COMMUNITY & ECONOMIC DEVELOPMENT CMTE...» Selection of public benches and street litter containers made from recycled content materials, placed in the Frank Ogawa Plaza area, along

City of Oakland

Council Agenda Report

TO: Office of the City Manager

ATTN; Robert C. Bobb

FROM: Community and Economic Development Agency

DATE: September 19, 2000

RE. REPORT ON PROGRESS WITH IMPLEMENTING THESUSTAINABLE DEVELOPMENT INITIATIVE,IDENTIFICATION OF FUTURE FOCUS AREAS, ANDRECOMMENDATIONS FOR PRIORITIES FOR 2000-01

SUMMARY

This report summarizes the progress made to date in implementing the City's SustainableCommunity Development Initiative, adopted by Council Resolution 74678-98. The reporthighlights significant accomplishments within each of the Initiative's five majorrecommendations, and includes in a detailed progress report of activities and staff contactslinked to each of the 43 action steps in the adopted Initiative (Attachment 1).

This report also presents findings regarding the best opportunities for continued progresstoward the Initiative's objectives. Staff recommends focus areas for future efforts andestablishes priorities for the 2000/2001 fiscal year.

FISCAL IMPACTS

This report provides a status report on progress to date with the Sustainable DevelopmentInitiative (also referenced below as the SDI) J, and seeks Council concurrence with staif-recommended priority activities for the coming year. These are consistent with theauthorized 1999-2001 budget and there is no fiscal impact.

When opportunities for outside funding could accelerate progress with SDIimplementation, staff will seek authorization to pursue such grants. If faster or moreextensive implementation is desired, this can be addressed during the regular 2001-2003budget cycle.

1 Note: as implementation activities have proceeded, the common name of the Initiative has been shortenedto Sustainable Development Initiative (dropping the word "community" from the long title). For theremainder of this report, the common name of Sustainable Development Initiative is used (or as shortenedto SDI or "the Initiative"). ~R

COMMUNITY & ECONOMICDEVELOPMENT CMTE

September 19, 2000 page 2

BACKGROUND

Policy History of the Sustainable Development Initiative

In July 1997, the City Council launched Oakland's Sustainable Community DevelopmentInitiative by establishing a Working Group charged with formulating a set ofrecommendations and action steps for creating a more livable and sustainable Oakland. Inparallel, a task force of City staff catalogued existing City programs that are relevant tothe goals of the sustainable community development.

Council adopted these recommendations and action steps in concept through Resolution#74678 on December 1, 1998. The CED, LEA, Public Works, and Fiscal ServicesCommittees of the Council subsequently accepted an informational report (datedFebruary 16, 1999) which analyzed the implementation requirements and fiscal impactsof the Sustainable Community Development Initiative. This report was used to guideCouncil in allocating funds for the Sustainable Community Development Initiative in the1999-2001 budget. Council allocated $150,000 per year for the 1999/2001 budget forhiring a Sustainable Development Coordinator and supporting related program costs suchas interns, consultants, program materials, and participation in collaborative meetings ofother local governments.

Sustainable Development Initiative Goals

The Sustainable Development Initiative is organized around a set of five fundamentalpolicy recommendations, each accompanied by action steps. These recommendationsconstitute the goals for the program implementing the Initiative. Below is an outline ofthe Sustainable Development Initiative's goals.

Recommendation #1: Implement a sustainable development strategy as an overarchingprinciple guiding Oakland's economic development program.

Recommendation #2: Link the sustainable economic development strategy to acomprehensive approach to job training and continuing education.

Recommendation #3: Encourage affordable in-fitt housing, mixed-use development,and sustainable building practices.

Recommendation #4: Make the City of Oakland's operations and services a model ofsustainable community development practices.

Recommendation #5: Establish an on-going process of community participation onsustainable development initiatives by community organizations, businesses,unions, and education.

Reports to the City Council on Implementation Progress with the Initiative

The SDI directs City staff to prepare a semi-annual report on progress in implementingthe Initiative's goals and recommended action steps. The first such report was submittedto Council on October 26, 1999 and highlighted specific accomplishments to date. Asubsequent staff report on February 8, 2000 reported on recent grants, honors, or


invitations to include Oakland in third-party service delivery programs supported by thefederal government.

This current staff report offers a comprehensive assessment of implementation progresson each of the 43 Initiative action steps since the time of the Initiative's adoption.Considerable staff time was involved in compiling this first-ever comprehensiveassessment of progress with the Initiative. For this reason, staff suggests that it might bebest if subsequent semi-annual reports alternate between interim reports (progress sincethe preceding report) and comprehensive program-to-date efforts.

KEY ISSUES AND IMPACTS

Although Council adopted the SDI in December 1998, authorized staffing for this Initiativebecame effective with the 1999/2000 budget year. Recruitment and selection of a full-limestaff person culminated with the hiring of a Sustainable Development Coordinator in May2000. Prior to this time duties were assigned to interim coordinators. Beyond the contributionpossible with an individual coordinator, much of the City's progress with the SDI comes £'omtapping the interest and enthusiasm of the City's staff and their program resources; toincorporate sustainable development principles.

Based on scale or potential, the greatest accomplishments so far have occurred with physicalaspects of urban development and in City operations. These include efforts to support "greenbuildings" and to make City operations models for sustainable principles. Progress also hasbeen made with sustainable development principles via economic development, education ;indemployment training, and community participation in development planning. Highlights ofaccomplishments to date follow.

Highlights of Accomplishments so far

#1 Economic Development

• Energy conservation assessments were offered on a pilot basis to businesses in NCRareas. This was supported first via USDOE-funded Re-Energize East Bay project(conducted by Community Energy Services Corporation [CESC]) and now via thePG&E-funded Third Party Initiative program (conducted by Aspen Systems andCESC).

• On-site technical assistance with environmental pollution prevention and energymanagement for metal-finishing, printing, and food-processing industries viaUSEPA-funded Climate Wise program (administered via International Council forLocal Environmental Initiatives and conducted by MANEX and Natural Logic).

• Redevelopment Agency staff inclusion of sustainable development and greenbuilding principles in ENAs and DDAs for development projects (e.g. Shorensteinoffice buildings, Uptown project, and other upcoming 10K projects).

• CEDA staff-seminar by Cornell University expert on eco-industrial park principlesand opportunities that could be applied at the Army Base site.

September 19, 2000 ps.ge4

#2 Education and Employment Training

• Organizational and implementation plan for Workforce Investment Board via $8.3million annual funding.

• Library's Second Start Literacy program, involving 400 adult students, supported by170 volunteer tutors.

• ASSETS Senior Employment Program with 250 participants and 67 placements so farin FY 2000.

• Welfare to Work enrollment of 239 residents with 65 placements so far in calendaryear 2000.

• Head Start and Early Head Start programs serving 1595 clients per year.

• Oakland Museum educational programs addressing skill-building for critical thinkingand motivating student learning for some 29,000 Oakland youth.

• Museum exhibitions promoting awareness, respect and stewardship of the region'scultural heritage and natural environment attended by thousands of Oakland residents.

#3 Mixed-Use Development. In-Fill Housing, and Sustainable Building

• Opening of the Green Building Resource Center for public use adjacent to the City'splanning and zoning permit counters.

• Receipt of a state grant for a green building trades curriculum at Laney College andfor a Green Builders Attraction Forum to be held in the coming months.

• Adoption of the Construction Debris and Demolition ordinance that requires all newdevelopment and sizeable remodeling projects to reuse or recycle 50% or more oftheir waste and debris.

• A re-invigorated commitment to affordable housing via the $40 millionRedevelopment Agency bond to be administered by HCD.

• Preliminary design for the Uptown project proposed to include over 2000 units ofhigher density in-fill housing close to downtown, and with 20% of these at affordablerents.

• Patronage of over 300 lunch-time riders per day of the Broadway Shuttle ~ intendedto support mobility and errands by downtown workers who commute to work bytransit or ridesharing.

#4 City Operations

• Adoption of the Environmental Opportunities section now included in all staff reportsto Council. This was accompanied by guidelines to help departments to identify theseopportunities as well as names of internal staff experts who can offer assistance.

• Significant progress in energy management and operating cost savings from energy-efficient design of new facilities and retrofit and other improvements to existing


facilities. (See Attachment 1 regarding accomplishments for Recommendation #4regarding energy).

» Selection of public benches and street litter containers made from recycled contentmaterials, placed in the Frank Ogawa Plaza area, along selected bus routes, and parks.

• "Greening" of 5% of the City's fleet so far with CNG (and a few electric) vehicles,,with a goal of 9% by June 2001.

#5 Community Participation

« Successful conclusion by Council adoption of Housing Task Force recommendationsto ensure greater quantity of affordable housing and quality housing services.

