orbvincendvizingLheuseo[conservaton
easements.
� .Update the City's approved street tree guide and landscape design standards for new
development for tree species appropriate for a future local climate.
� Assess the deployment of ecosystem market approaches as a means to efficiently and
effectively protect and restore ecosystems, such as by paying upstream landowners for
water-friendly management of their lands.
Strategy NS-2. Manage and conserve community water resources.
While minimizing the [ih/'svvater use internally is irnpor1an1, conserving water in the
community is arguably much more valuable due to its scale. The City can, through a
combination of education, policy, and incentives, encourage the community to make meaningful
changes Lo reduce its water use.
(C) NS-2-1. Evaluate the value and potential for incentives for practices that reduce use
(Both) of potable water for non-potable purposes and recharge ground water, such as
greywater reuse, rainwater collection, and rain gardens.
Incentives can be a valuable tool to reduce water use and encourage the installation of rainwater
collection and water reuse systems. As a bonus, these systems offer stormwater prevention
co-benefits. Similar incentives have been used successfully in a number of other cities.
(C) NS-2-2. Explore water-efficient technologies on irrigation systems and consider
(Both) requiring them during the permitting process.
Landscaping irrigation uses large quantities of water. Requiring advanced irrigation systems,
especially for large commercial or rnu|Li[arni|y properLies, could have a large impact on the ciLv's
water use.
(C) NS-2-3. Expand water conservation outreach and incentive programs for residents
(Both) and businesses.
Providing additional education and support 10 residents and businesses can help reduce water
use on private properties by identifying easy, cost-effective ways to reduce water use like
installing low-flow fixtures and faucet aerators. The city may consider providing additional
financial incentives to encourage widespread adoption of these upgrades or to make more
costly water-saving upgrades financially feasible.
Page|4o
• Introduce a system whereby when a new building is permitted, a conversation is
triggered around the introduction of feasible new technologies that reduce water and
wastewater.
• Manage upstream flows to minimize downstream flood risk, such as through habitat
protecLion/res10 ration and/or adjusted reservoir management.
• Explore new technologies for treating wastewater for use.
Strategy NS-3. Conserve water use within City operations.
While the [iLv's internal operations account for a relatively srna|| portion of Ashland's overall
emissions, conserving resources sets a visible example that residents and businesses in the
community can follow. Water use, in parLicu|ar, will be important to minimize in the future: with
more frequent and severe droughts due to climate-driven changes in precipitation and
snovvpeck. Ash|and and the surrounding area will have to manage its water resources to
minimize the impacts of increasing water scarcity.
Prioritv~4��oms,
(M) NS-3-1. Evaluate the potential for installation of rainwater collection systems at
(Both) City facilities for greywater uses, and investigate opportunities for greywater reuse
at existing and new City facilities and properties.
This action aims to reduce the quantity of filtered, potable vve1er used at City facilities by using
rainwater for greyvva1er uses. greyvva1er recycling could further reduce the quantity of fresh,
clean water used by the City for non-potable purposes.
(M) I NS-3-2. Implement efficiency recommendations from the City facilities water audit.
(Both)
The City is currently in the process ofconducting an audit of water use at its facilities. The audit
will help the city identify opportunities 10 reduce waste and improve the water efficiency ofits
operations.
0 t/J erAcdo ri,!,,
� Update City landscaping standards for reducing water consumption and chemical use.
��� (.")M1 M1 Ll�NJI Y
� install rain gardens or rain barrels on your property.Work with the City to learn about
options for reducing s1orrnvvater runoff and increasing water storage and reuse at your
home orbusiness.
• Bmvvatmrw!am !n your daily household water consumption. Install water-efficient fixtures,
take shorter showers, irrigate at night, etc.
• Support habitat protection and restoration. Volunteer aia restoration event, donate to
land conservancy or education organizaLions, and get outside!