- Incorporation of Oakland Sharing the Vision functions and 2002 strategic communityplan within City Manager's Office.

A fuller explanation of the City and community's considerable accomplishments withregard to sustainable development principles, the five major recommendations, and theassociated 43 identified action steps is presented in the attached Status of SustainableDevelopment Initiative Implementation (Attachment 1), This attachment also indicates;the City department and staff person or community organization to contact for furtherinformation on the progress with each action step.

DISCUSSION

Program Implementation and Progress to Date

Organizational issues and integration of sustainable development principles within Citvstaff functions

The Sustainable Development Initiative is coordinated by the Community and EconomicDevelopment Agency, under the supervision of the Planning and Zoning Division, andincludes staff participation from other agencies and divisions that are doing relatedprogram work. During 1999 and into 2000 an Acting Sustainable DevelopmentCoordinator (Maria Sanders) spearheaded this work. With the budget authorization for afull-time position of Sustainable Development Coordinator (SDC) in the 1999/2001budget, the City embarked upon recruitment and selection of a full-time coordinator. Thepermanent position was filled in late May of this year with the hiring of Ms. JeanneClinton.

One of the first tasks for the permanent SDC was to undertake an assessment and workplanning process. The goals were to assess implementation progress against the originalCouncil-adopted action steps, identify any gaps or new opportunities meriting attention,select a mechanism for regular status reports to Council, and develop priorities to guideCity staff facing the Initiative's broad mandate with limited budget resources and highly-demanded staff time. This process is described below.

As a result of the process, it became apparent that a forum of "agency champions" shouldbe convened at least quarterly to permit City staff working with issues of sustainability to


meet one another, offer collegial encouragement, and provide an opportunity for cross-fertilization and sharing of ideas. This action step is addressed below under "Analysis ofProgress and Future Priorities".

The Sustainable Development Initiative espouses principles and advocates action steps ina way that integrate these principles into the City's many functions - to weave theseprinciples into the City "fabric", so to speak. This can be accomplished via a number ofCity initiatives including the Service Delivery System, police community services, the;Downtown 10-K plan, other community-serving initiatives, and the upcomingincorporation of the Oakland Sharing the Vision 2002 Strategic Plan for Oakland withinthe City Manager's Office. Staff will strive to coordinate SDI objectives with all relatedactivities of other City initiatives, agencies, departments, and community organizations.

Analysis of progress and future priorities

The assessment of SDI implementation progress involved the following steps:

Step 1 Review the Council adopted Initiative, its recommendations and action steps

Step 2 Review the results from the recent Oakland Citizens Survey (directed by the CityManager's Office) to determine what residents want

Step 3 Interview all relevant City agencies and departments to identify activities thatimplement SDI objectives and/or problems that prevent progress toward these ends

Step 4 Identify gaps in progress toward the SDI's recommendations

Step 5 Compile an inventory of accomplishments and issues

Step 6 Develop criteria for assigning priorities among the action steps remaining (in part or inwhole) to be implemented

Step 7 Solicit review and comment from all affected City Agencies & Departments regardingactions and priorities

Step 8 Develop a conceptual framework to describe the important opportunities for futureimplementation activities

Step 9 Identify highest priority activities for the coming year, FY 2000/01

Results of Step 2: Findings from the Oakland Citizens Survey

During March 2000 the City Manager's Office commissioned the Oakland's 2000 CitizenSurvey. The results offer some useful insight into residents' priorities for communityservices that can help shape the implementation priorities accorded to certain SDIobjectives. Question 4 of the survey reported residents' greatest concerns — reportedwithout prompting by surveyors. Education and crime were the clear leaders in citizens"perceptions of serious issues. Issues of affordable housing and jobs/business were adistant second, followed by third-level concerns for streets, homelessness and revitalizingneighborhoods. The response to this question suggests that other than basic education andliteracy issues, the SDI's objectives are not an immediate thought among residents.


When surveyors offered those interviewed a set of specific possible issues to rate,education and crime remained at the top of the list, while some other issues rose in theseriousness that residents assigned to them. For example, more affordable housing andhomelessness were rated as serious issues by 81% and 77% of respondents, respectively.Unemployment among "regular" workers was rated serious by 64%, similar to the ratingof blight/abandoned buildings. Transportation issues (inefficient public transportation andtraffic congestion) followed with 58% and 56% of residents rating these as serious. Thus,when prompted by a list of possible community issues, many issues addressed in the SDIwere deemed serious. These findings can help set priorities for SDI activities and guidestaff in seeking specific outcomes to work activities.

A third question (Question 7) probed the importance to residents of certain City features.Among those relevant to sustainable development and ranking in the top quartile ofimportance are a clean environment, youth recreation programs and a clean/safedowntown (presumably accomplished by substantial daytime and evening populations oflaw-abiding citizens). The top third of important features expanded to include a wide s-etof features targeted by the SDI, including sense of community, substance abusetreatment, good public transportation, full-service libraries, homeless shelters, jobs, parkmaintenance, and public health services. Thus it is clear that successful implementationof the SDI can address many important features sought by Oakland residents.

Results of Steps 1, 3-5, and 7; Review of objectives, progress, gaps, and issuesThe product of these five steps is presented in the long set of tables presented inAttachment 1, Status of Sustainable Development Initiative Implementation. This tablepresents the 43 SDI action steps, associated with the SDI's 5 thematic recommendations.For each action step identified in the SDI (or in some instances subsequently identified byCity staff as ways to achieve SDI objectives), the table reports on its status andsignificant accomplishments, the lead agency or staff member to contact for furtherinformation, and relevant comments. Comments may pertain to the relationship betweentwo or more action steps, opportunities on the horizon, problems or issues encountered,etc.

This table represents a comprehensive and in-depth look at how SDI objectives are beingaddressed throughout the City structure, as well as by many community organizations.Representatives from all listed City agencies and departments participated in theinterviews and/or review of the table material. The process of developing this statusreport revealed opportunities to build greater connection within the City between people-serving services (primarily the jurisdiction of LEA's AHHS, Library, and Museumdepartments) and building/development services (primarily addressed by CEDA andPublic Works).

Result of Step 6: Criteria for assigning priorities

Recognizing that there were a number of action steps for which implementation had notyet begun, or where progress was not yet fully attained, staff developed a set of criteriafor suggesting priorities among the actions. These priorities were then assigned and


reviewed and/or modified by the many City staff involved in the review and reporting ofprogress.

Criteria included the following:

Priority #1 Critical activity, chance to seize momentum of economic investment andgrowth. Excellent opportunity for Oakland to take leadership role and/orgain high visibility for its SDI. Try to accomplish or at least begin in next3 months.

Priority #2 High pay-off likely for making progress with SDI. Needed to fulfillcommitments already made to Council or external grant fimder. Offersgood opportunity for Oakland visibility as leader in sustainabledevelopment. Try to accomplish or at least begin in next 6 months.

Priority #3 Valuable assessment step that will inform subsequent activities anddirection. Need to get this underway in next 3-6 months.

Priority #4 Useful activity, but staff resources do not permit undertaking this now. Do assoon as staff time and resources permit, and/or seek outside funding orvolunteer (e.g. university) resources, if available, to move up timetable.

Priority #5 Unclear payoff; explore merits further, then undertake this activity whenlikely results become clear or staff time and resources permit.

Results of Steps 8 and 9: Conceptual framework for best opportunities and priorities forthe coming year

The result of the consultative process across agencies and departments and the assignment ofpriorities culminated in identifying a number of activities offering clear opportunities tofurther the SDI1 s objectives. These findings are depicted in Figure 1 on the following page.This figure presents in five major programmatic blocks the best opportunities for SDIimplementation. Each block has a thematic name. These are:

I. Green Building for Major New Development and Renovations

n. Responsible Business and Government

HI. Transportation Management

TV. Quality of Residential Life

V. Tracking of SDI Progress and Community Outreach

Each programmatic block in the figure displays the corresponding target audiences,implementing activities, priority activities (those in bold), and the appropriate lead agencies,department, or need for involvement by the Sustainable Development Coordinator.

The following key explains the acronyms shown in the diagram:


* Designates a City activity already underway.

Bold: Top priority recommended for 2000/01

CEDA: Community & Economic Development AgencyESD; Environmental Services Div. of PWAHCD: Housing & Community DevelopmentLEA: Life Enrichment AgencyPWA: Public Works AgencySDC: Sustainable Development Coordinator

Recommended Priorities for Upcoming 12- Months (July 2000 - June 2001)

In Figure 1, the individual items highlighted in bold signify those specific activitiesmeriting top priority for continued progress with SDI implementation during fiscal yeiir2000/2001. Some of these activities are already underway by a variety of agencies anddepartments. The assignment of priority is to ensure that SD principles are fullyincorporated. These recommended priorities and their suggested year-end performanceobjectives are displayed in Table 1.