Page 141
The Ashland Forest Resiliency Project
The Ashland Forest Resiliency Project is a ten-year stewardship program that aims to reduce
wildfire risk and protect ecosystem features on approximately 7,600 acres of land. The
project—a collaborative effort between the U.S. Forest Service, the City of Ashland, the Nature
Conservancy, and the Lomakatsi Restoration Project—focuses on thinning small trees and
conducting controlled burns to prevent wildfires from spreading, while prioritizing saving
large, old trees and preserving key habitat elements. In addition to implementing sustainable
forestry techniques, the project includes an education component and has delivered
presentations and field activities to over 2,000 local students.
Page 142
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Sec��� ���=������� � ������ �� �� �������� ��� � �� �
Why it matters
While at first climate change may seem removed from issues of health, safety, and secu/ity, its
effects may have significant impacts on Ashland's population. Increased heat waves, flooding,
and wildfires will threaten the health and safety of all residents, but Ashland's outdoor industry
workers, the elderly and very young, and low-income populations will be especially vulnerable.
Rafting, skiing, and other outdoor recreation industries may suffer from reduced snowpack and
reduced summer flows, affecting workers throughout the local tourist industry. Increased
wildfire risk will stress emergency services and increase the number of homes within wildfire
risk areas. While many of the strategies and actions in other sections of this report have positive
directirnpactsorco-beneOtsonpub|ichea|Lhandsafetv' theseissuesareirnportantenoughLo
merit specific discussion; without healthy, happy, and secure citizens, Ashland cannot continue
to thrive.
Note: Emissions ossociatedwith public health, safety, and security services ore encapsulated in
other sectors nf the greenhouse_gas inventory, and therefore cannot beindependently
evaluated.
Progress To—Date
Although the City of Ashland has limited influence over the health and social services of its
residents, the City has made great strides in supporting the local economy and preparing for
emergency events. For example:
� Flrevvlse Ashland provides residents of the vvi|d|and urban interface with the knowledge
and skills necessary to prepare for wildfires.
� The Social Service Grant and Community Development Block Grant programs support
disadvantaged and at-risk populations.
� The annual Ashland is Ready workshop provides emergency planning assistance and
information for residents.
Goals and Indicators
Goals
le Protect public health from air pollution and climate impacts.
le Improve community capacity to unders1and, prepare for, and respond to climate change
security risks.
Indicators
e Number of people that can be accommodated hv available cooling centers
� Tree canopy cover
� Percent of Ashland residents experiencing health issues such as asthma
Page|43
Strategies ^� Actions��KAv�
...........
Strategy PHSS-1. Manage ecosystems and landscapes to minimize climate-related health
impacts.
With average temperatures on the rise and extreme weather events predicted to become more
common due to climate change. Ashland will need to consider adapting its management of the
cityscape and ecosystems to protect its residents' quality of life.
friordv^4�to��
(C) PHSS-1-1. Promote the expansion of tree canopy in urban heat islands or areas that
(Adapt) need air conditioning such as schools.
The urban heat island effect can have serious impacts on public health and quality of life,
including causing heat-related fatalities among elderly or otherwise vulnerable people. The [iLv
can reduce this effect by increasing tree canopy cover in targeted areas that do not currently
have adequate shade or air conditioning.
Od\er'4cd()n�
• Evaluate and implement slash removal methods that minimize smoke production, such
as air curtain burners.
• Develop an incentive program to convert fuel-burning lawn equipment such as lawn
mowers and blowers to electric.
� Evaluate opportunities to plant additional trees near city facilities to reduce heat island.
Strategy PHSS-2. Promote a sustainable local economy that rn!n!nm!zms emissions and
vulnerability.
Becoming more sustainable and preparing for the effects of climate change will require more
than just government action—the private sector will also play a central role. The City can serve
as a thought |eader, fad|iLaLor, and central coordinator to spur climate action by wide variety
of independent businesses.
/4ctionS
(C) PHSS-2-1. Engage leading employers in a dialogue on climate action, for example,
(Both) by organizing and facilitating roundtables.