Figure 1 Best Opportunities for Oakland's Sustainable Development

I. Green Building for Major NewDevelopment & Renovations

Targets: City facilities, Redevelopmentprojects, OBRA, "10K", Flaming Dept.'sMajor Projects

Activities:1. *Green Building guidelines2. *In-fill housing3. *Lead by example in Redevelopment,

HCD, Port, & major private projects4. Green Builders Attraction Conference5. Laney building trades curriculum6. Green Resource Directory of local

designers & material sources7. Green Building Advisory Council8. Outreach & promotion

Leads: SDC, Recycling, Energy Management

II. Responsible Business & Government

Targets: New business, existing businessActivities:Attraction/Retention1. Develop & apply economy/jobs/

environment yardstick2. Link NCR business improvements with

transportation & street tree activitiesEnvironmental impact3. * Recycling/reuse activities4. * Climate Wise assistance5. * Energy/water efficiency improvementsOperations6. Adopt "best practices" in all City

operations7. *Business referral services for SD practicesEmployment8. * Workforce Investment Board - Work-

force Devel. & Oak. Priv. Industry Council

Leads: Econ. Development; w/SDC, PWA/ESD

HI. Transportation Management

Targets: encourage non-auto travel, reducevehicle miles traveled, and use clean fuels

Activities:1. * Promote mixed use development2. * Establish Transit Villages3. * Pedestrian plan4. * Greening of City Fleet5. City as model for trip reduction &

"clean" commuting6. Transport/traffic mitigation from

large development projects7. *Facilitate transit (e.g. * 12th Street

BART transit/street-scapeimprovements)Downtown parking/circulation plan* Bicycle paths & lanes

8.9.10. Promote Commuter Check to business

Leads: PWA and CEDA transportationplanners, with Redevel. & SDC

IV. Quality of Residential Life

Targets: Existing neighborhoods and residents

Activities:*Develop and carry out affordable housing plan* Improve quality of existing housing* Prioritize and address neighborhood environmentalhealth problemsImplement Estuary PlanIncorporate ST> principles into literacy progranis aimcultural/environmental education

Leads: CEDA/HCD and LEA/Library and AHHS; alsoCEDA/Planning; LEA/Parks & Rec.; PWA Env. Services

V. Tracking Progress & Community Outreach

Targets: City staff; non-profit environmental groups, business community;environmental professionals, and community development groups

Activities:1. Attain inclusion of SD objectives in OSV Citizens Academy and

annual review for a, & City service delivery strategies2. Organize quarterly City agency technical ^champions forum"3. Produce & distribute quarterly progress bulletin4. Contribute SD dimension to an Oakland community performance

indicators effort5. Participate in regional & national leadership, exchange & action fora

Leads: SDC in coordination with City Manager *s Office & other agencies


Table 1 Proposed Priority Activities

20QG/&HJ1 Priority Activities ; :

I. Develop and apply green buildingguidelines

Lead by example in Redevelopment,HCD, Port, and major private projects

H. Develop and apply a metric to assesseconomy/ jobs/ environment dimensionsof economic development activities

Workforce Divestment Board

Adopt "best practices" in all Cityoperations

III, Transport/traffic mitigation from largedevelopment projects

Downtown parking/circulation plan

Establish Transit Villages

IV. Develop and carry out affordable housingplan

Incorporate sustainable developmentprinciples into literacy programs andcultural/environmental education

V. Organize quarterly City agencytechnical "champions forum"

' Performance Objective ;, ̂

Adopt guidelines via administrative instruction by12/00 and launch promotion and outreach by 2/0 1

All facilities receiving City investment incorporatecost-effective green building guidelines in new plansand designs effective 1/01

Develop a "3-D" metric mechanism by 12/00 andapply on an ongoing basis to projects & activities cfthe City's economic development strategy

Develop by 3/01, with business sector input, a strategyfor moving the underemployed toward fullemployment in the Oakland economy

Departments and agencies specify best practices by1/31/01 for inclusion in next SDI status report toCouncil approximately 3/01

Apply area-based strategies to address transportationrequirements from development by 12/00

Conduct and complete plan; adopt appropriatestrategies and implementation plan by 6/01

Develop preliminary design and funding options by6/01 for mixed use development and transit villages attwo additional BART sites (beyond Fruitvale)

Meet goals of Redevelopment housing bond anddevelop implementation plans for housing task force:recommendations adopted by Council (date TBD)

Develop list of SD advisors within City government orlocal organizations2 by 12/00, program ideas withLEA and OUSD staff By 3/01, and identify technicdand financial implementation resources before 6/01.

Convene a technical-level SD champions forum andconvene on quarterly basis starting 1 1/00.

Note; Many of these activities are on-going and integral to the existing work programs ofthe different City agencies, offices and departments. As such, there are other reportingprocesses that have references to SDI implementation objectives. Those reports andrelated activities will be duly noted in future SDI reports.

2 This would be similar to but an expanded version of the "Environmental Opportunities" guidance andresource list now used in preparing Council reports.

September 19,2000 page 12

Role of Sustainable Development Coordinator

The Council authorized the creation of a Sustainable Development Coordinator (SDC) toguide an integrated program for Sustainable Development. Many city agencies anddepartments as well as community and local private organizations already undertake SDactivities or incorporate its principles within their functions. The role of the SDC is tocontribute missing dimensions of SD to the activities of professionals working in their ownfields. The success of SDI implementation hinges on integration of SDI objectives throughoutCity government and operations. Thus the role of the Coordinator is defined as follows:

• Catalyst and convenor working with SDS staff on cross-departmental initiative:? toincorporate SD goals

• Point-person for SD information resources and networking

• Resource person to identify possible solutions to staff or funding gaps impedingfull achievement of the best opportunities for SDI implementation

• Topical advisor to other agencies/departments on SD activities or strategies

• Secretariat for tracking and reporting progress to Council, the public, and otherinterested parties

In support of the recommended 2000/2001 priorities, the SDC's work activities will rangefrom leading certain activities to supporting others, while tracking still others. The SDC'splanned activities for this year are displayed in Table 2. The SCE will report on all SD-relatedprogress.

Table 2 Specific Activities for SD Coordinator in 2000/2001

(Activity numbers correspond to those shown in Figure 1)

Opportunity Area

I. Green Buildings

II. Responsible Business &Government

III. Transportation Management

IV. Quality of Residential Life

V. Tracking Progress &Community Outreach

Leading Role

I-l, 1-4 -1-8

II-l, II-4&5,

rv-s

V-2-3, V-5

SupportingRole

1-3

II-6

m-4-6, 111-10

IV-1

V-l, V-4

Tracking Only

1-2

II-2 &3, II-7 & 8

ffl-1-3, IH-7-9

IV-2-4

ENVIRONMENTAL OPPORTUNITIES

A major premise of the Sustainable Development Initiative is to address goals forenvironmental stewardship and best practice, while attending to the City's goals for

September 19,2000 page 13

growth, economic prosperity, and social equity for Oakland's residents. This staff reportoutlines progress toward these goals and recommends opportunities and prioritizedactions to continue our progress in achieving these goals. In particular, the recommendedfocal areas of Green Building, Responsible Business & Government, and Transportationall will contribute to capturing environmental management opportunities.

DISABILITY AND SENIOR CITIZEN ACCESS

This report and its recommendations have no direct impact on Disability and SeniorCitizen Access.

RECOMMENDATIONS AND RATIONALE

Staff recommends that the City Council accept this progress report, endorse therecommendation to formalize alternating comprehensive and interim reports, and approvethe priority activities proposed for 2000/2001.

ACTION REQUESTED OF THE CITY COUNCIL

Approval of the suggested best opportunities and target activities for SustainableDevelopment Initiative implementation (Figure 1) and the recommended priorityactivities for 2000/01 (Table 2).

Respectfully submitted,

WILLIAM E. CIAGGETTExecutive Director

Prepared by:

Jeanne Clinton, SustainableDevelopment Coordinator

APPROVED AND FORWARDEDTO THE^CITY COUNCIL

ER

Attachment 1 Implementation Status of the Sustainable Development Initiative as of August2000 (a table reporting progress with the five major recommendations and their43 action steps)

Attachment 1Implementation Status of the Sustainable Development Initiative - as of August 2000

Recommendation # 1 Economic Development Implement a sustainable development strategy as an overarching principleguiding Oakland's economic development program.

"CEDA takes lead responsibility, except Life Enrichment Agency takes lead on ethics."