This action involves bringing local employers together with [i1v staff and independent experts to
discuss how climate change will impact their businesses' how to minimize those risks, and how
to incorporate climate and susLainabi|iLv concerns into their businesses in effective ways.
(C) PHSS-2-2. Support organizations, such as SOU, in evaluating risks to local food
(Adapt) sources under climate change.
Page|44
As discussed in Strategy CW-2, local food production minimizes greenhouse gas emissions
associated with food transport, supports the local economy, and carries other sustainability
benefits. As part of the City's work to support and expand local agriculture, it can consider taking
a supporting the work of other organizations to evaluate how local food sources may be
stressed or impacted by climate change, and how best to navigate the challenges to ensure that
local farms remain viable and productive. This would include researching new crops,
technologies, and innovative approaches, and working with farmers to adapt.
• Work with businesses to assess their climate change vulnerability and plan for the future.
Strategy PHSS-3. Optimize City services to minimize public health impacts.
Many of the facilities and services provided by the City, such as libraries, parks, and emergency
management services, can also serve as important venues for adapting to climate change. This
strategy identifies ways that the City can adjust or repurpose its current activities and facilities to
help minimize public health threats from climate change such as from severe heat, wildfire
smoke, and flooding.
(C) PHSS-3-1.Work with vulnerable neighborhoods to create site-specific adaptation
(Adapt) strategies to address public health risks.
While the effects of climate change will be fairly uniform throughout the Ashland region, some
neighborhoods will be more vulnerable to these impacts than others. The City can work to
minimize the impacts on its most at-risk neighborhoods—for example, outlying areas exposed to
wildfires or communities with infrastructure that is susceptible to flood damage—by
collaborating with residents and local organizations to create localized adaptation plans.
(C) PHSS-3-2. Identify and minimize potential urban heat impacts, such as by
(Adapt) designating cooling centers through the city; improving cooling systems in schools
and senior centers; and incentivizing cooling strategies such as cool
roofs/pavements and expanded tree canopy.
Climate change is expected to increase the number and severity of heat waves in Ashland,
putting vulnerable people at greater risk of heat-related health complications and reducing the
quality of life for all Ashland residents. The City can take steps to minimize the risks presented by
heat waves by identifying where heat-related impacts will be most pronounced and working to
encourage and/or directly implement strategies for offsetting these impacts.
(C) I PHSS-3-3. Develop or enhance heat-warning systems for employees and the
(Adapt) public.
Heat-warning systems help minimize the health dangers associated with extreme heat by giving
the public a chance to plan ahead to avoid being outside or take refuge at a designated cooling
center during the hottest periods.
Page 145
• Educate public and public health professionals about health risks posed bvclimate
change, including potential changes in air quality and impacts on mental health.
• Adjust City-sponsored outdoor activity schedules and plan for indoor alternatives to
accommodate longer and hotter summer seasons.
Strategy PHSS-4' Optimize City services to nm!n!rn!ze public safety impacts.
[|irna1e stress can add additional burdens on City services to protect public safety. This strategy
involves taking measures within [iLv operations and current services to protect the public from
injuries caused bv extreme events such as wildfires and flooding.
/ x1"i/y'���on�
(C) PHSS-4-1. Update the City's emergency response plan and ensure that preparation
(Adapt) and updates recognize and address likely climate change impacts.
From wildfires to floods, the emergencies Ashland faces will increasingly be linked to climate
change. The City can help protect its citizens from these emergencies by incorporating climate
projections and likely impacts into its existing emergency response plan.
(C) I PHSS-4-1. Identify and address essential City services that are within the 100-year
(Adapt) flood zone.
Climate-driven changes in precipitation and snovvrne|1 patterns will likely increase the frequency
and severity of flooding in the city. One way Ashland can mitigate the damage of severe floods is
by identifying essential services in flood-prone areas and working to relocate or protect them.
le,"r~4c��r is
• Expand and publicize the Ready, Set, Go! Evacuation program.
• Utilize federal and state reporting and monitoring assets, such asN(]/\A'sHazard
Mapping System, to prepare for smoke and wildfire impacts.
�0........... � C 0�Vj����N��
� Assemble an emergency kit.Jackson County offers tips and checklists to help residents
create emergency kits for their homes and cars. Visit the Jackson County Emergency
Management vvebsite or contact Jackson County for more information.
� Stay informed. Sign up for Citizen /\|er1|, e free program from Jackson County that sends
community alerts to your phone and email when you register online.
� Prepare your home for the extremes. Understand the risk of flooding or wildfire to your
horne, and take action to safeguard your home. Ashland provides free Firevvise
assessments for properties at potential risk of wildfire. Find more information at the [ib/'s
Ready, Set, Co!Evacuation vvebsiie.
� Understand the risks and .ovv to mitigate t.mrn. Injuries from heat exhaustion and
wildfire smoke can be exacerbated by conditions such as dehydration, diabetes, heart
condidons, and obesity. Staying hee|1hy, avoiding harmful activities, and taking proper
Page|4s
precaution can make sure you and your family are safe from deadly heat- and
smoke-related illnesses.
Firewise Ashland
Ashland is part of Firewise Communities, a national program that educates homeowners and
community members on wildfire home safety. The city received its first Firewise Communities
recognition award in 2011, and now has a dozen different neighborhoods that are recognized
by the program. The program provides residents within the wildland/urban interface (WUI)
with knowledge and skills for taking action to prevent wildfire losses, such as by addressing
home construction and landscaping. These actions can help houses withstand wildland fire
without intervention such as as the fire service. For more information or to become a Firewise
neighborhood, visit firewise.org or call Ashland Fire and Rescue.
Page 147
Oil( !�J�J I.........
C,U 111111"'I"i"I"( e s a"It e,
Why it matters
Addressing climate change requires that we work across sectors to incorporate climate change
considerations into all that we do. Only through a coordinated and multi-pronged effort can
significant progress be made.
Progress To-Date
The City of Ashland has demonstrated a commitment to comprehensive climate action through
development of this Climate and Energy Action Plan. Prior to the plan, the City also completed its
first citywide greenhouse gas inventory, which served as an essential benchmark for
understanding and taking action against the community's greatest greenhouse gas emission
sources. The City has also hosted a number of public outreach and engagement events around
climate change and sustainability, including the Ashland Climate Challenge in 2015.
Goals and Indicators
Goals
• Increase awareness of city climate goals and needs.
• Integrate climate change considerations into day-to-day City operations, planning, and
decisionmaking.
Indicators
• Public and City staff knowledge and understanding of climate change issues and actions.
• Proportion of other City plans or activities that incorporate climate change
considerations.
Strategies and Actions
...........
Strategy CC-1. Educate and empower the public.
Addressing community-wide emissions starts with ensuring that the public understands climate
change and what they can do to address the challenge. This strategy involves not just enhancing
public knowledge, but also continuing to learn and understand the needs and challenges the
public faces in taking action. This strategy also involves finding ways to address the public's
needs and challenges through incentives, education, and behavior change programs.
,d
(C) CC-1-1. Create a formal public outreach and education plan to inform the
(Both) community about climate actions and progress.
Page 148
The community play a tremendous role in reaching Ashland's , and an informed community is a
critical part of empowering and The outreach and education plan will inform about climate
actions, what they accomplish, how they can be accessed/used, and how the community is
progressing toward its targets.
(C) CC-1-2. Support capacity of neighborhood and community groups to implement
(Both) climate mitigation and adaptation initiatives.
Every community is unique in how it affects and is affected by climate change. To accommodate
these differences and empower communities to take action, the City should provide resources
and support for neighborhoods that wish to tackle climate change head-on. Options could
include providing resource guides or checklists, venues for community meetings, or mini-grant
programs for specific adaptation actions.
• Develop a climate-ready recognition program.