SDI Action StepsIdentified orAnticipated

Status & SignificantAccomplishments

Lead Agency /Staff contact

CommentsSug-

gestedPriority

Attraction & RetentionServices

1.1 a) Evaluate SDpractices & use inattraction/ assistance/retention

a. Plan to apply upon finalizing a methodology for applyingSD practice to attraction/retention programb. Discussions planned with Alameda County GreenBusiness Certification Program in applying green businessstandards in City's business retention and attractionefforts.

a. CEDA/Ec Devel.(Susan McCue) withSDC (J. Clinton)

b. With support fromPWA/Recycling andRecycling MarketDevelopment Zonecoordinator

Application awaits completion of#1.8 b evaluation method. Alsocould apply lessons from #1.3 a.Near-term focus best to offer &refer businesses re: assistance inbecoming more sustainable.Could tie-in Green Businesscertification.

a. 2b. 2

1.1 b) Promotionalcampaign to attractsustainable business

No widespread action as yetSee also Green Builders promotion event (#3.3) and plansfor coordination with Port, OBRA, and RedevelopmentAgency projects (#3.5 & 3.6)

CEDA/Ec Devel(Susan McCue)

Sustainable Oakland can bementioned in City's economicdevelopment outreach activities.More likely that message will bethat SD is one of many reasonsfor business in Oakland.

1.2 Businessattraction/retention staff toincrease sustainablepractices among existing& new businesses

3 dimensions:

• Buildings (see Actions3.5 & 3.6)

• Operations and relationto community

a. Operations: Business Development staff refer candidatefacilities to relevant other services, e.g. work forcedevelopment (see #2.1 and 2.5), Green Businesscertification & environmental assistance programs (see#1.3c), and Recycling zone opportunities (see below)

b. Product/service: Oakland/Berkeley Recycling MarketDevelopment Zone provides loans, technical assistanceand marketing to companies using or processing recycledmaterials. RMDZ activity: B Inans (4 in Oakland totaling$556,000) made to businesses for projects involvingcouch/mattress recycling, furniture, tree wood scraps, and

a. CEDA/Econ.Devel. (SusanMcCue & staff)

b. CEDA/ EC. Devel.(Steve Lautze)

a. Strategy relies on referral toother programs, rather thandirect service by EC. Devel.Staff

b. RMDZ makes loans over$200,000 (one), while loansto smaller businessesseeking technical assistancereferred to County RecyclingRevolving Loan Fund.Future focus will extend

a. ongoingreferrals

b. ongoing

Sustainable Development Progress Report — August 2000 page 1






Comments Sug-gestedPriority

Products & services plastic bag manufacturing). Other results: helped with sitesfor 6 companies employing 50 people, local support forconstruction and demolition debris ordinance, technicalassistance to 90+ other recycled/reuse processors andmanufacturers.

beyond siting new facilities toaddress expanding existinggreen manufacturers andconverting other companiesto recycled feedstock.

Outreach to existingbusinesses

1.3 a) Business sectormeetings on needs forsustain ability

a. Discussions focused so far on major developersneeding to comply with green building or sustainabledevelopment requirements in ENAs and DDAs

b. As yet no general meetings on topic with business

CEDA/ ORA(Clint Botden &Bob Lyons)CEDA/Ec Devel(Susan McCue)and SDC

Relates to 1.1 a, 1.3b,and 1.3c

Could also tie into EC. Devel.'sNeighborhood CommercialRevitalization program

1.3 b) Research/demonstrate return onInvestment fromsustainable practices

City has access to expert on the business case for GreenBuildings.

No other action yet taken

CEDA/Ec Devel Could be done by consultant inconjunction with #1.8 b and toinform 1.1 a. Good topic foruniversity research project &/orintern. Would help inform thebusiness dialogue and promotion

a. 1b. 4

1.3 c) Encouragesustainable business &offer referral assistance

a. Climate Wise program via ICLEI targets 7 metalfinishing and food processing industries to identify anddevelop action plan for resource management andtransportation measures to reduce CO .

b. ReEnergize East Bay and DOE's Rebuild Americaprogram performed pilot PG&E-funded energy and wateraudits for 25 small businesses in the NeighborhoodCommercial Revitalization District; includes job traininglinks with contractors. PG&E contract with Aspen Systemswill expand services to 75 businesses & includeimplementation support.

c. Alameda County Green Business Program promotesidea of and certifies green businesses in target sectors.

d. Public Works Recycling offers businesses technical

CEDA/Ec Devel (allstaff make referrals)

a. SDC via outsidecontractors

b. SDC via outsidecontractors

c. That program,with partial Cityfunding

d. PWA/Recycling(SusanKattchee)

In addition, USEPA, USDOE,EBMUD, and PG&E all offerfunding and/or additionaltechnical assistance programs foroutreach to improve resourceefficiency of business operations.

City could build web-basedbusiness information and referralactivity, supplemented by staffconsultations, to facilitateawareness of services available.

a-c. 1ongoing to

extentlimited

funding cansupportinterest

a.-c. 4 foradding newor expanded

activities

d. 1 ongoing

Sustainable Development Progress Report - August 2000 page 2




1 .4 Distribute SD info &resources at businesslicense office

1.5 Living WageOrdinance support

1 .6 Local hiring andpurchasing support &encouragement

1 .7 Green retail support

1 .8 a) Applv ethicalstandards to publicly-supported development

1 .8 b) Exploremethodoloav for &feasibility of SD impactanalysis of targeteconomic sectors & indiv.


assistance w/ source reduction, materials reuse, &recycling

PG&E Energy Savings for Business brochure distributedat business license office & Green Building ResourceCenter

EBMUD water conservation information distributed sameway

Ordinance is adopted and for City contracts isadministered by Contract Compliance Office

Local business participation goals set for City contracts forprofessional services and procurement over $15,000 andfor construction contracts over $50,000

No action as yet to attract/expand this type of business

LEA addresses this via:

a. Multipurpose Senior centers and inter-agencycommittee working with neighborhood groups toaddress environmental and safety issues

b. Welfare -to Work administration

c. Aging Commission

Initial discussions among CEDA Economic Development,Redevelopment & SDC suggest need for 3-dimensionalassessineni (environment, iocai employment, role in localeconomic system)


CEDA EC Devel ,PWA/ Recyclingand SDC wouldhandle expandedefforts

CMO/ ContractCompliance Off.

CMOCity-wide agencies

CEDA/ EC Develand SDCLEA with inter -agency committeeincluding Mayor'soffice, AHHS, Parks& Recreation andCEDA

CEDA: Econ.Devel., Redevel., &SDC

Comments

Could design brochure rack withinformation in multiple languagesabout economic andenvironmental services availableto support businessCould promote availability ofinformation on website (whenready) See #1 .3 cApplies to organizations orprojects receiving $100K or moreof City financial assistance, and toservices contracts of $25,000 orgreaterLocal ly-sou reed green products& services could be promoted viaGreen Map (see #4.5)

Promotion of patronage couldoccur via Green Map (see #4.5)"ethical standards" defined asenvironmental safety, anti-violence, and "other relevantconcerns"

Need to draft and testmethodology as applied toindividual businesses, and not toentire economic clustersOnce tested, can apply to

Sug-gestedPriority

2

In place

In place

4

1

3

Sustainable Development Progress Report -- August 2000 page 3




development projects

Other ActivitiesSupporting SO but notmentioned in SDInitiative


General Plan historic preservation element preservesimportant buildings and enhances cultural values


Comments

individual projects to suggestopportunities for increasingsustainability

Sug-gestedPriority

1


Recommendation # 2 Training and Education Link the sustainable economic development strategy to a comprehensiveapproach to job training and continuing education.

CEDA takes lead responsibility. Life Enrichment Agency takes lead on literacy.





2,1 Job linkages -training, recruitment,hiring,

c.

d.

Formation of Workforce Investment Board for 2000/01should produce integrated education, training, &employment approach. Initial goals will be under-employed to meet demand in 5 targeted economicclusters. Vision of full employment for residents andbusinesses.East Bay Works is one-stop career center operatedby OPIC, offering outreach, training, referrals,placement, and social services. Many organizationsoffer services for specific clients via City-fundedactivities. 7/99 - 3/00 results: 2,611 clients trained,1573 clients placed in jobs; average wage is $8.16/hr.See 6/13/00 Staff Report to Council on Job TrainingPerformance for details.

AHHS ASSETS Senior Employment Program offerstraining {computers, office skills, early childhoodeducation) and employment placement services toseniors. For FY 2000 250 participants and 67placements.

Welfare-to-Work program sponsors paid vocationaltraining for 239 enrollees and 65 placements in 2000year to date.

a. and b. CEDA/EC Dev (AlAuletta)

c. LEA/AHHS

d. Same

Conducted in cooperation withOakland Private Industry Council.

City now leads on programdevelopment & monitoring. OPICwill handle implementation.