Strategy CC-2. Educate and empower City staff.
Ultimately tasked with implementing the Climate and Energy Action Plan, City staff and
leadership must understand threats and issues related to climate change and actions needed to
address it. This strategy deals with ensuring that all City departments educate their staff about
the Climate and Energy Action Plan and clarify roles and expectations for its implementation.
(M) CC-2-1. Ensure all City departments educate their staff about the Climate and
(Both) Energy Action Plan.
This action includes identifying the expectations, roles, and responsibility of each department in
meeting specific community and City operations actions within the Climate and Energy Action
Plan.
Strategy CC-3. Mainstream and integrate climate considerations.
As an inherent cross-cutting issue, climate change should be integrated into all other activities
and processes, as relevant. For example, climate change could be considered in all City Council
policy, budgetary, or legislative decisions, and as part of regular City Council communications..
(M) CC-3-1. Consider climate change in all Council policy, budgetary, or legislative
(Both) decisions (e.g., triple bottom line evaluation). Incorporate climate action
considerations/relationship as part of the Council Communication document
template.
Council decisions present key points in the policy setting process for incorporating and
considering City priorities. Asking how policy, budgetary, and legislative decisions may impact
or be affected by climate change during these key decision points will provide further assurance
that no new policy or decisions hinder progress toward reaching Ashland's climate goals.
(M) CC-3-2. Consider CEAP goals in future updates of city plans.
Page 149
(Both)
To enhance integration of climate change across City activities, climate mitigation and resiliency
goals set for in this plan should be promulgated through future updates of related City plans.
Example plans to which this action would apply include the City Comprehensive Plan, Water
Master Plan, Transportation System Plan, Neighborhood Master Plans, and Emergency
Management Plans.
Strategy CC-4. Engage with other governments and organizations around regional, statewide,
national, and international climate policy and action.
There is much to learn from the experience of others, and more power in a unified voice. This
strategy involves coordinating with other local governments that have set ambitious climate
targets, such as Eugene, Portland, Seattle, and Fort Collins, to learn from their experiences, share
best practices, and together advocate for broader regional, state, and national action and
leadership.
(M) CC-4-1. Engage with other governments and organizations around regional,
(Both) statewide, national, and international climate policy and action.
Ashland should continue to collaborate with its neighbor cities to share information and foster
coordinated and unified action. The City should lead and pursue a partnership model, such as
the King County-Cities Climate Collaboration in Washington, to coordinate and enhance the
effectiveness of local government climate and sustainability action within its region.
Page 150
S
QIIIIIIV�IIIIIpVI UN'iou uumo lumpe
pVmpp� s
�uuuuuuul��l��G m�I���l �� �� ���pUivnuu o�� lllm mai Niumoa�
The goals, strategies, and actions presented in this plan signify an ambitious step forward for the
Ashland community. Although sustainable living, operations, and management is not new to
Ashland, this plan pulls together the great momentum and action that already exists in the city,
and provides a coordinated and intentional strategy forward. Making progress on these goals
will require Ashland's government and community to work together and commit dedicated time
and resources for making it happen.
This plan is only the beginning of an ongoing process. The accompanying Implementation Plan
(Appendix X) provides a framework for launching into the implementation phase of the plan,
This phase will require the City and community to begin diving into priority actions--outlining
specific plans of action and resource needs among responsible parties--and monitoring and
benchmarking progress along the way. As details are outlined, more specific quantitative goals
and milestones can be created, driving the pace of strategy implementation. The Implementation
Plan also details the proposed structure for ongoing plan implementation, monitoring,
evaluation, and adaptive management, as well as a list of key actions to be taken in the first year
of implementation. It concludes with a discussion of how the goals and strategies of this plan fit
in with a potential ordinance binding greenhouse gas emission reduction targets.
Through careful and committed action by all Ashlanders, and with this plan as a basis, the city
can achieve its vision of becoming a resilient community that has zero-net greenhouse gas
emissions, embraces equity, protects healthy ecosystems, and creates opportunities for future
generations.