To be determined whether WIBwill incorporate functions of JobTraining Roundtable.

a.-d. 1ongoing

2.2 Economic & labormarket research

Consultant drafted "Economic Indicators Baseline Report"(under staff review) suggesting residents' skills do notmatch needs and higher paying jobs of "new economy"activities (e.g. software, telecommunications,biotechnology, and high-tech manufacturing).

Hired new Urban Economic Analysts

CEDA/ EC Dev(Cheryl Taylor)

Will continually update theEconomic Indicators Report








2.3 Assess job skills fortarget sectors

Draft Economic Indicators Baseline Report takes apreliminary and general reading.

CEDA/ EC Dev(Cheryl Taylor)

Staff apply data as part ofemployment development andeconomic attraction/retentionactivities

2.4 Link job training withprospective labor marketneeds

Workforce Investment Board (see above) to emphasizetraining & placement to assist under-employed workersin 5 target economic clusters

See also ReEnergize East Bay small business auditand trades link (1.3 c) above)

CEDA/ EC Dev (AlAuletta)

Will also link with findings of #2.3

WIB includes representatives ofbusiness and educationalorganizations.

Key issue is what strategic linkcan be made betweeneconomic developmentactivities (see # 1.2 and 1.6)and employment training &jobplacement

2.5 Job training programfunding

a. Workforce Investment Board of $8.3 mil/year (seeabove)

b. CIWMB $23K grant received to develop andincorporate Green Building curriculum in Laney Collegecarpentry trades program 2000-2001

CEDA/ EC Dev Need to link to #2.3

2.6 Database for jobtraining, placement,retention

Will be activity supported by WIB, and administered byOPIC.

CEDA/Ec. Devel. (AlAuletta) via contractto OPIC under aegisof WIB

See 6/13/00 Staff Report toCouncil on Job TrainingPerformance for details oftracking & reporting.

2.7 Evaluate City-fundedjOu tf Bifiiny

Evaluation has been ongoing. In Spring 2000 establishedjob training performance standards system, reporting toCouncil quarterly

CEDA/Ec Devel.(AIAuietta)

1: ongoing

Sustainable Development Progress Report ~ August 2000 page 6







2.8 Encourageapprenticeship programs& other workforcedevelopment

a. Contract compliance oversight of apprenticeshipprograms; apprenticeship Task Force

b. Oakland Youth Employment Partnership constructiontraining program

c. Urban Arboriculture Internship program

d. Museum Latino History training program

e. After-school internships at Museum for job skills andcareer awareness

a. CMC/ContractCompliance (DennisLockett)

b. LEA/Parks &Rec. (KarenGreenspan)

c. Oakland USD

d. LEA/Museum(Barbara Henry)

e. LEA/Museum (B.Maloney, K.Lehman)

a.-e. 1:ongoing

c. Accepts 2 students/year inmentoring program

d. works with 10-12 students/yearwith Spanish Speaking CitizensFoundation

e. up to 10 students/year

2.9 Improve basiceducation & literacy

a. City/School District coordination meetings areoccurring

b. Second Start Adult Literacy Program, serving 400adult students with 170 volunteer tutors to improvereading and computer literacy to enable & upgradeemployment skills

c. Special grant-funded service to offer literary servicesto first-time offenders in hope of building skills andopportunity

d. Partners for Achieving School Success (PASS)provides after-school homework assistance for 800+students via high school & college age paid studentmentors. 2000/01 will expand to Recreation Centerstn rparh npus ni-inr ilatinn cinrf bficJGS to libfGiV USS— , , . . . .»». p^vfîMhiwiiviit.afe' *j j \^f,

e. Story reading liaison to 12 Head Start Centers

a.

b.

c.

d.

e.

f.

g-

CMO and otheragencies

LEA/ Libraries(LeslieMcGinness)

Same

LEA/ Libraries(Patty Wong)

LEA/ Libraries

LEA/AHHS(UsamaPulliam)

OaklandMuseum

Education and literacy areresponsibilities of multipleorganizations. City Museum,Library, and PAL conduct someactivities. There is also Cityliaison to Oakland Unified SchoolDistrict and Peralta CommunityCollege District

There is both formal and informalcollaboration between the OUSDand the Library Department (seeStaff Report to Council 7-18-2000)

ongoing

Sustainable Development Progress Report - August 2000 page?






CommentsSug-

gestedPriority

f. Operation of Head Start program for both nutritionaland educational development. 1595 clients served peryear via 20 centers and 5 homes.

g. Oakland Museum offers school programs to 29,000Oakland youth/year to improve critical thinking,problem-solving, and literacy skills

h. Police Activities League summer program works with450 students at 13 sites to encourage reading andrelated skill development; in 9lh year.

i. Oakland Unified School District & Peralta CommunityColleges provide basic and career education

j. Marcus Foster Institute works with OUSD to furthereducation & literacy.

h.

EducationCurator(Barbara Henry)

Police PAL (Off.Dixon)

Adult literacy program lends itselfto inclusion of practical lifeknowledge, including sustainablepractices in home andneighborhood

Sustainable Development Progress Report — August 2000 pageS

Recommendation # 3 Mixed Development and Green Buildings Encourage affordable in-fill housing, mixed use development,and sustainable building practices.

Public Works Agency takes responsibility for sustainable building practices in collaboration with CEDA. CEPA takes lead on in-fill housing, mixed use, and greenbuilders topics.


3.1 Mixed use & in-fillhousing strategies forredevelopment areas

3-2 Support transit vMaoedevelopment


Actively supported by General Plan Land Use &Transportation element. Also Housing Element

Mixed use projects actively encouraged {e.g. Uptown,downtown, exploring housing with Laney, transit villages)

City supports changes in ABAC housing allocation systemto locate housing closer to jobs

Funding obtained for Fruitvale transit village development& West Oakland transit access improvements.

Transit village studies underway for: MacArthur, 19Street/Uptown, and Coliseum BART stations


CEDA/StrategicPlanning

CEDA/ Housing &CommunityDevelopment

CEDA/ Redevel,

CEDA/Planning(Leslie Gould &staff)

Comments

Also offers benefits of improvedtransportation services and/orreduced need for newtransportation services

Will request 2001 - 2003 fundingfor planning activities.

Sug-gestedPriority

ongoing

Preliminaryplanning 2

Detailedplanning 4

3-3 Attract green buildersto Oakland

Planning one-day forum in 2000/01 via CIWMB grantfunds of $20K for "building a greener Oakland" toattract developers with Green Building interest orexperience.

CEDA/SDC andPlanning staff

Public Works staff

Key opportunity to conveyOakland's desire for green andsustainable development and toleverage high level of builder/developer interest ^^^_

3.4 Green buildinginformation via City'sbuilding permit process

A Green Buildings Resource Center for the publicopened February 2000 near the Zoning and BuildingPermit Counters on the second floor of the CityAdministration Building. This Center uses displays, videos,web-links, and printed matter on site design, buildingproducts, energy and water efficiency, and solid wastemanagement including de-construction and materialsrecycling.

CEDA SDC &Building Services

3.5 Establish SD & greenbuilding criteria for City-

a. (Jlty staff and consultant currently developing greenbuilding guidelines and information resource

Displays and information arepassive; no staff assistance isoffered for customized advice.

a. PWA/recycling (Susan Kattchee) &

ongoing

a. 1



Public Works Agency takes responsibility for sustainable building practices in collaboration with CEDA. CEDA takes lead on in-fill housing, mixed use, and greenbuilders topics.

SD1 Action StepsIdentified orAnticipated



CommentsSug-

gestedPriority

funded projects (initially) mechanisms web site by adapting Hennepin County,MN website (by 8/00)

b. Plan to beta-test guidelines on City- funded projects(9/00 onward)

c. Application of GB goals & guidelines underway insignificant projects (e.g. new Fruitvale school withSchool District, Eastmont police substation) via staffreferrals & technical assistance to designers/developers.

d. City negotiates with developers to include greenbuilding and/or sustainable development standardsinto ENAs and DDAs on redevelopment projects.Staff can assist with identifying free or low-costtechnical assistance. E.G. Shorenstein, Uptown,Upcoming Oakland Army Base Reuse Plan

e. Drafting Sust. Devel. Guidelines for Redevel. Projectswith City financial support (developer's checklist of SDpractices, expectations, technical & fundingresources); final application pending

f. Agreement with HCD to include Green Buildingcriteria in selection of affordable housing proposals for$40 million bond funds

energymanagement (ScottWentworth);

CEDA/ SDC(Jeanne Clinton);

Risk management(Deborah Cornwell)

b. Public Works &SDC

c. SDC andclient's designer

d. CEDA:Redevelopment(Bob Lyons, AlizaGallo) & SDC

e. CEDA:Redevelopment(Bob Lyons) & SDC

f. CEDA/HCD (RoySchweyer) withSDC

b.2

c. 1

d. 1

e. 1

f. 2

3.6 Develop tool kit to helpbusinesses have greenH

a. Now done on ad hoc basis for individual projects.b. Plan to create a simple developer's checklist,

guidebook &/or websitec. Will use experience from major projects (#1.2, 3.5,

Team effort:PWA/recycling &energymanagement;CEDA SDC,

Recommend formation ofinformal Green Building/Sustainable Building AdvisoryCouncil to advise on engagingprivate sector

a. ongoing

b.2

c. 4







CommentsSug-

gestedPriority

and 3.6 checklist) to fine-tune voluntary guidelines viapublic website or printed document, and todisseminate via d.

Staff notified that in 9/00 Oakland will receive$300,000 over 2 years via CPUG award to offerenergy efficiency design assistance to reducesummer power demand for new and renovatingcommercial/industrial and multi-family buildings

CEDA/Redev., RiskManagement

d. 2

Additional Staff-initiatedactivities not specifiedin SD Initiative

Reviewed and comment on California Legislature'sSmart Growth 2000 package of bills (May-June 2000)

CEDA/SDCoordinator

Performed as needed

Housing and Community Development activitiesinclude:

a. Affordable housing rehabilitation and upgrade loans

b. Financial assistance for development of affordablehousing, with site acquisition program to encouragein-fill housing, higher density development, & use ofgreen building techniques (Also includes regulationson paying prevailing wages and local hiring).

c. First Time Homebuyers assistance program andPolice, Fire, and Teacher home buying assistance

d. Community Development Block Grant services toqualifying neighborhoods (child care, senior legalassistance, hunger and homeless services)

e. Staff drafting ordinance for affordable housing densitybonus & reduced parking (cost) requirements. Staffinvesiiyauun of implementation options tor affordablehousing policy via housing "linkage fee" on

CEDA/ HCDa. Teresa Hughesb. Janet Howleyc. HCDd. Lonnie Carter

e. CEDA/Planning(Colin Burgett)

Future allocation of housingdevelopment funds will includeencouragement/ selection basedon green building designs

Will offer green building designassistance to 1-2 projects withloan agreements and beta-testSD design guidelines when ready

Council adoption of Housing TaskForce recommendations dictatesthat staff now developimplementation plan (RoySchweyer)

1 ongoing






commercial development and inclusionary zoning onnew market-rate housing development

Oakland Housing Authority activities include:

f. Construction of new owned and rented housing units forlow income householdsg. Operation and management of low income rentalhousing.Construction & demolition recycling ordinance effective7/1/00 for projects above threshold size.


f.-g. OaklandHousing Authority

Public Works/Recycling (SusanKattchee)

Comments

Supports City target of recycling50% of all waste. Constructiondebris amounts to 20+% of wastestream

Sug-gestedPriority

1


Recommendation # 4 City Operations Make the City of Oakland operations and services a model of sustainable communitydevelopment practices

Public Works Agency takes lead on topics relating to waste prevention/reduction, recycling, environmental protection, hazardous materials treatment,energy/resource efficiency, clean air, clean water, and transportation alternatives. CEDA takes lead on overall coordination, interagency task force, GreenMap, recycling market development zone, brownfields, land use, estuary plan, GHG emissions plan, transit plan and neighborhood quality topics. LifeEnrichment Agency takes lead on open space, creek, watershed, parks and recreation topics.




CommentsSug-

gestedPriority

4.1 High-profile inter-agency task force withsemi-annual progressreport to Manager &Council

a. No actions taken on creating high-level task force.

b. SD as top Council goal incorporated into somemanagers' performance objectives.

c. Interim progress reports submitted 10/26/99 and 2/8/00.First complete status report ready 9/00 via this table.

a. CMO

b. CEDA, PWA,LEA

c. CEDA/SDC(Jeanne Clinton)

High profile effort could bechaired by CMO, with active rolesfor CEDA, PWA, and LEA

Semi-annual report back on-track.Input invited on format and levelof detail.

May want to consider Councilworkshop on progress and futuresteps. ^^

a.TBD

b. ongoing

c. 1

4.2 Sustainabledevelopment staffing -coordinator and agencychampions

a. An Acting Sustain ability Coordinator and other City staffinitiated many activities from late 1998 - early 2000.

b. Filled a full-time SD Coordinator staff position in May2000.

c. Agency champions are ad hoc, at technical staff levels

CEDA/. SDC

CEDA

CEDA, PWA, RiskManagement

Greater effort needed to link LEAinto SD activities to addresscommunity and social equitygoals - e.g. via AHHS, Library,and Parks & Rec.

Will initiate technical-level agencychampions forum quarterly

a. Done

b. 1ongoing

c. 2

4.3 Set 1-and 2-yearprogram goals; monitorprogress

a. One-year work plan contained in Council report 9/00.Thereafter should address in 2-year budgetingprocess.

b. As of Jan. 2000 all Council Agenda Reports containa new section entitled "EnvironmentalOpportunities", intended to formalize attention toSDI.

c. Progress monitored via semi-annual reports (see 4.1)

CEDA/ SDC

PWA/ESD

Need process to reinforce review,input, and activities from otheragencies and divisions

PWA prepared guiding questionsand staff technical resource list tosupport preparing "EnvironmentalOnr*ortunitiss" section of G!! stsffreports to Council. Could expandto address SD principles.

a. 1

b. in place& ongoing

c. 1ongoing








4.4 City SD workshop forCouncil, commissions &staff

a. No high-level workshops have occurred since SDIadoption.

b. Monthly City lunch lecture series 10/99 - 6/00facilitated interagency awareness and coordination of SDIapplications into City programs, projects and operations.Monthly attendance averages 30-50, primarily City staff.

CEDA

PWA

If of interest, could scheduleCouncil/Planning Commissionworkshop surrounding this report

Lunch series expected tocontinue for 2000/01

a. 4

b.2

4.5 Create an OaklandGreen Map

Partial research done by interns on Green Map ofbusinesses and community resources

Partial information gathered by interns needs assessmentfor remaining gaps; also issue of how to verify/update.

Solicited bids on Green Map website work; OIT hadlowest bid; need to clarify their time availability and resolvecontent.

CEDA/SDC andOIT Relates to #5.4 (outreach)

Ongoing project requires updatingand maintenance; is well suited touniversity or communityexecution, versus City staff time.

Need to decide if printed mapalso needed or not.

4.6 Help carry out Estuaryplan for open space &waterfront access

There is currently no master plan for implementation.Discussions underway for possible City/Port sharedproject manager position.

Monthly Waterfront Roundtable involves City/Portdiscussions.

CEDA taking lead on developing financing strategy (see3/00 Council report)

CEDA/Planning(Colin Burgett)

Port of Oakland(Rick Wiederhom)

LEA/Parks & Rec.(Gail Waiters)

Implementation likely to be jointCity/Port responsibility. Cityefforts involve CEDA, Parks &Rec. (improvements) and PublicWorks (roadway access).

10/2000 National WaterfrontCouncil meeting in Oakland maypresent valuable forum to revealoroaress.








4.7 Greenhouse gasreduction plan

Received grant from ICLEI and hired consultant in 1999 toresearch and prepare draft GHG Reduction Plan.

Plan undergoing review in CEDA and PWA

CEDA/SDC &Planning;PWA/ Environment& Streets

Staff evaluating 12/99 draft planby consultant, then onceaccepted or modified, will forwardto Council with recommendations.

Choice for public input to bemade between initial publicworkshop forum or direct staffreport to Council. ^^

PlanSImplementa

tion4

4.8 Transportation plan forno/low pollution modes:

• Strategies and behavior

• Technology-based

a. Goals incorporated into Oakland General Plan LandUse and Transportation Element, and bicycleprograms

b. Resolution passed 1996 to encourage public transitand other alternatives to private auto; City hiredtransportation planner in Planning 4/2000

c. City encourages mixed use development close totransit, transit villages

d. Broadway Shuttle offers 1050 free mid-day rides/day.

e. Broadway/14th Street BART Transit Center &streetscape improvements authorized; also SanPablo Ave. corridor, International Boulevard,Eastmont Town Center transit center

f. Bike lanes: Designed Embarcadero Bay Trail, WestOakland Bay Trail, and Grand Avenue bike lanes;secured funds for Telegraph lanes, West Oaklandtrail: Bancroft/Foothill and Hegenberger/TSÂ.ve., and8lh St/Acorn Presscott bikeways; finalized route forBroadway - W. Oakland BART lane, and "initiated"

CEDA/Planning(Natalie Fay)

PWA/Streets

PWA/ Fleetmanagement

•Broadway Shuttle funding will beexhausted 4/01. Long termfunding & operating plan needed.