Page 151
40
muuN1 muwN e
iou�ii d
c
e
s
0
• Implementation Plan
o Ongoing structure for implementation, monitoring, evaluation, and updates
o Priority actions, by timeframe and responsible department
o Discussion of ordinance tie-in
• Climate Trends Summary
• Public Engagement Process Overview
• Emissions Modeling and Target Setting Methodology
• Ashland GHG Inventory?
• Glossary
Page 152
Insights ReducingConsumptionfrom the OregonDEQ���
(Updated Draft by Jim H8[tO78U' November, 2016\
1. How can you reduce your carbon footprint by changing your diet?
Consider the Oregon DECicarbon calculator:
|f| have an average diet,that contributes . (About l496of your total emissions)
If I am a vegan (no meat or dairy) and eat twice as much fruits, veggies and grains to make up for the lack of
meat ordairy | am eating, that contributes.3.8
If I am a vegan who eats twice as much fruits,veggies and grains and eat no snacks like soda and potato chips,
that contributes only 1.4 tons CO2 .
For reference,the average Oregonian contributes a total of 41 tons CO2/year.
The point here I think is that even if you are extreme in your diet, you still have unavoidable CO2 emissions that need to
be dealt with if you are striving for carbon neutral. Since diet is about 14Y6 of total emissions,that would mean a lot of
other consumption emissions (which our green house gas inventory estimated to be 48%) have not been met. Dealing
only diet potentially reduces our consumption emissions by 29Y6which comes from roughly 14%/48Y6.
Still you have reduced the fraction of CO2 emissions from diet by 75% since (5.6—1.4)/5.6=75 Y6.
In my opinion,we can make suggestions, but I don't think we want to be the diet police and make people feel guilty for
eating cheese or potato chips. | think we are going to turn off a lot of people if we say don't eat meat or dairy, yet
estimates of this contribution overall globally to climate change are around 18% (While this is not equal to the 14%
above, itisin the ball park).
Recent estimates concerning animal agriculture's share of total global GHG emissions range mainly between 10-
25percent (Steinfe|detai2OOG, Fia|a2OO8, UNEP2OO9, GiUetai2OlO, Barc|ay2Ol2), vvhereagainthehigher
figure includes the effects of deforestation and other land use changes and the lower one does not.According to
Steinfeld et al. (2006) and McMichael et al. (2007), emissions from livestock constitute nearly 80 per cent of all
agricultural emissions.
A 2006 FAO report says that livestock cause more global warming than either industry or transportation.
There are other major problems with meat eating outside of climate change. This includes stresses such as
deforestation, desertification, "excretion of polluting nutrients,, overuse of freshwater, inefficient use of energy,
diverting food for use as feed and emission ofGHGs" (Janzen2011).
Globally, meat consumption is rising dramatically as people become wealthier and join the middle class,
especially in China. htt.p1. Lwww.une-p.oirg&c1f une.p-Eeas oct 2012.pdf
2' What does the DEQ calculator leave out.?
m It does not give you a chance to buy local, which would reduce your carbon footprint.
m It also doesnt address going to restaurants, which has a much bigger footprint than eating at home.
m |tdoesn't address food waste. It is estimated that Americans throw away 40%of their food and that this has
3. How much can you reduce your carbon footprint by changing non-food shopping habits?
First consider that about 30%of your total carbon footprint comes from non-food shopping since average shopping is
12.2 tons/CO2-year. This comes from 12.2/41 which is about 30%.
It is difficult to reduce these emissions. We could ask folks to go to garage sales and goodwill and to make stuff last
longer, but that seems extreme. This request for a behavior change will not result in much real change, and it will
certainly alienate lots of people in our tourist town.
4. What other items are included in the consumption site that would be a challenge to reduce?
Also at the same site, note the advanced settings include lots of items that are hard to eliminate like health care,
education, clothing, entertainment, hygiene, and cell phones.