• Bike lane implementation slowdue to conflicting constituencies

• City fleet could expand use ofalternate fuel vehicles; resolvingrefueling issues is key.

• Probably need additionalaction steps to promoteachievement of this objective(e.g. via:

Alternative transportationfacilities in new buildings

nnwntrttA/n circulation 5;parking analysis & plan

Possible transportation

a. done

b. done andongoing

c. ongoing

d. 1

e. 1

f. 2 and 4

9.1ongoing

h. partlydone, and 2

i. 3

j.-k. 1ongoing

I. 1






Lead Agency/Staff contact


40 /MacArthur Bart lane.

g. CityRacks program installed 400 bike parking facilities& racks at 12lh and 19th St. BART, commercial areas,public buildings, with another 400 to come; Directoryof bicycle parking locations near business and BicycleFriendly request brochures in English, Spanish andChinese.

h. Bicycle Plan adopted in 1999; bicycle parkingordinance being drafted before 12/00 for new multi-family and commercial development

i. Pedestrian master plan element under developmentfor General Plan (Examples: Ogawa Plaza and CityCenter, 8th St West Oakland, Fruitvale, East Lake,Grand Avenue)

j. City fleet includes 5% alternative fuel vehicles (allCNG except 4 electric vehicles); budgeted purchaseswill increase to 9%. Dalziel Building reserves space &facilities for bicycle commuters

k. City employee transit: Some 50 City employeesenrolled in Ala. County Guaranteed Ride Homeprogram (to deal with emergencies or unexpected OTfor those using alternative transportation to work)

I. City had pilot Commuter Check participation in 1996-97, reducing employee VMT by 30%. Council askedOPRM to report to Council on possibly reinstatingprogram. 8/00 Management/Labor Committeeexpected to approve re-instating Commuter Checkprogram tax benefits to encourage & reward public

impact fee in high densitydevelopment areas

Transportation plans &services for area-specificdevelopment

• Transportation planning couldbe elevated in prominence andbetter integrated into Cityplanning & development activities

m. 3








transit by City employee commuters

m. Bart Coliseum Station/ airport connection is underdevelopment ^^^

4.9 Encourage Port'ssustainable initiatives

Port initiated SD training workshop series in 2/2000 fortheir own staff, delivered by a consultant.

Port staff have proposed a Port Sustain ability Policy forconsideration by Board in 9/00

Port of Oakland(Tay Yoshitani)

Opportunity to target next majordevelopments at Airport, JackLondon Village and Seaport

Liaison with Port is informal ontopical issues and formal onspecific development projects

Regular City/ Port briefings on SDgoals and action steps will bescheduled

4.10 Intergovernmentalcoordination on SD

c.

d.

Staff participates in California Green BuildingsCoordinators forum and MTC's Transportation forLivable Communities grant programPWA coordinates closely with Ala, Co. WasteManagement AuthorityNeed to develop participation in Bay Area Alliance forSustainable DevelopmentNeed to increase consultations and collaboration withOakland Unified School District's facilities planners

Mandate is to coordinate SD withPort, School District, AC Transit,BART, EBMUD, MTC, UC, Stateuniversities, Peralta CC District,EB Regional Parks, EDAB,Alameda Co. WasteManagement Authority

a. 1ongoing

b. 1

c. 4

d. 2

4.11 a) Budget cycleaccounting for SDactivities

No action yet taken on this BFA




SDI Action Stepsidentified orAnticipated




4.11 b) Investigateaccounting forenvironmental & socialcosts & benefits of Cityactivities

No action yet taken on this BFACould tie nicely to #5.9 indicatorstask and #1.8 b. EconomicDevelopment assessmentmethodology task

Additional staff-initiatedactivities not specifiedin SD Initiative

Energy

a. Active program of energy management (EM) inCity facilities, accepting 5-9 year paybacks. EMcompleted on 58% of the 2.8 mil. sq. ft. of facilitiesCity manages.

b. Energy performance contracting on newdesign/build facilities and leasing mechanisms.New City Admin Bldg. beating design efficiencywith $10,QOO/year extra savings

c. 150 kW cogeneration system to be installed atOakland Museum in early 2001

d. Standard adopted that New/ remodeled Citybuildings must capture all PG&E rebates and be10% better than NEW title 24 standards (20%versus OLD Title 24). To date 950,000 sq. ft. ofnew/remodel projects have been involved.

e. Lighting retrofit specifications developed

f. Solicited Green Power bid for City electricity leading tonew Green Power product via AEAG POWER

g. Converted all possible red traffic signal bulbs to

a.- i. PWA/Municipal BuildingServices (ScottWentworth)

j. PWA/MunicipalBuildings andRecycling, jointly

City is leader in energymanagement in City facilities

j. Relates to #3.5 establishinggreen buildings criteria for Citybuildings






LED bulbs, avoiding $200,000/year power costs andreceiving $420,000 rebate from PG&E

h. Receiving $800,000 CPUC award for facility changesto reduce summer power demand

i. Developing boilerplate RFP and contract languagefor use by project managers; will test SD guidelines innew/renovated City facilities.

j. Identifying potential for new and renovated greenbuilding pilot projects.



PurchasingPurchasing staff encourage procurement of materials withrecycled content and energy efficient equipment- e.g.Energy Star office equipment. Procurement of somerecycled-content paper, trash can lines, building materials,public benches, and re-refined motor oil

FS A/Purchasing(Jimmie Jackson),supported byPWA/Recycling

Decentralized purchasing limitsdegree of "sustainable"purchasing and/or oversight onmaterials selected. Warrantsgreater oversight by Purchasing,supported by City technical staff.

City Vehicle FleetFleet manager selects and maintains vehicles. Own/lease86 alternative fuel vehicles (5% of fleet) and 3 refuelingsites. Target 9% of fleet by 6/01. Recycling 90% of toxic,hazardous waste or products of market value.

PWA/Fleetmanagement (BruceSaunders)

There has been no City cost-effectiveness analysis of alternatefuel vehicles. Once done and iffavorable, could set higher goalfor fleet's % of clean vehicles.

Parks & Recreation - environmental management

a. Irrigation systems being upgraded for conservation astime and resources permit. Drought-tolerantlandscaping selected for new plantings.

b. Integrated pest management: have eliminated use ofRound-Up & other pesticides in parks. Upgraded

a.-e. LifeEnrichment/ Parks,Recreation &Cultural Services

(Jim Ryugo & AlGarcia)

a. and e.: Completion of manyin-progress activities is delayeddue to lack of sufficient staffresources

Water-efficient irrigation limited

b., c., andd.:1

ongoing

a. &e. 1&4:limited

ongoing








pesticide training. Need to test corn glutten as pre-ernergent herbicide.

c. Green waste recycling/composting: Trainedmaintenance staff, participate in Green WasteRecycling, chipping 80-85% of all tree cuttings for useas mulch in parks, City facilities, street medians.

d. Efforts made to coordinate City/school district facilitiese. Environmental education & interpretive facilities

offered on limited basis

by budget for capitalexpenditures

Insufficient and over-usedplaying fields. Estimated needfor 6-8 additional soccer fields

scale;expand asresources

permit


Recommendation #5 Public Participation Establish an on-going process of planning/participation/evaluation by communityorganizations, businesses, unions, and education institutions - using sustainable community development as a way to buildthe strengths of Oakland's people.

Life Enrichment Agency takes lead on all aspects (e.g. literacy, substance abuse, health, arts, and ethics), except CEDA takes lead on citywide conference.Oakland Sharing the Vision takes lead on broad community outreach and planning processes related to OSP and inclusion of SD principle and environmentsection.


5.1 Communityparticipation in SDinitiative

5.2 a) Oakland strategicplan (OSP) - include SDprinciple & environmentsection

5.2 b) Seek funding for SDinitiative & OSPcommunity planning

5.3 a) Inventorycommunity organizationsas sustainability resources

5.3 b) Encouragecommunity coalition forSD efforts

5.4 SD inclusion in city'senvironmental outreach


Ad hoc, via:

Joint grant proposal with Laney College & Re-Energize East Bay

outside individuals' participation in lunch lecture series

collaboration between Pacific Institute and City

collaboration with individuals interested in guidinggreen building & development

a. Draft of 12/99 now in hands of CEDA/ EC Devel.

b. AIP/APA Ahwahnee Award for Smart Growth forOakland's Land Use and Transportation Element ofGeneral Plan

Pacific Institute (Oakland) seeking to raise funds forenvironmental indicators development process, that couldbe part of a larger community planning effort

Partial effort undertaken by interns, but findings not yetapplied.

Extensive staff/community/business meetings now occuron informal basis

a. Sustainable Oakland web page created at:http://www.oaklandnet.com/business/ — >Tax


Varies

CMO and

CEDA/ EC Devel(Susan McCue),with input from SDC

TBD

SDC

Council

CEDA and PWA

Comments

No mechanism exists for broad-based participation on SDIimplementation. Could considerannual community forum topresent progress, discuss plans,and solicit comments andsuggestions from community.This would also address #5.8.

OSP was directed by OaklandSharing the Vision, now proposedto be incorporated into CityManager's Office

Hinges on above

Best to accomplish by feedinginformation to Green Map project(see #4.5 above) and tying into#5.9 indicators task

Annual community forumsuggested in 5.1 could determinenaciH fnr forn-iâli-îr-jn n /->nojjtJQri

Relates to #4.5 (Green Map)

Sug-gestedPriority

4

TBD withCMO

TBD withCMO

4

5

a. Done








Incentives —> Sustainable Oakland places SD at coreof business & economic development

b. Public Works Agency features sustainable developmentand green development in public outreach activities

c. Planned expansion of website content. Research 50%done with prior interns. Bids solicited 1/00 for webdesigners.

SDC leads

Needs close guidance/oversightof website designer andresources for qualifying/updatingcontent

b. Ongoing

c.4

5.5 a) Support SD ineducational programs

a. $20K sustainable development curriculumenhancement planned with Laney carpentry program

b. African American Museum and Library offers exhibitsand programs; Oakland Main Library History Room

c. 8/00 Livable Community public workshop & tour

d. Youth Explorations Outreach Science programpromotes environmental stewardship

e. Museum's school and on-line science programsdevelop students' science & environmental skills

f. Museum's cultural history, science and art exhibitionspromote community awareness and stewardship forregion's cultural heritage an d natural environment

g. Museum/Oakland Public Schools Arts Initiativeteaches literacy and arts awareness

a. CEDA/SDC (J.Clinton)

b. LEA/ Library

c. GreenbeltAlliance

d. LEA/Museum(Dorris Welch)

e. Same

f. LEA/Museum(History: C.Caldwell,Science: T.Stellar, Art: P.Linhares)

LEA/Museum{Karen Nelson)

Requires liaison among:

• Oakland USD

• LEA's interpretive andeducational programs(Library, Parks & Rec.,Museum)

• Peralta Community CollegeDist

Museum's annual CaliforniaThinkers Forum could offeropportunity to integrate SD withan upcoming "major issue of theyear"

a. 2

b. 1

c. done

d. 2

e. 1

f. 1

g. 2



Life Enrichment Agency takes lead on all aspects (e.g. literacy, substance abuse, health, arts, and ethics), except CEDA takes lead on citywide conference.Oakland Sharing the Vision takes lead on broad community outreach and planning processes related to OSP and inclusion of 3D principle and environmentsection.





5.5 b) Encourageeducational consortium toadvance SD knowledge

No organized activities initiated by City staff on this topic

National Library Association has "Libraries BuildSustainable Communities" program

Some may occur via Architects, Designers, and Plannersfor Social Responsibility

LEA/Library andMuseum; OUSD

Also via NGOs

Library staff is aware of NLALBSC program, and would beinterested in pursuing, ifembraced by new LibraryDirector. Opportunities includedisplays, booklists, collaborationwith community for a, speakersbureau, and video collection.

5.6 a) Determine citizens'service needs

a. CMC carried out the Oakland 2000 Citizen Survey ofmost serious issues facing local government. Cityfeatures important to residents, and satisfaction withCity services (see key findings in Attachment 1)

b. Information Assistance Program (referral tocommunity services)

a. CMO

b. LEA/AH HS

Services defined to includephysical exercise, communityfood security and communitygardens, the arts, culture,treatment of substance abuse

a. Done

b. 1ongoing

5.6 b) Communitypartners coalition to meetresidents' basic needs

a. AHHS obtains input and suggestions from AgingCommission, Life Enrichment Commission

b. Community Action Agency advocates for low-incomeresidents and provides services and programs toeradicate poverty. Priority areas include family self-sufficiency, job training, welfare-to-work,homelessness and hunger, and child care.

c. 3 Farmers Markets held weekly

d. 15 Community Gardens in Oakland

e. Full Harvest provides horticultural and work skillstraining to homeless and low-income residents of

a. LEA/ AHHS

b. CAA

c.

d. LEA/Parks &Rec( )

e. BOSS/UrbanGardeningInstitute (Daniel

Basic needs defined as food,clothing, housing, transportation,safety, and health care

f. County FoodBank








Alameda County; produce shared with nearbyseniors, disabled, and shelters

f. Alameda County Community Food Bank providesgroceries, salvages grocery products, offers nutritionand hunger education, and provides job training in theprocess

5.7 Determine arts role tocommunicate sustainablecommunity principles &practice

a. No action yet with focus on sustainable development

b. Artists-in-Libraries program

c. Museum school and family arts programs

d. Community cultural celebrations for diversecommunities (Day of Dead, Winter Fest, Black HistoryMonth, Asian Heritage Month)

e. Exhibit guides, junior guides and volunteers fostercommunity involvement in culture and the arts

f. City has public art coordinator, with emphasis onpublic area placement downtown

a. LEA

b. LEA/Library

LEA/Museumc.(Karen RansonLehman)

d. Same

a. 4

b. -e. 1ongoing

f. 2 recentposition

e. LEA/Museum(MarciaGregory)

LEA/Museum(Ben Hazard)

5.8 City Sustainabilityconference (annual)

No specific action taken to convene a conference. Manysingle-purpose occasions afford an opportunity to addressSD.

An annual forum is suggested in#5.1. Also, a conference could bepart of a #5.9 indicators activity.

5.9 Collaborate withOakland Indicators ProjectiG measure progress

Draft (12/99) Oakland Sharing the Vision 2000 - 2002Strategic Plan calls for Oakland Sustainability Institute toimplement activities including "indicator project"

Discussions held with Pacific Institute re: possibleoversight of OSVfunctions

Many communities have takenthis path (Silicon Valley, SierraCommunity, Seattle) Could tie into #1.8 (methodology)& #5.1-5.4.








development of environmental indicators (narrower scopethan SDI envisioned)

Previous proposal by Community Action Agency via LEAto develop measurement scales for civic/social capitaldevelopment; may be kept alive via Project on CommunityCapacity and Institution Building (Berkeley)

It could be a useful framework toestablish priorities, allocate Citybudget resources, and trackprogress.

Other Public ActivitiesSupporting SD but notmentioned in SDInitiative

Public green / open space

Trail access to open space: initial discussions on trailaccess to Dimond Canyon

Neighborhood tree planting: in 1999/2000 planted 200of 600 trees requested by community. Previous $30-40K/yr CDBG funding now down to $5K

City provides limited support/coordination tocommunity gardens

Open space acquisition plans (e.g. estuary area)

a.

b.

c.

d.

a. LEA/PR&Cb. Oakland Re-

Leaf and Calif.Dep't. ofForestry

c. LEA/PR&C(Jim Ryugo & AlGarcia)

d. CEDA/Planning w/LEA

Expanded tree-plantingdependent on acquiringadditional resources

Expanded gardens limited bycontinuity of neighborhoodleadership, tax/legal costs torecover vacant parcels,mismatch of sites to need

Staff belief that coordinatedvolunteerism could improvequality of neighborhood life

a,b.,d.:4proceed asresources

permit

c. 1 ongoingwith limitedresources

Hazardous Waste Reduction

a. SB 1726 Source reduction program

b. Dioxin Task Force working to reduce dioxin sources

a. Fire Services/Emerg. Serv.

b. PWA/ESD(Brooke Levin)

Source reduction & recycling activities:

a. Residential recycling program

b. Business outreach and technical assistance

c. City facilities recycling

d. Construction & demolition debris ordinance

PWA/Recycling:Susan Kattchee

The Environmental ServicesDivision reports annually toCouncil DM piuyiesis withissues and activities.

1ongoing






Creek and watershed protection

a. Clean creek efforts

b. Creek improvement

c. Watershed awareness

Clean water program

a. Public info and participation

b. Illicit discharge controls

c. Industrial & commercial discharge controls

d. New development & construction controls


PWA/EnvironmentalServices (LesleyEstes)

PWA/EnvironmentalServices (AndrewClark-Ciough)

Comments

The Environmental ServicesDivision reports annually toCouncil on progress with theseissues and activities.

CEDA/ Planning & zoning staffare involved with creek andwatershed protection forproposed development or majorrenovations.

The Environmental ServicesDivision reports annually toCouncil on progress with theseissues and activities.

Sug-gestedPriority

1ongoing

1ongoing

14

m-*§m fFi

oSustainable Development Progress Report — August 2000 page 26

Documents

COMMUNITY & ECONOMIC DEVELOPMENT CMTE...» Selection of public benches and street litter containers made from recycled content materials, placed in the Frank Ogawa Plaza area, along